Download - Local Government Regulation 2012 , that the next Meeting ......May 29, 2018 · would be prepared for Council via departmental updates. Review of Upcoming Agenda Items Cr Hayes mentioned

General Council Meeting

Notice is hereby given pursuant to the provisions of the Local Government Regulation 2012, that the next Meeting of the Central Highlands Regional Council will be held in the Blackwater Civic Centre, 20 Blain Street, Blackwater on

Tuesday, 29 May 2018

At 2.00 pm

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

Scott Mason

Chief Executive Officer

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OUR VISION

A progressive region creating opportunities for all

OUR MISSION

We are a council committed to continuous improvement, a sustainable

future and efficient investment in our communities

OUR VALUES

Respect and Integrity

Accountability and Transparency

Providing Value

Commitment and Teamwork

OUR PRIORITIES

Strong, vibrant communities

Building and maintaining quality infrastructure

Supporting our local economy

Protecting our people and our environment

Leadership and governance

Our organisation

Agenda - General Council Meeting - 29 May 2018

Central Highlands Regional Council 2 of 73

AGENDA CONTENTS1 PRESENT ..................................................................................................................................................42 APOLOGIES..............................................................................................................................................43 LEAVE OF ABSENCE...............................................................................................................................44 CONFIRMATION OF MINUTES OF PREVIOUS MEETING .....................................................................44.1 Minutes - General Council Meeting - 15 May 2018.................................................................................45 BUSINESS ARISING OUT OF MINUTES ...............................................................................................486 REVIEW OF OUTSTANDING MEETING ACTIONS ...............................................................................487 REVIEW OF UPCOMING AGENDA ITEMS............................................................................................488 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS

.................................................................................................................................................................489 PETITION.................................................................................................................................................4810 NOTICE OF MOTION TO RESCIND .......................................................................................................4810.1 Notice of Motion to Rescind ..................................................................................................................4811 COMMERCIAL SERVICES .....................................................................................................................5011.1 Nil Reports.............................................................................................................................................5012 COMMUNITIES........................................................................................................................................5112.1 Planning Scheme Amendment Process ..... approx 10 minutes ...........................................................5113 CORPORATE SERVICES .......................................................................................................................5413.1 Monthly Financial Report - April 2018 ..... approx 20 mins ...................................................................5414 INFRASTRUCTURE AND UTILITIES .....................................................................................................6914.1 Nil Reports.............................................................................................................................................6915 CENTRAL HIGHLANDS DEVELOPMENT CORPORATION .................................................................7015.1 Nil Reports.............................................................................................................................................7016 CHIEF EXECUTIVE OFFICER ................................................................................................................7116.1 LGAQ - Trade Waste Forum - 7 June 2018 ..... approx 5 mins ............................................................7117 GENERAL BUSINESS ............................................................................................................................7418 LATE AGENDA ITEMS ...........................................................................................................................7519 CLOSED SESSION .................................................................................................................................7519.1 Mayoral Minutes - Extension of Chief Executive Officers Contract ..... approx 45 mins .......................7520 CLOSURE OF MEETING ........................................................................................................................75

Our VisionA progressive region creating

opportunities for all.

Our MissionWe are a council committed to continuous

improvement, a sustainable future and efficient investment in our communities.

Our ValuesRespect and Integrity

Building trust, teamwork, communication and a shared understanding.

Actively listening to our communities.

Accountability and TransparencyEqual opportunities, fair and open consultation and communication.

Accepting responsibility for our actions.

Providing ValueBest value for money outcomes for

our community.

Collaboration, managing expectations and working towards common goals.

Deliver efficiency and effectiveness in all that we do.

Commitment and TeamworkContinually improve on our achievements

and drive innovative solutions.

Lead change and continuous improvement in delivering for our community.

Promote a positive health and safety culture.

Key Priorities1. Strong vibrant communities.

2. Building and maintaining quality infrastructure.

3. Supporting our local economy.

4. Protecting our people and our environment.

5. Leadership and governance.

6. Our organisation.

centralhighlands.qld.gov.au 5





1 PRESENT

2 APOLOGIES

3 LEAVE OF ABSENCE

4 CONFIRMATION OF MINUTES OF PREVIOUS MEETING

4.1 Minutes - General Council Meeting - 15 May 2018

General Council Meeting

Meeting of the Central Highlands Regional Council held in the Council Chambers, 65 Egerton Street, Emerald on

Tuesday, 15 May 2018

Commenced at 2.30pm

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CENTRAL HIGHLANDS REGIONAL COUNCIL

GENERAL MEETING OF COUNCIL

TUESDAY 15 MAY 2018

MINUTES CONTENTS

PRESENT .................................................................................................................................................... 2 APOLOGIES ................................................................................................................................................ 2 LEAVE OF ABSENCE ................................................................................................................................. 2 CONFIRMATION OF MINUTES OF PREVIOUS MEETING ......................................................................... 2 General Council Meeting: 24 April 2018 ....................................................................................................... 2 Review of Upcoming Agenda Items .......................................................................................................... 3 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS .... 3 PETITIONS (IF ANY) ................................................................................................................................... 3 COMMUNITIES ............................................................................................................................................ 3 Game Plan - Tenure Framework .................................................................................................................. 3 RAL002.1-2018 S. Harris - Request to Extend Relevant Period - 229 Big John Road, Emerald ................... 4 Covepoint Pty Ltd - Industrial Subdivision - Wills Road ................................................................................. 5 Development Application Update April 2018 ................................................................................................. 5 CORPORATE SERVICES ............................................................................................................................ 6 Outcomes of Audit Committee Meeting - 30 April 2018................................................................................. 6 CENTRAL HIGHLANDS DEVELOPMENT CORPORATION ....................................................................... 7 Central Highlands Development Corporation - Service Level Agreement Update - April 2018 ...................... 7 LATE AGENDA ITEMS ................................................................................................................................ 7 Minutes of Meeting – Finance and Infrastructure Standing Committee Meeting 15 May 2018, Communities

Standing Committee Meeting: 15 May 2018 and Leadership and Governance Standing Committee Meeting 15 May 2018 ........................................................................................................................... 7

GENERAL BUSINESS ................................................................................................................................. 7 Cemeteries Strategy ..................................................................................................................................... 8 CLOSED SESSION ...................................................................................................................................... 8 Sale of Land - Round 2 Update .................................................................................................................... 9 Request Rate Write Off - Cancelled Assessments ........................................................................................ 9 Proposed Infrastructure Agreement over Rhyddings Road ......................................................................... 10 Departmental Update ................................................................................................................................. 10 CLOSURE OF MEETING ........................................................................................................................... 11



MINUTES – GENERAL COUNCIL MEETING – TUESDAY 15 MAY 2018 – PAGE 2

MINUTES – GENERAL COUNCIL MEETING HELD AT 2.30PM TUESDAY 15 MAY 2018 IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE

PRESENT Councillors Councillor (Crs) K. Hayes (Mayor), G. Godwin-Smith (Deputy Mayor) Councillors (Crs) P. Bell AM, C. Brimblecombe, M. Daniels, A. McIndoe, G. Nixon, C. Rolfe. Officers Chief Executive Officer S. Mason, General Manager Corporate Services J. Bradshaw, General Manager Infrastructure and Utilities G. Joubert, General Manager Commercial Services M. Webster, General Manager Central Highlands Development Corporation S. Hobbs, Manager Planning and Environment K. Byrne, Coordinator Communications A. Ferris, Minute Secretary M. Wills APOLOGIES Resolution: Cr Daniels moved and seconded by Cr Nixon “That a leave of absence as previously granted for Councillor Sypher for today’s meeting be recorded.” 2018 / 05 / 15 / 001 Carried (7-0)

LEAVE OF ABSENCE Nil Opening Prayer Pastor Tim Sefton from Emerald Christian Assembly delivered the opening prayer. Attendance Cr Bell attended the meeting at 2.35pm CONFIRMATION OF MINUTES OF PREVIOUS MEETING General Council Meeting: 24 April 2018 Resolution: Cr Brimblecombe moved and seconded by Cr McIndoe “That the minutes of the previous General Council Meeting held on 24 April 2018 be confirmed.” 2018 / 05 / 15 / 002 Carried (8-0)

Business Arising Out Of Minutes Cr Brimblecombe asked how the nominations for the trainee awards are progressing. General Manager Corporate Services provided a verbal update to this regard advising that five of the eight nominations had been short listed. Cr Godwin-Smith advised that she recently attended the Central Highlands Development Corporation (CHDC) Paddock to Port Tour and thanked Council for the opportunity to attend this tour on Council’s behalf. The tour was absolutely fantastic and that she could not speak highly enough of it. Cr Rolfe mentioned that with regards to the CHDC Paddock to Port tour that it was talked about at Beef Week and that others in the community know about it.




Outstanding Meeting Actions Cr Rolfe asked if a report would be presented to Council on the Australian Smart Communities Conference recently attended by Cr Daniels and General Manager Communities. Cr Daniels advised that a report would be prepared for Council via departmental updates. Review of Upcoming Agenda Items Cr Hayes mentioned that Cr Godwin-Smith requested to look at the effectiveness of this review and for a better process and a more effective way of setting agenda items for upcoming meetings. MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS Cr Hayes declared a perceived conflict of interest item 13.2 in the Communities section of the agenda - development application RAL002.1-2018 for 229 Big John Road, Emerald due to the property being a neighbour. PETITIONS (IF ANY) Nil

COMMUNITIES Attendance Manager Communities and Recreational Facilities J. Bryant and Coordinator Sport and Recreation C. Wheeler attended the meeting at 2.48pm Game Plan - Tenure Framework Executive summary: To achieve the Game Plan objectives the need for consistent tenure arrangements for sport and active recreation organisations utilising council-owned and controlled land was identified. The Game Plan Advisory Committee has prepared a draft Tenure Framework which advances the Game Plan objectives. The Game Plan and the Tenure Framework will assist in building the relationship and working collaboratively with our sport and active recreation organisations and provide clear and transparent policies and procedures that will lead to a sustainable and progressive sporting region. This report presents an amended draft of both of these documents based on the first round of community consultation seeking council’s support to progress to the second round of engagement. Resolution: Cr Godwin-Smith moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council endorse the draft Tenure Framework (amended) to allow the Game Plan Advisory Committee to commence the second round of community engagement through meetings with sport and active recreation organisations across the region.” 2018 / 05 / 15 / 003 Carried (5-4)

Cr Hayes exercised his casting vote Crs Bell, Nixon, Rolfe and Daniels requested for their vote to be recorded against the motion

Attendance Manager Communities and Recreational Facilities J. Bryant and Coordinator Sport and Recreation C. Wheeler left the meeting at 3.27




Coordinator Planning and Development S. Mattner and Senior Town Planner S. Ronnfeldt attended the meeting at 3.27pm Conflict of Interest Cr Hayes declared a perceived conflict of interest in the following matter (as defined in section 173 of the Local Government Act 2009) due to the application being a neighbour and dealt with the perceived conflict of interest by leaving the meeting room, taking no part in the debate or decision on the matter. Cr Hayes left the meeting at 3.27pm Cr Godwin-Smith assumed the Chair RAL002.1-2018 S. Harris - Request to Extend Relevant Period - 229 Big John Road, Emerald Executive summary: The applicant has sought Council’s approval for an extension to the relevant period of Development Permit 4083/13 Reconfiguring a Lot: One (1) lot into three (3) lots on land located at 229 Big John Road, Emerald. A relevant period of two (2) years was attached to the original approval and through negotiations was extended to four years. This period expired on 20 March 2018. The applicant has requested an extension of a further two (2) years from this date. The Planning Act 2016 sets criteria for the assessment of applications applying to extend the relevant period of approval. Significant statutory changes have taken place since the time the extension was approved including the adoption of a new planning scheme which sets a clear land use intent for the subject site and strategic direction for the surrounding locality, Emerald and the Central Highlands as a whole. The approved development is not considered to be consistent with Council's current policies. Resolution: Cr Rolfe moved and seconded by Cr Nixon “That the application for a Request to Extend the Relevant Period for Reconfiguring a Lot: One (1) Lot into three (3) lots on land at 229 Big John Road, Emerald described as Lot 1 on RP618952, is refused on the following grounds:

Grounds of Refusal:

1. Laws and policies have changed since the original approval was issued. The development approval

is inconsistent with the current State planning instruments, specifically:

a. State Planning Policy as the approval does not progress the State Interest for agricultural

preservation and pursuits.

b. The Central Queensland Regional Plan as the site is identified within the Priority Agricultural

Development Area and results in fragmentation of good quality agricultural land.

2. The development was approved in accordance with a local planning instrument, Emerald Shire

Planning Scheme (Amendment 3) 2013. This planning scheme no longer has force nor effect and

does not reflect the current laws and policies.

3. The development approval is inconsistent with the intent of the Rural zone code, Agricultural overlay

Code and the future intent indicated by the Strategic framework of the Central Highlands Regional

Council Planning Scheme 2016 (Amendment No. 3).

4. The applicant retains the right to make a new application to Council under the current local planning

instruments. Further rights to make a submission would be available if the application was re-made

today as the application is subject to impact assessment under the current Central Highlands

Regional Council Planning Scheme 2016 (Amendment No. 3).




5. Community consultation has been carried out for the law and policy changes that have occurred

since the time of approval. Community awareness of these changes would reasonably be

considered high

6. A considerable amount of time has lapsed since the development approval in 2014 and no action

has been taken by the developer to progress the development. An extension of an additional two

years to start and complete the development cannot be supported due to the significant changes in

laws and policies since the time of approval.”

2018 / 05 / 15 / 004 Carried (7-0)

Attendance Upon invitation Cr Hayes returned to the meeting at 3.37pm and resumed the Chair Covepoint Pty Ltd - Industrial Subdivision - Wills Road Executive summary: A code assessable development application has been lodged over land at Wills Road Emerald, described as Lot 100 SP291963. The application proposes to subdivide a large allotment into 22 individual titles to create an extension to the existing industrial estate. The proposed plan of development does not consider the proposed Link Road corridor that is being advanced under Council's Economic Development Initiatives. This report seeks a resolution to acquire a portion of the lot to secure a 45 metre corridor to facilitate the alignment and road corridor width of the proposed Link Road, previously supported by planning for the Emerald Heavy Vehicle Bypass, by the Department of Transport and Main Roads. Resolution: Cr Hayes moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council agree to acquire the 37,000 square metres of land required for the 45 metre wide road corridor along the southern boundary of Lot 100 on SP291963 at a value of $12.50 per square metre (plus GST) to secure the land for the proposed Link Road. And further; That Central Highlands Regional Council formally write to the owner to make an offer based on $12.50 per square metre (plus goods and services tax (GST)).” 2018 / 05 / 15 / 005 Lost (6-2)

Development Application Update April 2018 Executive summary: This report provides a monthly update on development activities currently before the Council for assessment and decision within the Planning Team. This update will be presented monthly at the first General Council Meeting in each month.

This update provides an opportunity for the Councillors to understand the decisions made and to review the current applications before Council. Should the need arise, time can be scheduled to discuss specifics of the application offline with the Assessment Manager from the Planning team. Considered by Council.




Attendance Coordinator Planning and Development S. Mattner and Senior Town Planner S. Ronnfeldt left the meeting at 4.11pm Manager Governance (Fixed Term) C. Dendle attended the meeting at 4.12pm Coordinator Communications A. Ferris left the meeting at 4.14pm Coordinator Communications A. Ferris returned to the meeting at 4.19pm

CORPORATE SERVICES Outcomes of Audit Committee Meeting - 30 April 2018 Executive summary: Outcomes from Audit Committee meeting held on 30 April 2018. Resolution: Cr Rolfe moved and seconded by Cr Godwin-Smith “That the minutes of the meeting of the Audit Committee held on 30 April 2018 be 'received' and the following recommendations adopted:

1. The conclusions and recommendations from the Internal Audit report on customer requests and complaints management be referred to management for implementation as part of the transition to the new Customer Relationship Management system;

2. The revised (marked-up) Internal Audit Charter be adopted; 3. Internal Audit be requested to prepare proposals for the following audits to comprise the statutory

Internal Audit Plan for 2018/19:

a. Project governance framework, including program management, project costing and estimating.

b. Inventory management practices (including PPE and portable and attractive items). c. Maintenance management practices. d. Revenue assurance – Discretionary revenue streams;

4. The following alterations to the 2018/19 insurance portfolio be considered: a. Discontinue the following policies:

i. Carrier’s Liability ii. Marine Cargo

b. Reduce the scope of Business Interruption insurance to cover gross revenue loss <$3 million (upper level outage of Emerald Airport).

c. Reduce Council’s coverage of low and medium building and site improvement assets by $35 million to $229 million.

d. Retain Council’s current excess for flood cover at $2 million. e. Further investigation of the cost-benefit of the following policies:

i. Equipment & machinery breakdown. ii. Travel insurance. iii. Group personal accident. iv. Fine arts;

5. The option to extend the contract with Pacifica Chartered Accountants for internal audit services for

the period 1 August 2018 to 31 July 2019 be exercised; and

6. The revised (marked-up) Audit Committee Charter 2018 be adopted, subject to the retention of Clause 8.4 (Use of Mobile Phones) to align with broader Council meeting (Standing Orders) policy.”

2018 / 05 / 15 / 006 Carried (8-0)




Attendance Manager Governance (Fixed Term) C. Dendle left the meeting at 4.21pm

CENTRAL HIGHLANDS DEVELOPMENT CORPORATION Central Highlands Development Corporation - Service Level Agreement Update - April 2018 Executive summary: Central Highlands Development Corporation (CHDC) works in collaboration with CHRC, stakeholders, businesses, the community and government to activate and accelerate sustainable and cohesive responses through innovative and entrepreneurial strategies that facilitate the opportunities to grow the region’s economic potential and future sustainability. Central Highlands Regional Council provides financial contribution to CHDC for the delivery of services responding to Key Priority 3 of the CHRC 2017/18 Operational Plan. Resolution: Cr Brimblecombe moved and seconded by Cr Nixon “That Central Highlands Regional Council accept the April Progress Report of Central Highlands Development Corporation incorporating the 2017/18 Service Level Agreement Agreed Services as per the attached CHDC Operational Plan Status Update.” 2018 / 05 / 15 / 007 Carried (8-0)

LATE AGENDA ITEMS Minutes of Meeting – Finance and Infrastructure Standing Committee Meeting 15 May 2018, Communities Standing Committee Meeting: 15 May 2018 and Leadership and Governance Standing Committee Meeting 15 May 2018 Resolution: Cr Godwin-Smith moved and seconded by Cr Daniels “That the minutes of the

1. Finance and Infrastructure Standing Committee Meeting held on 15 May 2018; 2. Communities Standing Committee Meeting held on 15 May 2018; and 3. Leadership and Governance Standing Committee Meeting held on 15 May 2018

be confirmed.” 2018 / 05 / 15 / 008 Carried (8-0)

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

Cr Nixon commented that she had heard in the community regarding the Springsure Clean up Australia Day that the community was not interested in having an event. Cr Nixon said that this was not the case and that they would like to have a Clean Up Australia event in Springsure next year.




Cemeteries Strategy Resolution: Cr Brimblecombe moved and seconded by Cr Nixon “That Central Highlands Regional Council include in the development of the draft Cemeteries Strategy, information and recommendations in relation to the investigation of unmarked graves in the region. And further; That a Councillor workshop be conducted in August, 2018 to contribute to and finalise the Cemeteries Strategy.” 2018 / 05 / 15 / 009 Carried (8-0)

CLOSED SESSION Into Closed Session Resolution: Cr Nixon moved and seconded by Cr Godwin-Smith “That Council close its meeting to the public in accordance with Section 275 (1) (h) of the Local Government Regulation 2012 and that Council staff involved in the closed discussions remain in the room.”

2018 / 05 / 15 / 010 Carried (8-0)

The meeting was closed at 4.38pm

Attendance General Manager Infrastructure and Utilities G. Joubert, General Manager Commercial Services M. Webster, General Manager Central Highlands Development Corporation S. Hobbs, Manager Planning and Environment K. Byrne and Coordinator Communications A. Ferris left the meeting at 4.39pm Sale of Land - Round 2 Update Request Rate Write Off - Cancelled Assessments Attendance General Manger Infrastructure and Utilities G. Joubert and Manager Water Utilities P. Manning attended the meeting at 4.54pm Manager Water Utilities P. Manning left the meeting at 4.54pm Proposed Infrastructure Agreement over Rhyddings Road Attendance General Manager Corporate Services J. Bradshaw left the meeting at 5.07pm Manager Water Utilities P. Manning attended the meeting at 5.12pm Departmental Update




Attendance Manager Water Utilities P. Manning left the meeting at 5.30pm Out of Closed Session Resolution: Cr Nixon moved and seconded by Cr Daniels “That the meeting now be re-opened to the public.” 2018 / 05 / 15 / 011 Carried (8-0)

The meeting was opened at 5.49pm Sale of Land - Round 2 Update Executive summary: The purpose of this report is to provide an update on the Sale of Land process Round Two which is approaching finalisation subject to Council’s decision in relation to the purchase of 12 Olga Street, Duaringa and 8 Theresa Street, Duaringa. These two properties received no bids at Auction and were passed in. Resolution: Cr Brimblecombe moved and seconded by Cr Daniels “That the Central Highlands Regional Council in accordance with the requirements of the Local Government Regulation 2012, agree to purchase land identified as Assessment 18980 for $37,045,89 and Assessment 18876) for $33,396.16.” 2018 / 05 / 15 / 012 Carried (8-0)

Request Rate Write Off - Cancelled Assessments Executive summary: The purpose of this report is to recommend the write-off outstanding rates and charges totalling $164,772.71 in respect of 78 identified cancelled assessments. These assessments relate primarily to mining claims, mining leases and permits to occupy, that have all been cancelled by the Department of Natural Resources and Mines for non-payment of lease fees. In these circumstances, Council’s only avenue for recovery of the outstanding debt is to pursue the original ratepayer through debt recovery actions. These actions to date have been unsuccessful in respect of the 78 cancelled assessments. Resolution: Cr Godwin-Smith moved and seconded by Cr Nixon “That the Central Highlands Regional Council write off the outstanding rates and charges debt of $164,772.71 in respect of the 78 cancelled assessments listed below, on the basis that all debt recovery actions have been exhausted and Council has no further practical avenues in which to pursue the recovery of these debts.

Assessment Numbers:

4440 6936 8121 9071 15530 26469 27485

6005 7019 8139 9178 15536 26532 27787

6091 7026 8142 9245 17987 26535 27819

6122 7510 8175 9368 18000 26603 28080

6161 7724 8252 9410 18023 26604 28758

6342 7738 8414 9430 18751 26607 28949

6350 7759 8764 9431 25986 26615

6422 7760 8863 9534 26406 26795

6514 7885 8921 9551 26410 26860




6520 7903 8972 9577 26417 27010

6544 8017 9056 9710 26421 27393

6878 8080 9069 9722 26427 27397

2018 / 05 / 15 / 013 Carried (8-0)

Proposed Infrastructure Agreement over Rhyddings Road Executive summary: Central Highlands Regional Council are currently dealing with an application for a permanent road closure on Lot 1 RP 614138, of the unformed section road on Rhyddings and Bush Roads, Roundstone. Department of Natural Resources, Mines and Energy (DNRME) have sought Council’s views on this application since Council resolved on 23 January 2018 “not to object” to the application for a permanent road closure and the department still has to make a final decision regarding the application.

CMR Coal Pty Ltd at the same time is an interested party in the future use of the road and have the support of Banana Shire Council because of the significant economic benefit of their development to the Shire. CMR Coal propose the use of Rhyddings Road to haul sample coal from their proposed Dawson West Mine to the existing Cockatoo Coal Train-Load-Out Facility, located approximately 2 kilometres east of Moura on the Dawson Highway, because it is the most effective, efficient and convenient route.

DNRME and Council have since also been in discussions with CMR Coal as well as the property owner regarding the proposed use of Rhyddings Road as proposed access to their mining lease and their simultaneous application for a mining lease over the road. CMR Coal, regardless of their mining lease application being considered by DNRME, wish to enter into and Infrastructure Agreement with Council to open, upgrade, maintain the road resulting in a significant community benefit. Resolution: Cr Godwin-Smith moved and seconded by Cr Daniels “That Central Highlands Regional Council, in response to the Department of Natural Resources, Mines and Energy request to reconsider the matter of Rhyddings Road closure, determines that its original decision made at the Finance and Infrastructure Standing Committee Meeting of 23 January 2018, and as appearing below, stands:

That Central Highlands Regional Council advise the Department of Natural Resources, Mines and Energy that Council does not need the section of Rhyddings Road within Lot 1 RP 614138 for road purposes and do not object to the application to permanently close the road.

Further, that the applicant be advised of this decision.” 2018 / 05 / 15 / 014 Carried (8-0)

Departmental Update Executive summary: The following information provides an update on key activities for the Infrastructure and Utilities:

1. SunWater Water Pricing Update

2. Capricorn Highway Planning (Emerald)

3. Central Queensland Inland Port (CQIP) Update

Considered by Council.




CLOSURE OF MEETING There being no further business, the Mayor closed the meeting at 5.54pm. CONFIRMED MAYOR DATE



Adoption Date: 24 October 2017 Amended Date: Review Date:

Tenure of Council Owned Land to Sporting and Active Recreation

Organisations Policy Page 1 of 7

Revokes: N/A 24 October 2018

COUNCIL POLICY

“DRAFT” Tenure of Council Owned or Controlled Land to Sporting and Active Recreation Organisations Policy

POLICY NUMBER: CHRC0037

EFFECTIVE DATE: 26 June 2018

DEPARTMENT: Communities

UNIT: Sport and Recreation

Objective – to provide Council with an operational framework for the granting and renewal of tenure on council owned or controlled land to sporting and active recreation organisations.

1.0 Purpose and Scope

This policy will apply to all tenure arrangements over Council owned or controlled land for the purpose of providing sport and active recreation activities. This policy seeks to:

1. Provide a consistent framework for the granting and renewal of tenure; 2. Provide certainty of tenure to sporting and active recreation organisations; and 3. Proactively activate Council owned or controlled land for the purpose of sport and active recreation.

2.0 Reference

Land Act 1994 (Qld) Land Regulation 2009 (Qld) Local Government Act 2009 (Qld) (the Act) Local Government Regulation 2012 (Qld) (the Regulation) Remissions to Sport and Active Recreation Organisations Policy

3.0 Definitions

CEO refers to Chief Executive Officer

Council refers to Central Highlands Regional Council

The Act shall mean the Local Government Act 2009 (as amended).

The Regulation shall mean the Local Government Regulation 2012 (as amended).

Active Recreation Organisation means an incorporated body that encourages community participation through active recreation activities.

Business Process Model means the business process model for Council asset management for

Recreation Facilities.

Committee means the Sport and Active Recreation Committee established by Council from time to time.

Club Planning Toolkit means the Council template of a forward planning document that will assist sport

and active recreation organisations to reach Key Performance Indicators.







Council owned or controlled land includes land, built facilities, hard courts, sporting fields and arenas

owned by Council or controlled by Council as trustee of a Reserve.

Days means normal calendar days (not business days)

General Council means the full Council as convened from time to time.

Lease means an agreement under which Council grants to a lessee, in return for valuable consideration, the right to occupy Council owned or controlled land for an agreed period of time, and includes a Trustee Lease.

Licence means any allowable use as directed by Council (without allowing exclusive possession) from time to time and including a licence or permit.

Parks People Play means the plan for parks in the Council region (as adopted by Council from time to time).

Request to occupy means the process undertaken by Council seeking expressions of interests and the

making of applications by prospective lessees for access to Council owned or controlled land.

Reserve means land set aside for a community purpose or public purpose under the Land Act 1994

(Qld).

Specialised Facility has the meaning provided in Parks People Play.

Sporting organisation means an incorporated body that encourages community participation through sporting activities.

Standard Tenure Documents means the standard form Lease or Licence approved by Council from time to time.

Tenure means a Lease or Licence.

Tenure offer means the issue of formal tenure documents by Council to a sporting or active recreation organisation following conclusion of engagement between Council and the sporting or active recreation organisation.

Trustee Lease means a Lease of the whole or any part of a Reserve.

4.0 Policy Statement

The following principles and framework are to be undertaken for this policy:

4.1 Sport and Active Recreation Committee

Establishment of Committee

The Sport and Active Recreation Committee will be comprised of [five (5) Councillors, General Manager Communities, Manager of Community Recreation & Facilities and the Coordinator Sport and Recreation]. The Committee will commence from 4 August 2019.

Prior to the commencement of the Committee the Game Plan Advisory Committee will be delegated with the Sport and Active Recreation Committee role.







Role of Committee

The Committee will be convened for the purpose of the Coordinator of Sport and Recreation referring the following matters for determination:

(a) Consideration and determination of requests for the granting and renewal of tenure,

where consistent with this framework (i.e. as part of the renewal process, consider the achievement of key performance indicators)

(b) The undertaking of a request to occupy process, including the consideration and determination of responses to applications made through a request to occupy

(c) Consideration and determination of a request for Council to consent to a sub-lease, where consistent with this framework

(d) Consideration and determination of a sporting and active recreation organisation's remission entitlements under Remissions to Sport and Active Recreation Organisations Policy

(e) Consideration and determination of a request for extension to the execution period for tenure documents, as prescribed under section 4.3

(f) Consideration and determination of the sport and recreation grants program and applications received under this program

(g) Consideration of willingness to support sport and active recreation organisations making grant applications to other grant funding sources, that relate to Council owned or controlled sporting and active recreation facilities

(h) Consideration and determination of strategic planning matters that relate to sporting and active recreation facilities that advance Parks People Play

(i) Making recommendations and referring matters to General Council in accordance with this framework including:

i. Where a request for the granting or renewal of tenure is not consistent with this framework;

ii. Consideration of a request for Council to consent to a sub-lease, where not consistent with this framework; and

iii. Strategic planning matters that relate to sporting and active recreation facilities that do not advance Parks People Play.

4.2 General Council

The following matters must be considered and decided by the General Council:

(a) The Standard Tenure Documents, including standardised terms such as Key

Performance Indicators, maintenance responsibilities and eligibility. (b) Any tenure-related matters which are not consistent with this framework or have been

referred from the Committee (c) Where a recommendation is made which is not consistent with other Council policies,

plans or strategic documents (i.e. all decisions which do not advance this policy or Parks People Play).

Where matters are not identified to be decided by the General Council, the Sport and Active Recreation Committee is the decision maker.

Council resolves, in accordance with the Local Government Regulation 2012 (Qld) section 236(2), that the exception in section 236(1)(b)(ii) applies to Council on the disposal of a valuable non-current asset, by way of lease, for Council owned or controlled land to a sport and active recreation organisation under this policy.







4.3 Tenure process

Granting of tenure

(a) Sporting and active recreation organisations shall generally be granted tenure in accordance with the terms and conditions specified in the Standard Tenure Documents.

(b) Council's preferred length of tenure is five (5) years. Council’s preferred length of tenure for a renewed term is five (5) years.

(c) The form of tenure to be offered by Council for facilities must include tenure over specialised fields, courts and buildings (i.e. excluding carpark areas and any surplus undeveloped reserved/freehold land).

Execution of tenure documents

(a) Upon receipt of a formal Tenure offer from Council the sporting or active recreation organisation has a period of forty-five (45) days to return the signed tenure agreement, unless an extension is granted by the Committee. If this is not achieved Council may offer the facility through a request to occupy process.

(b) All applications for a Lease or Licence over a Reserve are subject to Ministerial approval.

Eligibility and suitability

To be eligible for tenure over Council owned or controlled land the following criteria must be met:

(a) All applicants must be incorporated under the Association Incorporation Act 1981 or similar legislation, prior to tenure being granted.

(b) All applicants must provide evidence of public liability insurance for a minimum amount of $20 million in respect of any one event. There may be circumstances where Council will request a higher level of public liability cover and this is at the sole discretion of Council.

(c) In determining an application for tenure, Council may take into account the following factors: i. The capacity of the sporting or active recreation organisation to hold tenure over the

identified tenure area, including over specialised fields, courts and buildings. ii. The ability of the sporting or active recreation organisation to share facilities, fully

activate and utilise the facilities and resources. iii. The submission to Council of a compliant Club Strategic Plan. iv. The potential to grow membership and participation from the community and

capitalise on the opportunities the tenure offers. v. A demonstrated capacity to undertake development and maintenance of the facility as

required by the Standard Tenure Documents. vi. An ability to meet key performance indicators required by the Standard Tenure

Documents.

4.4 Activation of Council or controlled land

Tenure obligations

In general sporting and active recreation organisations, in accepting an offer of tenure from Council, will be responsible for: (a) Payment of tax invoices for water usage charges and waste collection service costs in line

with the Water and Waste policy for sport and active recreation organisations. (b) All services and utilities used by the sporting and active recreation organisation including,

electricity and telecommunications and associated connection and disconnection fees.

(c) Insurance: i. Each organisation is required to maintain public liability insurance to a minimum value

of $20 million in respect of any one event or otherwise as determined by Council.







Council must be identified as an interested party under the policy and evidence must be produced to satisfy this requirement.

ii. Sporting and active recreation organisations must take out and maintain contents insurance. Council must be identified as a third party beneficiary under the policy and evidence must be produced to satisfy this requirement.

Workers' compensation insurance (where applicable). General sporting insurance.

(d) Achievement of key performance indicators specified in the tenure document. (e) Obtaining all necessary licenses and approvals to engage in the activities permitted by the

tenure and that require licenses and/or approvals to allow that activity to be undertaken (f) Council's legal costs associated with any dispute resolution, legal advice or court costs arising

from Council enforcing the terms of any Lease or License. (g) Organisations will take responsibility for the general maintenance and upkeep on infrastructure

and site improvements as per the signed tenure agreement.

Key performance indicators

The following are the minimum key performance indicators which are included in the Standard Tenure Documents:

(a) Attendance or participation by one or more committee members in 2 workshops per annum that

are deemed mandatory by Council.

(b) Submission to Council of an annual report, completed in the Council template and submitted at the

time specified in the tenure agreement, detailing the sporting or active recreation organisations

performance over the past 12 months, including:

(c) A maintenance log including all parts of the leased area where works have been carried out including contractor details, licence details and the nature of work completed;

(d) A risk management assessment of the building (if relevant), grounds, space and courts identifying all relevant safety issues either known or considered an imminent risk;

(e) A compliance checklist (i.e. test and tag, chemical storage); (f) A summary of achievements for the sporting or active recreation organisation, including:

i. Participation and membership numbers; ii. number of events held; iii. athlete development; iv. internal or external training that was provided to members and volunteers;

v. facility matters requiring attention by Council, consistent with Council's maintenance obligations in the standard Lease or Licence.

(g) Operation in accordance with approved governing body regulations, the association's constitution, rules and by-laws and with Council and other regulating body rules.







(h) Demonstrated evidence of engaging with the community through activating the space

over which the organisation holds tenure (e.g. hiring the facility to other community

organisations, holding events open to the broader community).

(i) Completion of the Club Planning Toolkit.

Council Responsibilities

(a) Sporting and active recreation organisations will not be responsible for Council’s legal costs associated with the tenure document preparation (including survey costs and lease registration fees).

(b) Council will undertake condition audits every 3 years on Council owned or controlled land as outlined in the Business Process Model including of the following structures:

i. Fields and hard courts; ii. Clubhouses; iii. Specialized Facilities; and iv. Infrastructure.

(c) Compliance audits of all Council owned or controlled land will be progressively undertaken to ensure certificates of classification have been issued.

(d) In addition to the condition audits stated in section 4.6(a) above, Council’s sport and recreation unit will undertake yearly visual reviews/inspections of facilities on council owned and controlled land.

(e) Information accumulated from the yearly review will be used to inform: i. Maintenance priorities for the lessees or licensees;

ii. Club development opportunities; iii. Council’s Master Plans and long term planning;

iv. Capital Investment; v. Sport and Recreation Grants program (funding opportunities);and vi. Risk Management.

(f) Council will take responsibility for the repair and replacement of any items identified in the i. Condition audit as:

ii. Major asset failure; iii. Major replacement; and

iv. High risk/vulnerable asset. (g) Maintenance of the tenure and surrounding areas consistent with the obligations outlined in

the Maintenance Standard documents. (h) Maintenance of the general community's right to access the sporting facilities outside of

organised sport or recreation participation, subject to the nature of the facility. (i) Council will be responsible for insurance of capital assets including all infrastructure that is

in an acceptable condition as per asset rating(e.g. buildings and grandstands) on council owned and controlled land leased or licensed

(j) Sport and active recreation organisation. (k) Council will be responsible in coordinating the online and face to face mandatory workshops.

(l) Scheduled (Field/Court/Specialised) maintenance responsibilities as outlined in the Maintenance Standard Documents.







Failure to perform

The Standard Tenure Document will detail the process for non-compliance and dispute resolution.

4.5 Tenure fees

The following annual tenure fee will be applied for sporting and recreation organisations with tenure over Council owned or controlled land:

Annual tenure fee amount Tenure classification

$1 on demand Sporting and active recreation organisations

4.7 Essential Requirements

(a) Before a tenure agreement may be signed the following must be provided / completed:

i. Certificate of incorporation; ii. Certificate of Currency (as determined my council) iii. Land Management Plan, if applicable.

(b) Before funding applications will be considered the following essential elements must be provided or completed:

i. Current annual financial statements;

ii. Club Planning Toolkit; iii. No outstanding debt to Council;

iv. Certificate of classification check; and

v. Food business and liquor License check.

5.0 Council’s Standard Tenure Documents

Council will adopt Standard Tenure Documents, consistent with this policy, from time to time.

A tenure agreement may include special conditions relevant to a particular facility, having regard to the particular nature of that facility.

6.0 Policy Review

All policies will be reviewed annually or when any of the following occurs:

Relevant legislation, regulations, standards and policies are amended or replaced; and

Other circumstances as determined from time to time by the Chief Executive Officer/Executive Leadership Team/Managers.



Adoption Date: [Date] Revokes: Policy Name

Amended Date: [Date] Review Date: [Date]

Policy Name Page 1 of 3

COUNCIL POLICY

Water and Waste for Sport and Active Recreation Organisations Policy

POLICY NUMBER: DEPARTMENT: Communities

EFFECTIVE DATE: 26 June 2018

1.0 Purpose and Scope

In accordance with Council's policy titled "(Framework to) Tenure of Council owned or controlled land to

sporting and active recreation organisations", this policy will apply to sporting and active recreation

organisations that hold a tenure of Council owned or controlled land.

Council will issue a tax invoice for service charges to each sport and active recreation

organisation with a tenure agreement over Council owned or controlled land. The organisations will be

responsible for payment of the tax invoice in full as per the Water Usage Charges and Waste

Management charges set out in this policy.

2.0 Reference

Local Government Act 2009 Central Highlands Regional Council – The Game Plan – A plan for organised sport Tenure of Council Owned or Controlled Land to Sporting and Active Recreation Organisations Policy

3.0 Definitions

CEO refers to Chief Executive Officer Council refers to Central Highlands Regional Council The Act shall mean the Local Government Act 2009 (as amended). The Regulation shall mean the Local Government Regulation 2012 (as amended).

4.0 Policy Statement

The following principles and framework are to be undertaken for this Policy:






1. Payment of tax invoice

(a) Council will issue a tax invoice to each organisation with tenure of Council owned

or controlled land.

(b) All organisations must attend to payment of the tax invoice in full and in accordance with the terms of the tax invoice.

2. Council contribution

Utility Charges Sewerage Charges 100 % water access charges as per rates schedule

100% sewerage access charges as per rates schedule

3. Fees and Charges

Facilities will be allocated by Council to a suitable category in both Water Usage Charges and Waste Management Charges. Please refer to tables below for fees and charges

(a) Water Usage Charges

Category Cost Threshold k/L If organisations reach

the threshold in respective category, fees of $1.62 per K/L will be incurred.

Category A $ 280.00 350 k/L Category B $ 1,500.00 2000 k/L

Category C $ 3,150.00 4500 k/L

Category D $ 9,750.00 15000 k/L

Uncategorised - user groups cover water costs in facility/no-very minimal water use

(b) Waste Management Charges

Category Cost Excluding industrial services – this will be at a organisations cost unless approved through the Donations Policy

Waste Management Charge

$238 Contribution towards landfill (not currently in rates schedule)

Refuse Collection Charge

$170 per general waste bin $156 per recycling bin (plus $124 per additional recycling service)

The costs in this policy will be reviewed annually.






5.0 Policy Review

All policies will be reviewed annually or when any of the following occurs:

• Relevant legislation, regulations, standards and policies are amended or replaced; and

• Other circumstances as determined from time to time by the Chief Executive Officer / Executive Leadership Team / Managers.



INTERNAL AUDIT CHARTER

Date Adopted by Council: 30 August 2016

Revised: April 2018

Version: 4, Version Date: 17/05/2018Document Set ID: 908077



Internal Audit Charter

Central Highlands Regional Council Page 2 of 10

Contents

1. INTRODUCTION ........................................................................................................................................3

2. THE ROLE AND PURPOSE OF INTERNAL AUDIT.........................................................................................3

3. INDEPENDENCE AND THE POSITION OF INTERNAL AUDIT FUNCTION WITHIN COUNCIL ........................4

4. AUTHORITY ...............................................................................................................................................5

5. RELATIONSHIP TO EXTERNAL AUDIT ........................................................................................................5

6. SCOPE OF INTERNAL AUDIT ACTIVITIES....................................................................................................6

7. RESPONSIBILITY FOR DETECTING AND REPORTING IRREGULARITIES.......................................................7

8. INTERNAL AUDIT APPROACH....................................................................................................................8

9. REPORTING ACCOUNTABILITY ..................................................................................................................9

10. MANAGEMENT’S RESPONSIBILITY FOR CORRECTIVE ACTION ................................................................10

11. QUALITY ASSURANCE..............................................................................................................................10

12. REVIEW OF INTERNAL AUDIT CHARTER ..................................................................................................10






1. INTRODUCTION

The Local Government Act 2009 and Local Government Regulation 2012 requires that Central Highlands Regional Council establish an effective and efficient internal audit function. This Charter establishes the authority and responsibility conferred by Council on Internal Audit and incorporates the internal audit duty requirements of Subdivision 1 of the Regulation). More specifically the Charter defines the function, scope, operating and reporting parameters of the internal audit activity.

This charter establishes and defines the extent of authority and responsibilities conferred on Internal Audit by Council and explains the role of the Internal Audit function as it applies to the Central Highlands Regional Council.

2. THE ROLE AND PURPOSE OF INTERNAL AUDIT

The internal audit function is established to provide independent, objective assurance and consulting services designed to add value and improve the organisation’s operations. It helps the organisation accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes.

Accordingly audit planning must be sufficiently comprehensive to regularly audit/review all facets of Council’s operations, having regard to the functions and duties imposed on Council.

The Internal Audit function reports to both the Chief Executive Officer (CEO) and Audit Committee.

An effective audit function will provide Council and the Chief Executive Officer (CEO) with:

Management oriented appraisals of Council functions and activities to determine their appropriateness in the context of Council objectives (including, but not restricted to accounting and financial management information, performance monitoring and control systems);

An effective audit function will provide Council and the Chief Executive Officer (CEO) with:

2.1 Management oriented appraisals of Council functions and activities to determine their appropriateness in the context of Council objectives (including, but not restricted to accounting and financial management information, performance monitoring and control systems);

2.2 Reviews of the reliability of accounting and financial management, an assessment of the systems of internal control, an evaluation of compliance with relevant legislation, local law, local law policies, Council policies, operating guidelines and delegations and the protection of the assets and resources under the control of management;






2.3 Independent and confidential advice on action to be taken to improve operational effectiveness, efficiency and economy;

2.4 Follow up appraisals, where appropriate, regarding action taken by operational management as a result of audit recommendations;

2.5 Review of program/support plan performance criteria and performance indicators for relevance, reliability and accuracy at such other times as may be appropriate;

2.6 Management-oriented evaluation of programs/support plans to determine that legislation, local law, local law policies, Council policies, and program/support plan objectives and strategies remain appropriate and are being achieved; whether resources are optimally allocated across programs/support plans and optimally utilised within each program/support plan; and that the strategic management system ensures accountability of programs/support plans in line with the strategic direction as set by Council in accordance with the Corporate Plan;

2.7 This Charter also recognises the role that the internal audit function may be called upon to play as an appropriate entity under the Public Interest Disclosure Act 2010; and

2.8 It is the responsibility of the Chief Executive Officer (CEO) and Management to ensure this policy is understood and adhered to by the organisation (Central Highlands Regional Council).

3. INDEPENDENCE AND THE POSITION OF INTERNAL AUDIT FUNCTION WITHIN COUNCIL

Internal Audit has independent status within the Council and for that purpose shall have further access to the Chief Executive Officer and Audit Committee. Further the internal audit function:

3.1 Shall have no executive or managerial powers, functions, authorities or duties except those relating to the management of the audit function;

3.2 Shall not be involved in the day to day operation of Council, nor in the internal operational checking systems of Council except those relating to the administrative and management of the audit activities;

3.3 Shall not be responsible for installing or maintaining systems, procedures or controls, but will advise on these matters and provide independent assurance (in accordance with the agreed Audit Plan) to management that completed systems will contribute to the achievement of the intended corporate objectives; and

3.4 At the direction of the CEO, the Internal Audit or CHRC sponsor, will have an observer/adviser status on steering committees, formed to co-ordinate financial/information systems design and implementation.






4. AUTHORITY

Internal audit has neither direct responsibility, nor authority over, any of the activities, which it audits. Therefore, the audits and evaluations do not, in any way, relieve other persons in Council of the responsibilities assigned to them.

Internal Audit shall generally undertake projects in accordance with programs/plans approved by the Chief Executive Officer but shall also conduct such further unscheduled projects as the Chief Executive Officer considers desirable. Due consideration should also be given to the views of the Audit Committee and the Executive Leadership Team in regard to suitable projects.

For the purpose of its function, Internal Audit is authorised to review all areas of Council and to have full, free, and unrestricted access to all Council's activities, records (both manual and electronic), property, and personnel. Council activities include entities over which Council has direct management, sponsorship or financial control.

All employees shall co-operate fully in making available any material or information reasonably requested by internal auditors. Further, all employees are expected to bring to the attention of the Governance Manager any suspected situation involving improper activity or non-compliance with applicable policies, plans, procedures, laws or regulations, of which they have knowledge. The Governance Manager, through the General Manager Corporate Services, will make the Chief Executive Officer aware of any such situations. Internal Audit has unrestricted access to people and information pertaining to the agreed Audit Plan.

5. RELATIONSHIP TO EXTERNAL AUDIT

Internal Audit shall co-operate fully with the Auditor-General and the appointed external auditor in respect of any internal audits undertaken. Working papers together with any further explanations may be made available in order to enhance the effectiveness of the total audit coverage and to minimise duplication.

To ensure that the Internal Auditor is aware of all matters associated with its functional responsibilities, the Internal Auditor is to be supplied with copies of all relevant correspondence received from External Audit and Queensland Audit Office.






6. SCOPE OF INTERNAL AUDIT ACTIVITIES

The scope of internal auditing is to determine whether the organisation’s network of governance, risk management and control processes, as designed and represented by management, is adequate and functioning in an effective manner. It includes, but is not necessarily limited to, the following:

6.1 Reviewing the reliability and integrity of financial and operating information and the means used to identify, measure, classify and report such information;

6.2 Reviewing the systems established to ensure compliance with those policies, plans, procedures, laws and regulations which could have a significant impact on operations and reports and whether the organisation is in compliance. Audit should also be pro- active in offering advice to management in regards to the implications of future legislation, policy and industry changes;

6.3 Reviewing the means of safeguarding assets and, where appropriate, verifying the existence of such assets;

6.4 Reviewing and appraising the economy and efficiency with which resources are employed, identify opportunities to improve operating performance, and recommend solutions where appropriate;

6.5 Contributing to the corporate management process by assessing and reporting the relevance, reliability and adequacy of management data and performance indicators and reviewing operations or programs to ascertain whether results are consistent with established objectives and goals and whether the operations or programs are being carried out as planned;

6.6 Contribute to the development of the Enterprise Risk Management (ERM) Framework to provide objective assurance to the Council on the effectiveness of the organisation's ERM activities to ensure key business risks are being managed appropriately and that the system of internal control is operating effectively;

6.7 Offer advice on the development of annual internal audit plans;

6.8 Conduct audit projects of Council activities as directed by the Chief Executive Officer; and

6.9 Follow up the implementation of audit recommendations on a periodic basis.

The scope of the internal audit function extends to include all departments, programs, sub-programs, functions, funded schemes and entities over which Council has direct management, sponsorship or financial control.

Any dispute as to whether an activity falls within the scope of Council's internal audit function shall be determined by the Chief Executive Officer.






7. RESPONSIBILITY FOR DETECTING AND REPORTING IRREGULARITIES

Internal Audit is not legally or professionally responsible for preventing irregularities (which include fraud, other illegal acts and errors). In order to facilitate the fraud/corruption prevention function, the Internal Auditor should be informed of any special investigation, fraud, theft or other suspected cases of misappropriation.

The responsibility for prevention of irregularities rests with the Chief Executive Officer and management through the implementation and continued operation of an adequate internal control system. Internal auditors are responsible for examining and evaluating the adequacy and the effectiveness of actions taken by management to fulfil this obligation.

However, in exercising due professional care, internal auditors should be alert to the possibility of irregularities and those conditions and activities where irregularities are most likely to occur. Due care implies reasonable care and competence, not infallibility, nor extraordinary performance. It requires internal auditors to conduct examinations and verifications to a reasonable extent.

The Internal Auditor has a responsibility to report irregularities and allegations of irregularities to the Chief Executive Officer and, at the next available meeting, to the Audit Committee1. The Chief Executive Officer will be responsible for taking appropriate investigative action and this may include a request to the Internal Auditor to investigate the matter. The Chief Executive Officer will be responsible for all future reports to the Audit Committee until the matter has been resolved to the Audit Committee’s satisfaction.

The CEO is responsible for reporting any irregularities according to the provisions of the Local Government Act 2009, the Crime Corruption Act 2001 and the Crime and Misconduct Regulation 2005, and any other statutory regulations that may come into force from time to time. In this regard the Governance Manager will fulfil the liaison officer’s role to the Crime and Corruption Commission.

1Notification only with the report not to identify individuals or a level of detail that would enable identification of an individual. Future reports will be submitted by the Chief Executive Officer






8. INTERNAL AUDIT APPROACH

Internal Audit will adopt an integrated risk based approach to allocating resources and planning.

8.1 Risk Profile for annual internal audit plans:

8.1.1 The Annual Audit Plan projects may include financial, compliance, performance, due diligence, information systems, program evaluation, operational audits and other approaches as deemed appropriate, given the resources and also the priorities established through the risk assessment process and other more recent considerations.

8.2 Responsibilities and Auditing Standards:

8.2.1 Audit will discharge its responsibilities in accordance with this document and the Standards with the proviso that this document shall be overridden by the Standards, should a conflicting interpretation arise.

8.3 Specific standards which are to be followed include:

Audit staff must maintain an independent outlook and must ensure their independence to plan, investigate and report with honesty and objectivity;

Projects are to be performed by or under the control of a suitably skilled, experienced and competent person(s);

Findings and recommendations or suggestions are developed and documented with due care during the course of each engagement, such that the reporting process is expedited;

Regular quality assurance reviews of project plans, reports and working papers are carried out; and

Information acquired during the course of work must not be used and/or conveyed for purposes outside the scope of Audit's approved responsibilities.






9. REPORTING ACCOUNTABILITY

9.1 Internal Audit Report:

9.1.1 A draft report shall be prepared and issued by the Internal Auditor to the Chief Executive Officer and the relevant General Manager as soon as possible after the completion of an audit project. The draft report will include comments and action plans by the Manager/General Manager where appropriate;

9.1.2 The appropriate General Manager receiving the draft audit report should respond within ten (10) working days or such longer period as may be determined between the General Manager and the Internal Auditor. This response is to indicate what actions are to be taken or planned, a responsible officer and a timetable for the anticipated completion of these actions in regard to the specific findings and recommendations in the draft audit report;

9.1.3 A final audit report will be prepared and issued by the Internal Auditor to the Chief Executive Officer and will include the comments and action plans as per the response of the General. If a response is not received by the due date Internal Audit is required to issue the draft as the final audit report with a comment in relation to the non-response;

9.1.4 As well as the final report to the Chief Executive Officer, copies will be provided to the relevant General Manager. An indication will be given as to whether the person receiving the report should be taking action or securing action in relation to the report, or merely receiving the report for information;

9.1.5 An Internal Audit Progress Report and any completed Internal Audit Reports will be submitted to the next available Audit Committee meeting summarising the outcomes to the audit; and

9.1.6 An initial draft high level report will be provided to ManagerGovernance.

The Governance Manager may also advise the Auditor-General, Queensland Audit Office, or the Auditor-General’s delegate/contractor about any audit findings as appropriate or if requested.

A summary of audit recommendations, action taken and action outstanding will be included in an Audit Issues and Actions Matrix. This register will be maintained and updated by the Governance Manager.






10. MANAGEMENT’S RESPONSIBILITY FOR CORRECTIVE ACTION

The appropriate General Manager is responsible for seeing that action is taken within the established timeframe. Recommendations are considered outstanding until they are implemented or an explanation offered to the satisfaction of the Chief Executive Officer why no further action is required. Any recommendations that have not been actioned within the agreed timeframe will be reported to the Audit Committee and followed through by the Governance Manager.

If the appropriate General Manager foresees difficulties implementing the recommendations within the time frame, the General Manager should advise the Chief Executive Officer and Governance Manager regarding the cause of delay and the revised implementation schedule.

In accordance with section 156(2)(e) of the Regulation the Chief Executive Officer is to provide response to each internal audit detailing the actions to be taken and the timing of those actions.

11. QUALITY ASSURANCE

Audit Work: In order to ensure that the quality of internal audit work is consistently maintained at a high standard, the Governance Manager should establish and maintain a quality assurance program and/or conduct periodic surveys of Internal Audit performance throughout the organisation.

12. REVIEW OF INTERNAL AUDIT CHARTER

The Chief Executive Officer is to review and recommend, as necessary, changes to the Charter. Such a review will take place when any of the following occur:

12.1 The related legislation/documents are amended or replaced;

12.2 Other circumstances as determined by a resolution of Council; or

12.3 Periodic Review – reviewed annually.




AUDIT COMMITTEE CHARTER 2018

Date Adopted by Council: 30 August 2016

Revised: April 2018




Audit Committee Charter


Contents

1. INTRODUCTION ........................................................................................................................................3

2. PURPOSE...................................................................................................................................................3

3. AUTHORITY ...............................................................................................................................................4

4. INDEPENDENCE AND ACCESS ...................................................................................................................4

5. MEMBERSHIP............................................................................................................................................4

6. SCOPE OF INTERNAL AUDIT ACTIVITIES....................................................................................................5

7. MEETINGS, RECORDS AND REPORTING STRUCTURE................................................................................7

8. TELECONFERENCE ATTENDANCE..............................................................................................................8

9. TRAINING..................................................................................................................................................9

10. SELF EVALUATION.................................................................................................................................9

APPENDIX 1: Audit Committee Annual Assessment Questionnaire of the Internal Audit Activity................10






1. INTRODUCTION

The Local Government Act 2009 requires Central Highlands Regional Council to have and maintain an Audit Committee. This charter defines the responsibilities of the Audit Committee and explains the role of the Committee within Council.

The Audit Committee is established in accordance with Subdivision 2, Sections 208-211 of the Local Government Regulation 2012. It has no authority in itself and does not replace the management responsibilities of Executive Management, but rather acts as a source of independent advice to the Chief Executive Officer (CEO) and to Council. It in no way diminishes management’s responsibility to maintain an adequate governance and internal environment control system and manage risks.

2. PURPOSE

The primary objective of the Committee (Advisory Body) is to assist Council in fulfilling its oversight responsibilities relating to accounting and reporting requirements imposed under the Local Government Act and other relevant legislation.

These terms of reference set the principles and standards for the Audit Committee to:

2.1. Enhance the ability of Councillors to fulfil their legal responsibilities.

2.2. Add to the credibility and objectivity of financial reports.

2.3. Enhance the objectivity and effectiveness of the Council’s Internal Audit Function.

2.4. Oversee the application of appropriate accounting and disclosure policies and procedures.

2.5. Monitor existing corporate policies and review new corporate policies to prohibit unethical, questionable or illegal activities.

2.6. Provide a communication link between management, internal auditors/external auditors and Council.

2.7. Promote the need for public accountability of managers to Council, the community and other interested parties.

2.8. Support measures to improve governance, risk and internal controls.

2.9. Other conditions as per the Act.






3. AUTHORITY

The Audit Committee has the authority to conduct or authorise investigations into matters within its scope of responsibility.

In carrying out its responsibilities, the Committee must at all times recognise that primary responsibility for management of Council rests with the Council and the Chief Executive Officer as defined by the Local Government Act.

4. INDEPENDENCE AND ACCESS

4.1 The Committee will need to liaise closely with management and internal and external auditors to carry out its responsibilities. Whilst the primary responsibility for financial and other reporting, internal control and compliance with laws, regulations and ethics within Council rests with management, the Audit Committee may exercise a monitoring and review role.

4.2 The Committee will have unrestricted access to all information, including documents and personnel, and have adequate resources in order to fulfil its oversight responsibilities, subject to any other legal requirements and relevant information in the normal course of duties.

4.3 Requests for Council officers, employees of business units and independent experts to attend an Audit Committee meeting or provide information will be undertaken through the Chief Executive Officer and be in accordance with Council policies.

4.4 The Committee will maintain its independence from the day-to-day operations of the Central Highlands Regional Council.

5. MEMBERSHIP

The Committee will be comprised of four members who shall be determined by Council. At least one member of the Committee shall have significant experience and skills in financial matters. Further:-

5.1 Two of the members will be Councillors.

5.2 The other two members will be independent and external to Council.

5.3 The Committee Chairperson should be independent of Council.

5.4 In the event of a tied vote, the Chairperson may exercise a casting vote on any resolution.






5.5 The Committee has the ability to co-opt any persons as Advisors, from time to time or for a particular period, subject to reasonable budget limitations.

5.6 The External Auditor, Internal Auditor, Advisors and Ex Officio attendees are non-voting observers.

5.7 The Mayor, Chief Executive Officer, General Manager Corporate Services and Manager Governance are permanent invitees and are non-voting observers (the Mayor may have voting privileges as an ‘Alternate’ member as defined in the Local Government Regulation 2012, section 66(1)(2)).

5.8 Other Council officers should attend as required by the Audit Committee.

5.9 The term of appointment is for three (3) years and may be extended for a further term subject to the composition and skill requirements of the committee. The maximum term being six (6) years.

6. SCOPE OF INTERNAL AUDIT ACTIVITIES

The responsibilities of the Committee are to:

6.1 Members

6.1.1 Understand the relevant legislation and regulatory requirements appropriate to Central Highlands Regional Council.

6.1.2 Contribute the time needed to study and understand the papers provided.

6.1.3 Express opinions frankly and pursue independent lines of enquiry.

6.2 Risk Management

6.2.1 Review whether management has in place a current and comprehensive risk management framework, and associated procedures for effective identification and management of business operational and strategic and financial risks, including fraud.

6.2.2 Review the impact of the risk management framework on its control environment and insurance arrangements.

6.2.3 Review whether a sound and effective approach has been followed in establishing business continuity planning arrangements.






6.3 External Audit Activities

6.3.1 Oversee Council compliance with the Local Government Act and other relevant legislation requirements for financial reporting.

6.3.2 Review the scope of the total audit activities with the external auditors.

6.3.3 Review of effectiveness of the annual audit, to ascertain whether emphasis is being placed on areas where the committee, management or the auditors believe special attention is necessary.

6.3.4 Review management responses to audit reports and the extent to which external audit recommendations concerning internal accounting controls and other matters are implemented.

6.3.5 Review the final draft financial statements prior to submission to the Auditor- General for auditing, in particular the review should focus on:(I) significant changes in accounting policies and practices(II) major judgmental areas(III) significant audit adjustments(IV) proposed departures from accounting standards(V) significant and major balances.

6.4 Internal Audit Activities

6.4.1 Review the effectiveness of the control environment established by management.

6.4.2 Review the internal audit charter to ensure appropriate organisational structures, authority, access and reporting arrangements in place.

6.4.3 Review the annual internal audit plan to assess that it covers the material business risks of the Council.

6.4.4 Monitor the effectiveness and objectivity of the Local Government’s internal auditors.

6.4.5 Review internal audit progress reports.

6.4.6 Monitor the implementation of internal audit recommendations by management (Audit Issues and Actions Matrix).

The Audit Committee’s responsibilities do not extend to managing the day-to-day activities of the internal audit function. This is a function which is carried out by the Chief Executive Officer.






6.5 Other Matters

Review the effectiveness, reliability and timeliness of management information being provided to Council.

6.5.1 Members are required to declare any interests that could constitute a real, potential or apparent conflict of interest with respect to participation on the committee. The declaration must be made on appointment to the committee and in relation to specific agenda items at the outset of each committee meeting, and be updated as necessary.

6.5.2 Review policies and procedures relating to conflict of interest, misconduct, fraud and other related sensitive issues.

6.5.3 Review steps taken by management to embed a culture which is committed to ethical and lawful behaviour.

6.5.4 Recommend special projects or investigations on any matter within its terms of reference.

6.5.5 Review and recommend as necessary changes to the Committee’s Charter at least every two (2) years.

7. MEETINGS, RECORDS AND REPORTING STRUCTURE

7.1 The Committee shall meet at least twice each financial year. The Chief Executive Officer will set the date, time and place for the meetings. Before setting the date, time and place for a Committee meeting, the Chief Executive Officer must, if practicable, consult with the Chairperson of the Committee. In addition, the Chief Executive Officer may call a meeting if requested to do so by any Committee member, or the internal or external auditors.

7.2 A quorum shall consist of two members.

7.3 The external auditors shall be given notice of all meetings and sent an agenda. The external auditors shall have the right to attend and speak.

7.4 The Governance section of Corporate Services will provide secretarial functions to the meetings.

7.5 Audit Committee Chair has the right to meet with internal and/or external auditors without management being involved.

7.6 Audit Committee Reports shall be presented at the next available Council General Meeting.






7.7 All meetings of the Audit Committee are deemed to be meetings to which the provisions of Section 275(1) Local Government Regulation 2012 applies and accordingly will be closed to the public.

8. TELECONFERENCE ATTENDANCE

8.1 The Chairperson may allow independent members or auditors to take part in a meeting by teleconferencing. Where the Chairperson has approved the teleconferencing arrangement, the attendee must be able to hear and be heard by each other person at the same time throughout the meeting.

8.2 The circumstances in which teleconferencing in a meeting would be allowed include where a natural disaster or severe weather prevents them from attending the place of the meeting.

8.3 In considering a request for attendance at a committee meeting by teleconferencing, confidentiality and privacy matters need to be considered as this may pose a risk to Council due to the nature of discussions. Teleconferencing technologies are not, and cannot be guaranteed 100% secure from interception.

8.4 Specified attendees (documented in 8.1) may participate in all aspects of a committee meeting via teleconference (e.g. by phone or computer) provided a quorum is present, and the attendee can be heard by all persons attending the meeting. It is the responsibility of the caller to be on the line in advance of the time of the meeting; calls received after the meeting has begun may not be accepted at the discretion of the Chair.

Any member participating in such fashion shall identify any and all persons present in the location from which the member is participating.

8.5 Should the Chairperson attend by teleconferencing, he/she shall appoint another member to conduct the meeting or postpone the meeting to another date. (If the latter situation is known more than twenty-four (24) hours in advance, the meeting should be postponed).






9. TRAINING

9.1 New members of the Audit Committee will be provided with induction material to allow the members to familiarise themselves with the environment and to facilitate their understanding of its principal operations and activities, corporate practices and culture.

9.2 Members are to attend training and professional development opportunities as they consider are appropriate to their needs or are offered by Council. External members are expected to undergo and maintain the necessary professional expertise to fulfil their role on the Audit Committee

10. SELF EVALUATION

10.1 At least once every two (2) years, the Audit Committee should assess the performance and achievements of the Committee for the previous period and ensure that it is meeting its objectives efficiently and effectively.

10.2 Where this evaluation highlights a need for enhancements to the role, operational processes or membership of the Committee, the Chairperson should take action to ensure such enhancements are implemented.




APPENDIX 1: Audit Committee Annual Assessment Questionnaire of the Internal Audit Activity

Audit Committee Annual AssessmentQuestionnaire of the Internal Audit Activity

Covering the fiscal year:

Background

Under its charter, the Audit Committee is required to assess the performance of internal audit. The collated results of this questionnaire will aid that process.

Instructions

Please tick each of the boxes that best represent your assessment.

Return the completed questionnaires to the Audit Committee Chairperson.

Your Name:

Your Role on (or with) the Audit Committee: ...

Your Signature: ................................................. Date Completed: / /

NO

Strongly

Disagree

NO

Disagree

UNSURE

Neutral

YES

Agree

YES

Strongly

Agree

Assessment of the Internal AuditActivity

1 2 3 4 5

Do you consider that the internal audit mandate is

appropriate?

Do you consider that the internal audit activity covers key

priorities, risks and areas of concern?

Do you consider the information and reports of internal audit

meet the needs of the Audit and Risk Committee?

Do you consider internal audit’s assessment of risks and controls is reliable?





Audit Committee Annual AssessmentQuestionnaire of the Internal Audit Activity

Deteriorated Same Better

1 3 5What is your perception of the internal audit activity

compared to last year?

Unsatisfactory Fair Satisfactory

1 2 3 4 5How would you rate the internal audit activity overall?

Comments/Suggestions for improvement:Note: In particular please provide comments on any ratings of ‘no’, ‘deteriorated’, or ‘unsatisfactory’.







5 BUSINESS ARISING OUT OF MINUTES

6 REVIEW OF OUTSTANDING MEETING ACTIONS

7 REVIEW OF UPCOMING AGENDA ITEMS

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

9 PETITION

9.1 To be tabled (if any)

10 NOTICE OF MOTION TO RESCIND

10.1 Notice of Motion to Rescind

Notice of Motion to Rescind

A Notice of Motion to Rescind a resolution was submitted by Cr Bell on Tuesday 22 May 2018 as follows:

At the General Meeting of Council held on Tuesday 15 May 2018 a motion was moved in relation to the Game Plan Tenure Framework.

Resolution:

Cr Goodwin-Smith moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council endorse the draft Tenure Framework (amended) to allow the Game Plan Advisory Committee to commence the second round of community engagement through meetings with sport and active recreation organisations across the region.”

In line with section 30 of the Central Highlands Regional Council’s standing orders repealing or amending resolutions, I wish to notify Council’s Mayor and CEO that I intend to move a motion to rescind the above motion and seek:

“That Central Highlands Regional Council thoroughly review the processes adopted by the Game Plan Committee in carrying out its role of establishing the Game Plan in the Central Highlands Regional Council area. This review is to include a reassessment of the draft Tenure Framework.”

30 Repealing or Amending Resolutions

(1) A resolution of the local government must not be repealed or amended unless notice of motion is given in accordance with the requirements of the Act.i

(2) Where a motion (a relevant motion) to repeal or amend a resolution is defeated, a motion to the same, or like effect, must not be moved until at least 3 months after the date on which the relevant motion was defeated.

(3) Councillors present at the meeting at which a relevant motion is put may defer consideration of the relevant motion, however, consideration of the relevant motion must not be deferred for more than 3 months.

(4) Where a resolution (a later resolution) of the local government relates to a matter the subject of a previous resolution (a previous resolution) passed more than 3 months previous, the previous resolution is amended or repealed to the extent that it is inconsistent with the later resolution.

i See Section 262 (Repeal or amendment of resolutions) of the Local Government Regulation 2012





11 COMMERCIAL SERVICES

11.1 Nil Reports



12 COMMUNITIES

12.1 Planning Scheme Amendment Process ..... approx 10 minutes

INFORMATION REPORT

Author: Kirstin Byrne, Manager Planning and Environment

Authorising Officer: Daniel Fletcher, General Manager Communities

EXECUTIVE SUMMARY:

The Central Highlands Regional Council is committed to having a dynamic planning scheme which is reviewed both periodically and on an as required basis to integrate key policy changes, economic growth opportunities and community expectations. The benefit of having an evolutionary planning scheme ensures that there is ongoing improvement to the planning scheme.

REPORT:

One of the biggest myths about Planning Schemes is that they are static documents that are in place for 10 or more years. Previously there was an expectation that Planning Schemes developed under the Integrated Planning Act 1997 would remain valid under the Sustainable Planning Act 2009 but required to be reviewed every 10 years to ensure they respond appropriately to changes at a local, regional and state level. The Central Highlands Regional Council is committed to having a dynamic planning scheme which is regularly reviewed on an as needs basis to integrate key policy changes, economic growth and community expectations. The benefit of having an evolutionary planning scheme ensures that there is ongoing improvement to the planning scheme.

The community are welcome to provide commentary or make suggestions to the Planning Scheme at any time and these suggestions inform the type of amendment that is required to be completed and the timeliness that those planning matters will be investigated. Some may argue that regular reviews of a planning scheme may reduce community certainty as to the expectations of planning within the region or that the community may be exhausted from frequent consultation however these also represent opportunities. As discussed below, there are varying types of amendments which have varying timeframes and some which do not require public consultation.

ProcessThe Minister’s Guidelines and Rules (MGR) is the new statutory instrument under the Planning Act 2016 (the Act) which contains the guidelines and rules for plan making under the Act. The MGR includes the rules for making and amending planning schemes, planning scheme policies, temporary local planning instruments and local government infrastructure plans. To ensure the relevance of the planning scheme, a number of amendments can be made:

Administrative amendments – public notification not required. These amendments are to make corrections to explanatory matters, format or presentation, spelling, grammatical or mapping errors (that do not materially affect the remainder of the instrument etc).

Timeframe: If the local government decides to adopt the proposed amendment, the local government must publish a public notice in accordance with the Act. The local government must then within 10 days of publishing a public notice provided the ECEO with a copy of the public notice, and a certified copy of the administrative amendment.

Minor amendments – public notification not required. A minor amendment is an amendment that is not an administrative amendment.

Timeframe: If the local government decides to adopt the proposed amendment, the local government must publish a public notice in accordance with the Act. The local government must then within 10 days pf publishing a public notice provided the ECEO with a copy of the public notice, and a certified copy of the administrative amendment.



Qualified state interest amendments – a new type of planning scheme amendment introduced by the Act that are intended to apply to amendments that require public notification, but which do not require all of the steps in the major amendment process, including a state interest review.

Timeframe: Within 20 days of receiving the proposed amendment under section 8.4, the Minister must give the local government a notice stating the steps forward i.e. public notification required or not, communications strategy or if the proposed amendment can proceed through the qualified state interest amendment process.

If public notification is to occur, it has to be undertaken for a minimum of 20 days. After receiving the documentation the Minister must provide the local government with a

notice within 20 days advising the outcome either adopting the proposed amendment, applying Minister’s conditions or reasons why the proposed amendment may not be adopted.

Major amendments – these are amendments that have prescribed timeframes the local government and Minister must follow.

Timeframe: Within 20 days of receiving the proposed amendment under section, the CEO may consider the early confirmation of state interests.

State interest review: 5 days Minister review: 60 days, provide outcome of the state interest review and a

communications strategy that the local government must implement. Public consultation: 20 days Minister review: 40 days to determine if the proposed amendment can be adopted,

the Ministers conditions to be applicable or why it was not adopted. 8.4, the Minister must give the local government a notice stating the steps forward i.e. public

notification required or not, communications strategy or if the proposed amendment can proceed through the qualified state interest amendment process.

If public notification is to occur, it has to be undertaken for a minimum of 20 days. Making and amending Planning Scheme Policy (PSP) – for the making or amending of a PSP by

following the process in the Minister’s rules. Timeframe: Public consultation: 20 days

Making and amending Temporary Local Planning Instrument (TLPI) – for the making or amending a TLPI. These TLPI’s are valid for a period of two (2) years during which time the provisions should be integrated into the planning scheme through an amendment process.

Timeframe: After receiving the TLPI documentation or amended TLPI documentation the Minister must provide the local government with a notice within 20 days advising the outcome either approving, approving to an earlier effective say (as in the TLPI renewables example) or refusing the TLPI.

Making and amending Local Government Infrastructure Plan (LGIP) - for the making or amending a LGIP. An LGIP is the part of the planning scheme that identifies the local government’s plans for trunk infrastructure that are necessary to service urban development at the desired standard of services in a coordinated, efficient and financially sustainable manner.

Amendment scheduleSince the Act commenced in July 2017, the Development and Planning Team have taken a number of reports to Council seeking changes to the Planning Scheme such as the adoption of the LGIP, TLPI Renewables and TLPI Operational Works.

The following table outlines the amendment schedule for the future of amendments for the Central Highlands Regional Council Planning Scheme.

Project Expected Completion date

Comments

Major amendment 1 – rezoning amendment of approx. 10 parcels of land

30 June 2018 Meetings held in December with the submitters (namely Cotton Gin), Response to submitter’s needs to be finalised and the amendment package to be lodged with the State Government.



Local Government Infrastructure Plan 2 (LGIP)

30 September 2018

A consultant from Integrated Infrastructure planning has been engaged to progress that. The consultant has been working with network managers – Water Infrastructure, Infrastructure and Community Recreation and Facilities. This is an overhaul of LGIP 1

Minor amendment – mapping

31 December 2018

Due to the mapping conversion project using slightly updated data than what was available when the scheme was adopted, there have been some changes with our overlay mapping, i.e. identifying the irrigation channels as bulk water supply infrastructure, slight tweaks to how the OLS is shown on the airport overlay and so on.

Major amendment 2 – Blackwater PDA revocation

31 December 2018

State of the assets information to be supplied from EDQ to provide Council greater surety in writing to the Minister to progress the revocation project EDQ to prepare documentation, CHRC to consult on the draft and adopt the amendment.

Major amendment 3– business improvement and innovation

30 June 2019 This amendment is intended to reflect and advance all new policy positions of Council, including the corporate plan, agribusiness intent, economic master plan etc. This amendment will also tidy up ‘oversights’ which have been identified through application of the scheme since it was first adopted. Current tracked change version of the planning scheme codes. This version is available in a tracked version to include changes i.e. land uses missed off tables. The Department of State Development, Manufacturing, Infrastructure and Planning (DSDMIP) are happy for CHRC to create new definitions if required.

Major amendment 4 – Flooding

30 June 2019 This amendment is to permanently resolves the band-aid fix of the Operational Works TLPI for filling in a flood hazard area plus advances some improvements for development in a flood hazard area (subject to the level of flooding). KBR have been engaged to progress to test the sensitivity of the flood plain i.e. the amount of fill allowable on a square metre basis. Council’s Flood Mitigation Project Manager has been liaising with KBR to complement the flood modelling which the Infrastructure and Utilities Department have commissioned KBR to undertake.

Major amendment 5 – Renewables

30 June 2019 This amendment is to permanently resolve the band-aid fix proposed by the TLPI for renewables. The team will have to work with a legal provider and other consultants to substantiate adverse economic conditions and justification of our case. CHRC wrote to the state (5 interests) to make a major amendment to integrate the state interests (no work on the amendment to date).

Minor amendment and Planning Scheme Policy preparation – Local Heritage

31 December 2019

Council needs a policy to deal with the process for declaration of local heritage places and process for removing local heritage declarations as well as actually checking the merit in some areas we have picked up as local heritage today.

ATTACHMENTS:

Nil

– END OF REPORT –



13 CORPORATE SERVICES

13.1 Monthly Financial Report - April 2018 ..... approx 20 mins

DECISION ACTION REPORT

Author: Wayne Jensen, Consultant Corporate ServicesMargaret Gatt, Manager Asset Management

Authorising Officer: Jason Bradshaw, General Manager Corporate Services

EXECUTIVE SUMMARY:

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

OFFICER RECOMMENDATION

That Central Highlands Regional Council receive the Monthly Financial Report for the period ended 30 April 2018.

REPORT:

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

The Financial Report compares actual performance to date with Council’s adopted Budget Review 2 (as at 05 March 2018) for 2017/18 and identifies, for Councillors information, significant variances or areas of concern. It also provides information about additional areas of financial interest to Council, and reinforces sound financial management practices throughout the organisation. This information is provided through three key statements that explain the operating position, financial position and cash flows.

Statement of Comprehensive Income for the period 30 April 2018Council’s financial performance is generally in accordance with budget, though there remain some variations, with the potential for further refinement at the next budget review, expected to be done in May 2018.

The Statement of Comprehensive Income shows an operating surplus of $5.12m at the end of April 2018 (refer to Attachment 1). The summary Operating Statement below compares this year to date operating surplus to the year to date budgeted surplus of $4.03m.

YTD Actual$000’s

YTD CurrentBudget$000’s

Variance$000’s

Variance%

Operating Revenue 103,430 108,822 (5,392) -4.95%Operating Expenses (67,538) (74,047) 6,509 -8.79%Earnings before Interest, Tax and Depreciation(EBITD) 35,892 34,775 1,117 3.21%Interest Expense (2,957) (2,964) 7 -0.24%Depreciation (27,819) (27,778) (41) 0.15%

Operating Result (excluding Capital revenue and expenditure) 5,115 4,033 1,082 26.83%*Current Budget refers to the Adopted Budget Review 2 2017/18

Summary Operating Statement - For the Period Ended April 2018



Operating RevenueThe year to date Operating Revenue has a variance of $5.39m (below budget). The graphs below show operating revenue by major category of actuals to budget variances by group.

Rates andUtility Charges

(Net)

StatutoryFees and Charges

Sales andRecoverable

Works

InvestmentIncome

OperatingGrants, Subsidies,

ContributionsYTD Budget 2017/2018 ($m) -78.31 -3.13 -18.37 -2.95 -6.06YTD Actual 2017/2018 ($m) -76.77 -3.32 -15.24 -3.20 -4.91Variance (%) -2.0% 6.1% -17.0% 8.3% -19.1%Variance ($) $1,546,070 -$190,194 $3,123,514 -$244,666 $1,156,848

-83

-73

-63

-53

-43

-33

-23

-13

-3

Mil

lions

Operating RevenueActual v Budget April 2018

N.B. Internal overhead allocation excluded

A summary of larger variances is noted below.

Rates & Utility Charges Minor variance across all rate categories due to rate capping and lower than budgeted recovery of legal costs through rates. This is offset by a reduction in legal expenses relating to rate legal action, and is a result of in-house recovery of lower valued debt rather than use of a recovery agency.

Sales & Recoverable Works Contributions of $2.79M for the Rail Siding/Capricorn Highway project will be received in 2018/19. This will be adjusted at BR3. Revenue for Main Roads (RMPC & RPC) is on track – variance due to timing of claim approvals.

Operating Grants, Subsidies,Contributions

Milestone 1 for BOR3 Rail Siding/Capricorn Highway project is due to be receipted of $2.208M on 31st of May. The remaining funding will be receipted in 2018/19. An adjustment to the current year project expense and revenue will be made at BR3.



Operating Expenses The year to date operating expenditure before interest and depreciation as at 30 April 2018 is below budget by $6.50m.

Depreciation Employee Costs Finance Costs Goods and ServicesYTD Budget 2017/2018 ($m) 27.78 30.29 2.96 47.65YTD Actual 2017/2018 ($m) 27.82 30.84 2.96 39.51Variance (%) -0.1% -1.8% 0.2% 17.1%Variance ($) $40,462 $552,230 -$6,715 -$8,138,483

-5

0

5

10

15

20

25

30

35

40

45

Mil

lions

Operating ExpensesActual v Budget April 2018

N.B. Internal overhead allocation excluded

A summary of larger variances is noted below.

Employee Costs Employee costs within the operating budget are showing an overspend of $552k. This is offset by an underspend in employee costs in the capital budget related to the timing of the capital work completed by council staff. This result indicates that employee costs will need to continue to be closely monitored if Council is to remain in line with operating budgets.

Goods & Services The majority of infrastructure materials & services variance relates to timing of works anticipated for RPC and major private works; an underspend across most areas of infrastructure rural roads maintenance; with $362k variance in water & sewer as a result of a reduction in the use of raw water. Underspend in materials & services for corporate services mainly due to information technology support & hardware maintenance contract renewals and IT systems professional services.

Statement of Financial Position as at 30 April 2018A detailed balance sheet is provided in the attached Statement of Financial Position as at 30 April 2018. The budgeted balance sheet reflects the estimated position at the completion of Budget Review 2 2017/18.

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

Cash Flow as at 30 April 2018The statement of cash flow provided in attachment 3 shows Council’s expected cash flows for the financial year and the actual cash flow to the end of April 2018. The cash position remains sound with cash totalling $147.443 million at the end of April. Cash levels in April were boosted by a significant number of ratepayers paying their rates on the due date (3 April), and together with less than anticipated expenditure towards the capital works program, cash levels are higher than forecast.

Whilst there are no major revenue receipts expected over May and June, there will be a boost in late June as loan funds will be drawn down for the Black Gully Wastewater Treatment Plant. Whilst cash will deplete



as further work progresses on capital projects, and the final debt service payment is made for the year, with the proposed roll-over of capital projects into 2018/19, the forecast cash position will be higher than originally budgeted.

Outstanding Debtors At 30 April 2018, outstanding Debtors stand at $3.595 million. This balance is comprised primarily of current debts, which represents $2.941m, or 81.79% of this balance. Debts over 90 days, valued at $38,533 represent only 1.07% of total outstanding debtors.

Outstanding and Overdue Rates

(a) Arrears Analysis:The total overdue rates balance at 30 April 2018, was approximately $9.2 Million, represented by 2,311 assessments. As at the date of this report (9 May 2018) the overdue rates balance had reduced to $8.7 Million with the most current levy, representing 36% of the arrears balance or approximately $3.1 Million.

The tables below analyse the overdue amount at the end of April by classification, location, dollar range and number of assessments.

Analysis of Arrears Amount by Township as at 30 April 2018:

Principal PlaceNon- Principal

PlaceMulti Units Commercial Public Accom. Rural Mining Mining Claim

Workers Accom. Other Cancelled

$ $ $ $ $ $ $ $ $ $ $ $

Emerald 3,206,190 1,065,675 1,497,263 103,410 325,771 169,069 45,002 - - - - -Blackwater 2,191,005 434,837 717,630 51,216 318,086 - - - - 669,235 - -Springsure 117,115 46,342 63,865 - 6,908 - - - - - - -Capella 244,709 23,201 118,978 5,871 96,660 - - - - - - -Small Towns 296,976 82,499 158,056 6,068 20,320 30,033 - - - - - -Tieri 11 - - - 11 - - - - - - -Non Rateable 15,241 - 720 - 14,521 - - - - - - -Mining 2,057,301 - - - - - - 104,470 127,293 1,825,539 - -Rural 442,784 - 25,304 - - - 417,481 - - - - -Other 671,151 - - - 211,577 - - - - - 137,123 322,451Total Arrears (gross) 9,242,483 - - - - - - - - - - -Rates Prepaid 1,090,931- - - - - - - - - - -Total Arrears (net) 8,151,551 1,652,554 2,581,816 166,564 993,853 199,102 462,483 104,470 127,293 2,494,774 137,123 322,451

TownshipTotal Rate

Arrears

Residential Commercial Other

Analysis of Number of Assessments in Arrears by Township as at 30 April 2018:

Principal Place

Non- Principal Place

Multi Units Commercial Public Accom. Rural MiningMining Claim

Workers Accom. Other

Cancelled

$ $ $ $ $ $ $ $ $ $ $ $

(i) Emerald 981 393 483 15 56 6 28 - - - - -(ii) Blackwater 343 107 200 9 26 - - - - 1 - -(iii) Springsure 64 26 29 - 9 - - - - - - -(iv) Capella 65 13 42 3 7 - - - - - - -(v) Small Towns 108 43 50 3 10 2 - - - - - -

Tieri 1 - - - 1 - - - - - - -(vi) Non Rateable 14 - 2 - 12 - - - - - - -

Mining 370 - - - - - - 11 245 114 - -(vii) Rural 245 - 1 - - - 244 - - - - -

Other 120 - - - 3 - - - - - 9 108Total Arrears (gross) 2,311 - - - - - - - - - - -Rates Prepaid - - - - - - - - - - -Total Arrears (net) 2,311 582 807 30 124 8 272 11 245 115 9 108

OtherTownship

Total Rate Arrears

Residential Commercial



(b) Other rates related Items

New valuations have now been issued to all ratepayers by the Department of Natural Resources and Mines. These valuations, which are effective from 1 July 2018, were performed as at 1 October 2017 and will used as the basis to levy rates for the 2018/19 financial year. In summary, the valuation results reflected a net 6.5% overall increase, which was largely attributed to rural land valuations.

There are currently approximately 530 assessments in the supplementary levy for various types of adjustments. These were issued by the 18 May 2018, with the due date for discount being 19th June.

Debt collection and recovery:

(a) In-house debt recovery

As well as business as usual tasks, the in-house debt recovery focus during April was on the recovery of the outstanding balance of the 2nd half levy that was due on 3 April. In accordance with Council’s Rates Recovery Policy the appropriate recovery action commenced with the issuing of a reminder letter at approximately 14 days post the due date. Those ratepayers who do did respond to this reminder within 14 days have now been issued with either a demand or a second reminder letter by Council’s external debt recovery agency. Demand letters are only issued for debts greater than $1,000 and represent approximately half of the letters issued.

The following is a running summary of results achieved in relation to activities undertaken by the Rates Collections Officer between 1 January 2018 and 30 April 2018:

374 ratepayers contacted – representing arrears of $567,516.88 (comprised of small debts less than $1,000).

84 accounts paid in full – recovering $59,884.37 50 accounts entered into a new payment arrangement to recover $205,218.19 $97,976.15 - actual amount received in relation to payment arrangements $91,456.14 - other payments received (not directly attributable to recovery action)

(b) Advanced debt recovery – Debt collection agencyThe table below shows that 428 assessments, representing $1.98 Million, have been referred to Council’s external debt collection agency, Recoveries and Reconstruction (R&R). These assessments are at different stages of the legal process and Council rates staff work closely with R&R in the management of these debts. Currently 121 (or 28%) of accounts at debt collection are adhering to an active formal payment plan.

Status of Debts Referred to Debt Collection Agency as at 30 April 2018:



i) Debts currently under an Active Payment Arrangement 121 416,781

ii) Debts Not Under an Active Payment Arrangement - stage of debt collection process:

- Reminder Letter sent 14 6,534 - Demand Letters sent 80 423,729 - Summons Issued 30 138,419 - Summons Served 13 56,271 - Pre Judgement warning Letters 34 209,561 - Judgement granted by Court 11 54,418 - Post Judgement warning letters 109 579,537 - Enforcement Hearings 0 - - Statutory Demands 1 15,078- Writs 15 75,228

307 1,558,774

TOTAL REFERRED TO DEBT COLLECTION AGENCY 428 1,975,555

* Notes:

Status of Debt Referred to Debt Collection Agency Number of AssessmentsBalance Outstanding *

$

- in some cases where a ratepoyer has more than one assessment, the totals have been combined and the number of assessments is shown as one (1) only.- the balance outstanding represents arrears at time of referral to debt collection, less receipts. In some cases this will not include arrears accrued since the date of referral.

- the balance outstanding includes legal costs.

(d) Significant Ratepayer Settlement AgreementThe settlement matter relating to the outstanding rate account of a significant ratepayer is progressing towards finalisation. It is expected that final settlement will occur by 30 June 2018.

Capital ProjectsCumulative capital expenditure for financial year 2017/18 as at 30 April 2018 is 43% ($36.1 million) of the budget ($83 million Budget review 2). Graphs below show the percentage of budget spent by departments along with the impact of open commitments.

Department Current Budget (BR2)

Actual Expenses YTD

Committed Expenses

YTDTotal YTD % Budget

Spent

% Budget Spent +

CommittedParks & Recreation 4,170,921 2,631,116 325,680 2,956,797 63% 71%Community & Customer Service 3,899,070 2,337,744 573,311 2,911,056 60% 75%Planning & Environment 2,391,418 777,203 43,807 821,010 32% 34%Total Communities 10,461,409 5,746,063 942,799 6,688,862 55% 64%Information Services 2,087,670 913,506 811,527 1,725,033 44% 83%Stores 15,000 9,660 - 9,660 64% 64%Plant, Fleet and Asset management 4,040,500 959,112 3,122,358 4,081,470 24% 101%Total Corporate Services 6,143,170 1,882,277 3,933,885 5,816,162 31% 95%Emergency Management & Volunteer Services 912,500 341,435 394,108 735,542 37% 81%Flood Mitigation 725,500 69,862 71,376 141,238 10% 19%Water 2,500,472 858,464 298,700 1,157,164 34% 46%Waste Water 21,795,384 13,590,931 9,585,158 23,176,089 62% 106%Roads 28,222,941 9,344,823 5,784,995 15,129,818 33% 54%Roads - NDRRA 5,000,000 1,591,520 853,079 2,444,599 32% 49%Stormwater 604,438 175,974 5,450 181,424 29% 30%Bridges & Culverts 1,644,028 1,555,695 835,211 2,390,906 95% 145%Workshop and Depots 287,000 109,814 - 109,814 38% 38%Total Infrastructure & Utilities 61,692,262 27,638,519 17,828,075 45,466,594 45% 74%Saleyards 590,000 396,793 2,800 399,593 67% 68%Land - 16,676 - 16,676 0% 0%Airport 3,805,000 316,359 180,381 496,740 8% 13%Quarry 805,000 110,074 24,154 134,228 14% 17%Total Commercial Services 5,200,000 839,902 207,334 1,047,237 16% 20%

Total 83,496,841 36,106,761 22,912,094 59,018,855 43% 71%

Summary of All Departments - April 2018



Capital Expenditure and Capital Commitments Graph:

Cash flow forecastThe table above indicates YTD expenditure of $36.1m against a total budget of $83.5m. By comparison, as at 30 April 2017 Council had expended $55.4m, with total actual expenditure of $68.5m by 30 June 2017. Managers were therefore asked to review all projects to identify expenditure requirements for May and June, and to also identify those projects likely to carry forward into 2018/19, with adjustments to be captured as part of BR3.

There are a number of projects where orders have been placed, and for which delivery / completion is realistically anticipated over the coming months before 30 June. There are also a number of projects where completion may be dependent upon other outcomes.

Commentary around specific projects & programs follows:

The Emerald Airport Runway overlay project ($2.25m) has been deferred until 2018/19 with a revised tender process to be applied.

$400k for the Pre-coat Plant upgrade at the Quarry is on hold. There are a number of vehicles and replacement plant items due for delivery in May/June. Whilst the Executive Office refurbishment is progressing, $200k for the Refit and Refurbishment

project will be carried over into 2018/19. Demolition of the Blackwater Pool is expected to be completed over May/June ($530k). Roads to Recovery and TIDS projects are expected to be completed within the financial year. Mine-funded roads projects will generally carry over into 2018/19 due to delays while a detailed

condition assessment / needs analysis was undertaken. Re-sheeting, reseals and rehabilitation programs are generally on track for completion by 30 June. The Bonnie-Doon access roads (funded by BOR3) have been flagged for carryover into 2018/19. Delays in construction at the Black Gully Wastewater Treatment Plant have resulted in a carryover

of approximately $3.8m into 2018/19, along with a number of other Water and Sewerage projects.

The below graph shows the cumulative cash flow expenditure to date in comparison to budget review 2, and adjusted following a detailed capital expenditure review, resulting in an identified carry over of $12M to next financial year, therefore a reduction of forecast capital expenditure in 2017/18 to $71.5M. These results will be incorporated into the upcoming BR3 figures.



Works for QueenslandTwenty-Seven (27) projects for the 2017-19 works for Queensland program totalling $2,550,000 are programmed to be completed over both the 2017/18 and 2018/19 financial years, with $1,985,000 scheduled for completion by 30 June 2018.

The program is behind the original budget from a cash flow perspective however at this stage all projects are expected to be completed by the original due date of June 2019. At the end of April, only 1 project has been completed, with expenditure committed against a number of others. The table below shows the status of works against the approved program:

Works for Queensland 2017-19Project titlle

W4Qproject budget

(GST Excl.)$

Actual Expenditure As @ 30 April

2018$

Est. Start Date Actual project Start date

Project Est. End Date

Actual End date

Bauhinia Memorial Hall - Upgrade the hall facility 150,000 - 1 October 2017 15 March 2018 1 June 2018

Blackwater Civic Centre - Upgrade lighting, sound equipment, cold-room, stove and dishwasher

55,000 - 1 August 2018 28 March 2018 1 November 2018

Rolleston Community Centre / Pool - electrical upgrade 30,000 - 1 February 2018 1 February 2018 1 March 2018

Duaringa McKenzie Park - Replacement of water feature, garden and new interpretive signage

120,000 - 1 January 2018 1 June 2018

Capella Bridgeman Park - Replacement of disability access to the main sports pavilion

40,000 - 1 February 2018 1 February 2018 1 May 2018

Clermont Street & Borilla Street footpath rehabilitation Stage 2 250,000 - 1 November 2017 10 February 2018 30 December 2017

Emerald Town entrance beautification (east) 250,000 - 1 March 2018 15 April 2018 1 June 2018

Emerald Town entrance beautification (south) 250,000 - 1 March 2018 15 April 2018 1 June 2018

Springsure Eclipse Street - footpath rehabilitation 200,000 173,299 1 February 2018 1 February 2018 30 March 2018

Springsure Showgrounds - Carpark and bus bay seal/pavement works 30,000 - 30 April 2018 30 May 2018

Rolleston School - Bus shelter 10,000 - 30 April 2018 30 May 2018

Comet - Upgrade drainage Ballard Street 140,000 - 1 May 2018 30 June 2018

Emerald - Concrete Infill at Edmonston Street roundabout 60,000 - 1 March 2018 30 April 2018

Central Highlands rural addressing signage installation 250,000 - 15 January 2018 1 February 2018 30 June 2018

Emerald Saleyard - Concrete extensions 100,000 104,928 15 September 2017 15 October 2017 30 June 2018 11 January 2018

Emerald Airport - Enhance entrance statement 50,000 - 18 October 2017 1 February 2018 28 November 2017

TOTAL 2017-18 PROJECT COST 1,985,000 278,2272018-19 Projects

Gindie - Town Entrance statements 25,000 1 July 2018 1 September 2018

Bauhinia - Town Entrance statements Bauhinia 25,000 1 July 2018 1 September 2018

Tieri - Town Entrance statements 25,000 1 July 2018 1 September 2018

Anakie - Town Entrance statements 25,000 1 March 2018 1 June 2018

Anakie - New bore emergency generator 25,000 1 July 2018 1 September 2018

Community Oval Rolleston - Upgrade new Canteen and Kitchen 100,000 1 July 2018 1 June 2019

Emerald Town Hall - Repaint super room and replace existing flooring 55,000 1 December 2018 1 March 2019

Springsure Showgrounds - Dining hall access upgrade 20,000 1 July 2018 1 September 2018

Rolleston Transaction Centre - upgrade irrigation and landscaping 15,000 1 July 2018 1 August 2018

Emerald Botanical Gardens eastside pathway improvements 200,000 1 July 2018 1 November 2018

Sapphire Pool - Carpark area sealing 50,000 1 September 2018 1 November 2018

TOTAL 2018-19 Project Budget 565,000 0



Local Spend, $2,987,650 ,

33%Outside District Spend,

$6,057,738 , 67%

April 2018 Local/Outside District Spend %

Local Spend Outside District Spend

% PO's raised Local

71%

% PO's raised Outside

District 29%

% of PO's created in April2018 comparing Local to Outside

District

% PO's raised Local % PO's raised Outside District

Procurement ActivitiesLocal spend for the month of April was 33% of eligible spend. 80% of purchase orders raised locally were under $1,000. The Top 100 Local Spend was $2,765,087.75.

CONSIDERATIONS / IMPLICATIONS:

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

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

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

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

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



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

Financial: The monthly financial report shows council’s financial position in relation to the month of April 2018. As the budget parameters have been tightly developed, monitoring of costs will be maintained as a high priority throughout the year. Areas of significant variance for both operating and capital will be reviewed for possible adjustment as part of a complete budget review to be undertaken during May.

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

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

ATTACHMENTS:

Attachment 1 - Statement of Comprehensive Income for the month ended 30 April 2018.Attachment 2 - Statement of Financial Position as at 30 April 2018.Attachment 3 - Statement of Cash Flows as at 30 April 2018.




Attachment 1

Total Current* Full Year Council Budget Budget Utilised

Actual YTD Full Year (83% of full year)$ $ % age

Operating Income Rates & Levies 76,765,822 83,804,038 92%Fees and Charges 2,559,243 2,798,539 91%Rental Income 757,264 991,979 76%Interest received 3,199,402 3,483,270 92%Sale of Goods and Major Services 8,823,125 11,656,054 76%Sales of Contract and Recoverable Works 5,941,117 11,125,000 53%Other recurrent income 479,554 656,400 73%Grants, Subsidies, Contributions and Donations 4,905,312 9,615,665 51%

Total Operating Income 103,430,839 124,130,945 83%

Operating ExpensesEmployee Benefits ( 30,843,465) ( 36,529,843) 84%Materials and Services ( 36,695,318) ( 54,945,621) 67%Finance Costs ( 2,957,735) ( 3,558,780) 83%Depreciation ( 27,819,212) ( 33,347,806) 83%

Total Operating Expenses ( 98,315,729) ( 128,382,050) 77%

Operating Result of Council - surplus/(deficit) 5,115,110 ( 4,251,105) -120%

Capital Income and Expenditure:Capital Revenue

Grants, Subsidies, Contributions and Donations 24,198,382 28,585,742 85%Other Capital income 15,585 869,490 2%Gain on Sale of property, plant and equipment 223,045 - 0%

24,437,012 29,455,232 83%Capital Expenditure

Other Capital Expenses ( 128,440) ( 2,000,000) 6%( 128,440) ( 2,000,000) 6%

Net Capital Income 24,308,572 27,455,232 89%

Net Result for the Year - surplus/(deficit) 29,423,682 23,204,127 127%

*Current Budget refers to the Adopted Budget Review 2 2017/18

CENTRAL HIGHLANDS REGIONAL COUNCIL Statement of Comprehensive Income

April 2018



Attachment 2

YTD Current Budget*Actuals (Full Year)

$ $Current Assets

Cash assets and cash equivalents 147,443,657 103,907,690Trade and other receivables - includes Community Loans 13,985,277 19,832,490Inventories - Quarry, Stores, Land Development 8,774,296 8,168,581Other financial assets - Prepayments - 481,740

170,203,230 132,390,501Non Current Assets

Trade and other receivables 577,072 477,070Equity investments - Emerald Co-op Shares 18,705 18,705Property, plant and equipment 1,324,157,047 1,441,736,280Capital Works in Progress 75,293,452 -

1,400,046,276 1,442,232,055TOTAL ASSETS 1,570,249,506 1,574,622,556

Current LiabilitiesTrade and other payables 11,535,403 17,631,340Provisions - Long Service Leave 3,602,466 3,000,000Borrowings 3,805,885 4,040,326Other 198,689 319,047

19,142,444 24,990,713Non Current Liabilities

Trade and other payables 4,194 4,194Provisions - LSL and Restoration Provisions 15,292,860 15,895,326Borrowings 54,932,625 59,068,808

70,229,679 74,968,328TOTAL LIABILITIES 89,372,122 99,959,041

NET COMMUNITY ASSETS 1,480,877,383 1,474,663,515

Community EquityAsset Revaluation Surplus 467,368,572 467,368,574Reserves 113,732,979 113,732,978Retained surplus/(deficiency) 899,775,832 893,561,963

TOTAL COMMUNITY EQUITY 1,480,877,383 1,474,663,515

*Current Budget refers to the Adopted Budget Review 2 2017/18

Central Highlands Regional Council Statement of Financial Position

April 2018



Attachment 3

For the period ended April 2018

Total Current* Council Actual YTD Budget

April Full Year$ $

Cash flows from operating activities: Receipts

Receipts from Customers 102,148,841 111,492,606Operating grants, subsidies and contributions 4,905,312 9,646,890Interest received 3,199,402 3,483,270

PaymentsPayments to suppliers and employees ( 73,406,013) ( 90,123,880)Interest expense ( 2,712,047) ( 3,235,020)

Net cash inflow (outflow) from operating activities 34,135,495 31,263,866

Cash flows from investing activities:Payments for property, plant and equipment ( 36,240,188) ( 84,835,550)Grants, subsidies, contributions and donations 24,198,382 28,585,740Equity Investments -Proceeds from Sale of property, plant and equipment 1,135,158 308,200

Net cash inflow (outflow) from investing activities ( 10,906,648) ( 55,941,610)

Cash flows from financing activities:Proceeds from borrowings 5,000,000Repayment of borrowings ( 3,049,703) ( 3,679,079)

Net cash inflow (outflow) from financing activities ( 3,049,703) 1,320,921

Net increase (decrease) in cash and cash equivalents held 20,179,145 ( 23,356,823)Cash and cash equivalents (including Investments) at beginning of the financial year 127,264,513 127,264,513

Cash and cash equivalents (including Investments) at end of the period 147,443,657 103,907,690

*Current Budget refers to the Adopted Budget 2 2017/18

CENTRAL HIGHLANDS REGIONAL COUNCIL Statement of Cash Flows



14 INFRASTRUCTURE AND UTILITIES

14.1 Nil Reports



15 CENTRAL HIGHLANDS DEVELOPMENT CORPORATION

15.1 Nil Reports



16 CHIEF EXECUTIVE OFFICER

16.1 LGAQ - Trade Waste Forum - 7 June 2018 ..... approx 5 mins

DECISION ACTION REPORT

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

Authorising Officer: Scott Mason, Chief Executive Officer

EXECUTIVE SUMMARY:

A local government peak body-organised Waste Forum is being held at Brisbane on June 7, 2018 to discuss the rapidly changing waste and recycling environment and the challenges and opportunities this presents to Queensland councils to create a 'zero waste to landfill' future.

OFFICER RECOMMENDATION

That Central Highlands Regional Council authorise Councillors (to be identified) to attend the Local Government Association of Queensland (LGAQ) Waste Forum in Brisbane on June 7, 2018 as its representatives.

REPORT:

An invitation has been sent to Council to attend a Waste Forum in Brisbane on 7 June 2018 to discuss the rapidly changing waste and recycling environment and the challenges and opportunities this presents to Queensland councils to create a zero waste to landfill future.

Representatives from the LGAQ, Peak Services, State Government and Queensland Treasury Corporation will provide briefings at the Forum.

The Forum will include presentations on: Waste levy Economics and feasibility of Waste to Energy (WtE) technology Community attitudes survey Waste tour

Suggested attendees are Mayor, Councillors, CEO and Senior Officers.

Registrations are required by 30 May 2018.Final agenda will be distributed on 1 June 2018.

CEO Note:Could consideration be given to Crs Sypher and Brimblecombe attending? They were two of Council's former representatives (Ramp 20, Ensham, Field trips, etc.) and have knowledge and experience that could be built upon. Likewise, Cr Daniels has knowledge through her disused mine void role.



CONSIDERATIONS / IMPLICATIONS: Risk Rating

Risk: CQ ROC meeting is scheduled for 7 June 2018

Corporate/Operational Plan Reference: 2. Building and Maintaining Quality Infrastructure; 2.2.3 - Deliver waste, recycling and re-use strategies across the region.

4. Protecting our People and our Environment; 4.1 - Corporate Plan Strategy: Well-managed and protected communities4.1.1 - Ensure the region’s sustainability through integrated, well-planned development.4.2 - Corporate Plan Strategy: Environmental sustainability

6. Our Organisation; 6.3.1 - Develop and implement effective systems to manage risk to enable the efficient delivery of council services.

Financial:

Conference Registrations Nil Flights – Emerald to Brisbane (based on flexi rate at the date of the report, red edeals are available)

$850.00

Accommodation (1 night will be required) @ approx. $200 per night / per person

$200.00

Total approximate cost (+ meals and transfers) $1,050.00

Year to date expenses (as at 22 May 2018)Conference Registrations Budget $41,000 Year to date $26,506Travel Expenses Budget $49,800 Year to Date $18,619Accommodation and Meals Budget $45,200 Year to Date $16,381

No Allowance in the 2017 / 2018 budget had been made for Councillors to attend this forum.

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

Communication/Engagement:The conference provides good learning and networking opportunities.

ATTACHMENTS:

Nil




17 GENERAL BUSINESS



18 LATE AGENDA ITEMS

19 CLOSED SESSION

19.1 Mayoral Minutes - Extension of Chief Executive Officers Contract ..... approx 45 mins

CLOSED SESSION REPORT

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

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

20 CLOSURE OF MEETING