ANNUAL REPORT 1 July 2013 to 30 June 2014
Welcome Message Western Downs Regional Council is pleased to present its Annual Report for the period 1 July 2013 to 30 June 2014. At Council we're proud to live and work within the communities that we serve, and the Annual Report is an opportunity to celebrate our achievements over the past financial year. As well as providing our community with an accurate record of our financial and operational performance and progress against Council's 2013 - 2017 Corporate Plan, we'll introduce the team of people responsible for leading our organisation. The local people who deliver real results for our region share their success stories for the 2013/14 year, along with the challenges faced and our aims for the future. The Annual Report demonstrates Council's approach to effective and inclusive governance as well as our commitment to engage our community in an open and accountable way. Continuing to improve the way we do things is part of Council's business ethos, so for the second time our Annual Report will be submitted to the Australasian Reporting Awards for external review. Our readers are also encouraged to provide suggestions, as we value feedback to help us increase the readability and relevance of our performance reporting. See the Contact Council section on page 193 for more details.
PA G E 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
About This Report As well as being a legislative requirement for Local Government, Council's 2013/14 Annual Report serves to keep our stakeholders, including; residents, ratepayers, business and industry, employees, community groups, and partnering government agencies, informed of our performance and of our direction moving forward. The Annual Report focuses on Council's financial and operational performance for the 2013/14 financial year against our strategic business plan, the 2013 - 2017 Corporate Plan. This Corporate Plan sets the direction for Council by translating the community's long-term vision for the region, as expressed in the Western Downs 2050 Community Plan, into prioritised and measurable actions.
How to Read This Report This Report is divided into six chapters designed to help you find the information you’re looking for. Chapter 1: Setting the Scene – includes a profile of the Western Downs region, a snapshot of our achievements, Council's role within the community, and a Community Financial Report of key points highlighting our financial performance. Chapter 2: Your Council – includes a message from our Mayor, introduces your Councillors, and provides a one-stop-shop in the Report for all the legislatively required information.
This is achieved by structuring our Corporate Plan around the following eight theme areas identified in the Community Plan, thus creating a clear link between Council's strategic priorities and the needs and expectations of our local communities:
Chapter 3: Our Organisation – includes a message from our CEO, shows the organisational structure, introduces our Executive and Management Teams, and gives an overview of the local people delivering real results for Council.
• Effective and Inclusive Governance
Chapter 4: Reporting our Performance – includes results of our progress against the Corporate Plan under each of the eight strategic theme areas, information on achievements, challenges, and interesting facts, and concludes with an assessment of Council's overall performance by our Executive Team.
• Enriched Communities • Healthy Living • Welcoming Communities • Innovation and Economic Success • Balanced Growth • Healthy Natural Environment • Accessible and Connected Places Alignment to these eight strategic themes flows into Council budgets and operational plans, ensuring that we deliver a shared vision for the Western Downs region.
Chapter 5: Financial Reporting – includes our audited and certified General Financial Statements that detail Council's financial position for the year ending 30 June 2014. Chapter 6: Other – includes a legislative index, a glossary for quick reference, appendices and contact details.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 3
Contents Welcome Message.................................................................................... 2
Strategic Theme 3: Healthy Living............................................. 79
About This Report...................................................................................... 3
3.1. Social and recreational services encourage community health and wellbeing................................................ 80
Chapter 1: Setting the Scene....................................................... 5 Our Region............................................................................................. 6 Performance Outcome Highlights.......................................................... 8 The Role Of Council............................................................................. 10 Community Financial Report................................................................ 11 Chapter 2: Your Council............................................................... 15 Mayor's Message................................................................................ 16 Meet Your Councillors......................................................................... 17 Statutory Information........................................................................... 20 Chapter 3: Our Organisation..................................................... 27 Ceo's Message.................................................................................... 28 Our Organisational Structure............................................................... 31 Organisational Chart............................................................................ 32 Our Executive And Management Teams.............................................. 34 Our People............................................................................................ 43 Local People | Real Results ................................................................. 48 Chapter 4: Reporting Our Performance.............................. 55 Our Strategic Direction........................................................................ 56 Strategic Theme 1: Effective And Inclusive Governance...... 57 1.1. We put safety first - to ensure safe and healthy workplaces...................................................................... 58 1.2. We support and empower a team that respects the organisational values which drive us forward............................ 59 1.3. We are a customer service focused organisation................ 60 1.4. We partner and engage with our communities and key stakeholders through two-way communication.......................... 61 1.5. Asset Management and service standards are key drivers of our organisation's strategic decision making............. 63 1.6. Strategic Planning and an effective governance framework guide our performance driven and accountable organisation............................................................ 65 1.7. Robust financial management achieves sustainable and accountable fiscal governance.................................................... 66 1.8. The application of technology advances our operational efficiency............................................................ 68 1.9. Our Risk Management approach reduces Council's exposure to negative impacts without limiting innovation......... 69 Strategic Theme 2: Enriched Communities.............................. 70 2.1. Our Infrastructure and Essential Services meet the needs of our communities........................................................... 71 2.2. Our communities are participative, learned and culturally connected..................................................................... 77
PA G E 4
3.2. Strategic partnerships provide facilities and services that address the social needs of our communities..................... 82 3.3. Strategic partnerships keep our communities safe and ready to respond to and recover from disasters................... 84 Strategic Theme 4: Welcoming Communities.......................... 85 4.1. The Western Downs Region attracts visitors and encourages residents to play and stay........................................ 86 4.2. The Western Downs Region is promoted as a welcoming place to live and grow............................................ 86 Strategic Theme 5: Innovation And Economic Success........ 87 5.1. Our commercial enterprises are sustainable and build capacity within our organisation and the community................. 88 5.2. Innovative economic development strategies support regional growth............................................................................ 90 Strategic Theme 6: Balanced Growth....................................... 91 6.1. The sustainable development of our region is informed by strategic policy and planning instruments.............................. 92 6.2. Infrastructure supports the sustainable development of our region........................................................... 93 Strategic Theme 7: Healthy Natural Environment................... 94 7.1. We are a climate smart organisation................................... 95 7.2. Our natural environment is protected and managed to maintain community wellbeing............................... 95 Strategic Theme 8: Accessible And Connected Places......... 96 8.1. Our transport infrastructure meets the needs of our growing community........................................................... 97 8.2. Strategic partnerships will deliver efficient and safe local, regional and national transport systems and effective regional telecommunications................................ 97 Assessment Summary Of Our Performance ..................................... 101 Chapter 5: Financial Reporting.............................................. 104 Financial Statements......................................................................... 105 Management Certificate.................................................................... 153 Independent Auditor's Report............................................................ 154 Report on the Financial Report...................................................... 154 Report on the Current-Year Financial Sustainability Statement... 157 Chapter 6: OTHER............................................................................ 160 Index of Legislative Requirements.................................................... 161 Glossary of Terms............................................................................... 164 Acronyms Used in this Report........................................................... 166 Appendices........................................................................................ 167 Contact Details, Distribution and Feedback...................................... 193
CHAPTER 1:
SETTING THE SCENE
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 5
ABOUT
Our Region On the back of its proud history of agricultural productivity and manufacturing innovation, Western Downs is currently experiencing significant economic activity and growth with the region diversifying into the energy resources sector. Far from a short-term boom, the region's continued growth is predicted to transform the local economy well into the future. Inherently rural in nature, the Western Downs region is located three hours west of Brisbane and is part of both the Murray-Darling River and the Fitzroy River catchments. The region covers an area of 38,039 square kilometres and comprises six main centres – Dalby, Chinchilla, Miles, Tara, Jandowae, and Wandoan – with numerous smaller towns and villages scattered throughout the area. The Warrego Highway is the main road link through the region traversing East-West. The Western Downs’ unique store of every type of fossil fuel and renewable energy has led to investment in the region worth billions, with hundreds of significant projects either planned or underway. As a result, Western Downs is now recognised for its capacity and ability to contribute to the long-term supply of energy to the Australian economy - in terms of food security, as well as fossil fuel and renewable energy resources. Thanks to a proactive resources sector and a productive agricultural industry working together for mutual and regional benefit, Western Downs confidently claims the title of the 'Energy Capital of Queensland™’. People Consistently enjoying population growth despite the trend of rural population decline, the Western Downs region welcomed 562 persons in the year to June 2013, bringing the estimated population to 33,494, representing a 1.7% increase from 2012. In fact, over the past five years our population has continued to grow at an average annual rate of 2.1%, above the average for the Darling Downs (1.0%). Our residential population is expected to increase to 43,551 persons over the period to 2031, an average annual rate of 1.5%. A full-time equivalent population, which includes an estimate of external residents also working in the region, further boosts the region's population. The estimated number of employed persons in the region was 17,660 in the December Quarter 2013, representing an increase of 2.4% for the 2013 calendar year. The unemployment rate was 3.7%, significantly lower than the averages for Queensland (5.9%) and Australia (5.7%). Over 40% of employed residents in the Western Downs work in agriculture, forestry and fishing, retail, and construction industries.
PA G E 6
DULACCA DRILLHAM
BRIGALOW WARRA
CONDAMINE
BELL
JIMBOUR KOGAN
KAIMKILLENBUN
GLENMORGAN MEANDARRA
MOONIE
Economy Western Downs Regional Council is benefitting from the emerging contributor to GR resources industry of the Surat Basin, currently dominated by Coal approximately 0.8 Mining makes the largest contribution to the regional economy, Seam Gas production in the lead up to LNG export. comprising 21.5% of the region’s $2.9 billion Gross Regional Product 2008/09.
Western is a followed region at by theagriculture, cutting edgeforestry of environmental, Unemployment al (GRP) inDowns 2012/13, and fishing (13.6%), economic and social change, a ruralgas, economy above its (6.0%) regions unemploy construction (11.2%), electricity, waterpunching and waste services weight. People are being attracted to the region for the mix of and retail trade (3.6%) sectors. The GRP for the Western Downs grewQueensland (5.4% employment opportunity, clean environment and country lifestyle. the labour force h strongly by 8.4% in 2012/13, outstripping the State growth of 3.6%. The region’s population continues to defy history, increasing to annum, a result e 31,897 in June 2010, a 1.3 % increase on 2009. region. In total, the Western Downs Regional Local Government Area contributed Theapproximately region’s economy continues to grow, despite the negative Dwelling approva 1.0% also of the Gross State Product for Queensland in 2012/13. global environment. Gross Regional Product was 1.875 billion up in the year ending Lifestyle 17.4% in 2008/09; almost double the growth of Queensland. Mining separate houses ledAs this extraordinary growth,ofincreasing its GRP by over voted by the residents the Western Downs, it’s 400% the 'quality of towards record ap to overtake Agriculture, Fishing & Forestry as the largest regional life' and 'feeling of community' that are our region's greatest strengths.
Clean air and water equate to 'clean living' enjoyed by residents and visitors alike, just another benefit of modern country living within our friendly and active communities.
Those wishing to escape city living, traffic congestion and the high cost of living are also attracted to the Western Downs to take advantage of ANNUAL REPORT 1 JULY 2009 TO 30 JUN the affordable living on offer. As at the March Quarter 2014, the median house price for the region was $270,000, approximately 48% below the Brisbane average. (Source: REIQ Real Estate Institute of Queensland)
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
While spread across a large geographical area, our communities still boast an impressive range of modern facilities from aquatic and fitness centres to galleries, museums, cinemas and civic centres that deliver the convenience of metropolitan centres to the doorstep of rural living. In the Western Downs you'll experience a subtropical climate where all four seasons can be enjoyed, with average temperatures between 18 - 30 degrees C in summer and 5 - 20 degrees C in winter.
“...it’s the 'quality of life' and 'feeling of community' that are our region's greatest strengths...”
Proving the appeal of our family friendly lifestyle, 490 new dwellings were approved to be built in the Western Downs at a total value of approximately $128 million, in the 12-month period to June Quarter 2014.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 7
Performance Outcome Highlights Performance Outcome Highlights 2013/14 Strategic Theme 1 : Effective and Inclusive Governance – see page 57 for more detail • Four-year Workplace Health and Safety Strategic Plan developed. • 'Voice of the Customer' surveys commenced to measure our responsiveness to customer requests, and to benchmark our service delivery performance. Strategic leadership and a shared vision deliver an accountable, sustainable and performance oriented business
• Whole-of-Council Service Level Review project commenced. • Council's communication channels were expanded with the launch of our Corporate Facebook Page. • Population modelling predicting future growth patterns was implemented for our Ten Year Financial Forecast. • Upgrade of our entire Information Technology network to Windows 7 and Microsoft Office 2010 commenced. • Enterprise Risk Management Framework and Policy adopted, and four-year implementation plan endorsed.
Strategic Theme 2 : Enriched Communities – see page 70 for more detail • As part of our Utilities Ten Year Capital Works Program new Wastewater and Water Treatment Plants were built in Wandoan, a new Reverse Osmosis Water Treatment Plant was built in Dalby, and the Miles Wastewater network was upgraded. • The new Waste and Recycling Centre in Chinchilla was completed. Providing facilities and services for people to live, learn, grow and connect
• Refurbishment of the 107 Drayton Street, Dalby building was completed. The new multipurpose centre called 'MyALL 107' is now home to: the Dalby Library, Gallery 107 @ Dalby, Art Workshop, Dalby Cinema, and Western Downs Community Radio. • Upgrades completed at the Wandoan Swimming Pool and Chinchilla Aquatic Centre Gym. • In consultation with the community, the 2014 - 2018 Western Downs Cultural Plan was developed. • The gallery committees of Dalby, Chinchilla, and Miles united to deliver 'Colours of Our Community' as part of the 2014 'Western Downs Regional Artist' Exhibition' initiative.
Strategic Theme 3 : Healthy Living – see page 79 for more detail • A new Community Grants Policy has streamlined the application process across all nine Council funding programs. • A new Western Downs Regional Sports Star Awards program was launched. Encourage community participation in health and wellbeing initiatives
• In partnership with Darling Downs Hospital and Health Service, the provision of dental services to our region, particularly Tara, has increased. • 19 new flood warning stations were installed and connected to the Bureau of Meteorology. • Under the Queensland Disaster Mitigation and Resilience Funding Program, approval has been granted for an additional 18 flood warning stations to be installed. • In a Queensland first, we developed a Memorandum of Understanding with the Salvation Army for the provision of emergency catering during disaster events.
PA G E 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Strategic Theme 4 : Welcoming Communities – see page 85 for more detail Western Downs is more than just a place to live, attracting visitors and retaining residents through events that celebrate our communities
• We partnered with the community to ensure the following major events were held throughout the region: } Opera at Jimbour 2013; } Tara Festival of Culture and Camel Races 2013; } Dalby Delicious and DeLIGHTful Festival 2013; and } Jandowae Timbertown Festival 2014.
Strategic Theme 5 : Innovation and Economic Success – see page 87 for more detail
Strategic and Innovative investment decisions will create business and industry opportunites that are commercially sustainable
• A $12.6 million redevelopment project (40% funded by the State Government) commenced at the Dalby Saleyards, and is due to be completed by December 2014. Works include: roofing structures to cover an area of approximately four acres; drafting facilities; and receiving pens. • Council's quarry and gravel pit operations returned an operating surplus of more than $7 million region-wide for the 2013/14 financial year. • The 2013 Business Capability Study was launched. This comprehensive survey tool connects with individual businesses across the region, and informs activity using high quality primary data.
Strategic Theme 6 : Balanced Growth – see page 91 for more detail Plan and deliver strategic infrastructure and services to meet the current and future needs of the region whilst managing our natural economic resources
• Public notification of the Draft Western Downs Planning Scheme generated 1,941 properly made submissions from the community. • Infrastructure Charges associated with development raised $6.62 million in revenue that will be put towards the upgrade and maintenance of Council's infrastructure networks.
Strategic Theme 7 : Healthy Natural Environment – see page 94 for more detail Manage and protect our natural environment for the generations of today and into the future
• The new Chinchilla Washdown Facility has been an overwhelming success, with operational statistics exceeding original forecasts. The facility was co-funded by the Australian Government, Queensland Government, QGC, and Powerlink.
Strategic Theme 8 : Accessible and Connected Places – see page 96 for more detail • We delivered a record $100 million Civil Works Program including: flood reconstruction; resource sector road upgrades; and internal capital and maintenance programs. • Operation Road Restore, the largest roadworks project ever completed in Dalby, was delivered on time and under budget. Plan, construct, maintain and advocate for efficient transport and communication infrastructure
• Continuing our working relationship with the resource sector, a Road Funding Infrastructure Agreement with Australia Pacific LNG (similar to the arrangement with Queensland Gas Company (QGC)) was signed. • We successfully project managed the $15 million upgrade of the Miles Aerodrome, a project funded by Australia Pacific LNG. • With the completion of the final stage of the upgrade and refurbishment of the Jandowae Road Depot, field operations for works, utilities, and workshop are now under one roof.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 9
The Role of Council At Western Downs Regional Council we take our role as the frontline
Our Values
level of government seriously. It’s important to us that we remain the
As elected representatives and staff of Western Downs Regional Council our behaviour reflects our values:
most accessible level of government in our local communities, and that the decisions made today positively shape the region for the benefit of the generations to come. We believe in and adhere to the following principles of local government:
COMMUNICATION LEADERSHIP RESPECT OUR VALUES BALANCE TEAMWORK ACCOUNTABILITY OUR VALUES moving us forward
Our Strategic Themes
a) Transparent and effective processes, and decision-making in the public interest; b) Sustainable development and management of assets and infrastructure, and delivery of effective services;
At Western Downs Regional Council we're committed to delivering services, projects, and initiatives in response to the priority strategies devised under the following eight Strategic Themes, in accordance with our Corporate Plan:
c) Democratic representation, social inclusion and meaningful community engagement; d) Good governance of, and by, local government; and e) Ethical and legal behaviour of councillors and local government employees.
Our Mission We are part of the community we serve, working together to provide valued leadership and services to our diverse region. Our Mission says: Who Council is — Leaders who operate strategically and staff who deliver operationally Why Council exists — To responsibly govern our region and provide services that deliver liveability What Council does — Deliver services that meet community needs through strategic leadership, informed decision making, and an empowered team What is unique about Council — Councillors and staff live and work in the diverse communities that they serve
We have purposefully aligned our Corporate Plan with the vision themes expressed in the Western Downs 2050 Community Plan. This ensures that Council is delivering a shared vision and creating local communities that our residents are proud of. Each of the eight Strategic Themes are explained in detail in Chapter 4 of this report, on page 55. However, at a glance, at Western Downs Regional Council we strive to: • Put Safety First • Support Our Team
Our Vision An innovative team — connected locally, united regionally. Our Vision says that by 2017 Council will be: Innovative — A responsive organisation willing to take managed risks that lead to innovative solutions
• Focus on the Customer • Engage the Community • Manage Council Assets • Measure Performance • Are Financially Accountable
Connected — In touch with our local communities and their needs
• Use Technology to Gain Efficiency
United — A regional entity, working collaboratively
• Manage Risk
PA G E 1 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Community Financial Report What is a Community Financial Report?
Revenue Sources - Where does the money come from?
The Community Financial Report aims to simplify Council's official Financial Statements by providing a visual representation of our financial performance for the period 1 July 2013 to 30 June 2014.
This year Council received $157 million in operating revenue and $128 million in capital revenue.
Each report in Council's Financial Statements provides information on a specific aspect of our performance. Collectively the statements provide a detailed profile on the financial performance and health of Council. This Community Financial Report consists of the following five key statements or elements:
Significant contributors to the revenue stream include: •O perational grants, subsidy contributions, and donations $29.9 million; • R ates, levies, and utility charges $66.1 million; • C apital grants, subsidy contributions, and donations $128.5 million;
• Statement of Comprehensive Income;
• S ale of major services $35.5 million;
• Statement of Financial Position;
• F ees and charges $19.1 million;
• Statement of Changes in Equity;
• R ental and levies $1.9 million; and
• Statement of Cash Flows; and
• Interest received $3.6 million.
• Financial Sustainability Ratios.
In 2013/14 our total revenue increased by $59 million, due mainly to increased grants from Queensland Reconstruction Authority, and capital grants and contributions.
Our significant achievements this year include: • Improvement in financial rating by Queensland Treasury Corporation;
SOURCES OF REVENUE
• Achievement of an Operating Surplus; • Completion of $152.6 million in Capital Works projects, including $36.0 million in reconstruction projects; and • Increases in financial reserves to fund future expenditures.
Rates and levies
23%
Sale of goods and major services 45%
Fees and charges
Statement of Comprehensive Income The Statement of Comprehensive Income measures how Council performed in relation to income and expenses during the financial year. This statement illustrates how money received from Council operations is spent.
12%
7% 11%
1% 1%
Rental and levies Interest received Operational Grants, subsidies and contributions Capital Grants, subsidies and contributions
Comparative Trend Analysis Revenue and Expenditure - Recent Results $'000
Executive Summary of Key Highlights
Financial Year
2011/12
2012/13
2013/14
Revenue
136,975
154,663
157,299
Expenditure
119,711
156,008
144,828
Net Result
17,264
(1,346)
12,471
During the 2013/14 Financial Year, Western Downs Regional Council improved its financial position and delivered a significant program of services to the community. Queensland Treasury Corporation (QTC) undertook a Credit Review in May 2014. Council was rated as Moderate with a Neutral outlook, which is an improvement on the result of the Financial Sustainability Review that QTC completed in 2013.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 1
Expenditure - Where does the money go?
Our Assets
Council incurs both operating and capital expenditure in the provision of goods and services to our community.
The major components of our assets include:
In 2013/14 our operational expenditure decreased by $11.2 million, primarily due to the flood emergent works being undertaken in the previous year. Significant expenditure items during the 2013/14 financial year include: • Employee Costs
$46,296,168
• Goods and services costs
$56,390,997
• Depreciation and amortisation
$38,062,403
• Capital acquisitions
$152,551,700
DAY-TO-DAY EXPENDITURE
• Property, plant and equipment $1.366 billion; • Cash and cash investments $118.4 million; and • Trade and other receiveables $27.1 million. During the year, our assets increased in value by $216.6 million or 14%. Our Liabilities The major components of our liabilities include: • Loans $69.3 million; • Trade payables $21.1 million; • Employee leave liabilities $13.5 million; and • Provision to restore Council's quarries and landfills $8.8 million.
26%
During the year, our liabilities increased by $6.6 million or 6%.
32%
LIABILITIES 2013/14 3%
13%
Employee benefits
19%
Materials and services Trade liabilities
Finance costs
6%
Depreciation and amortisation
39%
Property restoration Borrowings
Statement of Financial Position The Statement of Financial Position measures what we own (our assets) and what we owe (our debts), resulting in our net worth at the end of the financial year.
Our Net Worth $'000s
ASSETS 2013/14 0.11% 7.73%
1.77%
Financial Year
1.19%
Assets Cash and cash equivalents Trade and other receivables Inventories Property, plant and equipment
89.19%
Intangible assets
PA G E 1 2
Employee leave entitlements
63%
Liabilities Community Equity (balance)
2011/12
2012/13
2013/14
1,206,128
1,315,266
1,532,038
58,154
103,625
110,205
1,147,975
1,211,641
1,421,833
Our Debt Like many other Local Government Authorities across Queensland, Western Downs Regional Council utilises loan borrowings to fund the construction of infrastructure to service the needs of our community.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
COMPARATIVE DEBT LEVELS
80,000
EXTERNALLY IMPOSED RESTICTIONS ON CASH 45,000,000
$'000
70,000 60,000 50,000
40,000,000
2014
35,000,000
2013
30,000,000
40,000 30,000
25,000,000
20,000
20,000,000
10,000
15,000,000
0
2009
2010
2012
2013
2014
Our debt policy, as shown in Appendix I on page 189, is based on sound financial management practices, as evidenced by the following extract from the QTC's Credit Review of Council that states – "Council is able to service its current levels of debt adequately, and has a satisfactory level of financial flexibility to withstand adverse events." We achieved a negative Net Financial Liabilities Ratio, as shown in Chapter 5 of this Report on page 156. This result indicates that Council has current assets that exceed total liabilities, and appears to have the capacity to increase its loan borrowings, if required. Council made significant borrowings in 2012/13 for investment in water and wastewater infrastucture as part of its long-term utilities planning. Statement of Changes in Equity The Statement of Changes in Equity measures the changes in our net wealth and shows the movements in our retained earnings and asset revaluation surplus.
10,000,000 5,000,000 Unspent loan monies
In the 2013/2014 financial year, our net worth increased by $210 million. A net result of $132.4 million, and revaluation of property, plant and equipment of $77.7 million. Statement of Cash Flows This statement outlines how we received and spent cash throughout the year. The closing balance reflects how much cash Council had at year end. Restrictions are held over cash that has been received for a specific purpose, for example loan borrowings for capital purposes, developer contributions, and grant funding received. Financial Sustainability Ratios Council's performance at 30 June 2014 against key financial ratios are listed below: Ratio
CASH AND CASH EQUIVALENTS
Operating surplus ratio
80,000,000 70,000,000
2014
Asset sustainability ratio
2013
Net financial liabilities ratio
60,000,000
Unspent Unspent developer government grants contributions and subsidies
Target Between 0% and 10%
Result 7.93%
Greater than 90%
291.64%
Not greater than 60%
-34.11%
The Asset Sustainability Ratio measures our ability to maintain infrastructure capital over the long-term, whilst the Operating Surplus and Net Financial Liabilities ratios measure our ability to maintain financial capital over the long-term. The results achieved in the current year are all within the targets as set by the State Government for financial sustainability.
50,000,000 40,000,000 30,000,000 20,000,000 10,000,000
Cash at bank and on hand
Deposits at call
Term Deposits
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 3
Your Rates at Work The following infographic depicts what our community gets for their rates. Â In 2013/14, every $100 of your rates was invested back into our local communities in the following way: Legend IN MY Home Directly outside MY Home Wider Community
$1.75
$3.83
*Governance (other), Finance, Information Technology
Environment and Health Management (other than waste, such as parking meters, pest management, stock routes, natural resource management)
$1.23 $0.71
Aerodromes
Tourism $4.45 $0.32
Planning and Development
Disaster Management
$5.18 Aged Care and Health Services
$9.79 Waste Collection and Management
$39.29 Roads and Bridges
$0.95
$1.77
Cemeteries
Saleyards
$0.62
$0.96
Footpaths
Drainage $1.22
$18.94
Cultural Facilities (such as art galleries) and Community Facilities
Utilities (water, wastewater, household gas)
$2.01 Libraries $2.59
$0.60
Pools and Sporting Fields
Streetlighting
* Governance means how we do business to govern our region and provide services that deliver liveability.
PA G E 1 4
$3.47
$0.32
Parks and Showgrounds
Community, Cultural and Youth Programs (including grants and donations)
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
CHAPTER 2:
YOUR COUNCIL
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 5
Mayor's Message
Forefront of our approach this year has been the effective governance of the business of Council, best evidenced by the achievement of an operating surplus in the 2013/14 Budget for the first time, setting the platform for financial sustainability into the future. Simply put, it means we can continue to deliver key infrastructure and facilities, better roads, essential services as well as ongoing flood recovery efforts to our growing communities. With a focus on keeping our communities safe and our region accessible and connected a massive regional effort is continuing to repair infrastructure damaged in the 2010/11 summer floods and early 2013 floods. The delivery of our largest and most intensive region-wide roadworks program, dubbed 'Regional Flood Recovery Works', “...this year has seen is on schedule for completion by April 2015. A significant highlight record expenditure of this initiative has been on road, waste, water 'Operation Road Restore', the and wastewater largest urban roadworks program infrastructure, and ever undertaken in Dalby, which showcased the innovation of our community facilities...� team to successfully reconstruct more than 43 roads in the Dalby urban area in just 16 months. The Regional Flood Recovery Works Program is supported by all levels of government and provides our region with stronger, longer-lasting road infrastructure. To ensure the people of the Western Downs continue to enjoy the benefits of healthy and safe living, Council has also made several important steps towards improving our region's resilience to natural disasters. The first step was to produce the Draft 2012 Flood Study, and in response to community feedback a Technical Review Panel was established to review the science and methodology outlined in the study. The review included the community providing essential historical data which played a key role in producing the updated Draft 2014 Regional Flood Study; which Council is set to formally adopt next financial year. This Study is critical to informing which flood mitigation measures we will progress, and aims to lessen the impact of above floor flooding on our towns whilst increasing our region's overall resilience and preparedness for future flood events.
PA G E 1 6
With a commitment to enrich our communities by providing essential infrastructure and services to meet the needs of our local communities, this year has seen record expenditure on road, waste, water and wastewater infrastructure, and community facilities across the region. Just some of these innovative projects include: upgrades to the Wandoan wastewater and water treatment plants as well as the Tara water treatment plant; the opening of the new Chinchilla Heavy Vehicle Washdown Facility; commencement of construction of the new state-of-the-art waste and recycling centre in Chinchilla; stage one of the $12.6 million redevelopment of the Dalby Regional Saleyards; and, relocation of the Dalby Library to the newly refurbished MyALL 107 Cultural Centre. Through strategic partnerships and advocacy with both State and Federal Governments as well as the energy sector, significant funding has been secured enabling Council to continue to align sustainable development with the growth of our region's economy. The balanced growth of the Western Downs is more than just implementing essential infrastructure and services for future generations; it's also about the long-term liveability of our communities. Achievements like the release of the inaugural Draft Western Downs Planning Scheme, the Western Downs Housing Trust launching its first affordable housing project in Wandoan, and Council's joint initiative with Australia Pacific LNG to expand the Miles Aerodrome, further enrich the Western Downs lifestyle. Our communities are our future, and the outcomes shared in this Annual Report demonstrate Council's mission of being part of the community we serve, working together to provide valued leadership and services to our diverse region. I would like to thank my fellow leaders - the Councillors, the Chief Executive Officer, and our Council staff, for their continued commitment and dedication to representing the best interests of our local communities and governing for the greater good. Together, and in partnership with our communities, Western Downs Regional Council continues to mature as an innovative team that's connected locally and united regionally. Cr Ray Brown Mayor Western Downs Regional Council
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Photo credit Mr David Vaney
It gives me great pleasure to present the 2013/14 Annual Report and share the measurable actions that Council has taken towards achieving our long-term vision for the Western Downs, a vision that we share with our communities. Aligning our Corporate Plan with the vision themes expressed in the Western Downs 2050 Community Plan ensures that we are creating local communities that our residents want to live in.
Meet Your Councillors The Western Downs local government area is represented by eight elected Councillors and an elected Mayor who are responsible for the strategic direction of Council. There are no wards or divisions with the Western Downs region. Council elections are held every four years with the next election to be held in 2016. For detailed information in relation to Councillor entitlements, remuneration packages, committee representation and meeting attendance, please refer to the next section of this Report containing Statutory Information.
Mayor: Councillor Ray Brown Portfolio - Executive Services, Emergency Management and Major Projects Phone: 07 4679 4004 Mobile: 0407 650 216 ray.brown@wdrc.qld.gov.au Councillor Ray Brown has 25 years of experience in Local Government as an elected representative and is currently Mayor of Western Downs Regional Council. He is also a Commissioner on the Queensland GasFields Commission, a Board Director of Queensland Local Government Association, Chairman of Western Downs Housing Trust, and a member of the Queensland Land Audit Committee. His areas of expertise include managing agricultural properties with interests in accounting, governance, economic development, aged care, and disaster management. Outside of the office, Mayor Brown is passionate about his family, rugby, cricket (any sport really), pecan nut trees, and supporting mental health issues. Cr Brown and his family now live in Dalby but also maintain their grain and cattle properties in Moonie.
Deputy Mayor: Councillor George Moore Portfolio - Utilities (Water, Wastewater, Gas) Phone: 07 4679 4004 Mobile: 0437 536 990 george.moore@wdrc.qld.gov.au This is Councillor George Moore's second term as a councillor with Western Downs. With 23 years of experience in Local Government, having been a former council employee in the engineering and construction fields, he brings a unique perspective. In his first term Cr Moore worked with the Environment and Health Portfolio and is now enjoying the challenges of the Utilities Portfolio in his second term. He is committed to addressing affordable housing issues across the region, ensuring the delivery of effective water and wastewater infrastructure, maintaining the liveability of our regional communities, and preserving the natural environment. Cr Moore represents Council on the Dingo Barrier Fence Committee, the GasFields Community Leaders Council, and is a director of Condamine Alliance Natural Resources Group. Cr Moore's family has a long history in the Miles and Condamine districts and continues to manage family grazing and grain farming operations. He is a keen sportsperson, treasures time spent with family and friends, and enjoys assisting members of our community.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 7
Councillor Tony Brame Portfolio - Economic Development and Tourism
Councillor Ray Jamieson Portfolio - Planning
Phone: 07 4679 4004 Mobile: 0477 977 081 tony.brame@wdrc.qld.gov.au
Mobile: 0439 789 024
This is Councillor Tony Brame's first term with Western Downs, having recently retired after 37 years with the Queensland Police Service, where he held the rank of Inspector, District Officer.
ten years of experience in
Phone: 07 4679 4004 ray.jamieson@wdrc.qld.gov.au Councillor Ray Jamieson has Local Government, the first four as councillor for the former Tara Shire and the following six with Western Downs.
Cr Brame's areas of expertise and interest include community relations, corporate management, disaster management, and sound decision making. A member of Crime Stoppers for over 10 years, Cr Brame has extensive service on numerous community committees. He resides in Jandowae with his family and is a member of The Bell Art Group, Dalby Lions, Jandowae Bowls Club, Jandowae Golf Club, and was formerly the president of North Dalby Bowls Club. Councillor Charlene Hall Portfolio - Community Facilities, Sport and Recreation
A self-employed primary producer for 30 years, Cr Jamieson also operated a school bus service in Meandarra and Hannaford for 25 years. His areas of expertise and interest include town planning and livestock breeding. He is currently a board member of Australia Livestock Marketers and Director of the Western Downs Affordable Housing Fund. Cr Jamieson and his family live on a property outside of Meandarra where he is a passionate breeder of Poll Hereford cattle and an avid rugby league fan. Cr Jamieson is a recent graduate of the Australian Institute of Company Directors.
Phone: 07 4679 4004 Mobile: 0437 239 970 charlene.hall@wdrc.qld.gov.au
Councillor Greg Olm Portfolio - Environmental Health Phone: 07 4679 4004 Mobile: 0477 977 082
Councillor Charlene Hall has six years of Local Government experience and is a second term councillor.
greg.olm@wdrc.qld.gov.au While this is Councillor Greg Olm's first term with Western Downs, he
She was previously manager at the Commonwealth Bank and also specialised in several related management roles in the industry. A successful entrepreneur, Cr Hall established and operated two businesses in Dalby and Toowoomba.
has eight years previous experience
Cr Hall's areas of interest include local government legislation, finance and business, and people. She is committed to strengthening the relationship between all three levels of government and believes that current local government legislation can be addressed to enable this.
By trade Cr Olm is a farmer and grazier, and he maintains his interests
Cr Hall has three young children and resides in Dalby. She is passionate about partnerships with all government levels to best improve our communities.
PA G E 1 8
as a councillor with the Chinchilla Shire where his primary portfolio was works and plant.
in these fields. His areas of expertise include agriculture and Local Government, with a passion for communicating with the communities he represents. Cr Olm and his family reside in Brigalow. Outside of work, his personal interests include rugby league, horse racing and fostering his grandchildren, particularly his granddaughters.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Councillor Ian Rasmussen Portfolio - Corporate Support Phone: 07 4679 4004 Mobile: 0477 977 085 ian.rasmussen@wdrc.qld.gov.au This is Councillor Ian Rasmussen's first term on Council as a newly elected councillor for Western Downs. Cr Rasmussen's former careers include teaching, farming and investment, with expertise in business building. His areas of interest include working with communities, in particular helping youth in the areas of leadership and motivation. A dedicated family man and keen sportsperson, Cr Rasmussen resides in Dalby with his family where he is involved in coaching and playing sport at a national as well as international level.
Councillor Carolyn Tillman Portfolio - Community and Cultural Development and Health Services Phone: 07 4679 4004 Mobile: 0401 662 352 carolyn.tillman@wdrc.qld.gov.au Councillor Carolyn Tillman has 17 years of experience in Local Government, 11 years with the former Dalby Town Council and the remainder with Western Downs. Professionally Cr Tillman's background is in childcare, having been a kindergarten director for 19 years and a coordinator of the outside school hours care program at the PCYC for 11 years. Carolyn works closely with the community centres, galleries and museums across our region.
Cr Rasmussen is a recent graduate of the Australian Institute of Company Directors.
Her areas of interest include community development and ensuring that our regional communities receive adequate government and not-forprofit services. She also has a strong connection with local youth.
Councillor Andrew Smith Portfolio - Works and Engineering Services
Cr Tillman and her family reside in Dalby where she pursues her love of cultural events including the Dalby Singers Community Choir and the Dalby Eisteddfod.
Phone: 07 4679 4004 Mobile: 0438 755 896 andrew.smith@wdrc.qld.gov.au Councillor Andrew Smith has over six years of experience in Local Government, having been an economic development officer prior to being elected for Council in 2008. Professionally Cr Smith has been a radio announcer, publican and grazier. A successful entrepreneur, he still maintains several business interests in the region. His areas of expertise and interest include business, economic development, and supporting small communities. Cr Smith resides in Condamine with his family where he is a founding member and sponsor of the Condamine Cods Rugby Club. His passions include sport with his children, refereeing rugby league, and interacting with the community.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 9
Statutory Information Councillors Governance As the community's elected representatives, the Mayor and Councillors are responsible for the successful management of the Western Downs regional local government area. To ensure that our leadership is fair and equitable, and that decisions are made in the best interests of our region, we all must act in accordance with the Local Government Act 2009 (the LGA), Local Government Regulation 2012 and associated State and Federal legislation. The LGA is underpinned by the Local Government principles of: a) Transparent and effective processes and decision making in the public interest; b) Sustainable development and management of assets and infrastructure and delivery of effective services;
terms of reference and while they don't have decision making authority, their purpose is to provide recommendations to Council. All Ordinary Meetings of Council are open to the public with a scheduled public gallery question time whereby a member of the public may apply to address Council on a particular matter of public interest. Community deputations are also often received and can be arranged through the office of the Chief Executive Officer. We may at times resolve to temporarily close a meeting pursuant to section 275 of the Local Government Regulation 2012 to discuss confidential matters, however all decisions about such matters are made in an open meeting. Our meetings are carried out in accordance with Council’s Meetings Policy which is available on our website www.wdrc.qld.gov.au.
c) Democratic representation, social inclusion and meaningful community engagement; d) Good governance of, and by, local government; and e) Ethical and legal behavior of Councillors and local government employees.
Council Meetings Council makes decisions at Ordinary Meetings of Council held on the first and third Wednesday of each month. The first Ordinary Meeting is usually held in the Dalby Corporate Office and the second meeting held at one of our regional Customer Service Centres on a rotational basis. Special Meetings are also convened where required. Ordinary and Special Meetings comprise all members of Council. There were no Standing Committees during 2013/14; however numerous Statutory and Advisory Committees operated comprised of Councillors and external parties. All such Committees operate under a
The date, time, and location of all Ordinary and Special Meetings are published at least annually and are also displayed on Council's website as well as at all Customer Service Centres. Special meetings of Council are called when there is an urgent item requiring a decision of Council which cannot wait until the next Ordinary Meeting. At these meetings the only item of business that may be conducted is the business stated in the notice. The four Special Meetings identified in the 'Summary of Meeting Attendance' table below, were all in relation to Budget deliberations and adoption. A list of agenda items to be discussed at each meeting is also publicly available at least two days prior to the meeting, and the agenda reports (excluding confidential items) are published on Councils website at 9.30am on the morning of the Council Meeting. Minutes of all Council Meetings are published on our website within the statutory ten days following the meeting.
Summary of Meeting Attendance by Councillors 1 July 2013 to 30 June 2014 Councillor
Ordinary Meetings Attended (23)
Special Meetings Attended (4)
Cr Ray Brown (Mayor)
22
4
Cr George Moore (Deputy Mayor)
21
4
Cr Tony Brame
23
4
Cr Charlene Hall
22
3
Cr Ray Jamieson
22
4
Cr Greg Olm
23
4
Cr Ian Rasmussen
22
4
Cr Andrew Smith
21
4
Cr Carolyn Tillman
23
4
There were no attendances via teleconference.
PA G E 2 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Information Sessions
Particular Resolutions
In addition to regular Council meetings, information sessions are also held to inform Council of important issues. These sessions are not a decision making forum, and therefore allow detailed discussion to explore options and develop a better understanding of the issue. Decisions of Council can only be made during actual Council meetings.
In accordance with section 250 (2) of the Local Government Council adopted the amended Councillor Expenses Reimbursement Council Policy. A copy of the Resolution under section 250(1) related to the adoption
At total of 23 Ordinary Meetings and four Special Meetings were held from 1 July 2013 to 30 June 2014.
of the Expenses Reimbursement Policy is available in Chapter 6 of this Report, Appendix B on page 171.
Councillors are also representatives on numerous external organisation committees, and Internal Council Committees and Business Enterprises and Groups (Available in Chapter Six of this Report, Appendix A, on page 167).
Councillor Remuneration and Expenses Reimbursement Policy
Regulation 2012, at its Ordinary Meeting held 18 December 2013
A copy of our Councillor Expenses Reimbursement Policy is also available in Chapter 6 of this Report, Appendix C on page 172 and also under the Council Policies section of our website www.wdrc.qld.gov.au.
Expenditure from Councillor Discretionary Funds
Chapter 5, Part 3 of the Local Government Regulation 2012 requires the Annual Report to detail the total remuneration, including superannuation contributions, paid to each Councillor for the financial year as well expenses incurred in accordance to Council's expenses reimbursement policy.
Councillors do not have any formal legislated discretionary funds.
Overseas Travel During this reporting period no Councillors or Council officers travelled overseas for Council business.
Councillors' Remuneration, Superannuation, Expenses Incurred, and Facilities Provided 2013/14 Councillor
Remuneration
Superannuation – 12%
Expenses Incurred
*Facilities Provided
T. Brame
$77,375
$9,278
$6,950
$20,638
R. Brown
$133,648
$16,038
$33,383
$20,638
C. Hall
$77,375
$9,278
$5,756
$20,638
R. Jamieson
$77,375
$9,278
$9,105
$20,638
G. Moore
$87,926
$10,543
$14,989
$20,638
G. Olm
$77,375
$9,278
$4,715
$20,638
I. Rasmussen
$77,375
$9,278
$5,929
$20,638
A. Smith
$77,375
$9,278
$6,306
$20,638
C. Tillman
$77,375
$9,278
$3,372
$20,638
$763,200
$91,528
$90,505
$185,744
Total * Motor Vehicle
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 2 1
Complaints About Councillor Conduct and Performance The roles, responsibilities and obligations of Councillors are set out in the LGA, with provisions relating to complaints about their conduct and performance outlined in Chapter 6 in the Index of Legislative Requirements on page 161. A total of four complaints were received during the 2013/14 year, as disclosed in the following table: Complaint / Order and/or Recommendation Type
LGA Section
Number
Complaints assessed as frivolous or vexatious or lacking in substance
Section 176C(2)
0
Section 176C(3)(a)(i)
0
Section 176C(3)(a)(ii) or (b)(i)
0
Section 176C(4)(a)
3
Complaints of official misconduct
0
Complaints heard by Regional Conduct Review Panel
0
Complaints heard by Local Government Remuneration and Discipline Tribunal
0
Section 176C(6)
1
Section 180(2) and (4)
0
Section 181
0
Inappropriate conduct referred to the Department's Chief Executive Inappropriate conduct referred to the Mayor Misconduct complaints referred to the Department's Chief Executive
Other complaints dealt with Orders and recommendations by Regional Conduct Review Panel or Local Government Remuneration and Discipline Tribunal Orders of reprimand for inappropriate conduct
PA G E 2 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Corporate Governance Identifying Beneficial Enterprises During this reporting period Council did not conduct any beneficial enterprises. A beneficial enterprise is an enterprise that Council considers is directed to benefit, and can reasonably be expected to benefit, the whole or part of its local government area. Significant Business Activities Western Downs Regional Council conducted eight significant business activities during 2013/14, as listed below: • Commercial Works • Waste Management • Water • Sewerage • Natural Gas • Dalby Regional Saleyards • Quarries • Washdown Bays The competitive Neutrality principle has been applied to these significant businesses with relevant adjustments made as a result. There was no new significant business activities commenced during the reporting period. For a full list of business activities conducted by Council please refer to Chapter 5 of this Report, see Note 37 'National Competition Policy' of the Financial Statements, on page 151.
Service Charter timeframes. We also facilitate continuous improvement throughout the organisation by engaging with internal departments to resolve complaints efficiently. As well as supporting investigating officers and staff who process complaints, an important part of our role is creating awareness about the complaints management process through education and training. Complaints received by Council during 2013/14 were similar to the previous year, as listed in the table below. Improvements have continued to be made in our responsiveness to requests in line with Council's Customer Service Charter (available for review Chapter 6 of this Report, Appendix D on page 179). The number of administrative action complaints made to Council
69
The number of administrative action complaints resolved by Council under the complaints management process
65
The number of administrative action complaints not resolved by the local government under the complaints management process
4
The number of administrative action complaints not resolved that were made in a previous financial year
1
Executive Team Remuneration
A key challenge faced by the complaints management team is keeping
Our Executive Team comprises of our Chief Executive Officer, our Infrastructure Services General Manager, and our Corporate and Community Support General Manager, who are all engaged under performance based maximum term contract arrangements. Their remuneration packages for 2013/14 total Gross Earnings of $671,258. All three remuneration packages fall within the band of $200,000 to $300,000.
the process as user-friendly as possible, and to this end, regular
Administrative Action Complaints As part of Council's commitment to dealing with administrative action complaints, a Complaints Management Working Group continues to meet quarterly to refine and improve internal processes. Our collaborative working relationship with the Queensland Ombudsman's office has strengthened with Council being selected as a pilot site to implement a new audit process. The outcome of this trial will be reported next year; however we have already implemented more streamlined reporting in line with Queensland Ombudsman guidelines.
changes and updates to forms and processes are made to improve the capture of information and identification of a complaint. Improved education and awareness initiatives, as well as appropriate consultation measures also greatly assist staff to better understand and identify complaints correctly which has improved consistency in this area. An ongoing challenge which affects our ability to respond within the Customer Service Charter standard is the timeliness of complaint investigation and reporting, particularly during busier times of the year when responsible officers have competing deadlines. Moving forward the complaints management team will focus on continuing to train and educate our frontline staff, and our investigating managers and coordinators, in the skills of complaint identification and reporting.
Complaints Management Process
We will also focus on implementing the recommendations to come from
The complaints management team are responsible for capturing and identifying complaints received by Council, either by phone, email, or written, and ensuring these are responded to within our Customer
the Queensland Ombudsman Audit due September 2014, together with the continual updating of our Customer Request Management Forms and reporting processes.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 2 3
Internal Audit
• Councillor Ray Brown – Member;
The Internal Audit function is established under the Local Government Act 2009, and is an integral component of Council’s corporate governance framework designed to add value to our business operations through continuous improvement. Operating under a charter approved by the Council and in accordance with the International Standards for the Professional Practice of Internal Auditing, this function evaluates risk exposures in relation to:
• Councillor George Moore – Alternative Member;
• Effectiveness and efficiency of operations; • Reliability and integrity of financial and operational information;
• Mr Andrew Heath – External Member; and • Councillor Charlene Hall – Observer. In May 2014, Mr John Edgar was appointed as the second external member of the Audit Committee, although he was only able to take up his appointment in August 2014. The Committee met five times during the year to discuss the following reports:
• Safeguarding of assets; and
• Outsourcing of Functions to Consultants;
• Compliance with laws, regulations, and contracts.
• External Auditor's Reports on Annual Financial Statements; and
The scope of the work each year is set out in the approved Internal Audit Plan, which is endorsed by the Chief Executive Officer and the Audit Committee, and approved by the Council. Achievements for the 2013/14 year include: • Delivering the risk-based annual Internal Audit Plan; • Completion of Internal Audit Report on Outsourcing of Functions to Consultants; and • Monitoring implementation of agreed audit recommendations. The Audit Committee, comprised of two Councillors and one external member, acts as an Advisory Committee.
• Review of findings and recommendations made in previous audit reports. The following Internal Audits are proposed in the 2014/15 Internal Audit Plan as approved by the Audit Committee: • Follow-up reviews on all previous internal and external audit findings and recommendations; • Corporate Governance Audit including control environment and risk management; • Annual Financial Statements; • Local Government Legislative Compliance Review; • Review of Information Management Services;
As at 1 July 2013 Audit Committee membership comprised:
• Accounts Receivable; and
• Councillor Ian Rasmussen – Chair;
• Review of Audit Committee Charter and Internal Audit Policy.
PA G E 2 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
This year Council was unable to fully implement the Annual Internal Audit Plan due to the resignation of the Internal Auditor mid-way into the year and the replacement not being able to commence in the
• R egister of details of onsite sewerage and grey water use facilities for which Council has given a compliance certificate (s.143 of Plumbing and Drainage Act 2002).
position before July 2014.
Financial Accountability
Maintaining an audit culture that is focused on leveraging improvement
The Financial Statements of Western Downs Regional Council for the period 1 July 2013 to 30 June 2014, as audited by the Auditor-General can be found in Chapter 5 of this Report, on page 105.
of existing systems and controls to enhance our corporate governance, rather than simply highlighting areas of deficiency, was a challenge faced during the year. Creating the right audit culture has flow-on benefits beyond continuous improvement, impacting on Council's reputation, staff morale, and pride in the organisation. A fresh face and a fresh approach to our internal audit function is
For the current-year Financial Sustainability Statement as well as the long-term Financial Sustainability Statement for 2013-14, please refer to the 'Other Financial Statements' section of the Financial Statements, on pages 156 and 159 respectively.
and operational objectives.
The Auditor-General’s audit reports about our Financial Statements and the current-year Financial Sustainability Statement can be found in Chapter 5 of this Report, on pages 154 and 157 respectively.
Objective and independent audits and reviews will be undertaken as
Community Financial Report
needed and/or as triggered by stakeholder expectations as well as
A simplified version of our financial performance for the period 1 July 2013 to 30 June 2014 as reported in our audited Financial Statements is provided in the Community Financial Report in Chapter 1 of this Report, on page 11.
the way forward with a focus on meeting key stakeholder expectations, and ultimately assisting to achieve Council's strategic
changes to Council's risk profile, rather than in accordance to a set annual audit plan. Registers The following registers were kept by Council during the reporting period: • Local Laws Register (s.31 of LGA 2009); • Roads and Maps Register (s.74 of LGA 2009); • Register of Cost Recovery Fees and Commercial Charges (s.98 of LGA 2009); • Asset Register (s.104 of LGA 2009); • Delegations Register (s.260 of LGA 2009); • Register of Interests (s.289 of LGR 2012); • Business Activities Register (s.56 of LGR 2012); • Register of Beneficial Enterprises (s.41 of LGA 2009);
Grants to Community Organisations Donations and grants paid to community organisations for the year totals $652,390. Rates Rebates and Concessions During 2013/14 special rates totalling $179,128 were levied, comprising of special charges for roads of $166,203, and special charges for water of $12,925. In accordance with Council policy, pensioner concessions of $390,317 and community organisation concessions of $307,683 were also granted this financial year.
• Register of Pre-Qualified Suppliers;
More detail is provided in Chapter 5 of this Report, in the Financial Statements under Note 3 (a) 'Rates and Levies', on page 122.
• Environmentally Relevant Activities;
Changes to Council Tenders
• Register of testable backflow prevention devices
In accordance with the Local Government Regulation 2012, no invitations to change tenders were requested during the year.
(s.38 of Plumbing and Drainage Regulation 2003); and
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 2 5
Cooperation Between Local Governments While Council does not have any formal agreements for conducting a joint government activity, as defined in Local Government Regulation 2012, we do have an ongoing arrangement with South Burnett Regional Council with regard to skip bin collection and soil testing. National Competition Policy The financial performance of Council activities subject to competition reforms, namely commercial works and waste management, for the current and previous financial years is provided in Chapter 5 of this Report within the Financial Statements, see Note 37 (b) under 'National Competition Policy', on page 151.
3. Adopt the Dividend Policy, and subsequently apply Dividend payments from the following businesses during the financial year 2013/14: a. Natural Gas; b. Commercial Works; c. Jimbour Quarry; and d. Saleyards. During the reporting period no competitive neutrality complaints were received. Particular Resolutions
At its Special Budget Meeting held 26 July 2013, Council resolved to:
No Council resolutions were made during the year under section 206 (2) of the Local Government Regulation 2012, in relation to the value of Council's non-current physical assets.
1. Adopt the Code of Competitive Conduct Policy
Particulars of any direction given to commercial business units
2. Apply a Community Service Obligation Payment to the following businesses during the financial year 2013/14: a. Waste Management; b. Water; c. Sewerage; and d. Washdown Bays
Council's Code of Competitive Conduct Policy and Dividend Policy are provided in Chapter 6 of the Report, Appendix E and F, on pages 181 and 183.
PA G E 2 6
Overall Performance Assessment In Chapter 4 of the Report, at the conclusion of the 'Reporting Our Performance' section, our Chief Executive Officer provides an assessment of Council's overall progress towards implementing our five-year corporate plan and annual operational plan, on page 101.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
CHAPTER 3:
OUR ORGANISATION
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 2 7
Ceo's Message At Western Downs Regional Council we see ourselves as local people delivering real results for our communities. After all, the communities that we serve are also the communities that we call home. So it's with great pride that we work together to make them even better places within which to live and prosper. In 2013 we adopted our 2013 - 2017 Corporate Plan, and this inaugural year of delivery has seen many achievements, firsts, and changes for our organisation. Our prior planning is now turning into delivery, with the consolidation of essential services and core business across the region, as well as major infrastructure projects that will enhance the
2050 Community Plan, then we placed
During the year we streamlined our internal business structure, moving from four to three divisions. My division is Executive Services, with the Corporate and Community Support Division led by General Manager Lee Vohland, and the Infrastructure Services Division led by General Manager Graham Cook. While the functions delivered within our divisions are diverse, as Council's executive leadership team we share the commitment to, and the responsibility for, creating an organisation that:
'Effective and Inclusive Governance' at
• P uts Safety First;
liveability of our local communities. Now in our second term as an amalgamated Council, our organisation has matured accordingly, with a focus on becoming a more accountable, sustainable, and performance-oriented business. First, we aligned our Corporate Plan with the eight vision
“Our 2013/14 was significant ... for the achievement of an operating surplus for the first time.”
financial year. Our performance is reported against eight strategic themes: Effective and Inclusive Governance; Enriched Communities; Healthy Living; Welcoming Communities; Innovation and Economic Success; Balanced Growth; Healthy Natural Environment; and, Accessible and Connected Places.
themes expressed in the Western Downs
the core of our business philosophy. Put simply, we believe that by effectively managing the business of Council, we can better govern our region.
We've also taken a fresh approach to reporting our achievements to you, our community and key stakeholders, by making this year's Annual Report easier to read and navigate. Structured for the first
• S upports Our Team; • F ocuses on the Customer; • Engages the Community; •M anages Council Assets; easures Performance; •M • Is Financially Accountable;
time to align with our new theme-based Corporate Plan, this Report
• Uses Technology to Gain Efficiency; and
shares our progress, achievements and challenges during the 2013/14
anages Risk. •M
PA G E 2 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Our 2013/14 was significant, not only for its record expenditure and the completion of capital works projects worth $163 million, but for the achievement of an operating surplus for the first time. As a key indicator of our financial sustainability moving forward, an operating surplus allows Council to fund the replacement of our assets at the rate at which they are consumed. Further endorsement of our improved financial position came in May with the Queensland Treasury Corporation reviewing Council's credit rating from 'weak with a negative outlook' to 'moderate with a neutral outlook'. It goes without saying that we faced challenges along the way as we strived to manage the growth of our region while balancing the financial, social, and environmental sustainability for our local communities into the future. A key challenge that we have worked hard to address this year is funding infrastructure projects with minimal impact on traditional ratepayers, while ensuring that the energy sector continues to meet its share of the risk associated with rapid growth. A further complexity has been the vast restoration works undertaken across the region as a legacy of the 2010/11 summer floods, which were followed by flood events in early 2013. The result has been nothing short of extraordinary, with the ongoing delivery of our largest and most intensive regional roadworks program. The Regional Flood Recovery Works Program showcases
the innovation and expertise of our people as well as collaboration across all levels of our organisation. Our balanced and responsible approach to the way in which our region develops for future generations continues to progress, and we look forward to the adoption of the Draft 2014 Flood Study and the finalisation of the inaugural Draft Western Downs Planning Scheme. We will also continue to review our levels of service, both internally and externally, to ensure they are delivered at a level that matches the needs, as well as the budget, of our customers. The modernisation of our governance systems is also set to advance, particularly with dedicated projects continuing in asset management and enterprise risk management. It gives me great pleasure to present our 2013/14 Annual Report and I encourage you to take the time to read the outcomes, awards and recognition that have been achieved by our people this year. I congratulate the entire team on their efforts, as everyone at every level contributes to our ongoing success. We look forward to continuing our work towards the vision of being an innovative and connected organisation, united in our mission of making our communities even better places. Phil Berting PSM Chief Executive Officer
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 2 9
PA G E 3 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Our Organisational Structure In consultation with our communities, the elected Council sets the strategic direction of our organisation under the authority of State Government via the Local Government Act 2009.
Changes to Executive Team during 2013/14
Our 2013 - 2017 Corporate Plan translates not only the community's long-term vision for the Western Downs, but also considers long-term State and Regional Planning policies to set strategic priorities to be achieved by 30 June 2017.
• The position of General Manager Corporate Services was renamed Corporate and Community Support General Manager;
The Chief Executive Officer (CEO) and Executive Team are responsible for carrying out the decisions of Council as well as providing professional advice on how to best achieve identified priorities within allocated resources.
• The position of Director Community Development was vacated ;
• The position of General Manager Engineering was renamed Infrastructure Services General Manager; and • The position of People and Organisational Development Manager was renamed People, Organisation and Economic Development Executive Manager and moved into Executive Services.
In consultation with Council, the Executive Team and their staff develop annual operational plans and budgets aligned to the Corporate Plan. An assessment of progress against these plans is provided to Council each quarter, and annually to the community via our Annual Report. To ensure that our organisation is effectively undertaking its responsibilities, internal audits are carried out to appraise process and systems, and to encourage a culture of continuous improvement. Overseeing internal audit activities, the Audit Committee provides an independent and external review of our corporate governance frameworks. Our organisation structure, as shown overleaf, is designed to assist Council in making timely and informed decisions, backed by trusted advice and supported by effective and inclusive governance. Ultimately, Council meets its responsibility for servicing our local communities through the CEO, the Executive Team and our functional divisions.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 3 1
ORGANISATIONAL CHART
Corporate & Community Support Division Ambition To facilitate the continual improvement of Council's governance and performance management frameworks and systems to support the achievement of its strategic goals and To provide a diverse range of services, support and advocacy aligned with Council's strategic goals, in response to the Western Downs 2050 Community Plan
Information Technology Department
Health Services Department
GOVERNANCE & INFORMATION SUPPORT Department
EXECUTIVE SERVICES DIVISION Ambition
Corporate Planning & Communication Department
To lead and develop a responsive and innovative organisation that works together to achieve its strategic goals
Community Development Department
Chief Executive Officer Works Department
Economic Strategy
Technical Services Department
Internal Audit
People, Organisation & Economic Development Department
Environment & Health Department
INFRASTRUCTURE SERVICES DIVISION Ambition The sustainable development of our region through the provision of environmental, engineering and technical support services in the delivery of essential infrastructure and services aligned with Council's strategic goals
PA G E 3 2
EXECUTIVE SERVICES DIVISION
INFRASTRUCTURE SERVICES DIVISION
People, Organisation & Economic Development Department
Works Department
Organisational Development - Build workforce capability and enhance our organisational culture. Human Resource Management - Build a workforce to deliver the region's services into the future. Safety - Working together to achieve a safe and healthy workplace. Economic Strategy Major Projects - Maximise opportunities from major developments and ensure the highest level of regional governance and sustainability. Economic Development - Encourage and facilitate growth through development of business and industry. Internal Audit
Financial Planning Department
Internal Audit - Improve governance, control and risk management to achieve organisational efficiency, effectiveness and accountability.
Corporate & Community Support Division Financial Planning Department Financial Planning and Performance - To plan and monitor the Council's financial performance. Financial Services Department
Financial Services department
Financial Services - To provide financial service to support the Council's operations. Information Technology Department Information Communication Technology - To provide technical support to Council's operations.
Facilities Department
Utilities Department
Planning Department
GOVERNANCE & Information support Department Information Management - Effective and timely management of all forms of correspondence generated and received by Council in order to deliver excellent customer service.
Works - Plan, design, construct and maintain regional civil infrastructure to service the needs of the Western Downs region. Declared Disaster Recovery - Restore Council assets as per NDRRA Guideline. Parks & Gardens - Maintain regional Parks and Gardens assets to service the needs of the Western Downs Communities. Council Depots - Provide and maintain functional depot facilities to support Council operations in each district. Commercial Works - Actively pursue commercial works opportunities within our region. Technical Services Department Asset Management - Develop a whole of organisation approach to implement best practice asset management. GIS - Provide accurate and reliable geographic information through responsive and innovative GIS services to enhance strategic decision making. Design - To provide the services of surveying, estimating and civil design to internal and external customers. Fleet - To manage and maintain an efficient fleet and plant to support Council operations. Quarry - To provide quality quarry products at competitive prices. Aerodromes - Maintain and enhance aerodromes relevant to CASA and community requirements. Utilities Department Water - Manage water treatment, networks, revenue and assets to achieve safe, reliable and cost effective water supplies. Recycled Water - Manage recycled water treatment, networks, revenue and assets to achieve safe, reliable and cost effective water supplies. Wastewater - Manage wastewater treatment, collection and pumping, revenue and assets to achieve reliable and environmentally sensitive wastewater systems. Gas - Manage Dalby gas network, revenue and assets to achieve a safe, cost effective gas distribution system.
Governance - To implement best practice governance to achieve an effective and accountable organisation.
Planning Department
Corporate Planning & Communication Department
Strategic Planning - Review development policy and planning instruments in response to regional planning requirements.
Strategic Management - To facilitate the implementation of strategic planning, performance and enterprise risk management frameworks.
Planning Services - Effectively resource and manage planning, development assessment and compliance.
Strategic Marketing/Communication - Partner with key stakeholders to deliver the right message, to the right audience, at the right time. Disaster Management - Deliver planning, preparedness, response and recovery strategies to reduce the impact of disasters on the community. Community Development Department
Building Services - Effectively resource and manage building, plumbing and drainage assessment, and inspection services. Native Title - Effectively resource and manage Native Title initiatives and ongoing matters. Environment & Health Department Environmental Health - Improving environmental health for the benefit of our regional communities and environment.
Cultural Development - Encourage and develop participative and culturally connected communities.
Rural Services and Natural Resource Management Create a natural environment that is valued and sustainable by managing the region's natural character, heritage and values.
Community Development - Improve community health and wellbeing through group and individual participation in social and recreational activities.
Waste Management - Meet the current and growing needs of our region through a coordinated and considered approach to services and environmental infrastructure.
Tourism - Encourage the development of tourism and promotion of the Region.
Facilities Department
Health Services Department Health Services - Provide essential services to the aged and disabled, and advocate for health issues on behalf of our communities.
Saleyards - Manage and operate a regionally competitive and financially sustainable modern saleyards complex in collaboration with key stakeholders. Community Facilities - Provide safe, well-serviced facilities for people to live, grow and connect within.
Our Executive and Management Teams Executive Management Team
Prior to his appointment as Chief Executive Officer of the Western Downs Regional Council in May 2008, Phil Berting had gained experience in his 20-year Local Government career as Interim Chief Executive Officer of the Dalby Regional Council Local Transition Committee, Chief Executive Officer Tara Shire Council, Chief Executive Officer Murilla Shire Council (eight years). In Chief Executive Officer – Phil Berting PSM
addition to these senior roles, Phil gained 12 years of experience at Wambo Shire and Dalby Town Councils.
Lee Vohland has 42 years' experience in Local Government, primarily in the fields of engineering services, information technology, finance, and corporate governance. Lee was the CEO of the Wambo Shire Council for three years and, before that, of the Balonne Shire Council for 12 years. Since amalgamation, Lee has held various Director/General Manager positions. Lee holds a Bachelor of Business majoring in Local Government, a Certificate in Civil Engineering, and is a Graduate of the Australian Institute of Company Directors. The Corporate and Community Support Division provides a range of professional support services to the organisation and the community. Corporate and Community Support General Manager – Lee Vohland
PA G E 3 4
These services include: • Corporate planning and communication, including disaster and risk management;
Phil holds a business degree in accounting and Local Government management, is a Certified Practising Accountant, and is a member of the Local Government Managers Australia (Qld). He is also a Graduate of the Australian Institute of Company Directors. Phil’s vision for the Council is to oversee a cohesive and proactive organisation that embraces the demands of resource development and the delivery of essential services, with the need for community sustainability and a balanced lifestyle.
• Governance and information support including records management; • Corporate governance and customer contact services; • Information technology services; • Financial operations, planning and reporting; • Community development, including cultural, library and tourism services; and • Health services, including aged care, and home and community care services. In his role as General Manager, Lee is working to build Western Downs Regional Council’s reputation as an efficient, community-minded, technologically aware, and financially sustainable organisation that strives to service the needs of an economically, socially and geographically diverse community.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Graham Cook has spent his entire career with the Western Downs Regional Council after commencing with the former Wambo Shire Council in 1983. Graham graduated from the University of Southern Queensland in 2000 with a Bachelor of Engineering and has since been accepted to practice in Queensland as a Registered Professional Engineer (RPEQ). He is a Fellow Member of Institute Public Works Engineering Australasia (IPWEA) and in 2013 was awarded Engineer of the Year from the Institute of Public Works Engineers Association, Queensland Division.
Infrastructure Services General Manager – Graham Cook
Graham has worked in most operational areas of the Infrastructure Services Division through his career with Council and brings a wealth of practical experience to the position of General Manager. Infrastructure Services delivers most of the core services that Council provides for the community, which include:
the areas of roads, drainage, streetscapes, parks and recreation reserves; • Essential services including water supply and sewerage treatment; • Commercial gas operation in Dalby; • Community Facilities; • Environment and Health Operations including Waste Management and Public Health; • Town Planning services; and • Internal services provided to the organisation including asset management, design services, fleet management, and quarry operations. In his role as General Manager, Graham aims to provide strategic leadership to the Infrastructure Services Division to ensure provision of coordinated regional services to the Western Downs community and delivery of the Council’s Corporate and Operational Plans.
John Gilroy has been a leader in the field of
As the People, Organisation and
human resource management for more than
Economic Development Executive Manager,
25 years, across private and public sectors;
John oversees the delivery of specialist
principally in Local Government, retail and
services in the fields of: human resources;
merchant banking, higher education, and
employee relations; industrial relations;
transportation industries.
organisation development; work health
John has been awarded three postgraduate qualifications from Charles Sturt University, including Master of Industrial Relations,
People, Organisation and Economic Development Executive Manager – John Gilroy
• Construction and maintenance capability to
and safety; injury management; continuous improvement; economic development; and internal auditing.
Master of Business (Human Resource
As a member of the Executive Management
Management), and Graduate Diploma
Team, he seeks to influence change that
Business (Training and Development). He is
will lead to increased productivity, adaptive
presently a PhD candidate at the University of
capacity, financial sustainability,
Southern Queensland.
and employee engagement.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 3 5
Corporate and Community Support management team Corporate Planning and Communication Manager – Kerri Anderson
Lynn holds a Postgraduate Diploma in Business and is a Graduate of the Australian Institute of Company Directors. As the Governance and Information Support Manager, Lynn is responsible for the provision of Corporate Information Support services to the whole of Council, with staff located throughout the region in the various customer service centres. The sections she oversees to provide these services are: Records Management; Meetings Services (involving coordination of Council Meetings); Councillor and Corporate Governance (including complaints management); and, Customer Contact Services.
Kerri has more than 15 years' experience in corporate planning, communication, and marketing, with the last ten years spent with Western Downs Regional and Dalby Town Councils. She has a Bachelor of Business majoring in Advertising and is a Graduate of the Australian Institute of Company Directors. With a skill set that spans corporate planning and performance, governance, communication, stakeholder engagement and marketing, from both the private and public sectors, Kerri is well placed to be Council's Corporate Planning and Communication Manager. The multi-faceted department she leads is primarily an internal service provider, working with all levels of the organisation in the areas of Communication and Marketing, Performance and Risk Management, and Disaster Management. Kerri and her team enjoy working with colleagues and the community to: plan and report on performance; to manage enterprise risk; to deliver the right message at the right time; and, to plan, prepare, respond, and recover from disasters. Governance and Information Support Manager – Lynn Sharpe Prior to her appointment at Western Downs Regional Council in 2010, Lynn Sharpe gained extensive experience in the agricultural industry in both the private and public sector. Her experience includes: management, sales and marketing, legal and financial oversight, and roles as Director and Company Secretary.
PA G E 3 6
Lynn's aim is to ensure our ratepayers, together with our internal customers, consistently receive excellent customer service. Information Technology Manager – Peter Greet Peter Greet has worked in Local Government for over 20 years, primarily in the disciplines of finance and administration. His career began at Mundubbera Shire Council in 1993 before joining Tara Shire Council as Corporate Support Officer in 1998, where he was later appointed Deputy Chief Executive Officer in 2000. He held the position of Deputy Chief Executive Officer until the amalgamation of Tara Shire Council into Western Downs Regional Council. Following amalgamation in 2008, Peter was appointed to the role of Manager, Information Technology. Peter holds a Bachelor of Business, a Graduate Certificate in Management, and recently completed a Diploma in Project Management. As Information Technology Manager, Peter is responsible for leading and managing his team in providing information technology services to the Council and the community, such as: server, storage and network infrastructure; end user support (software and hardware); voice and data communication systems; security systems (such as CCTV); and, access to internet services, including Council's intranet (COLIN).
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Financial Planning Manager – Trish Bennett Trish Bennett has more than 23 years' experience in Local Government, commencing as a trainee at a small rural council in New South Wales. Over 13 years she gained a solid grounding in finance and information technology, progressing to become Director of Community and Finance. This Council went through amalgamation in 2004. Trish then decided to move to Dalby Town Council in 2006 as the Director of Finance and Information Technology. With amalgamation in 2008 she was appointed Finance Manager for Western Downs Regional Council, and was responsible for merging the councils' finances. In 2011, Trish became the Financial Planning Manager. Trish holds a Bachelor of Business majoring in Accounting. Trish is responsible for leading and managing Council's strategic financial planning services and related business systems, including: financial modelling; budget preparation; treasury management; management accounting; Australian Taxation Office compliance and reporting; loan portfolio management; asset accounting; and, project support. She enjoys the daily challenges of her role and working for Western Downs Regional Council. Community Development Manager – Carollee Murphy Carollee Murphy has more than 14 years' experience working in Local Government, including three years in her current role. She has extensive experience utilising community development principles and practice to deliver high level outcomes for the community. Carollee has a Bachelor of Business majoring in Marketing, and a Diploma in Market Research. Carollee's department looks after: Cultural Development (Libraries, Galleries and Museums); Community Development (including funding programs, events and community support); Community Services (QGAP, Australia Post and Multipurpose Centres); and Tourism (Marketing, Regional Events and Visitor Information Centres). She has a genuine passion for working with communities and marketing the Western Downs region.
Financial Operations Manager – Grenville Hawkins Prior to his appointment at Western Downs Regional Council in 2013, Grenville Hawkins had 46 years' experience in senior financial, administrative, managerial and directorship roles across both the public and private sectors, including: heavy machinery for mining and agriculture; warehousing and distribution; meat processing and export; engineering consultancy; contracts administration; education; and, the armed forces. Grenville holds a Bachelor of Business majoring in Accounting, and a Bachelor of Education majoring in Secondary and Senior Education. He is a Member of the Institute of Public Accountants and the Local Government Financial Professionals. Grenville was awarded with service and operational medals during his military career, including a Certificate of Outstanding Service. As Financial Operations Manager, Grenville is responsible for the development, implementation, and review of policies, procedures and controls, to aid in managing robust financial expenditure and income operations across the organisation. This includes: payroll; revenue and rating; accounts payable; procurement and inventory; tendering; and, land tenure. Health Services Manager – Doug Bougoure Doug Bougoure began his career in Local Government at Tara Shire Council in January 1983. While at Tara, he held a number of various positions, gaining a wealth of experience leading up to the amalgamation of the region's Councils. With the amalgamation, Doug became the Customer Service Centre Manager for Tara in Western Downs Regional Council, and held this position until June 2010. He was then appointed the Community Services Manager, where he developed his interest and passion for the delivery of tangible services that make a difference to real people. In November 2011, he became the Health Services Manager. Doug has a Certificate IV in Frontline Management. Doug is passionate about, and as Health Services Manager is responsible for: the management and coordination of Western Downs Regional Council's Aged Care Facilities and Services; and, for the delivery of a range of invaluable Community Care Packages which ensure the wellbeing of our aged and/or disabled community members.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 3 7
PA G E 3 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Infrastructure Services management team
Works Principal – Aaron Meehan
Works Manager Dalby – Nick Palm
Aaron Meehan has been with Local Government for ten years, starting his career with Warwick Shire Council as a trainee in 2002, before studying externally to become a Civil Engineer. He then worked at Whitsunday Regional Council as the Manager of Works before joining Western Downs Regional Council in 2009 as the Works Manager of Dalby.
Nick Palm has eight years' experience in civil design and civil engineering in the public sector. Nick joined Wambo Shire Council in 2006 as a Cadet Design Technical Officer and completed his cadetship in 2010. He then commenced as a Works Senior Technical Officer before progressing to his current role as Works Manager Dalby.
Following the organisational restructure in 2013, Aaron was appointed interim Works Principal before being officially appointed to the role in December 2013. So Aaron brings a wealth of experience in local government engineering to his role, specifically in civil infrastructure, including roads, structures, stormwater, traffic engineering, and utilities.
Nick has a Bachelor of Engineering Technology majoring in Civil. He is currently completing the Master of Engineering Practice (Civil).
Aaron holds a Bachelor of Engineering Technology (Civil) and is currently in his final year of a Master of Engineering Science (Civil). He is a member of the Institute of Public Works Engineering Australasia (IPWEA).
As Works Manager Dalby, Nick is responsible for the management of the Works Department for the Dalby and Wambo areas, which includes: the delivery of capital works and maintenance programs for roads, stormwater, footpaths, Road Maintenance Performance Contract (RMPC), bridges, bridges, and parks and gardens.
As Works Principal, Aaron is responsible for leading and managing the largest department within Council, with a budget of $70 million and approximately 300 staff. The department currently maintains the second largest road network in Queensland at 9,550km, and has major operational centres at Dalby, Chinchilla, Miles, Tara, and Wandoan. As such, the Works Department is responsible for the overall operational and strategic management of assets, including roads, bridges, stormwater, footpaths, and parks and gardens. Aaron also currently manages the region's Natural Disaster Relief Recovery Arrangements (NDRRA) Flood Damage Reconstruction Program.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 3 9
Works Manager Miles / Wandoan – Michael Coutts
Technical Services Manager – Stephen Hegedus
Michael Coutts has over ten years' civil engineering background from both the private and public sectors. He has worked at: Brandon and Associates; Queensland Department of Main Roads; and, at Taroom, Murilla, Tenterfield and Bulloo Shire Councils; before joining Western Downs Regional Council in 2008 as an Area Engineer for the Miles and Wandoan Districts.
Stephen Hegedus has over 23 years' experience in Local Government and has held the positions of Director of Engineering Services, Director of Corporate Services, and Chief Executive Officer.
Michael has a Bachelor of Technology in Civil and a Bachelor of Engineering in Civil. He is a member of the Institute of Public Works Engineering Australasia (IPWEA). As Works Manager Miles / Wandoan, Michael is responsible for the management of the Works Department for Miles and Wandoan areas, which includes: the delivery of capital works and maintenance programs for roads, stormwater, footpaths, Road Maintenance Performance Contract (RMPC), bridges, and parks and gardens. Works Manager Chinchilla / Tara – Baldeep Sehmi
Stephen has a Bachelor of Engineering (Civil), a Graduate Diploma in Municipal Engineering, and a Graduate Diploma of Local Government Management. He is qualified Registered Professional Engineer (RPEQ) and a Fellow Member of Institute Public Works Engineering Australasia (IPWEA). Stephen has been awarded Engineer of the Year (IPWEAQ) and Young Manager of the Year Regional Award – Australian Institute of Management (AIM). Stephen is a member of the Local Government Managers' Association (LGMA). Stephen has also completed various management and leadership courses, and is a Graduate of the Australian Applied Management Colloquium and Excellence in Local Government Program. As Technical Services Manager, Stephen is responsible for overseeing the management of Council's Fleet Business, Quarry Business, Civil Design Services, Asset Management, Geographical Information Systems (GIS), Aerodromes, Project Management, and specialist technical support.
Baldeep Sehmi (Sammy) has over 12 years' civil engineering background in both the private and public sectors. He started as a Site Engineer in Kenya in 1997 and since then has worked for Balonne Shire Council, Brisbane City Council, Ipswich City Council, York Civil, and Probuild Civil, before joining Western Downs Regional Council.
Stephen’s particular passion is developing good leadership and a positive culture within his various teams.
Sammy has a Bachelor of Technology (Civil) and a Master in Engineering Practice. He is a Chartered Professional Engineer (CPEng) with Engineers Australia and a Registered Professional Engineer (RPEQ) in Queensland. As Works Manager Chinchilla / Tara, Sammy is responsible for the management of the Works Department for Chinchilla and Tara areas, which includes: the delivery of capital works and maintenance programs for roads, stormwater, footpaths, Road Maintenance Performance Contract (RMPC), bridges bridges, and parks and gardens.
PA G E 4 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Planning Manager – David Sabiston
Water Treatment Principal – Terry Fagg
David Sabiston has over 40 years' experience as a town planner and has gained a wealth of knowledge and experience from both the public and private sectors. He has worked in a number of large and small local authorities, State Government, and as a private Planning and Development Consultant. David joined Western Downs Regional Council as the Planning Manager in 2009.
Terry Fagg commenced in Local Government in 1980 and so has 34 years' experience in municipal water and wastewater treatment. He commenced at Dalby Town Council as an apprentice electrician, progressing to a special class electrician in Water and Sewerage, and was also a Workplace Health and Safety Officer, Technical Advisor, Technical Officer, and Technical Supervisor for Water and Sewerage.
In his current role, David is responsible for overseeing all planning and development related matters, including: Development Assessment, Development Engineering, Strategic Planning, Building and Plumbing, and Development Compliance. David has led the Planning Department through a period of exponential growth experienced as a result of developments associated with the resource sector boom. His wealth of knowledge and experience has ensured that this surge in development has been managed to ensure our region can continue to foster strong, resilient, and sustainable towns and communities. Utilities Manager – Tim Low Tim Low began his career in Local Government in 1984 and so has 30 years of experience across various areas of the industry. He started in Design Engineering and switched to Civil Construction at Dalby Town Council. He then moved to Wambo Shire Council as Civil Works Technician and progressed to Manager of Water and Sewerage Supply.
Terry then took a management role in Utilities and after amalgamation became Utilities Treatment Manager for Western Downs Regional Council. He then specialised and became the Water Treatment Principal (Water Supply, Sewerage and Gas). Terry has a Diploma in Water Operations. As Water Treatment Principal, Terry is responsible for the provision of specialist technical and strategic advice in relation to: raw water storage; treatment and pumping construction; system management; process development; optimisation and operations support (water/ wastewater); the gas gate station; drinking water quality management; demand management; and, reporting and compliance.
After amalgamation of the region's councils in March 2008, Tim became the Utilities Network Manager of Western Downs Regional Council. The position then became Manager Water and Waste, and is now the Utilities Manager for Council. As Utilities Manager, Tim is responsible for managing the essential services of water and wastewater, as well as gas. This includes: the functions and services of raw water storage; construction of utilities assets and infrastructure; system maintenance and management; water service delivery; water treatment; wastewater treatment; reticulated gas service delivery; and, the gas gate station.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 4 1
Environment and Health Manager – Todd Summerville
Facilities Manager – Stephen Long
Todd Summerville has 16 years' experience in Local Government, and a real commitment to and passion for our local community, having worked exclusively in the region with the former Dalby Town and Wambo Shire Councils prior to Western Downs Regional Council.
Stephen Long has over 27 years of experience in Local Government. Prior to joining Western Downs Regional Council, he held senior positions with Greater Taree City Council and Lake Macquarie City Council in New South Wales. At Western Downs Regional Council, he commenced as the Community Services Manager before becoming the Facilities Manager.
He has worked in environmental health and environmental protection, waste management, natural resource management, development assessment, strategic town planning and building services, and town planning consultancy. Todd has degrees in Environmental Health and Urban and Regional Planning. As Environment and Health Manager, Todd is responsible for the management of Council's: Environmental Health Section (which includes Environment, Public Health, Local Laws and Animal Management functions); Rural Services (which includes the Pest Management, Stock Routes and Natural Resource Management functions); and Waste Management (which includes Solid Waste Collection, Transfer and Disposal functions). In addition to the above, he oversees a comprehensive program of capital works, accommodating a recent unprecedented program of reform and strategic planning.
PA G E 4 2
He has experience in civil engineering, natural resources management, project management, community facilities management, and asset management. He also has a wealth of civil and structural engineering design and documentation experience, for large private consultancy organisations. Stephen has an Associate Diploma in Civil Engineering and a Graduate Diploma in Natural Resource Management. Aside from the routine maintenance of community and council facilities throughout the region, Stephen also oversaw upgrades, expansions and refurbishments in excess of $30 million, such as the Redevelopment of the Saleyards, the Dalby Aquatic Centre, and Dalby PCYC. Stephen left Western Downs Regional Council this year to return to New South Wales and we wish him well in his future endeavours.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Our People At Western Downs Regional Council we recognise that without the power of people working together and each contributing their own unique skills and experience, even the best plan of action will never amount to anything. We know that the true success of our organisation rests with our people — locals delivering real results for our communities and our future. Our values of communication, leadership, respect, work life balance, teamwork, and accountability represent what is important to the people who make-up Western Downs Regional Council. These are the values that underpin our behaviour, the culture of our organisation, and ultimately describe how we aim to interact with each other and our customers. Major achievements • Introduction of the Functional Workplace Health and Safety Steering Group Meetings; • The Wellness @ Western Downs Action Plan was launched; • The Workplace Consultative Committee was established, to provide a forum for consultation between Council and its workforce, and ensure all employees have a voice; and • A Workforce Planning Steering Group was established to coordinate workforce planning for Council.
Graham Cook (R) receives his Queensland Engineer of the Year 2013 award from Institute of Public Works Engineers Australia, Queensland Branch President Mr Michael Kahler (L).
• The Wellness @ Western Downs program was awarded a Bronze Certification by Workplace Health and Safety Queensland. Long Service Awards
Awards and Recognition
Fifty hardworking and dedicated Western Downs Regional Council employees who clocked up nearly 1,000 years of service between them were honoured with Long Service Awards.
• Our Infrastructure Services General Manager Graham Cook was awarded the 2013 Engineer of the Year Award by the Institute of Public Works Engineers Australia, Queensland Division.
The 2013/14 awards recognised the outstanding commitment of our long-serving staff to their roles, and their many years of valuable service, as detailed in the following table:
10 years of service
Anthony Dangerfield, Ashley Hodson, Brenton McMillan, Cameron Davidson, Doug Henning, Greg Hine, James Clearihan, James Draper, Janine Pechey, Kelly Jones, Maree Taylor, Pamela Davis, Sylvia Swalling and Tracy Ryan
15 years of service
Brian Fleming, Daniel Wood, Elizabeth Upton, Esmay Jeffery, Karen Gillespie, Leslie Bishop, Malcolm Gray, Peter Greet, Shane Woodford, Tim Dredge, Todd Summerville, Trudy Westaway and Yvonne Bell
20 years of service
Christopher Westaway, Iain Johnstone, Phil Berting, Robert Harvey, Simone Dalgleish and Terrence Dwyer
25 years of service
Anne Stephens, Edward Beil, Gary Dicks, Ian McMillan and Peter Blissner
30 years of service
Brett McGrath, Doug Bougoure, Fraser Kleinschmidt, Graham Cook, Lyle Steger, Paul Land and Peter Mauch
35 years of service
Jodi Ashurst and Keith Edwards
40 years of service
Richard Derksen and Stewart Donpon
45 years of service
Graham Parsons and Russell Stirling
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 4 3
People Profile Council is one of the region's larger employers, with offices and depots in the six principal towns of Chinchilla, Dalby, Jandowae, Miles, Tara, and Wandoan, and offices in some of our smaller towns, like Moonie. We are an established and stable organisation that offers diverse career options across a variety of professions.
We value diversity and are committed to equal employment opportunities. Our team enjoys excellent working conditions, a good work life balance, and extensive professional development opportunities.
Three Year Comparison of Employee Profile and Movement 2011/12
2012/13
2013/14
Movement between 2012/13 and 2013/14
Total full-time equivalent (FTE) positions
628
656
658
2
Total employees (excluding contractors)
746
768
773
5
Retention Rate (excluding casuals)
87%
72.5%
88%
15.5%
45
44
44
0
Percentage of Females
41%
40%
40%
0%
Percentage of Males
59%
60%
60%
0%
Ratio of management to employees
1:35
1:30
1:31
1
Average Absenteeism (days) per FTE
7
7.2
6.7
-0.5
0.90%
0.96%
0.92%
-0.04%
$45,978,822
$51,418,551
$51,944,242
$525,691
38.40%
34.07%
34.56%
0.49%
Average Age
Voluntary employee separations Total employee cost Percentage of employee costs to total operating cost
THREE YEAR COMPARISON OF WORKFORCE BY EMPLOYMENT TYPE 800 700 600
77 89 77
115114
78 88 80 111
111
80 117 113
110
77 118
89 111
79 110
78 116
91 112
80 109
79 93 114 110
80 109
82 90 113108
78 114
88 87 110 110
98 90
80 114
91 97
79 97 115
95
87
88 79 97
99
99 113 96
79 89 98 113 95
100
79 102 111 93
79 108
500 400 300 512
560
567 518
560
566
200
517
554
577 513
553
580 523
559
572 517
557
570 528
566
579 539
573
586 540
569
591 548
574
591 552
575
597 555
573
592
100
Full Time
Part Time
June - 12 June - 13 June - 14
May - 12 May - 13 May - 14
April - 12 April - 13 April - 14
March - 12 March - 13 March - 14
February - 12 February - 13 February - 14
January - 12 January - 13 January - 14
December - 12 December - 13 December - 14
November - 12 November - 13 November - 14
October - 12 October - 13 October - 14
September - 12 September - 13 September - 14
August - 12 August - 13 August - 14
July -12 July - 13 July - 14
0
Casual
Note: The graph above outlines the staff population by tenure. It should be noted that vacant positions are not included, and the headcount shown for casuals and part-time staff is the total number of people employed, and is not the total number of full-time equivalent employees. Further, non-employees engaged, such as labour hire and contractors are not shown.
PA G E 4 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Safety First
• Certificate IV in Training and Assessment — 2
The very first priority strategy listed in our current five-year Corporate Plan speaks to Council's strong culture of safety because 'we put safety first to ensure safe and healthy workplaces'.
• Certificate III in Water Operations — 1
Our performance and achievements in the area of Workplace Health and Safety are detailed in Chapter 4 of this Report, on page 58. Building Our Team Our management team is supported with expert advice in the areas of recruitment, selection, and industrial and employee relations. The people management processes and functions developed and implemented are designed to not only support Council and its employees, but to ensure that we continue to improve the way in which we operate. Supporting and Empowering Our Team The support and professional development of our team, comprised of staff and Councillors, encourages each individual to perform to the best of their ability.
• Certificate III in Business — 3 • Certificate II in Civil Construction — 1 • Certificate III in Information Digital Media and Technology — 1 • T wo of our trainees subsequently secured permanent positions with Council as a result of undertaking their studies while gaining practical on-the-job learning at the same time. Challenges Among the key challenges of positioning ourselves as an employer of choice within the Western Downs has been competition with the energy sector for skilled workers, particularly with regard to remuneration packages. Council is however, able to provide more favourable longterm benefits and employment conditions, attracting those seeking a balanced lifestyle rather than short-term financial gain. Training opportunities and housing incentives are some of the ways that we are addressing the challenge of attracting more skilled workers to Local Government.
Our performance and achievements in the area of Organisational Development are detailed in Chapter 4 of this Report, on page 59.
A strong rental property market as a result of the resources boom
Performance Highlights
retaining people to Council, particularly impacting the cost of living
During 2013/14, a number of new initiatives and outcomes were delivered to build workforce capacity and enhance organisational culture, including:
for blue collar workers. In response to this issue, the Western Downs
• Developing an internal Recognition Program to be implemented across Council to acknowledge employees for their hard work, dedication, high standard of customer service, and/or achievements; • Enhancements were made to the online application recruitment program, and to the corresponding interview training which was delivered to all responsible officers;
within our region is also proving to be a challenge when attracting and
Housing Trust launched its first affordable housing project in Wandoan this year. This project is featured as a case study in the next section of this Report, see page 54. An internal challenge resulted from this year's organisational restructure, which saw four divisions merged into three divisions. The impact on the workflow capacity of the two remaining General Managers, now responsible for significantly larger and more diversified functional areas, was felt throughout the organisation. The need to review service level capabilities was quickly realised and a Service
• Council's casual employment service, used to assist with short-term labour shortages, was revamped and branded as 'Staff Connect';
Level Review project has commenced.
• An extensive data integrity project was undertaken to ensure management is provided with accurate human resource reports; and
Our goal of being recognised as an employer of choice encompasses
• Taking advantage of learning and development opportunities, staff attained the following qualifications this year:
workforce. We aim to have succession planning in place to harness the
• Diploma of Project Management — 6 • Certificate IV Project Management — 1 • Diploma of Occupational Health and Safety — 1
Future Aims not only attracting the right people but also maintaining our existing potential of our people and be ready to meet future demand. Our future direction embraces greater workforce flexibility to accommodate better work life balance by offering adaptable working options such as rostered days off and part-time work arrangements.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 4 5
Above all, the goal is to continue to ensure that our workforce is aligned with the operational capabilities needed to successfully deliver our five-year Corporate Plan.
There are eight SES groups in the Westerns Downs Regional Council area: Chinchilla, Condamine, Dalby, Dulacca, Jandowae, Miles, Tara, and Wandoan.
Volunteers
In 2013/14, the SES Volunteers contributed more than 5,500 hours toward community activities such as: emergency call-outs, assistance, preparedness education, engagement, and training.
They may fly under the radar publicly, but volunteers are essential to helping Council deliver some of its services, namely: • The always ready-to-act State Emergency Service (SES); • Supporting Home and Community Care (HACC) clients; • Helping to make visitors to our region welcome at the Visitor Information Centres (VICs); and
'Operation Rescue' was held again on 1 June 2014. This well-attended family fun day is aimed at showcasing the work of emergency services volunteers and professionals. The volunteers run the challenge activities and also provide disaster preparedness advice, information, and tools.
• Supporting and helping manage Council's Multipurpose Community Facilities. State Emergency Service (SES) The SES perform a key function in the region's Disaster Management capability, and while managed by Council and Queensland Fire and Emergency Services (QFES), the people who proudly wear the orange uniform are all volunteers. This essential community service would not be available without their hard work and dedication. Chinchilla Group SES volunteers (L-R) Barry Kerr, Natalie Millar, Katrina Doran, and Brendan Turner show the community how it's done during a team event at Operation Rescue in Dalby on Saturday 1 June 2014.
Home and Community Care (HACC) Volunteers assist Council to provide our clients with home and community care services by: •H elping to transport clients to appointments; • P roviding social support and companionship; and • K eeping clients active through activities like crafting and card games. 2013/14 Volunteer Contribution to Home and Community Care (HACC) Services Number of Volunteers
Average Hours Volunteered per Week
Hours Volunteered per year
15
6
4,680
Tara
4
2
416
Meandarra
6
4
1,248
25
4
6,344 Hrs
Jandowae
The SES is manned by volunteers, like Theresa Phillips from the Tara SES Group.
PA G E 4 6
Total
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Visitor Information Centres
Western Downs Libraries
Often the first stop made by visitors to our region is to a local Visitor Information Centre (VIC) where they are greeted by a friendly and knowledgeable local face. Our eight VICs are manned almost entirely by volunteers, forming the backbone to the delivery of tourism services on behalf of Council.
Library volunteers enable an extension of library services and provide a valuable knowledge base.
In 2013/14, our VIC volunteers provided over 16,500 hours of service to the community and travelling public.
The volunteers range in age from high school students to long-serving volunteers, and they offer help with: • Tutoring in computing and research databases; • Youth and other programming assistance; and • Borrowing and deliveries to house-bound customers and aged-care residents. In 2013/14, volunteers provided in excess of 780 hours of support, assisting in practical tasks like shelving and processing items and working with staff to deliver events and projects. Some volunteers have been trained to provide computer tutorials to other beginners which has been a very successful and sustainable program.
Council, in partnership with the existing Visitor Information Committee, held a morning tea function at Chinchilla Visitor Information Centre to celebrate National Volunteers Week in May.
Multipurpose Community Facilities
Libraries have also come to rely heavily on the advocacy, practical help, and financial assistance of the Western Downs Friends of the Library Association, an invaluable volunteer initiative which provides significant support to all the library branches. Friends of the Library Association hosts book sales, and has successfully sought grants resulting in technology upgrades and mobile computer labs used at all nine branches.
Council relies upon the knowledge and expertise of dedicated volunteers to assist in the operation and management of multipurpose community facilitates located throughout the Western Downs. These facilities offer a range of cultural, learning, and historical services. In recognition of the value that our volunteers provide, we invest in ongoing volunteer training, recruitment, and retention; particularly as accreditation and accountability requirements in the sector increase.
Christmas 2013 celebrations with Dogwood Crossing, Miles staff thanking their volunteers: (L-R) Volunteers Roz Brownlie, Elizabeth Beeton, Priscilla Mundell, Patricia Hinz, Karen Long, Bruce Mellor, Margaret Hart, and Bill Hart, with Council staff Ashleigh Campbell and Anne Keam.
Western Downs Friends of the Library Association President Glenn Shipway helping out at a recent book sale.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 4 7
Local People | Real Results Case Study 1 – Flood Mitigation Planning Council is moving forward with flood mitigation planning across the region, investigating options such as levees, emergency response initiatives, evacuation routes, and flood warning mechanisms. The investment in best practice flood modelling for the region resulted in the Draft 2014 Regional Flood Study, to be formally adopted next financial year. This means we have the most sophisticated science available to inform mitigation planning across the region. It is also the first time our principal towns have had individual flood studies formally adopted for use in official planning processes. The Flood Review and Management Study (FRMS) targets solutions to enhance the region's resilience to future flooding and recommends a range of broad mitigation strategies ranging from improved community preparedness to significant infrastructure. The FRMS is already producing results, enabling Council to successfully apply for funding to install 19 flood stations that link to the Bureau of Meteorology's system. These extra stations will enhance Council's ability to inform residents about the predicted rainfall and likelihood of potential flooding in these areas. The FRMS has also enabled Council to successfully apply for funding to further investigate the feasibility of levee options at Dalby and Chinchilla. With our community calling for it, the next step is to investigate the feasibility of structural mitigation options, like levees, at Dalby and Chinchilla. The aim of these options is to reduce the risk of above floor flooding to homes and to help ensure business continuity during flood events. Our goal is to develop a range of flood mitigation measures that show a high cost-benefit ratio, avoid adverse environmental impacts, and provide the greatest improvements to flood resilience and preparedness for the region. We see these investigations as a partnership between Council and the community, to ensure we not only come up with the best possible solution for the region, but also secure the funding necessary to make it a reality. To help ensure we come up with the best 'on balance' solution, we are talking to landowners and businesses whose properties are potentially affected by the alignment options, and making the right adjustments to the levee design. Once we have a viable detailed design for the levees; that takes in social, economic and environmental constraints; we will be seeking community feedback through a series of information sessions and briefings.
PA G E 4 8
Inspecting one of the installed flood stations are (L-R): Mayor Ray Brown, BMT WBM Associate Senior Flood Engineer Ben Caddis, Jandowae SES Local Controller Tom Bradley, Council's Disaster Management Senior Officer Liz Drumm, and Cr Tony Brame.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Case Study 2 – Towards a Waste Wise Western Downs In 2009, Western Downs Regional Council adopted the Towards a Waste Wise Western Downs strategy which outlines a staged approach to reviewing, repairing and upgrading waste facilities and services in the region, so as to provide long-term sustainable waste management solutions for the growing needs of our communities. Now in its fourth year, Council has delivered significant elements of this multifaceted strategy. To encourage and maximise waste diversion to improve capacity and extend life of landfills in Dalby and Chinchilla, waste transfer stations known as Waste and Recycling Centres are being rolled-out across the region. The Dalby Waste and Recycling Centre opened in November 2012 and, within a year; this state-of-the-art facility was crowned the best of its kind in the country when it won the 'Transfer Stations Excellence Award' at the 5th Australian Landfill and Transfer Station Innovation and Excellence Awards. The Centre also won the 'Resource Recovery Award' in Tidy Town Awards 2013. This winning formula will be replicated at Chinchilla. Construction has begun and the facility is on track to open next financial year.
Landfill clean-up is often a thankless but essential task to help manage vegetation growth and windblown litter. Council's initiative to partner with a community group who assist refugees find employment, has received praise from residents and the job seekers themselves. The project is a win-win, as Council is able to: give these job seekers an opportunity to learn 'on-the-job' whilst gaining valuable skills that will help boost their employment prospects; and ensure the region's landfills are kept clean and tidy. As 'one person's trash is another person's treasure' The Recycling Market was established in the new Dalby Waste and Recycling Centre. The Market gives near-new or pre-loved goods a new lease in life by selling goods that are dropped off by residents and which otherwise be thrown away. The Market helps divert waste from landfill and, more critically, gives back to the community through a grant program. The Enviro Grants Program was launched during 2013/14 and is funded through 25 per cent of 'profits' from the Recycling Market and supports environmentally sustainable projects by Dalby and district not-for-profit organisations. The program will be replicated at the Chinchilla Waste and Recycling Centre.
Billie Standfield , former Waste Management Trainee, at 'The Recycling Market' at Dalby Waste and Recycling Centre.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 4 9
Case Study 3 – Utilities Infrastructure Investment The Water and Wastewater Capital Works Program 2012–17 is Council's five-year plan to invest heavily in the region's utilities network to the tune of $104 million.
The most significant event was the opening of the water and
The long-planned and much-needed upgrades to the region's water and wastewater networks will ensure they continue to provide a reliable and sustainable service that meets the needs of existing residents and accommodates the population growth of our local communities.
The reverse osmosis potable water treatment plants in Miles and Tara
With a variety of projects completed, underway or in planning, $43 million was invested during the 2013/14 financial year.
in the township finally having a higher quality drinking water that also
wastewater treatment plants ($10.5 million) in Wandoan which meant that for the first time, residents will experience cool tap water.
are also nearing completion and are due to open in the next financial year. In Miles, this will mean a higher quality, base load water supply and increased capacity in the existing network. In Tara, this will result meets potable standards.
Inspecting the progress of works at Wandoan Wastewater Treatment Plant in September 2013 were (L-R): Council's Chief Executive Officer Phil Berting, Council's Utilities Capital Works Program manager Matthew Sullivan, Cr Tony Brame, Cr Ray Jamieson, Cr George Moore, Cr Carolyn Tillman, Mayor Ray Brown and Council's Water Treatment Principal Terry Fagg.
PA G E 5 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Projects Completed as at 30 June 2014 Town Dalby
Miles
Tara
Wandoan
Project
Project Investment
RO Potable Water Treatment Plant
$1.5 million
Upgrade Sewerage Pumping Station
$1.2 million
RO Concentration Storage Dams
$2.6 million
Water/Wastewater network upgrades
$10.1 million
Pipelines
$1.6 million
RO Concentrate Storage Dams
$3.1 million
Potable Water Treatment Plant
$4.0 million
Wastewater Treatment Plant
$6.5 million
Total Investment $2.7 million
$12.7 million
$4.7 million
$10.5 million
Projects in Construction Phase Town
Expected Completion
Project Investment
Recycling Scheme
January 2015
$0.7 million
RO Potable Water Treatment Plant
October 2014
$4.0 million
Wastewater Treatment Plant
January 2015
$8.1 million
Tara
RO Potable Water Treatment Plant
October 2014
$2.8 million
$2.8 million
Warra
Upgrade Water Treatment Plant
October 2014
$0.4 million
$0.4 million
Expected Completion
Project Investment
Total Investment
February 2016
$12.3 million
September 2016
$12.4 million
May 2016
$1.0 million
Miles
Project
Total Investment
$12.1 million
Projects in Planning or Development Phases Town Chinchilla Wandoan
Project Wastewater Treatment Plant Potable Water Treatment Plant Recycled Water Scheme
$24.7 million $1.0 million
Gavin Bartowski, Traineeship Graduate who is now Assistant Water Sewerage Treatment Plant Operator.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 5 1
Case Study 4 – Celebrating Our Key Regional Events Our Western Downs boasts an exciting and colourful calendar of events
Tara Festival of Culture and Camel Races 2013
each year that showcase the region's diverse artistic, culinary, and
Held in August every two years, the three-day Tara Festival of Culture and Camel Races is a great way for the community and visitors of Our Western Downs to come together and celebrate the cultural diversity of Tara and district.
larrikin culture. Opera at Jimbour 2013 Opera at Jimbour is one of the many vibrant events hosted by our region and gives us the opportunity to celebrate the diverse culture of Our Western Downs. Held in July every two years, this Queensland Music Festival event is staged on the grounds of one of the nation's most gracious historical homes, Jimbour House. The 2013 concert was the sixth instalment of the much-anticipated event with a program celebrating the bicentenary of Italian Romantic composer, Giuseppe Verdi.
Aside from the unique camel races themselves, the festival features exotic cuisine and a variety of hands-on multicultural workshops on offer during the weekend The 2013 event saw legendary radio announcers ‘The Continuous Call Team’ (Ray Hadley (Bolts), Steve Roach (Blocka), Daryl Brohman (Big Marn), Bob Fulton (Bozo), and Andrew Moore) broadcast live from the festival. There was great entertainment provided by a range of acts, including the ‘The Charlie Nolan Band', 'Second Gear', and 'The Twine'. Dalby Delicious and DeLIGHTful Festival 2013
With Guy Noble holding the baton; four operatic soloists, as well as the Opera Queensland Chorus and the Camerata of St John's, provided an afternoon of world-class entertainment. Performances included stirring Verdi choruses and arias from much-loved works such as II trovatorem, La traviata, Rigoletto
The annual Dalby Delicious and DeLIGHTful Festival is held in August and is the district's signature multicultural event presenting a diverse range of multicultural cuisine, entertainment and activities to Dalby. Its unique feature is the spectacular lantern parade along the banks of the beautiful Myall Creek. In its fourth year, the 2013 festival celebrated Dalby's 150th birthday.
and much more.
Dalby's special 150th birthday cake featured in the 2013 Delicious and DeLIGHTful Festival's spectacular lantern parade.
PA G E 5 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Case Study 5 – Operation Road Restore - A marathon delivered in sprint timing The largest roadworks project Dalby has ever seen, dubbed Operation Road Restore, was the equivalent size of a marathon – 30 year roadworks program.
(NDRRA). The revised approved contribution was $22 million but the final amount for this funding will be closer to $19 million – that’s a $3 million saving!
The tight deadline provided by the State and Federal Government meant that roads affected by the 2010/11 summer floods, on 119 Dalby urban blocks, on 43 roads, had to be restored in a year and a half; a sprint comparatively speaking.
So the revised overall project budget was $28 million and it will end up being about $25 million – so this marathon project was not only completed early but will also came in under-budget.
Council made a number of innovations around how roadworks were managed and conducted, resulting in the marathon project not just being completed in sprint fashion, but completed two months ahead of schedule in April 2014. The same innovations that saw the project completed ahead of schedule, also provided budget savings. For this project, Council’s co-contribution for complementary kerb and channelling work was delivered within the budgeted $6 million. This is a significant achievement given some additional opportunities to enhance some roads were also undertaken within the same budget. State and Federal Governments contributed to Operation Road Restore through the Natural Disaster Relief and Recovery Arrangements
We'd like to again thank the Dalby community for their cooperation and patience during Operation Road Restore, as it was an intensive period of roadworks that we couldn’t have completed without working together. Importantly, roads reconstructed under Operation Road Restore will be stronger and last longer, which gives the community a durable long-term asset. Operation Road Restore was a component of the broader Regional Flood Recovery Works project. This program began in late 2012 and will continue until all roads across the Western Downs region damaged during flood and heavy rainfall events in 2011, 2012, 2013 and 2014 have been repaired and restored.
Alice Street in Dalby was a hive of activity as the final works were completed in Council's Operation Road Restore program.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 5 3
Case Study 6 – Western Downs Housing Trust The recent influx into our region of resource industry workers, coupled with high demand for, and in some places limited supply of, housing has resulted in significant housing pressure. So as to proactively address access to affordable housing for essential service workers, Western Downs Regional Council established the Western Downs Housing Trust.
One of the key ways the Trust is working to address affordable
The Trust's aim is to help ensure service workers who are essential to keeping our communities healthy and strong can be both attracted from outside of the region and that those who are already here, are able to stay. By essential service workers we mean: emergency service personnel, medical officers, teachers, childcare workers, finance and banking staff, retail workers, motor vehicle repairers, and so on.
they're building 2 x three-bedroom and 2 x two-bedroom, two
Even though resource sector workers are not eligible for this housing, the sector is keen to support the communities in which their activities have an impact. As such, QGC has made a generous $5.7 million donation to the Trust. The Trust is a registered charity and has exemption from land tax and stamp duty from the State Government. It is governed by the Western Downs Advisory Board and has an eighteen-member Reference Group.
housing is by buying and/or acquiring land to build affordable and high quality housing. This financial year the Trust began construction on its maiden affordable housing project. A development in Wandoan where storey, townhouses on 880 square metres on Longford Lane and East Street. The estimated $900,000 development will be funded by QGC and co-delivered by the Western Downs Housing Trust and Horizon Housing Company, with the scheduled completion date of July 2014. While most recently the housing shortage in some of our communities has eased as energy sector projects transition from construction into production phase, the housing trust project ensures that our region will be better positioned for the next boom period. More information on the Trust can be found at www.housingtrust.com.au.
Artist’s impression of the Longford Lane, Wandoan development.
PA G E 5 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
CHAPTER 4:
reporting our performance
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 5 5
Our Strategic Direction The Western Downs Regional Council's 2013 – 2017 Corporate Plan is the strategic business plan for Council that translates the community's long-term vision for the region into measureable actions. The Corporate Plan provides a link between our community's needs and expectations, as identified in the Western Downs 2050 Community Plan (WD2050), and Council's operational activities. The Community Plan was developed with extensive community consultation, so adopting the same eight theme areas creates a recognisable connection between Council's operations and the achievement of a shared vision for the region. As Council is just one key stakeholder in the delivery of WD2050, we identified and prioritised the things we are responsible for, or contribute to, under each of the strategic theme areas; and then we determined the priority strategies under each of the themes that will guide our operations for the term of this Corporate Plan. 'Effective and Inclusive Governance' was purposefully placed first and contains the nine priority strategies that describe the central business philosophies which drive Council as an organisation. This is also the only theme area that relates to all of our functional areas, as we believe that by effectively managing our business, we can better govern our region. At Western Downs Regional Council we are committed to delivering services, projects and initiatives in response to the priority strategies devised under the following eight Strategic Themes Æ
Measuring Our Success Alignment to these eight strategic themes flows into Council budgets and operational plans, ensuring that we deliver a shared vision for the Western Downs region. Our performance against agreed operational work priorities and targeted budgets for each financial year is measured quarterly. This Annual Report provides our community and key stakeholders with an overview of our progress, achievements, and performance for the 2013/14 financial year against our 2013 - 2017 Corporate Plan. As such, it is important to note that our performance and achievements under each strategic theme area will vary from year-to-year depending on how projects and initiatives have been prioritised over the five-year plan.
PA G E 5 6
Strategic Theme 1: EFFECTIVE AND INCLUSIVE GOVERNANCE Western Downs Regional Council can be relied on to govern its communities and manage its business with strategic vision, equity, transparency, collaboration and financial responsibility.
Strategic Theme 2: ENRICHED COMMUNITIES The communities of the Western Downs are enriched through the provision of relevant facilities, essential as well as social services targeted to the needs of our growing region.
Strategic Theme 3: HEALTHY LIVING The people of the Western Downs enjoy the benefits of a healthy and active lifestyle within safe and inclusive communities.
Strategic Theme 4: WELCOMING COMMUNITIES The unique character and identity of the people and towns of the Western Downs will be promoted and celebrated both within our region and beyond.
Strategic Theme 5: INNOVATION AND ECONOMIC SUCCESS Through strategic investment, facilitation and advocacy Western Downs Regional Council will continue to build capacity for the sustainable growth of our prosperous region.
Strategic Theme 6: BALANCED GROWTH A balanced and responsible approach to the continued growth of our region will promote sustainable development that enhances the liveability of our communities and the prosperity of our diverse businesses and industries.
Strategic Theme 7: HEALTHY NATURAL ENVIRONMENT The region’s natural environment and key ecosystems including flora, fauna, waterways, wetlands, and areas of cultural significance are managed through the mitigation of the impacts of development, population growth and climate change.
Strategic Theme 8: ACCESSIBLE AND CONNECTED PLACES The Western Downs region will continue to develop accessible transport systems and advocate for improved telecommunications to connect our people, businesses and industries locally, regionally, nationally and globally.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Strategic Theme 1: Effective and Inclusive Governance Ambition Statement: Strategic leadership and a shared vision deliver an accountable, sustainable and performance orientated business. The nine priority strategies of Effective and Inclusive Governance describe the central business philosophies that drive Council as an organisation and therefore apply to all functional areas. All divisions of Council are responsible for, and contribute to, Effective and Inclusive Governance.
IT manage
150
7 terabytes
$19.1Million
of production data
rates and charges revenue
99.14%
110,404
New Employees attended Corporate Inductions
Uptime of Council's IT Networks
Unique visitors to Council website
78,082
$2Billion Gross Asset Base
868
Facebook 'Likes
56,940
$128.5 Million
8,638
Incoming documents recorded
Calls received by the Customer Contact Centre
Capital Grants revenue
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Customer requests processed
PA G E 5 7
Priority Strategy 1.1: We put safety first – to ensure safe and healthy workplaces. The entire Council team is responsible for working together to achieve safe and healthy workplaces; however, it is Council's People, Organisation and Economic Development department, specifically its Workplace Health and Safety section, who take the lead role in delivering initiatives under this priority strategy. Putting the safety of our people first is our first priority. Achievements
Performance Key Workplace Health and Safety Statistics 2011/12
2012/13
2013/14
# of workplace incidents
141
126
244
# of compensation claims
28
41
38
Work Health and Safety — A four-year strategic plan was developed to provide a framework that sets out our core strategies to maximise the prevention of injury, illness, and disease, in an effort to minimise the impact of any injury, and to provide for the wellbeing of our people.
Injury frequency rate
10.5
15.7
17.7
Injury duration rate
8.8
16.1
15.7
Total claims costs
$74,326
$162,775
$153,728
New Workplace Health and Safety (WHS) Steering Group Format — In an effort to make WHS meetings more meaningful, six new Functional WHS Steering Groups (i.e. based on teams) were introduced this year. Moving away from a regional approach ensures each group can focus on practical solutions relevant to their functional areas.
Total hours lost
3,117
6,296
5,841
21
24
17
Increased Reporting of Workplace Incidents — An education campaign promoting the importance of reporting WHS incidents has resulted in a dramatic increase in the number of incidents reported during 2013/14. As well as being a positive driver for our WHS culture, the reports inform future safety requirements and targeted training. Improved Sun-Smart Procedures — Sun exposure is identified as the cause of 95% of melanomas and 99% of non-melanoma skin cancers in Australia and UV radiation is one of our most insidious occupational hazards. So as part of new sun-smart procedures, fulllength trousers were introduced this year as compulsory PPE for our field staff to complement long-sleeve collared shirts and broad-brimmed hats as effective UV barriers. Wellness @ Western Downs — With the aim of improving the health and wellbeing of our people, the Wellness @ Western Downs Action Plan was launched. The initiative was partly funded by a grant awarded by Workplace Health and Safety Queensland and has already delivered a nutrition road show, seen the adoption of a Healthy Catering Policy, and now offers a free QUIT Smoking Program.
PA G E 5 8
# of WHS Steering Group Meetings Challenges
• C ontinuously improving our workplace health and safety by focusing on stringent internal control mechanisms so as to ensure legislative compliance and to support the delivery of priorities. reliance on manual paper-based processes from legacy systems •A rather than processes that capitalise on technology is challenging. As a result Safety Advisors spend more time on administrative work rather than operational work in the field, with work crews, where they have the most impact on reducing workplace incidents. Future Aims • P lace touch screens at depots across the region, to assist in meeting requirements under the Work Health and Safety Act to give all employees' access to the WHS System. • Investigate and implement a WHS Database program that will enable more effective reporting and provide more comprehensive WHS statistical analysis.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Priority Strategy 1.2: We support and empower a team that respects the organisational values which drive us forward. Our team, of staff and Councillors, are individual community leaders who work together to make our local communities better places to live. Council's People, Organisation and Economic Development department, specifically its Organisational Development section, take a lead role in delivering this priority strategy as they are responsible for initiatives that develop our people, encourage cultural change, and align learning opportunities to our business goals. Achievements New Performance Partnering Program — Replacing the traditional
compliance-based performance management process, our new Performance Partnering Program adopts a collaborative approach designed to encourage constructive performance and professional development conversations. The organisational-wide roll-out of the program focused on building skills in the art of performance conversations to improve communication, clarify expectations, give and receive feedback, and debrief effectively.
Learning and Development — Ongoing learning and development opportunities are provided to our people via external training and workshops, on-the-job training, conferences and programs; and, are delivered both in-house or by external specialists. In 2013/14, the learning and development opportunities included:
• 1,028 placements at training courses and conferences; • 52 training courses administered in-house; • 57 employees approved for vocational and/or tertiary studies; and • 150 new employees attended the Corporate Induction program. 'MyTalent' Training Calendar — Informed by a training needs analysis undertaken with all managers to ascertain the learning and development needs of staff across the organisation, the 'MyTalent' annual and quarterly training calendars were created. These helpful calendars provide staff with details of upcoming learning and development opportunities for a 12-month period.
Performance
Service Level Review — An organisational-wide project has commenced to review the services that Council provide, to what level services are being delivered to our customers, and the current resources required to support the service provision. Phase one will see the review of all Council services and identification of the levels of service to be provided in the 2015/16 financial year.
Kickstart Your Career In Local Government — We promote the
Human Resource Management — A four-year strategic plan was
opportunity of 'growing our own' by employing and training people from within our local communities. During 2013/14 we employed:
developed to foster an organisational culture that cultivates talent, promotes unity, values diversity, reinforces accountability, recognises and rewards performance, and establishes the right working conditions to enable our people to excel.
Remuneration and Benefits — A market assessment of management
remuneration and benefit packages was undertaken, and the subsequent establishment of pay classifications in line with market value was implemented.
• 4 Apprentices; • 7 Trainees; and • 1 School-based Trainee.
Challenges
choice, Council has been working towards accreditation against the international standard 'Investors in People', which is a quality framework and measurement tool to benchmark best practice people development strategy.
Technology — The reliance on legacy technology systems is challenging due to the related inefficiencies that result in labour intensive workarounds and duplicated processes. Research into alternative solutions has commenced and some strategies have been implemented for next financial year.
Targeted Selection — A new recruitment interviewing methodology
Low Training Attendance — Due to the unprecedented workload
was implemented with the aim of improving the likelihood of selecting the best candidate for the position by matching skills, values and previous experience with Council's values and culture.
associated with the flood recovery capital works program, many operational staff have not been able to be released to attend scheduled training courses. It is expected that this challenge will be rectified over the next year.
Investors in People — To be recognised as an employer of
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 5 9
Future Aims
Corporate Training Program — A mandatory, recurrent corporate
GenNext Leadership Program — We're committed to developing
training program will provide employees with the foundation to advance
our youth by creating a culture that develops talent, values diversity, fosters accountability, and enables people to exceed. Commencing in 2015, the GenNext Leadership Program aims to identify and nurture talent in Council's under 30s demographic by providing young employees with the opportunity to build their leadership skills.
their careers in Council, and reinforce unity of purpose throughout the workforce. Learning Management System — Research into a new Learning
Management System is planned so that by using available technologies we can better meet the professional development needs of all staff.
Priority Strategy 1.3: We are a customer service focused organisation. We define customer service as more than just customer contact, it is the whole customer experience, from initial contact through to delivery and follow-up. That's why each and every team member is responsible for providing excellent customer service, to both our internal and external clients. Taking a lead role in delivering initiatives under this priority strategy is Council's Governance and Information Support department, specifically its Information Management section.
• Regular communication with other departments to build strong working relationships; • Monthly team meetings that involve key stakeholders from throughout the organisation; • Ongoing promotion of 1300 COUNCIL; and • Ongoing refinement of Council's after-hours call service.
Achievements Mystery Shopper — The first round of our new mystery
shopper initiative dubbed 'Phone Falcon' resulted in 72% of calls being answered to our basic phone standards across the organisation. With 'Phone Falcon' champions established in each department to provide in-house coaching, our aim is to continually improve on this performance benchmark. Customer Responsiveness Surveys — 'Voice of
Challenges Staff Retention — Due to the inherently fast-paced and intensive
environment of contact centres, keeping quality customer service operators is a challenge that requires continual staff replacement and retraining. This year, in addition to regular staffing changes, there have been a number of business practice improvements that also needed to be accommodated.
the Customer' responsiveness surveys commenced this year to establish performance benchmarks for individual service delivery sections. Customers who have recently used a Council service are surveyed for their feedback. Across the six surveys completed the results ranged from a satisfaction rating of 60% to 100%, which is an outstanding result for the first round.
Accurate Knowledge Base — Ongoing changes to the contact centre team makes it difficult to maintain an experienced and accurate knowledge base within the team. The level of experience and knowledge within the team includes the ability to determine the nature of calls, and identify the difference between a customer request and a customer complaint. These are key skills that impact on the overall customer service experience.
Protected Environment Training Program — This in-house six-week
Delivery of Training — Another complexity was the facilitation of
training program was implemented as a proven and effective approach to building capacity and a positive work environment, both of which are essential to the operation of a successful contact centre.
mandatory in-house training programs that presented the inevitable challenges of timeliness and stretched resourcing in the contact centre.
Performance
Improve Satisfaction Rating — Revisit Council's service standards,
The Information Management section works collaboratively to ensure that as an organisation, we can deliver customer service excellence across all service streams. Services provided include:
based on results received from' Voice of Customer' surveys, to further enhance customer perception and satisfy their expectations.
• Management reporting on customer service activities;
PA G E 6 0
Future Aims
Online Services — Investigate appropriate software to enable the online submission of customer requests.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Priority Strategy 1.4: We partner and engage with our communities and key stakeholders through two-way communication. With the diversity of services we offer and projects we deliver right
Establishing Facebook — Social media is a key way for Council to
across Council, keeping our community informed and engaged requires
achieve two-way communication with the community in the digital age. Our number of 'Likes' and reach with posts has exceeded initial expectations, especially as there was no natural disaster event during the launch period.
a coordinated approach to ensure that the right message is delivered at the right time, to the right audience. Taking a lead role in delivering initiatives under this priority strategy is Council's Corporate Planning and Communication department, specifically its Strategic Marketing and Corporate Communication section who work in collaboration with sections delivering the services and projects.
Council Branding — Additional sub-brands and brand extensions were
developed for: • Dalby Regional Saleyards @ Western Downs (working with Facilities department and the Saleyards Management Committee); • MyALL 107 (working with Community Development and Facilities departments); and • Wellness @ Western Downs program (working with People, Organisation and Economic Development department).
Achievements Draft Western Downs Planning Scheme — At the close of the
first round of public consultation, Council received 1,941 submissions. Of these: • T hree were petitions relating to the Draft 2012 Regional Flood Study (one petition held 1,102 signatures; another 42 signatures;
Intranet Review / Restructure — Council's intranet, dubbed
and a third 43 signatures);
'Council On-Line Information Network (COLIN)', was introduced to the organisation in 2010 to provide staff with a user-friendly interface to access current information. Three years on and two organisational restructures later, COLIN has had his first review. The project involved staff consultation and testing to ensure COLIN's new structure was more intuitive.
• T here were also 592 single page submissions relating to the Draft 2012 Flood Study; and • 1 62 detailed submissions — each requiring an individual response from Council. Draft 2012 Flood Study — Council responded to community feedback
and created a Technical Review Panel to examine the science of the
Performance
flood study. We called for historical data from the community to improve
Council utilises several communication channels in its strategy to keep the community informed and engaged about its activities.
the confidence in the science of the flood study. Once Council received the findings, the updated Draft 2014 Flood Study was presented back to the community.
Media releases — During 2013/14, we distributed 170 releases (6.08% decrease from the previous year).
Operation Road Restore/Regional Flood Recovery Works — The
NO. OF MEDIA RELEASES
cooperation and patience of our local communities was essential to
40
the successful delivery of these intensive roadworks projects. The
35
project teams successfully engaged directly with impacted residents
30
at key project milestones and ensured that a line of communication
25
was always open. The broader community was kept up-to-date with
20
12/13
progress through normal corporate communication channels, including
15
newspaper and newsletter features.
13/14
10
broader community was kept up-to-date through normal corporate communication channels.
June
May
April
March
January
February
December
October
0 November
engaged with potentially directly impacted stakeholders and the
5 August
studies into flood levees for Dalby and Chinchilla. The project team
11/12
September
Management Study, funding was secured to undertake feasibility
10/11
July
Feasibility Studies for Flood Levees — As a result of the Flood Risk
09/10
Note: Natural disasters of summer 2010/11 and early 2013 caused significant spikes in output.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 6 1
Media Alerts — During 2013/14, we distributed 48 alerts (30.43%
decrease from the previous year). NO. OF MEDIA ALERTS 35 30 25 20 15 10 5 0
09/10
Facebook — 'Likes' (or followers) achieved 868 or the equivalent of
10/11
7.93% of the region's households. Our most popular post in 2013/14 reached 1,924 people and had 180 likes/comments/shares.
12/13
Challenges
13/14
Brand Integrity — The challenge of managing the integrity of
June
May
April
March
January
February
December
October
November
September
July
August
11/12
Note: Natural disasters of summer 2010/11 and early 2013 caused significant spikes in output.
MEDIA RELEASES – TOPIC SUMMARY
Revenue Facilities (rates /water/gas) 4% 6% Community Events 6% Disaster Management 6% Dogwood Crossing 8% Libraries 8% Utilities 9%
Environment and Health (all sections) 18% General (corporate support/other agencies) 15% High Profile Topics (Planning Scheme / Flood Study/ TRP) 10% Community Development 10%
MEDIA ALERTS – TOPIC SUMMARY Revenue (rates /water /gas ) 2% Community Events 8% Disaster Management 4% Dogwood Crossing 2% Libraries 4%
Works 11%
Utilities 8% Community Development 8%
households. The click-through rate achieved was 10.21% on average, which is 3.24% above the Australian average for Government sector eNewsletters.
Environment and Health (all sections) 21%
General (corporate support / other agencies) 23% High Profile Topics (Planning Scheme / Flood Study/ TRP) 9%
Council's brand is decentralised management; that is, quality control is split between the Corporate Planning and Communication department for the main corporate brand and the relevant departments responsible for various services and facilities that have corresponding brand extensions and sub-brands. This makes it difficult to ensure consistent decisions on how visual identity elements are used across all of Council's brands. Technical and Scientific Messages — The highest profile projects
that involved community engagement this year were: the Draft Western Downs Planning Scheme; the Draft 2012 Flood Study and Technical Review Panel process; and investigations into the feasibility of flood mitigation options. Each project involved either highly technical, scientific or legislative processes, as well as third party influences on timeframes and funding arrangements. The complex elements and interdependencies between the projects made it challenging to consistently and clearly express the nuances of the processes and engage the community's participation. Particularly given that our messaging was amidst emotive public commentary on the flood study and planning scheme. Social Media — As a first foray into social media, Council launched
a corporate Facebook Page. A key challenge was establishing a framework that would enable the effective management of Facebook within existing resources and normal business hours. Future Aims Responsive Corporate Website — Council's current website is not
Corporate Website — Attracted 110,404 unique visitors this financial
mobile-device friendly, so a key project in the coming year will be to update the website so it can be easily viewed on smartphone and tablet devices.
year (6.63% increase from the previous year).
Communication Plan on a Page — Develop a one page template that
Intranet (COLIN) — attracted 15,105 visits during the year (8.58%
will assist project teams to successfully plan how they will engage and/or inform the community about their upcoming service, project, initiative, or event.
increase from the previous year). SMS Subscribers — 1,594 people subscribe to this free service (a
20.3% increase from the previous financial year) which equates to 14.56% of the region's households. eNewsletter — We have 804 subscribers (7.34% increase from
the previous financial year) which equates to 7.34% of the region's
PA G E 6 2
Policy Development — Collaborate with the Community Development department to produce policies and procedures in relation to brand development and management to ensure alignment with Council's Brand Architecture.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Priority Strategy 1.5: Asset Management and service standards are key drivers of our organisation's strategic decision making.
Evaluation
Skills & Processes
Data & Systems
Levels of Service
Governance & Management
Asset Management Plans
Evaluation
Skills & Processes
Data & Systems
Levels of Service
Governance & Management
BENCHMARK GROUP – URS GROUP - 2014
Asset Management Plans
100 90 80 70 60 50 40 30 20 10 0
Asset Management Strategy
2014 Asset Management Audit — The audit reviewed and benchmarked our Asset Management systems against other local authorities and identified that we achieved a rating of excellence in nine of the 11 elements. Benchmarked against other Queensland councils, Western Downs scored above the average in 10 of the 11 elements. The following graphs show the results of the audit in comparison to other local authorities and Council's own results from 2011.
National Asset Management Assessment Framework CORE (NAMAF) Benchmarking Results 2011 and 2014 for URS Group
Asset Management Policy
Performance
Western Downs Regional Council 2014 Western Downs Regional Council 2011
Annual Report
• R esults of the 2014 Asset Management Audit (see graphs on this page), indicate the significant improvement Council has made to its Asset Management System since 2011.
Asset Management Strategy
•A n Asset Condition Manual was developed and adopted by the Assets Management Steering Group for all classes of infrastructure assets; and
Asset Management Policy
• C ore Asset Management Plans developed for each key asset class;
Annual Report
•A n enhanced financial model;
Annual Budget
approach achieved:
Annual Budget
Asset Management — In 2013/14, Council's whole-of-organisation
BENCHMARK GROUP – ALL COUNCIL GROUPS - 2014 100 90 80 70 60 50 40 30 20 10 0 Strategic Long Term Plan
Achievements
National Asset Management Assessment Framework CORE (NAMAF) Benchmarking Results 2011 and 2014 for All Council Groups
Strategic Long Term Plan
Managing our asset base to ensure we get the most from our $2 billion investment requires carefully planning the acquisition, operation, maintenance and disposal of assets to drive lasting performance. While asset owners are responsible for implementing agreed service levels, Council's Technical Services department, specifically its Asset Management and Fleet sections take a lead role in delivering initiatives under this priority strategy.
Western Downs Regional Council 2014 Western Downs Regional Council 2011
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 6 3
at a gross capital cost of $7,505,804 and received capital income of $1,502,972 from fleet sales, resulting in a net capital expenditure of $6,002,832.
• Our key performance indicator for fleet operations is a return of capital greater than, or equal to 9%. In 2013/14, the return on the fleet gross capital value of $60,009,505 was 13.7%, and the return on the fleet net capital value of $37,655,489 was 21.8%.
• The total expenditure for fleet operations was $18,822,168, with total revenue of $27,054,775, which represents a profit of $8,232,606 for the fleet operations.
A summary of the relevant financial information is provided in the table below:
Fleet Management — In 2013/14, Council replaced identified fleet
2013/14 Fleet Management Operational Result 13/14 Original Budget ($)
13/14 Revised Budget ($)
13/14 Total Actuals ($)
Fleet Operations
6,392,839
6,519,062
7,431,705
Fleet Maintenance and Repair
2,980,567
4,544,765
5,446,211
Fleet Asset Consumption/Disposal
5,083,677
5,083,677
5,218,103
Fleet Administration
2,491,953
706,828
726,149
-23,835,000
-25,911,488
-27,054,775
-6,885,834
-9,057,026
-8,232,606
Fleet Plant Income Fleet Operational Result
Challenges Council's Asset Management challenge is to determine the required level of services, in partnership with the community, and to then effectively utilise its $2 billion asset base so as to deliver determined service levels in the most cost-efficient way. A major challenge is to maintain a modern and low maintenance fleet to ensure a financially sustainable fleet business. To achieve this, Council has adopted a Plant and Vehicle Replacement Policy and implemented it consistently throughout the region. Future Aims We aim to ensure continued strong commitment and focus on enhancing our Asset Management systems, to assist Council in achieving financial sustainability, while delivering the agreed levels of service to the community. Council is investigating the benefits of implementing a digital two-way system to greatly improve communication in the field, safety for isolated employees, and deliver enhanced monitoring of fleet utilisation. A key focus is on continual improvement of our fleet monitoring and analysis, and to generate more relevant, meaningful reporting. The aim is to deliver a greater level of informed decision making with regard to the Fleet Management function.
PA G E 6 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Priority Strategy 1.6: Strategic Planning and an effective governance framework guide our performance driven and accountable organisation. To ensure that the decision making and action of our people is aligned to, and measured against relevant long-term plans, policy, and/or legislation; our business processes must be underpinned by an effective governance framework and a clear vision forward. Taking a lead role in delivering initiatives under this priority strategy are Council's Corporate Planning and Communication, and Governance and Information Support departments, specifically the collaborative approach of the Strategic Management, Governance, and Information Management sections.
• Total outgoing documents recorded — 23,799 (2% decrease from previous year); and • Electronic Content Management Help Desk Tickets — 2,575 (1.2% increase from previous year). Right to Information — Six applications were processed within
appropriate timeframes, with no decisions referred for review. Challenges
Achievements
Competing Priorities — Strategic planning and performance reporting
2013/14 Operational Plan — Facilitated the development, adoption, and
is heavily reliant on the timely receipt of information and data from the
quarterly reviews of Council's operational plan to report on performance outcomes.
organisation which is challenging in respect to competing deadlines, verifying accuracy, and satisfying legislative requirements.
2012/13 Annual Report — In pursuit of continual improvement our
Staff Turnover/Movement — Ensuring consistent business information
Annual Report was submitted to the Australasian Reporting Awards and the expert advice gained was used to develop this year's report.
management practices is challenging when corporate knowledge
Insurance Policies — A complete review of all insurance policies was
undertaken prior to renewal to ensure dispersals, acquisitions, and revaluations were taken into account. Delegations Register — A comprehensive review of all delegations
(i.e. the authority to act) was undertaken, with the process involving extensive consultation with staff and councillors. The result saw the streamlining of our registers and the associated framework to ensure delegations are appropriately allocated. This project was undertaken across all divisions of Council to ensure the most appropriately qualified persons were appointed. Information Management — A framework was developed and
adopted to create a strategic approach to recordkeeping and to establish policies, standards and guidelines for staff. This will ensure responsibility for all aspects of information management is appropriately assigned and implemented throughout the organisation.
about internal processes is lost due to staff turnover and staff moving between internal departments. Legislative Change — A high level of diligence and accuracy is
required to keep pace with continuous legislative change. Ongoing consultation, education, group training, and relationship building is essential to ensuring our team understand their responsibilities in relation to corporate governance, information management, and performance reporting. Future Aims Key Performance Indicators — The need for training in performance
measurement and the adoption of a consistent performance management framework has been identified as a priority. The application of the PuMP Performance Measure Blueprint methodology is planned, starting with development of strategic level measures against our Corporate Plan. PowerPlanner — As an extension of our budgeting software, we plan
Performance
to automate the performance reporting process undertaken each quarter
• The effective and timely management of correspondence received and generated by Council is a critical element of our governance framework. In 2013/14, we handled:
against our operational plan in the software program PowerPlanner.
• Total incoming documents recorded — 78,082 (2% increase from previous year);
Online Customer Request Forms — Our customer request management
system will be reviewed with the aim of improving our customers' experience with Council by allowing them to complete and submit a fillable customer request web form online.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 6 5
Priority Strategy 1.7: Robust financial management achieves sustainable and accountable fiscal governance. We are all responsible for using financial planning as a key decision making tool; however it is Council's Financial Planning, and Financial Operations departments who take a lead role in delivering initiatives under this priority strategy.
related industries. These increases are a major contributing factor to our forecast operating surpluses over the next ten years. We are able to service our current levels of debt adequately, and have a satisfactory level of financial flexibility to withstand adverse events.
Achievements
Debt Recovery — Rates and charges were successfully issued
2014 Credit Review — Our review from the Queensland Treasury
Corporation this year resulted in a Moderate Rating (Neutral Outlook). This improvement reflects Council's forecast operating surpluses, adequate debt servicing capacity, and improved capacity to manage risks associated with resource development in the region. Financial Risk Profile — Our risk profile and register were successfully
completed in consultation with staff and adopted by Council. It was subsequently used as the starting point from which our Enterprise Risk Management initiative was modelled for the rest of the organisation. Population Modelling — Growth patterns for the region were modelled
and used as a platform for the Ten Year Financial Forecast adopted by Council at its Annual Budget Meeting for the 2014/15 Annual Budget. Ten year financial forecasts were also developed and adopted for our eight business units. Rates Revenue — Positive steps have been taken to influence rates
revenue, with significant rates increases implemented for resources-
PA G E 6 6
and received in accordance with Council's 2013/14 Revenue Statement, with a substantial increase of 9% in the number of rateable assessments. Audit of Financial Statements — The audit of the financial statements for the year ending 30 June 2013 received an unmodified audit opinion, a great result given the challenges of operating in an environment where assets have been significantly affected by natural disasters.
Performance Our Strategic Business Improvement Project (SBIP), an initiative launched in October 2012 to review Council's financial business processes, has continued. Recommended improvements implemented this year include: • Development required ensuring alignment to Capital Works programs and asset management plans; • Property Debt Module reviewed; • Review and creation of new registers including the Land Lease Register;
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
• Reserve calculation processes developed to improve the accuracy, efficiency and effectiveness of the budgeting process; and •W ork orders re-categorised to align with Service Level Reviews. Regional Fuel Management System — A research project was
undertaken in relation to a regional fuel management solution resulting in a new software system, and plans to install four bowsers and a tank.
• The challenge of being in a remote locality, where tradesmen and service providers have high workloads, at times limits the availability of suitable suppliers to quote on and complete works within the requirements of Council's Procurement Policy. Future Aims • The revaluation of Council's non-current asset base will be
Council Depots — Following consultation with various departments to
undertaken in 2014/15. This comprehensive program follows on from
ensure appropriate warehouse levels are maintained, some stock lines have been increased to accommodate longer lead times, while others have been reduced due to faster lead times.
the indexation sampling recently conducted.
Challenges •A chieving operating surpluses and positive sustainability ratios in light of external factors and market forces impacting on Council's financial viability remains an ongoing challenge for Council. •D etermining recommendations for the level of rates and charges that will provide equity between the Residential, Commercial, Industrial, Rural, and Intensive Industry Groups, is an ongoing challenge. Another challenge is the development of a flexible rating strategy that takes into account changes in the local economy, extraordinary
• Further refinement of the region's growth models will be undertaken during 2014/15, for the 2015/16 Annual Budget. • A number of projects are planned which will result in greater electronic and online functionality and improved workflows in key areas. These include, contract management, accounts payable, accounts receivable, and management reporting. • Software enhancements will be implemented for our Purchasing, Accounts Payable and Debt Recovery functions to gain operational efficiencies. • Greater collaboration is planned with related work teams, including a
circumstances, and how Council's infrastructure may be impacted by
proactive approach to better communication to ensure that the needs
various categories in the future.
of all departments are met efficiently and accurately.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 6 7
Priority Strategy 1.8: The application of technology advances our operational efficiency. Taking a lead role in the delivery of initiatives to ensure that we're in a position to take advantage of the latest technologies to improve our service delivery is Council's Information Technology (IT) department. Achievements
• R esolved 6,707 IT helpdesk tickets; and • P rocessed an average of 555 new helpdesk tickets (an average increase of 12 tickets per month compared with 2012/13). PERCENTAGE UPTIME OF COUNCIL SYSTEMS FOR 2013/14
Software — The following improvements, upgrades, and new software were implemented: • Microsoft System Centre Configuration Manager;
100.20%
99.99%
100.00%
99.92%
99.87% 99.69%
99.80% 99.60% 99.40%
• New Rate Modelling software;
99.85%
99.14%
99.20% 99.00%
• New Call Recording software;
98.80%
• Internet Protocol Wide Area Network (IPWAN) Link Upgrade at the Jandowae Customer Service Centre; • Installation of appliance based firewalls at primary and disaster recovery site; and • Improvements and upgrades to technical communication capacity conducted across the region. Hardware Support — The following improvements, upgrades, and new hardware were implemented: • Upgraded equipment at primary and disaster recovery sites, with greater capacity for automating quicker back-ups with the capacity to fully duplicate; • Effectively centralised one storage area for all data, with multiple recovery sites; and • Successfully upgraded the audio visual system in Council's boardroom. Performance The provision of reliable technology is critical to the ability of the vast majority of Council functions to efficiently deliver projects, initiatives and services. During 2013/14, our in-house IT department: • Following significant planning, scheduling, and communication, the whole-of-Council upgrade to Windows 7 and Microsoft Office 2010 commenced;
98.60%
Council Networks VoIP Telephony Microsoft Exchange Authority PowerBudget ECM - Records
Challenges The fast pace of technological change is an ongoing challenge, including: having to maintain a secure network in the face of ever changing external security threats; meeting the constant growth in demand for standardised, capable mobile operating system platforms; and, keeping up with PC and laptop equipment replacement schedules, with limited compatible hardware platforms. It is also challenging to: align strategy with the wider organisation; find time for sufficient staff training and development; and, operate in an environment where staff resources are often stretched. Future Aims Aside from ongoing core operations of monitoring, testing, security, help desk responding, and continuous improvement initiatives, future plans include: • Completing the Windows 7 and Microsoft Office 2010 upgrades across the whole-of-Council; • Transition our two-way radio system to digital; • Implementing an upgrade of network communication systems at the Dalby Saleyards; and • Expanding the use of and access to mobile data communications throughout Council's workforce.
• Serviced the needs of 512 users across 353 desktop computers, 133 notebook computers, 65 tablets, 469 fixed line phones, and 322 mobile phones;
PA G E 6 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Priority Strategy 1.9: Our Risk Management approach reduces Council's exposure to negative impacts without limiting innovation. Effectively recognising and mitigating risk is something that all levels of the organisation are required to do, however it is Council's Corporate Planning and Communication department, specifically its Enterprise Risk Management section, who take the lead role in delivering initiatives in response to this priority strategy.
Challenges
Achievement
Future Aims
This year Council adopted its first Enterprise Risk Management (ERM) Framework, including an ERM Policy.
We will work to implement Council's Enterprise Risk Management Policy by undertaking those activities identified in our planned four-year staged framework by:
Performance Following a comprehensive research project that included site visits to comparable and recommended councils in south-east Queensland, a four-year ERM implementation plan was developed and endorsed by Council. This carefully staged plan clearly maps out our proposed framework and the in-house approach to facilitating the process in consultation with key stakeholders.
The biggest challenge facing the implementation and continued drive for effective ERM is limited budget allocation and resourcing. As with many important functions of Council, it is necessary to find innovative ways of doing more with less.
•D eveloping and implementing an Enterprise Risk Management Register, where strategic level risks will be identified; •W orking with staff to identify and record relevant department level risks, which will include developing risk treatment plans for high and extreme risks; and • C onducting a Public Liability Audit so as to receive a 1% reduction in Public Liability Insurance fees.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 6 9
Strategic Theme 2: Enriched Communities Strategic Ambition: Provide facilities and services for people to live, learn, grow and connect. Enriched Communities is about providing infrastructure and essential services to meet agreed customer service standards and identified future growth. The theme also captures our contribution to a 'sense of community' by providing community and cultural facilities and services. The divisions of Infrastructure Services, and Corporate and Community Support are primarily responsible for, and work together, to deliver services, projects and initiatives that contribute to achieving Enriched Communities.
19,000
Garage and recycling collections per week
3,837Million litres of water treated
419km
72km
Stormwater Pipes
56
3,995
Dog registrations
18,844
Water Mains
Detailed designs for civil projects
Western Downs Libraries members
262Million
1,000
799
litres of recycled water supplied for industrial use
PA G E 7 0
Community building assets managed
Community support programs delivered by Libraries
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Priority Strategy 2.1: Our Infrastructure and Essential Services meet the needs of our communities. Council has a role in planning, providing, operating, and maintaining a diverse range of infrastructure and facilities; from stormwater and street lighting, to cemeteries and parks and gardens, to community facilities and sporting grounds. We also provide essential services such as water, wastewater, waste management, and environmental health. Our Utilities, Works, Technical Services, Environment and Health, Facilities, and Community Development departments collaborate and take a lead role in delivering initiatives under this priority strategy. Achievements Water — Utilities presented the Ten Year Capital Works Program to
enable Council to forward-plan major expenditure on infrastructure for the region. In 2013/14, the following projects were completed: • New Water Treatment Plant in Wandoan; • New Reverse Osmosis (RO) water plant in Dalby; • Upgrades to the Miles water network; • ' Automatic read meter' replacement program continued with new meters being installed in Dalby; and ater mains replacement programs in Chinchilla, Jandowae, •W Meandarra, and Tara. Wastewater — Planning to cater for the developing communities of
Dalby, Chinchilla, Miles, and Wandoan was completed and included in the Ten Year Capital Works Program. In 2013/14, the following projects were completed:
• C onstruction of the new Wandoan Wastewater Treatment Plant; •M iles wastewater network upgrades; • P ump stations in Chinchilla and Dalby completed or under construction; •M ajor asset upgrades to pump stations in Dalby and Chinchilla; and •M anhole re-lines and sewer main patching in Dalby, Jandowae, and Miles. Parks and Gardens — A detailed classification structure for parks
across the Western Downs was developed to establish appropriate service levels to the community. In addition to annual maintenance and planting programs, a number of capital works projects were delivered as shown in Chapter 6 of this Report, Appendix G on page 184. Waste Management — Our waste and recycling centres are recognised as being amongst the best in the nation, with the Dalby Waste and Recycling Centre awarded at this year's Waste Management Association of Australia National Landfill and 'Transfer Stations Innovation and Excellence Awards'. Other achievements include:
• A new Waste and Recycling Centre in Chinchilla is under construction and due to open next financial year. It is the catalyst for the delivery of new waste and recycling centres planned for Miles and Condamine;
'The Recycling Market Enviro Grants' first round recipients Jandowae State School are presented their award by Spokesperson for Environmental Health Councillor Greg Olm (L-R): Councillor Greg Olm, Jandowae State School Principal Tony Bartlett, Jandowae State School Captains Mia Peters and Dylan Brown, and Contract Manager for JJ Richards, Mal Stokes.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 7 1
Cr Charlene Hall and Susanna Zillman with her daughter Abigail Zillman enjoying the new Thomas Jack Park playground.
• In October 2013, Council was awarded the 'Keep Australia Beautiful (Queensland) Resource Recovery Award' in recognition of successfully increasing waste recycling rates; and • T he 2014 Community Satisfaction Survey found that residents rated Waste Management as one of Council's highest performing areas. Design — Providing the services of surveying, estimating, and
civil design to internal and external customers, our 2013/14 highlights include: • Completion of 56 detailed designs within deadline to facilitate tendering and/or construction for street and road projects; • Completed an upgrade of the Design Quality Assurance system to meet all requirements and contribute to Council being considered for Quality Assurance Certification; • Completion of the Dalby West Trunk Drainage Design on time (with on-site support provided to construction crews as required); and • Tendering process and project management services provided to the Drew Street development at Dalby, and the Dalby General and Utilities Stores Renovation projects.
Performance Water and Recycled Water — Planning and designing of augmentation
works has continued with the following projects commenced, and services delivered: • Managing 11,446 connections and 20 water supplies requiring 4,200ML/annum; • Construction of Miles and Tara Reverse Osmosis (RO) water plants; • Construction of Warra water plant; • 3,837ML of water treated; • 89% of water tests complied with our Drinking Water Quality Management Plan; • 262ML of recycled water treated to an A+ standard, and supplied to for industrial use; and • 38ML of Class B recycled water was supplied for the irrigation of sporting fields. Wastewater — Numerous projects and maintenance requirements
were delivered across the region, including:
Community Facilities — Over 1,000 building assets are managed, with
• 8,656 connections managed;
numerous partnerships, leases, and facility agreements in place with community stakeholders. Projects completed in 2013/14 included:
• Construction commenced on Miles Wastewater Treatment Plant;
•A n upgrade to the Chinchilla Aquatic Centre Gym; •A n upgrade to the Wandoan Swimming Pool; • Installation of digital projectors into the region's two cinemas (Chinchilla and Dalby); and • R efurbishment of the 107 Drayton Street, Dalby building, now named MyAll 107. This multipurpose facility houses: the Dalby Library, Gallery 107 @ Dalby, Art Workshop, Dalby Cinema, and Western Downs Community Radio.
PA G E 7 2
• Planning commenced to increase capacity at the Chinchilla Wastewater Treatment Plant; and • 1,564ML of wastewater treated. Environmental Health — We implement and regulate compliance with
State and Local Laws that are designed to protect the wellbeing of residents and the local environment. A summary of services for the year is as follows:
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Environmental Health Summary of Activities for 2013/14
Waste Management — Operational results for the year include:
Dog Registrations
3,995
Cat Registrations
961
Animal Customer Request Management (CRM) service requests Food Courses
1,192 3
New Food Applications
118
Number of Food Premises
438
Licensed Premises inspected (Environmentally Relative Activities / ERAs), Food and Personal Appearance Services (PAS)
234
Total ERAs
6
New ERAs
0
Local Law Approvals
160
Local Law CRM service requests
184
Environmental Health CRM service requests
417
Public Health Risks (new measure)
2
Note: With the reform to Queensland Laws, Council decided to discontinue with cat registrations. However, dog registration has continued, remaining a focus due to the public safety and nuisance implications for the community.
• 1 9,000 garbage and recycling collections per week, with minimal to no service interruption; • Increased recycling rates, with 1,969 tonnes of recyclables collected and processed; •D ecrease in the recycling contamination rate, from a high of 20% to a low of 7%; and • T he extension of recycling programs, improved compliance with statutory obligations, and customer service improvements delivered to achieve better environmental outcomes, conserve landfill space, and reduce overall cost to Council. Towards a Waste Wise Western Downs — Continuing a strategic approach to waste, we reviewed and updated our infrastructure strategy, which is now underpinned by a comprehensive ten-year financial plan. •O ur strategic plan for waste infrastructure was updated in late 2013 to better respond to the pressures faced by Council facilities, especially the increasing waste volumes being presented; and s part of educational and promotional campaigns designed •A to remind residents to correctly and safely dispose of waste, a waste education program was delivered to 16 child care centres, six schools, and to 35 residents who attended workshops that focussed on 'Rethinking Waste at Home'.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 7 3
Landfill Management — As part of planning for population forecasts for the region, investigation into potential new landfills commenced. Other landfill initiatives included: • Council partnering with Access Community Services Ltd to assist refugees who recently immigrated to Australia to find employment; and • As some residents continue to use waste facilities inappropriately, surveillance cameras were installed and maintenance schedules improved. Design — Providing the services of surveying, estimating and civil design to internal and external customers. Other design activities were commenced, including: • Following completion of the tendering process, project management is well underway for the Chinchilla Trunk Stormwater drainage, and the new Dalby Animal Pound; and • As at the end of June 2014, flood mitigation design reports for Chinchilla and Dalby were nearing completion. Facilities — Council-owned pools across the region offer 'learn to swim' classes and health rehabilitation programs. A summary of patron numbers for the previous three years follows: SWIMMING POOL PATRONAGE FINANICAL YEAR COMPARISON 70000 60000 50000 40000 30000 20000 10000 0
Chinchilla Dalby Jandowae Miles Tara Wandoan Swimming Swimming Swimming Swimming Swimming Swimming Pool Pool Pool Pool Pool Pool 2010/11
2011/12
2012/13
2013/14
Council / Community Housing — The standard of housing has dramatically improved thanks to a preventative and proactive maintenance scheduled and appropriate funding allocation. • An updated Tenancy Management Policy has given both staff and tenants, clear direction on how tenancies and leasing arrangements are to be managed. Cemeteries — In a first for the Western Downs, memorials to commemorate two World War One Soldiers who are buried at the Dalby Monumental Cemetery, will be erected in recognition of their unknown grave locations.
PA G E 7 4
Challenges As a result of developments associated with resource and energy sector activity (coal, coal seam gas, and natural gas) the 2013/14 year continued to bring significant challenges to Council's ability to provide infrastructure and essential services to meet the needs of our communities. Keeping up with accelerated growth in the region and the impacts of significant flood recovery, as well as the subsequent high workload, has been challenging, as illustrated by the following: Water and Recycled Water • A combination of tighter standards, greater demands, and less raw water availability, exacerbated by ageing infrastructure and systems, presents major challenges in supplying potable water; • Increasing developer-driven infrastructure demands and project delivery stretches resources; and • Delivering new infrastructure requires developing new techniques, technologies, standards, and up-skilling. Wastewater • Maintaining old infrastructure sufficiently to meet new demands and requirements; • A combination of tighter standards and more complex monitoring requirements presents challenges in meeting deadlines within existing resources; • Increasing developer-driven infrastructure demands and project delivery stretches resources; and • Delivering new infrastructure requires developing new techniques, technologies, standards, and up-skilling. Environmental Health • Legislative reform as a result of the State Government's 'red tape reduction strategy' has been a challenge and has not reduced the demand from the community for environmental health services; • For the first time in the Western Downs, public health risks associated with illegal drug laboratories were found, creating a new challenge to manage; and • Regulating food hygiene in accordance with the Food Act 2006 via regular inspections of food businesses is an ongoing challenge, particularly with food businesses located in remote areas of the region (i.e. 35 recently licensed to accommodate the mining sector). Waste Management • The impact of the resource sector in the Chinchilla, Condamine, Miles, and Wandoan districts is a significant challenge with
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
landfills receiving substantially increased waste volumes. Placing pressure on facility operations, operational costs, environmental risks, while rapidly consuming landfill capacity; and • Landfills in the districts of 21 Mile, Cooranga North, and Yamsion, reached their final capacity. Design — Significant challenges included: • Tight timeframes, specifically around the Flood Recovery design work; • The complexity of Flood Mitigation Design Projects for Chinchilla and Dalby; and • Major stormwater projects requiring coordination and shared resourcing with works and construction. Facilities • Balancing appropriate levels of service across the region within budgetary constraints remains a constant challenge associated with managing the ongoing maintenance of Council-owned facilities; • We are also continuing to work with stakeholders to create more opportunities to share existing facilities and make better use of our existing building assets; and • Vandalism and graffiti continue to be an unnecessary expense, and repeated vandalism is especially costly, with the related closure times for affected facilities causing public inconvenience. Cemeteries • The need for a regional approach in administrative and burial booking activities presents challenges, as each cemetery operates slightly differently and has varying cemetery information and mapping available.
Future Aims Water and Recycled Water • The Miles and Tara water projects will be completed, followed by planning, design, and construction of the Chinchilla Water Treatment Plant and water network upgrades; • A remote system support, monitoring, and optimisation project will be introduced, and the new treatment systems will be integrated into existing networks; and • Options to recycle high quality wastewater from new treatment plants in Chinchilla, Miles, and Wandoan will be reviewed with an aim to make recycling opportunities cost efficient, ideally reducing the demand for potable water, and improving liveability. Wastewater • The Miles wastewater projects will be completed, followed by the planning, design, and construction of the Chinchilla Wastewater Treatment Plant and wastewater network upgrades; • A remote system support, monitoring, and optimisation project will be introduced, and the new treatment systems will be integrated into existing networks. Parks and Gardens • Service levels and resourcing requirements will continue to be reviewed in an effort to achieve cost effective operational and asset management strategies; and • A parks and gardens regional strategy for the acquisition and management of assets will be developed.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 7 5
Design
Environmental Health • An improved community engagement approach is planned for 2014/15, including education and promotional initiatives across the region for food hygiene, animal management, as well as littering and illegal dumping; • We plan an improved strategic approach to animal management, and to foster responsible pet ownership amongst the community, through the development of an Animal Management Plan; and • Improved mechanisms for measuring new and emerging trends that influence and affect public and environmental health are also planned. For example, improving vector surveillance (mosquitoes) and species identification is proposed to enable the rapid identification of emerging trends and species in the region. Waste Management
• Further develop a shared programming/project communication tool to improve workflow between stakeholders and alignment to service level requirements; • Achieve Department of Transport and Main Roads Design Prequalification; and • Further develop our GPS control station network. Facilities • A wide range of capital projects are planned, along with the continual maintenance program, and some updates to facility infrastructure to meet and enhance community needs, including: • Replacing the Knox Pavilion at the Dalby Showgrounds. Cemeteries
• To meet the current and growing needs of our region through a coordinated approach to services and environmental infrastructure, the following key projects will be delivered in 2014/15: • Waste and Recycling Centres in Condamine and Miles; • Commencement of works at the Winfields Road Landfill Upgrade (the East Regional Landfill); • Completion of investigations for the West Regional Landfill; and • A new Waste Reduction and Recycling Plan will be developed to focus on non-infrastructure items so as to comprehensively address all aspects of waste management including, recycling aspirations and targets.
• The Myall Remembrance Park Services Memorial Project is a major capital project due to be delivered; • To improve customer service and staff efficiencies, various regional cemeteries functional activities will be regionalised, and procedures and documentation further refined; and • Customers will remain the focus as we endeavour to remain responsive to their needs and changing trends in memorialisation.
Myall Remembrance Park Services Memorial Concept.
PA G E 7 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Priority Strategy 2.2: Our communities are participative, learned and culturally connected. Council contributes to a 'sense of community' by providing cultural facilities and services, and partnering with external groups to deliver social, cultural and funding programs. Taking a lead role in delivering initiatives under this priority strategy is our Community Development department, specifically its Cultural Development and Libraries sections. Achievements
Western Downs Libraries — In a five-year project, all nine library branches have been refurbished, with the relocation of Dalby library to the refurbished facility at MyALL 107 marking the completion of the project. The combined provision of an art gallery, community radio, cinema, and library services from the same facility means that Dalby now has access to a quality cultural precinct.
Regional Cultural Plan — Following extensive community consultation,
Performance
the '2014 - 2018 Western Downs Cultural Plan' was developed. The actions and strategies contained within the plan will guide Council as the lead organisation, as well as others in our communities, toward a regional cultural vision.
Regional Arts Development Funding (RADF) — This funding program continued to be well-subscribed and supported across the region, with 30 applications approved in 2013/14, totalling funding of $92,353.75.
'Colours of Our Community' — Part of the 2014 'Western Downs
Regional Artists' Exhibition' initiative, this project united the gallery committees of Dalby, Chinchilla, and Miles, to collaboratively plan and deliver the exhibition. 'Colours of Our Community' professionally profiled the artistic talent of the Western Downs. 'Creative Recovery' — Council was selected by the State Government
to participate in the 'Creative Recovery Network' program as part of our region's flood recovery process. As part of this disaster recovery project, facilitation training was offered to interested artists and arts workers on the Western Downs. Creative Partnerships — Thanks to partnerships established with
organisations such as: the Flying Arts Alliance Inc, Museum and Gallery Services Queensland, and University of Southern Queensland; we are better positioned to develop and deliver quality programs and services in our local gallery and museums.
Cultural Facilities — The table below summarises some of the specialised technical support and developmental assistance offered to cultural groups and individuals from our cultural facilities. Western Downs Libraries — Our libraries are at the heart of local
communities, providing access to technology, supported learning, and delivery of frontline services to families through online and physical resources. Highlights for 2013/14 include: • All library branches now support self-service borrowing so as to streamline the customer experience, with the Dalby branch using state-of-the-art radio frequency identification technology; • 25,824 hours of internet access provided to 28,190 users for the year; • 13,896 hours of public WiFi access (an increase of 192%) to 7,014 users (an increase of 200%); • 'Top Secret Storytellers Clubhouse' was performed to over 1,000 children across three centres;
Number of Exhibitions
Number of Visitors
21 (supported by 78 public programs and related events which attracted 1,272 people)
27,758 (for the centre)
•M anaged by volunteer committee • C ouncil provided financial and in-kind support
Several
-
Chinchilla White Gums Gallery
•M anaged by volunteer committee • C ouncil provided financial and in-kind support
12
about 10,000
Meandarra ANZAC Memorial Museum
anaged by volunteer committee •M • C ouncil provided financial and in-kind support
-
1,658
Facility
Management / Support
Dogwood Crossing, Miles
• Council-run
Gallery 107 @ Dalby
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 7 7
• 'Creative Community Spaces' project resulted in two digital creation studios for public use; • ' Dads Read Family Fun Day' attracted 1,200 people; • 5 7% of the Western Downs region are members of our library network, with membership for 2013/14 at 18,844 (an increase of 3,068 since 2011/12); and • Our libraries welcomed 220,703 regional visitors. LIBRARIES MEMBERSHIP 20,000
15,000
Access to Telecommunication Networks — The disparity in access to high speed internet and other emerging technologies across the region means streamlining of services by providing them online is only possible in some locations, whilst physical and in-person delivery is also required to maintain service in other areas. Western Downs Libraries — One of the biggest challenges is trying to accommodate the demand for public programming requested by local communities, particularly as other service providers withdraw from the support market. Another challenge is the significant work in relation to management of Council-owned and community-owned collections across the region, including deaccessioning, budgeting for acquisitions, collection maintenance, and storage into the future.
Future Aims 10,000
2011/12
2012/13
2013/14
• Libraries delivered community support through 799 programs attended by 8,076 people, providing 872 hours of public programming, including 114 programs delivered in partnership with other organisations: ATTENDEES AT LIBRARY PROGRAMS 2013/14 Early and Family Literacy 5,819 Young Adult 158 Adult Literacy 515 Multicultural Awareness 34 Lifestyle and Learning 1,278 Digital Literacy 272
Challenges
Cultural Development
• We aim to put our Cultural Plan into action and build a Western Downs Cultural Network, using community drivers to provide recommendations to working groups and projects; • Assist Chinchilla White Gums Art Gallery to host the 2015 Western Downs Regional Artists' Exhibition; and • Provide continued support, training and development for our volunteer services within galleries and museums. Western Downs Libraries
• Contribute to cultural tourism in the region by expanding availability of digital collections and enriching the historical and cultural discoverability of our region. This would include a Digitisation Strategy in relation to locally held resources of cultural significance; and • Continue to provide responsive and sustainable public programming to promote active and engaged communities as well as continue to provide customer driven collections, facilities, and services.
Volunteers — With the rapidly changing and transient populations in
our communities, many organisations, community groups and facilities are reporting a decreasing volunteer pool and an increased demand for service. Volunteer training, recruitment and retention are issues to be addressed through a coordinated regional approach. Changes to State Government Funding — The Queensland Government's new approach to arts and cultural investment across Queensland will provide considerable challenges as Council adjusts to changes within the 'Arts for all Queenslanders Strategy' and associated 'Arts and Cultural Investment Framework'.
PA G E 7 8
Reading Hour at Dalby Library.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Strategic Theme 3: Healthy Living Strategic Ambition: Encourage community participation in health and wellbeing initiatives. Healthy Living is about Council working in partnership with external groups for the delivery of social, cultural, recreational, and funding programs. In the absence of traditional service providers, we may also provide facilities and social services such as aged care, social housing, and health services. This theme also captures our role in disaster management and mitigation planning. The divisions of Corporate and Community Support, and Infrastructure Services are primarily responsible for, and work together, to deliver services, projects and initiatives that contribute to achieving Healthy Living.
$365,000
74,137
19
in Community Grants awarded to 240 community groups
Visitors to Council's Multipurpose Centres
New flood warning stations installed
98%
22,992
5,500
Occupancy rate for our two Aged Care Facilities
Hours of Home and Community Care
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Hours service by SES volunteers
PA G E 7 9
Priority Strategy 3.1: Social and recreational services encourage community health and wellbeing. Council's Community Development department take a lead role in delivering this priority strategy. Specifically its Community Development section, which works in partnership with external service providers as well as providing support and advocacy to ensure our communities have access to social, cultural, recreational, and funding programs. Achievements New Community Grants Policy — More than 300 applications across
nine funding programs resulted in Council investing almost $365,000 for over 240 community organisations to deliver services and events. The following table shows comparison between program types funded in 2013/14 and 2012/13:
Regional Sports Star Awards —Awards to recognise sporting prowess
in our community were previously only occurring in Dalby under a separately administered and sponsored program. Now this program has been expanded to incorporate the entire region. Launched in March 2014, monthly sports stars are recognised, with the overall regional winner announced at an awards ceremony in early 2015. The Grandstand eNewsletter — This new sport and recreation electronic newsletter was established for local groups across the Western Downs to advertise upcoming events, promote good news stories, and provide valuable funding information. It is distributed bimonthly, reaching approximately 196 regional sporting organisations.
FUNDING PROGRAMS 2012/13
80
2013/14
60 40 20
Sporting Assistance
Community Support
Program Type
In Kind
Major Events
Sponsorships & Donations
Public Library
0 Minor Grants
Number of approved applications
100
Western Downs Regional Sport Star for the month of March, Shaun Wirth has been selected to represent Australia on the National Futsal Touring Team which will visit the United Kingdom in October.
PA G E 8 0
Western Downs Regional Sport Star for the month of April, Sean Geraghty from Meandarra is a State and National equestrian representative and won gold at the 2013 Australian National Interschool Equestrian Championships.
Western Downs Regional Sport Star for the month of May, Tyler Worstear (15 years old) from Chinchilla already has three Queensland and one Australian record in Javelin under his belt.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Performance Summary of Community Development Activities for 2013/14:
Number of events
Number of attendees / contacts (approx.)
Locality
60
1,900
Tara and Wandoan
Provide information and assistance
-
3,023 organisations or individuals
Region-wide
Initiatives include: Miles Rising Leaders Group; Youth skate event; Mental health awareness events
177
2014 Anzac Day
13
5,000
Region-wide
2014 Australia Day Awards (See Chapter 6, Appendix H page 187)
-
68 nominations
Region-wide
2014 Australia Day Events
6
1,000
Region-wide
Seniors Week
5
300
Region-wide
National Youth Week
6
604
Region-wide
Function
Purpose/ Details
Youth Development
To support and engage youth
Community Engagement and Support Community Development
Region-wide
Community Events
Challenges Demand for Funding — The reduction of State Government services
and funding has increased community expectation that Local Government will fill the void. Transient Population and Geographic Spread — The changing
demographics of our region has resulted in a more transitory population, which can reduce the sense of identification, ownership and belonging in communities. This is further exacerbated by the large geographical area of the region, making it difficult to deliver in-person-connected services to all our communities.
initiatives are reliant on internet accessibility, yet with limited internet access throughout the region, especially high-speed internet, there are significant limitations on these initiatives being able to reach the communities for which they are intended. Future Aims • Continue to support and develop key projects and initiatives for the health and wellbeing of our local communities in partnership with the community services, youth, and sport and recreation sectors. • Improve the promotion of our funding programs to ensure local communities are educated about available funding, as well as access to alternate funding opportunities.
Bill Blackley - 2014 Citizen of the Year for the Western Downs region.
• Planned engagement and partnering with the community to improve the coordination of key local events.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 8 1
Photo courtesy of Chinchilla News
Telecommunication Connectivity — Many State, Federal and Council
Priority Strategy 3.2: Strategic partnerships provide facilities and services that address the social needs of our communities. To ensure that all of our community, including those with special needs, enjoy good health and wellbeing, we provide facilities and social services where traditional service providers do not exist. Council's Health Services department take a lead role in delivering initiatives in response to this priority strategy.
TOTAL VISITOR NUMBERS TO MULTIPURPOSE CENTRES 8000 7000 6000 5000 4000
Achievements Advocacy for Health Services — Through advocacy and partnering
with Darling Downs Hospital and Health Service to enhance the level of service within our region, the provision of dental services has increased, primarily in the Tara district.
3000 2000 1000 0
Aged Care Facilities — Both the Carinya and Tarcoola Aged Care
APR - JUN 2013
JUL - SEP 2013
OCT - DEC JAN - MAR APR - JUN 2013 2014 2014
Moonie RTC
facilities maintained accreditation in an environment of change and reform, by meeting all 44 standards set by the Department of Social Services. In addition, both facilities achieved a 98% occupancy rate for the 2013/14 financial year.
Wandoan Community and Cultural Centre Meandarra ANZAC Memorial Museum and Library Jandowae Community and Cultural Centre Dogwood Crossing
Home and Community Care (HACC) — As well as meeting all service
• Services were provided to 318 clients, involving 22,992 hours of actual care time, 3,020 transport trips, and the provision of 1,783 meals, as summarised in the following three graphs:
Chinchilla Home Maintenance Jandowae Domiciliary Care Meandarra Home Nursing
PA G E 8 2
June 2014
May 2014
April 2014
March 2014
February 2014
January 2014
100 90 80 70 60 50 40 30 20 10 0
December 2013
• Approximately 74,137 visitors attended Council's multipurpose centres in Jandowae, Meandarra, Miles (Dogwood Crossing), Moonie, and Wandoan, as shown in the following graph:
Number of Clients
services including: Council customer service; library services; access to information technology; visitor information services; cultural facilities; social history displays; meeting rooms; and, in Moonie, an Australia Post outlet.
November 2013
MONTHLY HACC CLIENTS NUMBERS BY SERVICE
Multipurpose Centres — These centres provide a diverse range of
October 2013
• 6 ,698 transactions were processed totalling $1,087,736 (an increase of 562 transactions from 2012/13, with total turnover increasing by $49,521).
September 2013
increased by 10% in 2013/14, highlighting the value of this service to the Tara and Jandowae districts.
delivery obligations as outlined in agreements with the Department of Social Services, we have also maintained accreditation by continuing to meet all the standards set by the Department.
August 2013
Queensland Government Agent Program (QGAP) — Transactions
July 2013
Performance
Miles Home Maintenance Tara Community Care
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Challenges
HACC SERVICE DELIVERY BY LOCATION – YTD COMMENCING JULY 2013 381 790
Tara Community Care
771
Chinchilla Home 0 0 Maintenance
presents widespread changes to funding and operational procedures that will affect how our Aged Care Facilities and HACC services are provided within our communities. The resulting challenge is adapting to the required changes as well as facilitating community understanding and awareness of the reforms.
5941.69
Miles Home 0 0 Maintenance 260.11 601 Meandarra 750 Home Nursing Jandowae Domiciliary Care
National Aged Care Reform — This Federal Government initiative
4209.92
Workforce Management — As with previous years, a shortage
1480
8444.57
629.66
0
1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 Meals
Transport Trips
Hours of Direct Care
HOME CARE PACKAGES STATISTICS BY SERVICE – YTD COMMENCING JULY 2013 (15 PACKAGES AVAILABLE) 110.76
Tara Community Care
2 2539.66
Carinya Miles
8
1
Jandowae Domiciliary Care
542.5 1 0
500
Future aims •A ged Care • Continue to provide advocacy and support for increased health services; and • Maintain accreditation through ongoing change and reform as required. •H ome and Community Care (HACC)
313.41
Meandarra Home Nursing
of professional health service providers in rural and regional areas continues to be a challenge, emphasising the need to advocate to government departments, external providers, and support organisations to secure increased services.
1,000
1,500
2,000
2,500
3,000
• Continue to provide excellent care services to our aged and disabled residents; and • Investigate expanding services to cater for the growing need of our ageing population.
YTD Hours of Direct Care Current Number of Packages being delivered
Mayor Ray Brown, guest speaker Kerry Boustead and Cr Ian Rasmussen at the 'It's a Bloke Thing' men's health event.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 8 3
Priority Strategy 3.3: Strategic partnerships keep our communities safe and ready to respond to and recover from disasters. Council's Corporate Planning and Communication department, specifically its Disaster Management section, take a lead role in delivering this priority strategy as they are responsible for collaborating on initiatives that deliver planning, preparedness, response, and recovery strategies to reduce the impact of disasters on the community. Achievements Funding and Mitigation Projects — Council secured funding and
delivered the following projects to strengthen community resilience through preparedness campaigns and mitigation initiatives: • ' Get Ready' Grants — Funding secured from the Department of Local Government, Community Recovery and Resilience, was used on a number of community Disaster Preparedness projects within the framework of this state-wide campaign. • F lood Warning Stations — 19 new flood warning stations were installed and connected to the Bureau of Meteorology (BOM) network. See the 'Local People | Real Results' case study on this project on page 48 of this Report. •Q ueensland Disaster Mitigation and Resilience Funding Program — Our Flood Warning Stations (Round 2) and Fire Mitigation projects were both deemed successful. • S ES Equipment — Jandowae SES Support received funding to purchase a Diesel High Pressure Washer to be used for vehicle maintenance, facility wash down, and by SES volunteers assisting community residents during flood clean-up. Memoranda of Understanding (MOU) — In a first for Queensland, we
developed an MOU between Council and the Salvation Army for the provision of emergency catering during disaster events. The MOU has been requested by others in the sector to use as a template, including the Local Government Association of Queensland, and the Southern Downs and Sunshine Coast Regional Councils. •A n MOU between Council and the Department of Education, Training and Employment for the use of their buildings as Evacuation Centres was also implemented. Performance To ensure that disaster management awareness, involvement, and resilience in our communities continues to grow, we have continued to advocate for, and facilitate, Local Disaster Management Group (LDMG) activities in partnership with the Queensland Fire and Emergency Services (QFES). Highlights from 2013/14 include:
PA G E 8 4
Meetings, Audits and Reviews
• The Local Disaster Management Plan was reviewed (as part of the Annual External Audit conducted by QFES and the Queensland Police Service) and was assessed as meeting all requirements; • Annual review of the Local Disaster Management Plan and Natural Disaster Risk Assessment Report in consultation with the LDMG to ensure currency; • Called quarterly LDMG meetings so as to undertake capability reviews and prepare treatment plans for identified risks; and • The biosecurity arrangements in Queensland were also reviewed via a desktop training exercise coordinated by the LDMG. Training
• Coordinate State and local courses delivered by experts from within State Government, as well as the broader industry, to a variety of stakeholders across the region. State Emergency Service (SES) Volunteers
• Western Downs SES Groups contributed more than 5,500 hours toward community activities such as: emergency call-outs, assistance, preparedness education, engagement, and training. Challenges Volunteers — The attraction and retention of volunteer SES members continues to decline, which results in a loss of knowledge, experience, continuity, and capacity. Attracting and retaining new members incurs significant resources and cost. SES Management — Council and QFES are jointly responsible for managing the SES, however as the precise lines of responsibility are unclear, challenges arise through duplication in such areas as: asset ownership and maintenance; providing resources; and, the coordination of volunteers.
Future Aims Flood Mitigation — Key initiatives for 2014/15 will include:
• Install a further 18 flood warning stations to be connected to the BOM network by June 2015 with funding secured under the Queensland Disaster Mitigation and Resilience Funding Program; and • Continue investigation into further flood mitigation strategies, specifically in terms of community preparedness, in conjunction with the Flood Mitigation Reference Group.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Strategic Theme 4: Welcoming Communities Strategic Ambition: Western Downs is more than just a place to live, attracting visitors and retaining residents through events that celebrate our communities. Welcoming Communities is about promoting our region as a place to experience, explore, and enjoy through tourism and liveability campaigns. The Corporate and Community Support division is primarily responsible for delivering services, projects and initiatives that contribute to achieving Welcoming Communities.
36,236
Visitors to the region
16,500
Hours of service by Visitor Information Centre volunteers
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 8 5
Priority Strategy 4.1: The Western Downs Region attracts visitors and encourages residents to play and stay. and Priority Strategy 4.2: The Western Downs Region is promoted as a welcoming place to live and grow. Priority strategies 4.1 and 4.2 are considered together as they go hand-in-hand with regional tourism welcoming visitors and locals alike to celebrate the people, the towns, and the lifestyle that make our Western Downs so unique. Council's Community Development department, specifically its Tourism section, take a lead role in delivering initiatives in response to these priority strategies.
Challenges Decreasing Visitor Numbers — Factors contributing to the decreasing visitor numbers to our region include: the conditions of highways; availability of alternative accommodation; and, lack of recognition of the region as a tourist destination. Future Aims
Achievements Regional Events — As well as attracting visitors to the region, events and festivals also add value through economic and social benefits. In addition to supporting a number of local community events and festivals, and providing sponsorships to help stage a variety of events, the following major events were held in 2013/14: • Opera at Jimbour 2013; • Tara Festival of Culture and Camel Races 2013; • Dalby Delicious and DeLIGHTful Festival 2013; • Jandowae Timbertown Festival 2014; and • See the 'Celebrating Our Key Regional Events' case study for more detail on page 52 of this Report. Performance Visitor Information Centres (VICs) — There are eight VICs in the Western Downs, located in: Bell, Dalby (accredited), Chinchilla (accredited), Jandowae, Moonie, Miles (accredited), Tara, and Wandoan.
• Continue targeted marketing and promotion campaigns under the 'Our Western Downs' brand, as guided by the 'Western Downs Tourism and Lifestyle Marketing Plan' and the 'Western Downs Tourism Destination Management Plan'. • The 'Our Western Downs' website platform is due to be launched in 2014/15 and it is expected to be the central hub for all marketing and promotional activity. • Continue to foster relationships with the local tourism industry bodies, and to develop tourism and lifestyle projects that will increase visitation and relocation to the region. • Review Visitor Information Centres (VICs) operations to identify and implement best practice delivery.
• 36,236 visitors were reported for 2013/14; and • VIC volunteers provided over 16,500 hours of service to the community by welcoming visitors to our region and promoting our local businesses, industry, attractions, and arts and craft. TOTAL NUMBER OF VISITORS TO VISITOR INFORMATION CENTRES (VICS) FOR JAN 2012 TO JUN 2014 7000 6000 5000 4000 3000 2000 1000 0
JAN - APR - JUL - OCT - JAN - APR - JUL - OCT - JAN - APR MAR JUN SEPT DEC MAR JUN SEPT DEC MAR JUN 2012 2012 2012 2012 2013 2013 2013 2013 2014 2014 Jandowae
Moonie Chinchilla VIC
Dalby VIC
Miles VIC Wandoan VIC
Note: Statistics are not collected at the Bell and Tara VICs.
PA G E 8 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Strategic Theme 5: Innovation and Economic Success Strategic Ambition: Strategic and innovative investment decisions will create business and industry opportunities that are commercially sustainable. Innovation and Economic Success has two main focuses, the first is about Council operating its commercial enterprises with the aim of being profitable and remaining competitive in the marketplace. The second focus is about our role in supporting regional growth through advocacy and strategic partnerships. The divisions of Infrastructure Services and Executive Services are primarily responsible for, and work together, to deliver services, projects and initiatives that contribute to achieving Innovation and Economic Success.
119
Terra Joules of natural gas energy supplied in Dalby
113km Gas Mains
86,730
$19,165,799
208,352
100,000
Tonnes of road base sold by Jimbour Quarry
Cattle through the Dalby Saleyards
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Sales from gravel pits and Jimbour Quarry
Unique visitors to Advance Western Downs website
PA G E 8 7
Priority Strategy 5.1: Our commercial enterprises are sustainable and build capacity within our organisation and the community.
4,000
5,778 4,741 4,739 4,109
1,297
1,000 0
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
DALBY SALEYARDS THROUGHPUT COMPARISON
8,000
2011/12
2012/13
2013/14
6,000 4,000
Jun
May
Apr
Mar
Feb
Jan
0
Dec
2,000
Performance Natural Gas
3,973
2,807
2,599
2,000
4,359
4,356
3,000
Nov
Jimbour Quarry and Gravel Pits — Council's quarry and gravel pit operations returned an operating surplus of more than $7 million region-wide for the 2013/14 financial year. Details are listed below in the performance section.
5,000
5,314 5,143
Oct
Dalby Saleyards — A $12.6 million redevelopment project was commenced. The completed works will include: roofing structures to cover an area of approximately four acres; drafting facilities; and receiving pens. A 40% subsidy was granted by the Queensland State Government and the project is scheduled for completion by 31 December 2014.
6,000
Sep
• Council's Gas Safety Management Plan was completed.
DALBY SALEYARDS THROUGHPUT – 2013/14
7,000
Aug
Natural Gas — Planning and design of the Watt Street trunk main was completed. This central distributor line will supply network lines to various residential and business streets in Dalby; and
• Performance results for the year are shown in the following graphs:
Jul
Achievements
Dalby Saleyards
Throughput Figures
Council operates a variety of business units with the aim of being commercially sustainable and profitable. The departments of Utilities, Facilities, Technical Services, and Works manage these enterprises, and therefore take a lead role in delivering initiatives in response to this priority strategy.
Jimbour Quarry and Gravel Pits
• 119 Terra Joules (TJ) of energy was supplied and consumed in Dalby; • Upgrades to district regulator stations continued throughout 2013/14; and • Reporting was provided to the relevant authorities, including The Gas Distribution and Retail Annual Reports, and the Queensland Petroleum and Gas Safety and Health Fee Return Form.
• S ales for gravel pits and Jimbour Quarry for 2013/14, region-wide, totalled $19,165,779, resulting in a net profit of $7,123,651; • S ales for Jimbour Quarry alone totalled $5,929,239 (87% internal sales and 13% external sales), resulting in net profit of $1,508,572; and • In total, the quarry sold 86,730 tonnes of road base material and 100,564 tonnes of aggregates and associated materials. Commercial Works • T he completion of works on behalf of the Department of Transport and Main Roads (TMR) formed a substantial part of commercial works operations this year. An alliance is in place with TMR under a contractual agreement to deliver the Road Maintenance Performance Contract on an annual basis. We also undertook a number of major road reconstruction projects as the Principal Contractor on behalf of TMR; and •D elivered a number of projects on Council's own network with funds secured from resource companies in an effort to mitigate the increased traffic volumes on our roads. These works have also resulted in an increased level of service for the travelling public.
PA G E 8 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Challenges Natural Gas • Ongoing safety compliance and implementing the required customer service standards form ongoing challenges; and • Constant need for monitoring and replacement of all assets associated with Gas production, safety, and transportation is also challenging. Dalby Saleyards • Addressing legislative changes was a key challenge that required creating a broader awareness of required improvements in animal welfare standards, as well as workplace health and safety standards. Jimbour Quarry • The major challenge for 2013/14 was producing quality road base material at the increased quantities required to complete the large scale flood recovery works. To accommodate the tight deadlines associated with flood recovery funding agreements, quarry operations were ramped up considerably to produce the increased amount of road base required. Future Aims Natural Gas • Construction of the Watt Street Main and district regulator station will be undertaken. Dalby Saleyards • An information technology upgrade project is scheduled to be completed by the end of December 2014, and will include the development of fibre optic cabling and the provision of Wi-Fi network capability at the facility; • Corporate branding will be implemented and a marketing plan for the facility developed; and • Improved governance will be a focus, together with a review of the 'Workplace Health and Safety Management Plan'. Jimbour Quarry • The last two years of major flood recovery work has significantly depleted the availability of gravel material at the quarry and we will be starting to strategically plan for potential alternate quarry locations. Commercial Works • Our partnership with the Department of Transport and Main Roads will continue, not only to undertake commercial works, but to advocate for our communities to ensure the state and federal road networks are safe and meet the needs of the region.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 8 9
Priority Strategy 5.2: Innovative economic development strategies support regional growth. Council's Economic Development department is responsible for supporting regional growth by building strategic partnerships, and providing regional specific information, facilitation, and advocacy. Working closely with our elected representatives, the Economic Development and Major Projects sections take a lead role in delivering initiatives in response to this priority strategy.
Building a Regional Profile
Achievements
Challenges
2013 Business Capability Study
• For the second consecutive year, we supported the 'Surat Basin Energy and Mining Expo', this year accompanied by our Planning Team and, a wall map of major projects underway in our region; and • Attendance at the Toowoomba Chamber of Commerce 'Energy and Infrastructure Summit' was also a highlight. Defining Economic Development — Economic development is often
• Launched in late 2013, this comprehensive survey tool connects with individual businesses across the region, and informs activity using high quality primary data; • S atellite surveys for the digital divide research conducted by the University of Southern Queensland continued to ensure the views and opinions of businesses were identified, informing strategy development and operational activity; and • T he final report identified the most notable changes as being in the advancement and future potential of information technology.
a great unknown and it is difficult to define as there is no 'typical day' to describe which will help customers understand the activity, skills, and influence of the industry. Channels such as the 'Advance Western Downs' website seek to meet this challenge head-on. Business Engagement — Across the region and internally, challenges
arise in engaging parties in economic development, and increasing participation in local business events and meetings.
Future Aims • The Economic Development Service Level Review is due for
Performance
completion in August 2014 and will redefine the future focus on
Regional Chambers of Commerce
• In a bid to reinvigorate a regional relationship, eight meetings were held across the region with the Chambers of Commerce for Chinchilla, Dalby, Jandowae, Miles, Tara, and Wandoan. Providing a valuable networking opportunity, the Regional Chambers meetings gained traction and support through active participation.
economic diversification and regional promotion. A new Economic Development Strategy considering these priorities will be developed in close consultation with regional business interests. • Key to realising these outcomes will be the redevelopment of the 'Advance Western Downs' website which will encourage usergenerated content in economic development activity, and extend the
'Advance Western Downs' Website
• Attracted over 100,000 unique visitors and almost 150,000 page views in 2013/14; and • Y ear-on-year growth was over 20%, continuing the high growth trend since the site was launched in 2010.
reach of the regional economic brand. • Support for improved local content 'spend' is high and initiatives will be rolled-out to enable greater business participation and opportunity in growing regional economy.
The Mayor Ray Brown with a visiting Chinese Trade Delegation in August 2013.
PA G E 9 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Strategic Theme 6: Balanced Growth Strategic Ambition: Plan and deliver strategic infrastructure and services to meet the current and future needs of the region whilst managing our natural economic resources. Balanced Growth is about the long-term liveability of our region, including managing population growth and land use pressures as well providing infrastructure to meet our agreed customer service standards. The theme also recognises that sustainable development includes the intangible aspects of growth. The divisions of Infrastructure Services and Executive Services are primarily responsible for, and work together, to deliver services, projects and initiatives that contribute to achieving Balanced Growth.
Revenue of
$6.62million collected through infrastructure agreements
1,941
Submissions to the Draft Western Downs Planning Scheme
400
542
Development applications processed
Plumbing applications assessed
400
1,905
Building certification approvals issued worth $60 million
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Plumbing compliance inspections
PA G E 9 1
Priority Strategy 6.1: The sustainable development of our region is informed by strategic policy and planning instruments. Supporting the continued development of strong, well-balanced communities, requires the strategic management of the region's population and land-use pressures by identifying our capacity and limits for growth. The Planning department, specifically the Strategic Planning, Planning Services, and Building Services sections take a lead role in delivering initiatives in response to this priority strategy. Achievements Western Downs Planning Scheme
• Public notification of the Draft Western Downs Planning Scheme occurred between 12 August 2013 and 3 April 2014, from which 1,941 properly made submissions were received; and •A new internal Strategic Planning section was established in early 2014 to bring the management and finalisation of the regional planning scheme in-house for the first time.
Building Services
Infrastructure Charges
• Revenue of $6.62 million has been collected through infrastructure charges associated with development, which will be put towards the upgrade and maintenance of Council's infrastructure networks. Performance Draft 2014 Flood Study
• T he Draft 2014 Flood Study is due for adoption in August 2014, following input from a Technical Review Panel which was commissioned in response to community concerns about the defined Q100 Flood Levels. It is hoped the adoption of the 2014 Flood Study will ensure developer confidence in relation to habitable floor levels across the region. Development Assessment
•A t a minimum, all applications are processed within the statutory timeframes prescribed by the Sustainable Planning Act 2009; • 400 development applications were received for material change of use, comprising: • 184 for reconfiguring a lot; • 65 for operational work; • 64 for requests to change; and • 87 development applications. • Of these development applications 304 decision notices were issued, as well as 29 negotiated decisions; • Development applications approvals issued by district included: • 258 approvals in the Chinchilla and Miles areas;
PA G E 9 2
• 67 approvals in the Dalby area; and • Eight in the Tara area. • Some of the more significant approvals issued included: • Preliminary approval to vary the effects of the planning scheme and reconfiguring a lot (1 lot into 245 lots) approved in Chinchilla; • Several quarries capable of producing in excess of a million tonnes a year; • A 1,288-man workers camp in Miles; and • Numerous duplex and multiple dwelling applications throughout the region. • The Planning Compliance unit was better resourced to deal with ongoing complaints and compliance. 2014/13 saw the introduction of Penalty Infringement Notices (PINs) in conjunction with the traditional Show Cause/Enforcement process, which has achieved speedier resolution of compliance issues.
• The bulk of Council's Building Certification, and Plumbing and Drainage Assessment work continued to be mostly undertaken in the western areas of the region due to ongoing resource sector development; • Our Building Certifiers performed competitively with the private sector, processing building applications within statutory timeframes. Approximately 400 approvals were issued, valued at $60 million; • 542 plumbing applications submitted and assessed for compliance with the Plumbing and Drainage Act and Regulation; • A proactive education campaign targeting certifiers, designers, and applicants to provide correct information at the initial application stage, has successfully reduced requests for further information; • 1,905 plumbing compliance inspections completed; • The Plumbing section has actively been addressing the issue of unlicensed plumbers in the region, with positive results; • A register for Backflow Prevention Devices was implemented, with approximately 100 properties registered for annual testing; and • A register for On-Site Wastewater Treatment Plants was implemented. 712 treatment plants are registered with the majority requiring quarterly servicing. Challenges Strategic Planning
• The key challenges faced are the unknown impacts of the resource sector, and the subsequent impacts on future planning to ensure
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
that strong, resilient, and sustainable communities are created; and • The cyclical nature of the resource sector economies impacts on our ability to manage planning and development, both in the immediate and long-term. Development Assessment
• T he immediate challenge to address is the legislative reform of planning and development currently being proposed by the State Government and due for implementation in early 2015; •O ngoing challenges include, effectively managing the impacts on Council infrastructure resulting from the resource sector boom, and planning for cost-effective and timely infrastructure delivery that supports the strategic direction of the planning scheme; and
• During 2013/14, an unprecedented number of complex development applications (DAs) were assessed including: quarries, feedlots, non-resident workforce accommodation, and DAs requesting preliminary approvals to override the planning scheme. The number and complexity of these extraordinary DAs required concerted effort in regard to ensuring accuracy and timeliness. Building Services
• Managing building and plumbing compliance accurately and in a timely manner, to meet the demands of continued development in the resource sector, is an ongoing challenge to be addressed by the team. Future Aims Strategic Planning
• Projects planned for completion and adoption in 2014/15 include: • Western Downs Regional Council Planning Scheme; • Open Space Strategy; and • Local Heritage Study. Development Assessment
• We aim to continue our high level of performance in assessing DAs within the required legislative framework; • A mentoring program for our planning officers is planned to instill a 'Best Development' approach to planning, development, and assessment; • We will investigate how to reduce developer 'red tape' by looking for ways to streamline processes in order to fast track applications; • Investigate opportunities for having an online interface with customers, called PD Online (Planning and Development Online); and • Continue to liaise closely with Strategic Planning to ensure that the planning scheme continues to deliver the outcomes sought for development across the region. Building Services
• We will continue to process building applications within legislative requirements, and look for ways to streamline the building and plumbing assessment processes.
Priority Strategy 6.2: Infrastructure supports the sustainable development of our region. The initiatives delivered by the Works, Utilities, and Facilities departments that contribute to this priority strategy are closely linked to the achievement of priority strategy 2.1, and are therefore shown in Strategic Theme 2: Enriched Communities on page 71 of this report.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 9 3
Strategic Theme 7: Healthy Natural Environment Strategic Ambition: Manage and protect our natural environment for the generations of today and into the future. Healthy Natural Environment is about how as an organisation we can reduce our environmental footprint, and conduct our operations in a way that meets or exceeds our environmental duty of care. The divisions of Infrastructure Services and Executive Services are primarily responsible for, and work together, to deliver services, projects and initiatives that contribute to achieving a Healthy Natural Environment.
700
tonnes of Salvinia Molesta removed from Dogwood Creek
PA G E 9 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Priority Strategy 7.1: We are a climate smart organisation. There were no significant initiatives identified for delivery this financial year against this priority strategy.
Priority Strategy 7.2: Our natural environment is protected and managed to maintain community wellbeing. As well as meeting our environmental duty of care as part of providing services to the community, Council also strives to protect the diverse ecosystems unique to our region so that they may be enjoyed by generations to come. Council's Environment and Health department takes a lead role in delivering initiatives under this priority strategy, specifically its Environmental Health, and Rural Services and Natural Resource Management sections. Achievements Chinchilla Washdown Facility
• Since opening in March 2014, the new heavy vehicle washdown facility in Chinchilla has been an overwhelming success, with operational statistics well in excess of original forecasts. The facility was co-funded by the Australian Government, Queensland Government, QGC, and Powerlink. Performance Salvinia Weed Management
• The weed is believed to have washed into the system during flood events, where it rapidly spread to swamp a 15 kilometre section of the Dogwood Creek, up to Gil Weir. Given the large scale of the infestation, a swift and substantial response was required with an estimated 700 tonnes of Salvinia removed. The project involved the installation of 350 metres of booms to trap the flowing mass of weed, and the introduction of a biological control weevil. Pest Management
•A new tool was introduced to plan future pest control programs by better understanding the distribution of pests within our local government area. The pest and weed monitoring software program 'Pest Central' was installed on four special purpose GETAC electronic tablets that are used by officers to record known current infestation areas; and •W e are continuing our involvement with the three pest barrier fences which pass through our region. In particular, Council contributed over $257,602 towards Wild Dog Barrier Fence and the Darling Downs Moreton Rabbit Fence, and maintains two Pest 'Check' fences in the area. This contribution is in addition to the delivery of other animal pest services, such as Wild Dog control programs. Challenges Salvinia Weed Management
• Controlling a major outbreak of the nationally significant aquatic weed Salvinia Molesta in Dogwood Creek was a major challenge and focus, both from a financial and staff resourcing perspective.
If allowed to migrate downstream, this weed has the potential to devastate those sections of the Murray Darling river system. Pest Management
• Sourcing suitable data on pest and weed activity within the region continues to be a challenge for planning and strategy development. For some pests, the lack of information and data is hindering the development and implementation of effective strategies and management programs. Stock Route Management
• The ongoing drought status placed pressure on the Stock Route Network, with a considerable increase in usage, especially towards the end of summer. Stakeholder Engagement
• Challenges continue for Council's weed and pest control programs, particularly with regard to maintaining the necessary landholder participation in coordinated control programs. Future Aims Salvinia Weed Management
• A Draft Salvinia Eradication Strategy was developed in collaboration with other partners to better manage future Salvinia outbreaks. We are now seeking endorsement and co-funding of this Salvinia Eradication Strategy, and the associated five-year action plan, from other levels of government. Pest Management
• P rogress our Vertebrate Pest Monitoring Program in order to identify, monitor, and benchmark pest populations. This will also include the development of Wild Dog Suitability Mapping to better target high risk areas for pest populations; and • T he development of waterway contour mapping is proposed for: Loudoun Weir, Chinchilla Weir, Jandowae Dam, and Myall Creek. Stock Route Management
• Development of a Fire Management Strategy for Stock Routes, Reserves and Roadsides; • Continue Environmental Assessments for Council-controlled land or projects; and • Review the Stock Route Management Plan, particularly updating a register of stock route facilities. Partnerships
• It is also a key objective to increase partnerships with Natural Resource Management (NRM) regional bodies and neighbouring councils.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 9 5
Strategic Theme 8: Accessible and Connected Places Strategic Ambition: Plan, construct, maintain and advocate for efficient transport and communication infrastructure. Accessible and Connected Places is about ensuring that road and air infrastructure is planned and provided to meet both existing customer service standards and future demand. The theme also captures Council's advocacy role with external service providers to meet transport and telecommunications needs now and into the future. The divisions of Infrastructure Services, Executive Services, and Corporate and Community Support are primarily responsible for, and work together, to deliver services, projects and initiatives that contribute to achieving Accessible and Connected Places.
2,118km
$25Million
$40Million
$35Million
Sealed Roads
Regional Flood Recovery Road Restoration Program
PA G E 9 6
Operation Road Restore project in Dalby
upgrades and maintenance to road network on behalf of resource companies
5,423km Unsealed Roads
$15Million
upgrade to Miles Aerodrome
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Priority Strategy 8.1: Our transport infrastructure meets the needs of our growing community. and Priority Strategy 8.2: Strategic partnerships will deliver efficient and safe local, regional and national transport systems and effective regional telecommunications. To ensure that the Western Downs region remains accessible and connected, extensive road and airport infrastructure is planned, constructed, and maintained, to meet current customer service standards, as well as future demand. We also partner with external parties in an effort to jointly manage the delivery of sustainable transport and telecommunication systems into the future. These two priority strategies are reported together as the initiatives that Council's Works, Technical Services, and Information Technology departments are responsible for delivery in both areas. Achievements Strategic Partnerships – Council has
entered into strategic relationships with Australia Pacific LNG and Queensland Gas Company (QGC) in an effort to manage the impact on our road network and airport infrastructure, including: • Infrastructure Agreements – Continuing our working relationship with the resource sector, a Road Funding Infrastructure Agreement with Australia Pacific LNG (similar to the arrangement with Queensland Gas Company (QGC)) was signed. These agreements facilitate the ongoing investment by these companies into our road network, for both upgrade and maintenance activities until June 2015. • Aerodromes – We successfully
Operation Road Restore at a glance Objective – Reconstruct roads on 119 Dalby urban blocks, on 43 roads, damaged from summer 2010/11 floods in 19 months Preparation • Increased scope – significantly upscaled Council’s standard planning processes, which are normally structured towards reconstructing roads on four urban blocks a year • Modernised processes – using specialist contractors for specific phases • Communication – increased the direct communication with residents through letterbox drops and door-knocking Processes • Extensive planning – including investigating utility placements, which would not normally be moved but needed to be during this project to prevent damage • Internal and external crews – Council crews coordinated and prepared on-site work with specialist sub-contractors to halve the time four urban blocks could be reconstructed • Focused workers – Council crews displayed determination by working above and beyond their usual hours to ensure schedules were maintained • Improved infrastructure – upgraded or built kerbing and channelling to better manage water flow and help the new roads to better survive future heavy rainfall or flood events • Shorten processes – double-coating road seals rather than the usual one-layer-at-a-time approach reduced timeframes while maintaining quality Challenges • 2013 flood events – some sites were inundated with water during the January and March
events, but crews and contractors worked extra hours to ensure works remained on schedule • R eworking some streets – due to gravel being below grade, Council re-worked the surfaces on Edward, Wood and Bunya Streets at the time to ensure the issues were dealt with in a timely manner • M inor defects in road surface – given the nature of road construction and the size of this project, it was not unusual for some minor defects to appear, but these were rectified at the time to ensure quality assurance systems were maintained Achievements • P ublic feedback – residents were very cooperative and understanding and Council received few formal complaints. This is a credit to how Council staff and the community can work hand-in-hand to deliver a project of such magnitude • D elivery timeframe – project began in November 2012 with an original completion date of July 2014. Shortly after the project began the completion date was moved forward to meet tight funding deadlines. The final reseal was laid in April 2014, meaning the project was completed two months ahead of the final delivery date • B udget savings – ensured Council’s co-contribution stayed on target for the budgeted $6 million; whilst saving the joint State and Federal Government Natural Disaster Relief and Recovery Arrangements (NDRRA) program $3 million
Congratulations to Council’s Works Teams for completing the equivalent of a 30-year roadworks program in less than 1.5 years! See also 'Operation Road Restore - A marathon delivered in sprint timing' case study for more information on the project on page 53.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 9 7
Western Downs Regional Council Mayor Ray Brown (right) and Origin Regional Community Relations Manager Scott Bird, say the joint Infrastructure Agreement will benefit the region's residents. (Photo supplied by Origin).
project managed the $15 million upgrade of the Miles Aerodrome, a project funded by Australia Pacific LNG. The Miles Aerodrome can now cater for aircraft with up to 74 seat capacity. Works – A number of significant upgrade projects were delivered in
Geographic Information System (GIS)
2013/14, including: • B itumen upgrade of Horse Creek Road, Wandoan district; • S eal widening of Downfall and Upper Downfall Road, Wandoan district; • Gravel resheet of Pine Hills Road, Wandoan/Miles districts; and • C ulvert upgrade and realignment of Montrose Road, Chinchilla district. Geographic Information System (GIS)
• An internet-based mapping system was rolled-out to our Councillors, providing them with secure access to mapping data to assist with strategic decision making. Jandowae Road Depot Upgrade
• With the completion of the final stage of the upgrade and refurbishment of the Jandowae Road Depot, field operations for works, utilities, and workshop are now under one roof. The move to one depot has achieved: economy of scale; maximised resource utilisation; and ensures all staff have access to the industry technology they need to achieve best practice. Performance Works
• In excess of $35 million worth of upgrades and maintenance works on the road network was delivered on behalf of resource companies; •A significant flood reconstruction program has continued in conjunction with our capital works program to provide the maximum benefit to the community in restoring damaged infrastructure; • S ignificant stormwater programs have commenced in Chinchilla
PA G E 9 8
and Dalby, and are expected to continue as part of a long-term infrastructure strategy; and orks completed are highlighted in Chapter 6, Appendix G •W Works Programs on page 184.
• The accuracy of spatial data was improved for the towns of: Brigalow, Chinchilla, Condamine, Drillham, Dulacca, Flinton, Jandowae, Kaimkillenbun, Kogan, Macalister, Meandarra, Tara, Warra, and their surrounds. The data includes property boundaries, asset locations, and planning scheme information. Aerodromes
• Charging regime for landing fees and passenger head tax provided a steady income to cover maintenance and operational costs of all airports; • The appointment of Queensland Airports Limited (QAL) to the management of both Miles and Chinchilla Aerodromes has been successful; and • All aerodromes performed in a safe manner in accordance with CASA requirements. Challenges Strategic Partnerships
• Compliance monitoring of resource companies in accordance with partnership arrangements has also continued to be challenging due to the rapidly changing nature and direction of their activities; and • Addressing mobile communication black spots across the region is an ongoing challenge which affects Council and the community alike. Works
• Managing our extensive asset base which includes: a vast road network, associated bridges, stormwater drainage, footpaths, and street furniture, to necessary standards is an ongoing challenge; • Significant challenges were faced in delivering a record $100
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
(L-R) Council's Infrastructure Services General Manager Graham Cook, Minister for Agriculture, Fisheries and Forestry John McVeigh, Mayor Ray Brown, Member for Nanango Deb Frecklington, and Council Works Principal Aaron Meehan together announced that more than $530,000 will be spent on repairing and restoring Dalby's Mercy Pedestrian Bridge.
million civil works program including: flood reconstruction, resource sector road upgrades, along with internal capital, and maintenance programs; and • This quantum of works also had to be undertaken and managed to completion within strict timeframes in accordance with funding provisions, whilst maximising value for money solutions, and the use of internal resources. Geographic Information System (GIS)
• Keeping asset location data up-to-date and providing up-to-date information that is created by external data providers is an ongoing challenge; and •M aintaining an interface for staff to access required GIS data in a simple and logical way is also challenging. Aerodromes
• The major challenge for the year has been the commencement of operations at the upgraded Miles Aerodrome that has been designed to service the resource industry and cater for 40,000 to 60,000 passengers a year; • It is estimated that in the first year of operation over 100,000 charter passengers will pass through the Miles Aerodrome and this has posed a number of logistic issues for the engaged aerodrome managers, Queensland Airports Limited (QAL); and • S ignificant repair work was required to keep the Chinchilla airstrip operational to cater for the increasing aircraft traffic.
Telstra for improved mobile phone coverage across the Western Downs region. Works
• Council has taken a new approach towards its ten-year planning with the addition of asset condition ratings and asset renewal. We will continue to evolve our operations through an effective asset management strategy and operational planning. Geographic Information System (GIS)
• We plan to provide a mapping platform that will allow staff to access spatial data via mobile devices when they are not connected to Council's network. This is an invaluable function for those working out in the field, allowing them to access this information instantly while on-site; and • Improve customer service by providing public access to spatial data via the internet. This will allow our community to find answers online to basic questions regarding planning, flood enquiries, and the location of services. Aerodromes
• Continue to maintain all aerodromes to a suitable operational standard, ensuring they meet the requirements of the community, industry, and CASA. Council Depots
• Continue to maintain and review depot facilities to ensure that services are effectively delivered and resourced at a local level within our Western Downs communities.
Future Aims Strategic Partnerships
• Infrastructure Agreements – A new Infrastructure Agreement will be negotiated with Queensland Gas Company (QGC) as the company moves into the operational phase of their project. • Aerodromes – Plans have been prepared for the construction of the car park and terminal building at Miles Aerodrome which will be funded by Australia Pacific LNG and constructed by Council. It is expected that construction will be completed in the first half of 2015; and • A proposal is planned for the upgrade of the landing strip at Chinchilla Aerodrome which will be funded by Queensland Gas Company (QGC). • Telecommunication Advocacy – Continued lobbying of
(R-L) Federal Member for Maranoa Bruce Scott, Mayor Ray Brown, Western Downs Regional Council Infrastructure Services General Manager Graham Cook, and Works Principal Aaron Meehan tour several Dalby urban roads restored through Operation Road Restore.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 9 9
PA G E 1 0 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Assessment Summary of Our Performance An informed assessment of how Council has progressed this financial year against each of the priority strategies expressed in our 2013 - 2017 Corporate Plan, has been compiled by the Chief Executive Officer and is shown on the following pages. The assessment summary is based on the comprehensive data provided in the preceding performance chapter of this report. It is therefore with confidence that the Chief Executive Officer makes this assessment, as it reflects the quality and relevance of information that has been provided by Council's management team. Assessment Key The following symbols indicate our progress at the end of the 2013/14 financial year:
Achieved
On Target
Needs Improvement
Scheduled Later in Corporate Plan Cycle
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 0 1
Strategic Theme 1: Effective and Inclusive Governance – see page 57 for more detail
Western Downs Regional Council can be relied on to govern its communities and manage its business with strategic vision, equity, transparency, collaboration and financial responsibility.
1.1
We put safety first to ensure safe and healthy workplaces.
1.2
We support and empower a team that respects the organisational values which drive us forward.
1.3
We are a customer service focused organisation.
1.4
We partner and engage with our communities and key stakeholders through two-way communication.
1.5
Asset Management and service standards are key drivers of our organisation’s strategic decision making.
1.6
Strategic planning and an effective governance framework guide our performance driven and accountable organisation.
1.7
Robust financial management achieves sustainable and accountable fiscal governance.
1.8
The application of technology advances our operational efficiency.
1.9
Our Risk Management approach reduces Council’s exposure to negative impacts without limiting innovation.
Strategic Theme 2: Enriched Communities – see page 70 for more detail The communities of the Western Downs are enriched through the provision of relevant facilities, essential as well as social services targeted to the needs of our growing region.
2.1
Our infrastructure and essential services meet the needs of our communities.
2.2
Our communities are participative, learned and culturally connected.
Strategic Theme 3: Healthy Living – see page 79 for more detail
The people of the Western Downs enjoy the benefits of a healthy and active lifestyle within safe and inclusive communities.
3.1
Social and recreational services encourage community health and wellbeing.
3.2
Strategic partnerships provide facilities and services that address the social needs of our communities.
3.3
Strategic partnerships keep our communities safe and ready to respond to and recover from disasters.
Strategic Theme 4: Welcoming Communities – see page 85 for more detail
The unique character and identity of the people and towns of the Western Downs will be promoted and celebrated both within our region and beyond.
PA G E 1 0 2
4.1
The Western Downs Region attracts visitors to play and stay.
4.2
The Western Downs Region is promoted as a welcoming place to live and grow.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Strategic Theme 5: Innovation and Economic Success – see page 87 for more detail
Through strategic investment, facilitation and advocacy Western Downs Regional Council will continue to build capacity for the sustainable growth of our prosperous region.
5.1
Our commercial enterprises are sustainable and build capacity within our organisation and the community.
5.2
Innovative economic development strategies support regional growth.
Strategic Theme 6: Balanced Growth – see page 91 for more detail A balanced and responsible approach to the continued growth of our region will promote sustainable development that enhances the liveability of our communities and the prosperity of our diverse businesses and industries.
6.1
The sustainable development of our region is informed by strategic policy and planning instruments.
6.2
Infrastructure supports the sustainable development of our region.
Strategic Theme 7: Healthy Natural Environment – see page 94 for more detail
The region’s natural environment and key ecosystems including flora, fauna, waterways, wetlands, and areas of cultural significance are managed through the mitigation of the impacts of development, population growth and climate change.
7.1
We are a climate smart organisation.
7.2
Our natural environment is protected and managed to maintain community wellbeing.
Strategic Theme 8: Accessible and Connected Places – see page 96 for more detail
The Western Downs region will continue to develop accessible transport systems and advocate for improved telecommunications to connect our people, businesses and industries locally, regionally, nationally and globally.
8.1
Our transport infrastructure meets the needs of our growing community.
8.2
Strategic partnerships will deliver efficient and safe local, regional and national transport systems and effective regional telecommunications.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 0 3
CHAPTER 5:
financial reporting
PA G E 1 0 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Financial Statements
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 0 5
PA G E 1 0 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
1
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 0 7
2
PA G E 1 0 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 0 9
4
PA G E 1 1 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
5
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 1 1
6
PA G E 1 1 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
7
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 1 3
PA G E 1 1 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 1 5
PA G E 1 1 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 1 7
PA G E 1 1 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 1 9
PA G E 1 2 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 2 1
PA G E 1 2 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 2 3
PA G E 1 2 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 2 5
PA G E 1 2 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 2 7
PA G E 1 2 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 2 9
PA G E 1 3 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 3 1
PA G E 1 3 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 3 3
PA G E 1 3 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 3 5
PA G E 1 3 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 3 7
PA G E 1 3 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 3 9
PA G E 1 4 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 4 1
PA G E 1 4 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 4 3
PA G E 1 4 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 4 5
PA G E 1 4 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 4 7
PA G E 1 4 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 4 9
PA G E 1 5 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 5 1
PA G E 1 5 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Management Certificate
47 Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 5 3
Independent Auditor's Report
48
PA G E 1 5 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
49
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 5 5
50
PA G E 1 5 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
51
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 5 7
52
PA G E 1 5 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
53
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 5 9
CHAPTER 6:
OTHER
PA G E 1 6 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Index of Legislative Requirements Local Government Act 2009
Page:
Identifying beneficial enterprises (s 41). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Identifying significant business activities (s45) - (a)(b)(c)(d). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Remuneration (s201) - (1) - (a)(b . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Local Government Regulation 2012
Page:
Financial Statements s183: (a) General purpose financial statement audited by Auditor - General. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154 (b) Current year financial sustainability statement audited by Auditor - General. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 (c ) Long-term financial sustainability (refer s178). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 (d) Auditor General's audit reports about the general purpose financial statement and the current-year financial sustainability statement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157 Community financial report (s184) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Particular resolutions (s185) (a) a copy of the resolutions made during the financial year under section 250(1); and [REFERS TO ADOPTION OF EXPENSES REIMBURSEMENT POLICY]. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 (b) a list of any resolutions made during the financial year under section 206(2). - [REFERS TO AMOUNT SET FOR WHEN ASSETS TREATED AS AN EXPENSE] . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Councillors (s186) (a) for each councillor, the total remuneration, including superannuation contributions, paid to the councillor during the financial year; and . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 (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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 (c) a copy of the local government’s expenses reimbursement policy; and
21
(d) the number of local government meetings that each councillor attended during the financial year; and. . . . . . . . . . . . . . . . . . . . 20 (e) the total number of the following during the financial year -
(i) orders and recommendations made under section 180(2) or (4) of the Act; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 (ii) orders made under section 181 of the Act; and . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 (f) each of the following during the financial year -
(i) t he name of each councillor for whom an order or recommendation was made under section 180 of the Act or an order was made under section 181 of the Act; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . n/a (ii) a description of the misconduct or inappropriate conduct engaged in by each of the councillors;. . . . . . . . . . . . . . . . . n/a (iii) a summary of the order or recommendation made for each councillor; and; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . n/a (g) the number of each of the following during the financial year -
(i) c omplaints about the conduct or performance of councillors for which no further action was taken under section 176C(2) of the Act; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 (ii) complaints referred to the department’s chief executive under section 176C(3)(a)(i) of the Act; . . . . . . . . . . . . . . . . . . . 22
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 6 1
Page:
(iii) complaints referred to the mayor under section 176C(3)(a)(ii) or (b)(i) of the Act; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 (iv) complaints referred to the department’s chief executive under section 176C(4)(a) of the Act;. . . . . . . . . . . . . . . . . . . . . 22 (v) complaints assessed by the chief executive officer as being about official misconduct; . . . . . . . . . . . . . . . . . . . . . . . . . 22 (vi) complaints heard by a regional conduct review panel; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 (vii) complaints heard by the tribunal; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 (viii) complaints to which section 176C(6) of the Act applied . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Administrative Action complaints (s187) (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 . . . . . . . . . 23 (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. . . . . . . . . . . . . . . . . . . . . . . . 23 (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; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 (ii) a dministrative action complaints resolved by the local government under the complaints management process; . . . . . 23 (iii) a dministrative action complaints not resolved by the local government under the complaints management process; and. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 (b) the number of administrative action complaints under paragraph (a)(iii) that were made in a previous financial year.. . . . . . . . . 23 Overseas travel (s188) (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 (a) for a councillor—the name of the councillor;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . n/a (b) for a local government employee—the name of, and position held by, the local government employee;. . . . . . . . . . . . . . . . . . n/a (c) the destination of the overseas travel; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . n/a (d) the purpose of the overseas travel;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . n/a (e) the cost of the overseas travel;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . n/a (2) The annual report may also contain any other information about the overseas travel the local government considers relevant.. . . . . . . . n/a Expenditure on grants to community organisations (s189) 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. . . . . . . . . . . . . . . . . . . . . 25 (b) expenditure from each councillor’s discretionary fund, including -. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
(i) the name of each community organisation to which an amount was allocated from the fund; and . . . . . . . . . . . . . . . . n/a (ii) the amount and purpose of the allocation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . n/a
PA G E 1 6 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Page: Other Contents (s190) (1) Chief Executive Officer's Assessment of the Local Governements Progress towards: (a) Council's 5 year Corporate Plan, and Annual Operational Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 (b) p articulars of other issues relevant to making an informed assessment of the local government’s operations and performance in the financial year;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 (c) an annual operations report for each commercial business unit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 (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; &. . . . . . . . . . . . . 26 (ii) for which the local government levied special rates or charges for the financial year; . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 (e) the number of invitations to change tenders under section 228(7) during the financial year;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 (f) a list of the registers kept by the local government;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 (g) a summary of all concessions for rates and charges granted by the local government;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 (h) the report on the internal audit for the financial year;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 (i) a summary of investigation notices given in the financial year (under s49) for competitive neutrality complaints;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 (j) the local government’s responses in the financial year on the QCA’s recommendations on any competitive neutrality complaints under section 52(3). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 (2) In this section—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;. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 (b) particulars of any changes made to the unit’s annual performance plan for the previous financial year;. . . . . . . . . . . . . . . . . . . . 151 (c) particulars of the impact the changes had on the unit’s—
(i) financial position; and. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 (ii) operating surplus or deficit; and . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 (iii) prospects; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 (d) particulars of any directions the local government gave the unit.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 6 3
Glossary of Terms TERM
DEFINITION
ADVOCACY
Providing support in terms of speaking or arguing in favour of a cause, idea, policy or planned initiative etc. In Local Government, advocacy is recognised as a key means of facilitating community needs, and often refers to another sphere of government or organisation delivering a service or outcome for the region. Advancing the interests of the region through pro-active representation, strong partnerships and effective collaboration with others locally, regionally and nationally.
AUDIT
An examination of the records, statements, systems, and procedures of an organisation, together with its stated claims for performance.
BENCHMARKING
A process of comparing performance with standards achieved in a comparable environment with the aim of improving performance.
BENEFIT
Quantified positive consequence arising from carrying out a project, strategy, policy, or other initiative. Benefits may be financial or non-financial (e.g. efficiency gains or service improvement)
BEST PRACTICE
The process(es) that achieve outcomes/ results which are superior to all others known.
BRAND INTEGRITY
Branding is integral to building relationships and a strong brand evokes trust in the hearts and minds of customers and community. It is important therefore, to ensure consistent use of the visual corporate identity elements (e.g. logo, font, colours, graphic device) throughout all documents and publications, such as advertisements, posters, web pages and internal documents. A brand is more than just a logo, it’s the entire customer experience from a telephone greeting, presentation of our facilities, signage, stationery, publications to our corporate and field staff uniforms, so it is important to manage integrity in all applications.
COMMERCIAL WORKS
Those quarry, maintenance, repairs, and construction works and services that Council delivers as a contractor or subcontractor to external third parties and which are charged on a' cost recovery' or revenue-raising basis.
COMMUNITY PLAN
A strategic document with a 40-year outlook, which identifies community needs and articulates the long-term vision, aspirations, and priorities for the region.
CORPORATE PLAN
A strategic document which outlines the city or region’s vision and translates it into medium and long-term priorities, outcomes and strategies for a minimum five-year period.
DISASTER MANAGEMENT
Collaboration and partnering initiatives with the community to reduce the impact of disasters through the delivery of planning, preparedness, response, and recovery strategies.
ENTERPRISE RISK MANAGEMENT
A Corporate level, strategic approach to managing organisational risk which identifies the organisation's risk appetite or tolerance.
EXTERNAL AUDIT
A formal, independent review of an organisation’s financial statements, records, transactions, or operations. External audits are usually performed by professional accountants to provide credibility to financial statements, ensuring external accountability and to identify key internal weaknesses in an organisation.
FINANCIAL YEAR
The financial year, for the purpose of this Annual Report, is the period from 1 July 2013 to 30 June 2014.
FULL-TIME EQUIVALENT
Often abbreviated as FTE, it is a unit to measure employed persons in a way that makes them comparable, although they may work a different number of hours per week. The unit is obtained by comparing an employee's average number of hours worked, to the average number of hours of a full-time worker. A full-time person is therefore counted as one FTE, while a part-time worker gets a score in proportion to the hours worked e.g. a part-time worker at 20 hrs a week (when full-time is 40 hrs), is counted as 0.5 FTE.
GOVERNANCE
The process by which decisions are taken and implemented, organisations are controlled and managed to achieve their objectives, and the process by which organisations are directed, reviewed, and held to account.
INFORMATION SESSIONS
Sessions held prior to Council Meetings — not a decision making forum — they allow for discussion and deeper understanding of a topic or issue.
INITIATIVE
An item in the Operational Plan that may be a project, program, strategy, or policy. A temporary endeavour undertaken to create a unique product, service, or result e.g. Sustainable Flood Management Strategy.
KEY PERFORMANCE INDICATOR
Often abbreviated to KPI, it is a meaningful, high-level measure used to determine whether an organisation has met, or is progressing towards, its planned outcomes.
PA G E 1 6 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
TERM
DEFINITION
LOCAL GOVERNMENT
The first tier of government i.e. Council (with State and Federal Governments as the second and third tiers respectively) which is accessible to local communities who are able to liaise directly with staff and Councillors.
MISSION
A statement of purpose identifying what we are here to do i.e. our overall goal, and provides a guide to our decision making.
NATIONAL COMPETITION POLICY
Australia’s landmark microeconomic reform program to which Local Government is obligated. A key principle being that competitive markets will generally best serve the interests of consumers and the wider community.
OPERATING SURPLUS
Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA) or operational cash flow i.e. an approximate measure of our operating cash flow based on our income statement, and calculated by looking at earnings before the deduction of interest expenses, taxes, depreciation, and amortization.
OPERATIONAL PLAN
The Operational Plan is a detailed document showing how it is intended to give effect to one year’s portion of the Corporate Plan. It is a statement of specific projects and activities to be undertaken and services to be provided in order to progress the goals and objectives set out in the Corporate Plan.
OUTCOMES
The effect, impact, result, or consequence for the community, environment or organisation, of strategies, services, policies or activities.
PARTNERING
A structured approach to working together with other parties to achieve a mutually beneficial outcome.
PERFORMANCE
The result of activities and progress in achieving desired outcomes over a given period of time.
PERFORMANCE MEASURES
A quantifiable indicator used to assess how well the organisation achieves its desired capacity, process, or outcome.
PERFORMANCE OBJECTIVE
A goal or target to be reached.
PROGRAM/ME
An endeavour to deliver a particular strategic outcome and related benefits, and in doing so, coordinate a group of related projects, activities and work streams. Programs of services are natural groupings of services e.g. Waste Management Program includes waste collection, waste disposal, waste recycling, and urban cleaning services.
PuMP
A registered trademark for "PuMP Performance Measure Blueprint methodology"
RISK MANAGEMENT
A discipline for developing appropriate operational procedures to reduce the possibility of adverse effects to future events, from past current and planned activities.
SPECIAL COUNCIL MEETINGS
Special meetings of Council are called when there is an urgent item requiring a decision of Council which cannot wait until the next Ordinary Meeting. At these meetings the only item of business that may be conducted is the business stated in the notice.
STATUTORY INFORMATION
In the case of this Annual Report, it is the information which is required by legislation, to be presented.
STRATEGIC PRIORITIES
Council’s high level priorities which are outlined in the Corporate Plan and are validated by annual strategic planning and resource allocation in the budgeting cycle.
STRATEGIC THEMES
The eight, high level, key areas in Council's Corporate Plan which mirror those identified in the Western Downs 2050 Community Plan (WD2050), and under which our Priority Strategy deliverables are placed.
TREND
The movement or change in results which, when depicted in a graph, usually show an upward or downward direction.
VALUES
The beliefs and principles which guide our behaviour and which we all trust each other to follow.
VISION
A statement articulating the desired future which council is working towards.
WORKPLACE CONSULTATIVE COMMITTEE
A formal workplace committee, with representation as equitable as possible across the whole-of-Council, who come together to discuss, determine, and formulate outcomes relevant to all employees. This would be a forum for workplace issues or concerns to be discussed and resolved, and for relaying information through its members to their various departments.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 6 5
Acronyms Used in this Report Acronym
Definition
AASB
Australian Accounting Standards Board
AIM
Australian Institute of Management
BOM
Bureau of Meteorology
CASA
Civil Aviation Safety Authority
CCC
Code of Competitive Conduct
CEO
Chief Executive Officer
CIA
Certified Internal Auditor
COLIN
Council's intranet is dubbed 'Council On-Line Information Network' or COLIN for short
CPEng
Chartered Professional Engineer
CRM
Customer Request Management
DA
Development Assessment
TMR
Queensland's Department of Transport and Main Roads
EBITDA
Earnings Before Interest, Taxes, Depreciation and Amortization
FTE
Full-time Equivalent
GIS
Geographic Information Systems
GRP
Gross Regional Product
HACC
Home and Community Care
IPWEA
Institute of Public Works Engineering Australasia
LDMG
Local Disaster Management Group
LGA
Queensland's Local Government Act 2009
LGR
Queensland's 'Local Government Regulation 2012'
MOU
Memorandum/Memoranda of Understanding
NAMAF
National Asset Management Assessment Framework
NDRRA
Natural Disaster Relief Recovery Arrangements
NRM
Natural Resource Management
PIN
Penalty Infringement Notice
QFES
Queensland Fire and Emergency Services
QGAP
Queensland Government Agent Program
QGC
Queensland Gas Company
QTC
Queensland Treasury Corporation
RADF
Regional Arts Development Fund
RMPC
Road Maintenance Performance Contract
RPEQ
Registered Professional Engineer (Qld)
SBIP
Strategic Business Improvement Project
SES
State Emergency Services
VIC
Visitor Information Centre
WD2050
Western Downs 2050 Community Plan
WDRC
Western Downs Regional Council
PA G E 1 6 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Appendices Appendix A - Registers of Internal and External Committees attended by Councillors
Western Downs Regional Council — Registers of Councillor Representation
Register of Councillor Representation on Internal Committees / Beneficial Enterprises / Groups 2012-2016 Committee Name
Responsible Division
Tenure
Elected Representatives 2012-2016
BENEFICIAL ENTERPRISE
Western Downs Housing Fund Pty Ltd
Executive Services Division
Ongoing
Directors: Cr R Brown, Cr R Jamieson and CEO Phil Berting
STATUTORY COMMITTEES (Advisory Committees)
(Cr I Rasmussen), Cr R Brown; Western Downs Regional Council Audit Committee
Executive Services Division
Term of Council
Alternate Member: Cr G Moore; Observer: Cr C Hall
(Cr R Brown), Cr G Moore; Western Downs Regional Council Local Disaster Management Group
Corporate and Community Support Division
Ongoing
Observer - Cr A Brame; Alternate Member: Cr A Brame
Wambo Shire River Improvement Trust
Infrastructure Services Division
Term of Council
Cr Olm, Cr Moore
ADVISORY COMMITTEES Western Downs Regional Council Saleyards Advisory Committee
Infrastructure Services Division
Term of Council
(Cr R Jamieson), Cr G Olm and Cr A Smith
Western Downs Regional Council Showgrounds Management Advisory Committee
Infrastructure Services Division
Term of Council
(Cr C Hall), Cr G Moore and Cr G Olm
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 6 7
Western Downs Regional Council Lake Broadwater Management Advisory Committee
Infrastructure Services Division
Term of Council
(Cr C Hall), Cr G Olm
Western Downs Regional Council Regional Arts Development Fund (RADF) Advisory Committee
Corporate and Community Support Division
Term of Council
(Cr Tillman)
Western Downs Regional Council Jimbour Ampitheatre Management Advisory Committee
Corporate and Community Support Division
Ongoing
(Cr C Tillman), Cr A Brame
STEERING GROUPS Asset Management Steering Group
Infrastructure Services Division
Ongoing
Cr G Moore, Cr A Smith
Senior Executive Employee Steering Group
Executive Services Division
Ongoing
(Cr R Brown), Cr G Moore, Cr I Rasmussen and Cr R Jamieson
Utilities Steering Group
Infrastructure Services Division
Ongoing
(Cr Moore) Council of the Whole
Waste Steering Group
Infrastructure Services Division
Ongoing
(Cr Olm), Council of the Whole
Western Downs Regional Council Australia Day Steering Group
Corporate and Community Support Division
Term of Council
(Cr A Brame), Cr C Hall, Cr G Moore, Cr A Smith, Cr C Tillman
Western Downs Regional Council Enterprise Risk Management Steering Group
Corporate and Community Support Division
Term of Council
(Cr Rasmussen), Council of the Whole
Washdown Facility Steering Group
Infrastructure Services Division
Term of Council
(Cr Olm), Council of the Whole
REFERENCE GROUP Western Downs Regional Council Community Grants Assessment Reference Group
PA G E 1 6 8
Corporate and Community Support Division
Ongoing
(Cr Brame) Cr Moore, Cr Hall, Cr Tillman, Cr Rasmussen
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Flood Plain Risk Management Reference Group
Corporate and Community Support Division
Project term
(Cr Jamieson), Council of the Whole
Regional Sports Awards Assessment Panel
Corporate and Community Support Division
Ongoing
(Cr C Hall), Cr A Smith
Register of Councillor Representation: on External Organisations / Community Committees Appointed Councillor 2012-2016 Chair in ( )
Tenure
Cr C Tillman
Term of Council
Cr A Brame and Cr G Olm
Term of Council
Building Safer Communities Action Team (BSCAT)
Cr C Tillman
Term of Council
Waminda Board
Cr C Tillman
Term of Council
Cr G Moore and Cr G Olm
Term of Council
Cr G Moore
Term of Council
Cr G Olm
Term of Council
Toowoomba,Golden West and South Burnett Regional Tourist Association Board
Cr A Brame
Term of Council
Wandoan Coal Project Community Reference Group
Cr A Smith
Term of Council
Local Area Finance Committee of the Rural Fire Service
Cr G Moore and Cr I Rasmussen
Term of Council
Miles Advisory Committee on Health
Cr G Moore
Term of Council
Surat Basin Local Leadership Group
Cr R Brown
Term of Council
Queensland Dog Offensive Group (QDOG)
Cr R Brown
Term of Council
Downs and Surat Basin Alliance of Councils (DASBAC)
Cr R Brown and Cr G Moore
Term of Council
Organisation Myall Youth Community Network Committee Bunya Mountains Advisory Committee
Condamine Balonne Water Committee Wild Dog Barrier Fence Panel Brigalow-Jimbour Floodplains Landcare Group
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 6 9
Australian Research Council (ARC) Growing Regions Project
Cr A Smith
Term of Council
Cr G Moore and Cr G Olm
Term of Council
Leichardt Highway Promotions Assoc
Cr A Brame
Term of Council
Cockatoo Coal Community Reference Group
Cr A Smith
Term of Council
Cr C Tillman
Term of Council
Origin Energy Community Consultative Committee
Cr C Hall and Cr G Moore
Term of Council
Australia Pacific LNG (APLNG) Pipeline Consultative Committee
Cr R Jamieson
Term of Council
Cr C Hall and Cr R Jamieson
Term of Council
Cr R Jamieson
Term of Council
Cr R Jamieson
Term of Council
Cr G Moore and Cr G Olm
Term of Council
Cameby Coal Community Reference Group
Cr A Smith
Term of Council
Condamine Alliance
Cr G Moore
Term of Council
Cr G Moore and Cr G Olm
Term of Council
Cr C Hall, (Cr I Rasmussen) and Cr C Tillman
Term of Council
LGAQ Policy Executive
Cr R Brown
Term of Council
LGAQ Board
Cr R Brown
Term of Council
Cr Brown
Term of Council
Chinchilla Family Support Centre Multi Tenancy Committee
Cr C Hall, (Cr I Rasmussen) and Cr C Tillman
Term of Council
Wambo Shire River Improvement Trust
Cr G Moore and Cr G Olm
Term of Council
Cr R Brown
Term of Council
Murray Darling Association
Queensland Gas Company (QGC) Regional Community Committee
Arrow Surat Community Reference Group (ASCRG) Local Government Association Queensland (LGAQ) Urban Reference Group Australian Livestock Markets Association (ALMA) Board Powerlink Community Benefit Fund
Queensland Murray Darling Committee (QMDC) Dalby Showgrounds Improvement Committee
LGAQ Resource Community Group
Qld Agricultural Land Audit Ministerial Overseeing Committee
PA G E 1 7 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Appendix B - Resolution - Adoption of Expenses Reimbursement Policy Title
Corporate and Community Support Report Amendment Councillor Expenses Reimbursement Policy
To
P.A. Berting, CHIEF EXECUTIVE OFFICER
File No
14/9/1 Doc. No. 996918
Date
2 December 2013
Authored by
K. Gillespie, GOVERNANCE COORDINATOR
Responsible Manager
L. Sharpe, GOVERNANCE AND INFORMATION SUPPORT MANAGER
Responsible General Manager
L. R. Vohland, CORPORATE AND COMMUNITY SUPPORT GENERAL MANAGER
Summary/Purpose The purpose of this Report is for Council to consider the proposed amendments to the Councillor Expenses Reimbursement - Council Policy. Employee Material Personal Interest/Conflict of Interest Nil Councillor Material Personal Interest/Conflict of Interest Nil Officer's Recommendation That this Report be received and that: 1. Pursuant to section 250 (2) of the Local Government Regulation 2012, Council adopt the amended Councillor Expenses Reimbursement - Council Policy as proposed; and 2. Council give the appropriate notifications as per section 251 of the Local Government Regulation 2012. Justification Nil
Link to Corporate Plan Strategic Theme 1: Effective and Inclusive Governance Western Downs Regional Council can be relied on to govern its communities and manage its business with strategic vision, equity, transparency, collaboration and financial responsibility.
COUNCIL RESOLUTION MOVED by Cr. I.J. Rasmussen and seconded by Cr. A.G. Brame That this Report be received and that: 1. Pursuant to section 250 (2) of the Local Government Regulation 2012, Council adopt the amended Councillor Expenses Reimbursement - Council Policy as proposed; and
2
2. Council give the appropriate notifications as per section 251 of the Local Government Regulation 2012. CARRIED
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 7 1
Appendix C - Councillor Expenses Reimbursement Policy
Council Policy POLICY TITLE :
COUNCILLOR EXPENSES REIMBURSEMENT POLICY COUNCIL POLICY
RESPONSIBLE DIVISION:
Corporate and Community Support
RESPONSIBLE SECTION:
GOVERNANCE AND INFORMATION SUPPORT
LINK TO CORPORATE PLAN:
STRATEGIC THEME 1: EFFECTIVE AND INS
RESPONSIBLE OFFICER:
Chief Executive Officer
AUTHORISED BY:
Ordinary Meeting of Council - 3 June 2008
ISSUE DATE:
3 June 2008
AMENDMENT DATE/S:
15 October 2008 1 April 2009 14 December 2011 Ordinary Meeting - 18 December 2013
DATE REVIEW DUE:
December 2015
-
POLICY OBJECTIVES/PURPOSE: The purpose of this policy is to provide for the proper control of the reimbursement of reasonable expenses incurred, or to be incurred by Councillors in discharging their duties and responsibilities. The policy covers:§ the reimbursement to Councillors of legitimate expenses incurred; and § the facilities to be provided to Councillors. ORGANISATIONAL SCOPE: This policy applies to all Councillors of Western Downs Regional Council. This policy does not provide for Councillor remuneration. Councillor remuneration is determined annually by the Local Government Remuneration and Discipline Tribunal.
POLICY: STATEMENT OF PRINCIPLES This policy ensures that Council’s reimbursement of expenses incurred by Councillors and fac ilities provided to Councillors is consistent with the local government principles and financial sustainability criteria as defined n the Local Government Act 2009. Councillors should not be financially disadvantaged when carrying out their roles and shou ld be fairly and reasonably compensated in accordance with statutory requirements and community expectations. Councillors should not receive a private benefit through their role as a Councillor and as such this policy provides for actual reimbursement of legitimate expenses and full disclosure through appropriate accountability requirements.
Page 1 of 7
PA G E 1 7 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
COUNCILLOR EXPENSES REIMBURSEMENT POLICY - COUNCIL POL CY
In addition, the principles that underpin this policy are:a.
Public Interest
The use of public monies in the public interest by responsible budgeting and accounting. b.
Fair and Reasonable
Fair and reasonable allocation of Council resources in the form of allowances, facilities and other benefits, to enable all Councillors to conduct the duties of their office. c.
Transparent
Transparent decision-making by the public disclosure of policy and resolutions. d.
Accountability
Accountability for expenditure and use of facilities through full justification and acquittal. PAYMENT OF EXPENSES Expenses will be paid to Councillors in accordance with the relevant administrative processes as approved by the Chief Executive Officer and the limits as outlined in this policy. Wherever possible most expenses will be booked and paid for by Council in advance. Councillors making a claim for legitimate expenses incurred for Council business must submit the appropriate form detailing the relevant expense within one (1) month of the expense being incurred or invoiced. Expense Categories Council Business
Details Council will reimburse expenses incurred in undertaking Council business which includes:a.
b. c.
d.
e. f. g.
attendance at Council meetings, committee meetings, Councillor Information Sessions and approved workshops, strategic briefings and deputations; or attendance at pre-arranged meetings with the Chief Executive Officer and/or General Managers; or attendance at seminars and conferences where Councillors are required to either deliver a paper and/or attend as a delegate of Council as per resolution, or attendance at public meetings and other community events within the region such as presentation dinners and meetings with community groups where a formal invitation has been received inviting the Councillor in their official capacity; or as an official Council representative as per resolution or with the prior approval of the Mayor; or attendance at civic functions and ceremonies on behalf of the Mayor as delegated by the Mayor; or other business as resolved by Council.
Section 12(4)(h) of the Local Government Act 2009 states that the Mayor has the extra responsibility of representing the local government at ceremonial or civic functions. Section 12(5) of the Local Government Act 2009 states that a Councillor who is not the Mayor may perform the Mayor’s extra responsibilities only if the Mayor delegates the responsibility to the Councillor.
Page 2 of 7
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 7 3
COUNCILLOR EXPENSES REIMBURSEMENT POLICY - COUNCIL POL CY
Professional Development
Professional Development and Study Assistance Where a Councillor identifies the need to attend training or undertake study to improve skills relevant to their role as a Councillor the Councillor may request Council's approval to attend. Each Councillor is allocated a maximum of $5,000 per term towards professional development costs.
Travel Costs
Council will reimburse travel expenses deemed necessary to achieve the business of Council where: • a Councillor is an official representative of Council; and • the activity / event and travel have been endorsed by resolution of Council. Councillors are required to travel the most direct route, using the most economical and efficient mode of transport. Any fines incurred while travelling in Council owned vehicles or privately owned vehicles when attending to Council business, will be the responsibility of the Councillor incurring the fine. All Councillor travel approved by Council resolution will be booked and paid for by Council. Any travel transfer expenses associated with Councillors travelling for Council approved business will be reimbursed. Councillor's private vehicle usage will be reimbursed at the Australian Taxation Office cents per kilometre rate if the: • travel has been endorsed by Council resolution; and • claim for mileage is substantiated with log book details; and • total travel claim does not exceed the cost of the same travel using economy flights plus the cost of taxi transfers. Council will reimburse parking costs incurred by Councillors while attending to official Council business.
Accommodation
All Councillor accommodation for Council business will be booked and paid for by Council where possible. Council will pay for the most economical deal available where possible. The minimum standards for Councillor accommodation will be three star rating. Where particular accommodation is recommended by conference organisers, Council will take advantage of the package deal that is the most economical and convenient to the event. Accommodation expenses may be incurred where the duration of Council business (including travel to) exceeds six (6) hours and the travel time to the Councillor's principle place of residence is in excess of two (2) hours. Councillor's travelling (within the Western Downs Regional Council area) to attend official Council business will be eligible to claim accommodation in accordance with the following criteria:• where Councillors are required to attend official Council business over consecutive days; or • where Councillors are required to attend official Council business which extends past 6.30 p.m.
Page 3 of 7
PA G E 1 7 4
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
COUNCILLOR EXPENSES REIMBURSEMENT POLICY - COUNCIL POL CY
Meals
Council will reimburse costs of meals for a Councillor when: • the Councillor incurs the cost personally; and • the meal was not provided within the registration costs of the approved activity/event; and • a copy of a tax invoice is provided. Council reimbursement for meal expenses shall be interpreted as reasonable expenses incurred for the purchase of breakfast, lunch, dinner where these are not provided at the event and must be within the Australian Taxation Office Guidelines for Reasonable Allowances set for each income tax year.
Incidental Allowance
Council will pay an incidental daily allowance of $20 per day to Councillors when they are required to stay away from home overnight for official Council business.
Hospitality and Entertainment Expenses
The Mayor and Councillors may have occasion to incur hospitality expenses while conducting official Council business. Hospitality expenses incurred will typically take the form of meals and beverages. The maximum amount of hospitality expenses that may be reimbursed is $4000 / annum for the Mayor and $500 / annum for Councillors. A copy of a tax invoice is required for reimbursement. Hospitality and entertainment expenses shall be in accordance with Council’s Entertainment and Hospitality Expenditure Policy.
PROVISION OF FACILITIES All facilities provided to Councillors remain the property of Council and must be returned to Council when a Councillor's term expires. Councillors will be provided facilities as detailed in the table below and have been based on the principle that no private benefit is to be gained from the facilities provided. Facilities Categories Administrative Tools
Details Council will provide Councillors the following home office equipment in lieu of a permanent individual office to enable Councillors to carry out their role effectively: • Laptop and tablet • Printer • Fax • Stationery A meeting room will be provided at each Customer Service Centre for Councillors, Chief Executive Officer and General Managers to utilise when working in the area. Meeting rooms will be required to be booked in advance with the relevant Customer Service Centre Liaison Officer.
Page 4 of 7
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 7 5
COUNCILLOR EXPENSES REIMBURSEMENT POLICY - COUNCIL POL CY
Internet Access
Councillors will be required to have Internet access to receive Council meeting agendas and communicate via email. Councillors may choose one of the following options in relation to internet access: • Option 1 - Council connected Internet Internet access provided by a service in Council's name and paid for by Council. • Option 2 - Councillor connected Internet Internet access provided by a service in the Councillor's name and paid for fully by Council.
Mobile Telephone
Council will provide a mobile telephone to Councillors for official Council business. Councillors may choose one of the following options in relation to the provision of a mobile telephone: • Option 1 - Council connected Mobile Phone Council provides the mobile phone and pays for all associated costs. Any personal calls made must be reimbursed to Council. • Option 2 - Councillor personal phone Councillor utilises a personally owned mobile phone and pays all associated costs. Council will reimburse 50% of the costs incurred.
Home Telephone
Council will reimburse home telephone line rental, up to a maximum of $44.00 per month. Council will reimburse calls made in relation to official Council business.
Maintenance costs of Council owned equipment
Council will be responsible for the ongoing maintenance and reasonable wear and tear costs of Council owned equipment that is supplied to Councillors for official business use.
Corporate Uniform
Council will provide Councillors with the following corporate equipment: • Name badge • Necessary safety equipment for use on official business e.g. safety helmet/boots • Business cards • $200 per annum corporate uniform allowance for:• Corporate Jacket • Corporate shirts • Corporate trouser/ lower garment • Corporate tie/scarf • Corporate polo shirt
Vehicles
Due to the vast area which Western Downs Regional Council covers (38,039sq kms) and to encourage Councillors to participate in all Council activities/events held throughout the region, Council has deemed it necessary to provide a vehicle to Councillors for official Council business. Council authorises the private use of Council vehicles if a Councillor has entered into a lease back contract with Council, which defines the terms of the lease agreement. The Chief Executive Officer is responsible for ensuring the relevant documentation has been completed. The Mayor will be provided with an appropriate sedan or 4WD luxury vehicle. Councillors will be provided with an appropriate sedan or 4WD base model vehicle. The set leaseback fee will be deducted automatically from the fortnightly Councillor remuneration payments. The leaseback fee will be set by Council resolution and will be reviewed annually. Page 5 of 7
PA G E 1 7 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
COUNCILLOR EXPENSES REIMBURSEMENT POLICY - COUNCIL POL CY
Fuel Costs
All fuel used in a Council owned vehicle on official Council business will be provided or paid for by Council as per lease agreement.
Insurance Cover
Council will insure Councillors in the event of injury sustained while discharging their duties. Council will pay the excess for injury claims made by a Councillor resulting from conducting official Council business.
REPORTING The Local Government Regulation 2012 (LGR) legislates that Council must adopt a policy providing for payment of reasonable expenses incurred, or to be incurred, by Councillors for discharging their duties and responsibilities as Councillors and provision of facilities to the Councillors for that purpose. The LGR legislates that Council must in its Annual Report detail the expenses incurred by, and the facilities provided to each Councillor during the year under the local government’s expenses reimbursement policy and include a copy of the local government’s expenses reimbursement policy.
RELATED LEGISLATION: Local Government Act 2009 Local Government Regulation 2012 RELATED DOCUMENTS (LOCAL LAWS, POLICIES, DELEGATIONS ETC): Entertainment and Hospitality Expenditure - Council Policy Councillor Vehicle Lease Agreement – Private Use of Vehicle
ATTACHMENTS: Nil
DEFINITIONS: 'Entertainment and hospitality’ – as defined in section 196 of the Local Government Regulation 2012:'196 Entertainment and hospitality (1) A local government must prepare and adopt a policy about the local government’s spending on entertainment or hospitality (an entertainment and hospitality policy). Examples of entertainment or hospitality— • entertaining members of the public in order to promote a local government project • providing food or beverages to a person who is visiting the local government in an official capacity • providing food or beverages for a conference, course, meeting, seminar, workshop or another forum that is held by the local government for its councillors, local government employees or other persons • paying for a councillor or local government employee to attend a function as part of the councillor’s or employee’s official duties or obligations as a councillor or local government employee (2) A local government may spend money on entertainment or hospitality only in a way that is consistent with its entertainment and hospitality policy.'
Page 6 of 7
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 7 7
COUNCILLOR EXPENSES REIMBURSEMENT POLICY - COUNCIL POL CY
REVIEW TRIGGER: List of factors which require the policy to be reviewed eg:• Periodic review • Change in legislation affecting this policy • Change in community priorities or circumstances relating to this policy
Page 7 of 7
PA G E 1 7 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
• • • • • • •
Ratepayers Residents Businesses Community groups Government Visitors Internal customers
Our Customers
Western Downs Regional Council is committed to responsibly manage our region on behalf of its residents. This charter sets out the standards you can expect from us. It explains how to get information and how to let us know if you have concerns and suggestions to help us serve you better.
The purpose of our Customer Service Charter
As a team we will work together to achieve: • Quality outcomes for our communities • An inclusive team culture • Pride in our organisation • Continuous improvement
As Councillors and staff of Western Downs Regional Council we are committed to the following principles as a guide to our actions as representatives of our region: • Invest in our people • Think regionally - deliver locally • Facilitate growth – manage impact • Excellence in affordable service delivery • Consistent and informed decisions
Guiding Principles
At any of our Customer Service Centres 1300 COUNCIL (1300 268 624) Use the ‘Feedback Form’ on Council’s website www.wdrc.qld.gov.au Chief Executive Officer Western Downs Regional Council PO Box 551 DALBY, QLD 4405 info@wdrc.qld.gov.au
In person By telephoning Online In writing
Via email
Contact Western Downs Regional Council:-
If you are dissatisfied, we will take your complaint seriously and try to resolve it as quickly as possible.
If you are pleased with our service, let us know so we can recognise and reward our staff.
Council values your feedback because it helps us to improve our service and stay in touch with your needs.
Have Your Say
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014 A Proud Region United by Opportunity and Lifestyle
OUR VISION
CUSTOMER SERVICE CHARTER
Appendix D - WDRC Customer Service Charter
PA G E 1 7 9
PA G E 1 8 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
We will:• assist you with your enquiries willingly, courteously and promptly • endeavour to establish your name and use it in all of our dealings wherever possible • listen carefully to identify your needs by asking questions and confirming details • provide information in plain language • make our forms as user friendly as is legally possible • ensure our website is easy to navigate • always follow up on our service commitments - if we cannot honour a commitment we will advise you as soon as possible • be punctual for meetings and appointments
General Service Principles
Our Service Standards
When you contact Council, you can expect:• to be treated with courtesy and respect • we will be open and honest in our dealings with you • we will act on our commitments as promptly as possible • we will use your feedback as an opportunity to continuously improve our service to you • we will keep your information confidential (subject to right to information and privacy legislation) • we will investigate matters thoroughly and objectively • we will acknowledge and fix our mistakes willingly • our officers to be service-oriented professionals who are provided with the tools and training needed to assist you
Our Commitment to You
When you write to Council we will:• write our reply using plain language, providing a complete, accurate and precise response to your query • acknowledge or reply to your correspondence within 10 working days or advise when a full response will be provided if we cannot respond in this timeframe • include the name and telephone number of the contact officer on our correspondence • make every effort to comply with statutory timeframes set out in legislation and when we can’t, we will make contact with you to keep you fully informed of our progress
Written Communication
When you telephone Council you can expect:• your call to be answered promptly and in a friendly manner, using a consistent greeting clearly identifying ourselves • officers to take responsibility for your enquiry, making every effort to reduce the number of transferred calls • if we need to transfer your call, we will pass on any details that you have already provided • officers answering your call will provide the required information you are seeking, or if appropriate direct your call to an outside agency • your call to be returned within two working days, if your inquiry is not immediately resolved • provision of an after hours service for emergency situations
Telephone
When you visit us in person at one of our Customer Service Centres or other facilities we will:• staff counters during advertised business hours • provide a professional, polite and attentive service with a smile • aim to provide accurate and complete information • listen to your requests and discuss fully your requirements • wear name badges
In Person
Furthermore, Western Downs Regional Council takes a ‘zero tolerance’ approach to any threatening comment, gesture or behaviour made towards our officers and will immediately report any such matters to the Police for action.
Treating our staff, volunteers and other customers politely, respectfully and courteously will help us assist you. Western Downs Regional Council’s approach is to deny service to any customer that makes inappropriate comments to Council officers, uses offensive or coarse language or behaves inappropriately at any of our Customer Service Centres or other facilities. Any person who behaves in an unacceptable manner will be requested to immediately leave the Customer Service Centre or facility and our officers are authorised to terminate a telephone conversation without warning.
Our Staff
You can help us meet our customer service commitments by:• providing accurate and complete details when contacting us with any queries • telephoning to make an appointment if you have a complex enquiry or need to see a specific officer • working with us to solve problems • giving us feedback on the things we do • respecting community property
How You Can Help Us
Appendix E - Code of Competitive Conduct Policy
Council Policy POLICY TITLE:
CODE OF COMPETITIVE CONDUCT - COUNCIL POLICY
RESPONSIBLE DIVISION:
Corporate and Community Support
RESPONSIBLE SECTION:
FINANCE
LINK TO CORPORATE PLAN:
STRATEGIC THEME 1: EFFECTIVE AND INCLUSIVE GOVERNANCE
RESPONSIBLE OFFICER:
Chief Executive Officer
AUTHORISED BY:
SPECIAL MEETING OF COUNCIL - 13 JUNE 2014
ISSUE DATE:
8 July 2011
DATE REVIEW DUE:
June 2015
POLICY OBJECTIVES/PURPOSE: To apply the principles of the code of competitive conduct to Council's business. ORGANISATIONAL SCOPE:
POLICY: Activities of Council will be identified as business activities if they trade in goods and services to clients that could potentially be delivered by a private sector firm for the purposes of earning profits in the absence of Council’s involvement. They do not include the non-business and non-profit activities of Council. In accordance with Section 19 of the Local Government Regulation 2012, the Code of Competitive Conduct be applied for the 2014/2015 financial year to the Council businesses of:
Waste Management; Natural Gas; Commercial Works; Water; Sewerage; Jimbour Quarry; Dalby Regional Saleyards; and Wash down Bays.
RELATED LEGISLATION: Local Government Regulation 2012 RELATED DOCUMENTS (LOCAL LAWS, POLICIES, DELEGATIONS ETC): Nil
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 8 1
ATTACHMENTS: Nil DEFINITIONS: Nil REVIEW TRIGGER:
Periodic review - annual in line with budget
PA G E 1 8 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Appendix F - Dividend Payment Policy
Council Policy POLICY TITLE:
DIVIDEND PAYMENT POLICY - COUNCIL POLICY
RESPONSIBLE DIVISION:
Corporate and Community Support
RESPONSIBLE SECTION:
FINANCE
LINK TO CORPORATE PLAN:
STRATEGIC THEME 1: EFFECTIVE AND INCLUSIVE GOVERNANCE
RESPONSIBLE OFFICER:
Chief Executive Officer
AUTHORISED BY:
SPECIAL MEETING OF COUNCIL - 13 JUNE 2014
ISSUE DATE:
13 June, 2014
DATE REVIEW DUE:
May 2015
POLICY OBJECTIVES/PURPOSE: To apply the principles of the Code of Competitive Conduct to Council's business. POLICY: That the dividend payments from the Business identified below to Council’s general fund be as follows: 1. 2. 3. 4. 5. 6. 7. 8.
Commercial Works - 100% Profit Natural Gas - (100% Profit minus loan redemption) divided by two. - (100% Profit minus loan redemption) divided by two. Services - (100% Profit minus loan redemption) divided by two. Quarry - 100% Profit less funded depreciation reserve, restoration of land provision and capital expenditure. - (100% Profit minus loan redemption) divided by two. Saleyards - (100% Profit minus minimum annual loan redemption) divided by two. Bays - (100% Profit minus loan redemption) divided by two.
RELATED LEGISLATION: Nil RELATED DOCUMENTS (LOCAL LAWS, POLICIES, DELEGATIONS ETC): Authority in respect of this policy is delegated to the Chief Executive Officer. ATTACHMENTS: Nil DEFINITIONS: Nil REVIEW TRIGGER: Periodic review - annual in line with budget
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 8 3
Appendix G - Works - and Parks and Gardens - Projects
Works Projects Completed 2013/14 Chinchilla
Tara
PA G E 1 8 4
Location
Work Description
Zeller Street
Intersection Upgrade
Kerr's Road
Floodway Reconstruction
Glenhope Road
Road Reconstruction
Brigalow Canaga Road
Seal Widen
Oak Street
Install K&C
Beelbee Road
Bitumen Construction
Gormley Road
Bitumen Construction
Skewis Footpath
Install K&C
Racecourse Road
Bitumen Construction
Goombi Fairmeadow Road
Road Upgrade
Pelican Back Road
Culvert Construction
Annual Resheeting Program
Gravel Resheeting
Annual Reseal Program
Bitumen Reseals
High Street
Footpath Extension
Chinchilla Street
Footpath Replacement
Colamba Street
Footpath Replacement
Skewis Street
Footpath Construction
Heeney Street
Footpath Replacement
Oak Street
Footpath Construction
Gaske Lane
Stormwater Construction
Location
Work Description
Males Drive
Bitumen Construction
Payne Street
Road Reconstruction
Bennetts School Road
Bitumen Construction
Weranga North Road
Bitumen Construction
Mary Road
Bitumen Construction
Joseph Road
Bitumen Construction
Beardmore Street
Drainage Upgrade
Humbug Road
Floodway Reconstruction
Cecil Plains Road
Floodway Reconstruction
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Tara
Dalby
Weitzels Road
Floodway Reconstruction
Annual Resheeting Program
Gravel Resheeting
Annual Reseal Program
Bitumen Reseals
Payne Street
Footpath Replacement
Location
Work Description
Wilds Road
Road Reconstruction
Edward Street
Flood Reconstruction
Moreton Street
Flood Reconstruction
Wood Street
Flood Reconstruction
Alfred Street
Flood Reconstruction
Bunya Street
Flood Reconstruction
Yumborra Road
Road Reconstruction
Huston's Road
Road Reconstruction
Sandalwood Avenue South
Intersection Reconstruction
Reid Street
Flood Reconstruction
Orpen Street
Flood Reconstruction
Palmer Street
Flood Reconstruction
Charles Street
Flood Reconstruction
Myall Street
Flood Reconstruction
Owen Street
Flood Reconstruction
Arthur Street
Flood Reconstruction
Jacaranda Court
Flood Reconstruction
Silvergum Drive
Flood Reconstruction
Alice Street
Flood Reconstruction
College Crescent
Flood Reconstruction
Margaret Avenue
Flood Reconstruction
Russell Street
Flood Reconstruction
Jimbour Station Road
Flood Reconstruction
Charles Drew Underpass
Footpath Construction
Dalby State School
Road Safety Improvements
Patrick Street
Footpath Construction
Bunya Street
Footpath Replacement
Annual Resheeting Program
Gravel Resheeting
Annual Reseal Program
Bitumen Reseals
Mercy Bridge
Bridge Replacement
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 8 5
Miles
Wandoan
Location
Work Description
Harphams Road
Bitumen Construction
Fairymeadow Road
Bitumen Construction
Hookswood Road
Culvert Construction
Annual Resheeting Program
Gravel Resheeting
Annual Reseal Program
Bitumen Reseals
Condabri Central Intersection
Intersection Upgrade
McLennans Road
Intersection Upgrade
Power Station Road
Bitumen Construction
Elerslea Lane
Bitumen Construction
Old Forrest Road
Bitumen Construction
Location
Work Description
Clifford Road
Floodway Reconstruction
Roche Creek Road
Floodway Reconstruction
Gasby's Road
Bitumen Construction
Horse Creek Road
Bitumen Construction
Annual Resheeting Program
Gravel Resheeting
Annual Reseal Program
Bitumen Reseals
Waterloo Street
Footpath Construction
Parks and Gardens Projects Completed 2013/14 Chinchilla
Jubilee Park
Soft fall Replacement
Tara
Apex Park Meandarra
Irrigation Installation
Tara
Rotary Park
Soft Fall Replacement
Tara
Anzac Park Meandarra
Irrigation Installation
Tara
Skate Park
Softfall Replacement
Dalby
Thomas Jack Park
Playground Replacement
Dalby
Thomas Jack Park
Bin Replacements
Dalby
Grays Park
Playground Replacement
Dalby
Main Street
Retaining Wall Construction
Dalby
Blue Hills Estate
Soft fall Replacement
Miles
Anzac Park
Footpath Upgrade
PA G E 1 8 6
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Appendix H - List of Australia Day Awards - 2014
Australia Day 2014 – Awards In 2014, Council received 68 nominations for Australia Day Awards from across the region. In 2013 there were 49 nominations. The six Australia Day events held across the region were attended by approximately 1,000 people. Regional Australia Day Award Winners • Citizen of the Year Award – Bill Blackley • Young Citizen of the Year Award – Christopher Bender • Sports Achievement Award – Thomas Versace • Community Event/Project of the Year Award – Tara Festival of Culture and Camel Races • Cultural Award – Jan Ferguson Local Australia Day Award Winners Local Citizen of the Year Award • Chinchilla and District – Stanley Wolski • Dalby and District – Elaine Fox • Jandowae and District – Geoff Wrigley • Miles and District – Kylie Bourne • Tara and District – Dawn Brown • Wandoan and District – Bill Blackley Local Young Citizen of the Year Award • Chinchilla and District – Christopher Bender • Dalby and District – Nil • Jandowae and District – Nil • Miles and District – Nil • Tara and District – Nil • Wandoan and District – Nil Local Junior Cultural Award • Chinchilla and District – Serena Virgo • Dalby and District – Nil • Jandowae and District – Isabelle Bice • Miles and District – Nil • Tara and District – Nil • Wandoan and District – Billie–Jo Mayes Local Senior Cultural Award • Chinchilla and District – Jan Ferguson • Dalby and District – Nil • Jandowae and District – Nil • Miles and District – Bruce Mellor • Tara and District – Nil • Wandoan and District – Nil Local Junior Sports Achievement Award • Chinchilla and District – Nil • Dalby and District – Dominique Holtkamp • Jandowae and District – Nil • Miles and District – Stephanie Pile
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 8 7
• •
Tara and District – Sean Geraghty Wandoan and District – Trevor Allwood
Local Sports Administrator/Coach/Official Award • Chinchilla and District – Graham Hartwig • Dalby and District – Nil • Jandowae and District – Nil • Miles and District – Wayne Collie • Tara and District – Matthew Prain • Wandoan and District – Nil Local Community Project/Event Award • Chinchilla and District – Chinchilla Mother's Day Classic • Dalby and District – Cancer Council Dalby Relay For Life • Jandowae and District – Community and Economic Development • Miles and District – Condamine 150th Celebrations • Tara and District – Tara Festival of Culture and Camel Races • Wandoan and District – Ludwig Leichhardt's 200 Years
PA G E 1 8 8
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Appendix I - 2014/2015 Debt Policy
Council Policy POLICY TITLE:
2014/2015 DEBT POLICY
DIRECTORATE:
Corporate and Community Support
LINK TO CORPORATE PLAN:
STRATEGIC THEME 1: EFFECTIVE AND INCLUSIVE GOVERNANCE
RESPONSIBLE OFFICER:
Chief Executive Officer
AUTHORISED BY: ISSUE DATE:
13 June 2014
DATE REVIEW DUE:
June 2015
POLICY OBJECTIVES/PURPOSE: The purpose of this policy is to ensure the sound management of Council’s existing and future debt. ORGANISATIONAL SCOPE: Section 191 of the Local Government Regulation 2012 requires a local government to prepare and adopt a debt policy each financial year. Furthermore, Council’s borrowing activities are governed by the Statutory Bodies Financial Arrangements Act 1982. POLICY: This debt policy applies for the 2014/2015 financial year and the next nine financial years. This policy will be prepared annually and amended as and when required to meet the prevailing circumstances of Council. Borrowing Purposes Borrowing will only be used to finance capital works that will provide services now and into the future. No borrowings will be used to finance recurrent expenditure and the operational activities of the Council. When seeking funding for capital works, Council will, wherever possible, use its existing cash reserves. The use of any existing cash reserves will be subject to maintaining all relevant financial ratios and measures within adopted targets. A debt service ratio of 5% for infrastructure will be maintained within Council's budgets. Repayments and Repayment Ability Borrowings will be undertaken for capital works only where the interest and debt principal repayments can be serviced and relevant financial ratios and measures are maintained within approved targets. Council will discharge debts in the shortest possible time subject to overall budgetary constraints. New loans will be taken up only if the subsequent increase in debt servicing payments allows the total debt-servicing ratio to remain within corporate targets. Debt Term The debt term shall not exceed the finite life of the related asset. Borrowing Sources Council shall raise all external borrowing at the most competitive rates available and from sources as defined by legislation.
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 8 9
Proposed Borrowings Based on Council’s most recent review of its capital funding requirements, the following borrowings are identified as being required for the current financial year and the next nine financial years. SCHEDULE OF BORROWINGS Final Repayment Year
Year 2009/2010
Purpose Saleyards Project
Amount $158,901*
Original Term (Years) 15
2009/2010
Dalby Showgrounds
$977,924**
12
2022/2023
2009/2010
Chinchilla Cultural Centre
$1,011,101
9
2018/2019
2009/2010
Chinchilla Aquatic Centre
$246,838
12
2021/2022
2009/2010
Dalby Bio Refinery
$1,006,165
10
2020/2021
2009/2010
Dogwood Crossing
$170,233
15
2029/2030
2009/2010
Corporate Office
$4,410,176
15
2029/2030
2009/2010
PCYC
$386,435
15
2025/2026
2009/2010
Redevelopment Heritage Listed Pool
$771,781
15
2029/2030
2009/2010
Relining Evaporation Pools
$502,760
15
2029/2030
2009/2010
Reverse Osmosis Water Treatment
$1,084,903
15
2029/2030
2009/2010 Total
2024/2025
$10,727,217
2010/2011
PCYC Stage 2
$2,073,384
20
2030/2031
2010/2011
Corporate Office Fitout - 11100.0290.0010
$1,818,757
20
2030/2031
2010/2011
New Workshop - 66600.0262.0038
2010/2011
Stores Renovation - 66600.0262.0009
$909,846
15
2026/2027
$38,882
15
2026/2027
2010/2011
Hardstand Area Depot - 66600.0262.0039
$482,102
15
2026/2027
2010/2011
Stormwater - 66100.0087.0009
$909,379
20
2030/2031
2010/2011
New Pound - 44100.0059.0001
$202,188
15
2026/2027
2010/2011
Utilities Building - 66600.0262.0044
$345,621
15
2026/2027
2010/2011
Industrial Subdivision - 66600.0262.0040
$691,241
15
2026/2027
2010/2011
Patrick Street Bridge - 66100.0086.0001
$910,794
20
2030/2031
$323,224
20
2032/2033
2010/2011 Total 2011/2012
$8,382,194
PCYC Stage 3 No Project Number
2011/2012
Bell Community Centre - 11100.0220.0025
$1,217,947
20
2032/2033
2011/2012
New Workshop, Dalby Depot - 66600.0262.0038
$114,390
15
2026/2027
2011/2012
Healy Street, Industrial Land - 66600.0262.0044
$180,142
15
2026/2027
2011/2012
Patrick Street Bridge 2 - 66100.0086.0001
$374,753
20
2032/2033
2011/2012
$337,278
20
2032/2033
$327,909
20
2032/2033
2011/2012
Tara Water Plant Augmentation 55100.0075.0005 Dalby Water Plant Augmentation - No Project Number Jandowae Residential Land - 22200.0250.0002
$331,399***
10
2021/2022
2011/2012
Wandoan Residential Land - 22200.0250.0021
$273,404
10
2021/2022
2011/2012
PA G E 1 9 0
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Year 2011/2012
Purpose Saleyards 2 - 22400.0257.0001
2011/2012
Chinchilla Waste Transfer Station 44400.0066.0003 Miles Waste Transfer Station - 44400.0066.0005
2011/2012 2011/2012 2011/2012
Dalby Vehicle Washdown Facility 44250.0061.0005 Dalby Waste Transfer Facility - 444003.0066.0001
2011/2012
Wandoan Washdown Facility - 44250.0061.0002
2011/2012
PCYC Stage 4
Original Term (Years) 20
Final Repayment Year
$747,587
15
2026/2027
Amount $655,818*
2032/2033
$270,212
15
2026/2027
$1,124,258
20
2032/2033
$936,882
20
2032/2033
$771,319
20
2032/2033
$429,109
20
2031/2032
2011/2012 Total
$8,415,631
2012/2013
Relocate Dalby Library - 11200.0221.0001
$1,552,160
20
2032/2033
2012/2013
Develop Land Wandoan - 22200.0250.0015
$458,662
10
2022/2023
2012/2013
Saleyards 3 -22400.0257.0001
$2,382,071*
15
2027/2028
2012/2013
Dalby Washdown Facility 2 - 44250.0061.0005
$135,814
20
2032/2033
2012/2013
$1,191,036
15
2027/2028
2012/2013
Chinchilla Waste Transfer Station 2 44400.0066.0003 Water Infrastructure
$16,102,802
15
2027/2028
2012/2013
Sewerage Infrastructure
$13,816,013
15
2027/2028
2012/2013 Total
$35,638,558 $3,900,000*
15
2028/2029
2013/2014
Redevelopment of Dalby Saleyards 22400.0257.0001 Dalby Washdown Bay - 44250.0061.0005
$388,000
20
2032/2033
2013/2014
Miles Washdown Bay - 44250.0061.0008
$400,000
20
2032/2033
2013/2014
Treatment Facility Upgrade - Wandoan Washdown -44250.0061.0010 Chinchilla Waste & Recycling Centre 44400.0066.0003 2013/2014 Total
$200,000
20
2032/2033
$1,250,000
15
2028/2029
$3,000,000
15
2029/2030
2013/2014
2013/2014
2014/2015 Total 2015/2016
$6,138,000 $0
2015/2016
Contribution to building Multi Purpose Sports Centre in Chinchilla Water Infrastructure
$10,861,766
15
2029/2030
2015/2016
Sewerage Infrastructure
$6,757,507
15
2029/2030
2015/2016
$1,576,800
20
2035/2036
$600,000
20
2035/2036
2015/2016
Winfields Road Landfill upgrade44400.0065.0019 Satellite Waste Transfer Stations Bell Kogan & Warra West Regional Landfill & Transfer Station
$500,000
20
2035/2036
2016/2017
West Regional Landfill & Transfer Station
$1,500,000
2016/2017 Total
$1,500,000
2017/2018 Total
$0
2015/2016
2015/2016 Total
$23,296,073
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 9 1
Year 2018/2019
Purpose Water Infrastructure
Amount $870,250
2018/2019 Total 2019/2020
Final Repayment Year
15
2034/2035
15
2036/2037
2033/2034
$870,250
Water Infrastructure
$3,491,996
2019/2020 Total
$3,491,996
2020/2021 Total 2021/2022
Original Term (Years) 15
$0
Water Infrastructure
$10,446,032
2021/2022 Total
$10,446,032
2022/2023 Total
$0
2023/2024 Total
$0
*Note:
'Operating Surplus available for Capital' application from Saleyards business to be applied to these loans as additional Debt Redemption for Years 2014/2015 to 2018/2019
**Note:
'Operating Surplus available for Capital' application from Council's General Fund to be applied to this loan in 2014/2015.
***Note:
'Unspent Loan Reserve' to be applied to this loan in 2014/2015, paying it in full.
Council will review the requirements for debt throughout the 2014/2015 financial year to ensure that, where applicable, loans are drawn down at the most advantageous time. RELATED DOCUMENTS (LOCAL LAWS, POLICIES, DELEGATIONS ETC): Authority in respect of this policy is delegated to the Chief Executive Officer. ATTACHMENTS: Nil DEFINITIONS: Nil REVIEW TRIGGER: • •
Periodic review - annual in line with budget Change in legislation affecting this policy
PA G E 1 9 2
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
Contact Details, Distribution and Feedback Contact Council To contact the Western Downs Regional Council you can: 1. Telephone our Customer Contact Centre on 1300 COUNCIL (1300 268 624) 2. Submit an online form by visiting Council's website www.wdrc.qld.gov.au and clicking 'Contact Council' 3. Emailing info@wdrc.qld.gov.au 4. Visit in-person at your local Customer Service Centre (listed below) 5. Find us on Facebook
Customer Service Centre Locations Chinchilla — 80-86 Heeney Street Dalby
— ‘Western Downs on Drayton’, 30 Marble Street
Jandowae — 22 George Street Miles
— 29 Dawson Street
Tara
— 19 Fry Street
Wandoan — 6 Henderson Road
Distribution Western Downs Regional Council’s Annual Report is available in hardcopy or electronic format. Printed copies of the report may be obtained for a fee by writing to the: Chief Executive Officer, Western Downs Regional Council, PO Box 551, Dalby QLD 4405; or by telephoning Council on 1300 COUNCIL during normal business hours. Alternatively, you can visit Council’s website at www.wdrc.qld.gov.au to download a copy for free.
Feedback In the interest of continuous improvement we welcome your feedback. Please forward your commentary, in writing to: The Chief Executive Officer Western Downs Regional Council PO Box 551 Dalby QLD 4405 Or email Council at info@wdrc.qld.gov.au
Western Downs Regional Council Annual Report 1 JULY 2013 TO 30 JUNE 2014
PA G E 1 9 3
1409045