2011 2012 Central Highlands Regional Council
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2011 - 2012
Contents
About Central Highlands Regional Council ................................................................ 2
Our Vision ................................................................................................................. 3
Our Mission ............................................................................................................... 3
Our Values and Commitment .................................................................................... 3
A Message from Our Mayor and CEO ....................................................................... 4
Our Mayor and Councillors April 28 2012 – June 30 2012 ......................................... 5
Our Mayor and Councillors 2011 – April 28 2012 ...................................................... 7
Our Senior Executive Team ...................................................................................... 9
Our Employees ....................................................................................................... 11
Community Financial Report ................................................................................... 13
Assessment of Council Performance in Implementing its Long Term Community Plan
................................................................................................................................ 19
Meeting Our Corporate Plan Objectives .................................................................. 19
Achievements by Department ................................................................................. 23
Other Statutory Disclosures..................................................................................... 29
Page 1
About Central Highlands Regional Council
The Central Highlands Regional Council was created on 15 March 2008, following
the amalgamation of the shires of Bauhinia, Duaringa, Emerald and Peak Downs.
Our Council is 59,970 km2 in size, an area almost equivalent to 90% of Tasmania.
It stretches from the Peak Ranges in the north, to the Arcadia Valley in the south,
from Boolburra in the east, to Bogantungan in the west. It includes the major towns of
Emerald, Blackwater, Springsure, Capella, Tieri, Rolleston and Duaringa.
The area is rich in agriculture. Much of it is grazing land which has been extensively
developed and improved, and now produces top quality beef for domestic and export
markets. We have a very productive irrigation industry supported by the mighty
Fairbairn Dam and storages built along the Nogoa, Comet and Mackenzie Rivers.
Crops produced include cotton, grains, table grapes and citrus. We also have a large
dryland farming sector.
We are located in the heart of the Bowen Basin, home to the largest coal reserve in
Australia. A wide range of major global mining companies are active in our region.
Millions of tonnes of coal are extracted by the coal industry annually and transported
by electric rail to ports in Gladstone and Mackay. Coal seam gas is another resource
that has become increasingly more important to our region.
We have a range of stunning natural features that include the Carnarvon Gorge,
Blackdown Tablelands, the Peak Downs ranges. We also have large sapphire
producing fields in the area known as the Gemfields, situated 50 km west of Emerald.
This is a popular destination for tourists and an important economic contributor to our
local economy.
Our Council has in excess of $800 million in assets, including eleven library
branches, six aquatic centres and swimming pools, and seven customer service and
rural transaction
centres. We maintain almost 5,000 km of Council roads, and numerous parks and
gardens, including the glorious Botanical Gardens in Emerald, the Linear Parkland in
Capella, Zamia Parkland in Springsure, and Mackenzie Park in Duaringa.
We have a dedicated staff of over 500 people that work hard to deliver and maintain
our community assets for our residents and visitors. We have an estimated resident
population of 33,741 people1. This does not include the fly-in fly-out workforce from
south east Queensland, or the drive-in drive-out workforce that come by road from
coastal centres.
1
Source: ABS, 2012 (based on Census 2011)
Page 2
Our Vision
Shaping the future by valuing people, partnerships and place.
Our Mission
A region, working in partnership, to foster sustainable development and vibrant
communities.
Council’s strategic priorities are:
Creating a region of choice.
Building and delivering sustainable infrastructure.
Harnessing sustainable economic growth.
Protecting our environment.
Our community and our lifestyle.
Strengthening the organisation.
Our Values and Commitment
Honesty and integrity:
Being honest with our community and colleagues, and treating them with respect,
fairness, trust and consistency
Innovation and continuous improvement:
Striving for excellence through best practice, creativity and new ideas
Transparency and accountability:
Providing open and transparent practices and accountable governance
Diversity:
Respecting social, cultural, economic and environmental diversity
Open communication:
Assuring timely and effective communication with our community and throughout the
Organisation
Leadership, engagement and fair representation:
Providing effective leadership to ensure Council’s actions best reflect community
Aspirations
Page 3
A Message from Our Mayor and CEO
It is with pleasure that we provide an introduction of the Annual Report for the 2011 /
2012 year for the Central Highlands Regional Council.
2011 / 2012 will certainly be remembered as a year when major repairs to many flood
affected roads was carried out as a result of the severe flooding to the area,
particularly in late December 2010 / early January 2011. The year was also a time of
sustained development triggered by the mining and gas boom.
A major milestone achieved was the adoption of the long-term Central Highlands
Region Community plan which was formulated with community participation. This
plan is a framework to assist in guiding the future growth, prosperity and liveability of
the region.
The contents of the report details our progress towards strategic goals set in the
2009 / 2013 Corporate Plan.
Some of the major achievements completed during the reporting period included:
Construction of a new bitumen roads, reseals and addition funding for capital
road projects
Re-sheeting of gravel roads, in addition to flood damage restoration works
Seniors Week in Springsure – over 150 of our older residents across the
region attended
Continuing hydrology studies were commissioned by Council to assist in
finding mitigation measures that can be used for future planning and
implementations with outcomes expected in the next reporting period.
All Abilities Park Blackwater designed for use by persons of all abilities
Skate Parks in Springsure and Bluff
Sapphire Aquatic Centre
Five units for the aged in Sapphire
Gemfields SES Facility
McIndoe Park Master Plan
Council reviewed and made changes to its organisational structure with a view to
providing productivity and efficiency gains.
This period also saw a change in Council representation from the quadrennial local
government elections held in April 2012. The Mayor was re-elected unopposed,
Councillors Paul Bell AM and Gail Nixon were re-elected with six (6) new Councillors
being Crs Charles Brimblecombe, Kevin Cracknell, Gail Godwin-Smith, Peter
Maundrell, Kevin Pickersgill and Gai Sypher.
Welcome to the new Councillors and thank you to the previous Councillors who
retired or were not returned for their genuine contribution to the newly formed Central
Highlands Regional Council.
Page 4
We take this opportunity to thank Councillors for their untiring commitment to the
community, Senior Executive Staff for their ongoing leadership and Council Staff for
their diligence in delivering quality services to the community throughout the year.
We trust this Annual Report provides some meaningful insight into the operations of
the Central Highlands Regional Council and its plans for the Region into the future
whilst “Valuing People, Partnerships and Place.”
Bryan Ottone Cr Peter Maguire
Chief Executive Officer Mayor
Our Mayor and Councillors April 28 2012 – June 30 2012
Mayor Cr Peter Maguire
Representative Allocations:
Capricorn Enterprise
Nogoa River Flood Plain Board
CHRC Local Disaster Management Committee
CH Regional Road Partnership Group
CQLGA Management Committee
Local Government/State Government Advisory Forum -
Gemfields
Blackwater International Coal Centre
Native Title Negotiations
Central Highlands Development Corporation
Central Highlands (QLD) Housing Company Ltd
Deputy Mayor Cr Gail Nixon
Representative Allocations:
Area Disaster Management Committee – Springsure/Rolleston
CHRC Local Disaster Management Committee
Queensland Community Housing Coalition
CH Arts and Culture Advisory Committee/RADF
CQLGA Management Committee
Capella Retirement Homes Management Committee
Bauhinia WORC Community Advisory Committee
Bauhinia CQ Accommodation Advisory Committee
Page 5
Bauhinia Health Advisory Network Committee
Central Highlands Development Corporation
Cr Paul Bell
Representative Allocations:
Blackwater International Coal Centre (alternate)
Emerald Driver Training Facility
Native Title Negotiations- Blackwater
CHRC Audit Committee
Central Highlands (Qld) Housing Company Ltd
GP Super Clinic Foundation Board
Cr Charlie Brimblecombe
Representative Allocations:
Nogoa River Flood Plain Board
Local Government/State Government Advisory Forum -
Gemfields
CH Regional Resource Use Planning Project
Duaringa – Blackwater Sports Complex
Native Title Negotiations- Blackwater
Cr Kev Cracknell
Representative Allocations:
Area Disaster Management Committee – Blackwater/Duaringa
Blackwater Health Advisory Network Committee
Blackwater Sports Complex
Native Title Negotiations- Blackwater
Cr Gail Godwin-Smith
Representative Allocations:
Rural Services Committee / CH Natural Resource Management
Group
CH Arts and Culture Advisory Committee/RADF
Fitzroy Basin Association
CH Regional Resource Use Planning Project
Bauhinia Sports and Recreation Development Committee
Rolleston Coal Community Reference Group
ALGWA (Australian Local Government Women’s Association) Qld
State Executive – Zone 2 Representative
Rolleston Coal Community Benefit Fund
Bauhinia WORC Community Advisory Committee
Area Disaster Management Committee – Springsure/Rolleston
Cr Peter Maundrell
Representative Allocations:
Nogoa River Flood Plain Board
Area Disaster Management Committee – Gemfields
Gemfields Miners Common Advisory Committee
Central Highlands Community Grants Committee
CHRC Audit Committee
Central Highlands (Qld) Housing Company Ltd
Page 6
Cr Kevin Pickersgill
Representative Allocations:
Rural Services Committee / CH Natural Resource Management
Group
CH Regional Road Partnership Group
Rural Services Committee/CH Natural Resource Management
Group
CH Regional Road Partnership Group
Bauhinia Sports and Recreation Development Committee
Cr Gai Sypher
Representative Allocations:
Rural Services Committee / CH Natural Resource Management
Group
Area Disaster Management Committee Capella/Tieri
Bridgeman Park Sports & Steering Committee.
Peak Downs Pioneer Village Committee.
Peak Downs Community Hall Management Committee
Capella Tieri Middlemount Community Support Network
Emerald Sales Yards
Roy Day Users Group Sapphire
CHRC Community Grants Committee.
Our Mayor and Councillors 2011 – April 28 2012
Mayor Peter Maguire
Areas of Responsibility:
Nogoa River Flood Plain Board.
CHRC Local Disaster Management Group.
Central Highlands Isaac Regional Roads Partnership.
Blackwater International Coal Centre Board.
Board Member Capricorn Tourism and Economic Development
Ltd.
Chairman Central Highlands Development Corporation Ltd.
Deputy Mayor Cr Paul Bell
Areas of Responsibility:
Blackwater Disaster Management Committee.
Blackwater International Coal Centre Board.
Blackwater Area Australia Day Committee.
CHRC Local Disaster Management Group.
CHRC Community Plan Reference Group.
CHRC Strategic Reference Group.
Blackwater Sports Complex.
Duaringa Aged Care Planning & Health.
Duaringa Ghangalu Community Cultural Centre Working Group.
President – Qld Local Government Association
Page 7
Cr David Brimblecombe
Areas of Responsibility:
Capella Disaster Management Committee.
Peak Downs Bridgeman Park Sports & Steering Committee.
Peak Downs Pioneer Village Committee.
Peak Downs Art Development Committee.
Peak Downs Museum Advisory Committee.
Peak Downs Community Hall Management Committee.
Retirement Homes Management Committee.
Capella Tieri Middlemount Community Support Network.
CH Natural Resource Management Group.
CH Regional Roads Partnership Group.
Fitzroy Basin Association.
Nogoa River Flood Plain Board.
Cr Penny Bulger
Areas of Responsibility:
CH Natural Resource Management Group.
CHRC Community Grants Committee.
Gemfields Advisory Committee.
Central Highlands Isaac Regional Roads Partnership.
Emerald / Peak downs Saleyards Advisory Committee.
Miners Common Advisory Committee.
Cr Kerry Hayes
Areas of Responsibility:
CH Regional Resource Use Planning Project.
Emerald Disaster Management Committee.
Emerald / Peak Downs Saleyards Advisory Committee.
Nogoa River Flood Plain Board
Cr Peter Haylock
Areas of Responsibility:
CHRC Community Grants Committee.
Emerald Community Safety Committee
Emerald – Community Grants Committee.
Emerald Showgrounds Executive.
Regional Arts Development Fund
Cr Gail Nixon
Areas of Responsibility:
Bauhinia CQ Accommodation Advisory Association.
Bauhinia Health Advisory Network Committee.
Bauhinia WORC Community Advisory Committee.
Bauhinia Sports & Recreation Development Committee.
Capricorn Tourism.
CHRC Local Disaster Management Group.
Duaringa Aged Care Planning & Health.
Duaringa MPHS Community Advisory Network.
Regional Arts Development Fund.
Page 8
Rolleston Coal Community Reference Group.
Rolleston Coal Community Benefit Fund.
Springsure Disaster Management Committee.
Cr Ross Rolfe
Areas of Responsibility:
Bauhinia Rural Services.
Bauhinia Sports & Recreation Development Committee.
Bauhinia WORC Advisory Committee.
CH Natural Resource Management Group.
Central Highlands Isaac Regional Roads Partnership.
Emerald / Peak Downs Saleyards Advisory Committee.
Cr Patricia Schwarz
Areas of Responsibility:
CH Natural Resource Management Group.
Emerald Art Gallery Committee.
Town Entrance Project Committee.
President Sunflower Festival Committee
Our Senior Executive Team
In 2011, Council requested a review of the organisational structure, focussing on
efficiencies and enhancing customer service, improving value for money for our
ratepayers. As a result of this review, Council’s corporate structure was reduced from
five operational departments to three.
Page 9Page 10
Our Employees
Staffing Numbers as at 30.06.12
Employment Status Numbers
Permanent Full Time 362
Contract Full Time 38
Contract Part Time 1
Apprentices Full Time 10
Permanent Part Time 19
Casuals 52
Temporary Full Time 12
Temporary Part Time 2
Full Time Trainees 12
School Based Trainees 1
Temporary Contract 0
Total Employees 509
Page 11Internally based staff-v- Outdoor based staff
Employee base Number
Internal Employees 255
Outside Employees 254
Total 509
Employee Turnover Numbers by Dept. 01/07/11 - 30/06/12
Department Number
Office of the CEO 6
Organisational Support 13
Community and 26
Development Services
Infrastructure, Assets and 120
Public Facilities
Total leaving CHRC in 165
2011/12
Recruitment Numbers 01/07/11 - 30/06/12
Department Number
recruited
Office of the CEO 6
Organisational Support 24
Services
Community & Development 29
Services
Infrastructure Assets & 127
Public Facilities
Total Joining CHRC in 186
2011/12
Employee Turnover % 32%
Gender Balance (at June 30 2012)
Male Female
Executive Managers 6 2
(SMT)
Middle Managers (MMT) 10 5
Elected Members 6 3
All Other Employees 305 181
Total 327 191
Page 12Staff Injuries
Total incidents reported 133
Total incidents resulting in workers compensation claims 36
Total hours lost 3060.65
Total non-work related medical conditions / injuries 21
managed
Community Financial Report
A Community Financial Report contains a summary and analysis of a local
government’s financial performance and position for the financial year. This report
makes it easier for readers to understand Council’s financial management and
performance by focusing on the four key financial statements.
Statement of Comprehensive Income
How did we perform in relation to our trading result over the past 12 months?
Statement of Financial Position
What do we own and owe at year end?
Statement of Changes in Equity
What is the wealth of the Community at year end?
Statement of Cash flows
Where has our cash been received and used during the past 12 months and how
much remains at year end?
Statement of Comprehensive Income
The statement measures how Council performed in relation to income and expenses
during the year.
This result does not necessarily represent surplus funds available for general use as
significant items of revenue have restrictions on its use. Some revenue is non-
monetary (e.g. contributed infrastructure assets such as roads, sewerage mains and
water mains, constructed by developers on Council’s behalf, in new land
subdivisions), while other revenue is constrained for use on specific future activities
(e.g. developer contributions or grants used to maintain and/or expand the region’s
infrastructure).
2011/2012 Result
Total Revenue $ 213,168,005
Less Total Expenses $ 174,456,819
Surplus $ 38,711,186
Page 13While further explanation is offered below, Council has continually been able to
provide increasing services to the community while ensuring operations are
maintained in a way that ensures long term financial sustainability.
Total Revenue – where our money comes from
Page 14Total income of $213 million was recognised during the twelve months ending 30 June 2012.
The graph below indicates that 30% of Councils revenue was generated from rates and
around 41% is received as grants and subsidies. Grant funding this financial year has been
higher than normal averages due to funding received from the Queensland Reconstruction
Authority to repair Council assets following the 2010/2011 floods.
Where our money comes from, is shown in the graph below:
Total Revenue - Where Our Money Comes From
3% Net Rates & Utility Charges
30%
Sales Revenue
41%
Fees & Charges
Interest on Investments
20% Grants & Subsidies
2% 4%
Other
Total Expenses – where our money is spent
Council incurs both operational and capital expenditure in providing services to the
community. Capital spending is added to the carrying value of assets as it maintains and
expands Council’s asset base. The graph below shows the components of operating
expenditure only.
Total Expenditure - Where Our Money Is Spent
2%
Employee Expenses
64% 14%
Materials & Services
20% Finance Costs
Depreciation
The level of Council’s expenditure is monitored constantly throughout the year. Detailed
estimates are prepared at the beginning of each financial year and performance is measured
against these estimates through regular budget reviews, ensuring funds are utilised as
efficiently as possible.
15 | P a g eWhile Council’s operating costs amounted to $174 million, Council also spent $36 million on
capital projects during the year.
Statement of Financial Position
The statement of financial position measures what Council owns and owes to relevant
stakeholders at the end of financial year. The result of these two components determines
the net wealth of Council, which is net wealth of the community.
Our community’s net worth (what we own less what we owe) at the end of the financial year
was approximately $1 billion.
2011/2012 Result
Assets (what we own) $1,136m
Liabilities (what we owe) $79m
Equity (community wealth) $1,056m
What do our assets consist of?
The bulk of Council’s assets are in form of infrastructure such as roads, drainage, water and
sewerage assets which collectively make up 90% of Council’s total asset base. Significant
parts of Councils expenditure is focused on maintaining and upgrading these infrastructure
assets.
What do our liabilities consist of?
The bulk of Council’s liabilities are in the form of loans and provisions which collectively
represent 86% of Council’s total liabilities. Council’s uses loans to finance certain projects in
order to ensure intergenerational equity in the allocation of costs. Provisions mainly include
expenses relating to employee entitlements (e.g. annual leave and long service leave).
Council’s outstanding debt at year end was approximately $59.5 million. Council’s debt has
been slowly increasing overtime as investment continues in major community infrastructure.
These projects have all been driven by strong growth in the region and the use of debt
ensures that residents of future also contribute their fair share to their cost for these long life
assets.
Statement of Changes in Equity
This statement measures the change in our net wealth and considers such items as retained
earnings, revaluations of our asset base and reserves held for future capital works.
A portion of the community wealth is cash backed by an appropriate level of reserves held to
plan for future projects. With good planning this can place less reliance on loan borrowings
and provides flexibility to ensure Council can whether any unforeseen financial shocks or
adverse changes in its business.
Statement of Cash Flows
This Statement identifies how Council received and spent its money during the year. The
end result details what cash is available at year end.
2011/2012 Cash flows
16 | P a g eOpening balance $77.1m
Plus cash received $16.8m
Less cash spent $22.0m
Cash available at year end $71.9m
While Council’s cash balance is $71.9 million, it is important to note that a large portion of
this amount is restricted for specific purposes such as future capital works.
The decrease in cash balance is due to expenditure on the replacement and upgrade of
Councils assets and the repayment of Council’s borrowings. Also impacting is expenditure
on flood damage repairs for which reimbursement will be received in the 2012/13 financial
year. Looking forward Councils short and long term cash flows indicate that sufficient cash is
available to meet recurring activities and capital expenditure.
OVERALL TRENDS
Council ended the 2011/12 financial year in a strong financial position. Our current position
provides the building blocks for an improved level of sustainability in the long term and
allows Council to meet its future obligations and the demands of our community in the
foreseeable future. This is supported by an analysis of the major Local Government
sustainability indicators.
RATIO TARGET 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Between
Working Capital 1:7.4 1:5.8 1:5.8 1:3.7 1:2.8 1:2.8 1:2.9 1:4.1 1:6.7 1:7.8
1:1 & 1:4
Operating Between 0 -
(4.3)% 4.8% 6.9% 5.7% 4.8% 4.7% 6.1% 6.9% 7.9% 8.7%
Surplus 10%
Net Financial
Not greater (19.00)% (4.70)% 13.3% 36.2% 51.5% 40.1% 26.8% 13.9% 3.0% (8.50)%
Liabilities
than 60%
Interest Between 0 -
0.10% 0.6% 1.0% 1.9% 2.7% 2.8% 2.1% 1.4% 0.7% 0.2%
Coverage 10%
Asset Greater
153% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0%
Sustainability than 90%
Asset Between
79.0% 64.5% 64.5% 64.5% 64.5% 64.5% 64.5% 64.5% 64.5% 64.5%
Consumption 40 - 80%
Definitions:-
Working Capital Ratio
This measures an organisations ability to meet commitments when they fall due and is
important in determining financial health. A result of better than 1:1 reflects a sound position
and indicates that the organisation has an ability to meet its commitments.
17 | P a g eOperating Surplus Ratio
This measures the operating position of Council to ensure that revenues cover operational
expenses and provide funding sources for capital purposes. The target range for this
measure is between 0% - 10%, in other words there should be a positive result. Council has
a negative result in the 2011/12 due to an operating loss of $7.1 million. The main cause of
this loss was a delay between spending on flood damage recovery works and the receipt of
funding revenue from the Queensland Reconstruction Authority to offset the expenditure.
Going forward, the long term forecast shows that the Operating Surplus Ratio is within the
target range and this indicates that Council has in place prudent management and budgeting
practices to sustain its operations.
Net Financial Liabilities Ratio
This is an indicator of the extent to which the net financial liabilities of Council can be
serviced by its operating revenues. The benchmark established for the Local Government
sector is a maximum of 60% and results higher than this indicate that the flexibility to use
debt to fund future projects may be restricted. Council currently exceeds this target although
Council’s long term financial plan indicates that that this result will move towards the target in
the medium term.
Interest Coverage Ratio
This measures the extent to which Council’s operating revenues are committed to pay for
interest on borrowings. To maximise long term sustainability the ratio should ideally be less
than 10%. Council is well within this tolerance and ensures Council has the flexibility to
meet its debt funding requirements and expand the use of debt where appropriate.
Asset Sustainability Ratio
This measures the percentage of spending on works that replace and upgrade existing
assets. In other words is Council balancing the need to maintain and replace existing asset
while also meeting growth demands. The industry benchmark is to achieve a result of at
least 90% and Council continues to achieve a result close to this target. Council is in a
growth phase and must be careful to ensure the balance between old and new is managed
carefully. Long term forecasts suggest this growth impact will continue to be an ongoing
challenge for Council and will be closely monitored.
Asset Consumption Ratio
This measure highlights the aged condition of the community’s assets and provides an
indication if appropriate asset management practices exist. The healthy range is between
40% - 80% and although Council is close to upper most limit in the 2011/12 financial year, it
is well with the acceptable range although in the longer term forecast. However, the cost of
maintaining existing assets continues to be ongoing challenge for Council.
18 | P a g eAssessment of Council Performance in Implementing its Long Term
Community Plan. (s 119)
The Central Highlands 2022 Community Plan is a region-wide plan that sets out regional
outcomes and goals. It is an important document that provides strategic direction for
Council, the community, State and Federal governments, business and industry.
During 2010 and 2011, extensive community consultation was conducted to develop
Council’s ten year Community Plan, consistent with Council’s Community Engagement
Policy. People with an interest in the region were invited to share their thoughts and ideas
about the future of the Central Highlands as residents, members of community groups, key
stakeholders and visitors. Council conducted the CH2022 Community Plan survey, receiving
almost 800 responses, and facilitated 14 workshops with local communities in May and June
2011 to gather their thoughts and ideas about the future to form the basis of the Community
Plan. The Community Plan was adopted by Council on December 12 2011 and became
effective on July 1 2012.
Meeting Our Corporate Plan Objectives. (s 119)
KEYPRIORITY1 Creating a Region of Choice
Developing and promoting our regional identity and image while nurturing our local
communities and sense of place.
Key activities
Increasing use of social media, including facebook, to communicate key messages quickly
and broadly, and receive feedback. Council began using facebook in January 31, 2011. By
June 2012, we had almost 700 people ‘like’ our page. Facebook has shown itself to be very
effective in communication important and changing information, such as road closures, to
our community.
Continuing use of Council’s website as a key communication tool. In the 2011/12 year,
Council had almost 62,000 people visit the Council website.
Quarterly newsletter delivered to households across the region.
Continued to forge a positive relationship with Capricorn Enterprise to provide and enhance
tourism infrastructure, including visitor information centres, road signage and opportunities to
promote the region.
Continued to support key community events and festivals such as the Central Highlands
Multicultural Festival and Gemfest
Continued to provide support to community based organisations through the Community
Grants and Loans Fund
Hosted Australia Day events in Emerald, Blackwater, Tieri and Rolleston.
‘Arts in August’ activities and events held across the region, including JAM
Opportunities for local artists to attend workshops, develop skills and showcase their talents
through art exhibitions across the region.
19 | P a g eRADF funding program supported across the region.
75% complete on Arts and Cultural Strategy to support and promote ongoing inititaives and
programs across the highlands
Conducted forums with respect to arts, culture and diversity
75% complete new Council Public Art Policy
KEYPRIORITY2 Building & Delivering Sustainable Infrastructure
Planning, constructing, maintaining and managing infrastructure that reflects the aspirations
and needs of our regional communities.
Key activities
Water and Sewerage
Council secured a site in Emerald for the East Nogoa Water Treatment Plant. All easements
have been surveyed.
A detailed construction design report was prepared. Expressions of interest will be called for
the design and construction of this important community infrastructure project in the 2012/13
financial year.
Capital Projects:
Bluff Skate Park
Bluff Skate Park was officially opened by Mayor Peter Maguire on 9th March 2012. Funding
for this project was from the Queensland Government under the Department of Communities
(Sport & Recreation Services) Minor Infrastructure Program, Central Highlands Regional
Council, Jellinbah Resources and Queensland Rail. Grants were received totalling
$147,220. The total cost of the project was $194,087.
Springsure Skate Park
Springsure Skate Park was officially opened by Mayor Peter Maguire on 29th October
2011. This project was funded by Central Highlands Regional Council. The work camp at
Springsure assisted with the erection of a shade structure at the facility. The skate park is
well utilised by the youth of the community being situated next to the Springsure pool. The
total cost of the project was $131,763.
All Abilities Park Blackwater
All Abilities Park Blackwater consists of a liberty swing, designed for use by persons of all
abilities. The complex has landscaped pathways, toilets and BBQ shelters and was
completed in October 2011. The total cost of the project was $965,436. Grants received
totally $676,168.
Rolleston ESU Shed
The Rolleston ESU Shed was completed and handed over for use by the Emergency
Services Unit on 12th April 2012. The Rolleston ESU Shed comprises a three bay storage
shed for the three state emergency service vehicles, new office space, toilet amenities, first
aid room, and storage above the office area. The official opening was held on 1st September
2012. Grants received from totalling $270,000 from Regional State Emergency
Services. The total cost of the project was $453,167.
Sapphire Aquatic Centre
This project was seen by many in the Gemfields Community as a much needed facility for
over 30 years. During those years GemSwim (a Community organisation in the Gemfields
area) worked hard to raise funds, which were used to engage consultants to put together
numerous Business Plans and Feasibility Studies. The facility was officially opened by
Mayor Peter Maguire on 9th December 2011. Funding was received from the Department of
Communities - Qld Government under the Major Facilities Program 2009 of $486,758. The
20 | P a g etotal project cost was $784,000. GemSwim paid for the shade shelters and BBQ'S at a cost
of around $39,000.
Springsure Library Extension
Springsure Library extension consisted of a workroom, children’s room and a much needed
extension to the main library area of the existing facility. The extension was completed on
8th May 2012 at a cost of $308,000 and is well utilised by the community.
Emerald Town Hall
An upgrade of the kitchen, toilets and foyer of the Emerald Town Hall was undertaken and
completed in January 2012. The upgrade saw completely new male and female toilets and
disability toilet installed as well as new tiling and kitchen equipment. The foyer received a
much needed revamp to a more modern theme. The total project cost was $310,000.
Blackwater Pool
Blackwater Pool received a permanent shade structure over the main pool thanks to
generous funding from BMA. This project cost was $100,000.
Sapphire Aged Units
Sapphire Aged Units, named Fossickers Retreat Seniors Units, were completed and officially
opened on the 9th December 2011. The complex consists of 5 aged units and have been
fully occupied since opening. Grant funding was received from the Department of
Communities in the amount of $1,124,000. The total project cost was $1,463,000.
Adoption of priority infrastructure plans for legacy Councils in the lead up to the new CHRC
Planning Scheme
Consistent application of development assessment and approval process that consider
social, environmental impacts and growth and development across sectors
Pilot service level review programme to be established to revise planning and development
processes
A study into the community transport needs of the region was commissioned, and a steering
committee of community representatives and the Mayor was established.
KEYPRIORITY3 Harnessing Sustainable Economic Growth
Building economic capacity by pursuing opportunities to attract & support business
investment and alliances.
Council supports the Central Highlands Development Corporation to undertake regional
economic development, promote regional events and tourism initiatives on its behalf.
Central Highlands Economic Profile and Development Registers reviewed and updated.
Central Highlands Conference – Investing in Our Future held March 16 – 17, attracting
around 200 delegates.
Partnered with BMA to promote their LocalBuy program.
Workforce development strategy commenced in partnership with key community and
business stakeholders.
The provision of regular workshops, functions and networking events for the business
communities across the region.
21 | P a g eAdvocating and networking with contacts in State and Federal government, local business
and industry sector representatives and community organisations
Provide and deliver access to up to date statistical data, information and reports relevant to
business and industry in the Central Highlands
KEY PRIORITY 4 Protecting our Environment
Protecting and managing our natural and built environments for present and future
generations.
McIndoe Park Master Plan - Emerald
The McIndoe Park Master Plan was completed by Clouston Associates in January
2012. The McIndoe Park Football Facility is used for sport and recreation and includes a
section of Emerald Botanic Gardens. It has the potential to provide a premier rugby league
facility for the township of Emerald that will serve the current and emerging community
needs. The site is located in close proximity to the town centre and comprises primarily of a
sporting facility, function centre, and includes parts of the Botanic Gardens. This location
allows community, recreation and tourism to benefit from its natural setting. To make the
most effective use of the site, connectivity with the adjoining town centre areas will need to
be well understood. Parking, pedestrian access, adjacent land uses and services to the site
will also be reviewed. The total cost of the project was $76,503. This project also included
fence replacement following flooding.
Gemfields SES Shed
This facility was completed on and handed over for use by the SES on 12th April 2012. The
building consists of an office, storage and two bays for SES vehicles. The official opening
was held on 1st September 2012. The total cost of the project was $217,802. A grant of
$22,000 was received from Regional State Emergency Services.
KEYPRIORITY5 Our Community, Our Lifestyle
Building community networks across the region to enhance our unique lifestyle.
Annual visitors to CHRC Library Service – 93,736 (or an average of 391 visitors each day to
our 10 library branches)
Membership – 8,515 (approximately 37% of our residential population)
Circulation of items throughout 2011/2012 – 105,558 (annual average of 12 items per
borrower)
Internet hours clocked – 5580 hours (roughly 24 hours per day)
Number of story time sessions, holiday activities and events conducted – 320 (with a total
number of 4592 attendees)
Seniors Week was once again a popular event. This year, the annual outing and lunch
hosted by Council was held in Springsure.
22 | P a g eCouncil agreed to develop a Memorandum of Understanding with CTM Links, to deliver
community development and engagement activities in Capella and Tieri.
Youth Week activities were held in Blackwater, Emerald and the Gemfields, with young
people travelling from across the region to attend these popular events.
Council supported the community of Rolleston in its bid to attract improved health services
for local residents.
A ‘Mums Movie Morning” was held for first time pregnant women, with representatives from
relevant agencies such as Nursing Mothers Association and Maternal and Child Health
Nurses providing information.
Strengthening the Organisation
KEYPRIORITY6
Create an organisational culture which reflects CHRC values while adopting practices and
systems, which support a skilled, motivated and community focused workforce.
Council adopted it’s ten year Community Plan, CH2022, developed after extensive
consultation with the communities of the Central Highlands.
We have reviewed our 10 year Long Term Financial Plan, which provides a blueprint of the
organisation’s estimated future financial position.
Operational efficiencies coupled with reprioritisation of council’s capital works program
helped Council to keep rate increases in line with CPI for the 2011-2012 budget
Customer Service Charter developed and adopted.
Achievements by Department
Infrastructure Assets and Public Facilities
In Blackwater, Council engaged in works to reconfigure pipes around the reservoir and
reticulation pumps, resulting in a significant increase in water pressure for the community.
A new reservoir was installed at Bauhinia Downs.
23 | P a g eIn February and March of 2012, fluoridation plants were commissioned fro the Emerald,
Blackwater, Tieri and Rubyvale/Sapphire communities.
Central Highlands were very proud to hear that their Blackwater water treatment plant
operator, Tammy Beddow, was awarded Queensland Water Industries Operator of the Year.
Established in 2010 by Queensland Water in conjunction with the WIOA, this award
recognises the achievements and outstanding operational performance of Queensland water
industry employees, and is presented to operators who show excellent performance,
initiative and all round attention to detail.
Working at the Blackwater water treatment plant, Tammy was recognised for continually
displaying and promoting the values, culture and integrity that is the corner stone of Local
Government service delivery.
Emerald Airport became one of the first regional airports in Queensland to commence
security screening on 01 May 2012.
Council staff worked over the Christmas break to ensure that two new river height monitoring
stations for the upper Nogoa and Comet river catchment areas are operational and
accessible from the Bureau of Meteorology (BOM) website.
One is located on Van Dyke Creek west of Springsure, and the other on Comet River at
Rolleston. They will provide additional flood warning information for the Emerald and
Rolleston communities.
Council’s capital works program included:
Restoration of war memorials at Duaringa and Bluff,
Blackwater’s Hunter St sports complex received more work, and skateboard facilities were
developed in Springsure and Bluff.
In Capella, the Linear Parkland was continued from the old railway station to Walsh St.
Playground equipment in a number of parks right across the region was upgraded.
24 | P a g eThe water meter replacement continued.
Another small but significant project was the raising of the sewer manholes at Rolleston.
This was a key area of concern during the floods earlier this year, and Council has said that
it is a priority project.
SES crews and police from the Central Queensland region headed out to the Fairbairn Dam
at Emerald for the annual Operation Water Rats training exercise.
With almost 100 people taking part, it was the largest training event of its kind to be held at
the Dam in recent years.
Council introduced on 1 December 2011, a levy on all commercial and industrial,
construction and demolition businesses disposing of waste at Council waste facilities,
consistent with State Government requirements.
Council completed works to upgrade public carparking facilities near the Emerald Hospital.
The project was funded by BMA and aimed to improve safety and amenity for BMA
employees and contractors and the general public .Council constructed a car park of around
100 spaces, including kerb and channelling, and will also install solar lights.
Community and Development Services
CHRC Libraries were successful in gaining assistance from State Library of QLD in the form
of a Digital Literacy Grant for $11,000. This funding was instrumental in improving our ability
to deliver community learning programs and improve existing electronic services. Wifi
hotspots at Emerald, Blackwater and Springsure libraries were installed and a mobile
computer classroom in the form of 6 laptops were purchased to allow for the introduction of
regular computer classes at the 3 main library branches.
Work continued towards building a single Planning Scheme for the Central Highlands region.
Council partnered with the Urban Land Development Authority to develop and build
affordable and diverse housing options in Blackwater.
In an effort to promote responsible dog ownership, Council conducted a trial off-lead area in
Emerald. Dog owners looking for somewhere to take their pooch for a run around and a bit
of fun now have a designated area to go to. The newly constructed dog area on Rifle Range
Road was opened in June.
25 | P a g eCouncil commenced redevelopment works at Rundle Park, the first stage of the
development of its multi-million dollar Opal Street Sports precinct, a project that will see the
construction of new facilities for tennis and netball.
On the 12 December 2011 the Minister for Planning, Local Government and Special Minister
of State Planning approved, and the Council adopted, a minor amendment package to the
Bauhinia, Duaringa, Emerald and Peak Downs Planning Schemes. Essentially this involves
the incorporation of a new Flood Plain Hazard Overlay map, supported by a code that sets
assessment requirements for new residential development in the areas that have been
identified in the maps as being flood prone. The amendments trigger new building
regulations that control building form, materials and minimum habitable finished floor levels
within the identified flood prone area.
The Central Highlands Regional Council formed an Advisory Committee which met for the
first time in March to guide the preparation of a Flood Plain Management Study and Plan for
all of the Central Highlands.
Council coordinated Clean Up Australia Day events across the region on Sunday 4 March.
26 | P a g eOrganisational Support Services
Council received a bronze award in The Australian Local Government Women's Association
(ALGWA 50:50 Vision - Councils for Gender Equity program.
This important program is the first national accreditation and awards program which
encourages councils across Australia to address gender equity issues within the
organisation and among their elected representatives. Central Highlands was one of the first
Councils in Queensland to receive the award.
Internet kiosks were established in all library branches across the region.
The IT team implemented the it helpdesk system, to ensure equitable and timely responses
to IT issues across the organisation.
All computers were upgraded to Microsoft Office 2010.
Office of the CEO
Council received funding through the Federal Government’s Healthy Communities Program
to deliver locally based health initiatives including community gardens, healthy eating and
fitness programs across the region.
Sister City activities. The Mayor and Councillors Nixon and Bulger travelled to Japan to
formalise Council’s Sister City agreement with the newly amalgamated Ichinoseki and
Fujisawa Councils. Ichinoseki Town Council Mayor and Chairman will travel to Australia later
in the year for a reciprocal ceremony.
27 | P a g eCouncil continued its monthly Councillor Community Consultations, travelling across the
region to meet with residents and ratepayers, hear their views and share information.
Central Highlands Regional Council hosted the inaugural Blackwater Flavours of the World
at Lions Park in March.
28 | P a g eCentral Highlands Regional Council and key partners including BMA Blackwater hosted an
open day to celebrate the completion of the All Abilities Park on Saturday, October 22.
Other Statutory Disclosures
In order to comply with the Local Government Act 2009, Council’s Annual Report needs to
contain various information of interest to the community. This information is detailed below.
Significant Business Activities Local Government Act 2009 Sect 45 (a), (b), (c) and (d)
Council applied the competitive neutrality principle to the following business activities in
2011/12:
Emerald Airport
Shepton Quarry
Waste Management
Water & Sewerage
Private Works
Saleyards
Council identified two new significant business activities in 2011/12 being:-
Water & Sewerage
Shepton Quarry
These activities have now exceeded the expenditure thresholds defined by the Act and a
Public Benefit Assessment will be undertaken in the 2012/2013 financial year.
No complaints were made against Council in relation to competitive neutrality.
Copy of Resolution for Councillor expenses – none this year
Copy of Resolution for Asset Thresholds – none this year
Beneficial Enterprises – Not applicable this year. Housing company might have fitted in
although not specifically clear so leave out I think.
Remuneration Local Government Act 2009 Section 201
1. The annual report of a local government must state
a. the total remuneration packages that are payable (in the year) to which the
annual report relates to senior contract employees; and
29 | P a g eb. the total number of senior contract employees who are being paid each of the
total remuneration packages.
2. A senior contract employee is
a. The Chief Executive Officer; or
b. any other local government employee who is employed –
i. on a contractual basis; and
ii. in a position that reports directly to the Chief Executive Officer.
iii.
Salary Range ($) Number of Contracted Senior Employees
125,000 - 175,000 2
175,000 - 225,000 4
225,000 + 1
Resolutions Local Government (Finance, Plans and Reporting) Regulation 2010 113 (a)
and (b).
No resolutions were made under the relevant sections.
Councillors Remuneration, Superannuation and Meeting Attendance Record
TOTAL EXPENSES
(includes conferences,
Vehicle TOTAL phone charges, travel and
Allowances Allowances Superannuation REMUNERATION entertainment costs.
Councillors Name $ $ $ $ $
Mayor Peter Maguire 115,671.92 - 2,025.60 117,697.52 22,452.61
Cr Gail Nixon 64,538.26 420.75 7,297.05 72,256.06 5,765.56
Cr Paul Bell 72,519.79 - 8,728.97 81,248.76 342.91
Cr Gail Godwin-Smith 8,294.84 - 995.38 9,290.22 481.82
Cr Charles
Brimblecombe 8,294.84 - 995.38 9,290.22 163.64
Cr Kev Cracknell 8,294.84 450.00 978.25 9,723.09 -
Cr Gai Sypher 8,294.84 - 726.35 9,021.19 -
Cr Peter Maundrell 8,294.84 - 995.38 9,290.22 163.64
Cr Kevin Pickersgill 8,294.84 892.50 - 9,187.34 163.64
Cr Kerry Hayes 55,130.62 - - 55,130.62 1,392.86
Cr Penelope Lee Bulger 55,130.62 - 6,615.68 61,746.30 405.15
Cr Patricia Judith
Schwarz 55,130.62 - 7,248.68 62,379.30 1,598.86
Cr Peter Haylock 55,130.62 - - 55,130.62 242.40
Cr Ross Rolfe 55,130.62 5,310.00 6,894.11 67,334.73 1,668.07
Cr David Brimblecombe 55,130.62 3,141.00 7,215.63 65,487.25 4,216.13
633,282.73 10,214.25 50,716.46 694,213.44 39,057.29
Meeting Attendance Record
There were 16 General meetings and one Special meeting held prior to the local government
elections conducted on April 28. There were 3 General meetings held after the April 28 local
government elections, and one special meeting, being the Statutory Post Election meeting.
30 | P a g eCrs Bell, Maguire and Nixon were elected members of Council up to April 28 and were
returned at the election.
Councillor Meetings Attended
General 19
Cr Peter Maguire
Other 2
General 18
Cr Gail Nixon
Other 2
General 19
Cr Paul Bell
Other 2
General 15
Cr. D Brimblecombe
Other 1
General 14
Cr. P Bulger
Other 1
General 17
Cr. K Hayes
Other 1
General 14
Cr. P Haylock
Other 1
General 17
Cr. R Rolfe
Other 1
General 16
Cr P Schwarz
Other 1
Cr. C Brimblecombe General 3
Other 1
Cr. K Cracknell General 3
Other 1
Cr. G Godwin-Smith General 3
Other 1
Cr P Maundrell General 3
Other 1
General 3
Cr. K Pickersgill
Other 1
Cr. G Sypher General 3
Other 1
Remuneration, Expenses and Facilities provided to Councillors and Members of Advisory
Boards Councillors passed the following resolutions relating to remuneration for the period,
at the Post Election Statutory Meeting held on May 14 2012.
ADOPTION OF SUPERANNUATION BENEFITS FOR COUNCILLORS UNDER SECTION
226
Resolution:
“That Council authorise superannuation payments of 12% on the condition that councillors
contribute 6% from their salaries contribute their proportion through a salary sacrifice
arrangement by making a formal request to Council. Councillors should nominate their
preferred superannuation fund.”
Remuneration
“That pursuant to Section 42(5) of the Local Government (Operations) Regulation 2010,
Council resolves to confirm the remuneration for a person who is a Councillor of the Central
Highlands Regional Council in accordance with the determination of the Local Government
31 | P a g eRemuneration Tribunal to be effective from the 1 January, 2012 and to remain in place until
a subsequent determination regarding remuneration is made by the Tribunal.
Mayor $109,719 pa being 80% of the salary of a Member of Qld Legislative Assembly
Deputy Mayor $68,575 pa being 50% of the salary of a Member of Qld Legislative Assembly
Councillor $58,288 pa being 42.5% of the salary of a Member of Qld Legislative Assembly
Facilities provided to Councillors
Councillors are provided with a laptop computer and/or tablet.
The Mayor is provided with a vehicle and mobile phone.
Orders and recommendations made against Councillors (f). (g) and (h)
No orders or complaints were made against Councillors.
Administrative Action Complaints Local Government (Finance Plans and Reporting)
Regulation 2010 S 115 1 (a) and (b) and 2 (a) and (b)
Council has an active Complaints Management Policy and Process.
The Council adopted a Customer Service Charter to improve its interactions with customers.
Overseas Travel
Local Government (Finance Plans and Reporting) Regulation 2010 S 116 (d)
The Mayor, Councillors Nixon and Bulger travelled to Japan for the purpose of re-signing the
Sister City agreement with Ichinoseki City Council. This was due to the amalgamation of our
long standing Sister City Council, Fujisawa, with Ichinoseki.
Total cost to Council was $14 802.50.
As part of the Sister City relationship Central Highlands Regional Council has with Fujisawa
Council, Japan, an exchange offer to local High School students of Blackwater. In December
2011, three students took part in this exchange opportunity. As part of the agreement,
Council also funded two staff representatives, Joshua Clutterbuck – Youth Development
Worker and Kirstie Beath – Assistant Works Manager, as chaperones. Costs to Council for
the staff’s travel was $3 971.06. While the total expenditure of this trip for all participants was
was $15 325.43, this sum was substantially reduced by fund raising activities by the group.
Expenditure on grants to community organisations
Local Government (Finance Plans and Reporting) Regulation 2010 S 117 (a)
Council has an established Community Grants and Loans Programs, with two funding
rounds each year.
In 2011/2012, $103, 666 was paid in grants to community organisations through this
program.
Council also allocated $ 45 722 through the Regional Arts Development Fund.
Expenditure from each Councillor’s discretionary fund
Local Government (Finance Plans and Reporting) Regulation 2010 S 117 (b)
Organisation Purpose Amount
($)
Duaringa Town Rural Fire Brigade Sponsorship of 2012 Combined Emergency Services 500
CH Cotton Growers and Irrigators Sponsorship of Annual Dinner 500
Marist College Donation towards Maryborough Science Trip 500
Angel Flight Donation 500
Queensland Quarter Horse Sponsorship of Hi Point Amateur Junior Horse Comp 300
Association
3CI Church Mayor’s Donation to National Day of Thanksgiving 500
activities
St Patrick’s School Mayor’s Donation for Soup Kitchen 250
32 | P a g eCapella State High School Donation ‘Cattle Club 2012’ 250
Bauhinia Campdraft Association Inc Donation -Bauhinia Campdraft 500
Emerald Agricultural College Donation to Graduation event 275
Duaringa Golf Club Inc Mayor’s Donation to the Duaringa Community 175
Community Solutions Donation – International Day of People with Disability 500
Springsure Bowls Club Sponsorship 2011 Triples Competition 250
La Trobe Valley Council Donation Coal Councils of Australia 5000
Springsure Jockey Club Inc Sponsorship of Annual Race Day 1000
CHRC Mayor’s Donation to Multicultural Festival 2011 300
Central Highlands Rugby League Inc Sponsorship of Grand Final Medals 500
QLD Country Women’s Association Sponsorship of Central Region Meeting 500
CH Junior Rugby League Inc Sponsorship 500
TOTAL 12800
Reserves and Controlled Roads Local Government (Finance Plans and Reporting)
Regulation 2010 118 (1) and (2)
Council has control of 1299 kilometres of roads which it does not own. This land does not
have a value in Council’s financial statements.
Council controls approximately 16,628ha of land that are reserves under the Land Act 1994.
Special Rates or Charges Levied
At its special budget meeting on July 18, 2011, Council approved the following special rates.
Further information can be found by examining Council’s “Peak Downs Mine Rates Policy”
and “Schedule of Rates and Charges” and include the following:
Gregory Mine (Yan Yan Road)
Gregory Mine (Lilyvale Road)
Kestrel Mine (Kestrel Mine Access Road)
Kestrel Mine Lease (Lilyvale and Yan Yan Road)
Capcoal (Anncrouye & Bundoora Dam)
Capcoal (Grasstree Road)
Oaky Creek Mine (Connection Road)
Oaky Creek Mine (Grasstree Road)
Oaky Creek (Town of Tieri)
Oaky Creek Mine (Crinum Road)
Oaky Creek Mine (Oaky Creek Access Road)
Cooperation between Local Governments
There were no activities that were supplied by another local government under
arrangements entered into under section 119 (1) (c) of the Local Government (Finance,
Plans and Reporting) Regulation 2010.
Changes to Tenders (Sect 119(1) (d))
Tender 24/2012/A Supply and Installation of Anakie Rising Main (Stage2)
This tender closed on March 26 2012. . Final approval from Queensland Rail for the project
was received on April 3, with specification changes. Tender evaluation had not occurred and
all tenderers were invited to resubmit, taking into account the new specifications. The
evaluation report was finalised on May 8 2012.
List of Registers Sect 119 (1) (e)
The following Registers were kept by Council during 2011-12. The registers were open for
inspection throughout the year:
Register of Electoral Gifts
Register of Interests of Councillors and Relatives of Councillors
Register of Delegation of Powers to the Mayor and Chief Executive Officer
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