agenda - general council meeting - 11 september 2018 · 2018-09-10 · agenda - general council...

OUR VISIONA progressive region creating opportunities for all

OUR MISSIONWe are a council committed to continuous improvement, a sustainable

future and efficient investment in our communities

OUR VALUESRespect and Integrity

Accountability and TransparencyProviding Value

Commitment and Teamwork

OUR PRIORITIESStrong, vibrant communities

Building and maintaining quality infrastructureSupporting our local economy

Protecting our people and our environmentLeadership and governance

Our organisation

General Council Meeting

Notice is hereby given pursuant to the provisions of the Local Government Regulation 2012, that the next Meeting of the Central Highlands Regional Council will be held in the Council Chambers, 65 Egerton Street, Emerald on

Tuesday, 11 September 2018At 2.30 pm

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

Scott MasonChief Executive Officer

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Agenda - General Council Meeting - 11 September 2018

Central Highlands Regional Council 2 of 86

AGENDA CONTENTS1 PRESENT ..................................................................................................................................................32 APOLOGIES..............................................................................................................................................33 LEAVE OF ABSENCE...............................................................................................................................34 OPENING PRAYER...................................................................................................................................35 CONFIRMATION OF MINUTES OF PREVIOUS MEETING .....................................................................35.1 Minutes - General Council Meeting - 28 August 2018 ............................................................................36 BUSINESS ARISING OUT OF MINUTES ...............................................................................................167 REVIEW OF OUTSTANDING MEETING ACTIONS ...............................................................................168 REVIEW OF UPCOMING AGENDA ITEMS............................................................................................169 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS

.................................................................................................................................................................1610 PETITIONS ..............................................................................................................................................1611 COMMITTEE RECOMMENDATIONS / NOTES......................................................................................1611.1 Nil Reports.............................................................................................................................................1612 COMMUNITIES........................................................................................................................................1712.1 Adoption of social media policy ..... approx 10 mins .............................................................................1712.2 Adoption of media relations policy ..... approx 10 mins.........................................................................3012.3 Continuation of Nogoa November ..... approx 10 mins .........................................................................3412.4 Development Application Update for August 2018 ..... Approx 10 - 15 mins ........................................3813 CORPORATE SERVICES .......................................................................................................................5113.1 Report of Audit Committee Meeting - 20 August 2018 ...... approx 5 mins ...........................................5114 CUSTOMER AND COMMERCIAL SERVICES.......................................................................................5614.1 Christmas / New Year Office Closure ..... approx. 5 mins.....................................................................5615 INFRASTRUCTURE AND UTILITIES .....................................................................................................5815.1 Nil Reports.............................................................................................................................................5816 CENTRAL HIGHLANDS DEVELOPMENT CORPORATION .................................................................5916.1 Central Highlands Development Corporation - Service Level Agreement 2018 - 2020 ..... approx 10

mins.......................................................................................................................................................5917 CHIEF EXECUTIVE OFFICER ................................................................................................................8117.1 Nil Reports.............................................................................................................................................8118 DEPARTMENTAL UPDATES .................................................................................................................8218.1 Central Highlands Development Corporation ..... approx 10 mins ........................................................8218.2 Corporate Services ..... approx 5 mins..................................................................................................8519 GENERAL BUSINESS ............................................................................................................................8620 CLOSED SESSION .................................................................................................................................8620.1 Springsure Banking Facility ..... approx. 15 mins ..................................................................................8620.2 Codenwarra Gravel Sale ..... approx 15 mins .......................................................................................8621 LATE AGENDA ITEMS ...........................................................................................................................8622 CLOSURE OF MEETING ........................................................................................................................86



1 PRESENT

2 APOLOGIES

3 LEAVE OF ABSENCE

4 OPENING PRAYER

Father Raj Kodavatikanti from the Saint Patrick’s Catholic Church will deliver the opening prayer.

5 CONFIRMATION OF MINUTES OF PREVIOUS MEETING

5.1 Minutes - General Council Meeting - 28 August 2018

General Council Meeting

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

Tuesday, 28 August 2018

Commenced at 2.30pm

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CENTRAL HIGHLANDS REGIONAL COUNCIL

GENERAL MEETING OF COUNCIL

TUESDAY 28 AUGUST 2018

MINUTES CONTENTS

PRESENT .................................................................................................................................................... 2 APOLOGIES ................................................................................................................................................ 2 LEAVE OF ABSENCE ................................................................................................................................. 2 CONFIRMATION OF MINUTES OF PREVIOUS MEETING ......................................................................... 2 General Council Meeting: 7 August 2018 ..................................................................................................... 2 Review of Upcoming Agenda Items .......................................................................................................... 2 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS .... 2 PETITIONS (IF ANY) ................................................................................................................................... 2 COMMUNITIES ............................................................................................................................................ 3 Development Application – MCU188.2-2010 (4064/10) – Extension and Minor Change Application: Material

Change of Use: Caravan Park– Lot 60 on SP197267 – Mackenzie Street Blackwater ......................... 3 Capricorn Enterprise - Memorandum of Understanding 2018 - 2019 ............................................................ 4 Approved Inspection Program ...................................................................................................................... 4 Sodium Fluoroacetate (1080) Mapping ......................................................................................................... 5 CORPORATE SERVICES ............................................................................................................................ 5 Monthly Financial Report - July 2018 ............................................................................................................ 5 Update on Belcarra Legislation ..................................................................................................................... 5 INFRASTRUCTURE AND UTILITIES .......................................................................................................... 6 Urban Water Restriction Levels .................................................................................................................... 6 Raw Water Sales for Domestic Use .............................................................................................................. 7 CENTRAL HIGHLANDS DEVELOPMENT CORPORATION ....................................................................... 7 Central Highlands Development Corporation - Service Level Agreement 2018 – 2021 ................................. 7 CHIEF EXECUTIVE OFFICER ..................................................................................................................... 8 National Economic Development Conference - 16-19 October 2018 ............................................................ 8 GENERAL BUSINESS ................................................................................................................................. 8 Ivy Anderson Home ...................................................................................................................................... 8 CLOSED SESSION ...................................................................................................................................... 9 One Year Extension of Recycling Contract to Orora and Increase to Gate Fees .......................................... 9 Shepton Quarry - Lease Amendment ......................................................................................................... 10 Springsure Water Incident 13 August 2018 ................................................................................................. 10 Departmental Update - Infrastructure and Utilities Department ................................................................... 11 CLOSURE OF MEETING ........................................................................................................................... 11



MINUTES – GENERAL COUNCIL MEETING – TUESDAY 28 AUGUST 2018 – PAGE 2

MINUTES – GENERAL COUNCIL MEETING HELD AT 2.30PM TUESDAY 28 AUGUST 2018 IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE

PRESENT Councillors Councillor (Crs) K. Hayes (Mayor), G. Godwin-Smith (Deputy Mayor) Councillors (Crs) P. Bell AM, C. Brimblecombe, M. Daniels, A. McIndoe, G. Nixon, C. Rolfe and G. Sypher (attended at 2.41pm) Officers Chief Executive Officer S. Mason, General Manager Communities D. Fletcher, Acting General Manager Corporate Services M. Gatt , General Manager Infrastructure and Utilities G. Joubert, Coordinator Communications A. Ferris, Minute Secretary M. Wills APOLOGIES Nil LEAVE OF ABSENCE Resolution: Cr Nixon moved and seconded by Cr Daniels “That a leave of absence be granted for Councillor Godwin-Smith and Councillor Bell for the 11 September 2018 meeting.” 2018 / 08 / 28 / 001 Carried (8-0)

CONFIRMATION OF MINUTES OF PREVIOUS MEETING General Council Meeting: 7 August 2018 Resolution: Cr Brimblecombe moved and seconded by Cr Godwin-Smith “That the minutes of the previous General Council Meeting held on 7 August 2018 be confirmed subject to an amendment noting Cr Bell’s leave of absence.” 2018 / 08 / 28 / 002 Carried (8-0)

Business Arising Out Of Minutes Nil Outstanding Meeting Actions Nil Review of Upcoming Agenda Items Nil MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS Nil PETITIONS (IF ANY) Nil




Attendance Manger Planning and Environment K. Byrne and Town Planner J. Marsh attended the meeting at 2.38pm Cr Sypher entered the meeting at 2.41pm

COMMUNITIES Development Application – MCU188.2-2010 (4064/10) – Extension and Minor Change Application: Material Change of Use: Caravan Park– Lot 60 on SP197267 – Mackenzie Street Blackwater Executive summary: A request has been submitted to extend the relevant period of a Development Approval for a Material Change of Use: Caravan park, 20 caravan sites, 400m2 camping sites, 426 units, caretakers’ residence and ancillary facilities on land located at 60 Mackenzie Street, Blackwater with an additional four (4) years to 27 July 2022. The original application was required to be publicly notified and 65 properly made and one (1) not properly made submissions were received. If similar application was submitted today to Council, it would be impact assessable and would be required to be publicly notified due to the conflicts with planning legislation.

• On 5 September 2011, the original development approval for a Material Change of Use: Caravan park was approved.

• On 27 July 2012, a related approval for Operational Works was approved.

• On 16 October 2015, a request for extension of relevant period was assessed and subsequently approved, extending the currency period for two (2) years until 27 July 2018. The previous approval to extension of the currency period therefore allowed a six (6) year relevant period.

o Therefore, in accordance with section 341(4) of the Sustainable Planning Act 2009, the relevant period for this development approval expired on 27 July 2018.

o The applicable planning scheme at the time was the Duaringa Shire Planning Scheme 2007. The previous planning report indicated that no further extensions would be supported by Council. Therefore any additional extensions would require a new application.

• On 11 July 2017, a ‘Generally in Accordance’ approval was granted and amended the proposed development to include a reduction from 426 rooms to 410 units, with no changes to the 20 caravan sites, a manager’s residence and 400m2 camping sites and ancillary facilities.

Resolution: Cr Brimblecombe moved and seconded by Cr Rolfe “That Central Highlands Regional Council refuse the application for a Development Permit for Material Change of Use: Caravan park (410 units, 20 caravan sites, a manager’s residence, 400m2 camping sites and ancillary facilities) on land described as Lot 60 on SP197267 at Mackenzie Street Blackwater, subject to the following grounds: Grounds of Refusal:

1. The development was originally assessed and decided under the Duaringa Planning Scheme 2007 and originally defined as a Caravan park. On 30 July 2010, the Blackwater Priority Development Area (PDA) was declared by regulation and subsequent ‘extension of currency period’ and ‘generally in accordance’ applications were assessed under this Scheme with consideration to the Duaringa Planning Scheme 2007 and any other matters deemed relevant. That approval is inconsistent with the current laws, policies and guidelines that apply to the development as follows:

• The proposed development is in conflict with the purpose of the Residential zone in that the development does not achieve the residential density, scale or character intended for the zone.

• The proposed development in its current form cannot be appropriately defined as either a ‘Tourist park’ or ‘Non-resident worker accommodation’ and therefore to this degree provides inconsistencies within the Residential zone.

• The proposed development site is inconsistent with the area designated for ‘Non-resident workers’ accommodation.

• The proposed development has a significant shortfall of required carparking spaces onsite.




• The applicant has not demonstrated that an overriding community need still exists for the development to establish on a site where the use is inconsistent with the zoning.

2018 / 08 / 28 / 003 Carried (9-0)

Attendance Manger Planning and Environment K. Byrne and Town Planner J. Marsh left the meeting at 2.53pm Capricorn Enterprise - Memorandum of Understanding 2018 - 2019 Executive summary: Capricorn Enterprise is the regional tourism organisation that provides tourism marketing on behalf of Central Highlands Regional Council. Each year, council provides funding to Capricorn Enterprise that is matched by Tourism and Events Queensland. A memorandum of understanding is entered into by both organisations that clearly articulates the intended outcomes of service delivery for the coming twelve months. Resolution: Cr Nixon moved “That Council proceed to the next order of business and that this report be deferred until the next meeting.” 2018 / 08 / 28 / 004 Carried (9-0)

Attendance Manager Planning and Environment K. Byrne and Coordinator Ranger Services B. Keys attended the meeting at 3.12pm Approved Inspection Program Executive summary: It has been identified that Central Highland Regional Council (CHRC) is experiencing an increase in animal related requests throughout the region. In turn it is the intention of CHRC Ranger Services to undertake an Approved Inspection Program (AIP) throughout the CHRC region for the purpose of targeting contravention of Local Laws of the Central Highland Regional Council. Ranger Services will undertake a rotational approach to this AIP task with two (2) Rangers attending a designated area for a day long period with the expectation that two (2) days a week will be dedicated to undertaking this exercise. Rangers will commence execution of this task in the outlying urban areas such as Duaringa, Springsure, Capella and the Gemfields and moving inward over the AIP timeframe with the intention of persuading enforcement as the Rangers move closer to the higher levels of registration being within the urban area i.e. the Emerald town centre. Resolution: Cr Brimblecombe moved and seconded by Cr Godwin- Smith “That Central Highlands Regional Council approve the request for Ranger Services to undertake an approved inspection program of the CHRC area to ensure compliance with relevant Local Laws in accordance with section 133 (subsection 2) of the Local Government Act 2009.” 2018 / 08 / 28 / 005 Lost (5-4)




Sodium Fluoroacetate (1080) Mapping Executive summary: The Ranger Services team delivers varying services within the region with one of these services being the assistance to rural landholders in delivery on Central Highlands Regional Council’s (CHRC) Biodiversity plan 2017-2020 through Sodium fluoroacetate (1080) baiting. The Ranger Services team provides assistance to landholders in the provision of access to 1080 within the region to combat pest animals in the area. This in turn is aligned with the Biodiversity framework in collaboration with other stakeholders as baiting is undertaken by nearby councils and with state partners such as Department of Agriculture Forestry and Fisheries. CHRC is investigating the implementation of a mapping strategy to identify all properties participating in current baiting in the area. Resolution: Cr Daniels moved and seconded by Cr Rolfe “That Central Highlands Regional Council receive this report on the initiative to implement a 1080 mapping system to capture data related to ongoing baiting in the region.” 2018 / 08 / 28 / 006 Carried (9-0)

Attendance Manager Planning and Environment K. Byrne and Coordinator Ranger Services B. Keys left the meeting at 3.47pm Consultant Corporate Services W. Jensen attended the meeting at 3.48pm

CORPORATE SERVICES Monthly Financial Report - July 2018 Executive summary: A Financial Report which summarises the financial performance and position of the Central Highlands Regional Council is presented each month to provide a snapshot of Council’s financial performance. While this report complies with statutory obligations, it is also intended to provide additional information to keep Councillors informed of relevant matters impacting on the financial position of Council. At this point in the year it is difficult to identify any trends, but activity levels have been comparable with the same period from previous years. Resolution: Cr Sypher moved and seconded by Cr Nixon “That Central Highlands Regional Council receive the Monthly Financial Report for the period ended 31 July 2018.” 2018 / 08 / 28 / 007 Carried (9-0)

Attendance Consultant Corporate Services W. Jensen left the meeting at 3.58pm Manager Governance (fixed term) C. Joosen attended the meeting at 3.58pm Update on Belcarra Legislation

Executive summary:

This report is intended to provide updated information for the following:




1. Amendments to the Local Government Act following the Crime and Corruption Commissions ‘Belcarra report’ and the status of their implementation.

2. Governance Officers continue the review of Council Governance Framework and Policies. 3. Advice on proposed administrative arrangements relating to the Public Interest Disclosure Act 2010. 4. Advice on publication by the Crime and Corruption Commission of the report, ‘Culture and Corruption

Risks in Local Government “Windage report”. 5. The Progressing of operational risk management assessments.

Resolution: Cr Godwin-Smith moved and seconded by Cr Rolfe “That Central Highlands Regional Council receive the information report and note:

1. The Local Government Department will undertake training on the amendments to the Local Government Act (The Belcarra amendments) to be held in Emerald in the near future;

2. Council will continue the review of its policy suite to ensure compliance with its legislative obligations, the general local government principles and good governance practice;

3. Note the Officers’ review the Public Interest Disclosure Model documents developed by the Office of the Queensland Ombudsman, and where required, report to Council; and further

4. Note that in the further development of its Enterprise Risk Management Framework, Council governance officers undertake a detailed review of the CCC report ‘culture and corruption risks in local government’ and identify Councils particular operational and departmental fraud and corruption risk and mitigation measures.”

2018 / 08 / 28 / 008 Carried (9-0)

Attendance Manager Governance (fixed term) C. Joosen left the meeting at 4.07pm Manager Water Utilities P. Manning attended the meeting at 4.07pm General Manager Communities D. Fletcher left the meeting at 4.10pm General Manager Communities D. Fletcher returned to the meeting at 4.11pm

INFRASTRUCTURE AND UTILITIES Urban Water Restriction Levels

Executive summary:

The Central Highlands Regional Council Drought Management Plan current as 2009, has triggers for imposing water restrictions for users of urban potable water which are brought in to conserve water supplies when required.

Resolution: Cr Nixon moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council receive the information report describing water restriction trigger levels.” 2018 / 08 / 28 / 009 Carried (9-0)

Attendance Chief Executive Officer S. Mason left the meeting at 4.20pm Chief Executive Officer S. Mason returned to the meeting at 4.22pm




Raw Water Sales for Domestic Use Executive summary: One of the raw water groups near Emerald has enquired whether council would have water allocation available for trading for domestic use due to the low announced allocations. It is recommended that a decision is made to not make water available for trade at present as there are other options available for stock and domestic users to access additional water, such as purchasing allocation from current water traders or purchasing potable water from Emerald by tanker as is required by any resident across the region not on the town scheme. Resolution: Cr Godwin-Smith moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council decline to currently seasonally trade allocation solely for domestic use as there is currently a market for users to purchase water.” 2018 / 08 / 28 / 010 Carried (9-0)

Attendance Manager Water Utilities P. Manning left the meeting at 4.24pm

CENTRAL HIGHLANDS DEVELOPMENT CORPORATION Central Highlands Development Corporation - Service Level Agreement 2018 – 2021 Executive summary: Central Highlands Development Corporation (CHDC) works in collaboration with CHRC, stakeholders, businesses, industry, the community and government to activate and accelerate sustainable and cohesive responses through innovative and entrepreneurial strategies that facilitate the opportunities to grow the region’s economic potential and future sustainability. Central Highlands Regional Council provides financial contribution annually to CHDC for the delivery of services responding to Key Priority 3 of the CHRC Operational Plan and reporting on measurable activities reflected through the Service Level Agreement Schedule B. The 2015-2018 Service Level Agreement (SLA) between the Central Highlands Regional Council and Central Highlands Development Corporation Ltd (CHDC) is due for renewal as of 1 July 2018. On the 6th August, 2018, CHDC Board accepted the Draft 2018-2021 Service Level Agreement for Councils consideration in the delivery of agreed services and activities corresponding to Key Priority 3 of the CHRC Operational Plan and the KPI’s identified in the CHDC 2018-2019 Operational Plan (SLA Schedule B). Resolution: Cr Nixon moved “That Central Highlands Regional Council defer this report to the next meeting.” 2018 / 08 / 28 / 011 Carried (9-0)




CHIEF EXECUTIVE OFFICER National Economic Development Conference - 16-19 October 2018 Executive summary: The National Economic Development Council Conference and Study Tour is being held in Rockhampton from 16 to 19 October 2018. The three-day conference will attract economic development practitioners from around the country and around the world; and representatives from all levels of government. The 2018 conference will feature a compelling program of highly regarded thought-leaders whose knowledge and expertise will challenge delegates, and encourage robust dialogue around the conference’s central themes. Resolution: Cr Nixon moved and seconded by Cr Daniels “That Central Highlands Regional Council be represented at the National Economic Development Council Conference and Study Tour to be held in Rockhampton from 16 to 19 October 2018 by Councillors Godwin-Smith and Brimblecombe.” 2018 / 08 / 28 / 012 Carried (9-0)

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

Cr Rolfe

• Advised that the use of raw water use at the saleyards is working well with dust suppression and as drinking water for the cattle.

Cr Nixon

• Tidy Towns - asked if any township had been nominated. If not, can Springsure and Rolleston be nominated? General Manager Communities advised that three towns have been nominated for the Tidy Towns Competition - Emerald, Capella and Springsure.

• Requested an update with regards to negotiations with Santos regarding roads and communications in the Arcadia Valley area. General Manager Infrastructure and Utilities provided a verbal update.

• Ivy Anderson Home – requested Council give consideration to this project as a major project for political advocacy until project completion. Further, to progress the Ivy Anderson Village Project to a shovel ready state and that Central Highlands Regional Council approve the transfer of $150,000 at budget review. Chief Executive Officer S. Mason advised that this will be considered at Budget Review 1 and that a business case and report will need to be presented to Council for consideration.

Ivy Anderson Home Resolution: Cr Nixon moved and seconded by Cr Sypher “That Council instruct its Chief Executive Officer to provide a report on advancing the Ivy Anderson Home Village Project.” 2018 / 08 / 28 / 013 Carried (9-0)




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

2018 / 08 / 28 / 014 Carried (9-0)

The meeting was closed at 4.52pm

Attendance General Manager Infrastructure and Utilities G. Joubert, Coordinator Communications A. Ferris left the meeting at 4.53pm Manager Planning and Environment K. Byrne and Consultant Corporate Services W. Jensen attended the meeting at 4.53pm One year extension of recycling contract to Orora and Increase to Gate Fees Attendance Chief Executive Officer S. Mason left the meeting at 5.07pm and returned at 5.08pm General Manager Communities D. Fletcher, Acting General Manager Corporate Services M. Gatt, Manager Planning and Environment K. Byrne and Consultant Corporate Services W. Jensen left the meeting at 5.21pm Shepton Quarry - Lease Amendment Attendance General Manager Infrastructure and Utilities G. Joubert and Manager Water Utilities P. Manning returned to the meeting at 5.33pm Springsure water incident 13 August 2018 Attendance Manager Water Utilities P. Manning left the meeting at 5.42pm Infrastructure and Utilities Department Out of Closed Session Resolution: Cr Daniels moved and seconded by Cr Rolfe “That the meeting now be re-opened to the public.” 2018 / 08 / 28 / 015 Carried (9-0)

The meeting was opened at 5.49pm One Year Extension of Recycling Contract to Orora and Increase to Gate Fees Executive summary: The purpose of this report is to discuss the increase to the gates fees in Councils Recycling Contract with Orora and the extension of the contract for a one year period.




Currently, the gate rate varies from $92-$123 a tonne depending on volumes put through the plant by all four (4) Councils set out in the schedule of rates as well as a $12 a tonne commodity levy. Orora initially proposed a gate fee of $251 and have since proposed to reduce this with the rates outlined in the recommendation below.

Resolution: Cr Brimblecombe moved and seconded by Cr Daniels “That Central Highlands Regional Council accept the increase in gate fees to ensure the continuation of a recycling service for the Central Highlands region in accordance with the following periods:

• From 1 November 2018 – 1 January 2019: $198/tonne. The date is to coincide with the Container Refund Scheme commencement date

• From 1 January 2019 – 31 December 2019: $198/tonne plus CPI • From 31 December 2019 – 31 December 2020: increase to $212 plus CPI. The period is the

agreed one-year extension to the contract. As a minimum we will need this length of time to secure a long-term facility via any tender process. We need to discuss the future and what Councils want to do.

And further, that Central Highlands Regional Council agree to an extension of the contract for one year until 31 December 2020.” 2018 / 08 / 28 / 016 Carried (8-1)

Shepton Quarry - Lease Amendment Executive summary: In preparation for an Expression of Interest process to be undertaken regarding Shepton Quarry, it has been pertinent for a review of the existing lease to be undertaken to ensure the document is reflective of current requirements and understanding between the Lessor and Council. Resolution: Cr Nixon moved and seconded by Cr McIndoe “That Central Highlands Regional Council accept the proposed changes to clauses 3.6 and 3.7 of the Shepton Quarry lease as outlined within the report.” 2018 / 08 / 28 / 017 Carried (9-0)

Springsure Water Incident 13 August 2018 Executive summary: Part of the Springsure town had no water on 13 August 2018 due to the level in one of the reservoirs

running low. This was followed by dirty and coloured water complaints. The water levels were built up over

the following two days and the network flushed on Tuesday 14 August 2018.

Resolution: Cr Nixon moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council receive this report.” 2018 / 08 / 28 / 018 Carried (9-0)




Departmental Update - Infrastructure and Utilities Department Executive summary: The following report provides an update on key activities for the Infrastructure and Utilities Department for the month of August 2018.

• Capricorn Highway (Codenwarra Road to Opal Street / Vince Lester Bridge) Planning Project

Resolution: Cr Brimblecombe moved and seconded by Cr Rolfe “That Central Highlands Regional Council receive the Infrastructure and Utilities departmental update report, highlighting key activities for the month of August 2018.” 2018 / 08 / 28 / 019 Carried (9-0)

Attendance Cr Brimblecombe left the meeting at 5.51 pm and did not return.

CLOSURE OF MEETING There being no further business, the Mayor closed the meeting at 5.53pm CONFIRMED MAYOR DATE





6 BUSINESS ARISING OUT OF MINUTES

7 REVIEW OF OUTSTANDING MEETING ACTIONS

8 REVIEW OF UPCOMING AGENDA ITEMS

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

10 PETITIONS

10.1 To be tabled (if any)

11 COMMITTEE RECOMMENDATIONS / NOTES

11.1 Nil Reports



12 COMMUNITIES

12.1 Adoption of social media policy ..... approx 10 mins

DECISION REPORT

Date: 7 August 2018

To: General Council Meeting

Author: Andrea Ferris, Coordinator Communications

Authorising Officer: Daniel Fletcher, General Manager Communities

File Reference: ECM #1130746 and #1130747

EXECUTIVE SUMMARY:

The Central Highlands Regional Council Social Media Policy defines council’s principles and use of social media as a communication and community engagement channel.

The policy has been reviewed to ensure it is relevant to current social media use by council. The review included a restructure of the policy to encompass the fundamental rules of social media use by employees and councillors.

It now refers to a set of social media use procedures that can be reviewed and adjusted frequently to align with the current trends of the ever-changing online environment.

OFFICER RECOMMENDATION:

That Central Highlands Regional Council adopt the Central Highlands Regional Council Social Media Policy.

And further:

That Central Highlands Regional Council endorse the Central Highlands Regional Council Use of Social Media Procedures.

REPORT:

The social media landscape is subject to constant and rapid changes and council’s current social media policy was adopted when council first commenced using Facebook.

The policy contained superfluous and redundant general information on social media and lacked flexibility to adapt to rapid changes in the online environment.

The re-drafted policy stipulates the overarching principles for social media use to conduct council business. It refers to the Central Highlands Regional Council Use of Social Media Procedures as a comprehensive document that encompasses all aspects of social media use by council employees, elected representatives and executive managers.

Simplifying the policy and establishing the procedures document as a point of reference has two benefits: it enables the policy to have a longer tenure; and procedures can be continuously reviewed, updated and improved in a less formal procedure than a policy change.



In brief: the policy stipulates that only delegated personnel can use social media on behalf of the council and when doing so must adhere to the relevant codes of conduct, laws and regulations, behave appropriately, and uphold the reputation and integrity of the organisation.

The procedures are more comprehensive and deal with the who, what, when, where and how of social media use and includes comment on the personal use of social media by employees and councillors.

Social media, such as Twitter and Facebook, are used by council as only one channel for communication. Its advantages are that messages are broadcast immediately. However, we acknowledge that not ‘everyone’ uses social media and therefore our communication efforts are spread across a range of channels that include traditional (newspaper, radio) and online media.

Measuring the effectiveness of social media communication is difficult. Seemingly banal events produce extraordinary response, while messages we deem to be important often solicit mediocre engagement.

The corporate communications team continuously monitor our social media channels, how local government around the country uses social media, and the worldwide changing trends in social media use.

Our social media use is reported monthly to the department head and quarterly to council

CONSIDERATIONS / IMPLICATIONS:

Corporate/Operational Plan Reference:5. Leadership and Governance;5.1. - Corporate Plan Strategy: Leadership and communication5.1.2 - Practice effective internal and external communication.

Budget/Financial/Resourcing:Not applicable

Legal/Policy/Delegations:Social media policyUse of social media guidelines

Communication/Engagement:The Executive Leadership Team has reviewed the proposed changes to the policy and media procedures and supports the progression of this report to Council for adoption.

Risk Assessment: Not applicable

Timings/Deadlines:Not applicable

Alternatives considered:Not applicable

SUMMARY:

The Central Highlands Regional Council Social Media Policy has been reviewed to ensure it is relevant to council’s current social media use. A restructure of the policy and partition of a social media use procedure allows for continual review and upgrades to suit the ever-changing online environment.



ATTACHMENTS:

1. Policy - Social Media Policy [12.1.1]2. Procedure - Use of Social Media [12.1.2]

– END OF REPORT –

Adoption Date: [Date] Revokes: Policy Name

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

Policy Name Page 1 of 2

COUNCIL POLICY

Social Media Policy

POLICY NUMBER: [automated #] DEPARTMENT: Office of Chief Executive Officer

EFFECTIVE DATE: UNIT: Corporate Communications

1.0 Purpose and Scope

The purpose of the Social Media Policy is to stipulate the overarching standard principles for the use of social media

to conduct council business.

• This policy applies to all councillors, employees, contractors, agents and volunteers of Central Highlands Regional Council.

• This policy applies to those digital spaces where people may post, upload and share content.

• This policy does not include the use of the council’s intranet site, The Vine.

• This policy is not intended to include personal use of social media where the author publishes information in their personal capacity and not on behalf of, or in association with Central Highlands Regional Council.

2.0 Reference

Relevant legislation

• Australian Copyright Act, 1968

• Queensland Local Government Act, 2009

• Queensland Anti-Discrimination Act, 1991

• Australian Human Rights Commission Act, 1986

• Australian Spam Act, 2003

• Australian Privacy Act, 1988 and Australian Privacy Principles

• Queensland Information Privacy Act, 2009

This policy should be read in conjunction with other relevant policies and procedures of Central Highlands Regional

Council including:

• Use of internet, email and electronic communication devices policy.

• Code of conduct for councillors’ policy.

• Central Highlands Regional Council employee code of conduct.

• Media relations policy.

• Central Highlands Regional Council Social Media Procedures.

3.0 Definitions

Social media consists of websites and applications (apps) that enable users to create and share content online.



Adoption Date: [Date] Revokes: Policy Name

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

Policy Name Page 2 of 2

4.0 Policy Statement Council’s use of social media

Council uses social media as a business tool primarily for general communication and community engagement.

Responsibility

The Corporate Communications team is responsible for the management of social media sites used by council.

All social media accounts are to be set-up and transacted in the name of Central Highlands Regional Council.

Who can use social media on behalf of council?

All members of the Executive Leadership Team.

Managers, supervisors, coordinators.

Corporate communications personnel.

Other staff with delegated authority.

Principles for the use of social media on behalf of council

Anyone using social media on behalf of Central Highlands Regional Council will:

• Adhere to the council’s codes of conduct, policies and procedures.

• Behave with caution, courtesy, honesty and respect.

• Comply with relevant laws and regulations.

• Post, share and comment to uphold the integrity, reputation and values of Central Highlands Regional Council.

Enforcement

Social media contributions are monitored for application of the principles articulated in this policy.

A breach of this policy by staff may result in a code of conduct complaint, disciplinary action, performance

management and/or review.

A breach of this policy by a councillor may result in a code of conduct complaint.

Central Highlands Regional Council reserves the right to remove, where possible, content that violates this policy or

any associated policies.

5.0 Policy Review

All policies will be reviewed every four years or when any of the following occurs:

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

• Other circumstances as determined from time to time by the chief executive officer / Executive Leadership Team / managers.



Adoption Date: Revokes:

Amended Date: Review Date:

Procedure – Use of Social Media Page 1 of 8

PROCEDURE

Procedure – Use of Social Media

GUIDELINE NUMBER: DEPARTMENT: Chief Executive Officer

EFFECTIVE DATE: UNIT: Corporate Communications

1.0 Purpose and Scope The Use of Social Media procedure outlines the approach for the use of social media channels to achieve meaningful engagement with the Central Highlands’ community and to fulfill the purpose of the Central Highlands Regional Council’s Communications Strategy 2017-18.

2.0 Reference Australian Copyright Act, 1968 Queensland Local Government Act, 2009 Queensland Anti-Discrimination Act, 1991 Australian Human Rights Commission Act, 1986 Australian Spam Act, 2003 Australian Privacy Act, 1988 and Australian Privacy Principles Queensland Information Privacy Act, 2009 Communication Strategy 2017-18 Social Media Policy Media Relations Policy Employee Code of Conduct Councillor’s Code of Conduct

3.0 Definitions Council shall mean – Central Highlands Regional Council Employees shall mean – all employees of Central Highlands Regional Council

4.0 Procedure

This procedure conforms to the principles of the:

Central Highlands Regional Council Corporate Plan 2017-2022:

Vision – A progressive region creating opportunities for all.

Mission – We are a council committed to continuous improvement, a sustainable future and

efficient investment in our communities.

Value – Equal opportunities, fair and open consultation and communication.

Key Priority 5.0 – Leadership and Governance






Outcome – Leadership and Communication – practice effective internal and external

communication.

It also relates to the guiding principles of the Central Highlands Regional Council Communications

Strategy 2017-18:

• Aim to influence or change behaviour.

• Provide compelling content with local context delivered it the right way.

• Value employees and ‘people like me’ as the strongest ambassadors of the organisation.

• Affiliate communication activities with the organisational objectives and values.

• Research, listen and analyse to target information to those that want to know.

WHAT’S NOT COVERED IN THIS PROCEDURE

This procedure relates to the use of the social media channels owned and administered by the

Central Highlands Regional Council and does not apply to any social media accounts owned by

employees or elected officials or by community groups or other individuals associated with council.

WHAT SOCIAL MEDIA CHANNELS ARE USED?

The primary social media channels that allow community engagement and reaction include:

• Facebook

• Twitter

• Instagram

• YouTube

HOW ARE THE SOCIAL MEDIA CHANNELS STRUCTURED?

Naming and contact details for social media accounts

All social media accounts must be held in the name of ‘Central Highlands Regional Council’ or the

relevant council business unit name and not in the name of an individual.

All accounts should use the email address: [email protected] if required for

registration.

Passwords to activate accounts are generated and kept by the corporate communications team.

Moderation and profanity settings

All council’s social media channels will be set to ‘moderate swear words’ and the profanity filter will

be set to ‘strong’.

WHO LOOKS AFTER COUNCIL’S SOCIAL MEDIA?

All social media accounts held in the name of council are administered by the corporate

communications team.

The corporate communications team may delegate administration permissions if a social media

account is to be primarily managed by another business unit.



mailto:[email protected]




Any social media accounts held in the name of the Central Highlands Library Service will be

administered by the staff of the Central Highlands Library Service.

The digital communications officer is the role with the day-to-day responsibility to develop and

implement the digital and online communication activities.

Anyone considering a social media account for council business or requiring authorisation and

training to use a social media account on behalf of council must apply in person to the corporate

communications team to discuss their requirements.

Content approval

All social media content for council-related campaigns should be approved by the departmental

delegated authorising officer prior to online publication.

The coordinator communications approves all other social media content.

Service level

The corporate communications team has a service level catalogue to guide the expected

timeframes for delivery of social media publishing services. This catalogue can be found as a

resource on the intranet (The Vine).

Open for business

The council’s social media sites will be officially monitored during normal business hours only.

However, from time to time an issue or event, such as a major weather event, may require out of

hours monitoring, which will be the responsibility of the relevant communications officer.

THE RULES FOR USING SOCIAL MEDIA CHANNELS

There are some strict, but common sense, rules about content that is not permitted to be

posted:

• Abusive, profane or sexual language.

• Content that is false or intentionally misleading.

• Confidential information about council or third parties.

• Copyright or trade-mark protected materials.

• Content that could be considered discriminatory.

• Illegal material or materials designed to encourage law breaking.

• Anything that could compromise anyone’s safety or the safety of council’s systems.

• Material that would offend contemporary standards of taste and decency.

• Content that would bring the council into disrepute.

• Personal details of councillors, council staff or third parties.

• Statements that may be considered to be bullying or harassment.

DEALING WITH COMMENTS AND FEEDBACK

Comments on posts

Comments on posts by the public are allowed on all social media channels.

Council responses to comments by the public will be limited to the correction of misinformation or

the addition of specifically requested information only.






Comments that are considered to be overly abusive, use profanity, are particularly distasteful or

unlawful will be deleted.

Caution should be shown before deleting a comment as it could be construed as censorship of

public comment or debate. Consult an officer of the corporate communications team in the first

instance if it is believed that a comment should be deleted.

Tasteful humour may be used if appropriate.

Anyone that makes a request or a complaint via a comment on a social media site should be

directed to the appropriate place, such as council’s phone or email contact.

Posts from public

Posts directly to council’s sites from the public are not allowed because social media is currently

not considered an appropriate medium for customer service interactions, for example reporting a

dog attack or pothole.

Dealing with negative comments

Council social media sites will always attract a measure of negative comments. In general,

responses will only be made to negative comments if the comment is offering misleading advice and

requires correction. A civil response, such as a thank-you, is appropriate if a comment gives

constructive criticism. Tasteful humour may be used if appropriate.

MAXIMISING ENGAGEMENT

Engagement for the purposes of this procedure is ‘reactions’, ‘comments’, ‘shares’, and ‘re-tweets’.

Reactions are likes or any of the emoticons provided on Facebook posts.

The overarching purpose for publishing content on our social media channels is to encourage

meaningful and effective engagement and interaction with the local community that will influence or

change behaviour.

This could be as simple as influencing attendance at an event or encouraging people to adhere to

water restrictions.

Effective engagement will be achieved with a combination of relevant, targeted content delivered in

the most popular format and at the optimal viewing time.

Engagement can be enhanced by ‘boosting’ Facebook content by way of paid advertising. The

amount of payment should reflect the importance of the reaction required to the content.

Content delivery methods

The most effective content delivery methods in order of popularity are:

• Video – 30-60 seconds in length

• Livestreaming

• Infographics

• Images

• Text






Content checklist

Prior to publishing any social media content it should be evaluated against this checklist:

1. Does the message conform to the communications strategy guiding principles?

2. What priority level does it have?

3. Is social media the most effective message delivery method?

4. What audience demographic is the target?

5. What is the most appropriate time to publish the message for the demographic target?

6. Does the message require advertising spend (boosting), how much and does it have a

budget allocation?

7. How often should the message be posted?

8. What evaluation method is the most appropriate?

Prioritising content

Social media content will be prioritised in the following order:

1. Material that relates directly to council’s core business.

2. Material that is reasonably connected to council’s core business (e.g. a council

sponsored activity).

3. Material that is related to the current approved annual list of events, special days/weeks,

societal issues and community campaigns (e.g. White Ribbon Day, ANZAC Day, NAIDOC

Week)

4. Unusual or amusing incidents within the region.

Content timing

Timing of posting is a key to successful engagement on social media.

Analysis indicates that the peak times for audience attention are: 7.00 am, 12.00 pm, 5.00 pm and

7.00 pm.

Publication of posts should be scheduled to achieve peak audience attention for the demographic to

which the post is directed.

Content frequency

There is no prescribed number of posts as content quality, relevance and effectiveness is valued

over volume.

Using an URL (uniform resource locator) link in social media content

Where it is appropriate to provide a link to an external website in social media content, the URL

should be shortened using Bitly.

COPYRIGHT AND THIRD PARTY PROPERTY

Content owned by a third party, such as images, must not be uploaded to social media channels

unless permission from the owner has been received.

Do not use images from Google images on social media channels unless authorisation to use the

image has been obtained.



https://bitly.com/




Use council-owned images or stock images purchased from the Shutterstock subscription that the

corporate communications team manages.

Content can be freely ‘shared’ or ‘retweeted’ from other social media pages providing it meets the

intent of this procedure.

Privacy

Be sensitive to the privacy of others. Seek consent from anyone who appears in any photographs,

video or other footage before sharing these via any form of social media. If asked to remove

materials, do so as soon as practicable.

Always obtain consent from members of the public when taking an image that you may use on

social media (or for any publishing purpose). This may be obtained in any form (printed or digital)

but should contain the person’s name, contact details and signature. At the very least, obtain verbal

consent and make a note of that consent.

When taking an image of a child, always obtain the written or verbally noted consent of the parent or

guardian.

When taking images of groups of school children, always make sure you ask the teacher or

supervisor if all the children have permission to have their photos taken.

REMOVING SOCIAL MEDIA CONTENT

The removal of social media content from a channel will be authorised by the coordinator

communications under the following circumstances:

• The content is damaging to council’s reputation.

• The content contravenes the Social Media Policy or any rules contained in this

procedure.

• The content message has changed, such as the cancellation or change of event.

• The content is causing undue public unrest or concern.

HOW IS THE EFFECTIVENESS OF SOCIAL MEDIA CONTENT MEASURED?

The use of social media is just one tool to choose when communicating with the community.

The measurement of success is not in how many posts or tweets are published, but how much

engagement each had and whether the purpose of the communications was met, such as

attendance at an event.

Social media metrics will be recorded as shares, reactions, comments, retweets and views.

While the aim is to show an increasing trend in engagement over time, it is understood that

sometimes there are large variations in activity depending on particular events. For example,

weather events cause a large spike in social media engagement.

Internal clients should be encouraged to conduct surveys following campaigns to ascertain ‘how

people found out about it …’ to determine the effectiveness of the social media portion of their

communications campaign.






While social media is an effective tool for communication, there are a number of other tools and any

campaign should have a plan to spread the messaging across as many channels as appropriate.

HOW TO REPORT ON THE USE AND EFFECTIVENESS OF SOCIAL MEDIA?

The digital communications officer will provide a report to the coordinator communications each

month.

The report will be compiled from analytics provided by the social media channels, such as

Facebook, and any social media listening tool that council employs, such as Hootsuite.

The coordinator communications will provide a monthly report to the council’s Executive Leadership

Team.

The coordinator communications will provide a report on the operational plan’s performance

indicators quarterly.

The coordinator communications will provide an overview of the council’s communication activities,

achievements and challenges for the annual report.

PERSONAL USE OF SOCIAL MEDIA AS AN EMPLOYEE OR COUNCILLOR

Employees enjoy the same rights to use social media accounts as private citizens, which includes

being involved in social and political sites.

Employees should be mindful that their online behaviour must be lawful and they should act with

council’s values and code of conduct as a guide, even though they are using social media as a

private citizen.

Council employees should refrain from commenting on or responding to comments from the public

on posts on the official council Facebook page. It is appropriate to bring the issue to the attention of

the corporate communications team to deal with on behalf of the council.

If the situation arises where an employee must make a comment on a social media site, he or she

must clearly state that he or she is expressing personal views and not representing the council.

Employees using their own social media accounts understand it is not acceptable at any time to:

• Post comments or images that are obscene, defamatory, threatening, harassing or

discriminatory in relation to work, a staff member or council.

• Use a work email address to register personal social media accounts.

• Post comments or images that are harsh or extreme in their criticism of council,

government, or a Member of Parliament, so that it could be perceived to have an impact

on an employee’s ability to work professionally, efficiently, impartially or apolitically in

council.

• Post comments or images that are, or could be perceived to be, so strong in their criticism

of council’s administration, policies or activities that it could seriously disrupt the

workplace or compromise an employee’s ability to fulfil his or her duties in an impartial

and unbiased manner.

• Post comments or images that are, or could be perceived to be, unreasonable criticisms

of council’s customers or other stakeholders.

• Disclose confidential customer information or internal policies, procedures and other

operational information not available via public sources.






• Create a social media page, for example on Facebook, to protest a council policy that

the employee is responsible for implementing or promoting.

• Post inappropriate images on social media that reference or involve council in some

way or may damage or compromise council’s reputation.

BREACH OF PROCEDURE

Council is entitled to be concerned with and, if necessary, take disciplinary action in connection with

employees conduct on social media.

COUNCILLORS’ USE OF SOCIAL MEDIA

If a councillor chooses to use a social media account, it must be held in his or her private name,

although it can identify him or her as a councillor.

A social media presence is useful for councillors to interact with the community and to promote the

activities they undertake on behalf of the community.

Councillors should use social media accounts with the Councillor’s Code of Conduct in mind and the

rules and intent of this procedure.

Councillors are encouraged to share content from council’s social media sites throughout their social

media networks.

Any comments or feedback on a councillor’s social media site that could be construed as a

complaint or request should be forwarded through council’s normal request channels.

REVISION HISTORY

This procedure will be reviewed every four years or when any of the following occur:

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

• Other circumstances as determined from time to time by the chief executive officer/Executive Leadership Team/managers.

• Any part of the procedure requires a change to facilitate more effective use of council’s social media channels or to reflect a change in the administration of social media sites, such as changes to Facebook policy.





12.2 Adoption of media relations policy ..... approx 10 mins

DECISION REPORT

Date: 11 September 2018


Author: Andrea Ferris, Coordinator Communications


File Reference: ECM #946990

EXECUTIVE SUMMARY:

The Central Highlands Regional Council Media Relations Policy defines roles and responsibilities within the council for media relations. It applies to all print, film and electronic media and does not limit councillors from undertaking media relations. It does not address social media, which is covered in a separate policy.

The existing policy, effective January 2016, was subject to an annual review and minor amendments and additions have been made, including required approval from delegated spokespersons other than the primary spokesperson and increasing the review interval from one to four years.


That Central Highlands Regional Council adopt the Central Highlands Regional Council Media Relations Policy.

REPORT:

Council recognises the value of fair and open communication and the role the media plays is pivotal in the provision and distribution of council information.

Providing information to the media and responding to media enquiries is an integral part of council’s service delivery to maximise public knowledge and understanding of council’s policies, activities and services.

It is important that roles and responsibilities in media relations are streamlined and consistent to ensure accurate, factual and timely reporting and to protect council employees from unsolicited media exposure.

Amendments to the existing policy are:

Addition of the clause that all media releases with direct quotation by a spokesperson are to be approved by that spokesperson in writing.

Including ‘film’ media in the scope of application.

Minor rewording of the policy statement.

Addition of the policy review condition, when related documents are amended or replaced and at intervals of no more than four years.

The policy defines councillors’ responsibility in media relations, which remains unchanged. Councillors are not limited from undertaking media relations but must not communicate with the public or media on council’s behalf when not authorised to do so. Hence, councillors must be able to distinguish the difference between expressing a personal opinion and speaking on behalf of council and, when expressing a personal opinion, respect the democratic process by first acknowledging that council resolutions represent the majority view of council.




Corporate/Operational Plan Reference:5. Leadership and Governance;5.1. - Corporate Plan Strategy: Leadership and communication5.1.2 - Practice effective internal and external communication.

Budget/Financial/Resourcing: N/A

Legal/Policy/Delegations:Central Highlands Regional Council Media Relations Policy CHRC0008

Communication/Engagement:The Executive Leadership Team have reviewed the policy and support its progression to Council for adoption.

Risk Assessment: No inherent risk has been identified in adopting the reviewed and updated policy.

Timings/Deadlines:N/A

Alternatives considered:The alternative to renew a policy only, without establishing a procedures document, is less viable due to the mentioned benefits of the procedures.

SUMMARY:

The Central Highlands Regional Council Media Relations Policy was subject to its annual review and minor amendments and additions have been made. The policy defines roles and responsibilities within council for media relations.

ATTACHMENTS:

1. ECM 946990 Media Relations Policy [12.2.1]


Electronic version current – uncontrolled copy valid only at time of printing

Adoption Date: Amended Date: Media Relations PolicyRevokes: Media Relations Policy – adopted 20 January

2016Review Date: Page 1 of 2

Version: 1

POLICY

Media Relations

POLICY NUMBER: DEPARTMENT: Office of the CEOEFFECTIVE DATE: UNIT: Corporate Communications

1.0 Purpose and Scope

This policy has been developed to establish the roles and responsibilities within Central Highlands Regional Council in relation to media relations. It applies to all print, film and electronic media. This policy does not restrict councillors from undertaking media relations

2.0 Reference

Code of Conduct for Councillors PolicyEmployee Code of Conduct

3.0 Definitions

CEO refers to Chief Executive Officer

Council refers to Central Highlands Regional Council

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

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

4.0 Policy Statement

Council recognises the value of fair and open communication and the role the media plays, is pivotal in the provision and distribution of council information.

To facilitate media relations council will:

Communicate openly and honestly with the media to maximise public knowledge and understanding of council’s policies, activities and services.

Provide the media with all information that is public information (i.e. all information to which the public is entitled to receive) and assist the media to accurately present and explain relevant information.

Support the media by responding to requests for information in a timely and consistent manner.

Councillors must:

Not communicate with the public or media on behalf of the council unless expressly authorised by the council to make that communication.

When communicating with the public or the media, make it clear when they are expressing a personal opinion, and when they are speaking on behalf of council.

When communicating with the public or the media to express a personal opinion about a council resolution, respect the democratic process by first acknowledging that council resolutions represent the majority view of council.

Version: 2, Version Date: 27/06/2018Document Set ID: 946990



Electronic version current – uncontrolled copy valid only at time of printing

Adoption Date: Amended Date: Media Relations PolicyRevokes: Media Relations Policy – adopted 20 January

2016Review Date: Page 2 of 2

Version: 1

Council SpokespersonThe mayor is the primary spokesperson for council. Employees are not authorised to speak to the media about council business without approval from the chief executive officer, the chief executive officer’s delegate or the mayor.

All media releases with direct quotations by a spokesperson are to be approved by that spokesperson in writing to the author of the release from the corporate communications team.

Where there are no quotations, a media release will be approved by the mayor, the chief executive officer or a delegate of the chief executive officer.

Any matter regarded as a critical issue or crisis is to be referred immediately to the chief executive officer through the appropriate line of management.

Council’s corporate communications team manages media relations, including the distribution of media releases and community notices.

Media Management for Councillors

Requests for media support by councillors (other than the mayor) should only be made via the mayor and should not be of a political content or persuasion.

Media Management of Employees

Employees may be requested to appear in media photographs and footage. Requests must be approved by the appropriate line of management and employees may decline a request to be photographed or filmed.

Employees must ensure they are wearing the appropriate uniform and personal protective equipment when being photographed or filmed by the media. Employees must not offer comments or statements or respond to media questions unless authorised to do so.

5.0 Policy Review

This policy will be reviewed when any of the following occur:

1. As required by legislation.

2. The related documents are amended or replaced.

3. Other circumstances as determined from time to time by a resolution of Council

Notwithstanding the above, this policy is to be reviewed at intervals of no more than four (4) years.

Version: 2, Version Date: 27/06/2018Document Set ID: 946990





12.3 Continuation of Nogoa November ..... approx 10 mins

DECISION REPORT



Author: Kirstin Byrne, Manager Planning and Environment


File Reference: ECM #1297000

EXECUTIVE SUMMARY:

Nogoa November proved to be a successful community event held in 2017 and it is recommended that this event be run as an annual event. It is further recommended that the event be hosted in collaboration with the Central Highlands Regional Resources Use Planning Cooperative Limited (CHRRUP) to expand on the event last year and help incorporate the 30th anniversary celebrations of the Emerald Botanical Gardens.


That Central Highlands Regional Council approve the development of Nogoa November activities in collaboration with the Central Highlands Regional Resources Use Planning Cooperative Limited and approve budget of $45,000 to hold the events.

REPORT:

After exploring the Nogoa River in late May 2017 and following engagement with Slack Drive riverfront property owners to discuss the Nogoa River and condition of weeds and debris through the river, commitment was made for a scheduled weed control program to be implemented to combat, in the first instance, the Hymenachne outbreak along the river. Hymenachne can grow up to 2.5 m high and has become an unwanted pest of stream banks, wetlands and irrigation ditches across Queensland.

This river weed spraying program commenced in early August 2017 and will be required to be repeated multiple times to make a meaningful impact on the Hymenachne levels within the river. The program is supported by the Department of Agriculture and Fisheries and SunWater, with areas of the Fairbairn Dam to be targeted as well. This river revival project is a collaborative approach between Council Departments (Infrastructure and Utilities and Communities), State Government, SunWater and the Community.

Nogoa November

On 25 November 2017, Council hosted the “Nogoa November” day on the riverbank adjacent to the carpark at the Vince Lester Bridge. Nogoa November was held to promote the clean-up of the river and combat overgrown weeds and debris in and along the riverbanks. A range of activities were scheduled including a sausage sizzle hosted by Mayor Kerry Hayes, free kayak hire to explore the river, an Indigenous demonstration, a stall from Council’s Ranger Services, water safety demonstrations from SunWater and a hands on display from Hunter Drone Services, a local based drone company who had undertaken some drone surveying of the river.

The day was a resounding success with positive feedback received from community members in attendance. While the day was competing with the State election and the Surplus Council Asset auction, attendance by approximately 150 - 180 local residents was recorded. Residents loved the chance to explore the river and hear about the activities planned for the river revival project. There were some great items of feedback received, such as a new floating pontoon down at the concrete ramp and support for more walking trails along the river’s edge.



The Nogoa November event and follow up clearing of the river between the Vince Lester and John Gay bridge totalled $14,335. This expenditure included wages and materials - $12,776 spend on materials & services and $1,560 on wages. The event held on 25 November 2017 cost just under $3,000.

Nogoa November 2018 partnership

On Monday 27 September 2018, the Manager Planning and Environment and the General Manager Communities met with CHRRUP to discuss the event and how we could collaborate better and create a larger event with the support of CHRRUP to organise the festivities. During the meeting, the following ideas were discussed:

Activity Detail Objective Audience Preliminary Costs

Community Day by the River

Held in the Botanic Gardens on a weekendInvolves fun activities such as a team’s challenge, dog racesYellow brick road type questionnaire with small prizesIndigenous painting and story tellingResearch by the river talks and postersFarmers market and produce stalls

Involve and educate the general community about the Nogoa in a fun environment

General community especially parents and children

$8,500

Guided kayak tours

Two weekends in the monthInformative tour about the riverIncludes flora and fauna information

Provide more information to those who are interested in the river in an enjoyable, active setting

Adults and older children who are interested in outdoor activities and learning more about the environment

$3,000

Drone day at the Dam

General information about drones, tips for their useUse of drones to create video and photos about the dam and river in generalInformation provided about the dam (history, current levels, layout)

Involve people who have an interest in dronesCapture footage and photos for display and viewing by the public

Anyone with an interest in drones or the dam and river

$4,000

Photography competition

Nogoa themed photography competitionDisplayed in the Council art galleryInvolving the local photography group

Display photos for the general community to viewInvolve local photographers in focussing on the river as a subject

Photography enthusiastsGeneral public and visitors

$1,200

Farm tour Tour of local farms who rely on the NogoaInformation including what they produce, how the river has an impact on their production

Involve the general public and provide information about local farming industries and practices

General public $1,500

Schools information sessions

Provide information sessions at all local primary and secondary schools who want to participateInformation will include general information about the river, its importance in the bigger

Educate school children and teachers about the Nogoa and their surrounding environment

School children and teachers

$1, 000



picture of the wider catchment and the Great Barrier Reef and what makes it special

SUB TOTAL $19,200Miscellaneous costs

Traffic and risk management

Preparation for events and staff time

Insurances

$5,800 (approx.)

Opera/theatre in the park

Attract a major theatre company to the region Hold an evening/night session at the botanic gardens

Showcase the beauty of the botanic gardens and the river at nightProvide a facility and context for cultural activities

General public Unable to confirm for 2018 event$20,000 (approx.)

TOTAL $45,000

On Thursday 30 August 2018, the Manager Planning and Environment and the General Manager Communities met with Mr Ross Drayton, President Rotary Club of Emerald, Dennis Kiely, Board Member Rotary Club of Emerald and Peter Kelly, RCR Solar to discuss their plans for a rubber ducky event on the Nogoa River on Sunday 4 November 2018. Their event will be funded independently but we sought to leverage this opportunity to tie in with the other events planned in November to promote the river.

In addition to the Nogoa November project, the Communities Department will combine the 30 year celebration of the Botanic Gardens throughout the month of November. Dates for the abovementioned activities are still to be confirmed based on availability and further collaboration with stakeholders.


Corporate/Operational Plan Reference:3. Supporting our Local Economy; 3.1.2 - Promote the Central Highlands as a region for tourism and development opportunities.

4. Protecting our People and our Environment; 4.1.3 - Implement initiatives for flood mitigation and to plan, prepare, respond, recover and build resilience from disasters for the communities of our region.4.1.4 - Promote community safety and well-being.4.2.1 - Collaborate with stakeholders to manage our built and natural environment.4.2.2 - Ensure an effective regulatory role through education and enforcement.

Budget/Financial/Resourcing:$45,000 is requested to be allocated to the Nogoa November 2018 events to ensure the continued success of this project. It is noted that budget was not sought in the development of the 2018/19 budget as a resolution had not yet been made by Council regarding the continuation of this event.

Further, it is noted that a budget of $120,000 was approved by council in September 2017 for the Nogoa November events and associated debris removal with an expenditure of $14,335 for wages and materials.

Legal/Policy/Delegations:Nil

Communication/Engagement:The community are excited by the project, Council’s Communities and Infrastructure and Utilities Department will liaise with Council’s Communications team to publish a media release regarding the planned activities and make a social media post about the purpose of the project.



Risk Assessment: There are a number of risks associated with not supporting the continuation of Nogoa November including the community perception regarding an initial great idea to improve the health of our waterways and then should the activities cease, it doesn’t promote the longevity of an organised program such as this.

Timings/Deadlines:Timing regarding the event is critical to ensuring that it can be organised within the period leading up to November.

Alternatives considered:That Central Highlands Regional Council – refuse the development of Nogoa November activities in collaboration with the Central Highlands Regional Resources Use Planning Cooperative Limited

SUMMARY:

Nogoa November proved to be a successful community event held in 2017 and it is recommended that this event be run as an annual event. It is further recommended that the event be hosted in collaboration with the Central Highlands Regional Resources Use Planning Cooperative Limited (CHRRUP) to expand on the event last year and help incorporate the 30th anniversary celebrations of the Emerald Botanic Gardens.

ATTACHMENTS:

Nil




12.4 Development Application Update for August 2018 ..... Approx 10 - 15 mins

INFORMATION REPORT



Author: Rian Tait, Senior Planner


File Reference: Document ID #1294461

EXECUTIVE SUMMARY:

The purpose of this report is to provide the monthly update on development activities currently before Council for assessment and decision within the Planning Team. This report is intended to inform Councillors regarding decisions made during the past month as well as give an overview of the current applications lodged with Council. Should the need arise, time can be scheduled to discuss specific applications offline with the Manager of Planning and Environment and the Assessment Manager.

A demonstration on TRACK will be provided to highlight a development application to take Councillors through the information available on this program.


That Central Highlands Regional Council receive this report.

REPORT:

The current list of development applications in the system for assessment include Material Change of Use, Reconfiguring a Lot, Building Work Assessable against the Planning Scheme, Survey Plan Endorsement, Extension and Change Applications, etc. Applications pending assessment and decision can be found on in the attachment to this report.

Currently, there are 29 applications lodged with Council for assessment (as of 25 August 2018). These have been outlined within the abovementioned link and summarised within Figure 1 of the report. The types of applications typically include Residential Activities, Community Activities, Rural Activities, Other Activities, Industry Activities, Entertainment Activities, Reconfiguring a Lot, Combined Applications, Extension and Change Applications, Survey Plan Endorsements, Minor Change, Operational Works and Building Work assessable against the planning scheme. Of these groups, Extension and Change applications continue to be the largest group of application type followed closely by Industrial Activities.

Of the 29 applications currently in the system, 12 trigger impact assessment requiring ‘Public notification’ at some stage during the assessment period (including combined applications). Eleven (11) applications trigger code assessment (including combined applications), and eight (8) being for Extension and/or Change applications did not trigger a specific level of assessment. This list of current applications is regularly updated by members of the Planning team in a template stored in Council's Communities records system, and then manually uploaded to the Council website on a monthly basis.

Figure 2 of the report illustrates the number of applications received, ‘in the system’ and decisions made for the month of August 2018 being within the first quarter of the 2018/2019 financial year. Since last month’s update to Council, the Planning team received six (6) new applications and decided 10. In order to align with agenda deadlines, the monthly reporting of application numbers consist of applications up to and



including the 25th of the month. Each month’s total number of decisions is updated accordingly in the following months DA update reporting.

Residentia

l Acti

vities

Community Acti

vities

Rural Acti

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Other Acti

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Industry A

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Entertainment A

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Reconfig

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Combined Applicatio

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Extensio

n and Chan

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Applicatio

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Surve

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Endorsements

Minor Chan

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Operational

WorksBWAP

01234567

Current Development Applications at 25 August 2018 (Total 29)

Activity Types

Num

ber

Figure 1 - Current development applications types in the system on 25 August 2018.

0

5

10

15

20

25

30

35

Received In the system Decided

Monthly Comparison Numbers - July & August

Month

Num

ber

Figure 2 - Overview of application numbers for the first quarter 2018/2019 financial year.

Of the applications decided, one (1) was for Building Work assessable against the planning scheme (BWAP), two (2) Extension to Currency Period and Minor Change, one (1) MCU for Medium Impact Industry, three (3) Reconfiguring a Lot, one (1) Minor Change, one (1) Operational Works, and one (1) MCU for a Telecommunications Facility.

Once an application is decided, the application is removed from the current list of development applications which are available on Council's website, and manually recorded in a Development Application Register via SmartSheet and Microsoft Excel.



Table 1 below provides a further detail on the abovementioned development applications decided between 25 July 2018 and 25 August 2018. Table 1: Development applications decided between 25 July 2018 and 25 August 2018.

Extension to Currency Period & Minor ChangeCouncil reference: MCU054.2-2013 (Original Application: 4075/13)Application: Request to extend currency period (4 years) Property Description: Ballard Street, EmeraldDay application was made: 5 March 2018Level of assessment: N/APublic Notification required: NoApplicant: Corbett Homes

1

Status: Approved 6 August 2018Industry ActivitiesCouncil reference: MCU012.1-2018Application: Material change of use (Medium Impact Industry Expansion)Property Description: 16 Kyle Street, EmeraldDay application was made: 28 March 2018Level of assessment: CodePublic Notification required: NoApplicant: Exelbond P/L as Trustee for Rosmick Unit Trust

C/- Rufus Design Group Pty Ltd

2

Status: Approved 1 August 2018Reconfiguration of a LotCouncil reference: RAL004.1-2018Application: Reconfiguring a Lot (1 lot into 2 Lots for new road) Property Description: 9 Industrial Drive, EmeraldDay application was made: 9 April 2018Level of assessment: CodePublic Notification required: NoApplicant: Dawn Slack C/- Murray and Associates (QLD) Pty Ltd

3

Status: Approved Negotiated 9 August 2018Extension to Currency Period & Minor ChangeCouncil reference: RAL046.2-2012Application: Request to Extend Currency Period (4 Years)

Preliminary Approval MCU and RaL (1 into 197 Lots, plus 3 drainage reserve lots and 3 park lots)

Property Description: Codenwarra Road, Emerald (Codenwarra Estate)Day application was made: 20 April 2018Level of assessment: N/APublic Notification required: NoApplicant: Citimark Properties Pty Ltd C/- Murray & Associates Pty Ltd

4

Status: Approved 2 August 2018Other ActivitiesCouncil reference: MCU014.1-2018Application: Material Change of Use (Telecommunications facility)Property Description: Dawson Highway, OrionDay application was made: 21 May 2018Level of assessment: ImpactPublic Notification required: YesApplicant: NBN Co (Telstra)

C/- Visionstream

5

Status: Approved 23 August 2018Operational WorksCouncil reference: OPW225.1-2018Application: carpark and drainageProperty Description: 17274 Capricorn Highway BLUFFDay application was made: 25 May 2018Level of assessment: CodePublic Notification required: NoApplicant: Jellinbah Mining Group C/- Cardno (QLD) Pty Ltd

6

Status: Approved 6 August 2018



Minor ChangeCouncil reference: RAL039.2-2009 (4026/09)Application: Minor Change to Approved Conditions - Removal of Building EnvelopeProperty Description: Gap Lane/Dawson Hwy, Springsure. Lots 1, 2 & 3 on SP255409Day application was made: 7 June 2018Level of assessment: N/APublic Notification required: NoApplicant: Richard Hopyek

7

Status: Approved 25 July 2018Building Work Assessable Against the Planning SchemeCouncil reference: BWAP244.1-2018Application: BWAP – Oversized Shed (Dwelling House) Property Description: 2 South Street, Bluff (Referred to as 24 Main Street, Bluff)

Lot 201 on B8782Day application was made: 8 June 2018Level of assessment: CodePublic Notification required: NoApplicant: Marsha and Steven Watts

C/- Simon Stevenson

8

Status: Approved 30 July 2018Reconfiguring a LotCouncil reference: RAL006.1-2018Application: Reconfiguring a Lot (1 Lot into 2 Lots)Property Description: 2 Kythera Road, Emerald (Lot 2 RP 617426)Day application was made: 13 June 2018Level of assessment: CodePublic Notification required: NoApplicant: Keith Bettridge C/- Murray & Associates (QLD) Pty Ltd

9

Status: Approved 30 July 2018Reconfiguring a LotCouncil reference: RAL007.1-2018Application: Reconfiguring a Lot (Boundary Re-Alignment)Property Description: Lot 8 on SP248547 and Lot 100 on SP291963Day application was made: 7 August 2018Level of assessment: Code AssessablePublic Notification required: NoApplicant: Covepoint Pty Ltd

C/- Murray and Associates (QLD) Pty Ltd

10

Status: Approved 15 August 2018


Corporate/Operational Plan Reference: 4. Protecting our People and our Environment; 4.1 - Corporate Plan Strategy: Well-managed and protected communities4.1.1 - Ensure the region’s sustainability through integrated, well-planned development.4.1.2 - Employ efficient development planning processes and practices.

5. Leadership and Governance;5.3.2 - Ensure transparency and accountability through integrated performance management reporting.

Budget/Financial/Resourcing: The development application fees are a source of cost recovery for Council in accordance with the Register of Commercial and Cost Recovery Fees 2018/19.



Legal/Policy/Delegations:The appropriate legislation applies to the assessment of all development applications. Council’s Administrative Delegations authorises the Assessment Manager to undertake the assessment with appropriate delegations sitting with the appropriate officer for sign off.

Communication/Engagement:Appropriate engagement occurs on development applications which trigger impact assessment through way of public notification. Council’s online application system “TRACK” allows the public to follow planning applications online that were lodged from 3 July 2017.

Risk Assessment: There are no perceived risks associated with this information report. Any discussion regarding particular applications is to be taken offline with the Manager of Planning and Environment.

Timings/Deadlines:This is an information report so there are no statutory deadlines associated with the update.

Alternatives considered:An alternative to this monthly report will be an interactive website with a dashboard which may negate the standing monthly update. This will be progressed in 2018/19 subject to budget.

SUMMARY:

This report is intended for Councillors to understand the decisions made and to review the current applications before Council up to and including the 25th day of this month. Should the need arise, time can be scheduled to discuss specifics of the application offline with the Manager of Planning and Environment.

ATTACHMENTS:

1. Current Development Applications as at 25 August 2018 [12.4.1]


CURRENT DEVELOPMENT APPLICATIONS as of 25 August 2018

1

Combined Application: Recreation Activities & Business Activities

Council reference: 4002/14

Application: Request for negotiated decision notice - Material change of use (impact) Indoor recreation, Food premises & Showroom

Property Description: Cnr Pilot Farm Road, Ballard Street & Halferty Street, Emerald

Day application was made: 21 October 2014

Level of assessment: Impact

Public Notification required: Yes

Applicant: Pitman Properties

Status: Decision Making Period (Negotiated decision on hold at applicant’s request)

2

Rural Activities

Council reference: 403.2016.2

Application: Material change of use (impact) Intensive animal husbandry (expansion of free range piggery to 1216 SPU)

Property Description: 664 Woorabinda Road, Baralaba

Day application was made: 5 February 2016



Applicant: Kim & Lucy House

Status: Decision Making Period – on hold (at applicant’s request)

3

Rural Activities


Application: Material change of use (impact) Intensive animal husbandry

(10,000 SCU Feedlot)

Property Description: 1732 Coreen Road, Mackenzie

Day application was made: 3 November 2016



Applicant: Mr G J & Ms R Bethel

Status: Negotiated Decision Making Period

4

Extension to Currency Period & Minor Change

Council reference: 403.2017.16 (Original Decision: 4159/11)

Application: Request to extend relevant period - Material change of use (Code) Multiple dwelling (16 Units)

Property Description: 97 Anakie Street, Emerald

Day application was made: 29 March 2017

Level of assessment: N/A

Public Notification required: No

Applicant: Trevor Roebig

Status: Decision Making Period




5

Reconfiguring a Lot


Application: Reconfiguring a Lot (1 into 22 Lots)

Property Description: Wills Road, Emerald

Day application was made: 27 April 2017

Level of assessment: Code

Public Notification required: N/A

Applicant: Coverpoint Pty Ltd C/- Murray and Associates (QLD) Pty Ltd

Status: Decision Making Period (Negotiated decision on hold at applicant’s request)

6

Other Activities

Council reference: MCU006.1-2018

Application: Material change of use (impact) Telecommunications facility (NBN fixed wireless facility)

Property Description: 65 Eclipse Street, Springsure




Applicant: NBN C/- Visionstream Pty Ltd

Status: Notification Period (on hold at applicant’s request)

7

Survey Plan Endorsement

Council reference: RAL020.2-2017 (original application: RAL020.1-2017)

Application: Survey plan endorsement (compliance check) – Reconfiguring a lot (code) Boundary realignment (4 Lots into 3 lots)

Property Description: 10, 8, 53 Colliery Street and 24 Church Street, Bluff




Applicant: Aurizon

Status: Under Assessment

8

Industry Activities


Application: Engineering works

Property Description: 1 Cameron Road, Emerald

Day application was made: 1 March 2018



Applicant: Mobbs Engineering Pty Ltd

Status: Information and Referral Stage




9

Combined Application: Other Activities & Reconfiguring a Lot

Council reference: COB001.1-2018

Application: Combined application - Material Change of Use (Code) Renewable Energy Facility (Solar farm) Reconfiguration of a Lot - Lease > 10 years

Property Description: Blackwater-Cooroorah Road, Blackwater


Level of assessment: Impact (ROL), Code (MCU)


Applicant: Renewable Energy Developments Pty Ltd C/- Environmental Resources Management Pty Ltd


10

Reconfiguration of a Lot

Council reference: RAL005.1-2018

Application: Reconfiguring a Lot (1 lot into 2 Lots)

Property Description: Oaklea Road, Dingo




Applicant: Douglas and Joyce Olive C/- Murray & Associates (Qld) Pty Ltd


11



Application: Modification of Conditions in Decision Notice – Extension of approved period of operation

Property Description: 74 Littlefield St, Blackwater

Day application was made: 29 May 2018



Applicant: Ausco Modular Pty Ltd


12

Entertainment Activities


Application: Intensification of Use

Property Description: Capricorn Highway, Emerald Lot 1 SP117842

Day application was made: 30 May 2018



Applicant: Geoff Dein (Ag-Grow) C/- Des Skinner Design





13

Minor Change


Application: Minor Change – Modification of Conditions - Roads

Property Description: Montrose Road lnislone Qld 4723

Day application was made: 4 June 2018



Applicant: ECL Dalby Pty Ltd C/- Thynne and Macartney (Trading as CQ Quarries)

Status: Under Appeal

14


Council reference: COB043.2-2013 (4085/13)

Application: Extension Application & Change Application RAL (1 into 3 lots) & MCU: Dual Occupancy

Property Description: 242 Braeside Road, Emerald (Lot 69 on RP893094)




Applicant: Alistair and Piia Brownwell


15

Residential Activities


Application: Material Change of Use – Dual Occupancy

Property Description: 1401 Selma Road, Emerald. Lot 24 on RP862447




Applicant: Michael Starchurski & Liza Joan Scholl


16

Industry Activities


Application: Material Change of Use – Transport Depot

Property Description: 17 Wills Road, Emerald. Lot 9 on SP248547




Applicant: Sterns Bulk Haulage C/- Hammertime Constructions Pty Ltd





17

Combined Application: Other Activities & Reconfiguring a Lot

Council reference: COB002.1-2018

Application: Material Change of Use – Renewable Energy Facility & Reconfiguration of a Lot – Lease Exceeding 10 Years

Property Description: Lot 8 on TT191, Mount Suart Road, Lilyvale


Level of assessment: Code and Impact


Applicant: Renewable Energy Developments C/- Environmental Resources Management


18

Operational Works

Council reference: OPW283.1-2018

Application: Operational Works (Access and Stormwater)

Property Description: Lot 7 SP 248547




Applicant: Pacific Petroleum

Status: Application Stage

19

Industry Activities


Application: Material Change of Use (Transport Depot)

Property Description: Lot 20 on SP199412

6-9 Nightingale CRT, Capella




Applicant: I & K Gowlett C/- Patricia Skinner


20



Application: Extension Application 2 years – Material Change of Use (Caravan Park)

Property Description: 60 Mackenzie Street Blackwater, Lot 60 on SP197267

Day application was made: 12 July 2018



Applicant: Siesta Village C/- Urban Strategies





21

Community Activities


Application: Material Change of Use (Educational Establishment - QMRS)

Property Description: 18211 Capricorn Highway, Boonal. Lot 10 on HT584




Applicant: Queensland Mines Rescue Pty Ltd C/- Murray and Associates


22

Rural Activities


Application: Material Change of Use, Rural Industry – six (6) silos

Property Description: 3,5 & 7 Wills Road, Emerald, Lot 2, 3 and 4 on SP233368




Applicant: Rixgrove Pty Ltd C/- SMK Pty Ltd


23


Council reference: MCU115.2-2011 (4165/11)

Application: Extension Application (2 years) – Medium Impact Industry

Property Description: 29 Hawkins Place Emerald, Lot 2 on SP210523




Applicant: Michelmore Traders Pty Ltd


24

Other Activities


Application: Material Change of Use (Telecommunications Facility)

Property Description: Lot 23 on CLER4064




Applicant: Telstra NBN C/- Visionstream Pty Ltd





25

Industry Activities


Application: Material Change of Use (Extractive Industry)

Property Description: Lot 4 TR16

Day application was made: 1 August 2018



Applicant: Santos TOGA Pty LTD C/- Murray and Associates (QLD) Pty Ltd

Status: Application Stage (payment pending)

26


Council reference: MCU064.2-2013 (4088/13)

Application: Material Change of Use (Extractive Industry)

Property Description: Lot 13 on HT602, Lot 781 on SP129827, Lot 22 on HT600, Lot 4 on SP202320




Applicant: Holcim Pty Ltd


27

Building Work Assessable Against the Planning Scheme

Council reference: BWAP333.1-2018

Application: BWAP (Steel Carport 10 x 9)

Property Description: Lot 2 on SP185999




Applicant: Emerald Home Improvements Pty Ltd


28

Reconfiguring a Lot

Council reference: RAL008.1-2018

Application: Reconfiguring a Lot (1 Lot into 4 Lots)

Property Description: Lot 35 on E21617




Applicant: Glen Glee Pty Ltd C/- Murray & Associates (QLD) Pty Ltd





29

Industry Activities


Application: Material Change of Use (Medium Impact Industry)

Property Description: Lot 15 SP 223678




Applicant: Brennans Welding Pty Ltd C/- Wall Planning & Environmental Consulting






13 CORPORATE SERVICES

13.1 Report of Audit Committee Meeting - 20 August 2018 ...... approx 5 mins

INFORMATION REPORT



Author: Christopher Joosen, Acting Manager Governance

Authorising Officer: Jason Bradshaw, General Manager Corporate Services

File Reference: ECM Document ID 1299180

EXECUTIVE SUMMARY:

The draft unaudited general-purpose financial statements for the year ended 30 June 2018 have been completed in preparation for the final audit. These draft statements were considered by the Central Highlands Regional Council Audit Committee at its meeting held on Monday 20 August 2018 and it was recommended that the statements be approved to be presented to the External Auditors for audit.


That Central Highlands Regional Council receive the minutes of the Audit Committee held on 20 August 2018 and adopt the conclusion and recommendation to forward the unaudited Financial Statements for Central Highlands Regional Council for the 2017/2018 financial year to the Auditors.

REPORT:

Audit Committee is established as required under s. 105 of the Local Government Act 2009 and met again on 20 August 2018, to review the draft unaudited Financial Statements for the 2017/2018 financial year.

The Local Government Regulation 2012 (The Regulation) Section 176 requires council to complete financial statements for the preceding financial year. The financial statements reflect council’s position at 30 June 2018 and have been prepared in accordance with the requirements of the Local Government Act 2009 and the prescribed accounting standards.

A comprehensive review of the draft statements was undertaken and an explanation and analysis of variances and any significant issues for the year were identified.

At the time of writing, councils’ external auditors (BDO) were onsite and had commenced the audit.

Following final review, the audited Financial Statements will be further reviewed by the Audit Committee and, in accord with the statutory timeframe, submitted to Council.

Further details are contained in the attached, the Minutes of the meeting and the report to that meeting of the Audit Committee.


Corporate/Operational Plan Reference: 5. Leadership and Governance;



5.3 - Corporate Plan Strategy: Accountability and integrity

Budget/Financial/Resourcing: In accordance with budgetary provision.

Legal/Policy/Delegations:The Financial Statements have been prepared in accordance with Local Government Act 2009, Local Government Regulation 2012, Australian Accounting Standards and council policies.It is a statutory requirement to submit to audit and have the audited financial statements adopted by Council.

Communication/Engagement:The financial statements will be presented to council along with auditor’s closing report on completion of the Audit. council may wish to consider if it wishes to issue any media release post the adoption by council.

Risk Assessment: In accord with statutory requirements and good accounting and governance principles.

Timings/Deadlines:Statutory timeframes for adoption by Council. Current timetable in accordance with requirements.

Alternatives considered:Not applicable.

SUMMARY:

The unaudited Financial Statements for the year ended 30th June 2018 have been reviewed and are currently being audited by councils’ external auditors. Subsequent to this, the audited financial statements will be submitted to council for adoption.

ATTACHMENTS:

1. Minutes - Audit Committee Meeting - 20 August 2018 ( Draft Unaudited Financial Statements) [13.1.1]


Audit Committee Meeting

Meeting of the Central Highlands Regional Council Audit Committee held in the Executive Meeting Room 1,

65 Egerton Street, Emerald and via Teleconference on

Monday 20 August 2018

At 10.02 am

AU

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CONTENTS

PRESENT .................................................................................................................................................... 2

APOLOGIES ................................................................................................................................................ 2

CORPORATE SERVICES ............................................................................................................................ 2

Draft Unaudited Financial Statements 2017/2018 ......................................................................................... 2

CLOSURE OF MEETING ............................................................................................................................. 2

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Minutes - Audit Committee Meeting – 20 August 2018 (Draft Unaudited Financial Statements)


PRESENT Committee Members Hayden Wright (Chair) attended via teleconference. Cr Kerry Hayes (Mayor), Cr Christine Rolfe and Cr Charlie Brimblecombe. Council Officers Jason Bradshaw (General Manager Corporate Services), Chris Joosen (Acting Governance Manager), Margaret Gatt (Manager Asset Management), Helen Kirby (Coordinator Financial Accounting), Arun Dias (Asset Accountant), Wayne Jensen (Finance Consultant) and Trish Wheeler (Executive Assistant).

APOLOGIES Geoff King (Audit Committee Member) and Scott Mason (Chief Executive Officer).

CORPORATE SERVICES

Draft Unaudited Financial Statements 2017/2018 Author: Helen Kirby, Coordinator Financial Accounting Margaret Gatt, Manager Asset Management Authorising Officer: Jason Bradshaw, General Manager Corporate Services Executive Summary: The draft unaudited general purpose financial statements for the year ended 30 June 2018 have now been completed in preparation for the final audit. This report outlines significant items of note in relation to the preparation of these statements for the current year, and an analysis of variances from last financial year’s statements and the original budget is also provided in the attachments.

Notes:

Jason Bradshaw spoke to the report highlighting the significant points to note in relation to the financial

statements for 2017/18. A page by page review of the Notes to the Financial Statements encouraged

further commentary and explanations for points raised by the Chair, in particular:

• Note 2(a) Components of council functions – rewording of some of the function descriptions required*

• Note 6 Employee Benefits – confirmation of employee numbers provided by HR required*

• Note 19 Amendments – reserves transfer

• Note 23 Contingent liabilities – excess liability value to be represented and incomplete wording for

potential claims

• Note 26 CHDC figures were not available for this report however will be for audit

*For Action The Chair congratulated all staff involved on the good work and timeliness in the preparation of the documentation ahead of schedule. Conclusion: That the Audit Committee receive the unaudited Financial Statements for Central Highlands Regional Council for the 2017/2018 financial year and recommend forwarding to the Auditors. Agreed

CLOSURE OF MEETING

There being no further business, the Chair closed the meeting at 11.02am.

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14 CUSTOMER AND COMMERCIAL SERVICES

14.1 Christmas / New Year Office Closure ..... approx. 5 mins

DECISION REPORT



Author / Authorising Officer: Michelle Webster, General Manager Customer and Commercial Services

File Reference: 1298743

EXECUTIVE SUMMARY:

Council has traditionally closed its offices and libraries during the Christmas and New Year period. In Tieri, the Transaction Centre close down period has previously been supported to be in line with the mine closure period.

This report seeks Council’s determination regarding the close down period for 2018 / 2019.


That Central Highlands Regional Council:

1. Close all offices for the period from 5pm 21 December 2018 up to and including Tuesday 1 January 2019 and reopen on Wednesday 2 January 2019; and

with the appropriate public notice and telephone answering service to be provided ensuring residents and customers have an avenue for any emergent matters to be attended to.

REPORT:

Council has traditionally closed over the Christmas New Year period and has done so now for many years.

The 2018/2019 Christmas New Year period is a little different where it sees Christmas Eve, 24 December falling on a Monday prior to Christmas Day on Tuesday, 25 December. It is worth consideration for the coming Christmas New Year period, that the closedown period be extended by 1 day as outlined below.

Christmas Day and Boxing Day are statutory holidays being Tuesday 25 December 2018 and Wednesday 26 December 2018 and New Year’s Day on Tuesday 1 January 2019.

There is 1 working day prior to Christmas and 3 working days between Boxing Day and New Year’s Day (Monday 24 December 2018, Thursday 27 December 2018, Friday 28 December 2018 and Monday 31 December) which staff can take as RDO’s, time-in-lieu, annual leave, leave without pay. This period has been a quiet time in previous years and is consistent with other local governments and businesses to close the office during this period. The availability of staff required for disaster management and / or emergencies will be coordinated as well as contacts for staff potentially going away but would be available in an emergent situation such as a disaster. The closure would be extensively advertised, and arrangements put in place for after-hours information (telephone and website) with emergency crews on standby.

Last year the Council offices were closed during the Christmas / New Year period and this annual closedown period has now been in place for many years. Council has officers on call for emergencies and a core of maintenance personnel.



It seems sensible in view that Christmas Eve falls on the Monday and it would be envisaged that many staff would take leave on the 24 December, to include this additional day within the closedown period for 2018/2019.

Tieri Transaction Centre

Tieri operates differently to most other towns in the region in that it is essentially a mining town and is open on Saturdays. Advice from the General Manager of Oaky Creek Coal indicates that a mine shutdown is planned during the period 22 December 2018 to 27 December 2018. In addition, there are plans to potentially move the longwall which may extend the mine closure to 2 January 2019. The Tieri Transaction Centre principally serves the Tieri Township, with limited usage of this facility predicted for the Christmas / New Year period. Staff from this facility would access leave for the mine closure period. Based on the advice provided it is suggested that the period for closure for the 2018/2019 holidays align with the closure period of the main offices, closing from 5pm Friday 21 December 2018 up to and including Tuesday 1 January 2019, reopening Wednesday 2 January 2019.

The closure would be advertised, and arrangements put in place for appropriate signage and telephone answering services to redirect any customers enquiries to another centre or Council’s after-hours service as appropriate.

Advice from Council’s Coordinator Emergency Services indicates that the area does not require any permanent presence and is of low risk from a disaster management perspective providing suitable resources remain on-call.


Corporate/Operational Plan Reference: 6 Our Organisation6.1 - Corporate Plan Strategy – Living our values6.3 - Corporate Plan Strategy – One team approach6.4.1 - Sustain a productive, efficient and safe workforce that is responsive to council and community needs

Budget/Financial/Resourcing: Staff will generally take annual leave and/or rostered days off during this period.

Legal/Policy/Delegations:Not applicable

Communication/Engagement:Whole of management team – no concerns have been raised

Risk Assessment: The availability of staff required for disaster management and/or emergencies will be considered as well as contacts for staff potentially going away but would be available in an emergent situation such as a disaster.

Timings/Deadlines:Timing of this decision is appropriate to ensure adequate communication to the community in respect to any close down arrangements.

Alternatives considered:Council could consider to not continue with the close down period during Christmas New Year.

ATTACHMENTS:

Nil




15 INFRASTRUCTURE AND UTILITIES

15.1 Nil Reports



16 CENTRAL HIGHLANDS DEVELOPMENT CORPORATION

16.1 Central Highlands Development Corporation - Service Level Agreement 2018 - 2020 ..... approx 10 mins

DECISION REPORT



Author: Sandra Hobbs, General Manager Central Highlands Development Corporation

Authorising Officer: Scott Mason, Chief Executive Officer

File Reference: <ECM Reference>

EXECUTIVE SUMMARY:

The 2015-2018 Service Level Agreement (SLA) between the Central Highlands Regional Council and Central Highlands Development Corporation Ltd (CHDC) is due for renewal as of 1 July 2018. The SLA responds to services to be supplied for identified categories of the CHRC 2017/2018 Operational Plan, Key Priority 3: Supporting Our Local Economy. The CHDC 2018/19 Operational Plan SLA Schedule B, to be read in conjunction with the Draft Service Level Agreement 2018-19 are both provided as Attachments.


That Central Highlands Regional Council accept the Central Highlands Development Corporation Service Level Agreement 2018-2021.

REPORT:

Central Highlands Development Corporation (CHDC) works in collaboration with CHRC, stakeholders, businesses, industry, the community and government to activate and accelerate sustainable and cohesive responses through innovative and entrepreneurial strategies that facilitate the opportunities to grow the region’s economic potential and future sustainability.

Central Highlands Regional Council provides financial contribution annually to CHDC for the delivery of services responding to Key Priority 3 of the CHRC Operational Plan and reporting on measurable activities reflected through the Service Level Agreement Schedule B.

The 2015-2018 Service Level Agreement (SLA) between the Central Highlands Regional Council and Central Highlands Development Corporation Ltd (CHDC) is due for renewal as of 1 July 2018. On the 6th August, 2018, CHDC Board accepted the Draft 2018-2021 Service Level Agreement for Councils consideration in the delivery of agreed services and activities corresponding to Key Priority 3 of the CHRC Operational Plan and the KPI’s identified in the CHDC 2018-2019 Operational Plan (SLA Schedule B).

The draft agreement recognises the multi-faceted relationship and cooperation between the CHRC and CHDC in that:

A. The Council provides financial resources for the conduct and delivery of activities that facilitate economic development and promotes the development of tourism in the Central Highlands region.

B. The CHDC applies the financial resources to deliver agreed services and to maintain a leadership role in fostering economic development including tourism in the Central Highlands region.



The SLA responds to services to be supplied for identified categories of the CHRC 2017/2018 Operational Plan;

Key Priority 3: Supporting Our Local Economy:

3.1 Facilitate investment and employment opportunities3.1.1 Support the CHDC to facilitate networks and partnerships between local businesses,

industry groups and government;3.1.2 Promote the Central Highlands as a region for tourism and development

opportunities;3.1.4 Advocate and support the development of the Central Highlands as a regional hub.

3.2 Support local businesses and emerging industries3.2.1 Facilitate opportunities for existing businesses and emerging industries to

consolidate and grow.

The aims of this agreement are to:

Foster a close working relationship between the two organisations, for the mutual benefit of each organisation, its key stakeholder(s) and the economy of the Central Highlands region

Promote a consistency of service delivery and communication between the organisations, leading to more efficient business practices and greater transparency, and

Strengthen the support for each organisation to enable clear, consistent and successful economic development and tourism development services for the Central Highlands region.

CHDC presents the CHDC 2018/19 Operational Plan SLA Schedule B with identified projects and related activities, budget and staffing allocations, deliverables and key performance indicators to be read in conjunction with the Draft Service Level Agreement 2018-19.


Corporate/Operational Plan Reference: 3. Supporting our Local Economy; 3.1 Corporate Plan Strategy: Facilitate investment and employment opportunities.3.1.1 - Support the Central Highlands Development Corporation to facilitate networks and partnerships between local business, industry groups and government.3.1.2 - Promote the Central Highlands as a region for tourism and development opportunities.3.1.4 - Advocate and support the development of the Central Highlands as a regional hub.3.2. - Corporate Plan Strategy: Support local business and emerging industries3.2.1 - Facilitate opportunities for existing businesses and emerging industries to consolidate and grow.3.2.2 - Continue a ‘local buy’ strategy for council business to sustain local communities.

Budget/Financial/Resourcing: Nil

Legal/Policy/Delegations:Nil

Communication/Engagement: Reporting to the CHDC Board Quarterly reporting to CHRC following CHDC Board meetings

Risk Assessment: Nil

Timings/Deadlines:Quarterly reporting to CHRC following CHDC Board meetings



31 August 2018 30 November 2018 28 February 2019 31 May 2019

Alternatives considered:Nil

ATTACHMENTS:

1. CHDC Draft Service Level Agreement 2018 incl Op Plan [16.1.1]


SERVICE LEVEL AGREEMENT

Between

CENTRAL HIGHLANDS REGIONAL COUNCIL ABN 79 198 223 277

And

CENTRAL HIGHLANDS DEVELOPMENT CORPORATION LIMITED ABN 89 078 752 048

August 2018



Service Level Agreement Page 2 of 19

Between CENTRAL HIGHLANDS REGIONAL COUNCIL and CENTRAL HIGHLANDS DEVELOPMENT CORPORATION

WHEREAS:

The Service Level Agreement (SLA) is made between the Central Highlands Regional Council (referred to as the Council in this agreement) and Central Highlands Development Corporation Limited (CHDC) for the provision of economic and tourism development services for the Central Highlands region of Queensland, Australia. This agreement recognises the multi-faceted relationship and cooperation between the Council and CHDC.

A. The Council provides financial resources for the conduct and delivery of activities that facilitate economic development and promotes the development of tourism in the Central Highlands region.

B. The CHDC applies the financial resources to deliver agreed services and to maintain a leadership role in fostering economic development including tourism in the Central Highlands region.

The aims of this agreement are to:

Foster a close working relationship between the two organisations, for the mutual benefit ofeach organisation, its key stakeholder(s) and the economy of the Central Highlands region

Promote a consistency of service delivery and communication between the organisations,leading to more efficient business practices and greater transparency, and

Strengthen the support for each organisation to enable clear, consistent and successfuleconomic development and tourism development services for the Central Highlands region.





IT IS AGREED AS FOLLOWS:

1 DEFINITIONS AND INTERPRETATIONS

1.1 In this Agreement, unless the context otherwise requires:

1.1.1 ‘Agreement’ means this document and all schedules and attachments to it;

1.1.2 ‘Agreement Material’ means any material forming part of or constituting a Deliverable that is created, written, or otherwise brought to existence by or on behalf of the CHDC in the performance of this Agreement;

1.1.3 ‘Agreed Services means the activities that have been approved by the Council as described in Schedule B (CHDC Operational Plan) of this Agreement;

1.1.4 ‘Deliverable’ refers to the items that contribute to the outcomes to be achieved by the CHDC;

1.1.5 ‘Financial Resources’ means up to the total amount of funding approved by the Council for the delivery of the agreed services. Financial resources as outlined in schedule A;

1.1.6 ‘Commencement Date’ means the date of commencement of this Agreement as specified in Schedule A;

1.1.7 ‘Completion Date’ means the date of completion of this Agreement as specified in Schedule A;

1.1.8 ‘Chief Executive Officer’ means the Chief Executive Officer of the Central Highlands Regional Council.

1.2 A word in the singular includes the plural and vice versa.

1.3 A word denoting one gender includes all genders.

Central Highlands Development Corporation Limited

The constitution of the CHDC states that the objects of the company include to:

Promote or contribute to economic development

Promote or attract commerce, industry or tourism

Promote and provide opportunities for employment

Promote the opportunities to increase the supply of services, including without limitationto accommodation, cultural, education, environmental, agriculture, community,recreational, regulatory, health and transport

The CHDC facilitates a wide range of projects and initiatives across the region and is proactive in providing relevant advice, statistical information, workshops and networks to support business, industry, government and community.





In achieving its core roles, CHDC will:

Facilitate the development of “game changing” economic development opportunities andsupport the development of business and industry opportunities by improving the level ofproductivity, quality and professionalism. In doing so, it will work in close partnership withother agencies, including Council’s Communications Team.

Maximise opportunities to leverage funds received from the Council and any otherappropriate grant funding bodies to enable the CHDC to deliver on or exceed its agreedobjectives.

Promote and grow tourism industry development opportunities.

Facilitate regional marketing opportunities.

Central Highlands Development Corporation Limited exists as a private not for profit company limited by guarantee. The governance responsibility of the Central Highlands Development Corporation Limited rests with the CHDC Board.

Central Highlands Regional Council

The Council is committed to the promotion of high quality economic development in all parts of the region, and to an ongoing improvement in the quality of life for its citizens through its Community and Corporate Plan.

The Council recognises the importance of the ongoing marketing and promotion of the Central Highlands region as a platform to support promotional and region-specific marketing initiatives.

The Council recognises the CHDC’s skills, abilities and expertise to facilitate initiatives that market and promote the region and acknowledges that cooperation with the CHDC and participation in its activities and initiatives will provide opportunities to improve the value and effectiveness of the Council’s investment of resources.

2 DURATION OF AGREEMENT

2.1 This Agreement shall commence on 1 July 2018 and unless previously terminated pursuant to its provisions, will expire on 30 June 2021, being a three year period with an annual review.

3 UNDERTAKING BY THE CHDC

3.1 In consideration of the Council providing financial resources the CHDC undertakes to abide by the conditions of this Agreement.

3.2 The CHDC shall allocate financial resources provided under this Agreement for the delivery of agreed projects and services and management/administrative on costs as stipulated in Schedule B.

3.3 The CHDC shall submit and/or present quarterly reports and deliverables required under this Agreement to the Council by the due date set out in Schedule A.





3.4 The CHDC shall be responsible for the activities of any staff employed or contracted as part of delivering agreed services.

3.5 The CHDC shall be responsible for ensuring that it has effective administrative and day-to-day management and control of the conduct of all agreed services and/or staff employed or contracted to assist in the conduct and delivery of agreed services.

3.6 The CHDC shall return to the Council within ninety (90) days of the Completion Date any additional financial resources for special projects, not fully expended on the conduct and delivery of agreed services. The CHDC acknowledges that the unexpended portion of financial resources shall be a debt due and recoverable by the Council.

3.7 The CHDC will report to the Council an annual status update review of the agreed services set out in Schedule B to ensure they continue to deliver on the Central Highlands Regional Economic Masterplan.

3.8 Council core financial contribution to CHDC may be carried over with Council approval.

4 UNDERTAKING BY THE COUNCIL

4.1 The Council will provide to the CHDC the financial resources subject to and in accordance with the agreement.

5 ACKNOWLEDGEMENT OF ASSISTANCE

5.1 The announcement of funding or the commencement date of any funding to the CHDC is at the discretion of the Council.

5.2 The CHDC will acknowledge the funding or any other assistance received from the Council with public acknowledgement for particular agreed services in Schedule B.

5.3 ‘Public acknowledgement’ referred to in clause 5.2 includes, but is not limited to, Council Logo and branding, media releases, agreed program/project launches, agreed milestones, good news stories and any marketing material including paid advertisements, brochures and websites.

6 MEDIA STATEMENTS

6.1 The CHDC will provide copies of or detail associated with any public statements to be made for and on behalf of the Service Level Agreement, so as to ensure uniformity with disclosures and publications made by both the Council and the CHDC.

7 MARKETING OF EVENTS/ACTIVITIES

7.1 The marketing and promotion of particular CHDC events/activities that link to the agreed services will be co-branded with “Central Highlands Development Corporation – an initiative of Central Highlands Regional Council” (or similar).





7.2 Prior to proceeding with co-branding of CHDC events/activities the General Manager, CHDC will liaise with the Chief Executive Officer of the Council to seek agreement regarding this matter.

8 COMMUNICATION

8.1 The Chair, CHDC with the support of the General Manager, CHDC and other Board members will provide Council with a written and verbal update on the activities of CHDC in delivering on the agreed services on a four monthly basis (subsequent to each CHDC Board meeting).

8.2 The CHDC General Manager in liaison with the Council CEO to attend Executive Leadership Team meetings to report on the activities and relevant agenda items of CHDC.

8.3 Annually, the Council CEO will invite the CHDC General Manager and staff as required to participate in business planning sessions to contribute to the Council operational plan.

8.4 All Council related requests or directives to CHDC should be to the CHDC General Manager, via the CHDC Board of Directors (Council’s CEO).

9 CONFLICT OF INTEREST

9.1 The CHDC warrants that no conflict of interest exists or is likely to arise in the performance of its obligations under the Agreement. If during the term of the Agreement, a conflict or risk of conflict of interest arises, the CHDC undertakes to notify the Council immediately in writing.

9.2 The CHDC will take all reasonable measures to ensure that its employees or agents do not, during the term of the Agreement, engage in any activity or obtain any interest which is in conflict with delivering the agreed services outlined in Schedule B. Any such activity must be disclosed in writing to the Council immediately.

9.3 Where the CHDC receives a notice of conflict of interest under this clause, the Council may give the General Manager, CHDC a notice to remedy the conflict.

9.4 Should the CHDC fail to notify the Council of a conflict of interest, the Council may terminate this Agreement.

10 PROCEDURE FOR CONSIDERATION OF ADDITIONAL SERVICES TO BE DELIVERED

10.1 As detailed in 3.2, the agreed services that will be delivered by CHDC arethose detailed in Schedule B.

10.2 In circumstances where Council requests that CHDC accept responsibility for additional services other than those in Schedule B, Council’s CEO and the CHDC General Manager will negotiate a fee-for-service arrangement for the services to be





delivered. An example of such additional services could be the event management for an unplanned event.

10.3 There should not be an expectation that added responsibilities can be delegated to CHDC, without due regard for the provisions detailed in this Agreement.

11 ACCOUNTABILITY

11.1 All financial transactions incurred in the conduct and delivery of the agreed services must be represented in the CHDC’s books of account in a manner which clearly identifies the expenditure with regard to these activities.

12 REPORTS AND PAYMENT CLAIMS

12.1 The CHDC shall provide quarterly progress reports on the conduct and delivery of agreed services as identified in Schedule B, including financial performance.

12.2 The CHDC is to provide a copy of its Annual Report to the CHRC at the end of each financial year.

13 NEGATION OF EMPLOYMENT, AGENCY AND PARTNERSHIP

13.1 The CHDC, and any persons engaged by the CHDC in the conduct and delivery of agreed services, will be deemed to be contracted by or the employment of the CHDC.

13.2 All work performed by the CHDC, and all employment and other contracts made by the CHDC in the performance of the agreed services, will be performed or made by the CHDC as principal and not as the agent of the Council.

14 TERMINATION

14.1 If the CHDC:

a) Becomes insolvent, or is unable to pay its debts when due, or admits in writing its inability to pay its debts; or

b) Enters any arrangements or composition with its creditors generally, or has a receiver appointed; or

c) Goes into liquidation, or passes a resolution to go into liquidation, other than for the purpose of reconstruction; or

d) Suffers any distress or execution levied against any assets of the CHDC which would , in the reasonable opinion of the Council, have material adverse effect on the CHDC undertaking the conduct and delivery of the agreed services; or

e) Fails to submit a report, establish a record, or allow access required pursuant to this Agreement; or





f) Breaches a term of this Agreement; or

g) Fails to satisfy the Council regarding general performance, after thirty (30) days’ notice by the Council itemising its concerns; or

h) Fails to notify the Council of any conflict of interest or risk of conflict arising that could jeopardise its obligations under the Agreement; or

i) Expends the financial resources in a manner not in accordance with this Agreement,

then the Council may terminate the agreement in accordance with Clause 14.2.

14.2 Council must give written notice of its intention to terminate the Agreement for the grounds specified in Clause 14.1 at the end of the term of the Agreement.

15 RIGHTS ON TERMINATION

15.1 Termination or expiration of this Agreement shall not affect any claim or action any party may have against another by reason of any breach of this Agreement and will not relieve either party of any obligation under this Agreement which is expressed to continue after termination.

15.2 The following clauses will survive termination or expiration of this Agreement:

a) Clause 12 (reports and payment claims), and b) Clause 16 (Insurance).

16 INSURANCE

16.1 The CHDC must have and maintain for the term of the Agreement worker’s compensation insurance in relation to any employee of the CHDC for an unlimited amount, including liability under statute and common law. The CHDC shall assume all statutory and common law liability arising out of, or in connection with such employment.

16.2 Where a person is employed to provide advice that may be construed as professional advice, the CHDC must maintain an appropriate Directors and Officers insurance policy.

16.3 The CHDC shall, for the term of the Agreement, take out and maintain a public liability insurance policy for a sum not less than ten million dollars ($10,000,000) arising from any one event in respect of accidental death of or accidental body injury to persons, or accidental damage to property, arising out of or in the course of any Agreed Activities.

19 APPLICABLE LAW

19.1 This Agreement shall be governed by and construed in accordance with the law of Queensland and the parties submit to the jurisdiction of the courts of the State of Queensland and all courts competent to hear appeals there from.





20 AMENDMENT AND WAIVER

20.1 The terms of this Agreement, including schedules or other attachments, may be amended by the parties in writing at any time, but must be signed by the duly authorised officer of both parties prior to taking effect.

20.2 Failure of either party to enforce any provision of this Agreement shall not constitute a waiver of any subsequent breach, or affect in any way the enforceability of such provision.

20.3 If unforeseen circumstances arise and those circumstances are beyond the control of the Council (including but limited to, changes in climatic, economic or business viability), then the CHDC may request the amendment of the agreed services or deliverables specific in Schedules. The Council has complete discretion to agree or reject such requested amendments. Any such amendment must be in accordance with clause 20.1.

21 GOODS AND SERVICES TAX (GST)

21.1 The Parties agree that:

a) The Financial resources payable under this Agreement is exclusive of GST;

b) If the whole or part of the financial resources is the consideration for a taxable supply, the Council will pay to the CHDC an additional amount equal to the GST amount that the CHDC is liable to pay to the Commissioner of Taxation.

22 DISPUTE RESOLUTION

22.1 For the purpose of this clause, a dispute will have arisen when either party to this Agreement gives notice to that effect to the other party.

22.2 The parties agree to seek to settle any dispute arising in connection with this Agreement by negotiation, mediation or conciliation in accordance with this clause, before referring the dispute to arbitration, or commencing court proceedings relating to that dispute.

22.3 If the parties’ representatives fail to settle the dispute within ten (10) days, the dispute will be referred to mediation by either party.

22.4 If the parties fail to agree on the appointment of a mediator within five (5) days after their failure to resolve the dispute in accordance with clause 22.3, then either party may refer the question of the appointment of a mediator to the Australian Commercial Disputes Centre (Queensland).

23 GENERAL PROVISIONS

23.1 Entire Agreement – The terms of the agreement between the parties are those set out in this Agreement, and no written or oral agreement, arrangement or undertaking





made or entered into prior to the Commencement Date will in any way be read or incorporated into this Agreement.

23.2 No assignment – The CHDC may not assign the Agreement or any of the benefits or obligations under the Agreement without the prior written consent of the Council.

23.3 Waiver – No right under this Agreement will be deemed to be waived except by notice in writing agreed by the waiving party. A failure by a party to enforce at any time any provision of this Agreement will not constitute a waiver of the party’s rights in respect of the provision.

23.4 Costs – The parties will pay their own costs (including legal costs), expenses and disbursements of any incidentals to the preparation, execution and stamping of this Agreement.





AGREEMENT SCHEDULES

SCHEDULE A

Period of the Agreement:

Commencement Date: 1 July 2018 Completion Date: 30 June 2021

Progress Reports:

Due on a quarterly basis:

31 August

31 May

30 November

28 February

These progress reports are to highlight progress towards achieving the services and deliverables as stated in Schedule B. This report will include comments of key performance indicators against each agreed service in Schedule B.

Due on or around the Annual General Meeting:

The annual report will require a statement of progress against deliverables for agreed services in Schedule B on or about AGM each year.

Audited financial statements against agreed service in Schedule B is to be provided, when available at the end of each financial year.

Financial Resources Payment Dates:

The annual Financial Resources payable by Council to the CHDC will occur on or about 31 July each year.





SCHEDULE B: AGREED SERVICES



CHDC Draft Operational Plan 2018/19

CHEMP Objectives SLA Project Item Project Activity Budget

source

Partners &

Resource

Implications

Project Officer

Responsibility

Project Budget Total Staff Costs Admin Costs

Support &

Consumables

Total Budget Timing Deliverables / KPI Notes

Business Confidence Survey operational BF 1,000.00$ $ 2,130.00 3,130.00$ Annual -

Feb/March

# businesses engaged

Successful delivery of BCS

Increased participation

Outcomes inform strategic planning & activity

Business Facilitator Program LBF BF 30,000.00$ $ 92,000.00 $ 25,000.00 172,000.00$ ongoing to 2021 1. Employment of a Business Facilitator

2. Media and promotional campaign targeting priority communities

3. Creating awareness of Local Buying Program and Local Buying

Foundation

4. Communities and businesses visits

5. Number of business support actions provided

6. Participation in local events and forums

7.Completion of a business needs analysis

8. Identification of preferred support structures (mentoring, coaching,

workshops, webinars etc) and resources within business and

communities to support the needs

9. Number of workshops and events provided in targeted regional

communities

10. Level of stakeholder involvement and input

11.Number of SMEs supported in each target community

12.Development of a business database

13. Input into initiatives and resources development

14. Identification of innovation

15.Identification of business diversity

16.Growth and development of the business enquiries register

identifying attraction of business and investment

17.Number of meetings with potential investors to the region

18. Data Collection indicating business growth & confidence

Fully Funded - $516K

over 3 years

10. Supporting a local workforce

14. Skills Development &

Enhancement

Regional Skills Investment

Strategy

DESBT DESBT RSDC $175,000 $ 102,000.00 $ 73,000.00 175,000.00$ I. 1 Regional Skills Investment Strategy Reference Group

The Supplier establishes a local Regional Skills Investment Strategy

Reference Group for project oversight and collaboration on project

objectives, milestones and expected outcomes.

2. Stakeholder Engagement

Collaborative networks are established by the Supplier with local

employers, industry associations and other relevant stakeholders to

identify and address local training and skills needs.

3. Training Solutions

Local skills and workforce challenges identified and training solutions

developed and delivered in partnership with the Department.

Fully Funded $350K over

2 years

2.1 Domestic & international

market development

ARIP Delivery

- Agreements finalised

- Reporting requirements

- Website development

- Myriad

- Business Meetups and support

- RCQIN

Advance Qld

$167,000

ARIP RIC Myriad - $5,000 $ 61,880.00 $ 10,000.00 80,000.00$ annual -3 year

program

Partner Agreements signed

Regional Innovation Coordinator engaged

Regional Innovation Audit Completed

Completed ARIP inclusion on website completed

Number of International Trade workshops completed - attendance

numbers

Co-working space scoping study completed

Coordiantion and attendance of 10 businesses at Myriad

Business Meetups - regional

timely quarterly Reporting

RCQIN - 3 meeting coordinated

measure stakeolder satisfaction

$500k over three yrs =

$150,000 + 10% M&A

6.4 Innovation and startup

incubation

Startup Weekend LBF $17600

ARIP $15,000

ARIP

CRES

RIC

ADC

$ 17,600.00 35,000.00$ Sep-18 Event delivered

1.# business supporters engaged

2.# attending

Funded by ARIP & CRES

application. Received quote

from River City Labs.

6.4 Innovation and start-up

incubation

Innovation Audit ARIP ARIP RIC $ 25,000.00 $ 10,200.00 $ 1,000.00 35,000.00$ Nov-18 1. # businesses engaged

2. # innovation outcomes identified

Innovation map

Funded by ARIP

4. Expansion of research and

development activities 6.

Increasing the ease of doing

business

9.Increasing tourism activity

10. Supporting a local

workforce.

11.Improved community

investment

15.Improved collaboration and

partnerships

Tourism Precinct Project Advocacy

-car park development,

-easel & mosaic refurbishment

-public access and marketing of the

Pioneer Village

-community access/use of public

space

-public wifi access implemented

CHRC budget

required

($1 million)

CHRC Capital

works

TDO $ 1,635.00 1,635.00$ Mar-19 1. Masterplan concept delivered to Council as the entire land parcel

and building assets retained CHRC respnsibiity

-concept plan and endorsed by Council

-Capital budget allocation

-Project management plan and delivery

-precinct upgrade and development project delivery in readiness for

2019 Tourist season

Project masterplan avail.

Easel, pathway, cottages,

startup tourism opp,

museum, parking plan.

Interpretive panel - Scar

Trees High

Priority

2.Expansion and diversification

of existing activities


market development

6.Increrasing the ease of doing

business

9. Increasing tourism activity


15. Improved collaboration and

partnerships

Business

Development

Innovation

Tourism

Development

Schedule B "Agreed Services"





mailto:RIC@$48ph


2.Expansion and diversification



business




partnerships

Development of CQ Mine

Interpretive Trail

BMA BMA & CHDC TDO $ 40,000.00 $ 5,345.00 40,000.00$ Mar-19 Finalisation of the Concept & Project Plan

Identification of Storytellers with content developed to suit

Interpretive Panels

Design development and installation of Interpretive panels

Development & Implementation of Marketing Plan and associaated

collateral

Launch ready for the 2019 Tourist Season

Underway, expected

delivery

1/2/ 2019

2. Expansion and diversification


6 Increrasing the ease of doing

business 9.

Increasing tourism activity

11. Improved community

investment


partnerships 16.

Frameworks that support

economic activity

CH Tourism Marketing Strategy

Development & Implementation

CHRC & CHDC Funding

required

CHRC

CE

CHDC

Marketing

Agency

TDO $40,000 $ 3,270.00 43,270.00$ Mar-19 1. Consideration within council budget allocations for 2018/19 - CHDC

Budget allocation $40,000

2. Project Plan Developed incorporating - engagement of consultant,

consultantcy with stakeholders, development of marketing plan and

collateral

Internal review of the Marketing Plan - review with actions to be

developed

3. Development of the 2019/20 Visitor Guide

4. #Operators & Stakeholders advertising -aim 70

5. Print 70,000 Visitor guides - targeted distribution

Budget estimate for first

year (incl TDO time).

Rebranding of region.

Ongoing

Estimate project cost

provided $460,000



partnerships

Consumer Shows - Sydney &

Brisbane, Gemfest, CQ Mega Expo,

CQ Rec & Travel Expo

Operational Gemfest

Committee

TDO $ 8,000.00 $ 10,791.00 $ 2,450.00 20,000.00$ 1. Attendance at 2 Major and 3 regional consumer events

2. Development of an evaluation model to measure regional visitation

and enquiries

3. Increased destination awareness to increase visitation to the region

NSW & QLD shows, Local

CQ expo, State Consumer

shows not on the calendar

for 2018 Gemfest.




business



investment


partnerships

16. Frameworks that support

economic activity

Operator Business support and

development

operational CE

CHDC

TDO

Amin support

$ 10,000.00 $ 42,510.00 $ 15,000.00 67,500.00$ ongoing 1. Monthly activity review - CE & CHDC

2. Attendance at 3 Tourism Management Committee meetings

3. Number of operators and businesses contacted and supported

4. Memberships - Great Inland Way Committee, Great inland Tourism

Group, OQTA, Qld Drive Trails Committee,Outback Way, Capricorn

Way

5. Regional destintion marketing - level of marketing delivery in key

promotional areas - media, hosted promotional opportunity to create

destination awareness,

6. VIC suport and development

9,576 hours on the ground

CHBEA19

Gala Dinner

Nominations, applications & Judging

process

Marketing & Collateral development

Sponsors

CHRC

35,000.00$ $ 37,160.00 $ 10,000.00 72,160.00$ Nov 18-Nov 19 1. #Business particpating and nominated

2. #new nominations

3. Level of engagement and followup

4. level of engagement by businesses across CH

$19,000, cost recovery of

$14000 on ticket sales

Industry Forums -

Economic Futures

Industry & Innovation

Agribusiness - Meet the Food

Innovators: Agribusiness, Value -

Chain & Food Retail Forum Forums

Industry

CHRC

Government

$ 60,000.00 $ 20,540.00 $ 10,000.00 90,000.00$ 19 March

July

October

1. #of attendees

2. Amount of business support and sponsorship

3. level of engagement & satisfaction

4. level of media coverage

number of events delivered

$3500 cost recovery

through ticket sales

Farm to Fine Dining (#F2FD) CHRC $ 20,000.00 $ 5,000.00 August 1. Increased awareness of CHDC agribusiness program

- F2FD event with invitation list of 60 influencers to join the Central

Highlands for dinner.

- Event held on the eve of the Brisbane Exhibitions Peoples Day

2. Options investigated for cost effective alternative dinner venues

3. Level Positive feedback from the event

Time implication - food

sourcing & collateral

development

Commercial Event Support

- Seasonal Pursuits

- CHRC event support

$ 10,000.00 $ 14,500.00 $ 10,000.00 33,200.00$ Sep-18 1. Level of support provided for event

2. Product profiling for CH

Event planning, support & resource

development

$ 5,000.00 $ 29,000.00 $ 2,000.00 34,000.00$ ongoing 1. # events supported

2. level of regional events growth

3. level of alignment with CHRC events strategy

Tourism

Development

1. Promoting comparative

advantage

6.Increasing the ease of doing

business

10.Supporting a local workforce

Events EC cost recovery

Operational

Sponsorship






6.1 Connectivty to markets


market development

Export Readiness workshop RJIP $23,166 RJIP ADC $ 23,166.00 $ 14,994.00 $ 1,000.00 46,000.00$ Sep-18 1. # businesses and participants engaged

2. 10 modules delivered by ECA

3. Increased awareness of CHDC and CH export products & services

RJIP funding application;

delivery by ECA


incubation


market development

International AgTeCH Catalyst

Mission

AusIncubator

$84,000

AusIndustry ADC $ 84,000.00 $ 41,360.00 $ 5,000.00 149,000.00$ Jun-19 1. Event delivered

2. # business supporters engaged

3. # attending

4. Increased awareness of CH as agtech centre

Not funded through RJIP;

funding request through

AusIndustry cash 50%;

Participants 50% cash;

CRDC in-kind

5.1 Imporved freight & logistics

5.2 Supply chain optimisation

6.1 Connectivty to markets

/ 2.1 Domestic & international

market development

Port Tours user pay, in kind

& sponsorship

$44,374

Ports,

Graincorp DAF

ADC $ 45,000.00 $ 4,362.00 $ 5,000.00 55,000.00$ Nov-19 1. Events delivered

2. # business supporters engaged

3. # attending

4. Increased awareness of export & logistics business opportunities at

CQ Inland Port

5. # business engaged

CHAA priority - red tape

reduction, work with CHRC.

Incentive development /

initiative program. Satellite

partnerships &

collaborative models for

equity investment into

value chain.

12.1 Open & reliable data ACIL Allen annual Stocktake update

& Brief

operational CHRC ADC $ 11,000.00 $ 1,092.00 $ 200.00 11,000.00$ Nov-18 1. Report completed

2. CHDC considered primary reference for CH agribusiness production

data

Capability statement

updated every 4 years to

align


incubation

AgTeCH19 (Nov 19) Planning operational CHRC ADC $ 1,820.00 $ 500.00 2,500.00$ Nov-19 1. Committee engaged

2. Speakers secured & porgram finalised

3. Increased # business supporters and sponsorship

Planning for following year

event. Full cost recovery

1.Promoting comparative

advantage

CHAA / Advocacy operational ADC $ 20,000.00 $ 75,024.00 $ 2,900.00 95,000.00$ ongoing 1. 2 face-to-face meetings & 1 teleconference of CHAA Advisory

Group

2. New connections & opportunities facilitated for CHDC &

agribusiness sector

3. Continued support for delivery of Yamala, Meatworks, Inland Air

Services and other priority projects

4. Improved connection of roads, rail, ports communication relating to

the region

5. Presentations at Conferences on CH Agribusiness / CHAA

6. Meet with ag economic devt networks (CQ group / GCQ / FLA etc)

7. Number agribusiness registered in the CHDC business register

8. Support provided to greenfield agribusiness developers

9. Extension material developed for greenfield developers

10. East West Roadshow - # of events and attendees

+ staff + travel. In Kind

($9,000)

ADC $15,000 + CHAA cost

$14,000

6.1 Connectivity to markets


market development

8.2 Leverage resources

investment (Water

optimisation)

5.2 Supply chain optimisation

CHAA / Priority projects: Export

readiness incubator $240,000,

Emerald Irrigation Scheme/water

audit - $120,000, cost of grain and

cotton supply chain $100,000

FUNDING REQUIRED

CHRC 50%

($38,500, $60K,

$50K)

Funded 50%

ADC $ 460,000.00 $ 7,644.00 $ 1,000.00 10,000.00$ ongoing Funding sourced to undertake CHAA priority projects where available Ongoing development of

CHAA priority projects &

investment. Priority

projects - $30,000.

10.1 Supporting & promoting

liveability

Agribusiness Workforce e-Campaign User pay ADC

MPO

$ 5,000.00 $ 7,210.00 $ 1,000.00 10,000.00$ Jun-19 1. Interviews completed

2. Social media campaign developed & distributed

3. # referrals to CHDC website agribusiness & liveability information

6.2 Small business support and

education


incubation

1.1 Regional branding

CH Producer & Food database

(Grown in the Central Highlands)

LBF $77,550 LBF

Industry

ADC 78,000.00$ $ 11,648.00 $ 2,000.00 95,000.00$ August- October 1. Online portal completed

2. Public launch of platform completed at CHDC event

3. # businesses engaged

4. # referrals to food producers through website

Increased awareness of CH products within and outside the region

soft & Hard Launch events

Objective 1.1 Regional branding;

Objective 2.1 Domestic &

international market

development

Objective 6 Increasing the ease

of doing business

Objective 10.1 Supporting and

promoting liveability

Advocacy & engagement - Collateral

development, investment attraction,

stakeholder engagement

RDO

MPO

$ 20,000.00 $ 9,830.00 $ 2,000.00 20,000.00$ Ongoing 1. # stakeholders engaged

2. # documents produced

3. website metrics

4. improvement in profiling, brand and image

media engagement

12. Access to and use of open

data

Remplan operational RDO $ 15,000.00 $ 1,050.00 $ 450.00 1,650.00$ Jun-18 1. # attendees community training workshops

2. level of use of site

3. Economic profile delivery

Funded CRES application &

other? Online portal

($40,000)

Agribusiness

Technology/Websi

te /IT Management






Objective 2.1 Domestic &

international market

development

Objective 5.2 Supply chain

optimisation

Objective 5.3 Increased digital

capacity and reliability

Objective 6.1 Connectivity to

markets

Objective 6.2 Small business

support and education

Objective 14.3 Joint

public/private small business

education

Portal development

Business Directory,

enews

Website development

Operational RDO $ 30,000.00 $ 18,000.00 $ 2,000.00 30,000.00$ July

ongoing

1. # website visitors

2. # website CTAs successfully completed

3. # eNews subscribers

Resource & template

development

Objective 5.2 Supply chain

optimisation

Major Projects Development register

- image redesign and marketing

operational RDO

Admin

$ 5,000.00 $ 3,500.00 $ 3,000.00 5,000.00$ June & December 1. # downloads of Dev Reg

2. Increased reporting level and value of projects

Reformat, interactive

mapping

Objectives 1-16 CHEMP operational RDO

Admin

$ 7,350.00 $ 1,000.00 9,000.00$ Novemeber 2018 1. # successful CHEMP projects progressed and delivered

2. Annual reporting and stakeholders engaged

Project deliverables &

Reporting

1. Promoting comparative

advantage

9.Increasing tourism activity

5. Improved connectivity

16.Frameworks that support

economic activity

Media & Grants Social Media management

Enews & Media

Grants Writing

operational MO $ 5,000.00 $ 42,600.00 $ 5,000.00 50,000.00$ 1. # social media users engaged

2. Increased followers/audience

3. # posts

4. level of media coverage

Platform integration of

social media



6 Increrasing the ease of doing

business 9.

Increasing tourism activity


investment


partnerships 16.

Frameworks that support

economic activity

Visitor Information

Centre

Centre Management, Coordination

& Accreditation

Staff & Volunteer Management &

Attraction

Famils

Regional Marketing support

Merchandise management

Development of maps and targeted

information

Operational CHRC

CHDC

VICC $ 80,000.00 $ 107,224.00 $ 48,000.00 235,224.00$ 1. #Volunteers

2. Increased merchandise sales

3. Accredittion requirements met

4.Number of famils and attendees

5. Increased visitation rates

6. Level of operator collateral displayed

7. Level of positive feedback from visitors

8. # tour participants

9. # tours offered

10. New opportunities developed & delivered

11.Increased range of regional relevant merchandise

12. #Visitor Guides distributed

13. Map development, print & distribution (70,000)

TDO Salary Package

$85,000 + vehicle

Total Tourism Budget =

$320,224

All Business and

Investment

Growth, Attraction

& Retention Unit

1) Engagement of Manager Business

and Investment Attraction

2) Development of the business and

investment strategic framework,

engagement and delivery model

3)Alignment with CHEMP and

integration with CHDC and CHRC

vision and projects

4) Expansion of Tourism Information

Officer support to Sprinsure,

Blackwater & Duaringa

5)Regional Marketing Strategy -

Tourism & Investment Attraction

CHRC CHRC

CHDC

MBIA

TDC

MBIA

$500,000 $ 75,000.00 $500,000 FY18/19 1. # Indicators of increased economic growth and value in Central

Highlands.

2. # business discussions and attraction

3. # international engagements with value outcomes

4. # of new business business registrations and expansions

5. CH Profile recognised as a place to do business with growing

opportunity

6. Engagement with regional VIC's and volunteers to identify

preferred model and resourcing

Allocation of TIO support to each VIC - 3 x .5 FTE - or alternative as

identified through engagement process

7. Development & implementtation of regional marketing strategy

and collateral development.

Level of brand reconition

CHDC Management

& Administration

Management of Organisation $ 337,000.00 $ 50,000.00 387,000.00$ Additional Management

& Administration funds

sourced through funded

programs $74,000

Operational costs

QAO & financials preparation

Ongoing Organisational

Management & Administration

(recommended at 25% of total

Budget) CHDC $852,000, Tourism

$320,000

Rent + oncosts & maintenance

Commercial

PotentialBusiness Support and

Development - shared services

(fee for service)

800,000.00$

Technology/Websi

te /IT Management

Regional

Development






CHDC Commercial Events

Strategy

$ 1,124,669.00 $ 368,500.00 2,113,269.00$

Unfunded Project

PrioritiesEntertainment / MPC Centre $ 25,000,000.00

Business/Innovation Hub (AirHub

Precinct)

$ 29,000,000.00 Coworking spaces,

innovation hub, start

ups, decentralisation,

aviation related business,

hotel/motel, carwash,

transit facility.

RIC Regional

Innovation

Coordinator

EC Events Coodinator

TDO Tourism

Development

Officer

VICC Visitor Information

Centre Coordinator

RDO Regional

Development

Officer

ADC Agribusiness

Development

Coordinator

MPO Media Projects

Officer

PO Projuct Officer

BF Business

Facilitator

GM General Manager

MBIA Manager Business

& Investment

Attraction

TIO Tourism

Information Officer

TOTAL Budget Cost





SCHEDULE C - COMMUNICATION DETAILS

Council Contact Details:

Name/Position Mr Scott Mason, Chief Executive Officer

Postal Address PO Box 21, Emerald Queensland 4720

Telephone (07) 4982 8384

Facsimile 1300 242 687

Email [email protected]

CHDC Contact Details:

Organisation Name Central Highlands Development Corporation Limited

General Manager Mrs Sandra Hobbs

Postal address PO Box 1425, Emerald Queensland 4720

Telephone (07) 4982 4386

Facsimile (07) 4982 4068

Email [email protected]





mailto:[email protected]



The parties have executed this Partnership Agreement on the dates appearing below.

Signed for and on behalf of the Central Highlands Regional Council by

………………………………………………(Signature) Scott Mason CHIEF EXECUTIVE OFFICER a person duly authorized to act in that behalf, this………………….day of………………….2018 in the presence of

………………………………………………(Signature) (print name and sign)

SIGNED for and on behalf of the Central Highlands Development Corporation by

……………………………………………….(Signature)

Cr Kerry Hayes CHAIR CENTRAL HIGHLANDS DEVELOPMENT CORPORATION A person duly authorized to act in that behalf, this………………….day of………………….2018 in the presence of

………………………………………………(Signature) (print name and sign)





17 CHIEF EXECUTIVE OFFICER

17.1 Nil Reports



18 DEPARTMENTAL UPDATES

18.1 Central Highlands Development Corporation ..... approx 10 mins

DEPARTMENT UPDATE REPORT



Author: Vicki Leeson, Business FacilitatorCat Spalding, Project Officer (Marketing and Technology)

Authorising Officer: Liz Alexander, Acting General Manager, Central Highlands Development Corporation

File Reference:

EXECUTIVE SUMMARY:

The following report provides an update on key activities for the Central Highlands Development Corporation.

Senate Enquiry Australian Parliamentary Committee on Industry, Innovation, Science and Resources Inquiry at Rockhampton 29/8/18


That Central Highlands Regional Council receive the < Central Highlands Development Corporation report.

REPORT:

Key Activities Summary

Senate Enquiry Australian Parliamentary Committee on Industry, Innovation, Science and Resources Inquiry at Rockhampton 29/8/18



1. Australian Parliamentary Committee on Industry, Innovation, Science and Resources Inquiry at Rockhampton 29/8/18

On Wednesday 29 August 2018, Central Highlands Development Corporation (CHDC) gave a submission to the Australian Parliamentary Committee on Industry, Innovation, Science and Resources on the impact of mining companies on regional businesses. Whilst mining companies are supported heavily in the Central Highlands region, there is scope to influence and advocate for fairer contract arrangements between mining companies and supporting small businesses. A list of recommendations will be compiled by the Committee (timeframe to be confirmed), which CHDC will consider once it has been released.

As the lead economic development agency for the Central Highlands region, CHDC were invited to provide submissions at the Australian Parliamentary Committee on Industry, Innovation, Science and Resources inquiry on the impact of mining companies on regional businesses. The inquiry was held in Rockhampton on Wednesday 29 August 2018.

The attending Government representatives included: The Hon Barnaby Joyce MP, Member for New England (Committee Chair) Mr George Christensen MP, Member for Dawson Mr Brian Mitchell MP, Member for Lyon

Prior to the inquiry, CHDC were asked to consider a number of pre-set topics, including: Appropriateness of payment terms offered by mining sector Best practices between mining sectors & businesses and how this supports communities and

economies. Barriers to the greater use of regional businesses in the procurement of services by the mining

sector. Building the skills and expertise of businesses to leverage opportunities in the mining sector. Drought and the impact on the greater business community

KEY ACTIVITIES SUMMARY1. Opening remarks by CHDC 2. Questions asked by the Committee 3. Further actions

1. Opening remarks CHDC opened by providing an overview of its operations, and detailing relevant up-to-date

industry statistics including number of persons employed, GRP, and estimated number of new mining projects (as detailed in the August 2018 edition of the Development Register);

CHDC made particular emphasis on the industry’s importance to the region and the broad support for the sector by the Central Highlands community;

CHDC then provided a “grassroots” level summary of common issues within the mining sector. Whilst it was a broad discussion, key commentary included:

o The tendency for large mining companies to offer attractive payment terms to small businesses in order to secure fixed rates (generally below market rate), and then reverting to their own payment terms – often 30, 60, 90 or 120 days;

o The difficulties faced by vendors/contractors (particularly those with revenue less than $500,000pa) when awaiting payment for outstanding invoices, and the ripple effect on the economy;

o The realities of working in mining communities and the limitations that small businesses often have when choosing who to work with (if they want to remain competitive and operational);

o The positive impact of the Queensland FIFO legislation on local content usage, and the requirement for mining companies to consider local businesses in their supply chain over larger, non-local contractors to ensure that economic benefits remain in local communities;

o Examples of previous experiences, with a particular focus on accommodation providers;



o The positive impact upon small businesses when they have advocates within mining companies and in the general community (such as CHDC) who can protect their interests and help provide balance of power.

2. Questions asked by the Committee Questions focused primarily on CHDC’s suggestions for improvement and the role of the Local

Buying Foundation/C-Res in supporting local businesses within the mining sector; CHDC proposed the following:

o Installing advocates for small business relations (similar to the Business Facilitator role) within local mining communities;

o Legislating or other means to ensure fair and reasonable payment terms; o Supporting requirements for mining companies to give preferential weighting to local

businesses when appointing contracts; ando Education of secondary students on the opportunities for employment within the mining

sector outside of traditional blue collar operational roles. CHDC considered the question posed by the Member for Dawson regarding the role of C-Res

and the Local Buying Foundation and pointed out the following:o C-Res was committed to providing targeted support to a specific subset of small

business; o C-Res, through the Local Buying Foundation, had recently awarded a grant to CHDC to

appoint Vicki Leeson as a Business Facilitator and, as part of the funding arrangement, a second Business Facilitator was due to be appointed in the Mackay/Isaac region;

o C-Res’ recent expansion into other Australian states demonstrated its significant ongoing commitment to the industry and its surrounding local communities, and therefore was not, as the Member for Dawson suggested, a “PR stunt” for BHP BMA;

o In CHDC’s experience, C-Res has demonstrated a genuine effort to consider continuous improvement of its operations.

3. Further actions CHDC asked the Committee on the next steps in the process and when a response could be

expected to the submissions. The Committee indicated that the evidence received at a number of sessions across Australia would be compiled into a list of recommendations for the Government to consider.

As soon as the recommendations from the inquiry are released, CHDC will consider its position on how to support the sector and the small businesses.

ATTACHMENTS:

Nil




18.2 Corporate Services ..... approx 5 mins

DEPARTMENT UPDATE REPORT



Author: Margaret Gatt, Manager Asset Management

Authorising Officer: Jason Bradshaw, General Manager Corporate Services

File Reference: <ECM Reference>

EXECUTIVE SUMMARY:

The following report provides an update on key activities for the Corporate Services department.

Local Government Remuneration and Discipline Tribunal – 2018 remuneration review program


That Central Highlands Regional Council receive the Corporate Services departmental update report.

REPORT:

Key Activities Summary

1. Local Government Remuneration and Discipline Tribunal – 2018 remuneration review program

Central Highlands Regional Council has been advised of the following advice from the Department of State Development, Manufacturing, Infrastructure and Planning:

“The Local Government Remuneration and Discipline Tribunal (the Tribunal) is commencing its annual remuneration review program to determine the remuneration to be paid to mayors, deputy mayors and councillors from 1 July 2019, in accordance with the requirements of section 244 of the Local Government Regulation 2012. The Tribunal is inviting submissions in relation to remuneration for councillors of local governments to inform the Tribunal’s deliberations. The closing date for receipt of submissions is Friday 26 October 2018. In addition, the Tribunal will also be taking deputations from council representatives at the Local Government Association of Queensland’s 2018 annual conference at the Brisbane Convention and Exhibition Centre, 29 – 31 October 2018. Delegates wishing to meet with the Tribunal at the conference can arrange appointments before 5 October 2018.”

ATTACHMENTS:

Nil




19 GENERAL BUSINESS

20 CLOSED SESSION

20.1 Springsure Banking Facility ..... approx. 15 mins

CLOSED SESSION REPORT

This report is CONFIDENTIAL under Section 275 (1) (h) of the Local Government Regulation 2012 which permits the Council meeting to be closed to the public to discuss: (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage.

20.2 Codenwarra Gravel Sale ..... approx 15 mins

CLOSED SESSION REPORT

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

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

21 LATE AGENDA ITEMS

22 CLOSURE OF MEETING

agenda - general council meeting - 11 september 2018 · 2018-09-10 · agenda - general council...

Documents