2012-06-27 special general meeting minutes · 2013. 4. 1. · community plan and the long-term...

MINUTES

of the

SPECIAL GENERAL MEETING

CHAIRMAN: Cr R Dyne (Mayor)

Held in the Boardroom Town Hall

2 Caledonian Hill Gympie Qld 4570

on Wednesday 27 June 2012 at 9.00 am

Special General Meeting 27 June 2012

2

2

Gympie Regional Council SPECIAL GENERAL

Mayor RJ Dyne (Chairman), Crs AJ Perrett, MW Curran, LJ Friske, RA Gâté, MA McDonald, IT Petersen, WW Sachs and JA Walker.

APPOINTMENTS etc. CONTENTS SECTION 1: LEAVE OF ABSENCE / APOLOGIES ........................................................................ 3

SECTION 2: OPERATIONAL PLAN 2012/2013 .............................................................................. 4 2/1 ADOPTION OF THE OPERATIONAL PLAN 2012/2013 .................................................................. 4

SECTION 3: FINANCIAL PLAN 2012-2022..................................................................................... 7 3/1 ADOPTION OF FINANCIAL PLAN 2012-2022............................................................................... 7

SECTION 4: BUDGET 2012/2013 .................................................................................................... 9 4/1 ADOPTION OF 2012/2013 BUDGET........................................................................................... 9 4/2 STATEMENT OF LAND USE CODES.......................................................................................... 12 4/3 SPECIAL CHARGE – MOY POCKET ROAD ................................................................................ 13 4/4 SPECIAL CHARGE – RURAL FIRE BRIGADE LEVY...................................................................... 15 4/5 MAYOR’S BUDGET STATEMENT 2012/2013 ............................................................................ 16

SECTION 5: ATTACHMENTS ........................................................................................................ 21

The meeting commenced at 9:02 am.

PRESENT: Mayor Cr R.J. Dyne (Chairman), Cr A.J. Perrett, Cr M.W. Curran, Cr I.T. Petersen, Cr L.J. Friske, Cr R.A. Gâté, Cr M.A. McDonald, Cr W.W. Sachs and Cr J.A. Walker.

Also in attendance were Acting Chief Executive Officer (Mr C

Manson), Acting Director of Corporate Services (Mr B Hayes), Director of Financial Services (Mrs Y Oliver), Director of Engineering (Mr R Fredman), Director of Planning & Development (Mr M Hartley) and Minutes Clerk (Mrs S Lowe).

DECLARATIONS OF INTEREST BY COUNCILLORS

SG03/06/12 – SG06/06/12 - Conflict of Interest – All Councillors

SECTION 1: LEAVE OF ABSENCE / APOLOGIES

Special General Meeting 27 June 2012 4

Councillors will note that all considerations arrived at the Draft Budget Workshop have been incorporated into the 2012/2013 Budget.

SECTION 2: OPERATIONAL PLAN 2012/2013

2/1 Adoption of the Operational Plan 2012/2013 PORTFOLIO: Governance and Economic Development DIRECTORATE: Corporate Services AUTHOR: Manager Information Systems and Change

Management – B Hayes. DOC ID: LINK TO CORPORATE / OPERATIONAL PLAN: Corporate Plan Strategic Directions:- 3.2: Transparent and accountable service delivery 3.4: Responsible corporate financial management 1. BACKGROUND & PREVIOUS COUNCIL CONSIDERATION

Council is required to adopt an annual Operational Plan that is consistent with its Budget. This is the first Operational Plan to be considered by Council since the adoption of the Gympie Region Community Plan 2030 and the Corporate Plan 2012-2017. The format of the Operational Plan has been modified to provide a clear alignment between these key statutory Plans and Council’s annual Budget. A copy of the Draft Operational Plan 2012/2013 is provided as an attachment to the Agenda for Council’s consideration. 2. REPORT The Operational Plan forms part of Council’s Planning and Accountability documents as required under s104 of the Local Government Act 2009. Section 123 of the Local Government (Finance, Plans and Reporting) Regulation 2010 (Regulation) requires Council to adopt an annual Operational Plan that is consistent with its annual Budget.

Gympie Regional Council


Under the Regulation, the Operational Plan must further show how the local government will:- (i) progress the implementation of its 5 year Corporate Plan during the period of the Operational Plan; and (ii) manage operational risks. The Operational Plan 2012-2013 has been prepared based on the key themes and strategic directions of the Corporate Plan 2012-2017 which align back to the Community Plan. The inclusion of Budget reference links for all activities identified within the Operational Plan completes the integration cycle between Council’s Community, Corporate and Operational Plans through to the annual Budget as required under the legislation. Links to Council’s Risk Management Plan are provided throughout the Operational Plan to further address the requirements of the Regulation.

3. BUDGET IMPLICATIONS

Legislative requirement that the Operational Plan be consistent with the annual Budget.

4. POLICY IMPLICATIONS

Nil

5. CONSULTATION All Directors and CEO.

6. CONCLUSION

Council is required to adopt an annual Operational Plan that is consistent with its annual Budget. A Draft Operational Plan has been developed in consultation with all Directorates and the CEO. The format of the Operational Plan has been revised to show a clear alignment between Community Plan, Corporate Plan and Operational Plan through to the Budget in line with current legislative requirements.

7. ATTACHMENTS: 1. Draft Operational Plan 2012-2013.



SG01/06/12 Moved: Cr L.J. Friske Seconded: Cr I.T. Petersen That the Operational Plan 2012-2013, as presented, be adopted.

Carried



SECTION 3: FINANCIAL PLAN 2012-2022

3/1 Adoption of Financial Plan 2012-2022

PORTFOLIO: Governance and Economic Development DIRECTORATE: Financial Services AUTHOR: Director of Financial Services DOC ID: N/A LINK TO CORPORATE / OPERATIONAL PLAN: Corporate Plan Strategic Directions 3.2: Transparent and accountable service delivery 3.4: Responsible corporate financial management 2. BACKGROUND & PREVIOUS COUNCIL CONSIDERATION

Council is required to formally adopt a Financial Plan outlining the activities which Council intends to undertake over the next ten years to achieve its objectives.

3. REPORT The Financial Plan forms part of Council’s Planning and Accountability documents as required under s104 of the Local Government Act 2009. Section 131 of the Local Government (Finance Plans and Reporting) Regulation 2010 (Regulation) requires Council to adopt a Financial Plan. The Financial Plan in conjunction with the Long-Term Financial Forecast, the Long-Term Community Plan and the Long-Term Asset Management Plan outlines Council’s goals, strategies and policies for managing the Local Government’s finances during the period covered by the Plan. The Plan covers a ten year period and includes the Investment, Debt and Revenue Policies and requires Council to consider whole of life costing for capital investment decisions.

4. BUDGET IMPLICATIONS



The 2012/2013 Budget is the first year of Council’s Long-Term Financial Forecast which is integrally linked to the Financial Plan.

5. POLICY IMPLICATIONS Nil

6. CONSULTATION All Directors and CEO

7. CONCLUSION Council is required to adopt a Financial Plan annually that is consistent with the Long-Term Financial Forecast, the Long-Term Community Plan and the Long-Term Asset Management Plan. A Financial Plan covering the period of 2012 – 2022 has been prepared in accordance with the Regulation.

8. ATTACHMENTS: 2012-2013 Budget & 2012-2022 Financial Plan.

SG02/06/12 Moved: Cr A.J. Perrett Seconded: Cr R.A. Gâté

That in accordance with the Local Government (Finance, Plans and Reporting) Regulation 2010 Council hereby resolves to formally adopt the attached Financial Plan 2012-2022 and supporting policies as follows:

(1) The Revenue Policy as set out on pages 155 – 158 of the

attached document.

(2) The Investment Policy as set out on pages 159 – 162 of the attached document.

(3) The Debt Policy as set out on pages 163 – 164 of the attached document.

Carried



CONFLICT OF INTEREST All Councillors declared a perceived conflict of interest in all of the proposed Budget and rating resolutions due to the fact that as ratepayers and residents of the region, or as a member of a non profit, charitable or religious organisation or another entity, that may be receiving funding under the Budget, they may be perceived to have a personal interest in the decisions to be made. All Councillors also declared that such interests do not amount to material personal interests by operation of section 172(1)(b) of the Local Government Act 2009 and the definition of “ordinary business matter” contained in Schedule 4 to that Act.

All Councillors dealt with the perceived conflict of interest by stating that it was their determination that their personal interest was not of sufficient significance that it would lead to them making a decision on the proposed budget and rating resolutions that is contrary to the public interest. All Councillors participated in the discussion and voting on this matter.

SECTION 4: BUDGET 2012/2013

4/1 Adoption of 2012/2013 Budget PORTFOLIO: Governance and Economic Development DIRECTORATE: Financial Services AUTHOR: Director of Financial Services DOC ID: N/A LINK TO CORPORATE / OPERATIONAL PLAN: (Reference Number) Corporate Plan Strategic Directions 3.2: Transparent and accountable service delivery 3.4: Responsible corporate financial management 1. BACKGROUND & PREVIOUS COUNCIL CONSIDERATION

Council is required to adopt an annual Budget in accordance with the Local Government (Finance Plans and Reporting) Regulation 2010.



2. REPORT

The annual Budget forms part of Council’s Financial Management, Planning and Accountability documents as required under Section 104 of the Local Government Act 2009. Section 98 of the Local Government (Finance Plans and Reporting) Regulation 2010 requires Council to adopt an annual Budget which must include financial statements for the year for which it is prepared and the next two years. The Budget must be consistent with Council’s Long-Term Financial Forecast, the Financial Plan, the Five-Year Corporate Plan, the annual Operational Plan and the Long-Term Community Plan.

3. BUDGET IMPLICATIONS Legislation requires that the annual Budget be consistent with the abovementioned plans.

4. POLICY IMPLICATIONS NIL

5. CONSULTATION All Directors, CEO and Councillors.

6. CONCLUSION The 2012/2013 annual Budget together with the Long-Term Financial Forecast has been prepared in consultation with all Directorates, the CEO and Council.

7. ATTACHMENTS: 2012-2013 Budget & 2012-2022 Financial Plan.

SG03/06/12 Moved: Cr A.J. Perrett Seconded: Cr M.A. McDonald

That in accordance with the Local Government Act 2009 and the Local Government (Finance, Plans and Reporting) Regulation 2010 Council hereby resolves to formally adopt the attached Corporate Budget and supporting documentation by means of the following particular recitations:



(1) The Code of Competitive Conduct Activities, Policy and Statements as set out on pages 18 – 24 of the attached document.

(2) The Revenue Statement incorporating the Differential General Rates System as set out on pages 25 – 39 of the attached document.

(3) The statement of Gympie Regional Council Land Use Codes as set out on pages 43 – 90 of the attached document.

(4) The Schedule of Fees and Charges as adopted by Council for the year commencing 1 July 2012 as set out in pages 91 – 134 of the attached document.

(5) The Long Term Financial Forecast detailed in the following statements for the year 2012/2013 and projected statements for the years 2013/14 through to 2021/22.

(a) Statement of Comprehensive Income Page 3 (b) Appropriation Statement Page 4 (c) Statement of Financial Position Page 5 (d) Statement of Changes in Equity Page 6-10 (e) Statement of Cash Flows Page 11 (f) Statement of Original Budget By Programs Page 12-15 (g) Budget Financial Ratios Page 16-17

Carried 9/0



4/2 Statement of Land Use Codes

Report: (Director of Financial Services – Y Oliver) Land Use Codes are one of the criteria for the basis of the Differential General Rates System for 2012/13. The attached list details the assessments and land use codes effective as at 01/07/12 and are incorporated in the Budget Revenue Statement for 2012/13. Council also needs to delegate authority to the Chief Executive Officer or his delegate to amend, add or delete from this document, should circumstances require such action. Refer to the Gympie Regional Council 2012/13 Budget.

SG04/06/12 Moved: Cr W.W. Sachs Seconded: Cr I.T. Petersen That Council formally adopts the document “Gympie Regional Council Land Use Codes 1 July 2012” and delegates authority to the Chief Executive Officer or his delegate to amend, add or delete from this document should circumstances require such action.

Carried 9/0



4/3 Special Charge – Moy Pocket Road Report: (Director of Financial Services – Y Oliver) Council is required to formally adopt a resolution relative to the levying of a Special Charge.

SG05/06/12 Moved: Cr R.A. Gâté Seconded: Cr J.A. Walker That Council levies a special charge under Section 92(3) of the Local Government Act 2009 (Chapter 2 Part 6 Section 28 of the Local Government (Finance, Plans and Reporting) Regulation 2010) to be known as the Moy Pocket Road Maintenance Special Charge as follows: 1. That Council makes and levies a special charge on the

rateable land described as Lot 4 on Registered Plan 159242, Lot 2 on Registered Plan 187563 and Lot 1 on Survey Plan 221900, Parish of Brooloo, County of March to fund the cost of road maintenance on Moy Pocket Road which is regularly used to transport product of the extractive industry operations occurring on the land.

2. That the overall plan for the carrying out of the works be identified as follows: That the rateable land to which the plan applies is Lot 4 on

Registered Plan 159242, Lot 2 on Registered Plan 187563 and Lot 1 on Survey Plan 221900, Parish of Brooloo, County of March.

That the service, facility or activity for which the plan is made is the ongoing maintenance of Moy Pocket Road which is regularly used to transport product of the extractive industry operations occurring on the rateable land.

That the time for implementing the overall plan is one (1) year.

That the estimated cost of implementing the overall plan is $125,020 (which costs represent the additional maintenance that must be carried out on the road, that would not have to be carried out if the extractive industry operations were not occurring on the rateable land).

3. That Council is of the opinion that the use made of the rateable land proposed to be levied with the special charge specially contributes to the need for the works described above because the volume of road usage by heavy vehicles travelling to the land and transporting extracted material from or across the land, and the weight of those vehicles



(particularly when loaded), generates a substantially greater need for road maintenance than would be the case if the extractive operation did not exist and the road were only used by the occupiers of other (non-extractive) properties in the locality and the general travelling public.

4. That the following special charge is hereby made and levied on Lot 4 on Registered Plan 159242, Lot 2 on Registered Plan 187563 and Lot 1 on Survey Plan 221900, Parish of Brooloo, County of March for the year 2012/2013: Moy Pocket Road Maintenance Special Charge: $125,020.

Carried 9/0



4/4 Special Charge – Rural Fire Brigade levy

Report: (Director of Financial Services – Y Oliver) Council is required to formally adopt a resolution relative to the levying of a Special Charge.

SG06/06/12 Moved: Cr R.A. Gâté Seconded: Cr L.J. Friske That Council levies a special charge under Section 92(3) of the Local Government Act 2009 (Chapter 2 Part 6 Section 28 of the Local Government (Finance, Plans and Reporting) Regulation 2010 to be known as the Rural Fire Brigade Levy as follows: 1. That Council makes and levies a special charge on the

rateable land not situated in the urban fire district as defined in Sections 106 and 128A of the Fire and Rescue Service Act 1990.

2. That the overall plan for the carrying out of the works be identified as follows: That $20.00 of each levy be returned to the Rural Fire

Brigade containing the property on which it was levied. That the remaining $5.00 be placed in a pool to be

disbursed as per the recommendation of the Gympie Regional Council Rural Fire Brigade Finance Committee.

That the time for implementing the overall plan is one (1) year.

3. That the following special charge is hereby made and levied on rateable land not situated in the urban fire district as defined in Sections 106 and 128A of the Fire and Rescue Service Act 1990 for the year 2012/2013: Rural Fire Brigade Levy: $25.00.

Dated this TWENTY SEVENTH day of JUNE, 2012. __________________________ _________________________ RJ Dyne B Smith MAYOR CHIEF EXECUTIVE OFFICER

Carried 9/0



4/5 Mayor’s Budget Statement 2012/2013

The Mayor presented the following Budget Statement for 2012/2013:- It is fair to say that the result of this year’s Council elections for Gympie Regional Council as compared to other regional centres, reflected a view from the community that the first Gympie Regional Council had served the community well and there was no need for drastic change. It is against this backdrop that I am pleased to say that Council has been able to table today a responsible budget which reflects the economic mood of the community but also continues to plan for the future. The budget reflects the ongoing effort to restore the Region’s roads from the floods of the last 2 years and other projects relating to key responsibilities including waste management and recreational facilities. It also features some important economic development initiatives. One of the challenges for Council is to establish a firm footing for developing the Region’s long term sustainability with an appropriate and yet modest increase in the general rate whilst at the same time delivering infrastructure and services which reflect the diverse needs of the community and which would meet the expectations of the residents of any regional centre and its surrounds. Council’s Corporate Plan states its goals as:

A Vibrant Community A Sustainable Economy A Responsibly Managed Environment Strong Council Leadership

This budget is built around the objectives and strategies which support these goals and is one of the mechanisms which contributes towards achieving our vision: “Gympie is the Region that people are proud to call home.”

The 2012/2013 Budget, which has now been adopted by Council, projects a total expenditure of approximately $125M. The following considerations have impacted on the formulation of this Budget:

1. The ever increasing expectations of our Community in all areas of services provided by Council; 2. The flood damage works required on Council’s infrastructure systems affected by the 2011/12 floods, together with the unexpected Council expenditure which occurred as a result of this event;



3. Construction and maintenance costs of local government infrastructure continue to increase markedly due to ongoing flood reconstruction as well as pressure due to the mining boom; 4. The continued slowdown in development resulting in significantly reduced income from fees.

General Rate To summarise, the general rate for the whole Gympie Region will increase by 3.5%. This rate increase will be the lowest for many years. The discount where applicable, will be 5%. Most significantly, Council’s rebate for eligible pensioners will be increased to $160 per annum, an increase of $20. Regional tourism is an important element of any regional economy with this being reflected in the effort Councils across Australia put into promoting their regions. In this budget it has been allocated a total of $343,000 which includes a contribution to Gympie Cooloola Tourism. As an initiative in this area, Council will also be auspicing the provision of marketing expertise to the value of $40,000 to be utilised on key local events which are volunteer driven. Events are very important economically for the Region and providing this support will assist in ensuring the sustainability and growth of key local events. Council recognises the vital role of Gympie Cooloola Tourism and the part it plays, as well as the large economic contribution that tourism makes to the Gympie Region. Council continues to emphasise its role in economic development with the creation of the Economic Development Reference Group. This advisory group will join the activities of the Economic Development Unit which include working with the business community, actively seeking, promoting and assisting businesses and industry expansion within the Region. This Budget has an allocation of $273,800 which includes State Government grants of $198,800 which will assist in achieving the goal of developing a strong and diverse community. A major focus of this Unit presently, is to work with existing industry and businesses within our Region to assist with continual growth and profitability, which will facilitate opportunities for employment creation. A key economic development initiative will be an emphasis on the future sustainability of town centres and how they can be assisted. Council has provided funding for the commencement of a project aimed at achieving future economic sustainability of Mary St. It is timely for Council to look at the various elements of Mary St which determine its success and sustainability including urban design, retail trends, parking and planning provisions. Such a project requires careful planning and research and will be developed over a period of time. Mary St is the true heart of Gympie City and Council has a responsibility to play an active part in ensuring its ongoing viability. This project has even more focus with the recent



approval of 7 day trading. Similarly Council will undertake streetscape planning for its small towns commencing with Kilkivan and Kandanga. These projects have proven successful elsewhere and play an important role in not only economic sustainability but in also building community pride.

The damage to infrastructure from the February 2011 flood event across the whole Region placed an enormous burden on staff and finances. Whilst much work has been undertaken to repair these roads, it is ongoing and compounded by the lesser, but still damaging floods earlier this year. Many roads have had temporary repairs put in place which will remain for some time yet, while the backlog of work is completed. Works to the value of $2.7M will be undertaken on the Amamoor Bridge to help repair this vital piece of transport infrastructure which was severely damaged during the flooding in March 2012. Council applied to the Qld Reconstruction Authority (QRA) for funding assistance to have the current timber bridge replaced with a two lane concrete bridge. QRA have provided exceptional assistance in its timely response to Council’s request for assistance. The design process is underway to have the bridge in place for the 2013 Gympie Music Muster. Approximately $15M will be spent in the coming year on flood restoration works. These funds will be joined by expenditure of almost $6M in road maintenance and over $15M in capital works on roads to give a total of almost $36M being expended on roads in the coming financial year. The interests and activities of our community are diverse. A major focus for Council is working with the community to help advance the development of infrastructure and services which in turn contribute to the diversity of our regional community. Most importantly if Council is to help grow a Region where it is attractive to live, work and play and to encourage new residents, then a range of community facilities and services need to be supported. Focussing on our corporate goal of a vibrant community, Council has funded approximately $2.2M for operational and capital expenditure for the Region’s libraries. Council’s Regional Art Gallery has been allocated $470,000 for operational expenditure enabling the continuation of high standard exhibitions for our community and visitors. Council has allocated $270,000 for detailed designs to be undertaken for the construction of the much needed Gympie aquatic centre facility. This project is being given priority during this Gympie Regional Council term. Council’s parks and reserves have been provided the amount of $1.724M for ongoing maintenance and $755,000 for capital improvements. Visitors’ first impressions of Gympie and its surrounds are formed by how



we present the Region with our renowned parks and gardens a key part of this presentation. Maintaining and upgrading of swimming pools has been allocated $492,800. Council puts significant resources into disaster management, with this taking on a renewed significance in recent times. In addition to Council’s own activities in this area, it will continue to support the SES to the value of $297,000 which will include a new facility at Booubyjan and Kybong. The excellent work carried out by our community’s many volunteer organisations will continue to be recognised by Council. With a strong sense of community pride, Council will continue to assist these groups to meet their community service activities. An amount in excess of $367,000 has been provided to organisations in the Gympie Region by way of rate rebates, works in kind and cash sponsorship. Council’s ongoing Lands Protection strategy in the areas of environmental, noxious weeds and wild dog control has been allocated just over $1M. In order to ensure the effectiveness of this area, Council will be establishing a Weeds and Pest Advisory Group comprising landholders, Council and key stakeholders. An Environment Levy of $30 per assessed property will partly fund these operations, together with support for a number of environmental activities, including projects co-ordinated by Landcare, Coastcare, Cityfarm, Conservation Volunteers Australia and Mary River Catchment Co-ordinating Committee. Infrastructure Improvement Charge Council’s Infrastructure Improvement Charge will remain at $100 per assessed property. These funds are a contribution toward the cost of maintenance, renewal and depreciation costs of Council’s infrastructure network. Council is focussed on ensuring the sustainable management and replacement of its existing infrastructure. Council currently administers three planning schemes linked to the former shires of Cooloola, Kilkivan and Tiaro. The new planning scheme which will be adopted in the coming months, will replace these existing schemes with a single, Region-wide document. Council has provided funding of $50,000 to start the development of the next level of detailed structure planning needed to enable development to be undertaken in accordance with the new planning scheme. Cleansing and Waste Management Charges Council will be undertaking major initiatives in waste management in the coming years which will reflect the need to manage and dispose of waste in the most environmentally and cost effective manner. Capital works funded for waste management facilities in the coming year for the amount of $7.75M will include the construction of a transfer station at



Bonnick Road Landfill to remove the need for residents to access the tipping face; the construction of additional capacity at Bonnick Rd and further planning for the next landfill site at Toolarra, as well as the construction of a Coastal transfer station. The Budget provides $2.743M for operational costs for Waste Management facilities in the Region. The Waste Management Operation charge will increase to $230 for those properties in the contract service area of the previous Cooloola Shire who opt not to have a wheelie bin service. Council will introduce a fixed charge for those residents in the former Kilkivan and Tiaro Shires who are not receiving a kerbside service. Council currently expends significant funds maintaining transfer stations in the western sections of the Region and it was considered inequitable for some residents to have free waste disposal whilst others paid the full cost of the service. In recognition of the cost, Council will be phasing in the charge over 2 years with the charge in the first year being $60. Council’s water and sewerage charges will see a rise due to the need to comply with State Government requirements relating to full cost pricing. Water rates will rise by 5% and sewerage rates by 7.9%. Water Charges The Water Access Charge for a residential property will be $342.90. 1st tier consumption charge will be .95cents per kilolitre and 2nd tier consumption charge of $1.64 per kilolitre. Capital Works for Water Supply amount to $2.19M

Sewerage Charges The Sewerage Charge for residential use will be $587.04. Total Capital Works for sewerage systems amount to $3.47M, which includes $1M for ongoing works on the Southside Sewerage Project.

Summary The Budget that Council has adopted today will progress the Gympie Regional Council area. It provides the capacity to continue with capital improvement as well as major restorative infrastructure works due to flood damage and to meet the increasing demands of our growing Region as well as our environmental responsibilities for a sustainable future.

It takes a dedicated team of strong individuals to make difficult decisions to advance the Gympie Region and achieve a financially sustainable Council. I would sincerely like to thank my fellow Councillors for their serious deliberations and contributions during the Draft Budget debate and staff for their assistance in the formulation of this Budget.


Special General Meeting 27 June 2012


21

Special recognition needs to be given to the Director of Financial Services – Yvonne Oliver and the Chief Executive Officer – Bernard Smith for their commitment and guidance. Appreciation is expressed to the Directors and General Managers for their assistance throughout the whole Budget process.

Thank you”

SG07/06/12 Moved: Cr R.J. Dyne Seconded: Cr M.A. McDonald That the Mayor’s Statement be received.

Carried

SECTION 5: ATTACHMENTS Attachment 1 – Refer Item 2/1 - Draft Operational Plan 2012-2013.

Attachment 2 – Refer Section 3 & 4 - 2012-2013 Budget & 2012-2022 Financial Plan.

There being no further business the meeting closed at 9.25 am.

Confirmed this FOURTH day of JULY 2012

________________________ Cr R.J. Dyne CHAIRMAN

ATTACHMENT 1

Refer Item 2/1

Operational Plan 2012-2013

of the

SPECIAL GENERAL MEETING

On Wednesday 27 June 2012 At 9.00 am

OperationalPlan

2012-2013Gympie Regional Council

of 46 GRC002 Adopted 27 June 2012

2012-2013 Operational Plan

The Council’s 2012-2013 Operational Plan is an important element in our Strategic Planning Framework. It is the document that links our long term visions and strategic directions identified in the Corporate Plan, to Council’s service activities. The five vision areas are:

1. Infrastructure 2. Economic Development 3. Engaged Governance 4. Environment 5. Social Wellbeing

Furthermore, the Operational Plan aligns the risks identified in Council’s Risk Management Plan with the strategic directions that drive the service activities. The Operational Plan is also aligned to the Annual Budget via the Budget reference column. This column is replicated in the Expenditure Summary pages of the Gympie Regional Council Budget 2012-2013. The Operational Plan is reviewed, assessed and reported to Council on a quarterly basis to facilitate the delivery of services and projects in an efficient and effective manner within the resource allocations set in the Budget.


Infrastructure......planned, connected and safe

STRATEGIC DIRECTION: 1.1 Planned infrastructure that meets the needs of the community MANAGING RISK: 5.1 People health, safety and physical security 5.2 Community and social wellbeing and security 5.6 Asset and service management control 5.7 Managing development and growth

Budget Reference Service Activities Performance Targets/Measures Responsibility

1.1.1 Gravel Resources - Gravel extraction and processing. - Low cost gravels to all road maintenance works. DE

1.1.2 Main Roads Construction Contracts

- Secure Department of Transport and Main Roads contracts to gain income, employment and expertise for Council staff.

- Submit tenders for sole invitee contracts which Council is

available to carry out.

DE

Maintenance - Maintain the Department of Transport and Main Roads contract

and operate to recover full cost.

- Satisfactory financial outcome from contract for Road

Maintenance Performance Contract (RMPC).

DE

1.1.3 Other Recoverable works External Funding

- Road Alliance.

- Other Government sources.

- Participating as full member in the Wide Bay Burnett Regional

Road Group. - All opportunities for State/Federal funds explored.

DE

Contract Works - Maintain and improve skills of the workforce.

- Private works account with net surplus for year.

DE

1.1.4 Roads Maintenance



Road Maintenance General - Review Complaints/Requests System.

- Review of outstanding customer requests completed quarterly. - Review of complaint trends annually.

DE

Maintenance - Council “maintained” assets fit for purposes in accordance with budget.

DE

Bridge Maintenance - Timber bridge maintenance program in place. DE Works General

- Street lighting. - Car parks operation and maintenance.

- Adequate street lighting. - Sufficient car parks in central business district areas.

DE

Emergent Works - Natural Disaster Relief Arrangements.

- Timely and effective response in the field to natural disasters. - Facilitate funding assistance received.

DE

1.1.5 Sewerage Administration, Planning and Design Infrastructure Plan

- Ensure long term capability for plant discharge or water reuse. - Maintain planning reports that are less than five years old or

that have been reviewed within the last three years.

DE

1.1.6 Sewerage Maintenance Maintenance Management

- Investigate and implement a system of Maintenance Management.

- Develop Maintenance Manuals for all facilities. - Maintain the condition of sewage transport systems to minimise

overflows. - Maintain treatment plants at maximum capacity.

- Maintenance Management Systems in place.

- Maintenance Manuals for all systems in place. - Systems to minimise pump system failures in place.

- Treatment plants capable of working at full capacity.

DE



1.1.7 Sewerage Operations Trade Waste Management

- Update Trade Waste Environmental Management Plan. - Audit and document all trade waste discharges.

- Trade Waste Environmental Management Plan updated. - Trade waste monitoring systems in place.

DE

Environmental Management - Site Based Management Plans (SBMP) for all relevant activities

updated. - Receiving Environmental Management Plans (REMP) for all

relevant activities reviewed and implemented.

- SBMPs reviewed every three years.

- REMPs in place and implemented.

DE

Operations Management - Develop procedures for all normal operational activities.

- Procedures for all relevant activities in place.

DE

Sewer Inflow/Infiltration Management - Develop a public education system. - Identify the level of inflow/infiltration in each catchment. - Carry out a progressive Mains Repair Program.

- Information of infiltration/inflow developed. - Details of per capita sewage flow available for all systems. - Mains Repair Programs in place.

DE

1.1.8 Water Administration, Planning and Design Infrastructure Plan

- Develop and maintain Water Supply Planning reports. - Maintain planning reports that are less than five years old or

have been reviewed within the last three years.

DE

Drought Management - Review options and document responses to drought for each

water supply system.

- Drought Management Plan in place.

DE

Water Demand Management - Develop a system to determine water usage. - Old water meters replaced with “smart meters”. - Develop outdoor water use conservation plan. - Develop and document the water use control plan for water

restrictions.

- Water use per capita available for all systems. - Water meter replacement program commenced. - Number of old water meters replaced. - Outdoor water use conservation plan in place. - Water use control plan documented.

DE



Water Sources Management - Obtain long term security of water sources.

- Investigate bore water options for water supply in Gympie. - Construct pipeline from Teewah Creek to Tin Can Bay/Cooloola

Cove Treatment Plants.

- Adequate supply for 20 years with planning in place for 50

years. - Bore water supply alternatives for Gympie operating. - Pipeline from Teewah Creek to Tin Can Bay/Cooloola Cove

treatment plant operating.

DE

1.1.9 Water Maintenance Maintenance Management

- Investigate and implement a system of Maintenance Management.

- Develop Maintenance Manuals for all facilities. - Maintain treatment plants at maximum capacity.

- Maintenance Management Systems in place. - Maintenance Manuals for all systems in place. - Treatment plant capable of working at full capacity.

DE

1.1.10 Water Operations Operations Management

- Develop procedures for all normal operational activities. - Maximise water storage levels before holiday and peak demand

periods, cyclones and floods.

- Procedures for all relevant activities in place. - Storage filled to capacity prior to holidays, cyclones, and floods.

DE

Water Loss Management - Determine system leakage and conduct water audits. - Continue leak detection survey. - Implement computerised bulk water use metering system.

- System in place to monitor system leakage. - Extent of unaccounted water determined. - System in place to detect and minimise system water loss. - Computerised bulk water reading system in place.

DE


STRATEGIC DIRECTION: 1.2 Community focused facilities and services MANAGING RISK: 5.1 People health, safety and physical security 5.2 Community and social wellbeing and security 5.6 Asset and service management control 5.7 Managing development and growth


1.2.1 Aerodromes

- Provide infrastructure for airport users.

- Handle all operational issues through the Airport Management Committee.

- Management plan in place. No safety incidents where Council is responsible.

- Operations Committee meeting at regular intervals.

DE

1.2.2 Caravan Parks

Council Controlled Facilities (Imbil, Tin Can Bay, Gympie) - Monitor operations in accordance with legislative and lease

conditions.

- Carry out inspections as required.

D COMM

1.2.3 Disaster Management

State Emergency Service - Assist the State Emergency Service through accommodation and

equipment assistance.

- Liaise with SES and provide assistance where required. - Source Government funding where applicable.

D COMM/CEO

Disaster Management - Update the Disaster Management Plan as required. - Maintain a Local Disaster Coordination Centre (currently at the

Old Bank Building).

- Compliance with the Disaster Management Act 2003. - Emergency Coordination Centre is to be available as required.

D COMM/CEO/GRC Local Disaster Management Group



Beach Patrols - Facilitate contract Surf Lifesaving patrols in the gazetted bathing

reserve at Rainbow Beach.

- Ensure the provision of patrols during peak swimming periods

including school holidays, working toward 12 month coverage.

D COMM

1.2.4 Footpaths, Verges and Non-Developed Land

- Maintain high priority footpaths and verges. - Meet community expectations within Budget constraints. DE

1.2.5 Foreshores

- Finalise the Cooloola Coastal Reserves and Foreshore Management Plan.

- Maintain, rehabilitate and develop foreshores in accordance with the Plan.

- Liaise and co-operate with Cooloola Coastcare and City Farm in coastal projects.

- Plan finalised.

- Highest priority actions implemented.

- Council represented at committee meetings. - Joint projects initiated.

DPD

1.2.6 Parks

- Undertake improvements program as approved. - Seek external funds and partnerships for park improvements.

- Parks upgraded in accordance with user needs. - Program developed by Works Department and Planning and

Development Directorate. - Funds gained through the Department of Local Government

programs. - Partnerships with local service organisations maintained. - Assistance from community groups in developing funding

applications and volunteer work.

DE

1.2.7 Saleyards

- Work with agents to increase throughput and safety. - Provide industry-leading facility. - Maintain capability.

- Hold two Safety Meetings per year. - Continue Investment. - Maintain QA accreditation.

DE



1.2.8 Showgrounds Facilities

Adrian McClintock Park - Maintain showgrounds to a high standard of safety, cleanliness,

functionality and visual presentation. - Support initiatives of lessees.

- All venues and infrastructure maintained in an acceptable

condition. - Work toward increasing usage of facilities.

D COMM

1.2.9 Swimming Pools

Gympie Memorial, Goomeri Public, Kandanga Public, Kilkivan and Tin Can Bay - Contract only suitably qualified persons as pool managers.

- Ensure all equipment used in the water disinfection process is

operational and maintained to a suitable standard.

- Monitor the quality of swimming pool water when open for public use. Progressively upgrade infrastructure at all facilities.

- All pool managers to hold current lifesaving, resuscitation and swimming qualifications.

- Routine maintenance of all pumps, filters and other disinfection equipment to be performed prior to the commencement of each swimming season.

- Problems with equipment when pools are open to the public to be addressed in a prompt manner.

- Water samples from all pools to be taken monthly when open for public use – results of samples to comply with recognised guidelines.

- Upgrading of facilities to be undertaken each financial year in accordance with Budgetary provisions.

D COMM


STRATEGIC DIRECTION: 1.3 Comprehensive community and corporate asset management MANAGING RISK: 5.6 Asset and service management control 5.7 Managing development and growth


1.3.1 Depots

- Maintain depots and workshops. - Safe and efficient depots. DE

1.3.2 Engineering Operations and Administration

Asset Management and Planning - Apply a combination of management, financial, economic and

engineering practices to physical assets with the objective of providing the required level of service in the most cost effective manner.

- Review the Asset Management Policy. - Management System upgraded and informing the Budget

process.

DE

Design Services - Develop Plans and Specifications.

- Design work fit for purpose. - Timely delivery of plans for Works Division. - Cost effective designs.

DE

Geographic Information Systems - Provide comprehensive spacial data for all sections of Council.

- Accurate and accessible system.

DE

1.3.3 Fleet /Plant Operations

Purchases/Sales - Maintain minimum size but reliable plant fleet. - Purchase plant where economically beneficial. - Acquire new plant to increase production rates.

- All plant within optimum age and specification. - Plant hire monitored. - Production rates of all plant reviewed.

DE


Budget

Reference Service Activities Performance Targets/Measures Responsibility

Maintenance - Maintain a safe, efficient and reliable plant fleet.

- 95% availability.

DE

Operations - Maximise utilisation of Council plant.

- Report on plant utilisation.

DE

1.3.4 Small Plant Operations

Small Plant and Tool Provision - Ensure provision of adequate small plant and tools to carry out

works.

- Minimal lost time.

DE


Economic Development......vibrant, strong and resilient

STRATEGIC DIRECTION: 2.1 Diverse regional business and industry development MANAGING RISK: 5.1 People health, safety and physical security 5.2 Community and social wellbeing and security 5.7 Managing development and growth


2.1.1 Economic Development

Gympie Cooloola Tourism (GCT) - Collaborate with GCT to build the capacity of regional tourist

business operators. - Provide funding and resources to the GCT to promote Regional

tourism. - Support Regional tourism bodies in accordance with Council’s

Budget.

- Effective promotion and representation within the Queensland

Tourism Industry.

Mayor/CEO/ Directors

Economic Development/Promotion and Incentives - Ensure Council's Planning Scheme readily facilitates the

expansion of the various development sectors in appropriate areas of the Region.

- Enhance the Region’s economic and industry base.

- Diversify and strengthen strategic industry sectors.

- Source economic development related funding. - Formulate and develop strategies to market the Gympie Region.

- Create a positive climate for business growth.

- Attract new business and industry which will provide employment opportunities.

- Support the sustainability and growth of existing businesses. - Expansion and enhancement of local industry. - Expand investment opportunities. - Funding for regional industry and business attained. - Effective marketing strategies.



STRATEGIC DIRECTION: 2.2 Improved employment opportunities MANAGING RISK: 5.1 People health, safety and physical security 5.2 Community and social wellbeing and security 5.7 Managing development and growth


2.2.1 Industry Development

Jobs and Skills Development Initiatives: - Identify regional business and industry training and skills gaps.

- Link with Federal and State Government stakeholders to

coordinate the rebuilding and restoration of public and community infrastructure damaged during natural disasters.

- Facilitate the uptake of staff and business operator skills development programs.

- Direct contact with small businesses to access relevant funding and business development programs.

- Establishment of Gympie Project Steering Group to implement

project. - Establish networks in Gympie Region to assist in planning

local recovery and re-building efforts.

- Liaise directly with regional businesses; gain employer feedback on local employment and skilling needs.

- Facilitate a minimum of four jobs projects for the Gympie Region.

- Facilitate a minimum of two skills projects for the local community to address skills priorities or identified gaps for local employers’ existing workforce.



STRATEGIC DIRECTION: 2.3 Planned development for a growing community MANAGING RISK: 5.1 People health, safety and physical security 5.2 Community and social wellbeing and security 5.7 Managing development and growth


2.3.1 Compliance

- Develop and maintain a process of pre-completion inspections to determine compliance with requirements.

- Respond to community complaints regarding development offences.

- Undertake compliance inspection programs from time to time.

- Site Use Certificate issued confirming compliance prior to occupancy/use commencing.

- Response times to community concerns about development offences.

- Resolution of development offences in a timely and cost effective manner with resources available.

DPD

On Site Sewerage Disposal Systems - Promote proper operation of on site sewerage disposal systems.

- Improve monitoring of on-site sewerage disposal systems.

- Investigation and monitoring program for on-site facilities

developed. - All connections comply with relevant Regulations and Codes.

DPD

2.3.2 Development Assessment and Applications - Apply an integrated approach to development assessment.

- Provide accurate and consistent pre and post application services

free of charge. - Provide an ongoing building certification service within the

Gympie Regional Council area as an alternative to private certification.

- Establish an efficient internal process for review of development applications.

- Adopt a risk management approach to development assessment.

- Compliance with the Sustainable Planning Act 2009, the planning scheme and other relevant planning instruments.

- Positive feedback from the community and development industry.

- Processing and approval times consistent with industry expectations.

- Income received covers costs.

- Record keeping as required by legislation. - Where possible, meet or exceed statutory timeframes in the

Sustainable Planning Act 2009. - Continue to implement State Government’s “RiskSmart”

initiative.

DPD



2.3.3 Strategic and Regional Planning

Main Street Program - Coordinate Central Business District/Main Street planning and

improvements in consultation with the business community.

- Town business areas appearance and function improved.

DPD

Strategic Planning - Coordinate Rural Towns beautification planning and

improvements in consultation with the community. - Conduct planning projects as approved and directed by Council.

- Keep Council informed on matters of strategic planning importance.

- Collect data on development activity within the Region. - Monitor population growth and changing demographics. - Develop infrastructure charging mechanisms that adequately

provide for the provision of infrastructure to meet community needs.

- Rural Towns’ sense of identity, appearance and function

improved. - Cooloola Coastal Reserves and Foreshore Management Plan

completed. - Open Space and Recreation Plan completed. - Projects approved in the Budget commenced or undertaken. - Regular reports provided to Council. - Data collected and documented. - ABS data analysed and information sheets produced. - Implement State Government’s new Standard Infrastructure

Charging regime.

DPD

Regional Planning - Participate in the development of the Wide Bay Burnett Statutory

Regional Plan. - Monitor legislative amendments and introduction of new Acts,

policies and guidelines. - Review the Planning Scheme for accuracy and completeness in

relation to current legislation.

- Gympie Regional Council represented on the Regional

Planning Committee and Planning Advisory Group. - Ongoing liaison with the Department of State Development,

Infrastructure and Planning. - Reports submitted to Council on the effect of new or amended

Acts, policies or guidelines. - Amendments identified and incorporated into the revised

Planning Scheme.

DPD



Planning Scheme - Undertake planning research to inform the policy framework for

the new planning scheme. - Collect information and issues that need to be addressed in the

new planning scheme. - Ensure the new planning scheme carries an appropriate level of

regulation. - Develop Priority Infrastructure Plans (PIPs) and Infrastructure

Charges Schedules for water supply, sewerage, open space, transport and drainage.

- Develop new Planning Scheme Policies (PSPs) in accordance with best practice.

- Develop new PSPs for compliance with environmental provisions. - Develop Structure Plans for high growth Local Development

Areas.

- Planning Study prepared. Further research as required. - File with issues maintained and updated.

- Review extent of existing regulation and alter as required to

reflect community expectations and affordability. - PIP to be adopted as part of new planning scheme.

- PSP to be adopted as part of new planning scheme.

- Policies reviewed and amended as part of planning scheme development.

- Structure Plans adopted as an amendment to the new planning scheme.

DPD


Engaged Governance......cohesive, responsible and transparent

STRATEGIC DIRECTION: 3.1 Local Communities that meet residents’ needs MANAGING RISK: 5.1 People health, safety and physical security 5.2 Community and social wellbeing and security 5.3 Environmental sustainability 5.7 Managing development and growth


3.1.1 Community Complexes

Function Facilities (Civic Centre, Pavilion, Kilkivan and Goomeri Halls) - Maintain venues to a high standard of safety, cleanliness,

functionality and visual presentation. - Implement initiatives to improve useability of multiple purpose

venues. - Promote venues throughout the Region and further afield.

- All venues Work Health and Safety compliant, clean and suitable for hirers needs upon inspections and start of hire.

- All venues to meet basic requirements of all hirers.

- Increased awareness and usage of venues.

D COMM

Public Hall and other Community Facilities (Council Owned/Responsible) - Review tenure of Council’s Community facilities.

- Review use of Council public halls. - Develop a scheduled maintenance, safety and compliance

program for public halls and other community buildings.

- All operational community managed facilities will have a document of tenure.

- Council resources for halls maximised. - All halls and other community buildings are maintained and

comply with fire safety and basic access requirements.

D COMM

Lake Borumba Fish Stocking - Assist Lake Borumba Fish Stocking Association Inc in supply of

fingerlings for Lake Borumba.

- Provide funding as per Budget.

D COMM


STRATEGIC DIRECTION: 3.2 Transparent and accountable service delivery MANAGING RISKS: 5.2 Community and social wellbeing and security 5.4 Corporate governance


3.2.1 Community/Regional Engagement

Public Relations and Information - Coordinate community information initiatives. - Provide regular press releases on matters of public interest or

concern. - Consult with industry bodies on proposed changes to Council

policies and procedures. - Develop a communications strategy for effective interaction

between Council and its various stakeholders.

- Provided as per Budget provision. - Regular press releases each month.

- Hold meetings as required.

- Communications strategy in place.

CEO/Directors

Regional Marketing - Nominate Council/Regional project initiatives for appropriate

Awards. - Support community organisations and events.

- Nominate Council projects as appropriate.

- Improved Regional awareness and participation.

CEO/Directors D COMM

Regional Participation - Participate in regional stakeholder groups/networks. - Promote and lobby for significant regional development

projects/opportunities.

- In conjunction with GCT, promote the Region as a place to visit, live and do business.

- Active participation. - Active and ongoing promotion within the State and

Commonwealth arenas. - Coordinate projects where appropriate. - Improved awareness of the Region.


3.2.2 Council Business Operations

Kilkivan Branch Office Operations - Provide QGAP and Centrelink services. - Provide various services on behalf of all Directorates.

- Meet customer, QGAP and Centrelink expectations. - Meet Directorates’ requirements within resource bounds.

DCS/Directors



Registers - Maintain statutory registers. - Review delegations and Instruments of Appointment as per King

and Co advice in conjunction with Directorates.

- Continue to update. - Up to date Register and Appointments.

DCS/CEO/ Directors

Right To Information, Information Privacy and Judicial Review - Coordinate applications and activity reports. - Update Council's Publication Scheme and Disclosure Log. - Provide ongoing awareness training to staff on Right to

Information and Information Privacy issues as relevant.

- Complete applications on a timely basis. - Regularly update the Publication Scheme and Disclosure Log. - Provide ongoing awareness training to staff.

DCS

Legal - Coordinate legal requirements arising from time to time.

- Advice obtained and given on a timely basis.

DCS

Administrative Support - Provide staffing administrative support to Council's Directorates

and the Council Meeting structure. - Coordinate the timely completion of Council's Ordinary Meeting

processes.

- Meet staffing needs in a cost-effective manner.

- Produce accurate Agendas and Minutes on a timely basis.

CEO/DCS

3.2.3 Council Executive Management General Operations

- Implement organisational development initiatives to improve service delivery including continuous improvement.

- Provide general operational resources.

- Continuous improvement program initiated.

- Ability to meet operational requirements.

CEO/DCS

Customer Service Focus - Improve customer service performance on an every working day

basis. - Continue to ensure systems and procedures are customer

friendly. - Initiate Call Centre procedures.

- Ongoing customer satisfaction.

- User friendly systems in place.

- Procedures in place.

DCS

Service Standards Management - Establish a new Customer Service Standard.

- Project finalised.

DCS



3.2.4 Councillor Support

Elected Members - Ensure the resource requirements of Councillors are catered for. - Provide training opportunities for elected members. - Provide considered and professional guidance to assist

Councillors in their decision processes. - Regularly review Council policies for appropriateness.

- Effective streamlined decision-making. - Consistent and sound decision making. - Councillor satisfaction with staffing and resource provision.

- Better informed Councillors. - Support provided as appropriate. - Practical, plain English policies in place and reviewed regularly.

CEO/Directors

Executive Support/Elected Representatives - The CEO to structure processes to enable relevant corporate

information to be brought before Councillors.

- Accurate and timely processes in place.

CEO

Deputations/Advocacy/Lobbying - Develop active and ongoing lobbying initiatives to enable Regional

interests to be effectively promoted.

- Recognition of the Region’s viewpoints in Government and

success in having the Region’s initiatives implemented.

Mayor/CEO

Civic Ceremonies/Protocol/Citizenship - Coordinate and actively participate in civic functions and

ceremonies in a manner which is appropriate to each occasion and engenders civic pride.

- Successful civic functions and ceremonies.

Mayor/CEO

3.2.5 Election Services

Elections - Meet any electoral requirements.

- Meet Electoral Commission Queensland funding requirements.

CEO

Internal/External Boundary Reviews - Coordinate accurate information to enable informed

internal/external boundary considerations.

- Completed as required.

DCS



3.2.6 Governance – Legal

Annual Report - Produce an informative and timely Annual Report.

- Annual Report produced in accordance with legislative

requirements.

DCS

Legal Responsibilities - Monitor, research and review the effects of State and

Commonwealth legislation and policies on the Region and respond appropriately.

- Meet legislative requirements.

DCS

Policy Support - Ensure the provision of legal and technical support to assist

Council in implementing its legislative roles.

- Appropriate policies in place.

DCS

Public Interest Disclosures, Integrity Act Matters and Administrative Action Complaints - Establish policies and procedures in accordance with legislative

requirements. - Process complaints/disclosures within required timeframes. - Meet all reporting requirements.

- Provide appropriate awareness/training sessions for staff as required.

- Process disclosures/complaints in a timely manner. - Meet all statutory reporting requirements.

DCS

Community and Corporate Planning - Review Council’s Community, Corporate and Operational Plans

and ensure the Annual Strategic Review meets legislative requirements.

- Review plans annually and complete the related Annual

Strategic Review.

DCS

3.2.7 Human Resource Management and Training

Staff Training - Identify required training. - Establish and review a Corporate Training Plan to address needs.

- Attendance at professionally focussed conferences and seminars.

- Annual Individual Training Plans completed. - Identification of ad hoc training needs within specific Sections

and Directorates. Maintain accurate individual training records. - Target professional development conferences dealing with

contemporary issues.

DCS



Work Health and Safety - Ensure continued compliance with the Work Health and Safety Act

2011 and Work Health and Safety Regulation 2011. - Monitor, review and instruct with respect to all health and safety

requirements. - Work towards improvements following the internal Workplace

Health and Safety Audit. - Administer, monitor and review all Workers Compensation

systems.

- Reduction in identifiable hazards.

- Satisfactory internal/external SafePlan audit results.

- Reduction in workplace incidents.

- Monitor and update SafePlan on a continuing basis. - Actively seek to improve Audit percentage scores. - Contained Workers Compensation premiums. - Reduction in compensable injuries. - Meet audit requirements under SafePlan. - Meet QComp Audit requirements.

DCS

Enterprise Bargaining - Monitor and review the implementation of the current Certified

Agreement.

- Regular Local Government Employment Group meetings held.

DCS

Medical Expenses - Facilitate work related employee vaccinations and medical

examinations.

- Make influenza vaccinations available to all staff/facilitate staff

influenza vaccination clinics. - Relevant staff vaccinated and examined.

D COMM DCS

Equal Employment Opportunity (EEO) - Implement, monitor and review the EEO Management Plan.

- Up to date management plan.

DCS

Recruitment Expenses - Coordinate advertising, medical examinations and related

employment expenses.

- Cost effective recruitment outcomes.

DCS

Human Resources - General - Monitor and review HR policies and procedures. - Coordinate staff development reviews. - Coordinate Employee Assistance Program (EAP). - Coordinate Traineeships and work experience programs.

- Up to date documentation. - Timely completion of staff development reviews. - EAP meeting staff needs. - Employment opportunities created.

DCS



3.2.8 Information Services

Information Technology Systems

Information Systems - Coordinate and develop within Budget constraints, corporate

based computer hardware and software resources. - Maintain the most current software version levels within Budget

limitations.

- Develop and coordinate in-house computer training for staff on key software systems.

- Maintain an up to date hardware network.

- Provision of corporate information to all work stations and

relevant mobile devices. - Upgrade to latest version of Civica Authority software on an

annual basis. - Migrate from Novell eDirectory to Microsoft Active Directory on

core network. - Upgrade to Microsoft Office Version 2010. - Conduct regular training sessions on GroupWise, Internet

Explorer, Intranet, file storage and mobile devices. - Renew hardware in accordance with the annual replacement

schedule. - Increase storage capacity on production and DR SANS in line

with expanding data storage requirements. - Upgrade Gympie to Kilkivan Branch Office link to 50mbs. - Upgrade Town Hall network to gigabit speed. - Upgrade link from Mary St to John St depot. - Separate email and VPN traffic to a dedicated full synchronous

internet connection.

DCS

System Development, Maintenance and Consulting - Expand use of the Authority system across all Directorates where

appropriate.

- Expand use of Civica i-Services system.

- Maintain content filtering across all Council internet connections including mobile devices.

- Encourage and coordinate system enhancements to take best

advantage of available system capabilities. - Introduce mobile computing, online requisitioning and

enhancements to CRM system subject to Budget constraints. - Develop action plan to implement i-services features/

functionality as relevant. - Migrate to Websense email filtering. Investigate and implement

appropriate filtering controls for all mobile devices.

DCS



Development of Council’s Remote/Intranet/Internet and E-commerce Capabilities - Continue to develop Council’s website to maximise the quality,

range and presentation of information electronically to Council’s customers.

- Maximise the audit capacity of the website.

- Continue to implement E-commerce initiatives (within Budget constraints).

- Quality website with positive feedback. - Website redevelopment to incorporate full audit tracking and

portal design. - Implementation of E-commerce initiatives documented.

DCS

Disaster Recovery (DR) - Maximise DR capacity of Council’s website.

- Implement real time DR for Council’s core IT services. - Implement site redundancy across key locations.

- Change website hosting arrangements to ensure Tier 1 level of

DR. - Tied to Business Continuity Project. - Tied to Business Continuity Project.

DCS

Records Management

- To ensure complete and accurate Records are kept.

- Store, archive and dispose of records in accordance with State Archives recommendations.

- To ensure the Records System is used to the maximum advantage of Council and that all staff are trained in its’ use.

- To ensure all legislative requirements for record keeping are met.

- Undertake regular information audits and ensure all relevant information is captured in the Records System.

- Establish long term centralised archive/storage facility at Mary Street.

- Arrange for ongoing product demonstrations and review by Records Management software system provider. Conduct regular staff training on Records Management and the InfoXpert system.

- Undertake archiving in accordance with Local Government Archives and Disposal Schedule in consultation with all Directorates.

- Ensure documents are registered and referred within written target time frames.

- Ensure records are kept in accordance with IS40 Record Keeping requirements.

DCS



3.2.9 Property Management

Lease/Rentals - Provide an administrative role with respect to legal and landlord

related issues. - Liaise with public organisations on matters involving Council

properties.

- Satisfactory feedback from users and lessees.

- Reduced lead-time to finalisation of leases. - Maintain property database.

DCS

Maintenance - Buildings - Oversee the maintenance program for particular Council buildings. - Develop a maintenance/upgrading program for particular Council

properties.

- Undertake quarterly inspections. - Effective communication outcomes concerning property

matters. - Carry out maintenance works within the Budget allocation.

DCS

Department of Environment and Resource Management - Take up opportunities to purchase and develop Crown land.

- Opportunities developed.

All Directors

Council Land for Development/Sale - Identify surplus Council land. Develop program to develop or

dispose of surplus property. - Seek projects where seed capital will assist employment and will

yield safe returns.

- Program strategy in place.

- All seed capital prospects investigated and considered.

DCS

All Directors


STRATEGIC DIRECTION: 3.3 An organisational culture of continuous improvement MANAGING RISKS: 5.1 People health, safety and physical security 5.4 Corporate governance


3.3.1 Change Management

- Identify and undertake change management initiatives within Budget constraints.

- Commence a Business Continuity Plan. - Continuous Improvement Project.

- Identified initiatives undertaken.

- Business Continuity Project commenced. - Commence identified projects.

CEO/Directors

3.3.2 Internal Systems

Management Audits - Conduct internal audit activities and investigations. - Report to Audit Committee at required intervals. - Queensland Audit Office activities.

- Non compliances minimised.

CEO/Directors

Risk Management - Review and update Risk Assessment. - Examine where failure management plans are required.

- Formalised Risk Management System in place. - Review of Risk Management Plan.

CEO/Directors

Management Systems - Maintain Quality Management Systems to AS/NZ ISO 9001:2008. - Implement Risk Management as per ISO 3100.2009.

- Maintain accreditations. - QMS documentation system meeting requirements.

CEO/Directors


STRATEGIC DIRECTION: 3.4 Responsible Corporate Financial Management MANAGING RISKS: 5.5 Financial management


3.4.1 Capital Works

Plant and Equipment - Office equipment - Computer equipment

DCS

- Plant purchases DE

- Regulated parking - equipment D COMM

Land and Site Improvements - Tin Can Bay Industrial Estate – Stage 3 - Entrance signage – Gympie - Noosa Road – sale of land - Kilkivan Anglican Church grounds project - Dart Street Tin Can Bay subdivision - Proposed café site at Lake Alford - Gunalda land development - Goomeri Township expansion - One Mile sporting complex - Traveston Bridge recreation area - Jack Spicer Oval extension

DCS

- Monkland quarry - Rainbow Beach and Tin Can Bay beach protection works

DE

- Cooloola Coast Cemetery – Master plan - Cemetery – Kilkivan - Saleyard improvements - Park improvements – current year - Adrian McClintock Park - Poppet Head – restoration works

D COMM

Buildings - Office accommodation - Future office accommodation investigation

DCS



Buildings (continued) - Western Division – Depot improvements - Depot workshop improvements - Soil laboratory ventilation

DE

- Wheelie bin enclosures – Cooloola Coast - Public conveniences upgrade - Gympie Library – roof repairs, ramp etc - Town Hall - Public halls – various - Disaster Management/SES accommodation - Art Gallery – lighting etc - Community Services building garage fit out - Youth Development building

D COMM

Roads - Balance Road works (prior years) - Roads to recovery - Road reseals - TIDS Road work – Government Grant - Rehabilitation works urban - Road overlays - Urban stormwater - Bridge replacement - Bridge rehabilitation - Road upgrades – contributed works - Bridge replacement – Amamoor bridge

DE

Other Infrastructure - Waste Management Facility establishment - Gympie Aquatic Centre - Aerodrome - Goomeri Swimming Pool – pool blanket, pool butler, shade

structure - Art Gallery car park redevelopment

D COMM

Other Assets - Library books D COMM

Intangible Assets - Cadastre upgrade DE



Water and Sewerage Infrastructure Water – General

- New services - Mains extension - Mains upgrade - Mains replacement

DE

Water – Cooloola Coast - Replace imperial meters - Trunk main duplication - Treatment plant upgrade

Water – Gympie - Replace imperial meters - Jones Hill Water Treatment Plant upgrade - Wine Glass pump station - Bore investigations

Water – Mary Valley - Amamoor and Kandanga sludge system - Source upgrading

Water – Western Townships - Goomeri plant upgrade/replacement

Sewerage – General - New house connections - Mains upgrade - Mains extension - Sewer infrastructure replacement

Sewerage – Cooloola Coast - Cooloola Cove treatment plant - Rising main replacement – Tin Can Bay treatment plant - Tin Can Bay pump station refurbishment - Tin Can Bay sewerage treatment plant sludge lagoon upgrade - Tin Can Bay pump station relocation and trunk sewer

Sewerage – Gympie - Treatment plant upgrade - Pump station – G12 rising main - Gympie pump station – rising main upgrade program - Gympie relocate combine drains - Southside sewerage - Bonnick Road sewer extension

Sewerage – Western Townships - Kilkivan lagoon repair



3.4.2 Financial Accounting

Rating - Ensure that rates and utility charges are levied in accordance with

the adopted Budget and provide timely and accurate issue of assessments.

- Provide every ratepayer with an accurate rate notice within 60

days of adopted Budget. Limit arrears to



Creditors - Manage the efficient processing of creditor payments owed by

Council to meet credit line facilities.

- All payments made within established credit line facilities.

DFS

Provisions - Ensure that Council maintains adequate financial resources to

meet its obligations for employee annual leave, long service leave, sick leave, Workers Compensation and training entitlements.

- Provide sufficient cash funds in Working Capital to meet

anticipated needs.

DFS

3.4.3 Management Accounting

Budgeting - Review and refine the accrual Budgeting process and develop

effective financial plans for allocation of resources.

- Receive unqualified audit report from the Queensland Audit

Office. - Provide quality monthly reports in accrual format with high user

satisfaction.

DFS

Financial Reporting - Coordinate and maintain general ledger and job cost systems and

provide management and financial information regularly and in response to specific requests.

- Complete financial statements within three months of the end of

the financial year.

DFS

Investments - To plan and forecast cash flows to optimise return on short-term

investments.

- Maintain daily bank cash balance to avoid overdraft. - Earn maximum interest on surplus cash funds.

DFS

Asset Valuation and Registers - Develop and maintain property, plant and equipment registers in

accordance with finance regulations and professional accounting standards.

- Continued development of accounting procedures and valuation

model in accordance with Accounting and Finance standards.

DFS

Borrowings - Provide funds for Council's capital works program through loan

raisings or lease financing and control related debt servicing charges. Contain reliance on loan borrowings with an aim to finance most projects from Revenue.

- Payment of all debt servicing payments by due date. Develop

financial plans for funding from revenue.

DFS



Legislative Policy Issues - Develop accounting policies and procedures that conform with

relevant Acts and professional Accounting Standards.

- Continued development of accounting policy and procedure

manual.

DFS

3.4.4 Procurement Management and Stores

Issues/Purchases - Conduct purchases in accordance with Council's purchasing

policy and procedures.

- No non-conformances.

DFS

Operation - Utilise panel arrangements for major procurements. - Minimise loss or damage of stock.

- No non deviations from panel arrangements. - No significant stock write-offs.

DFS

Maintenance - To maintain procurement and store facilities to acceptable

standards.

- Procurement and store facilities to be kept tidy, safe, secure

and environmentally responsible.

DFS

Supply Chain Reform - To achieve more cost effective purchasing of goods and services.

- As provided, within Budget.

CEO/Directors

Financial Management - Maintain and update 10 year Financial Plan. - Maintain and update 20 year Forward Look Capital Works Plan.

- 10 year Financial Plan updated annually. - 20 year Forward Look Capital Works Plan updated annually.

DE


Environment......sustainable, managed and healthy

STRATEGIC DIRECTION: 4.1 Sustainable environment MANAGING RISKS: 5.1 People health, safety and physical security 5.3 Environmental sustainability


4.1.1 Environmental Planning - Develop environmental policy and initiatives. - Enhanced environmental provisions drafted for the Planning

Scheme review. - Standard conditions reviewed and enhanced. - Environmental Management Plan reviewed. - New projects initiated addressing targets in Burnett Mary

Regional Group for Natural Resource Management Ltd (BMRG) strategy.

DPD

- Implement revised nature conservation program. - Landholders level of satisfaction with the services provided. - Number of landholders receiving environmental advice

increased. - Provide support to local environmental groups including Landcare,

Coastcare, Mary River Catchment Coordinating Committee and City Farm.

- Environment levy funds distributed for projects in accordance with Council Policy.

- Services used to support Council operations. - Expert advice provided when requested. - Committee meetings attended.

- Implement Environment Strategy. - Council operations demonstrate a responsible approach to environmental management.

- Participate in Regional initiatives that address cross-boundary environmental issues.

- Gympie Regional Council represented on the natural resource management working groups.

4.1.2 Sewerage Operations

Effluent Management - Investigate and evaluate reuse opportunities with plant upgrades. - Develop documents and put in place agreements for all effluent

discharges.

- Options for effluent reuse evaluated. - Agreements in place for all third party reuse systems.

DE


STRATEGIC DIRECTION: 4.2 Healthy and safe environment MANAGING RISKS: 5.1 People health, safety and physical security 5.3 Environmental sustainability


4.2.1 Environmental Protection

Land Protection Operations - Monitoring and control of declared plants and animals.

- Declared species managed in accordance with Council’s Pest

Management Plan.

DE

Environmental Weeds Control - Manage environmental weeds on Council roads, reserves and

areas of significant environmental importance.

- Treatment carried out within Budget constraints.

DE

Wild Dog Control - Assist in the coordination of baiting by Council supporting land

owner groups.

DE

EPA Licence and Solid Waste Strategy - Ensure Council’s EPA Licence for Waste Management remains

valid. - Prepare a Regional waste strategy.

- Renewal of EPA Licence.

- Complete Native Title and land acquisition for Toolara central

Waste Management Facility. - Plan for closure of landfills and establishment of transfer

stations in accordance with Regional Waste Management Strategy.

- Progress redevelopment works at Bonnick Road Wast

2012-06-27 special general meeting minutes · 2013. 4. 1. · community plan and the long-term...

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