annual report - parliament.qld.gov.au€¦ · gold coast waterways authority’s “promote”...

Annual

Report

2012-2013

Letter of compliance

27 September 2013

The Honourable Scott Einerson MP

Minister for Transport and Main RoadsGPO Box2644

Brisbane Qld 4001

Dear Minister Einerson

I am pleased to presentthe Annual Report 2012-2013 and financial statements for Gold Coast W IAuthority.

I certify that this Annual Report complies with:

. the prescribed requirements of the Financial Accountability Act2009 and the Financial d P rfManagement Standard 2009, and

. the detailed requirements set outin the Annual report requirements for Queensland Gagencies.

Achecklistoutlining the annual reporting requirementscan be found in A endix Eofth' I

Yours sincerely

^?

! Chair

Gold Coast Waterways Authority

. ~ ,

ISSN: XXXX-XXXX

@ (Gold Coast Waterways Authority) 2013Public Availability Statement: Copies of this report are also available in pa erform andcan be obtained by contacting AnnabelWalden, Executive Coordinator. GoldCoastW t A hTel:(07) 5539 7350 Fax:(07) 5539 7355 Email: Annabel. Walden@gcwa. qld. gov. auWeb:WWW. gcwa, qld. gov. au WWW. gcwa. qld. gov, au/annualreportAdditional information to accompanythis annual report, including consultancies and i f t'recordkeeping, can be accessed at WWW. gcwa. qld. gov. au/annualreport

Annual Report 2012-20132

...^.,!^;;;Chief Executive Officer

Gold CoastWaterways Authority

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3


Table of Contents

04 About the GCWA Introduction Role and main functions Operating Environment Machinery of Government changes

06 Non-Financial Performance Government’s objectives for the community Objectives and performance indicators Service areas, service standards and other measures

11 Governance, Management and Structure Organisational Structure Executive Management Boards and Committees Public Sector Ethics Act 1994

14 Governance – Risk Management and Accountability Risk Management External Scrutiny Audit Committee Internal Audit Public Sector Renewal Program Information Systems and recordkeeping

15 Governance – Human Resources Workforce Planning, attraction and retention performance

16 Financial Summary

Appendix A – Financial Statements

Appendix B – Certification Of Financial Statements

Appendix C – Independent Auditor’s Report

Appendix D – Remuneration Disclosure

Appendix E - Compliance Checklist

4


About the GCWA Introduction

The Gold Coast is renowned for its laidback lifestyle, stretches of white sandy beaches, kilometres of waterways and amazing climate. It is these elements that form the heart of the region’s recreation and tourism industries.

As a significant contributor to the local economy, the waterways must be protected and maintained so that they may continue to enrich the lives of residents and attract new ones. The Gold Coast Waterways Authority (GCWA) is a dedicated body established to strategically plan for, facilitate and manage the development and use of the waterways so they remain clean, safe and accessible now and into the future. The GCWA manages the waterways south of the Logan River to the New South Wales border.

The Gold Coast Waterways Authority was created through assent to the Gold Coast Waterways Authority Act 2012 on 1 December 2012. The purpose of the Act is to deliver the best possible management of the Gold Coast waterways at reasonable cost to the community and government, while keeping regulation to a minimum.

Other purposes of the Act are to do the following:

Plan for and facilitate the development of the Gold Coast waterways over the long term in a way that is sustainable and considers the impact of development on the environment;

Improve and maintain navigational access to the Gold Coast Waterways;

Develop and improve public marine facilities relating to the Gold Coast waterways;

Promote and manage the sustainable use of the Gold Coast waterways for marine industries, tourism and recreation

Role and Functions

The GCWA’s interests relate to the waterways within the Gold Coast local government area, essentially those inland from the coast and lying between Currumbin Creek and Jumpinpin. Assets include the Gold Coast Seaway and Sand Bypass System, including interests in the associated Crown reserves – Doug Jennings Park, Wave Break Island and the tip of South Stradbroke Island – and a recognised network of 33 channels with a combined length of approximately 160 km.

The authority may publish “Waterways Notices” to foster effective and efficient management of and access to waterways. These can be used to control vessel and operator activities, including marine tourism such as jet boat rides, anchoring, mooring and congestion. The notices carry enforceable penalties.

The Gold Coast Waterway Authority is required to prepare a 10 year Waterways Management Strategy by 01 December 2013. The Authority is also required to annually provide a 1+3 year Waterways Management Program that specifies investments to implement the Strategy. A draft Strategy and Program were approved by the Board and provided to the Minister for consideration within the reporting period covered by this report. The Strategy will be finalised following public consultation and the Program will be amended as appropriate to ensure alignment the final Strategy.

http://www.gcwa.qld.gov.au/

http://www.gcwa.qld.gov.au/

5


Operating Environment

The Gold Coast Waterways Authority is a statutory authority, with a Chief Executive Officer and officers governed by a decision making board of seven members, appointed by and accountable to the Minister for Transport and Main Roads.

Machinery of Government changes

In 2012, the Newman Government included the re-establishment of the Gold Coast Waterways Authority in its First 100 Day Action Plan. The Gold Coast Waterways Authority was created through assent to the Gold Coast Waterways Authority Act 2012 on 1 December 2012 and subsequent re-organisation of existing resources from the Department of Transport and Main Roads marine program on the Gold Coast.

The existing functions, funding and assets for dredging, boating infrastructure, aids to navigation and waterways management within Maritime Safety Queensland’s program were transferred to establish the Authority. Relevant program funding was re directed to the Authority along with the relevant staff. Relevant assets were also transferred.

Additional funds came from the $30 million election commitment to improve access to Gold Coast waterways and establish the Gold Coast Waterways Authority, and an additional $5.3 million in funding over 4 years came from the statewide Marine Infrastructure Fund.

6


Non-Financial Performance

Government’s objectives for the community

The Gold Coast Waterways Authority contributes to achieving the Government’s objective of future prosperity for Queensland through investment in better infrastructure and planning.

Specifically, the Authority’s role is to build better marine infrastructure for recreational fishers, boaters and tourists as well as opening up access to the Gold Coast waterways. The Gold Coast Waterways Management Program 2013-17 as adopted by the Board for Minister Emerson’s approval provided a rolling 1+3 year investment plan, including:

The policies and financial measures for implementing the Waterways Management Strategy;

The performance targets to be achieved;

Details of the projects to improve and maintain navigational access to Gold Coast waters and to develop and improve public marine facilities;

The Queensland Government has identified tourism as one of the four pillars of Queensland’s economy and Gold Coast Waterways Authority’s “Promote” objective and activities contribute to the growth of this pillar.

Objectives and performance indicators

The Minister for Transport and Main Roads, Scott Emerson, suggested a number of objectives for the newly established Authority in introducing the Gold Coast Waterways Authority Bill:

to restore control to the local community;

improve access to waterways;

help restore the Broadwater and surrounding waterways as a hub for recreational and tourist activity; and

provide the best possible navigational access, boating infrastructure and waterways management.

The first seven months of the re-established Gold Coast Waterways Authority, December 2012 to June 2013, has been a busy and formative period. The inaugural Chairman Gary Baildon and the Board members were appointed and seized the opportunity to establish a strategic course for the Authority. This process culminated in June 2013 with the deliver to the Minister of the draft Waterway Management Strategy 2013-2023 and the Waterways Management Program 2013-17, a four-year rolling works program.

The strategy aims to turn the attention of Gold Coast residents, visitors and businesses onto the waterways and to make better use of these tremendous assets. This will be achieved by a raft of specific actions that will Sustain, Enhance and Promote the waterways. The Authority will consult with and consider the views of

Council and the community regarding the draft 10 year strategy in the forthcoming year so as to deliver a final version to the Minister by the statutory deadline of December 2013.

Internally the first permanent CEO was appointed in June 2013 and the authority started a restructuring process to align staff and resources with the strategic objectives identified by the board. A key priority has and will continue to be delivery of the investments identified in the Program to provide safer and more reliable channels, new destinations on the waterways, better information for waterways users, new opportunities for businesses and for individual waterway users and sustainable management of the waterways environment.

The Authority also devoted considerable resources to adjusting and establishing appropriate accounting and business systems. A voluntary audit resulting in an unqualified audit opinion from the Queensland Audit Office was a welcome confirmation of the efforts made in this area.

7


Service areas, service standards and other measures

The Gold Coast Waterways Management Program 2013-17 discusses the issues and investment opportunities relevant to the Authority. The Waterways Management Strategy covers a longer time span than the Program (10 years versus 4 years) and takes a broader view by focusing on the overall management of the waterways. Parts of the Strategy will be addressed by future programs and parts are primarily the responsibility of other entities. The Program investments are more focused towards those areas where the Authority has sole or lead responsibility. The projects are largely, but not exclusively, focused on projects that are achievable in the short term.

In developing the Program, the Authority prioritised investments to meet the key purposes of the Marine Infrastructure Fund – improved navigational access, including dredging and small recreational marine facilities – for a sustainably managed waterways network that balances community demands. Issues and investment opportunities are presented, as well as relevant performance measures. These will be refined in accordance with consultation on the Strategy to monitor the benefits to businesses, residents and visitors to the Gold Coast.

Navigational access and sand management

Sand can be an impediment and hazard to navigation as well as a desirable resource in terms of foreshore amenity and protection. There is an ongoing need to maintain adequate navigational depths within the channels to ensure access for commercial and recreational vessels using Gold Coast waterways. The Authority will continue to provide sand for beach and foreshore nourishment to Gold Coast City Council at no cost whenever practical.

The Queensland Government committed $30 million over four years (2012/13-2015/16) specifically to improve the management of and access to the waterways. The Authority has committed to a suite of dredging projects in the Program in accordance with known or anticipated needs. The need for dredging is an environmental variable and the Program will be adjusted as necessary to reflect changing conditions and priorities.

The Authority will also progress a Sand Management Plan as a more strategic alternative to the traditional project/program approach. Discussions are well advanced with Council, State agencies and other stakeholders towards a comprehensive plan to ensure that issues are addressed and access targets can be met through long term contractual arrangements that promote efficient investment, include appropriate partnering with regulators, suppliers and stakeholders and maximize the benefits of sand and other natural resources. Project funding has been provided in the first year of this program (2013-14) to finalise the Sand Management Plan, including contractual arrangements. Success will result in a redirection of specific project funds, in accordance with the nature of the contractual outcome.

Performance measures:

Identified dredging projects delivered to scope, on time and within budget

Surveyed depths and widths in navigational channels meet or exceed design depths and widths

Dredged sand resources managed to provide the best benefit to businesses, visitors and residents

Sand management plan realises cost efficiencies and delivers improved outcomes

Recreational marine facilities

Facilities such as boat ramps and pontoons support safe and responsible access and enjoyment of waterways by those using recreational vessels and by other waterway users. Facilities must be maintained and improved as demand grows. A key challenge is the lack of suitable water-side land for additional facilities. In addition to meeting access requirements, the site must accommodate land-side facilities such as parking and must be compatible with existing community uses and environmental values.

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Identified projects or alternatives delivered to scope, on time and within budget

Authority investments leveraged by partner investments in supporting facilities

Improved waterways and destination access opportunities

Projects receive community support and/or program amended following consultation

Maintaining Gold Coast waterways

The Gold Coast Waterways Authority has responsibility for maintenance and improvement of navigation aids on channels, clearing hazards such as abandoned vessels and responding to pollution events. The Authority also has shared responsibility for safety outcomes including the establishment of speed limits and other regulatory measures. Both the Authority’s ‘hands-on’ responsibilities and its partnering with enforcement agency partners are important for waterways access and safety outcomes. Education is recognised as a critical component of regulation and enforcement and is also a shared responsibility.

This Program identifies investments related to the Authority’s direct responsibilities as well as funds to support potential collaborative initiatives, including education, training and equipment needs.


Community and stakeholders engaged in a comprehensive review of speed limits

Collaborative networks established with agency partners and other stakeholders

Prompt and appropriate response to pollution incidents

Educational initiatives and resources undertaken and easily accessible

Improving sand bypassing

The Gold Coast Seaway and Sand Bypass System (SBS) have been internationally recognised as an innovative solution with demonstrated significant operational efficiencies and with strong continuous improvement. The system manages littoral drift – the northward movement of sand – in a cost effective manner that provides a more sensitive alignment to natural processes than traditional entrance dredging. This system substantially improves navigational safety and has successfully contributed to the stabilisation of the Nerang River entrance.

Continuous improvement has been the key to the success of the system. A particular challenge for the Authority is the substantial electricity costs due to recent tariff changes, as well as forecast increases.

This Program provides funding to investigate power sources and other alternatives to improve efficiency and outcomes. Recent reviews of the SBS operations identified opportunities to make design modifications that enhance its efficiency and effectiveness and funding has been allocated in this program for some of those recommended improvements.


Plant operations appropriately aligned to littoral drift demands

Identified projects delivered to scope, on time and within budget

Managing the Gold Coast Seaway

The natural evolution of the Seaway met some design assumptions, but significant variances have had both beneficial and potentially detrimental implications. Significant work has been undertaken recently to understand this behaviour and assess optional management strategies. While there have been ongoing concerns about differential scour and potential seawall stability issues since about 1987 – a year after the

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Seaway was opened – continuous monitoring has been an adequate and prudent strategy to date.

Understanding and appropriate management of this issue is a critical consideration for the Broadwater Marine Project. The proposed deepening of the delta and potential alterations to channels and land forms would introduce new variables, altering the historical pattern of evolution. As with the original Seaway project, there is the potential for beneficial outcomes and a risk that evolution will vary from intended design.

This Program provides funding for the Authority to continue investigations to understand this complex system and investigate practical options. This information will be provided to interested parties to promote a sustainable project outcome and/or progress appropriate initiatives that fall within the Authority’s scope of responsibility.


Improved documentation and agreed consensus regarding the evolution of the Seaway

Risk mitigation and scour management options progressed

Appropriate representation of Authority interests in Broadwater Marine Project planning

Developing commercial and recreational access and events

The southern Broadwater will continue to be a popular area for commercial and recreational activities and is the largest area of the Gold Coast waters outside the Moreton Bay Marine Park. Competing demands already exist, as do suggestions to develop additional capacity, such as deepening for sailing events.

Careful planning is needed to balance competing demand and provide sustainable solutions and the Gold Coast Waterways Authority is committed to appropriate planning and regulation for this area. The current Program reflects a number of existing projects, but more significant initiatives are contingent on the outcomes of the Broadwater Marine Project. Consultation on the Strategy and Broadwater Marine Project progress may identify opportunities to alter investment priorities.


Investments reflect community and stakeholder priorities arising from consultation

Planning for foreshores and adjacent areas integrates with waterways values

Recognition of the Broadwater as a defining Gold Coast asset

Improving moorings and anchorages

The Gold Coast waterways provide extensive and varied marinas, anchorages and mooring areas and the popularity of the area is attested to by ever increasing demand. For example, at the moment there are just over 500 swing moorings on the Gold Coast with over 400 people on the waiting list.

The Authority will work closely with vessel owners, the Gold Coast City Council and with all those who have an interest in the waterways to review these arrangements. Funding has been allocated to consider and progress options to introduce better technology with the aim of reducing unmet demand, improving visual and recreational amenity and promoting environmental improvement.


Increased mooring opportunities and reductions in unmet demand

Improved understanding of the values and use of anchorages and other destinations

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Understanding ecosystem resources and social demand

Mitigating impacts to particular resources is a regulatory objective, but this focus on the ‘trees’ is at the peril of improved management of the ‘forest’. The Authority is interested in managing both resources and social demand in an informed manner, recognising the inherent and unavoidable interconnections. There is a need to improve our understanding of both each system – social and ecological – and the synergies.

There is also an opportunity to improve the level of understanding and appreciation that the broader community has for the waterways. The Gold Coast Waterways Authority will support research and education that improves safety and enhances the understanding of the waterways.


Research and investigation outcomes documented and accessible

Improved understanding of actual demand patterns and factors

Improved information broadly accessible

For more information on any of these activities or priorities, refer to the Gold Coast Waterways Management Program 2013-17 and the Draft Gold Coast Waterways Management Strategy 2013-23.

11


GCWA BOARD

CHIEF EXECUTIVE OFFICER Hal Morris

SUSTAIN

MANAGER (INFRASTRUCTURE &

OPERATIONS) Vacant

EXECUTIVE

COORDINATOR Annie Walden

MANAGER (BUSINESS SERVICES)

Cyndy Turner

PROMOTE

HEAD OF PROMOTE

ENHANCE

MANAGER (STRATEGY) Brian McRae

ADVISOR (INFRASTRUCTURE)

John Bendel

ADVISOR (OPERATIONS)

Ken Gibbs

NAV AIDS Glen Jackson

Mick Pols Joe Weeden

Adam Coleman

Greg Whitbread

SAND BYPASS SYSTEM

Russell Ratcliffe Frank Hiron

Rob Dalley (temp) (Terry Tubb)

ADVISOR

(WATERWAYS MANAGEMENT)

Jason Smith

ADVISOR (POLICY)

Troy Byrnes

Hal Morris and

Annie Walden

COORDINATOR (BUSINESS SERVICES) Leesa Deen

SENIOR ADMINISTRATION OFFICER

Janelle Wilson ADMINISTRATIVE OFFICER

Sharon Makepeace (temp)

Governance – Management and Structure

Organisational Structure

Minister for Transport and Main Roads

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Executive Management

Hal Morris – Chief Executive Officer

Hal was appointed CEO of the Gold Coast Waterways Authority in June 2013.

He has worked as a non-Executive Director, advisor and senior executive in the public and private sectors for over 30 years in a career that has had a particular focus on strategy and management of transport, logistics and tourism organisations.

During his career Hal has held senior industry and Government roles including

CEO of the Chartered Institute of Logistics and Transport in Australia

Chairman of Binna Burra Ltd, an iconic Queensland eco-tourism company

Inaugural CEO of the Australian Logistics Council

Manager Strategy and Government Affairs for QR

Program Director of the National Transport Secretariat

Executive Director in the Queensland Premier’s Department

Regional Director of South East Queensland in the Queensland Transport Department

Earlier in his career Hal served in the Australian regular Army as an Officer and helicopter pilot in Army Aviation.

Hal is a graduate of the Royal Military College, Duntroon. He holds an honours degree from the University of New South Wales and has post graduate qualification in Business from the University of New England. He attended The Southport School and is Fellow of the Chartered Institute of Logistics and Transport.

Brian McRae – Manager (Strategy)

Brian McRae is an environmental professional with nearly 25-years of experience in the public, private and non-profit sectors. He has been a Queensland Government employee for the last 9-years, responsible for managing a number of south east Queensland planning and infrastructure issues, including the Gold Coast Seaway and Sand Bypass system. His career has largely been focused on water-related issues, including as Technical Director for the Australian Water Association, catchment management team leader for Warringah Shire Council in Sydney’s Northern Beaches, Stormwater Environmentalist for the City of Los Angeles and a Biologist Diver for the Metropolitan Water District of Southern California. Brian holds Bachelors and Masters qualifications in environmental sciences and is a graduate of the Public Sector Management Program. As the GCWA Manager (Strategy), Brian has primary carriage of the ‘Enhance’ agenda identified in the Authority’s draft Waterways Management Strategy.

Cynthia Turner – Manager (Business Services)

Cynthia joined the Queensland Public Service, with the Department of Harbours and Marine, in 1982. Throughout her 30 year public sector career, Cynthia has remained within the maritime environment and has worked primarily in corporate support roles, gaining a broad understanding and knowledge of government administration and financial and human resource management. Since 2002, Cynthia has managed the business services work unit at the Gold Coast office and, in 2010-11, she was chosen to take on the role of Project Manager of the Gold Coast Boating Safety Initiative, which focussed on gaining a deeper understanding of boating activities and vessel user behaviours on Gold Coast waterways. Leading this Initiative enabled Cynthia to expand on her knowledge and understanding of water-related boating issues. As part of the establishment of the Gold Coast Waterways Authority, Cynthia was extensively involved in the change management processes, including the development and implementation of corporate systems and work processes.

http://gcwa.qld.gov.au/

http://www.cilta.com.au/

http://www.binnaburralodge.com.au/

http://austlogistics.com.au/

http://www.queenslandrail.com.au/Pages/Default.aspx

http://www.ntc.gov.au/ViewPage.aspx?DocumentId=68

http://www.premiers.qld.gov.au/

http://www.tmr.qld.gov.au/

http://www.army.gov.au/Who-we-are/Corps/The-Australian-Army-Aviation-Corps

http://www.army.gov.au/Who-we-are/Corps/The-Australian-Army-Aviation-Corps

http://www.army.gov.au/Army-life/Army-careers/RMCD

http://www.unsw.edu.au/

http://www.unsw.edu.au/

http://www.une.edu.au/

http://www.tss.qld.edu.au/

http://www.cilta.com.au/

13


Boards and Committees

The Gold Coast Waterways Authority is a statutory authority led by a decision-making board of seven members, appointed by and accountable to the Minister for Transport and Main Roads, The Honourable Scott Emerson MP.

The board includes Chairman Gary Baildon, the Mayor of the Gold Coast, Mayor Tom Tate (or a delegate) and five members with expertise in one or more areas specified in the Gold Coast Waterways Authority Act, centred on sustainable planning and development.

Members of the Board are all Gold Coast residents and leaders of the local community with strong breadth and depth of knowledge on waterways issues.

The Board members are shown in the table below. The Chief Executive Officer and Executive Coordinator (minute taker) attend meetings as requested by the Board. Members of the management team may also attend meetings as required to present papers on specific topics. Minutes reflect this attendance.

During the period 1 December 2012 until 30 June 2013, seven board meetings were held. In addition to the monthly board meetings, 3 Strategic Planning Sessions were held on 21 January, 29 January and 11 February 2013. The names, positions and appointment terms for members of the board are outlined in the following table.

Name Position Appointment date End Date

Gary Baildon Chairman 1 December 2012 30 November 2015

Mayor of the City of Gold Coast (or delegate) *

Member 1 December 2012 30 November 2015

Michael Bartlett Member 1 December 2012 30 November 2015

Raymond James Member 1 December 2012 30 November 2015

Professor Rodger Tomlinson

Member 1 December 2012 30 November 2015

William Turner Member 1 December 2012 30 November 2015

Martin Winter Member 1 December 2012 30 November 2015

*Darren Scott, Director of Economic Development and Major Projects for the City of Gold Coast is the delegate of the Mayor of the City of Gold Coast and attends the majority of the board meetings in this capacity

Public Sector Ethics Act 1994

The Gold Coast Waterways Authority is committed to ensuring a high professional standard. The Authority operates under the Code of Conduct and other provisions that applied to its officers prior to transfer from the Department of Transport and Main Roads. These provisions will be reviewed and revised by the GCWA as appropriate.

http://www.tmr.qld.gov.au/about-us/our-organisation/ministers.aspx

http://www.scottemerson.com.au/

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Governance – Risk Management and Accountability

Risk Management

Gold Coast Waterways Authority acknowledges its responsibility to identify risks that the statutory body is exposed to and measure, assess and develop a prioritized action plan. An appropriate framework of business controls has been established, maintained, operated and demonstrated to cover all operational, technical, commercial, financial and administrative activities.

External Scrutiny

In accordance with the Auditor-General Act 2009, the Auditor-General is required to undertake an audit of Gold Coast Waterways Authority each financial year. The Auditor-General of Queensland issued an unqualified audit report for Gold Coast Waterways Authority’s financial statements for the period 1 December 2012 to 30 June 2013 on 26 August 2013. The Independent Auditor’s Report and Financial Statements are included in this annual report as Appendix C and Appendix A respectively.

Audit Committee

At the Board meeting of 15 July 2013, the Board resolved that an Audit Committee would be formed and that Board member William Turner would chair this committee. At the Board meeting of 19 August 2013, the Board accepted Board member Darren Scott’s (as the delegate of the Mayor of the City of Gold Coast) nomination for the audit committee and it was resolved that the committee will meet every 3-6 months. Manager (Business Services) will also join the audit committee in an advisory role. The audit committee will work towards finalising an audit committee charter which will cover audit risk requirements.

Internal Audit

The Board resolved at the meeting of 15 July 2013 that depending on the outcome of the 2012-13 audit findings, the need for implementation of internal audit activities would be considered. The Board are working towards finalising the assessment and outcome of this consideration.

Public Sector Renewal Program

The Premier established the Public Sector Renewal Board in June 2012 to oversee, and provide advice to Cabinet on, public sector renewal. The GCWA is committed to supporting the work of the Board.

Information Systems and Recordkeeping

Under section 26 of the Public Records Act 2002, the Maritime Safety Sector Retention and Disposal Schedule is approved for use by Gold Coast Waterways Authority to dispose of core business records. This disposal schedule is used in conjunction with the General Retention and Disposal Schedule for Administrative Records (GRDS) version 6.

As part of the Machinery of Government changes, TRIM was implemented as the Gold Coast Waterways Authority’s electronic Document and Records Management System (eDRMS). TRIM incorporates a business classification system used to create and manage containers and records. At the time of implementation, all staff were provided training in the new system.

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Governance – Human Resources

Workforce planning, attraction and retention

The Gold Coast Waterways Authority is committed to attracting and retaining a highly skilled workforce to achieve its set objectives.

As at 30 June 2013, Gold Coast Waterways Authority employed 18 full-time equivalent employees (FTE’s). The permanent retention rate of employees from Gold Coast Waterways Authority was 100 per cent. The Gold Coast Waterways Authority’s permanent separation rate for 2012-13 was 0 per cent.

The following activities and programs undertaken in 2012-13 were designed to enhance organizational effectiveness and contribute to workforce planning, attraction and retention:

The GCWA supports training and development for all staff and is currently developing a training policy to ensure maximum benefits to staff and efficiency across the organization.

Flexible work arrangements are available to staff in support of maintaining a balance between their work and personal lives.

The majority of the GCWA officers continue to be employed under the TMR Enterprise Determination 2011 following the transition from Department of Transport and Main Roads to the GCWA. Clause 2.14 provides for a “Health and Wellbeing” reimbursement up to a prescribed amount per employee per annum for health related activities.

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Financial Summary The attached financial statements cover the Gold Coast Waterways Authority which has no controlled entities. The GCWA is a statutory body within the meaning given in the Financial Accountability Act 2009 and is controlled by the State of Queensland which is the ultimate parent.

The head office and principal place of business of the Authority is

40-44 Seaworld Drive, Main Beach, Queensland

A description of the nature of the Authority’s operations and its principal activities is included in the notes to the financial statements.



Appendix A

Financial Statements


Appendix B

Certification of Financial Statements


Appendix C

Independent Auditor’s Report


Appendix D

Remuneration Disclosure


Appendix E

Compliance Checklist


Summary of requirement Basis for requirement Annual report

reference

Letter of compliance

* A letter of compliance from the accountable officer or statutory body to the relevant Minister

ARRs – section 8 Page 2

Accessibility * Table of contents

* Glossary

ARRs – section 10.1 Page 3

N/A*

* Public availability ARRs – section 10.2 Page 2

* Interpreter service statement Queensland Government Language Services Policy

ARRs – section 10.3

N/A

* Copyright notice Copyright Act 1968


Page 2

* Information licensing Queensland Government Enterprise Architecture – Information licensing


N/A

General information

* Introductory Information ARRs – section 11.1

Page 4

* Agency role and main functions ARRs – section 11.2 Page 4

* Operating environment ARRs – section 11.3 Page 5

* Machinery of Government changes ARRs – section 11.4 Page 5

Non-financial performance

* Government objectives for the community


* Other whole-of-government plans / specific initiatives

ARRs – section 12.2 N/A

* Agency objectives and performance indicators


* Agency service areas, service standards and other measures


Financial performance

* Summary of financial performance ARRs – section 13.1 Page 16

* Chief Finance Officer (CFO) statement

ARRs – section 13.2 N/A

Governance – management and structure

* Organisational structure ARRs – section 14.1 Page 11

* Executive management ARRs – section 14.2 Page 12

* Related entities ARRs – section 14.3 N/A


FAA Financial Accountability Act 2009 FPMS Financial and Performance Management Standard 2009 ARRs Annual report requirements for Queensland Government agencies *Gold Coast Waterways Authority has not included a glossary as part of this annual report as it believes all industry-specific terms and acronyms are adequately outlined in the body of this document.

* Boards and committees ARRs – section 14.4 Page 13 and Page 14

* Public Sector Ethics Act 1994 Public Sector Ethics Act 1994

(section 23 and Schedule)


Page 13

Governance – risk management and accountability

* Risk management ARRs – section 15.1 Page 14

* External Scrutiny ARRs – section 15.2 Page 14

* Audit committee ARRs – section 15.3 Page 14

* Internal Audit ARRs – section 15.4 Page 14

* Public Sector Renewal Program ARRs – section 15.5 Page 14

* Information systems and recordkeeping


Governance – human resources

* Workforce planning, attraction and retention and performance


* Early retirement, redundancy and retrenchment

Directive No.11/12 Early Retirement, Redundancy and Retrenchment


N/A

* Voluntary Separation Program ARRs – section 16.3 N/A

Open Data * Open Data ARRs – section 17 To be provided through the Queensland

Government Open Data website

Financial statements

* Certification of financial statements FAA – section 62

FPMS – sections 42, 43 and 50


Appendix B

* Independent Auditors Report FAA – section 62

FPMS – section 50


Appendix C

* Remuneration disclosures Financial Reporting Requirements for Queensland Government Agencies


Appendix D

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