INTRODUCTION Central Highlands Regional Council ANNUAL REPORT

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INTRODUCTIONCentral HighlandsRegional CouncilANNUALREPORT2015-2016

2CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16

3ContentsABOUT OUR ANNUAL REPORT. 4OUR COUNCIL733OUR PERFORMANCEStrong vibrant communities. 34Our philosophy. 8Building and maintaining quality infrastructure. 44Our values. 9Supporting our local economy. 53How council works. 10Protecting our people and environment. 59Our services. 11Proactive engaged leadership. 68Our region. 12Strong governance. 74Citizen of the year. 15Commercial services. 79THE YEAR IN REVIEW17Message from the mayor and CEO. 18A workplace of excellence. 84LEGISLATIVE DISCLOSUREREQUIREMENTSFinancial overview 2015-16. 21OUR LEADERS23Farewell Peter Maguire. 24Central Highlands votes 2016. 2593GLOSSARY OF TERMS101CALENDAR OF EVENTS104COMMUNITYFINANCIAL REPORT107FINANCIALSTATEMENTS113Mayor and councillors. 26CEO and executive leadership team. 30

4CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16ABOUT OUR ANNUAL REPORTOur 2015-16 Annual Report providesa comprehensive overview of thecouncil’s performance for the period1 July 2015 to the 30 June 2016.Our performance – the highlights,performance reports, challengesand outlook for each of our sevenstrategic focus areas:The annual report is the culminationof a reporting process that beginswith the Central Highlands 2022Community Plan, which informsthe 2013-2018 Corporate Plan andguides the annual Operational Plan. Strong vibrant communities.This report is divided into sections:About the Central Highlands – anoverview of the region, its historyand demographics.The year in review – a combinedmessage from the chief executiveofficer and mayor along with anaccount of the impacts, risks andchallenges the council faced in2015-16.Our leaders – an introduction to ourelected representatives and executiveleadership team, including a tributeto retiring mayor Peter Maguire. Building and maintaining qualityinfrastructure. Supporting our local economy. Protecting our people and ourenvironment. Proactive responsible leadership. Strong governance. A workplace of excellence.Legislative DisclosureRequirements – information anddisclosures required by the LocalGovernment Act 2009 and the LocalGovernment Regulation 2012.Financial reports – the communityfinancial report and the 2015-16financial statements.

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6CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16

7OUR COUNCIL

8CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16OUR PHILOSOPHYOur VisionWorking Today – Growing Tomorrow.Our MissionWe will provide services and assets responsibly.Credit: Hayden Thomson

9OUR COUNCILOUR VALUESInnovationWe strive to build: an environment that encouragesquestions thinking and approaches that areflexible ability to think beyond the normin order to provide service andvalue for our ratepayers.Honesty and integrity we are ethical and honestwith our colleagues and ourcommunity we respect and act within statutesand legislation we are fair, transparent andopen in our dealings with ourcommunity we accept accountability forour actions.Leadership, engagementand fair representationGreat customer service we are clear about our directionand priorities we communicate clearly andappropriately we provide opportunitiesfor consultation we follow through on the thingswe say we will do we seek to understand the needsof the people we serve, in orderto make balanced decisions forthe overall interests of the peopleof the Central Highlands our responses to our customers’needs are friendly, timely andprofessional. we provide timely and relevantinformation to our communityand throughout the organisation we work collaboratively with ourcommunity and external partners we listen.Respect for diversity we treat others as we wish tobe treated we are fair and consistent in theway we treat people. we seek and welcome feedbackTeamwork we are focussed on developingand maintaining positive workingrelationships right across theorganisation we work collectively on commongoals, share ideas and encouragecollaborative thinking we actively seek to encourageand acknowledge great teamworkthat produces great results for ourcommunity and our organisation when mistakes are made, wetreat them as an opportunity tolearn and grow.

10CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16HOW COUNCIL WORKSThe Chief Executive Officer and the executive leadershipteam drive the business of council andoffer councillors advice.Committees: Infrastructure andFinance, Governance andLeadership, Communities.Council establishes operationaland strategic priorities that alignwith the community plan, corporateplan and operational plan.The Audit Committee provides anindependent external review of ourgovernance and internal control framework.The community elects the councillors and mayor and providesinput through the community plan, consultations andcommunity reference groups to determine theregion’s priorities.The Australian and QueenslandGovernments provide councilauthority to operate principallyunder the Local Government Act2009 and endow funding forvarious programs.Our standing committeesconsider the strategicdirection for the regionand make recommendationsto council in relation tospecific operational areas.The Central Highlands DevelopmentCorporation manages the economic andtourism facets of the local government area.Board members comprise of councillors and the CEO.

11OUR COUNCILOUR SERVICESWe offer services to around 31 000 people and 15 000 rateable properties in an area of nearly 60 000 km2.We employ 460 staff to administer in excess of 1.25 billion in assets, including ten library branches, six aquaticcentres and seven customer service centres. We maintain 4632 kilometres of roads and numerous parks andgardens, including the impressive botanical gardens in Emerald, the linear parkland in Capella and the JapaneseGardens in Blackwater.A-Z of servicesAdvocacyEvents – Australia Day, ANZAC celebrations,commemorative and celebratory eventsRoads, bridges, culverts and footpathsArtFlood mitigation planningShepton QuarryCemeteriesFood and personal appearance compliance andregistrationSporting and recreation areas – planning andmaintenanceCommunity consultationIndigenous cultural supportSporting club supportCommunity grantsInformation technology – support andmaintenanceStock route managementCommunications – media, public relations andsocial mediaLibrary servicesStreet lighting and signageCommunity housingMajor economic project developmentStreetscape and tree managementCulture – citizenship, sister city relations,heritage and historyPark and community hall bookingsSwimming poolsCustomer serviceParks and gardens maintenanceSwimming pool fence safety complianceDisaster management and planningPest and weed controlTourism development – visitor informationcentresEconomic development – business supportPlanning and buildingWaste and recycling servicesEmerald Airport and landing areasPlaygrounds maintenance and buildingWater and wastewater managementEmerald SaleyardsPlumbing inspectionsWorkplace health and safetyEnvironmental managementRanger servicesYouth services

12CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16OUR REGIONThe Central Highlands region is inCentral Queensland, AustraliaConsidered a gateway to theoutback, the region’s central businessarea, Emerald, is a three-hour drivefrom Rockhampton on the coast andnearly 900 kilometres from Brisbane.Our region is huge, approximately60 000 square kilometres, whichwe liken to the size of Tasmania.It stretches from Arcadia Valley inthe south to the Peak Ranges inthe north, east from Boolburra toBogantungan in the west.Around 31 000 people call theCentral Highlands home and theylive in the thirteen communities ofArcadia Valley, Bauhinia, Blackwater,Bluff, Capella, Comet, Dingo,Duaringa, Emerald, Rolleston,Sapphire Gemfields, Springsureand Tieri.Naturally our region is rich—inminerals, in grazing land, in drylandand irrigated agricultural land, inwater from the Nogoa and Cometrivers and the Fairbairn Dam (threetimes the size of Sydney Harbour),in national parks and wildernessareas like Blackdown Tablelands andCarnarvon Gorge, and in gems as weclaim the largest sapphire-producingfields in the Southern Hemisphere.Travellers in big rigs and smallabound with major freight routesthrough the region that include thenorth-south link between ChartersTowers and northern New SouthWales — identified as the inlandtransport alternative between Cairnsand Melbourne — and the CapricornHighway leading ‘grey nomads’ to allpoints west.This is a vibrant region with a diverseeconomy based on: A globally competitive coal miningindustry. Robust and resilient agricultureand horticultural industries,including beef, grain, cotton,grapes, melons and citrus. Dynamic small to medium sizebusinesses. Professional and governmentsectors. Adequate availability ofcommercial, industrial andresidential land. An evolving tourism offering. Major health and educationservices. Significant new infrastructure andconstruction projects.

13OUR COUNCILOur CommunityOur HistoryMostly we’re a young communitywith nearly 50% of our populationaged between 20 and 49 years.We are proud to recognise that theCentral Highlands was originallyhome to many indigenous peoplewho remain the traditional custodiansof these lands.Significant growth occurred in the1950s to 1980s with the introductionof beef cattle grazing, the buildingof Fairbairn Dam for irrigation, andcoal mining.Early European settlement in theregion dates from the 1850s. Thefirst pioneers brought sheep fromdown south to the region. Growthcontinued into the late 1800s withthe inland expansion of the railwayline west from Rockhampton and theestablishment of a number of small‘railway’ towns.Today, our region is defined bythe diverse prospering economiesthat support our unique vibrantcommunities.We are culturally diverse; peoplefrom New Zealand, the Philippines,South Africa and India havesettled here.Jobs in the mining sector accountfor one-third of our total workforce,this is followed by the constructionand agricultural sectors, which eachemploy one-tenth of the workforce.Despite the contraction in miningsector employment this year,the regional unemployment ratedipped below 5%, well below thestate average.More than a third of our communityreside in rental accommodation, 29%have a house with a mortgage and20% own their house outright.Our NeighboursWe are surrounded by the localgovernment areas of BarcaldineRegional Council, Isaac RegionalCouncil, Maranoa Regional Council,Banana Shire Council, RockhamptonRegional Council and theWoorabinda Aboriginal Shire Council.

14CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16

15OUR COUNCILCITIZEN OF THE YEARValerie and David KornAustralia Day 2016 Award WinnersBoth Val and Dave have beeninvolved in the Emerald Show Societyfor a number of years.CITIZEN OF THE YEARJUNIOR SPORTS PERSONEmerald/GemfieldsDavid and Valerie KornEmerald/GemfieldsNikolas BrayBefore, during and after the showyou’ll find Val in the treasurer’sbox handling all the gate and bartakings and invoices and Dave on thebobcat or out coordinating the woodchopping competition.Capella/TieriSteven CampbellCapella/TieriPeyten BridgemanBlackwater/DuaringaCarol FingerBlackwater/DuaringaGregory McAuliffeSpringsure/RollestonMaria HoareSpringsure/RollestonHolly SmithYOUNG CITIZEN OF THE YEARCULTURAL AWARDEmerald/GemfieldsNo nominations.Emerald/GemfieldsCharmaine McKeon ParlettCapella/TieriAileen KinghornCapella/TieriJohn WhiteBlackwater/DuaringaKaitlin RogersBlackwater/DuaringaNo nominations.Springsure/RollestonChelsea DendleSpringsure/RollestonSpringsure RSL Sub-branchSENIOR SPORTS PERSON/ADMINISTRATORCOMMUNITY EVENT OF THE YEARThey are involved in the local Rotaryclub and spend their weekendsraising money at Mitre 10 with rafflesand barbecues.They are avid supporters of a rangeof community events, includingthe multicultural festival, Relay forLife and Christmas carols and everyweekend Val volunteers at theaged home.Emerald/GemfieldsJim FabishEmerald/GemfieldsCentenary of ANZAC,Emerald RSL Sub-branchCapella/TieriHannah MurphyCapella/TieriKids School Holiday Events, CTM LinksBlackwater/DuaringaLawson NobbsBlackwater/DuaringaTroop Train re-enactment,Mary and Lester AndersonSpringsure/RollestonAlan PowellSpringsure/Rolleston150th Springsure Show,Springsure Show Society

16CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16

17THE YEAR IN REVIEW

18CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16MESSAGE FROMTHE MAYOR AND CEOCouncillor Kerry HayesMayorScott MasonCEOWelcome to the 2015-16 AnnualReport of the Central HighlandsRegional Council.Not far into the previous council’sfour-year term the Central Highlands,along with a number of other coalresource-influenced regions, begana transition from lavish to lean—achange that had a profound effecton the economy of the region andthis council.This time twelve months ago wewere preparing for a change atthe helm. After nearly 30 yearsrepresenting his community, MayorPeter Maguire was preparing to stepdown to make way for a new mayorand fresh team of councillors. Atribute to Peter Maguire is includedin this report.Due deference is also extended tothe outgoing councillors who helpedguide the organisation through aperiod of rapid change. And weextend a warm welcome to thenew council team; both returningcouncillors and those new tothe table.We are now at the halfway markof our five-year corporate plan,which commenced in 2013 whenthe outlook was plenteous. It couldbe said that the last twelve monthswas the tipping point where theemphasis on strategies that focussedon building and growth changed tosustainable management of assets;modest manageable planning forthe future; and an emphasis oninnovative economic diversification.

19THE YEAR IN REVIEWIt was evident throughout the localgovernment election campaignthat the community has manyexpectations of its civic leaders, whichinclude better communication, anequitable and transparent ratingpolicy, and a demonstration of greaterfiscal responsibility from their council.As always, the challenge incontraction of spending isdemonstrating value for money(rates and charges) to the communitywho are themselves facingshrinking incomes, asset valuesand opportunity.Our steadfast commitment is tocontinuously work on the efficiencyof our business to provide valuefor money for our ratepayers andimprove the affordability of theregion as a place to live and work.As always, we actively seekconversations and feedback fromour community through a programof quarterly councillor consultationsspread throughout the region andregular interaction with the 13community reference groups.These events are important becausethey aid in the constitution of ourpriority actions and projects and givestimulus to our advocacy to state andfederal governments for support.Funding remains the greatestchallenge to this council—indeed alllocal governments—and lobbyingon behalf of the region for sufficientsupport to repair and replace currentinfrastructure and get projects offthe ground to stimulate the economyis a significant role for electedrepresentatives.In the past 12 months, councillorsand senior staff attended severalconferences, working groups andnetworking opportunities all withthe aim of promoting and advancingregional objectives.While the annual report gives aconcise overview of the year thatwas, a fundamental challenge is thatof keeping the community, our peersand stakeholders informed alongthe way in times of diminishing useof traditional media channels andthe rise in digital communication ina region with less-than-adequatetechnological infrastructure.The Regional CommunicationsStrategy the council adopted inFebruary 2016, stage one of our newwebsite and the uptake of some newtechnology for improved customerservice certainly indicates thatcommunication was a high priorityfor us in 2015-16.Local buy and spend has receivedattention this year and we’re pleasedto report that 38.2 million (40%of eligible spend) has been spentwith local companies. This comparesfavourably with 24.3% in the 20142015 financial year and 35.6% in the2013-2014 financial year.Throughout this report we’vehighlighted the significantachievements from each keyperformance area.Looking ahead, 2016-17 will seea consolidation of the councillor‘team’ as they embrace their role inthe chambers as ambassadors andinfluencers for the region and set anagenda to lead the organisation forthe next four years.They are steering a council that isfocussed on, not only the completionof signature projects such as thenew Blackwater Aquatic Centreand the sealing of the CarnarvonGorge access road, but also pursuinggovernment resourcing and ensuringprojects are ready to start whenfunded that will support localbusiness and contractors.We expect that the year to comeis to be one of renewal: in localconfidence in our economy,in attention on our value as aregion from government, in ourcommitment to business efficiency,and in our pursuit of innovationand technology.Kerry HayesMayorScott MasonChief Executive Officer

20CENTRAL HIGHLANDS REGIONAL COUNCIL – ANNUAL REPORT 2015-16Impacts and risksThe most significant impact onthe region, which translates to thebusiness of council, is populationshift, which has affected thebusiness, retail and building sectors.Compliance with legislativerequirements around relatedtransactions has proved onerousto administer.Weather conditions and legacyinfrastructure issues have resultedin legislative compliance infractionsat our water treatment plants andwaste management facilities.Flooding remains a risk in the region,particularly in Emerald. This year,council has vigorously investigatedand pursued mitigation optionsand pushed ahead with projectswithin its capabilities and budget,such as extending and expandingthe clearing and excavation of theNogoa River.Challenges andopportunitiesTo address the separation of ourcommunities through the innovativeuse of technology to improvecommunication, reduce travel andrealise business efficiencies.To promote and facilitate thesupport and advancement of ourregional economy throughout, anddespite, the cycle of both levelsof government.To re-establish our quarry, saleyardsand airport as viable commercialbu

Our 2015-16 Annual Report provides a comprehensive overview of the council’s performance for the period 1 July 2015 to the 30 June 2016. The annual report is the culmination of a reporting process that begins with the Central Highlands 2022 Community Plan, which informs the 2013-2018 Corporate Plan and guides the annual Operational Plan. This .

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