ANNUAL REPORT 1 July 2014 to 30 June 2015
Contact Details and Distribution Contact Council
Customer Service Centre Locations
To contact the Western Downs Regional Council you can:
Local Communities – Local Service Chinchilla — 80-86 Heeney Street Miles — 29 Dawson Street — 30 Marble Street Dalby — 19 Fry Street Tara Jandowae — 22 George Street Wandoan — 6 Henderson Road
1. Telephone our Customer Service Centre on 1300 COUNCIL (1300 268 624) or 07 4679 4000 (interstate) 2. Visit in person at your local Customer Service Centre 3. Find us on Facebook and Twitter
Distribution
4. Email Council at: info@wdrc.qld.gov.au
Western Downs Regional Council’s Annual Report is available in hardcopy or electronic format.
5. Write to us, addressing all correspondence to: Western Downs Regional Council PO Box 551 Dalby QLD 4405
Printed copies of the report may be obtained for a fee by writing to: Western Downs Regional Council, PO Box 551, Dalby QLD 4405, or by telephoning 1300 COUNCIL (or 07 4679 4000 from interstate) during normal business hours. Alternatively, you can visit Council’s website at www.wdrc.qld.gov.au to download a copy for free.
About This Report As well as being a legislative requirement for Local Government, Council's 2014/15 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 2014/15 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. This is achieved by structuring our Corporate Plan around the following eight theme areas identified in the Community Plan, creating a clear link between Council's strategic priorities and the needs and expectations of our local communities: • E ffective and Inclusive Governance • E nriched Communities •H ealthy Living •W elcoming 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.
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How to Read This Report This report is divided into five 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, 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 our Councillors and their portfolios, and responds to the statutory information required for Councillors' Governance. Chapter 3: Our Organisation — includes a message from the CEO, introduces our organisational structure and the Management Team responsible for achieving our corporate objectives and operational plans, and responds to the statutory information required of Corporate Governance. Chapter 4: Reporting our Performance — outlines our Strategic Direction, summarises our achievements toward meeting the intent of our Corporate Plan, and provides an assessment of Council's overall performance by our Executive Team. Chapter 5: Financial Reporting — includes our audited and certified General Financial Statements that detail Council's financial position for the year ending 30 June 2015.
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Contents CHAPTER 1: SETTING THE SCENE................................................... 4 Our Region............................................................................................. 5 The Role of Council................................................................................ 7 Community Financial Report.................................................................. 8 CHAPTER 2: YOUR COUNCIL........................................................... 12 Mayor's Message................................................................................ 13 Meet Your Councillors......................................................................... 14 Statutory Information – Councillors Governance................................ 15 CHAPTER 3: OUR ORGANISATION................................................. 17 Ceo's Message.................................................................................... 18 Our Organisational Structure............................................................... 19 Meet our Executive and Management Teams..................................... 20 Statutory Information - Corporate Governance................................... 22 CHAPTER 4: reporting our performance.......................... 25 Our Strategic Direction........................................................................ 26 Performance Outcome Highlights 2014/15......................................... 27 Assessment Summary of Our Performance ........................................ 30 CHAPTER 5: financial reporting............................................ 32 Financial Statements........................................................................... 33 Management Certificate...................................................................... 86 Independent Auditor's Report.............................................................. 87 Report on the Financial Report........................................................ 87 Report on the Current-Year Financial Sustainability Statement........ 91
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
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CHAPTER 1:
SETTING THE SCENE
PA G E 4
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Our Region On the back of its proud history of agricultural productivity and manufacturing innovation, an experienced supply chain and modern infrastructure are being promoted to attract external investment. Tourism, agriculture and services are fuelling new economic activity as local business gets on with driving the regional economy forward. Western Downs' strategic location in the centre of the eastern seaboard and continued major infrastructure development is making the region more accessible. The $635 million Warrego Highway Upgrade and ongoing works on the Western Rail Line enable freight movement within the Western Downs region. Nation building projects outside the administrative boundary, including Toowoomba Second Range Crossing, Brisbane West Airport and Inland Rail, improve the region's access to international ports.
DULACCA DRILLHAM
BRIGALOW WARRA CONDAMINE KOGAN
KAIMKILLENBUN
GLENMORGAN MEANDARRA
Major project developments, including greenfield infrastructure construction in a highly regulated industry, have showcased the capability and capacity of the region. This construction legacy is now being redeployed to support diversification, building the region's services economy through investment attraction and business development. Consistently low unemployment levels and affordable housing support resident relocation, attracting families to the region for the relaxed country living in progressive and active communities. A variety of significant events and authentic attractions boost visitation to the region and enhance the region's attractive lifestyle. The Western Downs region is working hard to realise sustainable growth, delivering quality services and improving the region's natural, economic, social and cultural environment. The Western Downs means business.
People Consistently enjoying population growth despite the trend of rural population decline, the Western Downs region welcomed 248 persons in the year to June 2014, representing a 0.7% increase from 2013. The past five years has seen the region's residential population grow at an average annual rate of 1.7%. Our residential population is expected to increase to 41,878 persons over the period to 2036, an average annual rate of 1.0%. The estimated number of employed persons in the region was 17,678 in the March Quarter 2015, representing a decline of 3.7% over the previous 12 months. The regional workforce peaked in June 2014, with temporary construction workers moved on from regional labour force. Despite this reduction in labour force, the region's unemployment rate (3.3%) remains significantly lower than the averages for Queensland (6.5%) and Australia (6.1%).
JIMBOUR BELL
MOONIE
Over 40% of employed residents in the Western Downs work in agriculture, forestry and fishing, retail and construction industries.
Economy Mining makes the largest contribution to the regional economy, comprising 22.3% of the region’s $3.2 billion Gross Regional Product (GRP) in 2013/14, followed by agriculture, forestry and fishing (12.2%), construction (12.2%), electricity, gas, water and waste services (6.9%) and retail trade (3.5%) sectors. The GRP for the Western Downs grew strongly by 8.5% in 2013/14, outstripping the State growth of 2.3%. In total, the Western Downs Regional Council local government area contributed approximately 1.1% of the Gross State Product for Queensland in 2013/14.
Lifestyle As voted by the residents of the Western Downs, it’s the 'quality of life' and 'feeling of community' that are our region's greatest strengths. Closely followed by 'clean living' with clean air and water identified by our residents as another benefit of modern country living within our welcoming communities.
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 5
Median house prices, approximately half those of Brisbane (March 2015), are one the region's lifestyle advantages, further enhanced by the subtropical climate where all four seasons can be enjoyed. Average summer temperatures are between 18 - 30 degrees Celsius, cooling for the winter months to between 5 - 20 degrees Celsius. Proving the appeal of our family friendly lifestyle, 134 residential dwellings were approved to be built in the Western Downs at a total value of approximately $40 million, in the 12-month period to June 2015.
“...134 residential dwellings were approved... at a total value of approximately $40 million, in the 12-month period to June 2015.�
While spread across a large geographical area, communities in the Western Downs boast an impressive range of modern facilities from aquatic and fitness centres to galleries, museums, cinemas and civic centres, delivering the convenience of metropolitan centres in a scenic rural environment.
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Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
The Role of Council At Western Downs Regional Council we take our role as the frontline level of government seriously. It’s important to us that we remain the 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: 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;
Our Values As elected representatives and staff of Western Downs Regional Council our behaviour reflects our values:
COMMUNICATION LEADERSHIP RESPECT OUR VALUES BALANCE TEAMWORK ACCOUNTABILITY OUR VALUES moving us forward
Our Strategic Themes 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
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 Chapter 4 of this report, on page 26.
What is unique about Council — Councillors and staff live and work in the diverse communities that they serve
Our Vision An innovative team — connected locally, united regionally. Our Vision: Innovative — A responsive organisation willing to take managed risks that lead to innovative solutions Connected — In touch with our local communities and their needs United
— A regional entity, working collaboratively
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
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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 2014 to 30 June 2015.
This year Council received $152.5 million in operating revenue and $50.6 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.
Significant contributors to the revenue stream include:
•O perational grants, subsidy contributions, and donations $26.8 million; • Rates, levies, and utility charges $66.6 million;
This Community Financial Report consists of the following five key statements or elements:
• Capital grants, subsidy contributions, and donations $50.6 million;
• Statement of Comprehensive Income
• Fees and charges $21.6 million;
• Statement of Financial Position
• Rental and levies $1.8 million; and
• Statement of Changes in Equity
• Interest received $3.96 million.
• Statement of Cash Flows
In 2014/15 our total revenue decreased by $88 million, due mainly to a decrease in capital grants and contributions as major flood reconstructive works came to completion during the year.
• Financial Sustainability Ratios Significant achievements include:
• Sale of major services $31 million;
SOURCES OF REVENUE
• Achievement of an Operating Surplus; • Completion of $95.6 million Capital Works projects, including $9.7 million in contributed assets; and
Rates and levies 25%
• Increases in Council's financial reserves to fund future expenditures.
33%
Statement of Comprehensive Income
Sale of goods and major services Fees and charges
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.
Rental and levies 13% 15% 2%
Comparative Trend Analysis
Interest received 11%
1%
Revenue and Expenditure – Recent Results $'000 Financial Year
2012/13
2013/14
2014/15
Revenue
154,663
157,299
152,564
Expenditure
156,008
144,828
143,506
Net Result
(1,346)
12,471
9,058
Operational Grants, subsidies and contributions Capital Grants, subsidies and contributions
Executive Summary of Key Highlights During the 2014/15 Financial Year, Western Downs Regional Council sustained its financial position and delivered a significant program of services to the community. Council proactively repaid an additional $10.1 million in debt redemption to Queensland Treasury Corporation. This payment strategy was designed to put Council ahead of its loan repayment schedule. Assessment by the Queensland Audit Office on the timeliness and quality of the 2014/15 Financial Statements significantly improved from the prior year, with all control elements rated as 'generally effective'.
PA G E 8
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Expenditure – Where does the money go?
ASSETS 2014/15 0.10%
Council incurs both operating and capital expenditure in the provision of goods and services to our community.
5.98%
1.07% 0.99% 0.95%
In 2014/15 our operational expenditure decreased by $1.3 million, primarily due to the flood emergent works being undertaken in the previous year.
Cash and cash equivalents - 5.98% Trade and other receivables - 1.07%
Significant expenditure items during the 2014/15 Financial Year include:
• Employee Costs
$49,730,510
• Goods and services costs
$53,198,309
• Depreciation and amortisation
$35,669,833
• Capital acquisitions
Term Deposit - 0.99% Inventories - 0.95% Property, plant and equipment - 90.92%
90.92%
$105,366,950
DAY-TO-DAY EXPENDITURE
Intangible assets - 0.10%
Our Liabilities
The major components of our liabilities include: 25%
35%
Employee benefits Materials and services
3%
Finance costs Depreciation and amortisation 37%
• Loans $56.5 million; • Trade payables $15.7 million; • Employee leave liabilities $14.57 million; and • Provision to restore Council's quarries and landfills $7.5 million. During the year, our liabilities decreased by $16.3 million or 14.8%. LIABILITIES 2014/15
Statement of Financial Position
16%
16%
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.
Trade liabilities 8% Property restoration
Our Assets
Borrowings
The major components of our assets include:
Employee leave entitlements
60%
• Property, plant and equipment $1.371 billion; • Cash and cash investments $90.145 million; • Term Deposit $15 million; and • Trade and other receiveables $16.099 million. During the year, our assets decreased in value by $24 million or 1.56%.
Our Net Worth $'000s Financial Year Assets Liabilities Community Equity (balance)
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
2012/13
2013/14
2014/15
1,315,266
1,532,038
1,508,026
103,625
110,205
93,898
1,211,641
1,421,833
1,414,128
PA G E 9
Our Debt
CASH AND CASH EQUIVALENTS
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.
90,000,000
Our debt policy is based on sound financial management practices, as evidenced by the following extract from the QTC's Credit Review of Council in May 2013 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."
60,000,000
We achieved a negative Net Financial Liabilities Ratio, as shown in Chapter 5 of this Report on page 89. 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 additional principal repayments during 2014/15 in order to reduce its long-term loan liability.
80,000,000 70,000,000
2015
2014
50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 Cash at bank and on hand
Deposits at call
EXTERNALLY IMPOSED RESTRICTIONS ON CASH 25,000,000
COMPARATIVE DEBT LEVELS
80,000
2015
20,000,000
$'000
70,000 60,000
Term Deposits
2014
15,000,000
50,000 40,000
10,000,000
30,000 20,000
5,000,000
10,000 0
2010
2011
2012
2013
2014
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. In the 2014/15 financial year, our net worth decreased by $7.7 million as a result of a decrement in revaluation of property, plant and equipment. Statement of Cashflows 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.
PA G E 1 0
0
2015
Unspent loan monies
Unspent government Unspent developer grants and subsidies contributions
Financial Sustainability Ratios Council's performance at 30 June 2015 against key financial ratios are listed below: Ratio Operating surplus ratio Asset sustainability ratio Net financial liabilities ratio
Target Between 0% and 10%
Result 5.94%
Greater than 90%
110.81%
Not greater than 60%
-27.27%
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.
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Your Rates at Work The following infographic depicts what our community gets for their rates. In 2014/15, 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
$6.50
$3.69
*Governance (other), Finance, Information Technology
Environment and Health Management (other than waste, such as parking meters, pest management, stock routes, natural resource management)
$1.74 $1.40
Aerodromes
Tourism $3.31 $0.20
Planning and Development
Disaster Management
$4.70 Aged Care and Health Services
$9.20 Waste Collection and Management
$38.90 Roads and Bridges
$0.66
$1.76
Cemeteries
Saleyards
$0.58
$0.97
Footpaths
Drainage $0.61
$18.05
Cultural Facilities (such as art galleries) and Community Facilities
Utilities (water, wastewater, household gas)
$1.81 Libraries $2.18
$0.41
Pools and Sporting Fields
Streetlighting
* Governance means how we do business to govern our region and provide services that deliver liveability.
$3.13
$0.21
Parks and Showgrounds
Community, Cultural and Youth Programs (including grants and donations)
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 1 1
CHAPTER 2:
YOUR COUNCIL
PA G E 1 2
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Mayor's Message
The effective governance of our business and the drive to achieve financial sustainability continue to motivate Council's approach, once again resulting in the achievement of an operating surplus – for the second consecutive year. Carefully managing our budget means that we can continue to deliver key infrastructure and facilities, better roads, essential services as well as ongoing flood recovery efforts to our local communities. The massive regional effort to repair infrastructure damaged in the 2010/11 summer floods and early 2013 floods was completed this year, being delivered on time and under budget. Supported by all levels of government, this $53 million stage of the Regional Flood Recovery Works program showcased the innovation of our team, who also delivered other transport infrastructure works valued at $46 million. As well as connecting the Western Downs with stronger, “The balanced growth longer-lasting road infrastructure, of the Western Downs significant capital investment is more than just in essential infrastructure and implementing essential services continues to enrich our local communities with infrastructure and waste, water and wastewater services for future infrastructure, and community generations; it's also facilities. Some of these about the long-term projects include: the new Miles liveability of our wastewater treatment plant; new reverse osmosis (RO) water communities. ” treatment plants in Miles and Tara; completion of the $12.6 million Dalby Regional Saleyards redevelopment; upgrades to the Warra water treatment plant; the new state-of-the-art waste and recycling centre in Chinchilla; and, construction commencing on new waste and recycling centres in Miles and Condamine.
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. Driving this balance and striving to streamline future development, Council has rewritten its inaugural Draft Western Downs Planning Scheme to reduce unnecessary levels of assessment and 'red-tape'. In addition, advocacy and strategic partnerships with government, as well as the energy sector, continue to secure significant funding that enables us to align development, our regional economy, and the enrichment of the Western Downs lifestyle. The Western Downs Regional Council team work to the mantra that our communities are our future and I take this opportunity to thank my fellow leaders – the Councillors, the Chief Executive Officer, and our Council staff – for their continued dedication to representing the best interests of our region and governing for the greater good. On a special note, I would like to acknowledge the significant contribution of our outgoing Chief Executive Officer Phil Berting, and Corporate and Community Support General Manager Lee Vohland and wish them all the best for retirement. I welcome our incoming Chief Executive Officer Ross Musgrove, and Corporate and Community Support General Manager Andrew Ireland and look forward to working alongside them, and in partnership with our communities. Cr Ray Brown Mayor Western Downs Regional Council Mayor: Councillor Ray Brown Portfolio - Executive Services, Emergency Management and Major Projects
Photo credit Mr David Vaney
I am pleased to present the 2014/15 Annual Report and share a high level overview of what Council has achieved toward our long-term vision for the Western Downs, a vision that we share with our communities. By building our Corporate Plan upon the same eight vision themes identified in the Western Downs 2050 Community Plan we ensure that our efforts are focused on creating a region that our residents are proud to live in.
Phone: 07 4679 4004 Mobile: 0407 650 216 ray.brown@wdrc.qld.gov.au
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 1 3
Meet Your Councillors The Western Downs local government area is represented by seven elected Councillors and an elected Mayor who are responsible for the strategic direction of Council. There are no wards or divisions within 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.
Deputy Mayor: Councillor George Moore Portfolio - Utilities (Water, Wastewater, Gas) Phone: 07 4679 4004 Mobile: 0437 536 990 george.moore@wdrc.qld.gov.au
Councillor Tony Brame Portfolio - Economic Development and Tourism Phone: 07 4679 4004 Mobile: 0477 977 081 tony.brame@wdrc.qld.gov.au
Councillor Greg Olm Portfolio - Environmental Health Phone: 07 4679 4004 Mobile: 0477 977 082 greg.olm@wdrc.qld.gov.au
Councillor Ian Rasmussen Portfolio - Corporate Support Phone: 07 4679 4004 Mobile: 0477 977 085 ian.rasmussen@wdrc.qld.gov.au
PA G E 1 4
Councillor Charlene Hall Portfolio - Community Facilities, Sport and Recreation Phone: 07 4679 4004 Mobile: 0437 239 970 charlene.hall@wdrc.qld.gov.au
Councillor Ray Jamieson Portfolio - Planning Phone: 07 4679 4004 Mobile: 0439 789 024 ray.jamieson@wdrc.qld.gov.au
Councillor Andrew Smith Portfolio - Works and Engineering Services Phone: 07 4679 4004 Mobile: 0438 755 896 andrew.smith@wdrc.qld.gov.au
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
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
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 Council 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. 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 2014/15; however numerous Statutory and Advisory Committees operated comprised of Councillors and external parties. All such Committees operate under a 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. The date, time and location of all Ordinary and Special Meetings are published at least annually and 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 in relation to the adoption of the 2013/14 Annual Report, the recruitment of the new Chief Executive Officer, and deliberations and adoption of the 2015/16 Budget. 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 Council's 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. At total of 23 Ordinary Meetings and 4 Special Meetings were held from 1 July 2014 to 30 June 2015. Strategy Sessions In addition to regular Council meetings, strategy sessions are also held to inform Council of important issues. These sessions are not a decisionmaking 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.
Summary of Meeting Attendance by Councillors 1 July 2014 to 30 June 2015 Councillor
Ordinary Meetings Attended (23)
Special Meetings Attended (4)
Cr Ray Brown (Mayor)
23
4
Cr George Moore (Deputy Mayor)
23
4
Cr Tony Brame
22
4
Cr Charlene Hall
21
3
Cr Ray Jamieson
23
4
Cr Greg Olm
23
4
Cr Ian Rasmussen
21
4
Cr Andrew Smith
22
4
Cr Carolyn Tillman
22
4
There were no attendances via teleconference. Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 1 5
Councillors are also representatives on numerous external organisation committees, and Internal Council Committees and Business Enterprises and Groups – view the details at: http://www.wdrc.qld.gov.au/aboutcouncil/councillors-connect/councillors-profiles/.
A copy of the Resolution under section 250(1) related to the adoption of the 'Expenses Reimbursement Policy' (6 May 2015) is available by following this link on our website: http://www.wdrc.qld.gov.au/ about-council/councillors-connect/council-meetings/meeting-agendasand-minutes/
Councillor Remuneration and Expenses Reimbursement Policy
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, as disclosed in the table below.
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.
Particular Resolutions
Complaints About Councillor Conduct and Performance
In accordance with section 250 (2) of the Local Government Regulation 2012, at its Ordinary Meeting held 6 May 2015 Council adopted the amended 'Councillor Expenses Reimbursement - Council Policy', available by following this link on our website: http://www.wdrc.qld. gov.au/about-council/council-documents/policy-register/#C
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. A total of three complaints were received during the 2014/15 year, as disclosed in the table below.
Councillors' Remuneration, Superannuation, Expenses Incurred, and Facilities Provided 2014/15 Councillor
Remuneration
Superannuation – 12%
Expenses Incurred
*Facilities Provided
Cr Ray Brown (Mayor)
$139,427.06
$16,731.25
$29,757.72
$18,636.00
Cr George Moore (Deputy Mayor)
$91,728.44
$11,007.41
$3,967.90
$18,636.00
Cr Tony Brame
$80,720.62
$9,686.47
$4,950.97
$18,636.00
Cr Charlene Hall
$80,720.62
$9,686.47
$5,249.51
$18,636.00
Cr Ray Jamieson
$80,720.62
$9,686.47
$6,868.66
$18,636.00
Cr Greg Olm
$80,720.62
$9,686.47
$1,800.18
$18,636.00
Cr Ian Rasmussen
$80,720.62
$9,686.47
$6,642.44
$18,636.00
Cr Andrew Smith
$80,720.62
$9,686.47
$6,474.25
$18,636.00
Cr Carolyn Tillman
$80,720.62
$9,686.47
$5,344.51
$18,636.00
Total
$796,200.00
$95,543.98
$71,056.14
$167,724.00
* Motor Vehicle Complaint / Order and/or Recommendation Type Complaints assessed as frivolous or vexatious or lacking in substance Inappropriate conduct referred to the Department's Chief Executive Inappropriate conduct referred to the Mayor Misconduct complaints referred to the Department's Chief Executive Complaints of official misconduct
LGA Section
Number
Section 176C(2)
1
Section 176C(3)(a)(i)
1
Section 176C(3)(a)(ii) or (b)(i)
0
Section 176C(4)(a)
0
0
Complaints heard by Regional Conduct Review Panel
0
Complaints heard by Local Government Remuneration and Discipline Tribunal
1
Section 176C(6)
0
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
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Section 180(2) and (4) Section 181
0 0
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
CHAPTER 3:
OUR ORGANISATION
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
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Ceo's Message At Western Downs Regional Council we take great pride in the fact that we're local people delivering real results for our communities. By working together, we make the communities that we call home even better places in which to live and prosper. Now in our second term as an amalgamated Council, our organisation continues to mature and achieve its focus on becoming a more accountable, sustainable, and performance-oriented business. This Annual Report provides an overview of significant achievements for 2014/15, the second year of delivery on our 2013 - 2017 Corporate Plan, as well as our statutory reporting requirements.
“Council's responsible financial management strikes a balance between keeping rates and charges increases to a minimum, while maintaining our infrastructure assets as well as our capacity to deliver essential services to local communities – now and into the future.”
Council reports its performance against the eight vision themes expressed in the Western Downs 2050 Community Plan, namely: Effective and Inclusive Governance; Enriched Communities; Healthy Living; Welcoming Communities; Innovation and Economic Success; Balanced Growth; Healthy Natural Environment; and, Accessible and Connected Places; which demonstrates the progress we've made towards delivering services, projects and initiatives in the areas that our community see as important.
We believe that by effectively managing the business of Council, we can better govern our region. A key project demonstrating our commitment to delivering valued services to our residents is the comprehensive Levels of Service review project. The first stage has been to identify and cost every service that Council delivers, and the second stage will be to review whether the current level of service is relevant and financially sustainable. Identifying areas where we can improve our business processes and cost effectiveness are obvious benefits of the project. Our 2014/15 budget was all about sustainability, recovery and growth, which enabled Council to continue its flood recovery efforts, as well as deliver essential projects and services, and achieved an operating surplus for the second consecutive year. 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.
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Our budgeting process was further refined this year with the inclusion of improved population modelling to better assess future growth forecasts. Council's responsible financial management strikes a balance between keeping rates and charges increases to a minimum, while maintaining our infrastructure assets as well as our capacity to deliver essential services to local communities – now and into the future. 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. A key challenge continues to be funding infrastructure projects with minimal impact on traditional ratepayers, while ensuring the energy sector continues to meet its share of the risk associated with rapid growth. On a personal note, the 2014/15 Annual Report will be the last that I present on behalf of Council, following my retirement from local government. It has been a privilege to lead the newly–formed organisation for the past seven years and I'm very proud of our achievements. I congratulate the entire team on their efforts and wish them all the best, as everyone at every level contributes to our ongoing success. I wish incoming Chief Executive Officer Mr Ross Musgrove all the best in continuing towards Council's vision of being an innovative and connected organisation, united in our mission of making our communities great places to live. Phil Berting PSM Chief Executive Officer
CEO: Phil Berting PSM Phil Berting has retired from WDRC and is not contactable via the organisation
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
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. 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 2017. 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. 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 executive and management teams, as shown overleaf, assist Council in making timely and informed decisions, backed by trusted
advice and supported by effective and inclusive governance. As leaders of our organisation, our executive and management teams are responsible for ensuring that their functional divisions effectively and efficiently service our local communities. Western Downs Regional Council is structured into the following three divisions: • Executive Services lead by the Chief Executive Officer • C orporate and Community Support lead by the Corporate and Community Support General Manager • I nfrastructure Services lead by the Infrastructure Services General Manager Each division is further segmented into functional departments lead by individual managers, as shown overleaf.
Changes to Management Team during 2014/15 • The position of Financial Operations Manager was vacated; and • The position of Information Technology Manager was renamed Financial Operations and Information Technology Manager.
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Meet our Executive and Management Teams
Corporate and Community Support General Manager – Lee Vohland
Chief Executive Officer – Phil Berting
Infrastructure Services General Manager – Graham Cook
People, Organisation and Economic Development Executive Manager – John Gilroy
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Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Corporate and Community Support Management Team
Financial Planning Manager – Trish Bennett
Information Technology Manager – Peter Greet
Corporate Planning and Communication Manager – Kerri Anderson
Governance and Information Support Manager – Lynn Sharpe
Community Development Manager – Carollee Murphy
Health Services Manager – Doug Bougoure
Financial Operations Manager – Grenville Hawkins
Infrastructure Services Management Team
Works Principal – Aaron Meehan
Works Manager Dalby – Nick Palm
Works Manager Miles / Wandoan – Michael Coutts
Technical Services Manager – Stephen Hegedus
Water Treatment Principal – Terry Fagg
Utilities Manager – Tim Low
Environment and Health Manager – Todd Summerville
Facilities Manager – Jodie Taylor
Planning Manager – David Sabiston
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Works Manager Chinchilla / Tara – Baldeep Sehmi
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Statutory Information - Corporate Governance Identifying Beneficial Enterprises During this reporting period Council did not conduct any beneficial enterprises. A beneficial enterprise is one that Council considers is directed to benefit, and can be reasonably 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 2014/15, as listed below: • Commercial Works • Waste Management • Water • Sewerage • Natural Gas • Dalby Regional Saleyards @ Western Downs • Jimbour Quarry • Washdown Bays The competitive Neutrality principle has been applied to these significant businesses with relevant adjustments made as a result. There were 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 28 'National Competition Policy' of the Financial Statements, on page 83. Executive Team Remuneration Our Executive Team comprised 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. The total Gross Earnings for remuneration packages for these three positions was $698,429 for 2014/15, and all fell within the band of $200,000 to $300,000. 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, and maintain a collaborative working relationship with the Queensland Ombudsman's office. We have implemented more streamlined reporting in line with the Queensland Ombudsman guidelines, and were also selected as a pilot site to implement a new audit process that resulted in further improvements to our processes.
in writing, and ensuring these are responded to within our Customer Service Charter timeframes. The team also facilitates continuous improvement throughout the organisation by engaging with departments to resolve complaints effectively. View Council's Customer Service Charter by following this link to our website: http://www.wdrc.qld.gov. au/about-council/council-documents/ Complaints received by Council during 2014/15 are listed in the table below. The number of administrative action complaints made to Council
61
The number of administrative action complaints resolved by Council under the complaints management process
61
The number of administrative action complaints not resolved by the local government under the complaints management process
0
The number of administrative action complaints not resolved that were made in a previous financial year
0
Internal Audit 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 Council, the mission of the Internal Auditing function is to independently examine and evaluate Council activities and provide assurance to Council, management and the community. 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 Council. Audits and other activities undertaken during 2014/15 included: • Risk Assessment and Development of Annual Audit Plan; • F ollow Up Audits on Fleet Management and Use of Bulk Fuel and Fuel Cards; • R eview of Outstanding Issues relating to Audit Reports on Procurement Issues and Outsourcing of Functions to Contractors and Consultants; • Local Government Legislative Compliance Review; • Review of Council's Corporate Governance Framework;
Complaints Management Process
• Internal Reviews and Investigations; and
The complaints management team are responsible for capturing and identifying complaints received by Council, either by phone, email, or
• C oordination of Queensland Audit Office Audit on Council's Procurement Practices.
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Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
The Audit Committee, comprising of two Councillors and two external members, acts as an Advisory Committee. As at 1 July 2014 Audit Committee membership comprised: • Councillor Ian Rasmussen – Chair; • Councillor Ray Brown – Member;
Financial Accountability The Financial Statements of Western Downs Regional Council for the period 1 July 2014 to 30 June 2015, as audited by the Auditor-General can be found in Chapter 5 of this Report, on page 32.
relating to financial reporting process, risk and compliance functions and
For the current-year Financial Sustainability Statement as well as the long-term Financial Sustainability Statement for 2014/15, please refer to the 'Other Financial Statements' section of the Financial Statements, on page 89 and 93 respectively. 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 page 87 and 91 respectively.
the audit process.
Community Financial Report
Registers
A simplified version of our financial performance for the period 1 July 2014 to 30 June 2015 as reported in our audited Financial Statements is provided in the Community Financial Report in Chapter 1 of this Report, on pages 8 to 11.
• Councillor George Moore – Alternate Member; • Mr Andrew Heath – External Member; • Mr John Edgar – External Member. The Committee met five times during the year and is responsible for assisting Council in fulfilling its governance and oversight responsibilities
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); • Register of Pre-Qualified Suppliers; • Environmentally Relevant Activities; • Register of testable backflow prevention devices (s.38 of Plumbing and Drainage Regulation 2003); and • 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).
Grants to Community Organisations Donations and grants paid to community organisations for the year totals $585,006. Rates Rebates and Concessions During 2014/15 special rates totalling $112,361 were levied, comprising special charges for roads of $99,436, and special charges for water of $12,025. In accordance with Council policy, pensioner concessions of $395,136 and community organisation concessions of $313,087 were also granted this financial year. More detail is provided in Chapter 5 of this Report, in the Financial Statements under Note 3 (a) 'Rates and Levies', on page 50. Changes to Council Tenders In accordance with the Local Government Regulation 2012, one invitation to change tenders was requested during the year.
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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 28 under 'National Competition Policy', on page 83. At its Special Budget Meeting held 13 June 2014, Council resolved to: 1. Adopt the Code of Competitive Conduct Policy 2. Apply a Community Service Obligation Payment to the following businesses during the financial year 2014/15: a. Waste Management; b. Water; c. Sewerage; and d. Washdown Bays
During the reporting period no competitive neutrality complaints were received. Particular Resolutions Council made no resolutions 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. Particulars of any direction given to commercial business units Council's Code of Competitive Conduct Policy and Dividend Policy are available on the following links: Code of Competitive Conduct Policy: http://www.wdrc.qld.gov.au/ about-council/council-documents/policy-register/#C Dividend Policy: http://www.wdrc.qld.gov.au/about-council/councildocuments/policy-register/#D
Overall Performance Assessment
3. Adopt the Dividend Policy, and subsequently apply Dividend payments from the following businesses during the financial year 2014/15:
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a. Natural Gas; b. Commercial Works; c. Jimbour Quarry; and d. Saleyards.
In Chapter 4 of this report, following the summary of our Performance Outcomes, the Chief Executive Officer provides an assessment of Council's overall progress towards implementing our five-year corporate plan and annual operational plan, on page 30.
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
CHAPTER 4:
reporting our performance
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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 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 the Western Downs 2050 Community Plan, we identified and prioritised the things we are responsible for, or contribute to, under each of the strategic theme areas; and then determined priority strategies under each of the themes that will guide our operations for the term of our 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 theme area also 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 a broad overview and assessment of our performance for the 2014/15 financial year against our 2013 - 2017 Corporate Plan. Highlights of important achievements under each strategic theme are shown overleaf in the Performance Outcome Highlights table, and the CEO's assessment of our progress concludes this chapter.
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.
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Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Performance Outcome Highlights 2014/15 Strategic Theme 1 : Effective and Inclusive Governance • Council's 'Safety First' focus resulted in a 50.57% Reduction in Lost Time Injury Days, and a 45% increase in Incident Reporting. •O ver 500 of our people further developed their skills by attending 205 different learning and development activities. In addition, 50 employees were supported through the study assistance program. • New customer service standards for water and wastewater were developed and implemented. • Council's 2013/14 Annual Report received a Bronze Award at the 2015 Australasian Report Awards. Strategic leadership and a shared vision deliver an accountable, sustainable and performance oriented business
• F or the second consecutive year Council has maintained its three key financial sustainability ratios within target, thus demonstrating its sound fiscal management to secure sustainability into the future. • S tage One of a Levels of Service project to identify and cost each service provided by Council was completed. The second stage to review current levels of service has commenced, with the project's objective being to ensure Council's future financial sustainability. •A methodology to build an Organisational Performance Measurement and Continuous Improvement Framework was adopted, and a multi-year implementation plan commenced. • T he upgrade of Council's Information Technology Network to Windows 7 and Microsoft Office 2010, so as to achieve operating efficiency, was completed. • Y ear One of the Enterprise Risk Management's four-year implementation plan was completed, with the Strategic Risk Register and Treatment Action Plans developed.
Strategic Theme 2 : Enriched Communities • As part of our Utilities Ten Year Capital Works Program: – a new Wastewater Treatment Plant and Reverse Osmosis (RO) Water Treatment Plant was built in Miles; – the Warra Water Treatment Plant was upgraded; and – a Reverse Osmosis Water Treatment Plant was built in Tara.
Providing facilities and services for people to live, learn, grow and connect
• T he new Chinchilla Waste and Recycling Centre commenced operations, and construction began on new Waste and Recycling Centres at Miles and Condamine. •A new Animal Management Strategy was developed to improve animal husbandry outcomes and introduce a 'zero tolerance' approach for animal attacks. •A regional service delivery approach in the Cemeteries function was implemented, resulting in processes and practices designed to improve the customer experience. •W ith 70% of the regional population as library members, visitors to library branches across the Western Downs continued to grow with 980 public programs delivered across the region. • C ouncil's Community Housing is now registered and operating in accordance with the seven performance outcome areas under the National Regulatory Code.
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Performance Outcome Highlights Strategic Theme 3 : Healthy Living • The Community Development function supported almost 400 community initiatives over the 2014/15 year. • Council's multipurpose centres at Jandowae, Meandarra, Miles, Moonie and Wandoan attracted over 72,000 visitors. • T he Miles Golf Course Irrigation Scheme was built as a result of the development of the new Miles Wastewater Treatment Plant. • A new Dog Off Leash area in Dalby opened as a great place for people and pets to safely exercise and socialise. Encourage community participation in health and wellbeing initiatives
• C ommunity Care Services received 13 extra Home Care Packages enabling an extra $270,000 worth of care to be delivered to our region's residents. • Y outh Development Officers in Tara and Wandoan delivered 70 programs and events that were attended by over 2,500 of our local youth. • I n a regional first, Operation Rescue and Western Downs National Youth Week joined forces to deliver emergency service-themed events across the region designed to raise awareness of getting ready for disaster season. •A new Regional Western Downs State Emergency Services Executive Structure was implemented to allow the groups to work better together across the region. • T he Western Downs Road Safety Alliance successfully ran its debut road safety campaign, 'Slow Downs — Our Kids, Our Community'.
Strategic Theme 4 : Welcoming Communities Western Downs is more than just a place to live, attracting visitors and retaining residents through events that celebrate our communities
• Visitors to the region increased by 17.04%, with regional events playing a key role in attracting and retaining visitors in the Western Downs for longer stays. • Council partnered with the community to host the following major events: – Dalby Delicious and DeLIGHTful Festival; – Miles and District Beef Bells and Bottle Tree Festival; and – Chinchilla Melon Festival. • T he website 'ourwesterndowns.com' was launched as the platform for all information for the marketing and promotion of tourism, lifestyle and events across 'Our Western Downs'.
Strategic Theme 5 : Innovation and Economic Success Strategic and Innovative investment decisions will create business and industry opportunities that are commercially sustainable
• The $12.6 million Redevelopment Project at the Dalby Regional Saleyards @ Western Downs was officially opened. The project included: major information technology network and infrastructure upgrade; WH&S Management Plan and improved WH&S practices; and a Traffic Management Plan. • T he 'Year Ahead Series' attracted 306 attendees in six locations across the region, and launched the 2015 Western Downs Economic Annual and the 'It's Better West' Economic Development Marketing Campaign. • The Advance Western Downs website attracted 103,653 unique visitors and 153,176 page views.
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Strategic Theme 6 : Balanced Growth Plan and deliver strategic infrastructure and services to meet the current and future needs of the region whilst managing our natural economic success
• Progress on the Western Downs Planning Scheme included: a thorough review and re-write; calibration to lead to reduced levels of assessment, faster assessment times and a reduction in red tape; the Local Heritage Study was completed with all affected land-owners consulted; and all submissions received during the initial public notification were formally responded to. • Council has adhered to its Native Title obligations and one Indigenous Land Use Agreement (ILUA) has been finalised. • $ 3.22 million in revenue raised from Infrastructure Charges associated with developments which will be put towards the upgrade and maintenance of Council's infrastructure networks.
Strategic Theme 7 : Healthy Natural Environment Manage and protect our natural environment for the generations of today and into the future
• Council won the Condamine Alliance's '2014 Condamine Award (Land Category)', recognising its contribution to the conservation and protection of the region's land through the provision of public washdown facilities and pest management strategies. • T he eradication of over 2,000 tonnes of Salvinia weed from Dogwood Creek, Miles, and the biological controls introduced prevented the potentially devastating outbreak to affect the entire downstream Murray-Darling Basin.
Strategic Theme 8 : Accessible and Connected Places • Council delivered transport infrastructure replacements and upgrades to the value of $46 million.
Plan, construct, maintain and advocate for efficient transport and communication infrastructure
• C ontinued our working partnership with the resource sector to deliver key upgrades to critical road infrastructure under the Royalties for Regions funding program. • Commenced construction of the first and second stages of the Chinchilla Trunk Drainage Scheme. • S uccessfully project managed the $4.5 million rehabilitation of the Chinchilla Aerodrome, a project fully funded by Queensland Gas Company (QGC). • R egional Flood Recovery Works project delivered $53 million of NDRRA-funded works, to repair and restore roads damaged from the 2013 floods, on time and significantly under budget. The final stage of the project, to repair and restore roads damaged in the 2014 adverse weather events, commenced.
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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 table.
Assessment Key The following symbols indicate our progress at the end of the 2014/15 financial year:
Achieved
On Target
Needs Improvement
Scheduled Later in Corporate Plan Cycle
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.
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.
2.1
Our infrastructure and essential services meet the needs of our communities.
2.2
Our communities are participative, learned and culturally connected.
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 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.
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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.
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.
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.
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.
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.
7.1
We are a climate smart organisation.
7.2
Our natural environment is protected and managed to maintain community wellbeing.
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.
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.
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CHAPTER 5:
financial reporting
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Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 5 9
Financial Statements 2015
PA G E 6 0
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 6 1
Financial Statements 2015
PA G E 6 2
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 6 3
Financial Statements 2015
PA G E 6 4
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 6 5
Financial Statements 2015
PA G E 6 6
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 6 7
Financial Statements 2015
PA G E 6 8
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 6 9
Financial Statements 2015
PA G E 7 0
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 7 1
Financial Statements 2015
PA G E 7 2
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 7 3
Financial Statements 2015
PA G E 7 4
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 7 5
Financial Statements 2015
PA G E 7 6
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 7 7
Financial Statements 2015
PA G E 7 8
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
47 Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 7 9
Financial Statements 2015
PA G E 8 0
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 8 1
Financial Statements 2015
PA G E 8 2
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 8 3
Financial Statements 2015
PA G E 8 4
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Financial Statements 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 8 5
Financial Statements 2015
PA G E 8 6
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 8 7
PA G E 8 8
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 8 9
PA G E 9 0
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 9 1
PA G E 9 2
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 9 3
PA G E 9 4
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
Western Downs Regional Council Annual Report 1 JULY 2014 TO 30 JUNE 2015
PA G E 9 5
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