general council meeting - chrc.qld.gov.au

General Council Meeting

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

Thursday, 28 January 2021

Commenced at 9.00am

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MINUTES – GENERAL COUNCIL MEETING – THURSDAY 28 JANUARY 2021 – PAGE 2

CENTRAL HIGHLANDS REGIONAL COUNCIL

GENERAL MEETING OF COUNCIL

THURSDAY 28 JANUARY 2021

MINUTES CONTENTS

PRESENT .................................................................................................................................................... 3 APOLOGIES ................................................................................................................................................ 3 LEAVE OF ABSENCE ................................................................................................................................. 3 ACKNOWLEDGEMENT OF COUNTRY ...................................................................................................... 3 CONFIRMATION OF MINUTES OF PREVIOUS MEETING ......................................................................... 3 General Council Meeting: 9 December 2020 ................................................................................................ 3 Special General Council Meeting: 14 December 2020 .................................................................................. 3 REVIEW OF UPCOMING AGENDA ITEMS ................................................................................................. 4 CONFLICT OF INTEREST ........................................................................................................................... 4 PETITIONS (IF ANY) ................................................................................................................................... 4 DECISION ACTION REPORTS ................................................................................................................... 4 Corporate Services ....................................................................................................................................... 4

2020-2021 Operational Plan - Quarter 2 Performance Report ............................................................... 4 Community Donations Policy ................................................................................................................. 4

Communities ................................................................................................................................................ 9 Minutes - Central Highlands Arts and Cultural Advisory Committee (CHACAC) Planning Meeting - 20 November 2020 ..................................................................................................................................... 9

Customer and Commercial Services ............................................................................................................. 9 Minutes - Emerald Airport Advisory Committee Meeting - 30 November 2020 ....................................... 9 Minutes - Emerald Saleyards Coordination Committee Meeting - 30 November 2020 ........................... 9

Infrastructure and Utilities ........................................................................................................................... 10 Yamala Water Business Case Project - Funding Commitment ............................................................ 10

INFORMATION REPORTS ........................................................................................................................ 10 Committee Recommendations and Notes................................................................................................... 10

Minutes - Audit Committee Meeting - 10 December 2020 .................................................................... 10 Corporate Services ..................................................................................................................................... 11

Monthly Financial Report ..................................................................................................................... 11 People and Culture Quarterly Report ................................................................................................... 11 Presentation of Queensland Audit Office reports ................................................................................. 11

Customer and Commercial Services ........................................................................................................... 12 Customer Service Update Quarterly Report......................................................................................... 12

Central Highlands Development Corporation .............................................................................................. 12 Central Highlands Development Corporation - Service Level Agreement Update - Quarter 2 2020 – 2021 .................................................................................................................................................... 12

Chief Executive Officer ............................................................................................................................... 13 Safety and Wellness Update Quarterly Report .................................................................................... 13

LATE AGENDA ITEMS .............................................................................................................................. 13 GENERAL BUSINESS ............................................................................................................................... 13 CLOSURE OF MEETING ........................................................................................................................... 14

MINUTES – GENERAL COUNCIL MEETING – THURSDAY 28 JANUARY 2021 – PAGE 3 MINUTES – GENERAL COUNCIL MEETING HELD AT 9.00AM THURSDAY 28 JANUARY 2021IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE

PRESENT Councillors Councillor (Crs) Kerry Hayes (Mayor), Christine Rolfe (Deputy Mayor) Councillors (Crs) Charles Brimblecombe, Joseph Burns, Anne Carpenter, Natalie Curtis, Megan Daniels, Janice Moriarty and Gai Sypher Officers Chief Executive Officer Scott Mason, General Manager Communities John McDougall, General Manager Corporate Services Margaret Gatt, General Manager Customer and Commercial Services Michelle Webster, Acting General Manager Infrastructure and Utilities Jason Hoolihan and Minute Secretary Liesa Pugh APOLOGIES Nil LEAVE OF ABSENCE Nil OPENING PRAYER Captain Marcus Wunderlich from Emerald Salvation Army delivered the opening prayer. ACKNOWLEDGEMENT OF COUNTRY Mayor Hayes acknowledged the traditional custodians of the land on which we meet today and he paid our respects to the elders, past, present and emerging. Mayor Hayes acknowledged Charmaine McKeon-Parlett for her leadership and commitment to First Australians. Charmaine performed the Welcome to Country at the Emerald Australia Day event this week and advised it may be her last official Welcome to Country. Attendance General Manager Customer and Commercial Services M. Webster left the meeting at 9.13am. General Manager Customer and Commercial Services M. Webster attended the meeting at 9.13am. Captain Marcus Wunderlich, Emerald Salvation Army left the meeting at 9.14am. CONFIRMATION OF MINUTES OF PREVIOUS MEETING General Council Meeting: 9 December 2020 Resolution: Cr Carpenter moved and seconded by Cr Burns “That the minutes of the previous General Council Meeting held on 9 December 2020 be confirmed.” 2021 / 01 / 28 / 001 Carried (9-0) Special General Council Meeting: 14 December 2020 Resolution: Cr Brimblecombe moved and seconded by Cr Curtis “That the minutes of the previous Special General Council Meeting held on 14 December 2020 be confirmed.” 2021 / 01 / 28 / 002 Carried (9-0)

MINUTES – GENERAL COUNCIL MEETING – THURSDAY 28 JANUARY 2021 – PAGE 4 BUSINESS ARISING OUT OF MINUTES Nil OUTSTANDING MEETING ACTIONS Councillors reviewed the resolution register (meeting actions) update REVIEW OF UPCOMING AGENDA ITEMS Discussions were held regarding upcoming agenda items.

CONFLICT OF INTEREST Nil PETITIONS (IF ANY) Nil Attendance Executive Assistant Customer and Commercial Services, A. Carson attended the meeting at 9.26am. Executive Assistant Customer and Commercial Services, A. Carson left the meeting at 9.26am. Cr Sypher left the meeting at 10.10am. Cr Sypher attended the meeting at 10.12am.

DECISION ACTION REPORTS

Corporate Services 2020-2021 Operational Plan - Quarter 2 Performance Report Purpose:

To present progress reporting on Central Highlands Regional Council’s 2020-2021 Operational Plan for the second quarter ending 31 December 2020. Presented in accordance with requirements under s.174(3) of the Local Government Regulation 2012.

Resolution: Cr Burns moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council receive the 2020-2021 Operational Plan Quarter 2 Performance Report subject to amendments.” 2021 / 01 / 28 / 003 Carried (9-0) Attendance Coordinator Governance G. Cocks attended the meeting at 10.20am. Community Donations Policy Purpose:

This report seeks to rectify and an administrative error, through the re-adoption of the Community Donations Policy CHRCP0060.


Resolution: Cr Burns moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council adopt Community Donations Policy CHRCP:0060, as attached to this report.”

CENTRAL HIGHLANDS REGIONAL COUNCIL POLICY

Community Donations

POLICY REF NO

CHRCP: 0060

1.0 Policy Purpose

1.1 The purpose of this policy is to establish a consistent, equitable and transparent response to

requests for donations, and provide clear parameters for decision-making regarding the receipt of

donations to ensure that money provided by Council to community organisations is allocated in the

most effective manner.

2.0 Policy Statement

2.1 Council acknowledges the contributions made by not-for-profit organisations in the local government

area and where possible commits limited funds to help these organisations achieve their

objectives. Council will ensure all decisions to either accept or reject offers of donations are made

consistently within the core guidelines and values of Council.

2.2 Applicants must not have access to funds generated internally from permanently licensed premises

or onsite gaming machines;

3.0 Donations Program

3.1 Council has established a Donations Program in order provide community organisations with the

opportunity to apply for financial assistance. Applications are considered on merit, taking into

account the eligibility criteria and available funds. The following sections provide details on

Council’s donations program.

Category 1 - School/College Bursaries and Awards (Maximum Bursary, $200/institution)

3.1.1 Intent: To assist to fund bursaries and/or awards conferred upon students enrolled at

educational institutions in the Central Highlands region.

3.1.2 This category does not require an application and each school (primary and secondary

schools separately) or college will receive funding automatically upon approval of the

annual council budget.

• Agree to take curatorial advice as necessary from the Central Highlands Regional

Council’s Arts and Cultural Officer.


Category 2 - Regional Events Support (Maximum $3,000/annum/group)

3.1.3 Intent: To provide support to major regional events run by organisations other than Council

for broad public benefit.

3.1.4 Additional Selection Criteria: Organisations must demonstrate that the event for which

funding is requested:

• Be an event of regional significance.

• Provide an opportunity for people of the region to gather, celebrate and participate.

• Trigger positive media and other favourable coverage of the region.

• Generate an increase in visitor numbers to the region.

• Provide a positive injection to the local economy.

• Foster a sense of community pride.

• Demonstrate the sustainability of the event and/or how reliant the event is on Council

funding (business plan or audited financial statements).

Category 3 - Performing Arts (generally funding limit - $250/annum/group)

3.1.5 Intent: To provide funding assistance to those local organisations that coordinate events that

aggregate the efforts of performing arts groups.

3.1.6 Additional Selection Criteria: Applicants must be engaged in:

• Staging a cooperative/aggregated program involving local performing arts groups;

and/or

• Offer a public concert showcasing the performers as part of the event.

Category 4 - Small Communities Donations (Maximum $250/annum/community)

3.1.7 Intent: To provide funding assistance to small communities who may wish to hold their own

events of national or state significance, and where Council is not hosting an event for the

same reason in the same community e.g. Australia Day.

Category 5 - Sporting Groups and Community Organisations (Maximum $500/annum/group)

3.1.8 Intent: To provide funding assistance to sporting groups and organisations that are staging a

cooperative/aggregated program involving local sporting groups.

Category 6 - Mayor’s Discretionary Approval – up to $500 (per application)

3.1.9 Intent: To provide authority for the mayor to donate or grant funds to community groups at

the mayor’s discretion for purposes other than those described elsewhere in this policy

within budgetary limits.

3.1.10 Eligibility & Selection Criteria: Entirely at mayor’s discretion within approved budgetary

limits.

• directly support a demonstrated need within the community;

• provide a direct or indirect benefit for residents in the community; and

• demonstrate that attempts have been made to raise funds from other

sources.


3.2 Other Funding Options (Maximum $3,000/annum/group)

3.2.1 Donations of Fees and Charges (Fee waiver/ In-kind support) Intent: To provide in-kind support to local organisations that are holding events within the Central Highlands region for public benefit. The fee waiver would be to an agreed amount for items such as hall hire, waste disposal etc.

3.2.1.1 Council will donate the fees and charges to community and sporting

organisations which: 3.2.1.1.1 Lease Council owned land; and 3.2.1.1.2 Undertakes community service obligations on behalf of Council (as

determined by Council). 3.2.1.2 Council may consider applications, on their merit, for contributions to fees and

charges from community and sporting organisations which do not lease Council owned land but undertakes community service obligations on behalf of Council (as determined by Council).

3.2.2 Subsidised Leases

Council also provides a donation to many not-for-profit organisations by way of a subsidised or peppercorn lease of Council facilities. Leasing of these Council facilities is to be conducted in accordance with Council’s leasing procedures.

3.2.3 In-Kind Donations

Council may consider providing material, equipment or human resources support to community organisations. Any such in-kind donation would need to take into account the impact on the essential work of the Council through consultation with the relevant General Manager, before being committed.

4.0 Administration

4.1 The CEO or delegated officer (General Manager) can approve or reject Donations application of the

value under $5,000 in accordance with the prescribed category and assessment criteria.

4.2 Council officers are authorised to determine the administrative process and assess applications for

funding valued at $5,000 or more for recommendation to council for consideration

4.3 Applications for cash or in-kind donations must be made in writing at any time throughout the year.

5.0 Receipt of Donations by Council

5.1 A member of the public, community group or organisation may make a donation to Council by

making contact with the Chief Executive Officer.

5.2 Depending on their suitability, donations can be considered to be donated to specific areas within

Council.

5.3 Once the donation has been accepted and acknowledged by Council, it is at the discretion of

Council as to how the donation is managed, unless it has been donated for a specific purpose.

5.4 Council appreciates all donations, however Council does have the discretion to refuse a donation if

the donation is inconsistent with Council’s values or operational objectives.

5.5 This Policy does not address other forms of assistance that may be better defined as tied or untied

grants, cash or in-kind support as part of a sponsorship or partnership arrangement, or other

agreement in which benefits are exchanged between the parties as part of the agreement for the


assistance. Such assistance and agreed exchange of benefits is usually arranged through a

negotiated contractual agreement.

5.6 This policy does not address donations to Libraries.

5.7 The Chief Executive Officer has authority to approve the receipt or refusal of the donation.

6.0 Implementation Procedure

6.1 Council will apply this policy through an implementation procedure which will provide set out the:

6.1.1 Eligibility requirements

6.1.2 Reporting requirements

6.1.3 Time frames for the deliverable required under any approved applications. 7.0 Quarterly Reporting

7.1 A quarterly report of disbursement will be provided to Councillors.

8.0 Definitions

8.1 Donation shall mean a one off or reoccurring contribution which can be financial or in-kind

support. The contribution is not subject to a delivery of a direct benefit for Council or community

in exchange for the donation.

8.2 In-Kind Support/Contribution shall mean the provision of a Council service, product, or facility,

free of charge or at a subsidised rate. A non-financial contribution which can be cost

determined for reporting purposes.

Strategic Link Income Tax Assessment Act 1997 (Cth)

Local Government Act 2009 (Qld)

Local Government Regulation 2012

Category Grants and Funding

Lead Business Unit Connected Communities

Public Consultation No

Adoption Date 27 November 2020

New Review Date Annually

Document Number 1579277

Record Keeping Council Website, the Vine, ECM

Related Documents Community Sponsorship Policy (CHRCP: 0061)

Grants Policy (CHRP: 0062)

Specific Guidelines for each area

2021 / 01 / 28 / 004 Carried (9-0) Attendance Coordinator Governance G. Cocks left the meeting at 10.30am.

MINUTES – GENERAL COUNCIL MEETING – THURSDAY 28 JANUARY 2021 – PAGE 9 Adjournment Meeting was adjourned at 10.30am Meeting resumed at 10.45am. Attendance Arts and Cultural Officer K. Newman and Coordinator Arts and Engagement K Hatzipanagiotis attended the meeting at 10.45am.

Communities Minutes - Central Highlands Arts and Cultural Advisory Committee (CHACAC) Planning Meeting - 20 November 2020 Purpose:

The purpose of this report is to present minutes of the Central Highlands Arts and Cultural Advisory Committee planning meeting held in Emerald on 20 November 2020.

Resolution: Cr Carpenter moved and seconded by Cr Curtis “That Central Highlands Regional Council endorse the minutes of the Central Highlands Arts and Cultural Advisory Committee planning meeting held on 20 November 2020.” 2021 / 01 / 28 / 005 Carried (9-0) Attendance Arts and Cultural Officer K. Newman and Coordinator Arts and Engagement K Hatzipanagiotis left the meeting at 10.53am.

Customer and Commercial Services Minutes - Emerald Airport Advisory Committee Meeting - 30 November 2020 Purpose:

The Emerald Airport Advisory Committee held their quarterly meeting on 30 November 2020. Items discussed during the committee meeting included workplace health and safety, financial update, operational matters and capital works projects.

Resolution: Cr Burns moved and seconded by Cr Carpenter “That Central Highlands Regional Council endorse the minutes of the Emerald Airport Advisory Committee meeting held on 30 November 2020.” 2021 / 01 / 28 / 006 Carried (9-0) Minutes - Emerald Saleyards Coordination Committee Meeting - 30 November 2020 Purpose:

The Emerald Saleyards Coordination Committee held their quarterly meeting on 30 November 2020. Items discussed during the committee meeting included workplace health and safety, financial update, operational matters and capital works projects.

MINUTES – GENERAL COUNCIL MEETING – THURSDAY 28 JANUARY 2021 – PAGE 10 Resolution: Cr Brimblecombe moved and seconded by Cr Carpenter “That Central Highlands Regional Council endorse the minutes of the Emerald Saleyards Coordination Committee meeting held on 30 November 2020.” 2021 / 01 / 28 / 007 Carried (9-0) Attendance Manager Project Development and Contract Delivery K. Downey attended the meeting at 11.13am.

Infrastructure and Utilities Yamala Water Business Case Project - Funding Commitment Purpose:

This report seeks to confirm Council’s commitment to delivering the Building our Regions (BoR) project - Yamala Enterprise Area Water Infrastructure and Design Study (BoR R05 CENT 0098).

Resolution: Cr Burns moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council:

1. Confirms it has budgeted for its financial contribution to Building our Regions (BoR) project - Yamala Enterprise Area Water Infrastructure and Design Study (BoR R05 CENT 0098),

2. Confirms it is committed to delivering the Project, and 3. Acknowledges responsibility for any funding shortfall.”

2021 / 01 / 28 / 008 Carried (9-0) Attendance Manager Project Development and Contract Delivery K. Downey left the meeting at 11.20am. Manager Finance V. Coleman attended the meeting at 11.21am. General Manager Customer and Commercial Services M. Webster left the meeting at 11.28am. General Manager Customer and Commercial Services M. Webster attended the meeting at 11.29am.

INFORMATION REPORTS

Committee Recommendations and Notes Minutes - Audit Committee Meeting - 10 December 2020 Purpose:

The Audit Committee is established as required under s.105 of the Local Government Act 2009 and met as scheduled on Thursday 10 December 2020.

Resolution: Cr Rolfe moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council receive the minutes of the Audit Committee meeting held on 10 December 2020 and note the recommendations contained within the minutes.” 2021 / 01 / 28 / 009 Carried (9-0)


Corporate Services Monthly Financial Report Purpose:

This report is produces in accordance with section 204 of the Local Government Regulation 2012, meeting the requirement for financial report to be presented to Council once a month This ensures adequate oversight of Council’s financial position and performance against the latest approved budget and reinforce sound financial management practices throughout the organisation.

Resolution: Cr Carpenter moved and seconded by Cr Burns “That Central Highlands Regional Council receive the monthly financial report for the period ended 31 December 2020.” 2021 / 01 / 28 / 010 Carried (9-0) Attendance Manager People and Culture J. Grillmeier attended the meeting at 11.54am. Manager Finance V. Coleman left the meeting at 11.55am. Manager Finance V. Coleman attended the meeting at 11.56am. Cr Daniels left the meeting at 12.45pm. Cr Daniels attended the meeting at 12.46pm. Cr Curtis left the meeting at 12.48pm. Cr Curtis attended the meeting at 12.49pm. People and Culture Quarterly Report Purpose:

This report provides the quarterly workforce update for the period ending 31 December 2020.

Resolution: Cr Curtis moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council note the quarterly workforce update for the period ending 31 December 2020.” 2021 / 01 / 28 / 011 Carried (9-0) Attendance Manager People and Culture J. Grillmeier left the meeting at 12.53pm. Presentation of Queensland Audit Office reports Purpose:

Department of State Development, Infrastructure, Local Government and Planning (DSDILGP) has again requested copies of our management reports for the 2019-20 audit of your council. This practice has been in place for several years. The Director-General of DSDILGP and his relevant officers have a special interest in these reports due to their role as the administrator of the Local Government Act 2009 and Local Government Regulation 2012.

In accordance with section 213 of the Local Government Regulations 2012, a copy of the Auditor-General’s observation report (also known as interim and closing reports) is presented at the next ordinary meeting of the Council.

MINUTES – GENERAL COUNCIL MEETING – THURSDAY 28 JANUARY 2021 – PAGE 12 Resolution: Cr Rolfe moved and seconded by Cr Carpenter “That Central Highlands Regional Council receive the Auditor-General’s observation reports for the audit period ending 30 June 2020.” 2021 / 01 / 28 / 012 Carried (9-0) Attendance Manager Finance V. Coleman left the meeting at 1.02pm. Adjournment Meeting was adjourned at 1.02pm for lunch. Meeting resumed at 1.32pm. Attendance Manager Customer Service R. Brosnan attended the meeting at 1.33pm. Cr Daniels attended the meeting at 1.33pm. Cr Burns attended the meeting at 1.34pm.

Customer and Commercial Services Customer Service Update Quarterly Report Purpose:

This report provides the quarterly customer service update as at 31 December 2020.

Resolution: Cr Carpenter moved and seconded by Cr Daniels “That Central Highlands Regional Council note the quarterly customer service update for the period 1 October 2020 to 31 December 2020.” 2021 / 01 / 28 / 013 Carried (9-0) Attendance Manager Customer Service R. Brosnan left the meeting at 2.01pm.

Central Highlands Development Corporation Central Highlands Development Corporation - Service Level Agreement Update - Quarter 2 2020 – 2021 Purpose:

The purpose of this report is to provide a Quarter 2 2020 – 2021 update to Council in accordance with the Service Level Agreement for between Central Highlands Development Corporation and Central Highlands Regional Council.

Resolution: Cr Brimblecombe moved and seconded by Cr Carpenter “That Central Highlands Regional Council defer the Central Highlands Development Corporation Service Level Agreement Update for Quarter 2 2020 – 2021 to the General Council Meeting of 10 February 2021.” 2021 / 01 / 28 / 014 Carried (9-0)

MINUTES – GENERAL COUNCIL MEETING – THURSDAY 28 JANUARY 2021 – PAGE 13 Attendance Manager Safety and Wellness G. Westerberg attended the meeting at 2.03pm.

Chief Executive Officer Safety and Wellness Update Quarterly Report

Purpose:

This report provides a summary of Central Highlands Regional Council’s (CHRC) health and safety performance. The purpose of the information provided is to highlight to council any issues, risks and opportunities impacting the safety and health of workers at Council.

Resolution: Cr Rolfe moved and seconded by Cr Burns “That Central Highlands Regional Council receive the quarterly Safety and Wellness Report for the period of November and December 2020.” 2021 / 01 / 28 / 015 Carried (9-0) Attendance Manager Safety and Wellness G. Westerberg left the meeting at 2.23pm.

LATE AGENDA ITEMS Nil

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

Cr Rolfe

• Extended a thank you on behalf of the Springsure Ivy Anderson Group for Central Highlands Regional Council supporting the recent Christmas Mardi Gras.

Cr Sypher

• Has requested a high-level analysis report to be bought back to council on the number and current spend of consultants that are currently working for Central Highlands Regional Council

Cr Moriarty

• Thanked the Blackwater community, volunteers and award winners, including Dingo and Duaringa for the recent successful Australia Day celebrations.


CLOSURE OF MEETING There being no further business, the Mayor closed the meeting at 2.28pm. CONFIRMED MAYOR DATE

Central Highlands Regional Council

centralhighlands.qld.gov.au


2020-21 operational planQuarter 2 Performance Report

2020-2021 Quarter 2 Performance Report2

This report is the second for the financial year, but the last for the calendar year of 2020—one of the most challenging years that the country has faced.

Council has adapted very well to the ‘new normal’ with only a few exceptions to business as usual. One end-of-year highlight was the new twilight markets held in the festively-lit Egerton Street precinct of Emerald. The markets were a huge success, as was the art gallery attendance and library activities held during the event.

The regional community was awarded 18 community grants to the value of $156,943 this quarter and two Regional Arts Development Fund grants totalling $14,000.

The annual Nogoa November event was not dampened by COVID-safe activities and protocol. The library stall had more than 300 visitors and our youth services team helped more than 200 children paint kindness rocks.

The revised tenure agreements for clubs occupying council-owned or managed facilities are being positively received with 87 clubs considering draft agreements.

we have marked the half-way point of the capital works delivery plan ...

Sporting fields and parks and gardens all looked a bit worse for wear this quarter as the big dry continued and level three water restrictions were introduced. Rainfall in the traditionally ‘wet season’ is eagerly anticipated in early 2021.

A community survey showed Facebook is the preferred method of communication between council and the community, but satisfaction with our communication performance was somewhat below average.

The Springsure-Tambo Road was the focus for advocacy this quarter when a video, produced in collaboration with the Blackall-Tambo Regional Council, was enthusiastically received at the Roads of Strategic Importance Forum in Townsville. The Assistant Minister for Road Safety and Freight Transport Scott Buchholz was in the audience.

Council was proud to hear that the Emerald Airport Runway Project won the Institute of Public Works Engineering Australasia Award for Innovation in Queensland.

CEO's forewordQuarter 2 Performance Report 2020-21

We have marked the half-way point of the capital works delivery plan and I am pleased to report that 57% of the original budget has been spent or committed to be spent and 65% of projects are between construction and completion.

After a brief respite for the traditional holiday season, we have returned to embrace quarter three, which begins with the celebration of our much-treasured community heroes on Australia Day.

Scott Mason Chief Executive Officer


NAIDOC Week CelebrationsCOVID-19 didn’t stop the celebrations for NAIDOC Week, High School students from across the region served 50 meals to attendees at the regional Elders Luncheon. Attendees at the Flag Raising ceremony enjoyed a yarn over morning tea. Council libraries created some great NAIDOC Week displays. Over 125 participants attended NAIDOC events in 2020.

aboriginal art workshopAn Aboriginal art workshop with local Aboriginal storyteller and artist Eunice Day was held in Emerald which attracted 25 participants.

indigienous polo shirtWATCH THIS SPACE - The winning entry of our recent Indigenous Art Competition, Andrew Doyle’s, ‘2 Worlds’, has been transposed onto a polo shirt and will be available to purchase online from January 2021.

Radf 2020-21 Round 1The Central Highlands Arts and Cultural Advisory Committee met to assess five applications submitted in the first round of the Regional Arts Development Fund (RADF) 2020-21. Two applications totalling $14,893 were approved: Lachlan Grierson’s application to attend blacksmithing workshops and bring skills back to the community, and a council-initiated project to run a series of Metal in March events scheduled for March 2021. Applications for Round 2 will close on 26 February 2021.

twilight Markets The Emerald Art Gallery was opened during the Twilight Market events, welcoming 993 people through the doors over two nights.

The Christmas market event also saw: 83 rocks painted at a ‘Christmas Rocks’ activity station, 54 craft packs distributed, 10 First5Forever craft packs distributed, 71 visitors to the Emerald Library and 1100 balloons distributed.

Community Grants Round 2 Round 2 of the Community Grants program for 2020 received 27 eligible applications across three categories. Of the eligible submissions, 18 grants were awarded to the value of $156,942.75 (ex GST). Applications for Round 1 2021 will close on 28 February 2021.

Basketball After SchoolSpringsure’s young people aged 10 to 17 years knew exactly what they wanted to do after school! After consultation with a youth development officer, the basketball activity commenced in term four with approximately 25 young people playing basketball each week.

They demonstrated their leadership skills by organising the teams and games. They were proactive in encouraging good sportsmanship and promoting a fun atmosphere.

The local Spar supermarket donated fresh fruit for healthy after school snacks.

how we connect with our community

We intend to inspire community spirit and promote a sense of belonging by addressing liveability, empowering local influencers, stimulating cultural diversity and pursuits, promoting healthy lifestyles, encouraging young people and supporting local prosperity by robust advocacy through well-planned support and funding.

young people attended 24 youth activity events

awarded Regional Arts Development Fund 2020-21 Round 1

$14.8k

1854

communities OUTCOMES for Q2 - 2020-2021

993people attended the Emerald art gallery

Twilight market event

Each of our thirteen communities are unique and they are the heart of the Central Highlands region.


Public Art project - Emerald Botanic Gardens Artists living in the Central Highlands were invited to take part in an Expressions of Interest process for a public art project to be installed at the Emerald Botanic Gardens. Two submissions were received. After a public voting process with over 700 votes cast, Derek Hedgcock’s ‘We Can’t Fly! But… We’re Telling You’ design was awarded the $20,00 project. The artwork will be created over the coming months and installed in the first half of 2021.

Light up your townDespite the COVID-19 pandemic response, there were 48 entries for the 2020 Light up your town Christmas lights competition. Entries were scored on originality, coordination and Christmas spirit with the top two in each town winning a prize. The annual Beryl Callaghan Spirit of Christmas Award went to 46 Dawn Crescent in Emerald.

Facebook has the voteThe first community survey of commu-nication preference revealed that the people of the region overwhelmingly vote Facebook as the channel by which they want to receive information from council. This survey will help benchmark community satisfaction with the way council keeps people informed about regional activities, events and important information.

Communities policies A number of Communities department policies were updated and created as part of council’s annual review procedure. These are:

• Community Engagement Policy• Media Relations Policy• Arts and Culture Policy• [New] Environmental Policy• [New] Social Media Policy• [New] Library Collection

Development Policy• [New] Community Donations Policy• [New] Community Sponsorship

Policy• [New] Grants Policy

Community can view these on council’s website.

Nogoa NovemberThe Libraries and Youth teams both had stalls at the Nogoa November event. The Library stall welcomed 307 visitors who took away 220 sand art activities 60 First5Forever goodie bags. The Youth team helped over 200 children paint kindness rocks.

Healthy Active Highlanders commences on the 1st March 2021. Classes will include Boxing Fit, Pilates, Circuit, Metafit, HIT, Yoga, Tai Chi, Yoga and Mindfulness, Group Fitness and Pilates/Barre. It will be delivered by eight qualified instructors in six towns across the region. The program goes for 12 weeks and has previously been well supported. It is hoped this program will not be affected by COVID-19 restrictions, all recommendations in regard to the management of COVID-19 will be implemented.

supporting community and sporting organisationsImplementation of a regional approach to supporting community and sporting organisations (Game Plan) is underway to ensure consistency and equity into existing assets and facilities.

Game Plan has been well accepted with 87 clubs receiving draft tenure agreements, the process of communication, clarification and collaboration is ensuring Council’s Sports and Recreation Team and the Sporting Clubs throughout the region are working together to utilise existing assets in a fair and equitable way. The Sport and Recreation team are in the process of getting tenure agreements signed off.

Laugh Kookaburra Laugh The fantastic four-metre electronic metal giant kookaburra sculpture created by Dr Farvardin Daliri flew into the Central Highlands during Queensland Mental Health Week, 11 to 19 October 2020. The kookaburra promoted the importance of taking time to look after your mind and mental health. Laughter really is the best medicine. It decreases stress hormones and promotes an overall sense of wellbeing.

Council partnered with Capella Tieri Middlemount Links, Queensland Mental Health Commission and Central Queensland Wellbeing Hubs Inc. to ensure that as many people as possible had the opportunity to see the magnificent bird and have their spirits lifted with a good belly laugh.

Springsure Tambo RoadA video was produced in collaboration with the Blackall Tambo Regional Council to advocate for the completion of sealing of the Springsure Tambo Road. The video was shot and produced by an Emerald videographer and was well-received by the Roads of Strategic Importance Forum in Townsville that included the Assistant Minister for Road Safety and Freight Transport Scott Buchholz.

Blackwater Memorial Garden Stage 1 Blackwater Memorial Garden design is ready to be procured and construction should start in March 2021. The memorial garden is designed to be a peaceful place for reflection and relaxation.

communities' services � Public assets and facilities

� Libraries

� Community planning and development

� Arts and cultural services

� Sport and recreational engagement

� Youth and indigenous development

� Parks and recreational services

� Sport and recreational facilities

� Cemeteries

� Town planning

� Development assessment

� Strategic land use and planning

� Building and plumbing

� Ranger services

� Environmental health

� Waste management

� Corporate communications and events

� Advocacy


Blackwater Golf CourseTreated disinfected wastewater from the Blackwater wastewater treatment plant is now being reused as spray irrigation at the Blackwater golf course. This project delivered an environmentally sustainable outcome for the Blackwater community and golf course.

Tieri Water Treatment Plant A project to replace the filter media nozzles and floor has been completed at the Tieri Water Treatment Plant. This will ensure the filter continues to perform optimally to provide a barrier to protect against microbiological pathogens and deliver safe quality water to the community.

Flood Risk and MitigationThe 2018 Lidar and updated modelling now reflects more accurately floodwater behaviour in Emerald post mitigation efforts.

Bathymetry data from Selma Weir to Town Weir has been acquired (supplied by Sunwater). This will be included in updated flood model being developed now that will be available in 2021. Evacuation planning documentation is progressing.

lilyvale road project Stabilising complete on the Lilyvale Road project with the new GPS controlled stabiliser used being one of only a small number currently in operation in Queensland. This has cut production time considerably for crews.

Grasstree Rd EmbankmentThe Grasstree Road Embankment Reconstruction project was implemented to rectify significant erosion issues on Grasstree Road embankment which had potential to limit access to mines and communities. A growth stimulating agent (Proganics) installed in landscaping at Grasstree Road embankment reconstruction to stimulate vegetation growth and improve likelihood of establishment in low grade soils i.e. those with low organic matter, low nutrients and limited biological activity.

roadworksA series of major road rehabilitation projects are underway on:

� Road Widening - Arcadia Valley Road

� Major Rehabilitation - Grasstree Road

� Major Rehabilitation - Lilyvale Road

� Resheeting - Bauhinia Area

how we build a sustainable communityThe cornerstone of a well-planned, functioning and sustainable region is the development and maintenance of its infrastructure and assets.

We will continue to apply best-practice systems and technology to audit, plan, deliver and maintain the most cost-effective and efficient roads, waste, water, wastewater and land management facilities and services with the security of a sustainable future as a priority.

infrastructure and utilities OUTCOMES for Q2 - 2020-2021

rural roads graded

flood warning stations calibrated

Rifle Range Road Cycleway project completed

395 km

infrastructure and utilities services

� Project development and contract delivery

� Infrastructure services

� Water utilities

� Disaster management

� Emergency services

� Flood mitigation project

� Quarries/borrow pits

79


Virgin Australia flights After a brief hiatus, Virgin Australia is servicing the Emerald community again. During the Covid-19 pandemic and resultant travel restrictions, Virgin ceased operation as it entered voluntary administration.

customer serviceAdditional procedures have been developed to support frontline staff deliver consistent service customers across the region.

Frontline staff participated in Violent and Hostile people training delivered in November 2020.

After Hours support received 262 calls. 86% were considered urgent and responded to immediately. Majority of calls received were related to water leaks or supply.

Emergency after-hours support was in place for the Christmas and New Year closure period. 52 calls received during the closure period. The majority of calls (30%) were related to water leaks or supply and animals (10%).

An internal customer service training video has been developed that provides staff with corporate expectations when interacting with our customers.

propertyCouncil progressed the sale for removal of three properties at Retro

Street in Emerald to make way for the Kindergarten project.

The upgrade at the senior units at Martin Place Emerald has commenced with nine bathrooms being upgraded. The upgrades will make the bathrooms more accessible for the elderly residents.

Settlement was concluded on 27 October 2020 for the land in Zamia Views Estate, Springsure and written invitations for tender of Lot 10 Gregory Highway Emerald was issued to the shortlisted applicants.

Council implemented a Community Housing Notifications Policy. The policy is a requirement under council’s obligations for community housing under the Queensland State Regulatory System for Community Housing.

Emerald saleyardsThe Emerald Saleyards has now completed:

� the installation of the NLIS readers to the weighbridge providing Lot identification as sale lots enter the weighbridge,

� the installation of the Elevated Feeders to the delivery pens which is now providing efficiencies in product output and labour savings with the feeding process of Spelling cattle, and

� the re-concreting of the Draft area which will provide improved animal welfare outcomes during the moving of stock through this high traffic area.

how our community connects with us

customer and commercial services OUTCOMES Q2 - 2020-2021

Council's customer service

Optimise management of the commercial business units.

Provide excellent customer service to ensure professional service delivery.

calls received5804

customer requests received4053

calls resolved at first point of contact

90%

airline services each week

30+


Innovation AwardThe Emerald Airport Runway Project won the Institute of Public Works Engineering Australasia Award for innovation in Queensland.

Emerald Airport TerminalThe first two phases of the Emerald Airport Terminal Redevelopment Project were completed with the commissioning of the new parking pay stations.

The Emerald Airport were successful in securing a Federal Government grant of $3,059,805 under the Regional Airports Screening Infrastructure fund. This grant will be utilised to fund part of the cost of the airport terminal upgrade project.

� Customer service and call centre

� Area office support

� Rural transaction centre support

� Emerald Saleyards

� Emerald Airport

� Aerodrome landing strips

� Property services

� Native Title

� Staff housing

� Community housing

� Support Central Highlands (Qld) Housing Company Ltd

� Commercial leasing

� Land acquisition and disposal

� Land Tenure

customer and commercial services

2020 IPWEAQ Excellence Awards commemorative book.


CHRC Employee engagement The CHRC overall employee engagement participation rate was a remarkable 73%. Employees had the opportunity to provide scores, comments and reflect on their work environment. The survey was widely advertised and used various applications to reach employees and obtain a high participation rate.

Overall, 340 employees participated to assess how CHRC organisational culture and leadership has provided support during these challenging times. The survey results are used to customise engagement action plans on focus areas across locations. The scores in the category ‘work life balance’ ‘employee attraction and retention’ and ‘team commitment to safety’ had the highest employee engagement score from 2018-2020. This indicates employees felt engaged, valued, and there has been significant progress in people engagement and safety the last couple of years.

Foundation Skills ProgramAssessment Centres held in Blackwater, Duaringa, Emerald, Capella and Springsure.

Foundation skills round 1 commenced on the 2nd of November, and will finish on the 28th of January where 54 employees from Springsure, Emerald and Capella will be undertaking training.

how we serve our community

corporate services' OUTCOMES for Q2 - 2020-2021

attendences to 13 mandatory training sessions

114

60FUNDING FOR employees to develop LLN and digital skills

Clearly define the functions, services, roles and responsibilities of council.

Maintain high standards of corporate governance.

Ensure transparency and accountability through integrated performance management reporting.

Ensure the long-term financial sustainability of the region through prudent financial management and budgeting.

new employees to council

24

enforceable undertaking commitments completed

new image required

Students receiving real-life drone experience.

automating processesCouncil implemented an automated banking transfer via the TechnologyOne SAAS Platform meeting compliance requirements by eliminating human intervention when transferring data between council and Westpac.

We have established a link between our SAAS TechnologyOne Environment and the Westpac banking portal via a REST API connection to their Ilink Product. This allows us to conform to the auditing requirement of removing manual handling from the upload of Payroll into Westpac.

Improved management of customer requests has been achieved through the ability to report on responsible person and resource pools increasing accountability.

Implementation of Rates search function to improve process efficiency and customer service by reducing time and efforts in searching for rates information.

2019-2020 Audit ResultsCouncil have acheived an unmodified audit opinion which was issued from the Queensland Audit Office.

A positive result for the council as it indicates no significant issues were identified with the 2019-2020 general purpose financial statements.


APCI ASSESSMENTSCouncil has completed the water tower asset physical condition inspection (APCI) assessments across the region in quarter two, these water towers are now used for telecommunications. Next quarter the water treatment plant and wastewater treatment plant condition assessments and electrical condition assessments for Sport and Recreation assets will commence.

DRONE PROJECTAsset Management’s current drone project is in partnership with UAVAIR and the surrounding Central Highlands high schools to give the students who currently completing a Cert III in Drone Aviation ‘real-life’ experience on surveying assets.

The students are surveying the purposed council buildings that have been flagged for solar installation, and are providing Asset Management with photographic evidence and a detailed report on what assets are fit for solar installation and where on the roof is the most appropriate location for solar panels. This project has started but is currently in hold until the 2021 school year commences.

GOVERNANCE The governance team continue to work with the broader organisation to maintain and enhance council’s governance frameworks to ensure provision of best practice and accountability is reflected in our corporate performance, delivering a proactive response to legislative compliance, risk management and providing a robust platform for informed decision making.

As a part of International Access to Information Day, the Governance team took initiative to raise awareness on the importance of Right to Information Applications by holding RTI training during the months of September and October 2020 for Council staff.

Ten sessions were held with approximately seventy (70) staff in attendance covering topics on what ‘right to information’ is, why it is required, who can access it, staff obligations under the Right to Information Act and understanding councils process for applications received.

.

SAFETY AND WELLNESS 189 participants attended the Heart of Australia early intervention clinics in 2020, which is an increase in uptake from 2019. Promoting early intervention as the best medicine, the clinics offered council staff complete confidential health assessments and health and wellbeing advice covering topics such as nutrition, sleep, alcohol and smoking, blood pressure, social health and much more.

The Safety and Wellness team held language of appreciation talks with 56 people participating in the mental health initiative to learn ‘how to make your workmates feel like they matter’. It is such a simple thing, and yet, when we feel recognised and appreciated, we all respond by doing better in both our personal and professional life. The team also distributed 250 kit Kats to promote conversations on ROK day.

ENFORCEABLE UNDERTAKING All actions relating to the enforceable undertaking commitment were completed with formal acknowledgment received from Office of Industrial Relations confirming council’s compliance and advising the matter is now closed.

corporate services � Payroll

� People and culture

� Recruitment

� Learning and development

� Information Communication Technology (ICT)

� Financial services

� Governance

� Procurement and stores

� Information and records management

� Asset management

� Risk management

� Facilities management

office of the ceo

� Safety and wellness


The overall operational plan results for the second quarter indicate the following performance:

2020-2021 Operational Plan Performance

Quarter 2 Performance Report 2020-2021

Key Priority Number of Activity Measures � Key Priority 1: Strong, Vibrant Communities 24

� Key Priority 2: Building and Maintaining Quality Infrastructure 23

� Key Priority 3: Supporting our Local Economy 7

� Key Priority 4: Protecting our People and our Environment 24

� Key Priority 5: Leadership and Governance 26

� Key Priority 6: Our Organisation 25

Total 129

Budget performance against operational plan delivery (includes operating and capital):

key priorityoriginal budget + BR1

accumulative (YTD) Q1 actuals

$Q2 Actuals

$% $

Key Priority 1: Strong, Vibrant Communities 31,238,176 44 13,830,770 7.200,976 6.629,794

Key Priority 2: Building and Maintaining Quality Infrastructure 129,467,568 43 55,735,034 23,818,222 31,916,812

Key Priority 3: Supporting our Local Economy 13,023,187 48 6,219,341 2,225,680 3,993,661

Key Priority 4: Protecting our People and our Environment 39,549,181 40 15,700,456 7,283,009 8,417,447

Key Priority 5: Leadership and Governance 13,332,939 49 6,596,610 4,202,011 2,394,599

Key Priority 6: Our Organisation 16,406,807 42 6,963,557 2,972,426 3,991,131

TOTALS 243,017,858 43 105,045,769 47,702,324 57,343,445

-

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

Key Priority 1:Strong, VibrantCommunities

Key Priority 2:Building and

Maintaining QualityInfrastructure

Key Priority 3:Supporting our Local

Economy

Key Priority 4:Protecting our Peopleand our Environment

Key Priority 5:Leadership and

Governance

Key Priority 6:Our Organisation

2020-21 Operational Plan Quarter 2 Key Priorities

Budget v Actuals

Original Budget +BR1 Q2 Accumulative


Financial PERFORMANCEThis summary provides a review of council’s financial performance against the 2020-21 budget review 1 for the quarter ended 31 December 2020. With six months completed, year-to-date revenue is at 47% of the full-year budget and expenditure is at 49% of the full-year budget.

summary of operating performance

2019-2020 operating performance full year budget $

2020-21 ytdbudget $

2020-21 ytdactuals $

variance$

variance %

Income 158,712,861 73,996,605 73,823,582 (173,022) -0.2

Expenditure 158,255,548 78,795,137 77,876,820 (918,317) -1.2

Operating Result Surplus/(Deficit) 457,313 (4,798,532) (4,053,238) 745,295 -15.5

* Note: internal transactions have not been eliminated.

Operating Revenue

- 10,000,000 20,000,000 30,000,000 40,000,000

Infrastructure & Utilities

Executive Management

Customer & Commercial Services

Corporate Services

Corporate Revenue & Expenses

Communities

2020-21 YTD Budget 2020-21 YTD Actuals

The operating revenue graph shows actual revenue performance at the end of December 2020 against the forecast 2020-2021 budget review 1 budget, from a high-level department perspective. At the end of this reporting period, actual revenue is tracking below the budget review 1 forecast.

Variances at the end of this reporting period are:

Investment Income – the unfavourable variance in Investment Income is due to decreased interest income as a result of further reductions in interest rates. Additionally, the extended payment dates for rate and water levies, introduced as part of Covid-19 assistance measures, has also impacted investment income due to funds not being available for investment as originally forecast. Investment income will be reviewed as part of budget review 2.

Operating Grants, Subsidies, Contributions – the favourable variance for this revenue category is due to budget phasing of some grants. Budget phasing will be amended at budget review 2 to ensure alignment with scheduled receipts.

OPERATING EXPENSES

- 20,000,000 40,000,000

Infrastructure & Utilities

Executive Management

Customer & Commercial Services

Corporate Services

Corporate Revenue & Expenses

Communities

2020-21 YTD Budget 2020-21 YTD Actuals

The operating expenditure graph shows actual expenditure performance at the end of December 2020 against the forecast 2020-2021 budget review 1 budget from a high-level department perspective. At the end of this reporting period actual expenditure is tracking below budget review 1 forecast.

Key variances at the end of this reporting period are:

Materials and services – the favourable variance for this expenditure category is spread across Council. The uncertainty generated by COVID has caused delays in some operational activities such as the Sister City program and programs delivered by external contractors. However, most of these activities are expected to proceed in the third and fourth quarters with the revised timing to be reflected in budget review 2. Additionally, expenditure for bulk water purchases is less than budget due to lower water consumption across the region.


Capital Reporting Quarter 2 – 2020-2021This section provides an overview of Council’s capital program at the end of the second quarter. The total budget review 1 capital budget is $84.762 million and the status of projects are reported against their progress throughout the project life cycle. The stages in the project life cycle are shown in the table below.

Project status as at 31 december 2020

project progressquarter 1 quarter 2

actuals $M % actuals $m %Not commenced 0.086 0 1.311 2

Concept and feasibility 0.514 1 2.140 3

Procurement 3.891 5 11.227 13

Detailed planning and design 5.023 6 15.094 18

Delivery/Construction 63.485 81 40.174 47

Finalisation 3.769 5 11.491 14

Complete 1.766 2 3.107 4

On Hold 0 0.219 0

grand TOTAL 24.97 100 84.762 100

$48.418 million has commenced or been committed to be spent as at 31 December 2020 which is 57.12% of the original budget or 61.65% of budget review 1.

With a significant amount of budgeted capital projects currently in the delivery/construction phase, $27.673 million has been spent which is 32.65% of the total budget review 1 budget or 35.24% of original budget.

Project expenditure as at 31 december 2020:

-

10

20

30

40

50

60

Communities Corporate Services Customer and Commerical Services Infrastructure and Utilities

Mill

ions

Capital Expenditureincluding Commitments

as at 31 December 2020

2020-2021Approved Budget

2020-2021Budget Review 1

2020-2021Actuals includingCommitments

department approved 20-21 budget $ + br1

actuals at 31/12/20 $

% spentat 31/12/20

Communities 14,236,479 8,860,655 62.24

Corporate Services 8,880,349 4,311,255 48.55

Customer and Commercial Services 10.514,869 8,229,118 78.26

Infrastructure and Utilities 51,130,613 27,017,418 52.84

grand TOTAL 84,762,310 48,418,445 57.12

Based on the 31 December 2020 actuals and commitments of $48.418 million, 57.12% of the 2020-2021 approved budget review 1 capital budget is expended.

It is expected that there will be significant expenditure in delivery and construction phase in the next quarter with projects progressing through the delivery and construction stage.

Capital revenueGrants and contributions to the value of $8.130 million for capital projects have been received of a full year budget of $15.515 million. This is 52% of the budgeted capital grants and contributions revenue.

57%

43%

Capital Expenditure including Commitmentsas at YTD December 2020

(in millions)

$84.762m


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16

2020-2021 Operational Plan – Performance Report

2020-2021 Quarter 2 Performance Report

Council adopted its 2020-2021 Annual Operational Plan on 30 June 2020. The Operational Plan provides an activity-

based plan on how and what council will do during the financial year to respond to the priorities in council’s and the

communities long term planning documents.

The Operational Plan is structured against the five key priority areas of councils five-year Corporate Plan – 2017-2022:

• Strong vibrant communities

• Building and maintaining quality infrastructure

• Supporting our local economy

• Protecting our people and our environment

• Leadership and governance

• Our organisation

The following provides an overview of council’s progress towards implementing the 2020-2021 Operational Plan for

the period ending 31 December 2020.

Each Program/Activity has been given a status on how each is progressing, identifying where targets are being met or

highlighting where exceptions are occurring or expected in future quarters. The following legend provides an overview

on the actions and their status.

Quarter 2 Activity Status

LEGEND Q1

ACTIVITIES Q2

ACTIVITIES Q3

ACTIVITIES Q4

ACTIVITIES

Completed 4 14

On Target 91 87

Monitor 27 20

Below Target 7 8

Not Proceeding 0 0

Total 129 129

Quarter 2 Key Priority Status

14

2020-2021 Operational Plan


1. Strong vibrant communities 1.1 Support Diverse Communities

1.1.1 Provide and maintain accessible community services and facilities that meet the needs of our diverse communities.

Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

Youth Strategy and Action Plan 2018-2023

Deliver avenues for youth-based service providers to connect regionally.

Deliver a youth service providers summit

Communities On Target Youth Development Officers attended a similar Central Queensland Youth Forum to investigate opportunities for the summit. The youth team are considering suitable dates in 2021 for the summit. (COVID-19 restriction may affect this event.)

Develop tools for council staff to increase youth participation in engagements across all service areas.

Central Highlands Youth Engagement and Communication Guidelines approved

Communities On Target Guidelines continue to be drafted.

Community Engagement Action Plan

Increase community uptake of Community Information Directory.

16 new listings

Communities On Target Six new listings have been added this quarter. Two previous listings have been updated.

Facilitate Interagency Network Meetings to promote collaboration and understanding of agencies to build resilience within the region.

10 interagency network meetings

Communities On Target Blackwater Interagency Network meeting was held 24 November 2020 with 3 representatives from 3 agencies. Emerald Interagency Network meeting was held 25 November 2020 with 23 attendees representing 15 agencies.

1.1.2 Position the community at the heart of the advocacy strategy.

Liveability Strategy and Action Plan for 2019-2020.

Implement key actions of the liveability strategy for the region.

100% Completion of key actions that are not dependent on a planning scheme amendment (these are identified as “ongoing” in the Action Plan)

Communities Below Target

Creation of urban design guidelines was put on hold in quarters one and two to: (a) prioritise the progress of the existing three amendments, and (b) delay starting due to reduced budget. Aim to begin the first stage in quarter four.

15



1.2 Respecting our cultures

1.2.1 Preserve, maintain and provide access to our region’s history.

Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Heritage Management Framework

Maintain local heritage collections.

50 digitised historical records 2 oral histories

Communities On Target 113 historical records have been digitised from the Walda Scholler Collection. Four oral history interviews scheduled for 2021.

Implementation of the conservation management plan for the Springsure Hospital Museum.

Conservation of existing heritage roofing and replacement of compromised supporting structures

Communities On Target State heritage listed Former Springsure Hospital (FSH) conservation documentation has been developed to update the existing FSH Conservation Management plan. These documents will support the Request for Quote (RFQ) for roof repairs in January 2021. Works to be completed in 2020-21.

1.2.2 Promote the heritage, arts and cultures of our communities.

Reflect Reconciliation Action Plan 2019-20

Increase awareness of Indigenous culture.

4 Indigenous culture activities

Communities On Target Aboriginal Art Workshop held in Emerald with 25 participants. A flag raising ceremony to celebrate NAIDOC Week took place in Emerald with 40 attendees. Council supported the Blackwater State Highschool event celebrating NAIDOC.

Creative Cultural Futures Strategy 2016-2026

Central Highlands Regional Galleries development. Maintain current Sister City international student exchange program with Ichinoseki, Japan. Deliver art competitions.

3 online profiles of local artists/art groups

Communities On Target First 'Spotlight On' video featuring the Emerald Pottery Club has been published. The second 'Spotlight On' video is in production featuring the Blackwater Art Group.

Online Japanese class with Ichinoseki

Communities Monitor COVID-19 restrictions in Japan prohibited the English class camp to operate in Ichinoseki school holidays.

2 competitions Communities On Target The CHRC Annual Art Awards - Emerald were held in August 2020. The CHRC Annual Art Awards - Springsure are scheduled for March 2021.

16



1.2.2 Promote the heritage, arts and cultures of our communities.

Regional Arts Development Fund (RADF) program

Coordinate the RADF program.

Rollout 3 grant rounds

Communities On Target RADF Round 1 2020-2021 assessment has been completed with $14,893 approved in total for two projects.

1.3 Respecting our cultures

1.3.1 Lead active community planning and engagement by encouraging community participation and input into council’s decision-making

Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Community Engagement Action Plan

Coordinate and complete 2020 Community Survey.

Conduct survey Communities Monitor

Survey content to be established and delivered to the community in quarter three.

Continue to engage regularly with the community through events such as AgGrow and rural shows.

3 events attended (subject to Covid-19 restrictions)

Communities On Target Ranger services attended Nogoa November with participating vets to conduct a free microchipping event for residents with 11 dogs microchipped as a result.

Implement regional engagement.

Update 3 place-based strategic directions

Communities On Target Plan has been revised, approach to be decided upon pending outcome of Community Plan workshop with councillors in January 2021.

Facilitate online community engagement.

8 engagements Communities On Target One online engagement is currently open for contributions, “Let's Talk about the Central Highlands Libraries”, and two internal online engagements have also been facilitated.

Connect with council staff regarding good community engagement practices.

4 staff information sessions facilitated

Communities On Target Selected staff across multiple departments have commenced International Association for Public Participation (IAP2) training. Toolbox presentation to be developed and delivered to three groups over quarters three and four.

Annual CRG 'Regional Round Up' presentation.

Presentation shared on Have Your Say website

Communities Completed

Regional Roundup 2020 presentation has been compiled and made available on the “Have Your Say”, Central Highlands website.

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1.3.2 Lead and influence community participation in healthy and active lifestyles.


Community Engagement Action Plan

Report on community participation in active recreation and its influence on community health outcomes.

Annual report provided to council.

Communities On Target Report will be produced at the conclusion of the 2020/2021 program.

Deliver community programs and events that promote active and healthy lifestyles.

20 Events delivered and 600 attendees to Get Out Get Active

Communities Monitor Get Out Get Active events are currently being delivered throughout the community. COVID-19 restrictions still pose a threat to the program, and all appropriate recommendations will be adhered to.

20 Events delivered, and 1200 attendees to Healthy Active Highlanders

Communities Monitor Timetable will be released in January 2021 for program to start 1 March 2021. 216 classes throughout the region will be conducted. COVID-19 restrictions still pose a threat to the program, and all appropriate recommendations will be adhered to.

Promote opportunities for improved awareness on key social influences e.g. family and domestic violence and depression.

3 events delivered Communities Completed in Q2

4 activities completed for Mental Health Week: - One Mindfulness workshop in Rolleston with ten participants. - Black Dog Ride event at Emerald Skatepark with 200 attendees. - Giant Kookaburra toured 13 locations and visited 18 primary schools. - Laugh Kookaburra Laugh community event at Rubyvale with 100 attendees.

1.3.3 Facilitate opportunities for learning, social activities, community events, grants and funding programs.

Libraries Action Plan

Implement year two of the Libraries Action Plan to encourage learning, social activities, and events.

Collection Development Policy approved by council

Communities Completed

Library Collection Development Policy has been adopted by council. It has been made accessible to community via the council website, online library catalogue Montage and internally on the Vine.

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1.3.3 Facilitate opportunities for learning, social activities, community events, grants and funding programs.


Libraries Action Plan

Coordinate, promote and administer council's community grants program and funding opportunities for learning, social activities and community events.

2 grant rounds Communities On Target Round 2 - 2020 received 27 eligible applications. There were 18 successful applicants totalling $156.942.75 (ex GST).

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2. Building and Maintaining Quality Infrastructure 2.1 Well planned and connected communities

2.1.1 Develop and implement a robust Infrastructure Plan through effective long-term asset management practices. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments 10-year infrastructure plan

Network infrastructure sustainability – Continue to assess and develop long term asset renewal programs.

Review and adopt long term asset renewal programs annually

CEO Office On Target Review of hierarchy and standards progressing as time permits. Outcome to be presented to Council via workshop scheduled for 25 February 2021.

Asset Management Plans

Integration of asset management plans with long-term financial plan.

Capital Works renewal program funding aligned to asset management plans (AMP) and long-term financial plan (LTFP)

CEO Office On Target AMP’s being updated with outcomes from the asset physical condition inspections (APCI) and for further alignment with the Long Term Financial Plan (LTFP) post comprehensive valuations between December 2020 and February 2021.

Feasibility and identification of a new site for the new super resource recovery centre.

Feasibility and identification completed with steps taken to acquire site

Communities On Target Site options narrowed to 3 potential sites. Further feasibility work is being undertaken.

Construction of new waste transfer station at Capella.

Construction financially completed

Communities On Target Construction almost complete.

Relocate the Bauhinia bin station to a new, suitable location and construct a new facility.

Relocation and construction financially completed

Communities Monitor Current site options not feasible. Other sites to be investigated. Community kept updated on status.

2.1.2 Implement an effective open space and recreational plan. Open Space Recreation Plan

Stages of implementation of the Old Blackwater aquatic centre site, Lions Park, and the Blackwater International Coal Centre development plan.

Stage 1 reflective park space to be completed

Communities On Target Design for the memorial garden has been approved, currently in consultations with indigenous community. Construction to start March 2021.

Renewal of open space - Blackwater Art and Pottery area.

Revitalised park

space adjacent to

the facilities

Communities Completed in Q1

Completed in quarter one.

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2.1.2 Implement an effective open space and recreational plan. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

The Game Plan

Implementation of a regional approach to supporting community and sporting organisations (Game Plan) to ensure consistency and equity into existing assets and facilities.

Complete review of actions (incorporating into the 3-year action plan)

Communities On Target The regional approach has been accepted and the tenure agreements have been sent to all clubs. Due to COVID-19 restrictions many clubs have not been operating to capacity and so have not signed the agreements. Discussions with clubs have been positive.

2.1.3 Implement a decision-making framework for the prioritisation of shovel-ready projects.

2020-2021 Capital delivery strategy

Implementation of the Capital Turnaround strategy.

Establishment of Project Management Office (PMO)

CEO Office On Target Position descriptions are under development for the endorsed structure. PMO to be established by 1 July 2021.

2.1.4 Plan and deliver essential infrastructure that supports a sustainable future. Waste Reduction and Recycling Plan 2016 - 2026 (WRRP)

Development of the centralised regional waste management facility strategy.

Options paper presented to council

Communities On Target Workshopped with councillors on 12 November 2020. Visited proposed sites for resource recovery centre. Other new sites need to be identified.

Implementation of the WRRP.

Commence engagement sessions for the next planned facility closures

Communities On Target Anakie, Bluff and Gindie facilities are planned to be closed in 2022 as per Waste Reduction and Recycling Amendment Plan unless there is no other recommendation from the Waste Strategy. Community consultation to be scheduled from March 2022.

Water Security Strategy

Development of water security strategy.

Complete draft Water Security Plan for consideration and adoption by council.

Infrastructure and Utilities

On Target Review of options continues with focus on the license conditions. An external consultant has been engaged to provide technical advice and review the strategy outcomes.

Local Government Infrastructure Plan (LGIP) 2

Finalisation of Local Government Infrastructure Plan (LGIP) 2.

Amendment gazetted

Communities On Target Draft LGIP revised following public consultation. Requested Minister’s approval to adopt proposed LGIP Amendment on 1 December 2020. Currently under state review.

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2.1.4 Plan and deliver essential infrastructure that supports a sustainable future. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

Clean Growth Choices Program

Implementation of the Clean Growth choices program.

Investigate, identify, and report initiatives aligned with the clean growth choices program

Communities On Target “Central Highlands Solar Generation Project” (Expression of Interest Number 2020E010C) advertised from 24/12/2020 until 1/01/2021. Applicants will have until close of business 15/01/2021 to submit an expression of interest. Principal Planner Strategic Land Use attended a Snapshot Webinar on 10/12/20 which is a tool that can provide community-wide greenhouse gas profiles for Central Highlands. Investigations underway for potential application for Climate Risk Management Strategy Pilot Project Grant intended to support council to develop a Climate Risk Management Strategy. Developing draft expression of interest for Waste to Energy Facility project to begin in quarter three.

2.1.5 Develop a strategy for our land and property assets. CHRC Staff Housing Strategy

Implementation of housing strategy.

Commencement of renewal program for staff housing and implementation of Action Plan.

Customer and Commercial

Services

On Target A disposal plan has been approved by Council on 9 September 2020. This has progressed with the tender of three properties for removal which has now progressed to contract stage.

CHRC Vacant Land Management Strategy and action plan

Ongoing management of council-owned land through implemented strategies.

Review of current action items and implementation of new Vacant Land Management Strategy and Action Plan


Services

On Target Review of action plan has been progressed. Consultation with the Governance team has occurred in the strategic alignment review and the action plan will be updated.

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2.2 Affordable and well-serviced infrastructure

2.2.1 Develop efficiencies in water and wastewater operations Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Strategic Business Plan for Water Utilities

Adoption and Implementation of strategic business plan actions.

Council to adopt draft Strategic Business Plan and Actions


Below Target

Awaiting direction pending the outcome of the strategic alignment review to continue with proposal of a master plan.

Implementation of year 1 funded initiatives


Below Target

This item is dependent upon the progression of the strategic alignment review and development of a proposed master plan.

2.2.2 Develop a roads and transport strategy ensuring the efficient and effective use of resources. Roads and transport strategy

Continued collaboration on essential regional transport infrastructure network with local road user groups.

Attend all Bowen Basin Regional Road Group meetings, continue with and create new road user group meetings


On Target All meetings attended as scheduled.

2.2.3 Deliver waste, recycling, and re-use strategies across the region. Waste and Recycling Strategy

Improve waste recycling and reuse of resources.

Adoption of the Waste Strategy


Workshop held with Councillors in quarter two. A new strategy is being developed with draft paper scheduled to go to council in quarter four with community engagement to follow.

2.2.4 Implement energy efficient practices for our assets and facilities. Central Highlands Regional Council energy utilisation plan

Implementation of Asset and facility energy efficient management strategies to reduce environmental impacts.

Inspection regimes are maintained within set parameters. 5% per quarter, over a 5-year plan

Communities On Target Expression of interest for community facilities has been released for solar panels. Expression of interest to follow for:

• community housing - 96 units/dwellings,

• Waste to Energy, and

• Zero net carbon grant.

Asset sustainability ratio

Asset Sustainability Ratio aligned to CHRC asset base achieved.

Council funding a minimum of 80% of depreciation over the Long-Term Financial Plan across asset portfolio

Corporate Services

On Target APCI data collection to be finalised early 2021. Focus for 6 months of 2021 will be to analyse data for population into the 2021-22 budget.

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2.2.4 Implement energy efficient practices for our assets and facilities. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

Asset Management Plan

Undertake modifications to the current animal management facility to improve animal welfare and comfort standards. Reduce the cost of running and maintaining the facility through in-house cleaning and maintenance practices.

Reduction in external cleaning costs by 20%

Communities On Target Ranger services continues to undertake all cleaning with nil external expenses incurred for this. Relocation of the Cattery from Kingower to the Batts street depot will occur in the coming weeks which will in turn reduce the time taken to undertake all cleaning again reducing costs.

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3. Supporting our Local Economy 3.1 Facilitate investment and employment opportunities

3.1.1 Support the Central Highlands Development Corporation (CHDC) to facilitate networks and partnerships between local business, industry groups and government. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Economic Master Plan

Support and facilitate economic and tourism development.

Monitor the delivery of CHDC initiatives against the service level agreement (SLA) and its effectiveness

Chief Executive

Office

On Target Scott Mason is a Director of the CHDC Board and is informed on a monthly basis on the progress of delivering CHDC's goals and objectives in line with the SLA. Scott is pro-active in managing the Council's expectations and provides regular support and guidance to CHDC to meet the goals and objectives. CHDC will be working closely with Scott for the remainder of the 2020-2021 financial year to assure services and projects are delivered on time and within budget.

3.1.2 Promote the Central Highlands as a region for tourism and development opportunities

Regional Economic Development Incentive

Promotion of the Regional Economic Development Incentive.

Minimum of 15 potential applicants identified and advised of the opportunity.

Communities On Target Thirteen written and verbal expressions of interest received as a result of REDI being promoted to applicants.

Minimum of eight applications sent to council for consideration.

Communities Monitor Twelve written expressions of interest and/or partially completed applications received. Three have been tabled for council’s consideration.

3.1.3 Encourage a diverse supply of housing affordability and choice

Central Highlands (QLD) Housing Company Ltd Strategic Plan

Provide support to govern Central Highlands (QLD) Housing Company Ltd.

Develop service level agreement (SLA) with Central Highlands (QLD) Housing Company Ltd


Services

On Target A draft SLA has been prepared for sign off by the Central Highlands (QLD) Housing Company board and Council.

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

Responsibility Status Comments

Chief Executive

Office

On Target This activity is managed by the Central Highlands Development Corporation and reported to council quarterly as per the service level agreement.

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3.2 Support local business and emerging industries

3.2.1 Facilitate opportunities for existing businesses and emerging industries to consolidate and grow.

Responsibility Status Comments Chief

Executive Office

On Target This activity is managed by the Central Highlands Development Corporation and reported to council quarterly as per the service level agreement.

3.2.2 Continue a ‘local buy’ strategy for council business to sustain local communities. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

Local preference policy

Implementation and promotion council’s local purchasing policies to support local business.

>50% local spend by dollar and number of transactions.

Corporate Services

Monitor oneCouncil does not have suitable parameters to accurately identify local spend data. Investigations are underway to identify suitable mechanisms for capturing this data.

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4. Protecting our People and our Environment 4.1 Well-managed and protected communities

4.1.1 Ensure the region’s sustainability through integrated, well-planned development. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Council's Planning Scheme and Local Government Infrastructure Plan (LGIP)

Development and implementation of a series of amendments to the Planning Scheme and LGIP that will address sustainability, liveability, economic, social, and environmental objectives in council and State strategic documents.

Gazettal of the following amendments: • Planning

Scheme Amendment (5) Flood Hazard

• Planning Scheme Amendment (6) Business Improvement and Innovation

• Local Government Infrastructure Plan (LGIP) Amendment 2


LGIP 2 - Requested Minister's approval to adopt the proposed LGIP amendment on 1 December 2020.

Business Innovation and Improvement - Additional revisions in response to requests from council and state have taken longer than initially expected due to resource constraints. Expected to be re-submitted to the state in quarter three. Current budget is insufficient to complete public notification requirements that will require a budget amendment.

Flood Hazard Amendment - Delayed until flood modelling is completed. Responding to state feedback requires significant additional work and an additional round of public consultation which will extend project completion date until April 2022. Current budget is insufficient and will require a budget amendment.

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4.1.2 Employ efficient development planning processes and practices


Development assessment

Process development applications in accordance with the Development Assessment Rules for statutory timeframes- 100% compliance.

100% compliance Communities On Target 42 applications (as at 16 December 2020) were decided within timeframes. The decision-making period was extended by agreement for 5 applications. The number of decisions made in quarter two has doubled since quarter one. 78% of these decisions are now being made substantially under statutory timeframes.

Council’s Planning Scheme

Currency and responsiveness of planning instruments. Continue to update the Planning Scheme with a series of amendments to align with council policy and economic needs.

Initialisation and development of two new draft planning scheme amendments Minor and Major Amendment


Minimal progress achieved. Finalising the three amendments already underway and prioritised over new amendments. Aim to begin work on Urban Design Guidelines in quarter four.

Development and Planning

Employ efficient development planning processes and practices through adopting a Memorandum of Understanding for internal referral.

Memorandum of Understanding - Internal referral adopted with performance targets being met.

Communities Monitor An overhaul of Development Assessment timeframes amongst other operational performance indicators has occurred during quarter two. This has been a necessary first step in recalibrating the MOU with internal referrals as this will impact previously agreed timeframes.

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. Hazards Risk Management plan

Maintain an all hazards risk management approach.

All hazards risk register/plan adopted by council.


Completed in Q1


Local Disaster Management (LDM) collaborative regional strategy

Build and promote community resilience through preparedness and evacuation planning.

100% Compliance with Inspector-General Emergency Management audit.


Completed in Q1


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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. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

Local Disaster Management (LDM) collaborative regional strategy

Build and promote community resilience through preparedness and evacuation planning.

Deliver evacuation planning tools for Emerald and Sapphire


On Target Early warning sirens at Sapphire and Graves Hill commissioned and works completed. Regional flood model for Upper Retreat Creek and evacuation modelling for Sapphire completed. Consultants are now completing river height triggers. Second community consultation re siren activation and triggers will be held in quarter three for Sapphire. Emerald flood model updated, and evacuation trigger points tied to river height at Emerald gauge currently being reviewed by consultant. Updated decision tools will be on hand by end of quarter two.

Facilitate the development of local community support groups and networks.

Evidence of regular LDM Group and satellite LDM Group meetings conducted


On Target CHRC LDMG met 2 December 2020 all Satellite Emergency Advisory Groups met in the second quarter.

Identify opportunities to collaborate with disaster management partners for resourcing and outcomes.

Disaster management partnerships established, and benefits realised.


On Target Multiple meetings conducted with key stakeholders including LDM and District Disaster Management Groups (Many conducted virtually due to COVID-19)

4.1.4 Promote community safety and well-being. Public health risk management

Promote public safety and wellbeing through proactive compliance and education services to ensure public health risks assessed and remediated as far as possible.

Review the Mosquito Management Plan to ensure alignment with current strategies.

Communities On Target Final draft awaiting approval from internal officers.

Develop a suite of factsheets for Environmental Health and review all application forms.

Communities On Target Factsheets have been completed. Waiting on website refresh for documents to become available.

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4.1.4 Promote community safety and well-being. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

Promote public health and wellbeing through a partnership approach to improve the spread of the messaging to all sectors of the community.

Carry out joint education sessions with the relevant State agencies for Food Safety Week and Asbestos Awareness week


Despite COVID-19 impacts, food safety and asbestos awareness successfully promoted on the VINE and at NOGOA November 2020.

Promote community safety through continued education around responsible pet ownership.

Community engagement promoting responsible pet ownership and safety related to dog ownership.

Attendance at 5 or more PetPep school visits discussing responsible pet ownership across the region, showcase at Nogoa November 2020 (subject to Covid-19).

Communities Monitor Schools identified however attendance has been hindered due to COVID-19. Attendance will continue in accordance with COVID-19 restrictions. Achieved a successful Nogoa November showcase 2020.

4.2 Environmental sustainability

4.2.1 Collaborate with stakeholders to manage our built and natural environment. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Community Satisfaction Survey

Continue to partner with key stakeholders to develop pest management control across the region to protect and enhance the region’s natural values and biodiversity.

Pest management control initiatives across the region are delivered.

Communities On Target Ranger services officers continue to tend to pest spraying needs throughout the region in areas identified. Acquisition of a side by side buggy will better assist officer in treatment of identified areas.

Grant funding for pest management

Deliver on grant expectations for funded projects to manage and control pest plants across the region.

Targeted areas subject to pest incursion. 100% implementation.


All grant funding received has been spent and projects completed. Communities combating pest and weeds impacts in drought affected areas funding ($67,500) was completed September 2020. Other opportunities for funding continue to be explored. Council was unsuccessful in our application for round four of the Queensland Feral Pest Initiative funding.

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4.2.1 Collaborate with stakeholders to manage our built and natural environment. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Environment awareness

Improve community awareness on environment and waste reduction through hosting events to promote environmental awareness.

Host the Clean-up Australia Day, the Great Northern Clean Up, World Recycling week and Nogoa November events

Communities Completed In Q2

Great Northern Clean Up day carried out on 23 October 2020 in Blackwater, Capella, and Rolleston and Nogoa November in Emerald. Continued response provided to Community enquiries regarding recycling and illegal dumping with an education focus on the type of plastic that can be disposed in yellow bin and fines for illegal dumping.

Local Laws Management

Review the Local Laws and implement any recommended changes.

Complete review with recommendations by January 2021. Lodge amendment for Local Law by June 2021

Communities Monitor Work yet to commence.

4.2.2 Ensure an effective regulatory role through education and enforcement. Development and planning

Ensure educational programs are created and delivered to the community on assessment requirements.

Create an educational plan for the community on pool safety, building and plumbing requirements and planning scheme understanding.

Communities Monitor Fact sheets have been developed for Pool Safety, Shipping Containers, Advertising Devices and Rainwater Tanks, although these materials have not been formally launched and are awaiting the website refresh. Development and Planning and Strategic Land Use teams both attended the Nogoa November event addressing any community enquiries about the planning scheme or compliance generally.

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4.2.2 Ensure an effective regulatory role through education and enforcement. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

Community awareness and engagement program

Educate the community on environment and waste matters.

Education program to increase awareness on waste and recycling following the bin audit.

Communities On Target Annual waste audit for domestic kerbside recyclable bins at Emerald commenced from 14 December and continued to 18 December 2020. Waste education materials will be developed on the basis of the result of waste audit. Council website on waste updated.

Environmental Health

Actively implement environment protection regulatory requirements for licensed premises in accordance with Queensland Health requirements.

100% completion of all licensed premises by 30 April 2021.

Communities On Target Inspections tracking as expected.


Audit of infrastructure charges register to recover levied charges on commenced approvals.

60% of levied charges recovered on commenced approvals.

Communities On Target Recovery of levied infrastructure charges on track. Second notice and invoice issued. At the commencement of Q1, $2.7M required allocation, 50% identified as lapsed, 24% paid in full, 11.95% have signed a payment plan, 4.6% allocated to the State, and 8.7% remains outstanding. 79% of outstanding monies has been allocated and or paid in full, with the remaining 20.65% comprising 11.95% on a payment plan, and 8.7% requiring further pursuit.


Review the current approach to development compliance management, particularly unauthorised development, and condition enforcement.

Proactive compliance program established

Communities On Target A significant body of work has been undertaken to establish and outline historic building compliance matters. This was completed in quarter two for building and compliance.

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4.2.2 Ensure an effective regulatory role through education and enforcement. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

Enforcement of dog registrations

Continue to focus on dog registration compliance and other local laws associated with responsible pet ownership, multiple animal permits, multi dwelling permits and regulated dog permits.

Delivery of educational awareness to real estate, vets, and other housing companies in the area through a workshop and information pack.

Communities Monitor Presentation to be scheduled with participating real estate agents. Delivery has been impacted by COVID-19 restrictions.

Increase dog registrations

Target responsible animal management with an increase in dog registrations to increase compliance on 2020/21.

Increase dog registrations by 10% from 2019/20

Communities Monitor Target has not been met at present time however current enforcement activity is progressing with indications that this target will be met. 2019-2020 registrations were 3,280 dogs, currently 2020-2021 registrations are 3,080.

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5. Leadership and Governance 5.1 Leadership and communication

5.1.1 Clearly define the functions, services, roles, and responsibilities of council. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Service Level Planning project

Service planning and review project across all council activities to enhance understanding of current services and costs of services.

Development of service levels aligning to operating costs per service

Corporate Services

Below Target

Realignment of expectations required. Service level reviews will be based on the existing Business Process Models, creating a base line for the key infrastructure.

5.1.2 Practice effective internal and external communication. Internal and external communication

Complete community communications benchmark survey.

Community survey completed.

Communities

Completed in Q1

Completed in quarter one, results workshopped with councillors and media release sent 30 October 2020.

Internal communication.

>10% increase in satisfaction with communication as indicated in previous staff engagement survey.

Communities

Completed In Q2

Pulse survey indicates decrease in satisfaction by 1.6%. Further research required to determine meaningful feedback for implementation of improvement initiatives.

Central Queensland Regional Organisation of Council (CQROC)

Promote collaborative ventures with CQROC.

Promotion of ‘Reef to Red Ridge’

Chief Executive Office

On Target Ongoing. Advocacy for the 'Reef to Red Ridge' continuing via CQROC.

Regional attraction of investment or successful lobbying outcomes


On Target Ongoing. Continual focus on regional attraction of investment and successful outcomes via CQROC initiatives.

Formalisation of CQ Alliance of Councils.

Company registered with ASIC and first Board Meeting conducted


Monitor On hold. Pending clarification of the formation of the NQ Alliance of Councils

Fresh commitment from members and memorandum of understanding (MOU) executed


Monitor On hold. Pending clarification of the formation of the NQ Alliance of Councils

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5.2 Advocate for our region

5.2.1 Advocate for improved services and infrastructure. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments CHRC Advocacy Action Plan Bowen Basin Regional Road and Transport Group.

Develop a CHRC Advocacy Strategy Action Plan.

CHRC Advocacy Strategy Action Plan endorsed by council.

Communities

Below Target

Advocacy actions for the lead up to the state government election were completed. Advocacy actions pertaining to the Springsure Tambo Road took priority this quarter. The advocacy strategy document scheduled for council for consideration early 2021. New target for the draft strategy to go to council - by end of quarter three.

Advocate for improved regional transport network infrastructure in collaboration with the Bowen Basin Regional Road and Transport Group.

4 technical and 4 board meetings held


On Target All meetings have been attended as scheduled.

5.2.2 Advocate for secure and sustainable water supplies for the region. Sustainable raw water pricing

Complete development of pricing framework methodology with SunWater, subject to ministerial directions.

Endorsement of raw water pricing framework


Monitor The Queensland Competition Authority has released a set of questions for comments due on 29 January 2021. A report will be tabled to council in January detailing council’s proposed response.

5.3 Accountability and integrity

5.3.1 Maintain high standards of corporate governance. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments CHRC Governance Framework

Implementation of governance framework.

Facilitate council and elected members self-assessment surveys on the governance framework effectiveness

Corporate Services

On Target To be completed in 2021.

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5.3.1 Maintain high standards of corporate governance. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Develop and

implement Delegations Management System.

All delegations assigned to relevant officers and managed automatically and the exercise of delegations

Corporate Services

On Target Project plan signed off and cloud readiness assessment underway.

Corporate Planning and Performance Management Framework

Review and alignment of council strategic documents.

Develop a process that allows for the corporate planning and strategies review to inform the budgeting cycle

Corporate Services

On Target Collaborating with Strategic Project Governance Group (SPGG) to collect all strategic documents and undertake a gap analysis to feed into the framework development.

5.3.2 Ensure transparency and accountability through integrated performance management reporting. CHRC 2023-2028 Corporate Plan

Commence development of the new Corporate Plan planning process.

Corporate Plan planning process endorsed by council

Corporate Services

On Target Planning and scoping workshops with Executive and Councillors scheduled for January 2021.

Delivery of improved integrated quarterly performance reporting including the legislative requirement of providing Operational Plan performance.

100% Complete Corporate Services

On Target Project plan developed and currently undertaking options analysis.

5.4 Financial sustainability

5.4.1 Optimise management of council’s commercial business units. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Commercial Services strategic business plans

Implementation of Airport Strategic Business Plan actions.

100% completion of year 1 actions


Services

On Target Plans have been drafted and are currently being reviewed.

Implementation of Saleyards Strategic Business Plan actions.

100% completion of year 1 actions


Services

On Target Plans have been drafted and are currently being reviewed.

Airport compliant with all legislative and safety obligations.

0 non-conformance


Services

On Target 0 non-conformances reported for quarter two.

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5.4.1 Optimise management of council’s commercial business units. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Commercial Services strategic business plans

Saleyards compliant with all legislative and safety obligations.

0 non-conformance


Services

On Target 0 non-conformances reported for quarter two.

Airport Advisory Committee

Communication and engagement are strengthened with key stakeholders for all commercial businesses.

Quarterly meetings held


Services

On Target Second quarter meeting held 30 November 2020.

Saleyards Coordination Committee Meetings

Communication and engagement are strengthened with key stakeholders for all commercial businesses.

Quarterly meetings held


Services

On Target Second quarter meeting held 30 November 2020.

5.4.2 Ensure the long-term financial sustainability of the region through prudent financial management and budgeting

3 Year rolling budget for Operating programs

Development of 3-year rolling budget for operating programs in alignment with the annual budget process.

Operating programs budget endorsed in alignment with the annual budget process

Corporate Services

On Target On track for completion as part of the development of the 2021-22 budget.

Long Term Financial Plan

Alignment of long-term financial forecasts and infrastructure needs with asset management plans.

Capital works projects sourced from asset management plans which are aligned to long term financial plan

Corporate Services

On Target AMP being aligned to APCI and comprehensive revaluations. Land and buildings comprehensive valuations completed. Other asset classes will be undertaken in February 2021.

Manage capital and operational budgets to achieve the benchmark local government financial sustainability ratios.

Ratios within target range: Operating surplus ratio (0% & 10%), Asset sustainability ratio (>90%), Net financial liability ratio (<60%)

Executive Leadership

Team

Monitor The Budget Review 2 (BR2) process is currently being undertaken and the LTFP will be updated to analyse the impact on council's financial position and sustainability ratios. BR2 to be tabled to council February 2021.

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5.4.2 Ensure the long-term financial sustainability of the region through prudent financial management and budgeting


Long Term Financial Plan

Maintain an appropriate Queensland Treasury Corporation credit rating.

Maintain or improve on current rating of 'Moderate with a Neutral Outlook.'

Corporate Services

On Target QTC have provided council with a list of requirements to undertake the credit review. This will be provided by the end of January 2021 and further information will be requested by QTC as the assessment occurs.

Queensland Audit Office Audit Engagement Plan

Provision of accurate and timely reporting of financial information and plans to council, Queensland Audit Office, and government.

No audit qualifications issued on audited annual financial statements.

Corporate Services

Completed in Q2

The audit was completed mid-December with an unqualified audit opinion issued.

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6. Our Organisation 6.1 Living our values

6.1.1 Provide excellent customer service to ensure professional service delivery Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Customer Service Strategy and Action Plan 2019-2021.

Implementation of Customer Service action plan.

100% completion of year two actions


Services

On Target Handling difficult customer training completed November 2020. Additional training material developed to support frontline staff. Performance exceeds Customer Service Strategy Action Plan target >25% increase in enquiries resolved at first point of contact annually. Current performance is 89%.

Conduct satisfaction survey to improve the quality and efficiency of frontline services.

>80% overall satisfaction.


Services

On Target Survey scheduled for February 2021.

Provide reporting of Customer Service performance against adopted standards and benchmarks.

Monthly reporting provided to council.


Services

On Target Now providing quarterly reporting. Quarter 1 performance report presented to Council 27 November 2020. Quarter 2 performance report to be presented in 2021.

6.2 Continuous improvement culture

6.2.1 Continuously advance work practices and business systems to ensure a skilled, motivated and community-focused workforce to drive a coordinated and connected organisation. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments ICT Strategy and Action Plan 2017-2022

Scoping and planning of phase II of oneCouncil (TOTO) projects.

Approval of TOTO Phase II scope

Corporate Services

Completed in Q2

Completed the planning of all projects and decision made by senior stakeholders to hold all TOTO phase II until the next financial year.

Business efficiency program - oneCouncil Capital expenditure project implementation

Turn on new functions and features by utilising exiting TechnologyOne licenses TOTO Phase II.

100% completion against agreed milestones and deliverables

Corporate Services

On Target Agreed milestones and deliverables are on track for quarter two.

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6.2.1 Continuously advance work practices and business systems to ensure a skilled, motivated and community-focused workforce to drive a coordinated and connected organisation. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Business efficiency program - oneCouncil operating expenditure project implementation

Stabilise phase 1 of oneCouncil core functionality.

100% completion of TOTO transition period

Corporate Services

Completed in Q2

Completed all critical activities including the upgrade and presented to ICT steering committee.

Business improvement action plan

Proactively identify, review, and understand business process needs and requirements and improvement opportunities from the business Improvement action plan.

100% completion against agreed milestones and deliverables

Corporate Services

On Target All critical business support activities have been delivered on time in quarter two.

Updated Information Communications and Technology (ICT) policy and procedure and communicate to all staff

Corporate Services

On Target Documented all framework, policy, and procedure requested by external auditor; undergoing internal review and approval process.

Accurately record and report on efficiency gains

Corporate Services

On Target Delivered transaction costing analysis report; this is an ongoing activity.

People and Culture Strategy

Completion and implementation of actions from the People Plan 2020 - 2021, ensuring communication with relevant stakeholders on initiatives.

80% of People Plan actions implemented, with progress provided to relevant stakeholders on initiatives throughout year.

Corporate Services

On Target Progressing across items in the People Plan for delivery in this financial year.

Culture and Capability Action Plan

Growing Our Own framework developed and endorsed by the Executive Leadership Team (ELT) for implementation in 2020/2021.

Increase in the % of employees who are participating in leadership development program activities

Corporate Services

On Target Leadership Essentials program pilot launched in December 2020 to 12 managers / coordinators / overseers. All employees in leadership roles have participated in at least two activities this quarter (Growth program unit on Safety Leadership, Team leader skill set, domestic and family violence awareness training).

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6.2.1 Continuously advance work practices and business systems to ensure a skilled, motivated and community-focused workforce to drive a coordinated and connected organisation. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

100% of eligible employees have a learning and development plan

Corporate Services

On Target Revising learning and development plan process to allow this to be built in oneCouncil. Timing has been changed to align with the budget preparation cycle. Learning Plans will be launched in quarter three.

Attraction and Retention Action Plan

Implementation of initiatives from Attraction and Retention Action Plan to address current risks across identified roles within council.

Succession Planning process (including designated roles and talent identification) developed and endorsed by ELT for implementation.

Corporate Services

On Target Culture and Capability team facilitating sessions with each department/team to explore required role behavioural and technical competencies for roles to underpin succession planning process (also for Attraction and Retention Plan). Designated roles assessment work in progress across all roles.

80% of Attraction and Retention Action Plan items implemented.

Corporate Services

Monitor Extensive recruitment process review progressing - some delays due to resourcing constraints.

Employee Engagement Survey

Utilise regular employee pulse surveys to measure organisational cultural performance on a range of criteria including eNPS and job satisfaction.

Increase in employee job satisfaction from previous employee pulse survey

Corporate Services

On Target Communication of latest survey results commenced roll out from 8 December 2020.

Increase in Net Promoter Score (eNPS) from previous employee pulse survey

Corporate Services

On Target Communication of latest survey results commenced roll out from 8 December 2020.

6.3 One team approach

6.3.1 Develop and implement effective systems to manage risk to enable the efficient delivery of council services. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Risk Management Framework

Evaluate effectiveness of the Risk Management Framework and integrate into business as usual.

Bi-monthly reports presented to Risk Management Steering Group on the council’s risk profile

Corporate Services

On Target Framework awareness sessions conducted with all business unit managers as part of the risk review workshops.

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6.3.1 Develop and implement effective systems to manage risk to enable the efficient delivery of council services. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments

Risk Management Framework

Monitoring of the enterprise risk management systems and practices for operational risks and strategic risks to identify emerging issues and treatment plans.

Quarterly reporting provided to Audit Committee for high and extreme risks

Corporate Services

On Target Quarterly high and extreme risks report provided to the Audit Committee meeting in December 2020.

CHRC Governance Framework

Delivery of Internal Audit plan for the 2020-2021 financial year.

100% complete Corporate Services

On Target Fraud and corruption and review of completed actions audits completed. Both reports were presented to the Audit Committee meeting in December 2020.

Annual test outcomes and improvements implemented to ensure business continuity planning is advanced and tested on an annual basis.

Annual desktop testing exercises for all locations-based business continuity plans (BCP)

Corporate Services

On Target BCP testing exercise scheduled for early 2021.

6.3.2 Develop the elected member group consistent with the One Team approach

Elected Member Development

Attendance at professional development seminars, conferences, and workshops.

Attendance at professional development seminars, conferences, and workshops

Chief Executive

Office

On Target ▪ Local Government Association of Queensland Annual Conference was held on the Gold Coast and attended by Mayor Hayes, Deputy Mayor Rolfe, Crs Carpenter and Curtis - 19 to 21 October 2020. ▪ Personal Development, Peak Services, Elected Members Skill Set Course was attended by Crs Carpenter and Curtis on 18 to 19 October 2020.

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6.3.2 Develop the elected member group consistent with the One Team approach


Elected Member Development (continued)

▪ Australian Local Government Association, Special Local Roads and Transport Congress was virtually attended by Deputy Mayor Cr Rolfe 16 - 18 November 2020. ▪ Developing Northern Australia Conference was held in Rockhampton and attended by Crs Brimblecombe, Burns, Daniels and Sypher - 23 to 25 November 2020.

6.4 Working safely

6.4.1 Sustain a productive, efficient, and safe workforce that is responsive to council and community needs. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Health Monitoring Program

Implementation of a health monitoring program for at risk employees.

Develop wellness strategy encompassing health monitoring and early intervention initiatives

Chief

Executive

Office

Monitor Risk assessments completed and tender process commenced for appropriate program.

Health Monitoring Program

Implementation of a health monitoring program for at risk employees.

Health monitoring activities include at least 55% of employees

Chief Executive

Office

Monitor Risk assessments completed and tender process commenced for appropriate program.

WHS Management Plan

Implementation of the early intervention strategy and initiatives.

Early intervention activities include at least 55% of employees

Chief Executive

Office

On Target 189 participants took advantage of the Heart of Australia early intervention activities completed in November 2020. This is an increase in participation from the previous year.

Employee Value Proposition and employee benefits

Development and communication of council's employee value proposition and employee benefits offering to support our attraction and retention strategy objectives.

Consolidated employee benefits Vine portal created, and benefits communicated to employees

Corporate Services

On Target Fitness Passport benefits launched in December 2020. My CHRC Perks lock screen and posters scheduled for distribution to employees / workplaces in January 2021.

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65 Egerton Street, Emerald, QLD T. 1300 242 686

centralhighlands.qld.gov.au

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