General Meeting Agenda

BARCALDINE REGIONAL COUNCIL PAGE 1 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

GENERAL MEETING AGENDA

NOTICE OF MEETING Wednesday 16 December 2020 Barcaldine Council Chambers, 71 Ash Street, Barcaldine To be held at 8.30am

Councillors Sean Dillon (Mayor) Dan Arthur Milynda Rogers (Deputy Mayor) Col Hansen Beccy Plumb Tom Gleeson Gary Peoples

Officers Brett Walsh (Acting Chief Executive Officer) Greg Evans (Acting Deputy Chief Executive Officer) Damian Howard (District Manager – Alpha and Jericho) Paula Coulton (District Manager – Aramac and Muttaburra) Jenny Lawrence (District Manager – Barcaldine) Rick Rolfe (Chief Engineer)

In Attendance Hailey Winter (Minute Secretary) Jess Lipsett (Executive Support Officer)

Deputations

Please find attached the agenda for the General Meeting to be held on Wednesday 16 December 2020, at the Barcaldine Council Chambers, 71 Ash Street, Barcaldine commencing at 8.30am.

Brett Walsh Acting Chief Executive Officer BARCALDINE REGIONAL COUNCIL PAGE 2 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

LOCAL GOVERNMENT ACT 2009

Chapter 8, Part 2 of the Local Government Regulation 2012

Division 1A, Requirements for local government meetings generally

Section 254J Closed Meetings (1) A local government may resolve that all or part of a meeting of the local government be closed to the public.

(2) A committee of a local government may resolve that all or part of a meeting of the committee be closed to the public.

(3) However, a local government or a committee of a local government may make a resolution about a local government meeting under sub section (1) or (2) only if its councillors or members consider it necessary to close the meeting to discuss one or more of the following matters – a) the appointment, discipline or dismissal of the chief executive officer; b) industrial matters affecting employees; c) the local government’s budget; d) rating concessions; e) legal advice obtained by the local government or legal proceedings involving the local government including for example, legal proceedings that may be taken by or against the local government; f) Matters that may directly affect the health and safety of an individual or a group of individuals; g) Negotiations relating to a commercial matter involving the local government for which a public discussion would be likely to prejudice the interests of the local government; h) Negotiations relating to the taking of land by the local government under the Acquisition of Land Act 1967; i) A matter the local government is required to keep confidential under a law of, or formal arrangement with the Commonwealth or a State.

(4) However, a local government or a committee of a local government must not resolve that a part of a local government meeting at which a decision mentioned in section 150ER(2), 150ES(3) or 150EU(2) of the Act will be considered, discussed, voted on or made be closed.

(5) A resolution that a local government meeting be closed must- a) State the matter mentioned in subsection (3) that is to be discussed; and b) Include an overview of what is to be discussed while the meeting is closed.

(6) A local government or a committee of a local government must not make a resolution (other than a procedural resolution) in a local government meeting, or a part of a local government meeting that is closed. BARCALDINE REGIONAL COUNCIL PAGE 3 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL

Our Vision - Cohesive communities with exceptional lifestyle, opportunity, facilities and services.

Our Mission - To provide excellence in local government through extraordinary service to our citizens.

Table of Contents Page No.

Opening of Meeting

Prayer

Almighty God,

We acknowledge that we have a responsibility to look after your creation, especially this region we call Barcaldine Regional Council.

We are also conscious that our decisions are going to affect deeply the lives, land and property of the people we have come here to serve.

Remind us to exercise respect for each of our fellow Councillors, staff and for the people of our region.

Help us in this meeting to act wisely, justly and intelligently in all our deliberations.

Thank you Lord for the privilege of both leading and serving and assist us to do these well.

AMEN

Condolences

Apologies

Acknowledgement of Traditional Owners

Declarations of Prescribed Conflict of Interest

Declarations of Declarable Conflicts of Interest

Declarations of Councillors Personal Gifts and Benefits

BUSINESS

1. Confirmation of Minutes - General Meeting 18 November 2020

2. Petitions

3. Reports

3.1 Confidential Reports BARCALDINE REGIONAL COUNCIL PAGE 4 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

3.2 Mayor 3.2.1 Information Report 5 3.2.2 Recruitment update for Chief Executive Officer 7

3.3 Acting Chief Executive Officer 3.3.1 Information Report 9 3.3.2 Councillor Information Correspondence 11 3.3.3 Economic Development Report 57 3.3.4 Change of Meeting Dates 59 3.3.5 RAPADWSA Water Mains Replacement Project 61

3.4 Acting Deputy Chief Executive Officer 3.4.1 Community Care Services Report 63 3.4.2 Planning and Development Report 71 3.4.3 Workplace Health and Safety Report 77 3.4.4 2021 Project Progress Report 80 3.4.5 Standing Orders Policy 83 3.4.6 Councillors Code of Conduct 107 3.4.7 Fraud and Corruption Prevention Policy 114 3.4.8 Risk Management Policy 131 3.4.9 Procurement Policy 136

3.5 Finance 3.5.1 Financial Report - December 2020 159

3.6 Chief Engineer 3.6.1 Works Report Period – December 2020 183 3.6.2 Approval of Variation to Flood Damage Package 6 187

3.7 District Manager – Alpha and Jericho 3.7.1 Information Report 188 3.7.2 Alpha Tourist & Economic Development Officer 190

3.8 District Manager – Aramac and Muttaburra 3.8.1 Information Report 193

3.9 District Manager – Barcaldine 3.9.1 Information Report 196 3.9.2 Naming of Campdraft Pavilion 200 3.9.3 Refund Sewerage Charge Catholic Church Barcaldine 201

3.10 Regional Arts Development Fund - Nil

3.11 Notified Motions - Nil

4. Close of Meeting BARCALDINE REGIONAL COUNCIL PAGE 5 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.2.1 SUBJECT HEADING: Mayor’s Information Report – December 2020 Author and Title: Cr Sean Dillon, Mayor CLASSIFICATION: (if confidential)

Summary: From the Mayor tabling his information report to Council for December 2020.

Officer's Recommendation: That Council receives the report.

Background TOPIC ACTIVITY Meetings - Attended the LAWMAC AGM in Townsville with the Acting Chief Executive Officer and Chief Engineer. - Met with the Superintendent and Inspector from Queensland Police Service Southern District and Longreach Patrol Group to discuss various community matters. - Joined the Department of Agriculture and Fisheries Invasive Plants and Animals State-wide Oversight Group meeting. - I attended the monthly RAPAD Board Meeting via zoom. - Meeting with Real Estate Agent to discuss sale of council land. - Attended a Disaster Management Meeting in Alpha. - Attended the Monthly Economic Development Project Update with the Project Coordinator and the Acting Chief Executive Officer. - Councillors along with the Executive Management Team attended a Corporate Planning Workshop. Interviews  I completed an interview with ABC regarding the Memorandum of Understanding between Queensland University of Technology (QUT) and Council. I also discussed the internship program we have with QUT for graduate engineering students to gain work experience in the engineering field and to also experience life in the Central West.  I conducted an interview with respect to the Budget for Barcaldine Regional Council.  I conducted an interview with respect to the commencement of the filling of the Barcaldine Recreation Park. Community Council's elected representatives hosted Community Consultation Forums in Consultation Forums each of our communities over the last few weeks. These forums allowed residents to easily engage with Council regarding any questions or issues they have, and also provide Council with the opportunity to update the community on projects and other general focuses. Recruitment The first round of interviews for the Chief Executive Officer position were conducted via zoom on Monday 23 November 2020. The second round of interviews were conducted on Friday 11 December 2020 at the Barcaldine Council BARCALDINE REGIONAL COUNCIL PAGE 6 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

TOPIC ACTIVITY Chambers, these interviews were held face to face. QUT MOU On behalf of Barcaldine Regional Council, I signed the Memorandum of Understanding (MOU) with Queensland University of Technology (QUT). We intend to explore opportunities for collaborative projects and activities that build on each parties respective research strengths, knowledge and expertise. Brisbane Trip The Acting Chief Executive Officer and I flew to Brisbane for the week of Monday 23 November 2020 and attended various meetings as part of the RAPAD AGM with the following groups:  RAPAD Water and Sewerage Alliance (RAPADWSA)  Outback Regional Roads and Transport Group (ORRTG)  Department of State Development, Infrastructure, Local Government and Planning to discuss potential housing development and release of land. CAT Meetings Continued to attend weekly CAT Meetings to discuss the COVID19 virus and to ensure that Council is prepared for any situation as the threat to our communities is more critical than ever, with the influx of tourists and visitors to our region. Parliament House Attended a reception hosted by the Deputy Premier and LGAQ to discuss the Function budget and various projects associated with Covid Recovery.

OUTWARDS CORRESPONDENCE

DATE RECIPIENT SUBJECT

12 November 2020 Honourable Annastacia Palaszczuk MP Congratulations on re-election.

17 November 2020 Alpha Community Advisory Network Response to correspondence.

23 November 2020 Mr. Warwick Agnew, Director-General Meeting brief.

25 November 2020 Mayor Kerry Hayes – Central Highlands Support of priority roads. Regional Council

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources 1.1.3. Implement long term financial planning to reduce financial risks and ensure financial sustainability

Consultation (internal/external) Nil

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Report of activities only

BARCALDINE REGIONAL COUNCIL PAGE 7 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.2.2 SUBJECT HEADING: Recruitment update for Chief Executive Officer Author and Title: Cr Sean Dillon, Mayor CLASSIFICATION: (if confidential)

Summary: From the Mayor presenting to Council an update on the recruitment of Chief Executive Officer for Barcaldine Regional Council.

Officer's Recommendation: That Council receives the report and adopts the recommendations.

Background Following the resignation of Councils former Chief Executive Officer, Steven Boxall, Council engaged the services of Blackadder Associates, a consultancy specialising in executive recruitment in local government, to assist with the recruitment and selection of a new Chief Executive Officer.

The Mayor and all Councillors formed the recruitment and selection panel (the Panel) for the position. The position was advertised in October and November with 60 information packages being sent out to potential candidates. 17 formal applications were received.

Council selected 4 candidates for first interview utilising Zoom technology.

Three of those candidates were subsequently selected for face-to-face second interviews on Friday 11 December 2020 in Barcaldine.

Following second interviews the selection and recruitment panel have identified a preferred applicant to be offered the position.

The recruitment and selection panel requested Blackadder Associates to review the contract of employment for the CEO. Based on that review Blackadder Associates provided a more contemporary performance based contract with a 4 year term containing a 6 month probationary period. The contract links to the Chief Executive Officer Performance Management System – see below.

At Councils request, as part of the selection and recruitment process Blackadder Associates provided Council with a Chief Executive Officer Performance Management System (CEO PMS), as well as providing advice on a new performance based contract of employment for the Chief Executive Officer that was linked to the CEO PMS.

Training in the key principles and methodology of the CEO PMS was provided to all Councillors on 11 December 2020. This session included training in the principles of efficient and effective performance management.

BARCALDINE REGIONAL COUNCIL PAGE 8 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

On 11 December 2020 the selection and recruitment panel also workshopped and agreed a draft Performance Agreement to 30 June 2021 for discussion with the new Chief Executive Officer, noting that this would form the basis of performance assessment during the six month probation period.

Recommendations 1. That the Mayor be authorised to negotiate and finalise the appointment of the Panels preferred applicant to the position of Councils Chief Executive Officer.

2. That the appointment be in accordance with the four-year performance based contract of employment that was endorsed by the recruitment and selection panel.

3. That the appointment be subject to a six-month probation period, with a formal three-month review.

4. That Council formally endorse the Chief Executive Officer Performance Management System (CEO PMS) provided by Blackadder Associates as the basis of setting, monitoring and reviewing the Chief Executive Officers performance.

5. That Council appoint a Performance Review Panel with responsibility for overseeing the implementation of the CEO PMS processes in accordance with the CEO PMS guidelines and making recommendations to Council if necessary to amend the CEO PMS, as well as undertaking the periodic and annual reviews of the Chief Executive Officer and setting the CEO Performance Agreement for the following year.

6. That the Mayor and all Councillors form the Performance Review Panel under the CEO PMS.

7. That the Mayor be authorised to appoint an appropriately qualified independent and external facilitator to assist the Performance Review Panel with the Chief Executive Officer performance reviews.

Consultation (internal/external) Mayor Councillors Blackadder Associates

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Nil

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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.3.1 SUBJECT HEADING: Acting CEO’s Information Report – December 2020 Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling his information report to Council for December 2020.

Officer's Recommendation: That Council receives the report.

Background

CATEGORY ACTIVITY Human Resources QUT Students  Two (2) Engineering Students with placements in the community for six weeks.  Two (2) more students in the New Year. Recruitment Currently recruiting for: Director of Works, Finance Officer, Executive Assistant, plant operators, maintenance supervisors, truck drivers, apprentices Inductions Days Preparation of staff induction days in early February Financial Management Asset Management  Asset Management Steering Committee meeting  Asset Management consultant review of depreciation methodology Annual Report Annual Report adopted and published on website. Drought Communities Request for an extension of time for completion of projects until 30 June 2021. Program Operations Turning on of water on 1 December 2020 Barcaldine Recreation Planting of centre island on Saturday 12 December 2020 Park Water transfer documentation prepared Community Care Services Audit completed CHSP Report to be issued by 18 December 2020 Meeting with Water & Carbon regarding progress of Sewerage Treatment Plant STP Upgrades upgrades in Barcaldine, Aramac, Muttaburra Jericho Town Common Prioritise weed control issues. LDMG Local Disaster Management Group moved to STAND DOWN.  Attend LAWMAC conference in Townsville Waste Management  Opportunities for recycling and reuse  August meeting to be held in Barcaldine Community Care Community Care auditors on site. Safety Audit Preparations for safety audit for 15-19 February 2021. BARCALDINE REGIONAL COUNCIL PAGE 10 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

CATEGORY ACTIVITY Barcaldine Pool Meeting with pool supplier re options for future development Covid Action Team meeting – procedures to remain in place until shutdown and COVID-19 then reviewed in the new year Signed Memorandum of Understanding with ARTOUR to provide three performing Artour arts productions in 2021 Disaster Management Disaster Management flipbook launched Planning & Development Real Estate Sales Meeting with a local real estate agent re potential sales strategy for vacant land Land tender Meeting with a potential purchaser of land The Fringe Camp Meeting with developer to discuss feedback from the last Council meeting Council Relations Renewable Energy Dinner with Ross and Jayne Garnaut LGAQ Meeting with LGAQ CEO and staff AWHC Meeting with the CEO of Australian Workers Heritage Centre Thank you for Council support. Options for future collaboration. Department of Local Meeting with Director General and Deputy Director General of Department of Government Local Government with Mayor to discuss current issues. RAPAD  Attend ORRTG Strategic Group and RAPADWSA Strategic Group  RAPAD Board meeting, RAPAD Board Planning Workshop QUT The Mayor and I met with the Vice-Chancellor of QUT plus other senior staff for the signing of the Memorandum of Understanding. Community  Attended forums in all five communities Engagement Forums  Action plan and feedback being prepared in response to issues raised CWHHS Tackling Regional Adversity funding workshop to look at options for mental health projects. Qld Government Press release issued in support of the state budget.

Consultation (internal/external) As noted above

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Low Risk – receive report only BARCALDINE REGIONAL COUNCIL PAGE 11 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.3.2 SUBJECT HEADING: Councillor Information Correspondence Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling a list of significant and relevant correspondence for Councillor Information received up to 11 December 2020.

Officer's Recommendation: That Council receives the report.

Background Correspondence received up to and including 11 December 2020 containing the following information which has been attached below for your information:-

1. Board of Architects of Queensland - Use of the title 'Heritage Architect' and other protected titles 2. - Guidelines to Depasture Stock on Jericho Town Common 3. Department of State Development, Infrastructure, Local Government and Planning - Women Leading in Local Government program brochure 4. Department of State Development, Infrastructure, Local Government and Planning - Women Leading in Local Government program 5. International Campaign to Abolish Nuclear Weapons - Treaty on the Prohibition of Nuclear Weapons 6. 7. Office of the Leader of the Opposition - Introduction and request to meet 8. Philip J. Clapp - Jehovah's Witnesses Worldwide Campaign 9. LGAQ - Intention to Request the Issue of a New Local Government Workcare Bank Guarantee 10. Hon David Littleproud MP - Media Release re. Support for shows in Barcaldine 11. Office of Industrial Relations - 2021 Show and Special holidays Gazette extract 12. Hon David Littleproud MP - Media Release re. $78,771 to help tackle tough times in Barcaldine region 13. Australian Local Government Association - National General Assembly 2021 14. Holding Redlich – Jangga People #3 QUD296/2020 – Claim Accepted 15. Outback Futures - Merry Christmas 16. Outback Futures – 2020 Impact Report 17.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.2 Confident and Stable Leadership 1.2.1. Promote a high standard of corporate responsibility, transparency and accountability in decision making Strategy 1.4 Community Representation BARCALDINE REGIONAL COUNCIL PAGE 12 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

1.4.1. Identify and advocate for key issues in each community

Consultation (internal/external) Mayor and Councillors

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Low BARCALDINE REGIONAL COUNCIL PAGE 13 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Board of Architects of Queensland - Use of the title 'Heritage Architect' and other protected titles BARCALDINE REGIONAL COUNCIL PAGE 14 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 15 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 16 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 17 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Darren and Cyril Couchy - Guidelines to Depasture Stock on Jericho Town Common BARCALDINE REGIONAL COUNCIL PAGE 18 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Department of State Development, Infrastructure, Local Government and Planning - Women Leading in Local Government program brochure BARCALDINE REGIONAL COUNCIL PAGE 19 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Department of State Development, Infrastructure, Local Government and Planning - Women Leading in Local Government program BARCALDINE REGIONAL COUNCIL PAGE 20 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 21 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

International Campaign to Abolish Nuclear Weapons - Treaty on the Prohibition of Nuclear Weapons BARCALDINE REGIONAL COUNCIL PAGE 22 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 23 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

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BARCALDINE REGIONAL COUNCIL PAGE 26 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Office of the Leader of the Opposition - Introduction and request to meet BARCALDINE REGIONAL COUNCIL PAGE 27 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Philip J. Clapp - Jehovah's Witnesses Worldwide Campaign BARCALDINE REGIONAL COUNCIL PAGE 28 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

LGAQ - Intention to Request the Issue of a New Local Government Workcare Bank Guarantee BARCALDINE REGIONAL COUNCIL PAGE 29 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 30 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Hon David Littleproud MP - Media Release re. Support for shows in Barcaldine BARCALDINE REGIONAL COUNCIL PAGE 31 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 32 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Office of Industrial Relations - 2021 Show and Special holidays Gazette extract BARCALDINE REGIONAL COUNCIL PAGE 33 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 34 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

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Hon David Littleproud MP - Media Release re. $78,771 to help tackle tough times in Barcaldine region BARCALDINE REGIONAL COUNCIL PAGE 41 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 42 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Australian Local Government Association - National General Assembly 2021 BARCALDINE REGIONAL COUNCIL PAGE 43 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 44 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Holding Redlich – Jangga People #3 QUD296/2020 – Claim Accepted BARCALDINE REGIONAL COUNCIL PAGE 45 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 46 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

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Outback Futures - Merry Christmas 2020 impactREPORT RENEWING HOPE • BUILDING RESILIENCE STRENGTHENING COMMUNITY many continue to face the challenges of a long hard drought, and community supporters. Our work is made possible with and some continue the journey of recovery from February generous financial and in-kind support from like-minded Strength in 2019’s devastating floods. Layered over all of this are the people and organisations who are committed to seeing positive changes and challenges of COVID-19. Our established Stay long-term change in mental health and wellbeing outcomes times of With Me telehealth platform ensured our support of our outback for Queensland’s remotest residents. We are thankful that communities remained consistent throughout the COVID-19 even in the face of economic uncertainty, our supporters have restrictions, as we journeyed alongside our clients, deepened prioritised funding to support our outback. community connections and stepped into new opportunities to navigate COVID-19 together. Relationships are key to who we are as an organisation, and the trusted PETERrelationships WHIP, CHAIRPERSON we have with our clientsSELENA and GOMERSALL, communities CEO We are greatly encouraged to see the ways our outback are possible because of the commitment and dedication of communities are proactively engaging with our team and having our staff team. We have seen significant growth in our team in change courageous and honest conversations. We’re seeing subtle response to deeper engagement with our communities, and but significant shifts in attitudes around mental health and our people are passionate about supporting and caring for Change and challenge has defined the last 12 months for all wellbeing, and this energises us for the journey ahead. our outback family. It is our joy and privilege to walk alongside of us. Organisationally, change has seen Outback Futures kids, adults, families and whole bush communities, and we look extend our support and care into new regions in Central West We continue to invite others to share this journey with us, and forward to the journey ahead. and North West Queensland. For our outback communities, have strengthened partnerships with funding bodies, donors

Peter Whip, Chairperson Selena Gomersall, CEO

through

Focused, genuine Facilitating Reducing reliance community community based + Children + families Disaster recovery on Outback Futures engagement Multi-disciplinary Consistent, led programs to face-to-face regular remote reduce suicide and A unique, long term primary prevention approach to suicide clinics telehealth build long-term prevention and mental health for rural and remote communities, Develop a tailored Personal experience/referral resilience Community with child and family focus, seeking whole of community change. community-specific response

Agencies Critical incident Critical incident support

C o-designed with council, community and stakeholders to facilitate greater understanding, confidence and advocacy for their own and each other’s long term mental health and wellbeing outcomes. Not a stand alone model, HE AD YAKKA is Read more trusted relationships about the developed in conjunction with the C ommunity Facilitation Model. model here WE CONNECTED WITH 600 CLIENTS OUR CARE AND SUPPORT CONTINUED DURING COVID-19

ACROSS 7 REGIONS Throughout COVID-19 restrictions, we maintained connection with our clients across all our outback communities through our established Stay ENGAGEMENT SUPPORT With Me video-phone connect service. In fact, our number of connection community clinical points increased on the same period last year: Often the spotlight shines on our clinical delivery because WITH PEOPLE 50+ 0-5 Stay With Me OF ALL AGES this is easy to quantify. However, our Community Facilitation video-phone connect Model encompasses a whole of community approach to 30-49 mental health and wellbeing, so many of our activities and 6-12 “We take it as normal that it takes a long time to access outcomes are harder to quantify, but essential to generating total 18-29 things, or it takes a lot of money to access things, or it long term change. 13-17 1650 2437 appointments takes a lot of travel to access things. And it doesn’t have appointments appointments 3,445 to be that way because of what Outback Futures offers.” It’s difficult to report on things like meeting over coffee with a mayor, facilitating a community forum, playing an impromptu “I’m in a very different space than I was game of netball with teen girls, or checking in with teachers total Stay With this time last year.” FEB – INCREASE OF 787 FEB – after running a professional development workshop. Even users Me clients 2019 JUNE APPOINTMENTS 2020 JUNE when our team is not visiting a community, we remain 443 DELIVERED Throughout COVID-19 restrictions we stayed connected connected – it may be a phone call to a parent whose child 43% MORE with Casey, a Longreach small business owner and is needing support, working with community leaders to Face-to-Face APPOINTMENTS Outback Futures client. organise upcoming community wellbeing workshops, or following up with a client who didn’t check in for their last clinical support in our communities appointment. hrs of face-to- These intentional points of connection, combined with our user 2018 - 2019 2019 - 2020 clinical deliverables, are creating individual and community 833 face support transformation. Learning & Literacy 8% kilometres TO PROVIDE THE

Occupational Therapy 12% route travelled SUPPORT PEOPLE

156k NEEDED Speech Therapy 19% Outback Futures offers programs that Psychology 29% regularly support the wellbeing and emotional

community Counselling 32% development of students in many“ therapy People in the bush talk about a gap between clinics Cloncurry

McKinlay “areas and this is hard to come by in rural and what support services are needed, and what’s 9 available. Accessibility is a big issue for us. remote areas who are impacted at the least, by “ Depression / anxiety 46% Now, people are talking about Outback Futures critical incident WE SUPPORTED the tyranny of distance. Child behaviour 7% “filling that gap, with flexible, responsive, Winton Barcaldine heart 165 NEW CLIENTS response and support Learning concerns 27% Sharon Mac Donnell consistent and accessible services that are 2 Grief and loss 11% Principal, Tambo State School delivering support and care in ways that meet Trauma 5% Longreach the needs of our communities. Relationship issues 4%

Peter Whip, Chairperson Find out more about how we’re connecting with our outback Blackall-Tambo communities Barcoo I know of lives that have been saved Find out more about HEAD YAKKA now and marriages that are still together “I was facing depression, anxiety, because of this initiative and it doesn’t the first year Initial Community Consultations and dyslexia,” shares Dave*, who was get better than that. We are seeing WORKING TOGETHER FOR 76 community leaders participated in round table and managing an outback Queensland real, living examples of positive OUTBACK MENTAL HEALTH community forums. property when he connected with Outback intervention and outcomes with AND WELLBEING Futures. momentum that is going to have a The HEAD YAKKA initiative was developed following almost three Mental Health Service Support lifelong impact. years of community engagement around issues of mental health Conversations with his counsellor revealed Dave was socially isolating in the Barcaldine Region. In 2019 Outback Futures, Barcaldine 21% increase in engagement with Outback Futures himself because of the fear and shame he felt around his very low Regional Council and University of Southern Queensland launched mental health service support across the Barcaldine -- Steven Boxall, CEO Barcaldine Regional Council (2018-2020) literacy level, undiagnosed learning challenges, and the associated HEAD YAKKA in Barcaldine Region. Region sense of failure. Through Dave’s courage to ask for help, and his determination to make changes, his life has been transformed. HEAD YAKKA community forums have created energy and “The Outback Futures team gave me the ability to believe in myself, and enthusiasm, and generated locally led and owned HEAD YAKKA Community owned & led initiatives that I could do what I thought was impossible with regards to reading activities – from a community notice board and suggestion box in and writing,” says Dave. one town, to a community organised wellbeing event in another 150+ people engaged with community events focusing on town. mental health and wellbeing. Following one event... “Once the Outback Futures team worked out what it was that I needed, a lot of the work they did for me was over the phone,” shares Dave. Barcaldine Regional Council’s commitment to the initiative means “They provided learning support for my writing, and counselling for my HEAD YAKKA is being woven throughout their organisation, from depression and anxiety.” staff wellbeing workshops to HEAD YAKKA tips and tools in staff felt an increased sense communications. HEAD YAKKA is becoming part of the vernacular of safety in discussing in Barcaldine Region, creating an easy and safe way for people “For me that was great,” Dave says. “It let me do what I needed to do in mental health the safety of my own home. If I was to pick up those same services in to reference mental health and wellbeing in their everyday 80% town, I would have had to travel five hours one way. And men are very conversations. We will hear people say, “I had a HEAD YAKKA hard to get off their property at any time.” conversation at work today” or “she’s doing some HEAD YAKKA work.” It’s these subtle, yet significant shifts in a community that “The thing I’d like people to know, especially if you’re a male, is it’s okay are building towards long term change. to seek help.” experienced personal EVALUATION 82% wellbeing improvement *name has been changed to respect this family’s privacy The University of Southern Queensland (USQ) has been working with Outback Futures to develop baseline data for the first 12 months of HEAD YAKKA in the Barcaldine region. We have also developed an Origins of HEAD YAKKA paper which speaks to Read more of Dave’s story keen to engage a the journey of the initiative and the social determinant / guiding friend or neighbour collective impact understandings. We are looking forward to with HEAD YAKKA developing further measures and learnings from upcoming 98% community focus groups and young people wellbeing surveys. I’m keen to work alongside local First Nations organisations and families to encourage and empower them and to help them to connect with Outback Futures. We’re focusing on providing an open space for engagement and cultural sharing of experience and acknowledgement of cultural knowledge where we can build meaningful relationships and INstrategic OUR COMMUNITIES initiatives respectful partnerships. Lea Yettica-Paulson First Nations Partnership Coordinator

With the launch of the Weathering Well Tool this year, our region team leaders and some of our clinical team have received facilitator training, and have started using the Weathering Well Tool as they connect with people in our communities. There has also been a process of training and equipping Rural Read more of Lea’s heart Financial Counsellors to use the tool in their unique on-property for our First Nations contexts. Ongoing, our team will also play a role in training other Weathering Well Tool community facilitators and encouraging the use of Weathering Facilitating safe Well as an effective tool in helping people have safe and positive FORadvocating OUR COMMUNITIES TASK FORCES conversations conversations about mental health and wellbeing. AND FORUMS We continue to pursue opportunities to contribute our clinical Selena was invited to participate in national mental and community perspectives to conversations, discussions health initiatives, including Major General Stephen and collaborations around rural and remote mental health and Day’s National Drought Task Force, and the Prime The new Weathering Well Tool is an innovative digital mental wellbeing. Minister’s National Suicide Prevention Forum in health and wellbeing tool designed to help people in outback Canberra. communities have easy and safe conversations about mental health and wellbeing. The tool is designed around CENTRAL WEST RURAL AUSTRALIAN RED CROSS a conversation, using language that rural communities can First Nations WELLNESS NETWORK DROUGHT RESILIENCE PROGRAM connect with. Respect, relationship Our team has contributed to local collaborations such We participated in Australian Red Cross Drought The Weathering Well Tool has been adapted from the digital and reconciliation as CWRWN (Central West Rural Wellness Network). Resilience Program stakeholder round table meetings. mental health and substance use tool for indigenous Australians called “Stay Strong”. Western Queensland Primary Health NATIONAL RURAL AND REMOTE WESTERN QUEENSLAND Network (WQPHN) in collaboration with the Menzies School This year we formalised our commitment to intentional and MENTAL HEALTH SYMPOSIUM PRIMARY HEALTH NETWORK of Health Research and the Murrumbidgee Primary Health meaningful engagement with our First Nations friends and CEO Selena Gomersall and Clinical Director Tracey We continue to contribute as a member of the WQPHN Network initiated the development of the Weathering Well communities with the appointment of Lea Yettica-Paulson, our Cronin attended the National Rural and Remote (Western Queensland Primary Health Network) clinical App via a development advisory group, of which Outback First Nations Partnership Coordinator. Outback Futures’ journey Mental Health Symposium in Adelaide. council. Futures was a part. The roll out of this initiative is part of the alongside First Nations people is grounded in our organisational federal government’s drought response program and has been values of relationship, collaboration, authenticity and self- specifically designed for farming communities. efficacy, and we are building on existing relationships to explore NORTH QUEENSLAND MENTAL HEALTH new invitations and opportunities to sit with people and have a LIVESTOCK INDUSTRY RECOVERY AGENCY ROUND TABLES yarn. We continue to provide our First Nations team members One of the strengths of Weathering Well is it is not a self-led Selena advocated for our Community Facilitation We have continued to support our communities and with a voice to help educate and equip our whole team to tool. Rather, it is designed around shared conversations with a Model and the unique needs of our remote Queensland their experience of service provision and mental health ensure our First Nations connections are built on a foundation of trained facilitator, and incorporates a level of accountability. The communities with local, state and federal levels of through sharing at mental health round tables in respect; and we are looking forward to growing opportunities to use of the Weathering Well Tool is not limited to counsellors and government, capturing the attention of NQLIRA (North Central West and North West Queensland, and at the engage with First Nations kids, families and communities across psychologists, which means it will be more widely accessible in Queensland Livestock Industry Recovery Agency) and North West Queensland flood recovery summit. communities through trained and trusted local advocates. our outback. other key government groups. Read our 2019/2020 our partners our financials Financial Report We are thankful for our diverse group of generous partners our growing base of financial and in-kind supporters who, even who work together with us to create positive mental health with the challenges we all faced in 2019-2020, have remained and wellbeing outcomes for our outback communities. From committed to our outback communities and us as an organisation. philanthropic trusts and foundations, to government funders, Alongside the generous giving of individual donors, we are thankful corporate sponsors and individual donors, we are thankful for for the opportunity to partner with these organisations: Expenses Income

Alliance Airlines Australian Government Barcaldine Regional Council Barcoo Shire Council Blackall-Tambo Regional Council Casey’s Longreach Cloncurry Shire Council

2019-2020 Expenses 2019-2020 Income

Collier Charitable Fund GBA Consulting Hand Heart Pocket The IOR Petroleum John Villiers Trust Link Longreach Regional Council Charity of Freemasons QLD Employee expenses 76.3% $1,430,006 Philanthropic gifts & grants 54.5% $1,176,103

Travel expenses 7.3% $136,811 Government grants 24.9% $538,235

Office expenses 6.0% $113,226 General donations 13.0% $280,837

Marian & E.H. Flack Trust McKinlay Shire Council Mt Isa School of the Air One Girl Studio Pickerings Mount Isa Qantas Queensland Government Clinical expenses 5.5% $102,789 Corporate sponsorship 2.8% $61,500

IT expenses 1.4% $26,483 Fee for service 1.9% $41,093

Communications & fundraising 1.3% $24,522 Events 1.4% $29,314

Queensland Bulls Masters Remote Area Planning & RDAQ Foundation USQ Sheehan Events Snap Milton Studio Hyphen Other 0.8% $15,611 In-kind 1.2% $25,407 Development Board

Consultants 0.6% $11,000 Miscellaneous 0.3% $6,815

Fees and insurance 0.4% $7,437

Banking and finance 0.4% $7,075 Three Girls Skipping Tim Fairfax Family Foundation Vanderfield West Queensland Primary Westpoint Autos Winton Shire Council Health Network Total (100%) $1,874,960 Total (100%) $2,159,304 growing

our capacity Brent Sweeney

2019-2020 brought significant opportunities to deepen and Gomersall, who finished his tenure strengthen our existing relationships, and invitations to engage on the board at the end of 2019, for with new communities. These opportunities, coupled with his many years faithfully shepherding committed financial support from our partners, has resulted Outback Futures along untrod paths. in significant organisational growth. Our team grew from 36 Simon’s wisdom, faith and passion for to 47 people as we extended our capacity across all areas of our outback communities laid a solid our organisation – from our clinical teams of psychologists, organisational foundation on which we counsellors, speech pathologists, occupational therapists, and now stand. learning and literacy specialists, to our community engagement teams who help us stay connected with our communities; Our leadership capacity was expanded with Brent Sweeney from our finance, IT and business development people to our appointed as Chief Operations Officer (COO). Brent is working executive team. alongside our CEO Selena Gomersall and CFO Rhys Tregenza, positioning our executive team to harness strategic opportunities We are thankful to our Board of Directors for providing and lead us forward with passion and purpose. continued governance and direction as we step into exciting new opportunities and navigate organisational change. We are deeply Our team is excited about the opportunities ahead as we work to grateful to founding director and past Board Chairperson Simon renew hope, build resilience, and strengthen community.

We invite you to partner with us to bring about long lasting, We thank our Creator God for in positive changes in mental health and wellbeing. Him we live and move and have outbackfutures.org.au/donate our being. OUTBACK FUTURES LIMITED Outback Futures acknowledges the traditional owners of ABN 68 457 355 933 the country on which we work and live and recognise their 84 Latrobe Terrace, Paddington QLD 4064 PO Box 393, Paddington QLD 4064 continuing connection to land, waters and community. We pay our respects to them, their cultures, and to Elders past, present envelope [email protected] and emerging. phone 0417 703 729 Our thanks to Agi Davis Photography for the images throughout this report. agidavisphotography.com.au globe outbackfutures.org.au facebook-f twitter linkedin-in instagram BARCALDINE REGIONAL COUNCIL PAGE 56 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.3.3 SUBJECT HEADING: Economic Development Report – December 2020 Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling the monthly economic development report.

Officer's Recommendation: That Council receives the report.

Background The monthly progress report on the economic development projects that Council is pursuing is attached below.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.2 Embrace professional business practices and responsible use of Council resources 1.1.3. Implement long term financial planning to reduce financial risks and ensure financial sustainability

Goal 2. Our Local Economy Strategy 2.5. Business Investment 2.5.1. Actively seek new business, investment, population and employment opportunities for our Region

Consultation (internal/external) RAPAD Project Coordinator Acting Chief Executive Officer Acting Deputy Chief Executive Officer

Policy Implications Nil

Budget and Resource Implications As per each proposal budget.

Risk Implications Potential new investment required

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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.3.4 SUBJECT HEADING: Change of Meeting Dates Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer proposing a change in date for the October, November and December 2021 General Meetings of Council.

Officer's Recommendation: That Council hold its ordinary meeting for:  October 2021 on Tuesday 19 October 2021,  November 2021 on Tuesday 9 November 2021, and  December 2021 on Tuesday 7 December 2021 in the Barcaldine Council Chambers commencing at 8.30am.

Background A recommendation to change the date of the October, November and December 2021 General Meeting dates due to the proposed Local Government Association of Queensland (LGAQ) State Conference being held on the 27 October 2021 General Meeting Day. To ensure enough time for the preparation of the Council Agenda for the following months it is suggested that Council change the November and December meetings.

The Mayor has also indicated that he would like to trial holding the Ordinary Meeting on a Tuesday instead of a Wednesday. So it is suggested that Council change the October, November and December meetings to a Tuesday in line with the above meeting date change.

Link to Corporate Plan BARCALDINE REGIONAL COUNCIL PAGE 60 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Strategy 1.2 Confident and Stable Leadership 1.2.1. Promote a high standard of corporate responsibility, transparency and accountability in decision making

Consultation (internal/external) Mayor Acting Chief Executive Officer

Policy Implications Nil

Budget and Resource Implications Transport and accommodation costs for attendees.

Risk Implications Nil

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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.3.5 SUBJECT HEADING: RAPADWSA Water Mains Replacement Project Author and Title: Jason Ricks, Regional Coordinator CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling a report from the RAPAD Water and Sewerage Alliance Strategic Committee requesting Principal approval for awarding the tender for the Annual Water Reticulation Upgrade Program Term Contract.

Officer's Recommendation: That Barcaldine Regional Council approves the Tender Evaluation Report and awards the Annual Water Reticulation Upgrade Program Term Contract for Part A – Procurement and Part B – Preliminaries and Part C Construction to Contractor C, GNM Group (Qld) Pty Ltd.

Background Prior consultation has been held with the RAPAD Water and Sewerage Alliance Technical Committee and Strategic Group. The Tender is to put in place a two (2) year contract with separate supply of product and supply and install for each participating Council. This aligns with the Infrastructure Cliff Project.

At the recently held RAPADWSA Strategic Group Meeting which was held on the 25 November 2020, the committee approved this tender by way of resolution. Confirmed resolution is as follows:

Due to Barcaldine Regional Council agreeing to become the Principal for the RAPADWSA and ORRTG Committees, which was resolved at the October General Meeting which was held on the 28 October 2020. As per the resolution below:

BARCALDINE REGIONAL COUNCIL PAGE 62 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

The committee is now seeking formal endorsement and awarding of the tender by the Principal to proceed which is on the basis that it is a standing offer arrangement, in that the financials are based on the individual Council needs and funding availability over the term of the contract.

Goal 3. Quality Infrastructure Strategy 3.3 Water Supply 3.3.2. Maintain and upgrade water infrastructure to a high standard Strategy 3.4. Sewerage 3.4.1. Maintain and upgrade existing sewerage schemes in Barcaldine, Aramac and Muttaburra to an appropriate standard

Consultation (internal/external) RAPADWSA Strategic Group RAPADWSA Technical Committee George Bourne and Associates

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Recoveries from participating Councils.

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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.4.1 SUBJECT HEADING: Community Care Services Report Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer reporting on the operations of the Community Care Services.

Officer's Recommendation: That Council receives the report.

Background For reception by Council, the monthly report on the Community Care Services programmes and the financial reports prepared by Walsh Accounting is submitted.

The report is attached below.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources 1.1.2 Implement long term financial planning to reduce financial risks and ensure financial sustainability

Consultation (internal/external) CHSP Coordinator Walsh Accounting

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Financial

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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.4.2 SUBJECT HEADING: Planning and Development Report Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer tabling the planning and development report for the period ending 9 December 2020.

Officer's Recommendation: That Council receives the report.

Background The planning and development report for the month consists of two elements:

1. A list of town planning, building, water and sewerage applications for the period ending 9 December 2020. 2. A report from Council’s town planners – Reel Planning.

The full details of development applications is available on Council’s website.

Link to Corporate Plan Goal 1: Professional Governance Strategy 1.5. Planning 1.5.1. Make planning decisions that allow for appropriate economic planning

Consultation (internal/external) Reel Planning

Policy Implications - Nil

Budget and Resource Implications Planning fees received Assessment costs

Risk Implications - Low

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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.4.3 SUBJECT HEADING: Workplace Health and Safety Report Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer presenting a report on Council’s Workplace Health and Safety for December 2020.

Officer's Recommendation: That Council receives the report.

Background The Workplace Health and Safety Officer has provided a report on the incidents to the end of November 2020.

Link to Corporate Plan Goal 1: Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1. Embrace professional business practices and responsible use of Council resources Strategy 1.3. A Valued Workforce 1.3.2. Provide a safe and healthy workplace for all employees

Consultation (internal/external) Workplace Health and Safety Officer Technical Officer

Policy Implications Nil

Budget and Resource Implications Vehicle repair costs Insurance claims Lost time injuries

Risk Implications No major incidents BARCALDINE REGIONAL COUNCIL PAGE 78 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.4.4 SUBJECT HEADING: 2021 Project Progress Report Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer reporting on the progress of the capital and special operating projects included in the 2021 budget.

Officer's Recommendation: That Council receives the report.

Background Attached is a report on the progress towards implementation of the 2021 budget projects plus new projects added during the year.

It is recommended that Council receives the report.

Consultation (internal/external) Mayor Councillors Acting Chief Executive Officer Acting Deputy Chief Executive Officer Chief Engineer District Managers

Policy Implications Nil

Budget and Resource Implications As per report

Risk Implications Minimal Barcaldine Regional Council - Capital Projects - 2021 Budget Cost Job Number Project Description Location Class N R U Responsibility Actual Cost Variance Funding Source 2021 GOAL 1: GOVERNANCE $ 240,000 -$ 33,838 $ 273,838 128-2000-0000 Regional Office Disabled access Barcaldine $ 20,000 B U Brett $ 1,163 $ 18,838 LRCIP 128-1000-0000 Aramac Office Disabled access Aramac $ 20,000 B U Paula $ - $ 20,000 LRCIP 128-1005-0000 Community Housing Purchase units Regional $ 200,000 B N Paula $ - $ 200,000 Council Housing Sales Sale of house and land Regional $ - B DM's -$ 35,000 $ 35,000 Property sales GOAL 2: ECONOMY $ 2,609,500 $ 742,246 $ 1,867,254 128-3015-0000 Alpha Community Care New facility Alpha $ 430,000 B N Damian/Chris $ 502,866 -$ 72,866 DCP Ext 128-1105-0000 Muttaburrasaurus Interpretation Internal fitout Muttaburra $ 420,000 B N Paula/Chris $ 116,987 $ 303,013 W4Q/DCP Ext 128-2054-0000 Bullock Dray Shed Barcaldine $ 87,000 B N Jenny $ 9,710 $ 77,290 W4Q 138-2000-0000 Barcy Red Development of Stage 1 Barcaldine $ 100,000 OS N Brett $ 4,460 $ 95,540 W4Q-Covid 128-2045-0000 The Globe - Stage 4 Tourist Lookout Barcaldine $ 1,542,500 B N Jenny $ 94,597 $ 1,447,903 BOR 138-2065-0000 Tree of Knowledge Lighting Upgrade Barcaldine $ 30,000 OS U Jenny $ 13,625 $ 16,375 Premier GOAL 3: INFRASTRUCTURE $ 20,504,299 $ 3,165,843 $ 17,338,456 Rural Roads Rural Roads Rehabilitation As per Asset Management Plan Regional $ 637,799 R U Rick $ - $ 637,799 R2R Rural Roads Rehabilitation Flood damage Regional $ 10,500,000 R R Rick $ - $ 10,500,000 QRA 168-1000-0000 Sculpture Trail Stopping bays Aramac $ 150,000 R N Rick $ - $ 150,000 Tourism TMR Town Streets Town Streets Rehabilitation As per Asset Management Plan Regional $ 550,000 R N Rick $ - $ 550,000 R2R 168-9306-0000 Ash Street - Maple to Beech Rehabilitation Barcaldine $ 150,000 R R Rick $ 198 $ 149,802 R2R 168-9307-0000 Elm Street - Pine to Myall Kerb & Channel Barcaldine $ 600,000 R N Rick $ 418,401 $ 181,599 R2R Ext Barcaldine Rec Park Enterance Kurrajong Drive Barcaldine $ 200,000 R Rick $ - $ 200,000 R2R 168-1010-0000 Aramac Pool Carpark Reseal Aramac $ 10,000 R U Rick $ - $ 10,000 Council Plant 148-2002-0001 Dingo K94x Trade 2206 Barcaldine $ 90,000 P R Anthony $ 78,485 $ 11,515 Council 148-1002-0001 Multi-Tyred Roller New Aramac $ 190,000 P N Brett $ 186,700 $ 3,300 Council 148-1002-0002 Multi-Tyred Roller New Aramac $ 190,000 P N Brett $ 186,700 $ 3,300 Council 148-1002-0003 Kubota Zero Turn Mower 4108 to Alpha Muttaburra $ 35,000 P R Neville $ 27,222 $ 7,778 Council 148-2002-0002 Toro Zero Turn Mower MX4250 Retain 4202 Barcaldine $ 9,000 P N Anthony $ 7,865 $ 1,135 Council 148-2002-0003 Cox Mower HC1632HON Trade 4208 Barcaldine $ 9,000 P R Anthony $ 7,865 $ 1,135 Council Sale Cox Mower HC1632HON Sell 4209 Barcaldine $ - Anthony $ - Council 148-2002-0005 Toro Zero Turn Mower GM7210 Turbo Trade 4219 Barcaldine $ 35,000 P R Anthony $ 35,772 -$ 772 Council 148-2002-0006 Toro Zero Turn Mower GM7210 Turbo Retain 4220 Barcaldine $ 35,000 P N Anthony $ 35,772 -$ 772 Council 148-1002-0004 Kubota M9540DHC 4WD tractor Trade 4112 Aramac $ 75,000 P R Neville $ 77,055 -$ 2,055 Council 148-1002-0005 Superior Slasher LX7 Trade 4111 Aramac $ 15,000 P R Neville $ 15,700 -$ 700 Council Sale Slasher - Rural Welding Sell 4306 Alpha $ - Adrian $ - $ - Council Sale Superior LX6 Rotary Slasher Sell 4315 Alpha $ - Adrian $ - $ - Council 148-3002-0001 Digga Broom for Skid Steer Trade 4311 Alpha $ 10,000 P R Adrian $ - $ 10,000 Council 148-1002-0006 UD GW400 Tipper Truck Trade 5114 Aramac $ 200,000 P R Brett $ 175,041 $ 24,959 Council 148-1002-0007 Water Tank New Aramac $ 50,000 P N Brett $ 47,322 $ 2,678 Council 148-1002-0008 Isuzu NQR Series Tray Truck (with crane ) Trade 5112 Aramac $ 120,000 P R Neville $ 85,485 $ 34,515 Council 148-2002-0007 Isuzu NPR200 Tipper Truck Trade 5224 Barcaldine $ 65,000 P R Anthony $ 62,331 $ 2,669 Council 148-2002-0008 UD Hooklift Truck Trade 5230 Barcaldine $ 230,000 P R Anthony $ 211,038 $ 18,962 Council 148-3002-0002 UD GW470 Tipper Truck (5332) Trade 5331 Alpha $ 210,000 P R Adrian $ 232,996 -$ 22,996 Council 148-3002-0003 Prime Mover New Alpha $ 220,000 P N Adrian $ 201,924 $ 18,076 Council 148-3002-0004 Water Cart New Alpha $ 190,000 P N Adrian $ 176,138 $ 13,862 Council 148-3002-0005 Water Tank 10000L Poly New Alpha $ 40,000 P N Adrian $ 33,099 $ 6,901 Council Sale PBL Tandem Horse Flloat Sell 5223 Barcaldine $ - Anthony $ - $ - Council 148-1002-0009 Toyota Hilux Single Cab Ute 4WD Trade 6141 Aramac $ 48,000 P R Neville $ 53,564 -$ 5,564 Council 148-1002-0010 Toyota Hilux Single Cab Ute 4WD Trade 6144 Aramac $ 48,000 P R Neville $ 53,564 -$ 5,564 Council 148-1002-0011 Kubota TRV900MW Worksite Utility Trade 8116 Muttaburra $ 35,000 P R Neville $ 25,507 $ 9,493 Council 148-2002-0009 Toyota Hilux Extra Cab Ute 4WD Trade 6202 Barcaldine $ 48,000 P R Anthony $ 52,198 -$ 4,198 Council 148-2002-0010 Toyota Prado GXL Wagon Manual Trade 6204 Barcaldine $ 65,000 P R Anthony $ 16,055 $ 48,945 Council 148-2002-0011 Toyota 12 Seater Bus Trade 6248 Barcaldine $ 66,000 P R Anthony $ 33,563 $ 32,437 Council 148-2002-0012 Toyota Prado GXL Wagon Trade 6252 Barcaldine $ 65,000 P R Anthony $ 31,468 $ 33,532 Council 148-3002-0006 Toyota Hillux Single Cab Ute 4WD Trade 6325 Alpha $ 48,000 P R Adrian $ 56,625 -$ 8,625 Council 148-3002-0007 Toyota Hilux Single Cab Ute 2WD Trade 6330 Alpha $ 28,000 P R Adrian $ 36,289 -$ 8,289 Council 148-3002-0008 Toyota Kluger Wagon GX (Office) Trade 6333 Alpha $ 35,000 P R Adrian $ 37,500 -$ 2,500 Council 148-1002-0012 Cockerell Spreader New Aramac $ 36,000 P N Neville $ 39,928 -$ 3,928 Council 148-3002-0009 Cockerell Spreader New Alpha $ 36,000 P N Adrian $ 37,852 -$ 1,852 Council 148-2002-0013 Variable Message Boards New Barcaldine $ 48,000 P N Graham $ 47,826 $ 174 Council 148-2002-0014 Emulsion Sprayer on Trailer New Barcaldine $ 47,000 P N Anthony $ 34,630 $ 12,370 Council 148-2002-0015 Motorised Eel Sewerage Write-off old Barcaldine $ 11,000 P R Brett H $ - $ 11,000 Council 148-2002-0016 Pressure Cleaner Sewerage Plant Write-off old Barcaldine $ 7,500 P R Brett H $ - $ 7,500 Council Pathways 168-9310-0000 Gidyea Street Pathways Barcaldine $ 90,000 R N Graham $ 61,178 $ 28,822 TMR/Council 168-9254-0000 Porter Street Pathways Aramac $ 80,000 R N Doug $ - $ 80,000 TMR/Council 168-9107-0000 Shakespeare Street Pathways Alpha $ 220,000 R N Kevin $ 72,087 $ 147,913 TMR/Council 169-9305-0000 Oak Street Pathways Barcaldine $ 125,000 R N $ 90,056 $ 34,944 W4Q 169-2020-0000 Cedar Street Pathways Barcaldine $ - R N $ 60,000 -$ 60,000 Airports 158-2010-0000 Barcaldine Airport Reseal runway 14/32 Barcaldine $ 70,000 A R Rick $ 13,179 $ 56,821 Council Depot 128-1015-0000 Workshop Extension Shade cover Aramac $ 50,000 B U Doug $ - $ 50,000 Council 128-2025-0000 Workshop Shade extension Barcaldine $ 17,000 B U Graham $ 196 $ 16,804 Council 128-3000-0000 Workshop Building extension Alpha $ 70,000 B U Kevin $ 8,245 $ 61,755 Council 138-1000-0000 Oil Separator Environmental protection Aramac $ 40,000 OS N Rick $ - $ 40,000 Council 138-3000-0000 Washdown Bay Environmental protection Alpha $ 130,000 OS N Kevin $ 718 $ 129,282 Council Water 138-2020-0000 Solar Installations Water pumps Regional $ 130,000 OS N Jenny $ - $ 130,000 DCP Ext 178-3000-0000 Water Treatment Plant Reservoirs and safety access Alpha $ 125,000 W U Rick $ - $ 125,000 Council 178-3500-0000 Water Treatment Plant Reservoirs and safety access Jericho $ 175,000 W U Rick $ - $ 175,000 Council 178-6000-0000 SCADA and Telemetry System Implement new system Regional $ 800,000 W U Rick $ - $ 800,000 Loan Sewerage

Sewerage Treatment Plant - Stage 1 Waste water treatment system Barcaldine $ 910,000 S U Rick $ 506 $ 909,494 W4Q-Covid $600,000 188-2000-0000

Sewerage Treatment Plant - Stage 2 Trickling Filter Barcaldine $ 1,085,000 S R Rick $ - $ 1,085,000 LGGSP $622,000

188-2010-0000 Sewerage Treatment Plant Waste water reuse - Stage 1 Barcaldine $ 500,000 S N Rick $ - $ 500,000 LRCIP 188-6000-0000 SCADA and Telemetry System Implement new system Regional $ 400,000 S U Rick $ - $ 400,000 Loan Barcaldine Regional Council - Capital Projects - 2021 Budget Cost Job Number Project Description Location Class N R U Responsibility Actual Cost Variance Funding Source 2021 GOAL 5: ENVIRONMENT $ 795,000 $ 792,159 Disaster Management 138-2025-0000 Flood Mitigation Barcaldine North Barcaldine $ 350,000 OS N Rick $ 2,578 $ 347,422 Council Waste Management 138-1020-0000 Aramac Waste Landfill Improvements Aramac $ 50,000 OS U Doug $ - $ 50,000 Council 138-2015-0000 Barcaldine Waste Landfill New waste landfill Barcaldine $ 300,000 OS N Rick $ 263 $ 299,737 W4Q-Covid $300,000 Animal Management 138-2035-0000 Barcaldine Town Fence Cemetery and Rest Area Barcaldine $ 25,000 OS N Jenny $ - $ 25,000 LRCIP 138-1500-0000 Muttaburra Town Fence Animal fencing Muttaburra $ 70,000 OS N Paula $ - $ 70,000 LRCIP GOAL 5: COMMUNITIES $ 1,809,546 $ 728,898 $ 1,010,648 Swimming Pools 138-1010-0000 Aramac Pool Disability access Aramac $ 10,000 OS N Paula $ 8,939 $ 1,061 W4Q-Covid 138-2040-0000 Barcaldine Pool Disability access Barcaldine $ 31,666 OS N Jenny $ - $ 31,666 W4Q-Covid Sport and Recreation 138-2085-0000 Water Recreation Park Construction of water park Barcaldine $ 400,000 OS N Brett $ 340,946 $ 59,054 LRCIP Water Recreation Park Jetty Barcaldine $ 70,000 Leanna $ - DCP Ext 138-2090-0000 Water Recreation Park - Amenities New amenities building Barcaldine $ 400,000 OS N Jenny $ 326,830 $ 73,170 BOR

138-2045-0000 Barcaldine Racecourse Replace photo finish box Barcaldine $ 70,000 OS U Jenny $ - $ 70,000 Contributions 128-2010-0000 Barcaldine Campdraft Building addition Barcaldine $ 8,000 B U Jenny $ 5,660 $ 2,340 LRCIP Showgrounds 138-1135-0000 Aramac Showground New amenities building Aramac $ 420,000 B U Paula/Chris $ 7,157 $ 412,843 Works 4 Qld 148-2000-0000 Barcaldine Showground Upgrade PA system Barcaldine $ 16,000 PE U Jenny $ - $ 16,000 LRCIP 138-2050-0000 Barcaldine Showground Watering system Barcaldine $ 30,000 OS N Jenny $ - $ 30,000 LRCIP 128-2020-0000 Barcaldine Showground Disabled toilet Barcaldine $ 65,000 B U Jenny $ 31,768 $ 33,233 W4Q-Covid 128-3030-0000 Barcaldine Showground Rugby League extension Barcaldine $ 70,000 B U Jenny $ - $ 70,000 Contributions 138-2055-0000 Barcaldine Showground Upgrade arena fence Barcaldine $ 50,000 OS U Jenny $ - $ 50,000 Contributions 138-2060-0000 Barcaldine Showground Cricket Practice Nets Barcaldine $ 28,880 OS N Jenny $ - $ 28,880 Contributions $ - Community LED signs Message Boards Regional $ 100,000 Angela $ - $ 100,000 DCP Ext Museums 128-1010-0000 Aramac Tramway Museum New shed Aramac $ 40,000 B N Paula $ 7,598 $ 32,402 DCP Ext

TOTALS $ 25,958,345 $ 4,603,149 $ 21,282,355 Barcaldine Regional Council - Special Operating Costs - 2021 Special Job Number Project Description Location Operating Responsibility Actual Cost Funding Source Budget GOAL 1: GOVERNANCE Administration 1170-1000-0002 Aramac Office Internal upgrades Aramac $ 10,000 Paula $ 6,400 1170-2010-0000 Barcaldine Office Internal upgrades Barcaldine $ 15,000 Jenny $ - 1170-6010-0000 Executive Office Internal upgrades Regional $ 10,000 Brett $ - Community Identity 1160-6010-0000 Community Communications Video Promos and Equipment Regional $ 15,000 Angela $ - GOAL 2: ECONOMY Economic Development 2145-6000-0001 Economic Development Board Establish board Regional $ 10,000 Steven $ - 2145-6000-0002 Education Bursaries For local students Regional $ 20,000 Brett $ - Contributions 2145-6000-0003 Business Consultant Support for local businesses Regional $ 25,000 Steven $ 35,767 2145-2010-0000 Clean Growth Choices Stage 2 Regional $ 60,000 $ 20,454 USQ 2145-6000-0005 Economic Development Future opportunities Regional $ 180,000 $ 31,399 Tourism 2355-6000-0011 Sculpture Trail Safety upgrade of sculptures Aramac $ 20,000 Rick $ - 2355-6000-0003 Regional Tourism Brochures Printing Regional $ 25,000 Angela $ - 1940-2001-0002 Signage Signs for trails Regional $ 25,000 Angela $ - 2355-6000-0006 Tourism Promotion Attraction Videos Regional $ 30,000 Angela $ 39,264.58 Agriculture 4351-7010-0000 -Pest Weeds Good Neighbour Program Pest and Weeds Management Regional $ 180,000 Damian $ 54,423 Feral Pest & Weeds 4351-7020-0000-Pest Animals Good Neighbour Program $ - GOAL 3: INFRASTRUCTURE Rural Roads 3265-6000-0000 Bridge Inspections Safety assessment Regional $ 50,000 Rick $ - Airports 3340-6000-0000 Asset Management Plan Regional $ 20,000 Rick $ - Depots 3420-2005-0000 Barcaldine Depot Minor upgrades Barcaldine $ 15,000 Graham $ 7,979 3420-1005-0000 Aramac Depot Minor upgrades Aramac $ 6,000 Doug $ - 3420-1505-0000 Muttaburra Depot Minor upgrades Muttaburra $ 3,000 Doug $ - 3420-3005-0000 Alpha Depot Minor upgrades Alpha $ 10,000 Kevin $ 8,874 Water 6215-6010-0000 Reservoir Cleaning Scouring of reservoirs Regional $ 100,000 Rick $ - 6215-4015-0000 Bores Repairs to old bores Alpha/Jericho $ 20,000 Rick $ - 6215-6015-0000 Asset Management Plan Develop new plan Regional $ 50,000 Rick $ 7,033 Sewerage 6615-1015-0000 Aramac Sewerage Treatment Plant Assessment report Aramac $ 31,000 Rick $ - 6615-2015-0000 Muttaburra Sewerage Treatment Plant Assessment report Muttaburra $ 31,000 Rick $ - 6615-6000-0000 Sewer Asset Management Plan Develop new plan Regional $ 50,000 Rick $ 25,344 GOAL 5: ENVIRONMENT Disaster Management 4125-3015-0000 Barcaldine SES Shed improvements Barcaldine $ 11,000 Jenny $ 5,289 Animal Management 4350-1010-0001 Aramac Town Fence Repairs Aramac $ 10,000 Paula $ 6,310 LRCIP GOAL 5: COMMUNITIES Libraries 5425-2005-0000 Barcaldine Library Internal upgrades Barcaldine $ 5,000 Jenny $ 579 5425-1005-0000 Muttaburra Library Internal upgrades Muttaburra $ 5,000 Paula $ 3,060 Museums & Galleies 5470-1000-0002 Aramac Museum Repairs to oldest carriage Aramac $ 20,000 Paula $ 10,481 LRCIP 5470-2005-0000 Globe Gallery Displays Barcaldine $ 5,000 Jenny $ - Parks Gardens Open Spaces 5325-1000-0003 Aramac Park Lighting Aramac $ 10,000 Paula $ - LRCIP 5325-1500-0005 Muttaburra Park Lighting Muttaburra $ 6,500 Paula $ - LRCIP 5325-1000-0002 - Aramac Tree Planting Plants and watering systems Regional $ 40,000 DM's $ 1,876 LRCIP 5325-1500-0004 - Muttaburra Tree Planting Plants and watering systems $ - 5325-2010-0003 - Barcaldine Tree Planting Plants and watering systems $ - 5325-3000-0005 - Alpha Tree Planting Plants and watering systems $ 4,601 5325-3500-0005 - Jericho Tree Planting Plants and watering systems $ - Swimming Pools 5570-1505-0000 Muttaburra Pool Special maintenance Muttaburra $ 30,000 Paula $ - LRCIP Showgrounds 5660-2000-0005 Barcaldine Showground Painting of grandstand seats Barcaldine $ 20,000 Jenny $ - LRCIP Community Halls 5535-1005-0000 Aramac Hall External upgrades Aramac $ 20,000 Paula $ 0 LRCIP Cemeteries 4450-3005-0000 Barcaldine Cemetery Upgrades Barcaldine $ 10,000 Jenny $ 11,396 LRCIP 4450-2005-0000 Muttaburra Cemetery Upgrades Muttaburra $ 10,000 Paula $ - LRCIP 4450-1005-0000 Aramac Cemetery Upgrades Aramac $ 10,000 Paula $ 2,742 LRCIP 4450-4005-0000 Alpha Cemetery Upgrades Alpha $ 10,000 Damian $ - LRCIP 4450-5005-0000 Jericho Cemetery Upgrades Jericho $ 10,000 Damian $ - LRCIP $ 1,243,500 BARCALDINE REGIONAL COUNCIL PAGE 83 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS ☐ MPI ☐ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.4.5 SUBJECT HEADING: Standing Orders Policy Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer presenting for adoption the amended Standing Orders Policy.

Officer's Recommendation: That Council adopts the amended Standing Orders Policy.

Background The original Standing Orders policy was adopted on 16 May 2012 and has been amended on 27 June 2018 and 21 November 2018. The standing orders provide standard processes to be observed at Council meetings and supplement the statutory requirements for meetings. In accordance with this policy, these standing orders may be suspended at any time by resolution of Council.

The Acting Deputy Chief Executive Officer is in the process of reviewing Councils policies and is recommending that the amended Standing Orders policy be adopted.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Strategy 1.2 Confident and Stable Leadership 1.2.1. Promote a high standard of corporate responsibility, transparency and accountability in decision making 1.2.2. Encourage a high standard of leadership and management at all levels of Council 1.2.3. Create a positive future-focused culture that demonstrates and supports Council's values

Consultation (internal/external) Acting Chief Executive Officer Acting Deputy Chief Executive Officer

Policy Implications Amended policy

Budget and Resource Implications Nil

BARCALDINE REGIONAL COUNCIL POLICY

SYSTEM: Professional Governance

POLICY TITLE: Standing Orders Policy

ADOPTED: 16 May 2012 AMENDED: 27 June 2018 21 November 2018 16 December 2020

POLICY NUMBER: G017

PURPOSE: The standing orders provide standard processes to be observed at Council meetings and supplement the statutory requirements for meetings. In accordance with this policy, these standing orders may be suspended at any time by resolution of Council.

1. Legislative Compliance

Part 2 of the Local Government Regulation 2012 provides the core requirements for the conduct of meetings of the Council.

Council meetings 257 Frequency and place of meetings (1) A Council must meet at least once in each month. (3) All meetings of a Council are to be held at one of the Council’s public offices or for a particular meeting – at another place fixed by resolution for the meeting.

254C Notice of meetings and agendas for councillors (1) Written notice of each meeting or adjourned meeting of a Council must be given to each councillor at least 2 days before the day of the meeting unless it is impracticable to give the notice. (2) The written notice must state the day and time of the meeting and for a special meeting – the business to be conducted at the meeting. The notice must include the agenda for the meeting. (3) A special meeting is a meeting at which the only business that may be conducted is the business stated in the notice of meeting. (4) The written notice may be given to a councillor by sending the notice electronically.

259 Chorum at meetings (1) A chorum of a Council is a majority of its councillors.

254E Procedure at meetings (1) Business may be conducted at a meeting of a Council only if a quorum is present. (2) At a meeting of a Council – a. A question is decided by a majority of the votes of the councillors present b. Each councillor present has a vote on each question to be decided and if the votes are equal, the councillor presiding also has a casting vote c. If a councillor present fails to vote, the councillor is taken to have voted in the negative.

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261 Adjournment of meetings (1) The majority of councillors present at a meeting of a Council may adjourn the meeting to a later hour of the same day or to a later day. (2) If a quorum is not present within 15 minutes after the time appointed for a meeting, the meeting may be adjourned to a later hour or another day within 14 days after the day of adjournment by - (a) a majority of the councillors present; or (b) if only 1 councillor is present – the councillor; or (c) if no councillors are present – the chief executive officer.

262 Repeal or amendment of resolutions A resolution of a Council may be repealed or amended only if written notice of intention to propose the repeal or amendment is given to each councillor at least 5 days before the meeting at which the proposal is to be made.

254F Minutes (1) The chief executive officer must ensure minutes of each meeting of a Council are taken under the supervision of the person presiding at the meeting. (2) Minutes of each meeting must include – a. The names of councillors present at the meeting; b. If a division is called on a question – the names of all persons voting on the question and how they voted; c. Each relevant report for the meeting, other than to the extent that the relevant report contains information that is confidential to Council. (3) However, the minutes of a Council meeting need not include a relevant report if the relevant report has been made publicly available under section 254D. (4) At each meeting, the minutes of the previous meeting must be – a. Confirmed by the councillors present and b. Signed by the person presiding at the later meeting. (5) A copy of the minutes of each meeting must be available for inspection by the public at a Council’s public office and on its website within 10 days after the end of the meeting.

254H Recording of reasons for particular decisions (1) This section applies if a decision made at a meeting is inconsistent with a recommendation or advice given to the Council by an advisor of the Council and either or both of the following apply to the decision — (a) the decision is about entering into a contract the total value of which is more than the greater of the following – i. $200,000 exclusive of GST ii. 1% of the Council’s net rate and utility charges (b) The decision is inconsistent with the policy or approach ordinarily followed by the Council for the type of decision. (2) An advisor of a Council is a person – (a) Who is an employee of the Council or is otherwise engaged to provide services to the Council and (b) Whose duties include giving a recommendation or advice. (3) The chief executive officer must ensure the minutes of the meeting include a statement of the reasons for not adopting the recommendation or advice.

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254I Meetings in public unless otherwise resolved A meeting is open to the public unless the Council or committee has resolved that the meeting is to be closed under section 254J.

254J Closed meetings (1) A Council may resolve that a meeting be closed to the public if its councillors or members consider it necessary to close the meeting to discuss— (a) The appointment, dismissal or discipline of chief executive officer; or (b) Industrial matters affecting employees; or (c) The Council’s budget; or (d) Rating concessions; or (e) Legal advice obtained by Council or legal proceedings involving Council including, for example, legal proceedings that may be taken by or against Council; or (f) Matters that may directly affect the health and safety of an individual or a group of individuals; or (g) Negotiations relating to a commercial matter involving Council for which public discussion would be likely to prejudice the interests of Council; or (h) Negotiations relating to the taking of land by Council under the Acquisition of Land Act 1967; or (i) A matter Council is required to keep confidential under a law of, or formal arrangement with, the Commonwealth or a State. (2) However, Council must not resolve that a part of its meeting at which a decision mentioned in section 150ER(2), 150ES(3) or 150EU(2) of the Act will be considered, discussed, voted on or made be closed. (3) A resolution that a meeting be closed must state the nature of the matters to be considered while the meeting is closed and include an overview of what is to be discussed while the meeting is closed. (4) A Council must not make a resolution (other than a procedural resolution) in a closed meeting.

254K Participating in meetings by audio link or audio visual link (1) A Council may allow a person to take part in a meeting by audio link or audio visual link. (2) A councillor who takes part in a meeting via audio link or audio visual link is taken to have attended the meeting if the councillor was simultaneously in audio contact with each other person at the meeting.

254B Public notice of meetings (1) A Council must at least once in each year publish a notice of the days and times when its ordinary meetings will be held. (2) The notice must be published on the Council’s website, and in other ways Council considers appropriate. (3) The Council must display in a conspicuous place in its public office a notice of the days and times when its meetings will be held. (3) The Council must immediately notify any change to the days and times mentioned in (1) or (3) in the same way as previously notified.

254D Public availability of agendas

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(1) A council must make the agenda for a meeting publicly available by 5p.m. on the next business day after notice of meeting is given under section 254C. (2) A Council must make a related report for a meeting publicly available as follows – a. If the related report is made available to Councillors before or at the time notice of the meeting is given under section 254C – when the agenda for the meeting is made publicly available under subsection (1); b. If the related report is made available to Councillors during the relevant period for the meeting – as soon as practicable after it is made available to the Councillors. (3) However, Council need not make a related report publicly available to the extent it contains information that is confidential to Council. (4) This section does not affect the right to discuss or deal with, at a Council meeting, items arising after notice of meeting is given under section 254C.

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2. Meetings

Ordinary meeting

(1) Council may, by resolution, fix dates and times for its ordinary meetings.

(2) If there is no resolution fixing the date and time for an ordinary meeting, the chief executive officer must fix the date and time for the meeting.

(3) Before the chief executive officer fixes the date and time for an ordinary meeting, the chief executive officer must consult with the mayor about the proposed date and time for the meeting.

Special meeting

(1) The chief executive officer must call a special meeting of the Council if— (a) the special meeting is required by a resolution of the Council; or (b) a written request for the special meeting is lodged with the chief executive officer under subsection (2).

(2) A written request for a special meeting of the Council must— (a) be signed by the mayor or 3 or more councillors; and (b) specify the business to be conducted at the special meeting; and (c) propose a day and time for the holding of the special meeting.

Agenda for meeting

(1) A list of the items to be discussed at a meeting of Council must be open for inspection at the time the agenda for the meeting is made available to councillors.

(2) The agenda for a meeting must include— (a) items required under the Act to be included on the agenda; and (b) items required under these standing orders to be included on the agenda; and (c) items that are by resolution of the Council to be included on the agenda; and (d) each item whose inclusion on the agenda is requested by a councillor.

(3) A councillor who wants an item of business included on the agenda for a particular meeting must give written notice of the nature of the business to the chief executive officer at least 7 days prior to the meeting.

Attendance

Each councillor present at a meeting of the Council must sign his or her name in a book to be kept for that purpose by the chief executive officer.

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3. Standing orders

Application of standing orders

(1) These standing orders provide the rules for the conduct of meetings of the Council (other than a post-election meeting). (2) The standing orders shall apply to a post-election meeting of the Council as far as practicable. (3) Any provision of the standing orders may be suspended by resolution of a meeting of the Council whilst ensuring all legislative and regulatory requirements of the meeting are adhered to. (4) A separate resolution is required for a suspension of a standing order. (5) A resolution to suspend a standing order must specify the application and duration of the suspension. (6) Where a matter arises at a meeting of the Council which is not provided for in the standing orders, the matter may be determined by resolution upon a motion which may be put without notice, but otherwise in conformity with the standing orders.

Order of business for meetings

(1) The order of business shall be:

For ordinary meetings;

Attendance

Prayer

Condolences

Apologies

Acknowledgement of Traditional Owners

Declaration of Prescribed Conflicts of Interest

Declaration of Declarable Conflict of Interests

Confirmation of Minutes of Previous Meeting

Reception of Petitions

Reception of Deputations

Reception and Consideration of Notified Motions

Reception and Consideration of Officer Reports

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For special meetings

Attendance

Prayer

Apologies

Acknowledgement of Traditional Owners

Declaration of Prescribed Conflict of Interest

Declaration of Declarable Conflict of Interests

Reception of Deputations by Appointment

Reception and Consideration of Notified Business

(2) The order of business may be altered for a particular meeting where the councillors at the meeting pass a motion to that effect.

(3) A motion to alter the order of business may be moved without notice.

(4) The minutes of a preceding meeting (previous minutes) are presented to an ordinary meeting in order that the previous minutes may be confirmed and no discussion shall be permitted with respect to the previous minutes except in respect to the accuracy of the previous minutes as a record of the proceedings.

(5) Admission of deputations, invitees and visitors shall be at the discretion of

(a) the Mayor; or (b) the Council.

Meeting agenda

(1) The chief executive officer must prepare a meeting agenda for each meeting.

(2) The agenda must, where practicable, be made available to councillors 2 days prior to the meeting.

(3) A meeting agenda may include, but not be limited to—

(a) matters requiring attention from a previous meeting (b) officers’ reports and correspondence relating to officers (c) matters or recommendations referred to the Council by a committee (d) copies of inwards correspondence for consideration (e) copies of inwards correspondence for information purposes (f) any other business the Council determines should be included in the meeting agenda

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Closed Meetings Council may resolve that a meeting be closed to the public if its Councillors or members consider it necessary to discuss any of the following matters: • Appointment, dismissal or discipline of the chief executive • Industrial matters affecting employees • Council’s budget • Rating concessions • Legal advice obtained by Council or legal proceedings involving Council including, for example, legal proceedings that may be taken by or against Council • Matters that may directly affect the health and safety of an individual or a group of individuals • Negotiations relating to a commercial matter involving Council for which public discussion would be likely to prejudice the interests of Council • Negotiations relating to the taking of land by Council under the Acquisition of Land Act 1967 • A matter Council is required to keep confidential under a law of, or formal arrangement with, the Commonwealth or a State. Council must not make a resolution (other than procedural) in a closed session meeting. If a closed session includes attendance by teleconference, the Councillor attending by teleconference must maintain confidentiality by ensuring no other person can hear their conversation. 5.1 To take an issue into a closed session, the Council must first pass a resolution to do so. 5.2 In the interests of accountability and transparency, the Council must specify the nature of the matter to be discussed and the reasoning of the Councillors for going into closed session. 5.3 If the matter is known in advance, the agenda should clearly identify that the matter will be considered in closed session and name the topic to be discussed and a brief explanation of why it is deemed necessary to take the issue into closed session. 5.4 The Council minutes must detail the matter discussed and reasoning for discussing the matter in closed session. Council must also ensure that it complies with the statutory obligations associated with recording of passed resolutions. Petitions

(1) Any petition presented to a meeting of the Council must be legible and contain a minimum of 10 signatures. It is also required to: a. Include the name and contact details of the principal petitioner (i.e. the key contact)

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b. Include the postcode of all petitioners c. Have the details of the specific request/matter appear on each page of the petition.

(2) A petition may only be presented to a meeting by a councillor who, before presenting the petition, must, as far as practicable, become acquainted with the subject matter of the petition.

(3) On presenting a petition to a meeting, a councillor must—

(a) state the nature of the petition; and (b) read the petition.

(4) Where a councillor presents a petition to a meeting, no debate on or in relation to the petition shall be allowed, and the only motion which may be moved is that—

(a) the petition be received and consideration stand as an order of the day for a future meeting; or (b) the petition be received and referred to a committee or the chief executive officer for consideration and a report to the Council; or (c) the petition not be received.

Deputations

(1) A deputation wishing to attend and address a meeting must do so by appointment with the mayor or Chief executive officer.

(2) The chief executive officer must notify the mayor who must determine whether the deputation may be heard.

(3) The chief executive officer must inform the deputation of the determination.

(4) Where it has been determined that the deputation may be heard, a convenient time must be arranged for that purpose, and a time period allowed.

(5) For deputations comprising 3 or more persons, only 2 persons may be heard unless the Council determines otherwise.

(6) A deputation must be given an adequate opportunity to explain the purpose of the deputation.

(7) The chairperson of a meeting may terminate an address by a person in a deputation at any time if— (a) the chairperson has allotted a specific period of time for a person’s address and the period of time has elapsed; or (b) the chairperson is satisfied that the purpose of the deputation has been sufficiently explained to the councillors at the meeting; or (c) the person uses insulting or offensive language.

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Resolutions

Motions

(1) A motion brought before a meeting in accordance with the Act or the standing orders may be received and put to the meeting by the chairperson.

(2) The chairperson may require a motion or an amendment to a motion to be stated in full or recorded in writing before permitting it to be received.

(3) The chairperson may call the notices of motion in the order in which they appear on the meeting agenda, and where no objection is taken to a motion being taken as a formal motion, the chairperson may put the motion to the vote without discussion.

(4) An item on the meeting agenda must not be removed from the agenda where a councillor at the meeting objects to its being removed.

(5) When a motion has been moved and seconded, it becomes subject to the control of the Council and must not be withdrawn without the consent of both the mover and the seconder.

Absence of mover of motion

Where a councillor who has given notice of a motion is absent from the meeting at which the motion is to be considered, the motion may be moved by another councillor at the meeting, or deferred to the next meeting.

Motion to be seconded

(1) A motion or an amendment to a motion must not be debated at a meeting of the Council unless or until the motion or the amendment is seconded, with the exception of a procedural motion.

(2) A motion or an amendment to a motion (other than a procedural motion) that is not seconded, lapses for want of a seconder.

(3) Notwithstanding subsection (1), a councillor who moves a motion or an amendment to a motion may, with the permission of the chairperson, speak in support of the motion or amendment before it is seconded.

Amendment of motion

1) An amendment to a motion must—

(a) be in terms which retain the identity of the motion; and (b) not contradict the motion.

2) Not more than 1 motion or 1 proposed amendment to a motion may be put before a meeting at any one time.

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3) Where an amendment to a motion is before a meeting, no other amendment to the motion can be considered until after the first amendment has been put.

4) Where a motion (the original motion) is amended by another motion (the other motion), the original motion must not be put as a subsequent motion to amend the other motion.

5) A councillor who proposes or seconds a motion must not propose or second an amendment to the motion. A proposal may be accepted by the original proposer and seconder thereby automatically becoming the motion.

Speaking to motions and amendments

(1) Subject to section 20(2), the mover of an amendment to a motion must read the amendment and state that the amendment is so moved, and—

(a) may only speak in support of the amendment before it is seconded with the permission of the chairperson; and (b) may speak in support of the amendment after it is seconded.

(2) A councillor may request further information from the chairperson before or after the motion or the amendment to the motion is seconded.

(3) Following the seconding of a motion or an amendment of a motion, the first speaker must be in favour of the motion or the amendment and each subsequent speaker alternatively against and in favour of the motion or amendment, unless the chairperson in his or her discretion rules otherwise.

(4) The mover of a motion has the right of reply.

(5) The mover of an amendment to a motion has no right of reply.

(6) Each councillor must speak not more than once to the same motion or the same amendment except as a right of reply unless the chairperson in his or her discretion rules otherwise.

(7) Each speaker is restricted to not more than 5 minutes unless the chairperson in his or her discretion rules otherwise.

(8) Where 2 or more councillors attempt to speak at the same time, the chairperson is to determine who is entitled to priority.

Method of taking vote

1) Before any matter is put to the vote, the chairperson may direct that the motion or amendment be read again by the chief executive officer.

2) The chairperson must, in taking the vote on a motion or an amendment, put the question, first in the affirmative and then in the negative and may do so as often as

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necessary to form and declare an opinion as to whether the affirmative or the negative has the majority vote.

3) The Council must vote by a show of hands or as otherwise directed by the chairperson.

4) For each vote, the chief executive officer must record—

a. the names of the councillors voting in the affirmative; and b. the names of the councillors voting in the negative.

5) The chairperson must declare the result of a vote or a division as soon as it has been determined.

Repealing or amending resolutions

(1) A resolution of the Council must not be repealed or amended unless notice of motion is given in accordance with the requirements of the Act.

(2) Where a motion (a relevant motion) to repeal or amend a resolution is defeated, a motion to the same, or like effect, must not be moved until at least 3 months after the date on which the relevant motion was defeated.

(3) Councillors present at the meeting at which a relevant motion is put may defer consideration of the relevant motion, however, consideration of the relevant motion must not be deferred for more than 3 months.

(4) Where a resolution (a later resolution) of the Council relates to a matter the subject of a previous resolution (a previous resolution) passed more than 3 months previous, the previous resolution is amended or repealed to the extent that it is inconsistent with the later resolution.

Procedural motions

At a meeting, a councillor may, during the debate of a matter at the meeting and without the need for a seconder, move a motion (a procedural motion)—

(a) that the question/motion be now put to the vote; or (b) that the motion and amendment now before the meeting be adjourned; or (c) that the meeting proceed to the next item of business; or (d) that the question/motion lie on the table; or (e) a point of order; or (f) a motion of dissent against a point of order; or (g) that a report or document be tabled; or (h) to suspend the rule requiring that …; or (i) that the meeting stand adjourned.

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Motion that the question be put

(1) A procedural motion that the question be put about a matter before a meeting, may be moved when a councillor believes that there has been sufficient debate about the matter at the meeting.

(2) Where a motion under subsection (1) is carried, the chairperson must immediately put the motion or amendment before the meeting to the vote.

(3) Where a procedural motion under subsection (1) is lost, debate on the motion or amendment before the meeting must continue.

Motion that debate be adjourned

(1) A procedural motion that another motion or an amendment before a meeting be adjourned, may specify a time and date, to which the debate is to be adjourned.

(2) A motion under subsection (1) must not adjourn debate on a matter the subject of a motion for more than 2 months after the date of the procedural motion.

Motion to proceed to next item of business

(1) Where a procedural motion that the meeting proceed to the next item is carried, debate on the matter the subject of the motion must cease.

(2) However, debate on the matter the subject of the motion may be considered again on the giving of notice in accordance with the standing orders.

Motion that the motion lie on the table

(1) A procedural motion that a motion or question lie on the table can only be moved where the chairperson or a councillor requires additional information on the matter before the meeting (or the result of some other action of the Council or a person is required) before the matter may be concluded at the meeting.

(2) Where a motion under subsection (1) is passed, the Council must proceed with the next matter on the agenda.

(3) Where a motion under subsection (1) is passed, another procedural motion that the matter be taken from the table may be moved at the meeting at which the first procedural motion was carried or at a later meeting.

Points of order

(1) A councillor may ask the chairperson to decide a point of order where it is believed that another councillor—

(a) has failed to comply with proper procedures; or

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(b) is in contravention of these standing orders or the Act; or (c) is beyond the jurisdictional power of the Council.

(2) A point of order cannot be used as a means of contradicting a statement made by a councillor speaking about a matter.

(3) Where a point of order is raised, consideration of the matter about which the councillor was speaking may be suspended subject to section 13(3).

(4) The chairperson must determine whether the point of order is upheld.

(5) Upon a point of order arising during the process of a debate, the councillor raising the point of order may speak to the point of order.

(6) Despite anything to the contrary in the standing orders, a point of order arising at any time must, until decided, suspend the consideration of every other motion or matter.

Motion of dissent

(1) A councillor may move a motion of dissent in relation to a ruling of the chairperson on a point of order.

(2) Where a motion is moved under subsection (1), further consideration of any matter must be suspended until after a ruling is made on the motion of dissent.

(3) Where a motion of dissent is carried—

(a) the matter to which the ruling of the chairperson was made must proceed as though that ruling had not been made; and (b) where, as a result of a ruling of the chairperson on a point of order, a matter was discharged as out of order — the matter must be restored to the meeting agenda and be dealt with in the normal course of business.

Motion that a report be tabled

A motion that a report or document be tabled may be used by a councillor to introduce a report or other document to a meeting.

Motion to suspend requirements of a rule

(1) A procedural motion to suspend the requirements of a rule may be made by a councillor in order to permit some action that otherwise would be prevented by the standing orders.

(2) A motion under subsection (1) must specify the duration of the suspension.

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Motion that meeting stands adjourned

(1) A procedural motion that a meeting stands adjourned may be moved by a councillor at the conclusion of debate on any matter on the agenda or at the conclusion of a councillor’s time for speaking to the matter, and must be put without debate.

(2) A motion under subsection (1) must specify the time for the resumption of the meeting and on the resumption of the meeting the Council must continue with the business before the meeting at the point where it was discontinued on the adjournment.

Mayoral minute

(1) The mayor may direct the attention of the Council at a meeting of the Council to a matter or subject not on the agenda by a minute (a mayoral minute) signed by the mayor.

(2) The mayor must deliver a copy of the mayoral minute for a meeting of the Council to the chief executive officer.

(3) The mayoral minute shall, when introduced, take precedence over all business before, or to come before, the meeting of the Council.

(4) The motion comprising the mayoral minute may be put by the mayor— (a) to the meeting of the Council without being seconded; and (b) at any stage of the meeting of the Council considered appropriate by the mayor.

(4) If the motion comprising the mayoral minute is passed by the Council, the mayoral minute becomes a resolution of the Council.

Conduct during meetings

(1) After a meeting of the Council has been formally constituted and the business commenced, a councillor must not enter or leave the meeting without first notifying the chairperson.

(2) A councillor must address the chairperson while— (a) moving any motion or amendment; or (b) seconding any motion or amendment; or (c) taking part in any discussion; or (d) placing or replying to any question; or (e) addressing the Council for any other purpose.

(3) Councillors must address each other during a meeting by their respective titles, “mayor” or “councillor”, and in speaking of or addressing officers must— (a) designate them by their respective official title; and (b) confine their remarks to the matter then under consideration.

(4) Councillors must remain seated and silent while a vote is being taken except when calling for a division.

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(5) A councillor must not make personal reflections on or impute improper motives to another councillor or any officer of the Council.

(6) A councillor must not interrupt another councillor who is speaking except upon a point of order being raised either by the chairperson or the councillor.

(7) If the chairperson intervenes during the process of a debate, any councillor then speaking or offering to speak, and each councillor present, must preserve strict silence so that the chairperson may be heard without interruption.

Questions

(1) At a meeting a councillor may ask a question for reply by another councillor or an officer of the Council regarding any matter under consideration at the meeting.

(2) A question must be asked categorically and without argument and discussion is not permitted at the meeting in relation to the reply or the refusal to reply to the question.

(3) A councillor or officer who is asked a question may request that the question be taken on notice for the next meeting.

(4) A councillor who asks a question at a meeting, whether or not upon notice, is deemed not to have spoken to the debate of the motion to which the question relates.

(5) The chairperson may disallow a question which he or she considers is inconsistent with good order.

(6) A councillor may move a motion that a ruling of the chairperson under subsection (5) be disagreed with, and if such motion is carried, the chairperson must allow the question.

Disorder

(1) Where disorder arises at a meeting, the meeting may be adjourned.

(2) On resumption of the meeting, the chairperson must move a motion, which shall be put without debate, to determine whether the meeting shall proceed.

(3) Where a motion under subsection (2) is lost, the chairperson must declare the meeting closed, and any outstanding matters must be referred to a future meeting.

Business of objectionable nature

At a meeting, if the chairperson or a councillor considers that a matter or motion before the meeting is of an objectionable nature or outside the powers of the Council, the chairperson or the councillor may declare on a point of order, that the matter not be considered further.

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4. Processes for dealing with Councillor conduct 1. Process for dealing with unsuitable meeting conduct by a Councillor in a meeting When dealing with an instance of unsuitable conduct by a Councillor in a meeting, the following procedures must be followed: 1.1 The Chairperson must decide whether or not unsuitable meeting conduct has been displayed by a Councillor. 1.2 If the Chairperson decides the unsuitable meeting conduct has occurred, the Chairperson must consider the severity of the conduct and whether the Councillor has had any previous warnings for unsuitable meeting conduct issued. If the Chairperson decides the conduct is of a serious nature, refer to 1.7 for the steps to be taken. 1.3 If the Chairperson decides unsuitable meeting conduct has occurred but is of a less serious nature, the Chairperson may request the Councillor take remedial actions such as: 1.3.1 Ceasing the unsuitable meeting conduct and refraining from exhibiting the conduct 1.3.2 Apologising for their conduct 1.3.3 Withdrawing their comments. 1.4 If the Councillor complies with the Chairperson’s request for remedial action, no further action is required. 1.5 If the Councillor fails to comply with the Chairperson’s request for remedial action, the Chairperson may warn the Councillor that failing to comply with the request may result in an order being issued. 1.6 If the Councillor complies with the Chairperson’s warning and request for remedial action, no further action is required. 1.7 If the Councillor still continues to fail to comply with the Chairperson’s request for remedial actions, the Chairperson may make one or more of the orders below: 1.7.1 an order reprimanding the Councillor for the conduct 1.7.2 an order requiring the Councillor to leave the meeting, including any area set aside for the public and stay out for the duration of the meeting. 1.8 If the Councillor fails to comply with an order to leave and stay away from the meeting, the Chairperson can issue an order that the Councillor be removed from the meeting by an appropriate officer. The meeting must be adjourned whilst the Councillor is being removed. 1.9 Following the completion of the meeting, the Chairperson must ensure: 1.9.1 details of any order issued is recorded in the minutes of the meeting

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1.9.2 if it is the third (3rd) or more order within a 12-month period made against a Councillor or the Councillor has refused to leave following an order issued to leave the meeting, these matters are to be dealt with at the next meeting of Council and treated as inappropriate conduct pursuant to the LGA 1.9.3 Council’s Chief Executive Officer is advised to ensure details of any order made must be updated in the Council Councillor Conduct Register pursuant to the LGA. Any Councillor aggrieved with an order issued by the Chairperson can move a motion of dissent for parts 1.1, 1.7 and 1.8 above. 2. Meeting process for dealing with suspected Inappropriate Conduct which has been referred to a Council Pursuant to section 150AF of the LGA, after receiving a referral by the Independent Assessor or under paragraph 1.9.2 of this document of an instance of suspected inappropriate conduct, Council must complete an investigation into the alleged conduct. After the completion of the investigation, Council must decide whether the Councillor has engaged in inappropriate conduct in a Council meeting, unless it has delegated responsibility for this decision under section 257 of the LGA. When dealing with an instance of suspected inappropriate conduct which has been referred to Council by the Independent Assessor, Council must: 2.1 Be consistent with Council’s principle of transparent and accountable decision making in the public interest, by dealing with suspected inappropriate conduct in an open meeting of the Council. Where the complainant or other parties may be adversely affected due to the nature of the complaint, the Council may resolve to go into closed session under section 275 of the Local Government Regulation 2012 (the LGR). 2.2 When deliberating on the issue the subject Councillor must leave the place where the meeting is being held, including any area set aside for the public. Should the complainant be a Councillor, that Councillor must inform the meeting of a personal interest and follow the conflict of interest procedures in Section 4. 2.3 Council should then debate the issue and decide whether the accused Councillor engaged in inappropriate conduct. 2.4 If Council decides that the subject Councillor has engaged in inappropriate conduct, Council is then required to decide what penalty or penalties from the following orders, if any, to impose on the subject Councillor: 2.4.1 an order that the Councillor make a public admission that the Councillor has engaged in inappropriate conduct 2.4.2 an order reprimanding the Councillor for the conduct 2.4.3 an order that the Councillor attend training or counselling to address the Councillor’s conduct, including at the Councillor’s expense

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2.4.4 an order that the Councillor be excluded from a stated Local Government meeting 2.4.5 an order that the Councillor is removed, or must resign, from a position representing Council, other than the office of Councillor, for example, the Councillor is ordered to resign from an appointment representing Council on a State board or committee 2.4.6 an order that if the Councillor engages in the same type of conduct again, it will be treated as misconduct 2.4.7 an order that the Councillor reimburse Council for all or some of the costs arising from the Councillor’s inappropriate conduct. 2.5 When making an order, Council can take into consideration any previous inappropriate conduct of the Councillor, and any allegation made in the investigation that was admitted, or not challenged and that Council is reasonably satisfied is true. 2.6 The subject Councillor and where relevant the complainant Councillor, must be invited back into the place where the meeting is being held once a decision has been made. 2.7 Council must ensure the meeting minutes reflect the resolution made.

3. Prescribed Personal Interest Councillors are ultimately responsible for informing of any prescribed conflict of interest on matters to be discussed at a Council or committee meeting. When dealing with a prescribed conflict of interest, Councillors must abide by the following procedures: 3.1 A Councillor with a prescribed conflict of interest must inform the meeting of Council of their prescribed conflict of interest and set out the nature of the interest, including: 3.1.1 if it arises because of a gift, loan or contract, the value of the gift, loan or contract 3.1.2 if it arises because of an application or submission, the subject of the application or submission 3.1.3 the name of any entity other than the Councillor that has an interest in the matter 3.1.4 the nature of the Councillor’s relationship with the entity that has an interest in the matter 3.1.5 details of the Councillor’s and any other entity’s interest in the matter. 3.2 The Councillor must then leave the place of the meeting and stay away while the matter is being discussed and voted on unless the subject Councillor has Ministerial approval to participate in the matter. The Councillor must not influence or attempt to influence the remaining Councillors to vote on the matter in a particular way. 3.3 Once the Councillor has left the area where the meeting is being conducted, Council can continue discussing and deciding on the matter at hand.

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3.4 If a Councillor at a meeting reasonably believes, or reasonably suspects that another Councillor has a prescribed conflict of interest in a matter to be discussed at the meeting and has not informed the meeting about the interest, the Councillor must advise the Chairperson of the meeting, as soon as practicable, about their belief or suspicion, and the facts and circumstances that form the basis of the belief or suspicion. 3.5 The Chairperson then should ask the Councillor with the suspected prescribed conflict of interest whether they do in fact have a prescribed conflict of interest. If that is the case, the Councillor must follow the above procedures from item 3.1. 3.6 Where a Councillor informs a meeting of a prescribed conflict of interest in a matter, the Chairperson must ensure the minutes of the meeting (to be posted on the Council’s website) record: 3.6.1 The name of the Councillor who has a prescribed conflict of interest in the matter 3.6.2 The prescribed conflict of interest, including the particulars mentioned by the Councillor regarding the prescribed conflict of interest 3.6.3 Whether the Councillor participated in the meeting, or was present during the meeting, under an approval granted by the Minister for Local Government. 4. Declarable Conflict of Interest Councillors are ultimately responsible for informing of any declarable conflict of interest on matters to be discussed at Council or committee meetings (other than ordinary business matters). A Councillor may raise their personal interests in a matter at the meeting to canvas the view of the other councillors prior to deciding to declare a conflict of interest. If the other councillors suspect the personal interest might be a conflict of interest, the Councillor may disclose their suspicion and the processes under section 150EW of the LGA. When dealing with a conflict of interest, Councillors must abide by the following procedures: 4.1 A Councillor with a declarable conflict of interest must inform the meeting of Council of their personal interest and set out the nature of the interest, including: 4.1.1 The nature of the interest 4.1.2 If the Councillor’s personal interest arises because of the Councillor’s relationship with, or receipt of a gift or benefit from, another person: 4.1.2.i the name of the other person 4.1.2.ii the nature of the relationship or value and date of receipt of the gift or benefit received, and 4.1.2.iii the nature of the other person’s interests in the matter. 4.2 The subject Councillor may themselves elect to leave the meeting while the matter is being discussed and voted on. If the Councillor does not leave the meeting, they may advise the other Councillors of the reasons for seeking permission to participate in making the decision.

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4.3 The other Councillors entitled to vote at the meeting must then decide whether the subject Councillor has a declarable conflict of interest. A Councillor who has declared a personal interest in relation to a matter, must not vote under section 175E(4) as to whether another Councillor may stay in the meeting. 4.4 If the other Councillors decide there is no declarable conflict of interest, the subject Councillor may remain in the meeting and the meeting may continue. 4.5 If the other Councillors decide there is a declarable conflict of interest they must then decide whether the subject Councillor must leave the meeting while the matter is being discussed and voted on or can participate in the meeting in relation to the matter including voting on the matter. If the Councillor must leave the place of the meeting the Councillor must not influence or attempt to influence the remaining Councillors to vote on the matter in a particular way 4.6 When deciding whether a Councillor may stay in a meeting and vote following the decision of a declarable conflict of interest, the other Councillors must consider significant variables including, but not limited to: 4.6.1 How does the inclusion of the Councillor in the deliberation affect the public trust 4.6.2 The benefit the subject Councillor stands to receive versus the benefit the community stands to receive from the potential decision 4.6.3 The closeness of any relationship the subject Councillor may have with a given person or group 4.6.4 How does this compare with similar matters that Council has decided and have other councillors with the same or similar interests decided to leave the meeting 4.6.5 Whether the Councillor has unique skills, knowledge or expertise that might help make the best decision in the public interest. 4.7 If a Councillor at a meeting reasonably believes, or reasonably suspects that another Councillor has a declarable conflict of interest in a matter to be discussed at the meeting and has not informed the meeting about the interest, the Councillor must advise the Chairperson of the meeting, as soon as practicable, about their belief or suspicion, and the facts and circumstances that form the basis of the belief or suspicion. 4.8 The Chairperson then should ask the Councillor with the suspected declarable conflict of interest to inform the meeting of any personal interest they have in the matter and follow the above procedures from item 4.1. 4.9 Where a Councillor informs a meeting of a personal interest in a matter, the Chairperson must ensure the minutes of the meeting (to be posted on the Council’s website) record: 4.10.1 The name of the Councillor who has declared the conflict of interest 4.10.2 The nature of the personal interest, as described by the Councillor 4.10.3 The decisions made under 4.3 and 4.5 above

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4.10.4 Whether the Councillor participated in the meeting under an approval by the Minister 4.10.5 If the Councillor voted on the matter, how they voted 4.10.6 How the majority of Councillors voted on the matter.

5. Loss of quorum In the event where one or more councillors leave a meeting due to a prescribed or declarable conflict of interest in a matter that results in a loss of a quorum for deciding the matter, Council must resolve to:. a. delegate the consideration and decision on the matter, pursuant to section 257 of LGA b. defer the matter to a later meeting c. not decide the matter and take no further action in relation to the matter 5.1 All councillors, including the conflicted councillors, may participate in deciding to delegate or defer the matter. 5.2 If the matter cannot be delegated under an Act, Council should seek ministerial approval for the councillors to be able to consider and vote on the matter, subject to any conditions the Minister may impose. Attendance of public and media at meetings (1) An area must be made available at the place where a meeting is to take place for members of the public and representatives of the media to attend the meeting and as many people as can reasonably be accommodated in the area must be permitted to attend the meeting.

(2) If the Council resolves that a meeting be closed to the public, the public and representatives of the media must be excluded from the meeting.

Public participation at meetings

(1) Public participation at a meeting is only via deputation (see page 9).

Teleconferencing of meetings

(1) If a Councillor wishes to be absent from a Council meeting place during a meeting, the Councillor must apply to the chairperson to participate by teleconference, at least three business days prior to the meeting or as soon as practicable once the Councillor becomes aware of their intended absence. The chairperson may allow a Councillor to participate in a council or committee meeting by teleconference. (Teleconferencing

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includes the use of the telephone, video conferencing equipment or other means of instant communication that allows a person to participate in a discussion as it happens.

(2) A Councillor taking part by teleconference is taken to be present at the meeting if the Councillor was simultaneously in audio contact with each other person in the meeting. The attendance of the Councillor must be recorded in the minutes as present at the meeting.

(3) In order for Council to manage the safety rules during the COVID-19 pandemic, changes have been added to the LGR (expire June 2021). Council: a. has the option to conduct the entire Council meeting via teleconference b. where possible, must provide streaming or other facilities so that the public can observe or hear the meeting. c. Chairperson has the option to close the meeting on health and safety grounds.

Procedure not provided for

If an appropriate or adequate method of dealing with a matter is not provided for in the standing orders, the method of dealing with the matter may be determined by resolution of the Council upon a motion which may be put without notice but otherwise conforming with these standing orders.

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BARCALDINE REGIONAL COUNCIL PAGE 107 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS ☐ MPI ☐ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.4.6 SUBJECT HEADING: Code of Conduct for Councillors Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer presenting for adoption the amended Code of Conduct for Councillors policy.

Officer's Recommendation: That Council adopts the amended Code of Conduct for Councillors.

Background The original Code of Conduct for Councillors was adopted on 21 November 2018. This policy sets out the standards of behaviour for Councillors in performing their duties as Councillors in accordance with Section 150D of the Local Government Act 2009.

The Acting Deputy Chief Executive Officer is in the process of reviewing Councils policies and is recommending that the amended Code of Conduct for Councillors policy be adopted.

Consultation (internal/external) Acting Chief Executive Officer Acting Deputy Chief Executive Officer

Policy Implications Amended policy

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SYSTEM: Professional Governance

POLICY TITLE: Councillor Code of Conduct

ADOPTED: 21 November 2018 AMENDED: 16 December 2020

POLICY NUMBER: G023

PURPOSE: The Councillor Code of Conduct sets out the principles and standards of behaviour expected of Councillors and Mayors when carrying out their roles, responsibilities and obligations as elected representatives for their communities. By adhering to the behaviours set out below, Councillors will increase public confidence in Local Government and Council decisions.

Background

Under section 150D of the Local Government Act 2009 (the Act), the Minister for Local Government must make a Code of Conduct stating the standards of behaviour for Councillors in the performance of their responsibilities as Councillors. In addition to this, the Code of Conduct may contain anything the Minister considers necessary for, or incidental to, the standards of behaviour.

Before assuming public office, Councillors must understand and commit to complying with the Local Government principles and obligations of Councillors in accordance with section 169 of the Act, as well as the standards of behaviour set out in this Code of Conduct. All Councillors are required to make a declaration of office under section 169 of the Act. As part of that declaration, Councillors must declare that they will abide by this Code of Conduct.

Local Government Principals and Values

The Act is founded on five Local Government principles with which Councillors must comply while performing their roles as elected representatives. These principles are listed below:

1. Transparent and effective processes, and decision-making in the public interest 2. Sustainable development and management of assets and infrastructure, and delivery of effective services 3. Democratic representation, social inclusion and meaningful community engagement 4. Good governance of, and by, Local Government 5. Ethical and legal behaviour of Councillors and Local Government employees.

This Code of Conduct provides a set of values that describe the types of conduct Councillors should demonstrate under each principle. These values are listed below:

1. In making decisions in the public interest, Councillors will: · make decisions in open council meetings · properly inform relevant personnel of all relevant information · make decisions in accordance with law and policy · commit to exercising proper diligence, care and attention.

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2. To ensure the effective and economical delivery of services, Councillors will: · manage Council resources effectively, efficiently and economically · foster a culture of excellence in service delivery.

3. In representing and meaningfully engaging with the community, Councillors will: · show respect to all persons · clearly and accurately explain Council’s decisions · accept and value differences of opinion.

4. In exercising good governance, Councillors are committed to: · the development of open and transparent processes and procedures · keeping clear, concise and accessible records of decisions.

5. To meet the community’s expectations for high level leadership, Councillors will: · be committed to the highest ethical standards · uphold the system of Local Government and relevant laws applicable.

This Code of Conduct also sets out standards of behaviour aimed at helping Councillors understand how the principles and values are put into practice while performing their official duties as elected representatives.

Each standard of behaviour is not intended to cover every possible scenario. However, they provide general guidance about the manner in which Councillors are expected to conduct themselves.

It is important to note that the principles, values and standards set out in the Code of Conduct are of equal importance.

Standards of Behaviour

This Code of Conduct sets out the standards of behaviour applying to all Councillors in Queensland. The behavioural standards relate to, and are consistent with, the Local Government principles and their associated values.

The standards of behaviour are summarised as the three R’s, being:

1. RESPONSIBILITIES 2. RESPECT 3. REPUTATION

Each standard of behaviour includes, but is not limited to, several examples to guide Councillors in complying with the Code of Conduct when carrying out their role as elected officials. Councillors are to understand and comply with the following standards of behaviour as set out in the Code of Conduct listed below.

1. Carry out RESPONSIBILITIES conscientiously and in the best interests of the Council and the community

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For example, Councillors will, at a minimum: 1.1. Attend and participate meaningfully in all Council meetings, committee meetings, briefings, relevant workshops and training opportunities to assist Councillors in fulfilling their roles other than in exceptional circumstances and/or where prior leave is given 1.2. Respect and comply with all policies, procedures and resolutions of Council 1.3. Use only official Council electronic communication accounts (e.g. email accounts) when conducting Council business 1.4. Report any suspected wrongdoing to the appropriate entity in a timely manner 1.5. Ensure that their behaviour or capacity to perform their responsibilities as a Councillor is not impaired by the use of substances that may put them or others at risk while performing their duties (for example, alcohol, illegal drugs or prescribed/non-prescribed and/or restricted substances) 1.6. Cooperate with any investigation being undertaken by the Local Government or other entity.

2. Treat people in a reasonable, just, RESPECTFUL and non-discriminatory way

For example, Councillors will, at a minimum: 2.1. Treat fellow Councillors, Council employees and members of the public with courtesy, honesty and fairness 2.2. Not use abusive, obscene or threatening language (either oral or written) or behaviour towards other Councillors, Council employees or members of the public 2.3. Have proper regard for other people’s rights, obligations, cultural differences, safety, health and welfare.

3. Ensure conduct does not reflect adversely on the REPUTATION of Council

For example, Councillors will, at a minimum, conduct themselves in the following manner: 3.1. When expressing an opinion dissenting with the majority decision of Council, respect the democratic process by acknowledging that the Council decision represents the majority view of the Council 3.2. When making public comment, clearly state whether they are speaking on behalf of Council or expressing their personal views 3.3. At all times strive to maintain and strengthen the public’s trust and confidence in the integrity of Council and avoid any action which may diminish its standing, authority or dignity.

Consequences of failing to comply with the Code of Conduct

Failure to comply with the standards of behaviour in this Code of Conduct, or other conduct prescribed in this Code of Conduct may give rise to a complaint against a Councillor’s conduct and subsequent disciplinary action under the Act.

A complaint about the conduct of a Councillor must be submitted to the Office of the Independent Assessor who will assess the complaint and determine the category of the allegation. In order of least to most serious, the categories of complaint are unsuitable meeting conduct, inappropriate conduct, misconduct and then corrupt conduct.

Unsuitable meeting Conduct

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Under section 150H of the Act, any conduct by a Councillor that is contrary to the standards of behavior in the Code of Conduct that occurs within a meeting of Council (including standing committee meetings), is dealt with as unsuitable meeting conduct.

Unsuitable meeting conduct by a Councillor is dealt with by the Chairperson of the meeting. It is important that the Chairperson deal with matters of unsuitable meeting conduct locally, and as efficiently and effectively as possible so that Council can continue with their business of making effective decisions in the public interest.

Note: Chairpersons of meetings are carrying out a statutory responsibility under the Act to manage and lead the meeting. As such, where a Chairperson behaves inappropriately in a meeting this involves a serious breach of the trust placed in them as the Chairperson of the meeting and maybe dealt with as misconduct (see below).

Examples of unsuitable meeting conduct by a Councillor may include: • a Councillor behaves in a Council meeting, in a way that intimidates, bullies or harasses a member of the community, another Councillor or a Council employee • a Councillor continually interrupts or disrupts a speaker at a Council meeting • a Councillor behaves in an offensive or disorderly way in a Council meeting.

Inappropriate Conduct

Under section 150K of the Act, any conduct by a Councillor that is contrary to the standards of behavior in the Code of Conduct or a policy, procedure or resolution of a Council, and is not unsuitable meeting conduct, misconduct or corrupt conduct (i.e. occurs outside of a meeting of Council) is dealt with as inappropriate conduct.

The conduct of a Councillor is also inappropriate conduct if the conduct contravenes an order by the Chairperson of a meeting of Council for the Councillor to leave the meeting, or is conduct at Council meetings that leads to orders for the Councillor’s unsuitable meeting conduct being made on three occasions within a period of one year. Council is not required to notify the Office of the Independent Assessor and may deal with the conduct under section 150AG of the Act.

The Office of the Independent Assessor is responsible for assessing allegations of suspected inappropriate conduct. If the Independent Assessor chooses to refer the matter to the Council to deal with, the Council must deal with the matter as quickly and effectively as possible.

Examples of inappropriate conduct of a Councillor may include: • a Councillor publicly makes derogatory comments about staff • a Councillor purports to speak to the media on behalf of Council when not properly authorised under a Council policy • a Councillor fails to comply with an order made by the Chairperson of a meeting to leave and stay away from the place at which the meeting is being held • a Councillor has been reprimanded 3 times in 12 months for interrupting other Councillors during meetings.

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Misconduct

Councillors are required to comply with all laws that apply to Local Governments. This includes refraining from engaging in misconduct.

The Office of the Independent Assessor is responsible for assessing and investigating instances of suspected misconduct. The Office of the Independent Assessor may then refer the matter to the Councillor Conduct Tribunal to be heard and determined.

The conduct of a Councillor is misconduct if the conduct: · adversely affects, directly or indirectly, the honest and impartial performance of the Councillor’s functions or exercise of powers, or · is, or involves: o a breach of trust placed in the Councillor, either knowingly or recklessly o misuse of information or material acquired by the Councillor, whether the misuse is for the benefit of the Councillor or for the benefit or to the detriment of another person o a Councillor giving a direction to any Council employee (other than the Mayor giving direction to the Chief Executive Officer and senior executive employees) o a release of confidential information outside of the Council o failure to declare a conflict of interest in a meeting o attempting to influence a decision maker about a matter in which the Councillor has a conflict of interest o failure by a Councillor to report a suspected prescribed conflict of interest of another Councillor o failure to submit, update or review your registers of interests, or · is a failure by the Councillor to comply with: o an order made by the Council or Tribunal o any acceptable request guidelines of the Council made under section 170A of the Act o the reimbursement of expenses policy of the Council.

The conduct of a Councillor is also misconduct if the conduct leads to the Councillor being disciplined for inappropriate conduct on three occasions within a period of one year, or is conduct that is identified in an order of Council that will be dealt with as misconduct if the Councillor engages in the conduct again.

Examples of misconduct of a Councillor may include: • a Councillor knowingly provides false or misleading information during a meeting of the Council in order to affect a decision • a Mayor fails to carry out the performance evaluation of the Chief Executive Officer in the manner determined by Council • a Councillor releases private information about a member of the community acquired as a Councillor • a Councillor directs a Council employee (other than the Mayor directing the Chief Executive Officer or other senior executive employees) to perform a duty • a Councillor provides confidential information to the media that came from a closed meeting of Council • a Councillor has a reasonable suspicion that another Councillor has a material personal interest or conflict of interest but did not disclose it to the presiding officer when the other Councillor failed to disclose it • a Councillor fails to pay a fine ordered by the Tribunal

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• a Councillor sought assistance or advice from an officer that is not in accordance with Council’s acceptable request guidelines • a Councillor uses a Council vehicle for private use that is not authorised by Council’s expenses policy. Corrupt conduct

Corrupt conduct is defined by, and dealt with, under the Crime and Corruption Act 2001 and must be referred to the Crime and Corruption Commission. For a Councillor, corrupt conduct involves behaviour that: · adversely affects or could adversely affect the performance of the Councillors · responsibilities, and · involves the performance of the Councillors responsibilities in a way that: o is not honest or impartial, or o involves a breach of the trust placed in the Councillor, or o involves the misuse of information acquired by the Councillor, and · is engaged in for the purpose of providing a benefit or a detriment to a person, and · if proven would be a criminal offence.

Councillors are reminded of their obligations under section 38 of the Crime and Corruption Act 2001 to report suspected corrupt conduct.

Examples of corrupt conduct of a Councillor may include: • a Councillor fails to declare a prescribed personal interest in a Council meeting • a Councillor intentionally fails to update a register of interests in order to hide an interest that could gain a benefit or a loss to the person • a Councillor engages in fraud against the Council • a Councillor uses information acquired by a Councillor to gain a financial benefit for the Councillor or someone else • a Councillor directs a Local Government employee to gain a benefit or cause a detriment to the Councillor or another person • a Councillor engages in the act of stealing against the Local Government.

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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS ☐ MPI ☐ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.4.7 SUBJECT HEADING: Fraud and Corruption Prevention Policy and Plan Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer tabling a revised Fraud and Corruption Prevention Policy and Plan that has been updated for changes in legislation and align with the Crime and Corruption Commission (CCC) Fraud and Corruption Control Best Practice Guide (March 2018).

Officer's Recommendation: That Council adopts the amended Fraud and Corruption Prevention Policy and Plan.

Background Council has undertaken a review of the existing F026 Fraud Policy as part of its regular review of Policies and Procedures. The existing policy and plan have been amended for the following items:  Changed title to incorporate corruption as recommended by CCC in their publication Fraud and Corruption Control – Best Practice Guide (March 2018)  Updated incorporating changes in legislation  Updated in line with the revisions made in the latest CCC Fraud and Corruption Control – Best Practice Guide (March 2018), the existing Policy and Plan were based on the previous version of the Guide.

The adoption of the amended Policy and Plan will also assist in addressing outstanding audit item (17FR- 1 - Fraud risk assessment not completed) contained in the Queensland Audit Office (QAO) 2020 Closing Report. If the amended Policy and Plan is adopted, management will undertake a fraud risk assessment and produce a report for the next Audit Committee.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Strategy 1.4 Community Representation 1.4.2. Develop relationships for the benefit of the community with key government sector and private sector organisations

Consultation (internal/external) Acting Chief Executive Officer Acting Deputy Chief Executive Officer

Policy Implications Fraud and Corruption Prevention Policy and Plan

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Budget and Resource Implications Management workshop to review existing fraud and corruption risks and identify any new risks, plus regular reporting of current status of fraud and corruption risks. This will be incorporated into the broader risk management review program.

Risk Implications Fraud and Corruption risks – increased awareness and compliance to legislation and policies. BARCALDINE REGIONAL COUNCIL POLICY

SYSTEM: Finance

POLICY TITLE: Fraud and Corruption Prevention Policy

ADOPTED: 17 August 2016 AMENDED 18 November 2020

POLICY NUMBER: F026

1. INTRODUCTION Fraud is an intentional dishonest act or omission done with the purpose of deceiving, causing actual or potential financial loss to any person or entity. It includes theft of moneys or other property by employees or persons external to the entity.

This also includes the deliberate falsification, concealment, destruction or use of falsified documentation used or intended for use for a normal business purpose or the improper use of information or position.

Corruption is a dishonest activity in which a Councillor, executive officer, employee or contractor of an entity acts contrary to the interests of the entity and abuses his/her position of trust in order to achieve some personal gain or advantage for him or herself or for another person or entity.

2. PURPOSE This policy defines Barcaldine Regional Council’s position in relation to fraud and corruption, by: · Acknowledging Council’s obligations as a public sector entity to eradicate all instances of fraudulent and corrupt activities through appropriate control measures; and · Establishing Council’s commitment to the promotion and proper management of the fraud and corruption prevention management framework.

The policy objective is to: · Protect Council’s assets and promote public confidence in Council’s handling of suspected fraud or corruption conduct. · Ensure a sound ethical culture of the Council · Ensure senior management commitment to identify fraud risk exposures and establish procedures for prevention, detection and reporting · Ensure Councillors and staff are aware of their responsibilities in relation to ethical conduct.

The policy outlines the appropriate actions that must be followed to increase the awareness of, and the investigation and reporting of, fraud and corruption.

3. SCOPE This policy applies to all Barcaldine Regional Council Councillors, employees, contractors and volunteers.

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4. POLICY STATEMENT Council is committed to the control and elimination of all forms of fraud and corruption, and to create an ethical environment and culture that discourages and prevents fraud. Council has zero tolerance to activities related to fraud and corruption.

All officers, employees, elected representatives, contractors and consultants engaged by Council are responsible for the prevention and detection of fraud and corruption and must comply with the Council’s Fraud and Corruption Prevention Policy and Fraud and Corruption Control Plan.

All allegations and suspicions of fraud will receive attention. All substantiated cases will be dealt with appropriately either by criminal, disciplinary or administrative mechanisms suitable to the particular case (having due regard for the rights of all persons, including any person reporting a fraud and of any alleged perpetrator of fraud).

FRAUD AND CORRUPTION PREVENTION MANAGEMENT FRAMEWORK Council acknowledges that the Fraud and Corruption Prevention Policy and accompanying Fraud and Corruption Control Plan must be in place and address the ten elements of effective fraud control, identified in the Crime and Corruption Commission’s publication, Fraud and Corruption Control: Best Practice Guide (March 2018).

The ten elements are:

I. A clear and integrated suite of relevant policies II. Effective and continuing fraud and corruption risk management III. Internal controls with clear accountability and responsibility structures IV. Effective internal reporting systems and procedures V. Protection for disclosers VI. An effective system of external notification and reporting VII. Effective investigation management processes VIII. A clear Code of Conduct and disciplinary standards IX. Organisational cultural change X. Effective stakeholder and community awareness programs

RISK ASSESSMENT Council will undertake a comprehensive fraud and corruption risk assessment at least every two years consistent with AS8001:2008. After each review, Council will update its Fraud and Corruption Control Plan.

INTERNAL CONTROLS Council will maintain an internal control structure to minimise exposure to fraud and corruption. The primary mechanism for this control will be Council’s internal control framework, operating in conjunction with established audit and financial management practices.

Local Government Regulation 2012 section 164 requires Council must keep a written record stating:

· The risks Council’s operations are exposed to, to the extent that they are relevant to financial management; and · The control measures adopted to manage those risks.

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REPORTING Employees must report any concerns or suspicions that they have about fraudulent or corrupt activity to their immediate Supervisor. If the staff member believes that the Supervisor may be involved in the activity, then the report must be made to a more senior person or to the Chief Executive Officer.

Concerns and suspicions must be reported as soon as possible. An employee must not attempt to investigate the matter himself/herself.

Council must ensure that any report of suspected fraud or corrupt activity is treated confidentially to the fullest extent possible under the law.

PROTECTION FOR DISCLOSERS As statutorily required, Council will ensure that it will take all reasonable steps to provide support to disclosers and protection from reprisal as a result of a disclosure.

EXTERNAL REPORTING This includes reporting of fraud and recovery of proceeds of fraudulent activity to the Queensland Audit Office (QAO), Crime and Corruption Commission (CCC) and the Queensland Police Service.

By law, the Chief Executive Officer must report all allegations of fraudulent or corrupt conduct to the CCC, and the QAO as appropriate.

EFFECTIVE INVESTIGATION MANAGEMENT PROCESSES Council acknowledges it is imperative that Council has sound investigation practices that considers the legality of the matter, ensures procedural fairness and maintains confidentiality.

A CLEAR CODE OF CONDUCT AND DISCIPLINARY STANDARDS Council’s code of conduct outlines the expected standards of behaviour for all employees. It is a condition of employment that all employees will comply with the code of conduct. A breach of Council’s code of conduct will result in disciplinary action per Local Government Act 2009.

ORGANISATIONAL CULTURAL CHANGE Council acknowledges culture is a key component of fraud protection.

EFFECTIVE STAKEHOLDER AND COMMUNITY AWARENESS PROGRAMS Council will communicate its commitment to probity and zero tolerance of fraud and corruption to stakeholders and the community in general.

5. ASSOCIATED DOCUMENTS This Policy complements and is to be implemented in conjunction with other Council policies, including (but not limited to):

· Complaints Policy · Risk Management Policy and Internal Control Procedures · Code of Conduct for Council Employees · Code of Conduct for Councillors; · Performance and Misconduct Policy

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· Councillor Expenses Policy.

Legislation related to this policy:

· Crime and Corruption Act 2001 · Criminal Code Act 1899 · Integrity Act 2009 · Public Interest Disclosure Act 2010 · Public Sector Ethics Act 1994 · Right to Information Act 2009 · Local Government Act 2009 and · Local Government Regulations 2012.

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APPENDIX - DEFINITIONS The following definitions apply to this Policy.

CEO A person holding an appointment under section 194 of the Local Government Act 2009. This includes a person acting in this position. Contractor A person, organisation or entity that performs a specific act or acts including the provision of services and/or materials to another person, organisation or entity under an agreement enforceable by law. Corrupt Conduct Conduct that involves the exercise of a person’s official powers in a way that: · Is not honest or impartial; or · Involves a breach of trust placed in the person as a public officer, either knowingly or recklessly; or · Involves a misuse of Council assets, materials or information; and · Is for the purposes of providing a benefit to the person or another person or causing a detriment to another person; · Would, if proven constitute a criminal offence or is serious enough to justify a dismissal. Council Barcaldine Regional Council Councillor The Mayor and Councillors of Barcaldine Regional Council within the meaning of the Local Government Act 2009. Employee Local government employee - the Chief Executive Officer; or a person holding an appointment under section 196 of the Local Government Act 2009. False Disclosure Disclosure of information relating to Fraud or Corruption that is made by a person who knows the information to be false or, who is reckless as to whether it is false. Fraud Control Plan A document outlining Barcaldine Regional Council’s anti-fraud and anti- corruption strategies. Leadership Team Consists of the CEO and senior executive employees as defined by the Local Government Act 2009. Manager Any employee of the Council who is responsible for the direct supervision of other employees, and/or for the management of a local government department and/or function/activity. Public Officer Includes: · A Council member · A member of a Local Government body (including a subsidiary of a Council established under the Local Government Act 2009) · An employee or officer of the Council Pubic Interest A disclosure made under the Public Interest Disclosure Act 2010 (PID Disclosure Act) and includes all information and help given by the discloser to the proper authority for the disclosure. Risk The effect of uncertainty on objectives in consideration of fraud and corruption risk, this will generally be a negative impact.

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FRAUD AND CORRUPTION PREVENTION PLAN

1. INTRODUCTION The operational, financial, social and reputational impact of fraud and corruption on our organisation, and the people it supports, can be significant. Fraud and corruption can:

· Undermine the viability of Council · Compromise the delivery of essential services to our community · Breach the trust of stakeholders, sometimes irreparably.

Damage to Council’s credibility, including the potential loss of public confidence, lower morale and/or reduced productivity and performance, may far exceed any likely financial or material loss caused.

For these reasons Barcaldine Regional Council takes a zero tolerance approach to fraud and corruption. It is important we take steps to prevent fraud and corruption from happening, supported by a hierarchy of governance and controls to build an ethical organisational culture.

2. PURPOSE This Fraud Control Plan (Plan) provides direction and guidance to Barcaldine Regional Council officers and stakeholders on the processes for:

· Prevention of fraud and corruption · Detection of fraud and corruption and · Responding to fraud and corruption.

The Plan objectives are to:

· Promote a culture that supports prevention of fraud and corruption; · Minimise the risk of fraud and corruption within and against the council; · Details how Barcaldine Regional Council deals with suspected fraud and corruption through risk management practices; and · Provide guidance on how suspected instances of fraud are managed and dealt with by Barcaldine Regional Council.

3. SCOPE This plan applies to all Barcaldine Regional Council Councillors, employees, contractors and volunteers.

4. RESPONSIBILITIES The Plan details the different responsibilities and accountabilities of Councillors, managers and employees within council. It requires all public officers to abide by Barcaldine Regional Council’s Code of Conduct, which prescribes standards of ethical conduct.

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In general, Barcaldine Regional Council expects public officers will assist in preventing fraud and corruption within Council by:

· Understanding the responsibilities of their position; · Familiarising themselves with, and adhering to, Barcaldine Regional Council policies and procedures; · Understanding what behaviour constitutes fraudulent and/or corrupt conduct; · Maintaining an awareness of Council strategies implemented to minimise Fraud and Corruption; · Being continuously vigilant to the potential for fraud or corruption to occur; and · Reporting suspected or actual occurrences of fraud or corruption in accordance with Part 6 of this Plan.

SPECIFIC RESPONSIBILITIES Role Responsibilities

Councillors Collectively, as the decision making body of the Council, Councillors are responsible for ensuring that Barcaldine Regional Council: · promotes community awareness of Council's commitment to the prevention of fraud and corruption; · provides adequate security for the prevention of fraud and corruption, including the provision of secure facilities for storage of assets, and procedures to deter fraud or corruption from occurring; · provides mechanisms for receiving allegations of fraud or corruption, including ensuring a responsible officer is appointed; · ensures that, where appropriate, proper investigations are conducted into allegations that involve fraud or corruption; · makes reports of suspicions of fraud in accordance with Part 6 of this Plan and facilitates cooperation with any investigation undertaken by an external authority (such as Queensland Audit Office or the Crime and Corruption Commission); · ensures that all employees are provided with appropriate and regular training to raise awareness of their responsibilities in relation to fraud and corruption · promotes a culture and environment in which fraud and corruption is actively discouraged and is readily reported should it occur; and · undertakes a fraud and corruption risk assessment on a regular basis. Chief Executive Managers are responsible for: Officer and · the oversight of the conduct of any employees whom they supervise; Executive Managers · any property under their control and will be held accountable for such; · reporting suspicions of fraud in accordance with Part 6 of this Plan; · creating an environment in which fraud and corruption is discouraged and readily reported by employees. This should be fostered by the manager's own attitude and behaviors to fraud and corruption and, by the accountability and integrity they both display and encourage from other employees;

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· ensuring that new employees for whom they are responsible are aware of their responsibilities in relation to fraud and corruption and, of the standard of conduct expected from all employees as outlined in the Barcaldine Regional Council’s Code of Conduct and Fraud and Corruption Prevention Policy; · identifying potential fraud and corruption risks; and · leading by example to promote ethical behaviour. Employees Employees are responsible for: · performing their functions and duties with care, diligence, honesty and integrity; · conducting themselves in a professional manner at all times; · adhering to these guidelines and other Council procedures that have been established to prevent fraud or corruption; · taking care of Council’s property which includes avoiding the waste or misuse of Barcaldine Regional Council’s resources; · maintaining and enhancing the reputation of Council: · remaining scrupulous in the use of Council information, assets, funds, property, goods or services; and · reporting suspicions of fraud in accordance with Part 6 of this Plan.

5. FRAUD AND CORRUPTION RISK ASSESSMENT Barcaldine Regional Council’s main objective in the prevention and control of Fraud and Corruption is to minimise the occurrence of Fraud and Corruption within the Council. This objective is generally achieved by: · identifying fraud and corruption risks; · determining strategies to control those risks; and · defining responsibility for and, the time frame within which the strategies will be implemented.

Council will facilitate the systematic identification, analysis and evaluation of risks within its business operations. Council will maintain a fraud and corruption risk register documenting identified fraud and corruption risks and the controls that are in place to mitigate them.

The risk assessment considers the combined influences of the following factors on the activities of Council: · the environment (both internal and external) within which Council operates ; · the timeframe and deadlines in which Council operates; and · an overall assessment of Council’s internal controls.

Managers must be alert to the potential of fraud and corruption to occur and remain wary of factors which may leave the Council vulnerable to fraud and corruption, including: · changes to delegations; · implementation of cost cutting measures; · contracting out and outsourcing; · the impact of new technology; and · changes to risk management practices.

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6. REPORTING ALLLEGATIONS OF FRAUD Any public officer who suspects, or becomes aware of, breaches of the Code of Conduct, including fraud and corruption, should report the matter without delay to a supervisor or manager.

A number of reporting options are available, including: · Reporting the incident to the employee’s supervisor or Executive Manager; · Reporting the incident to the Chief Executive Officer; and · Making a Public Interest Disclosure under the Public Interest Disclosure Act 2010.

Officers should provide information on the alleged fraud using the Fraud Allegation Report Form available on MagiQ. The information provided includes: · Details of the suspected offence, and · Details of the suspected offender(s) where known.

Management recognises that the reporting of fraud and corruption is a sensitive issue (especially against work colleagues). To affirm the integrity of this function therefore, management will, as far as practicable, ensure the confidentiality of information provided. It will achieve this by maintaining the confidentiality of both the complainant and suspect and by avoiding rumours, morale problems and the possibility of wilful destruction of evidence. Regardless of the reporting option exercised, Council will take all practical steps to protect the welfare of the person making the report.

Barcaldine Regional Council’s Disciplinary Policy governs reports of suspected or actual fraud or corruption.

An allegation by an officer of a substantial misuse of public resources may fall within the definition of a public interest disclosure (PID) and is covered by the Barcaldine Regional Council’s Public Interest Disclosure (Whistleblower Protection) Policy.

VEXATIOUS, MISLEADING OR FALSE REPORTING There could be occasion when a party may make an allegation of fraud against an employee (or contractor, volunteer, consultant or work experience student) with the intention of causing that person harm, damage or disruption.

Vexatious, misleading or false reporting can waste time and resources in investigating the matter. This can also cause the person who is subject to the allegation a significant amount of emotional trauma and stress.

Any vexatious, misleading or false reporting of any allegation of fraud will not be tolerated and will have serious consequences to the person bringing about such an allegation.

7. INVESTIGATION PROCESS All reports, information, complaints and notifications concerning alleged fraud activity or corrupt behaviour are referred to the Chief Executive Officer through the investigation process in the first instance and reviewed by King and Company (Council solicitors). The reviewer will determine, where appropriate, the proposed investigation scope and appoint an investigating officer. An investigation is then initiated and conducted by the investigating officer.

It is a reasonable and lawful workplace direction for Council to ask that employees participate in the investigation process. Witnesses are informed of their rights and obligations before an investigation,

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Substantiated allegations of fraud activity or corrupt behaviour may result in formal disciplinary action including dismissal. Any allegation involving criminal offences against the Council by employees or external parties needs to be referred to the Queensland Police Service (QPS).

8. FRAUD AND CORRUPTION AWARENESS Barcaldine Regional Council recognises that the success and credibility of the Fraud and Corruption Prevention Policy and Fraud and Corruption Prevention Plan will largely depend on how effectively they are communicated throughout the organisation and beyond.

Barcaldine Regional Council will therefore, from time to time take proactive steps towards ensuring that the wider community is aware of the Council’s zero-tolerance stance towards fraud and corruption.

Barcaldine Regional Council will increase community awareness by: · promoting Council initiatives and policies regarding the control and prevention of fraud and corruption on the Council website and at Council offices; · including guidance on their website, for both council staff and external parties, on how to report suspicions of fraud and corruption; · making reference to fraud and corruption initiatives in the Council’s Annual Report; and · facilitating public access to all of the documents that constitute the Council’s Fraud and Corruption framework.

9. ACTIONS TO PREVENT, DETECT AND, RESPOND TO FRAUD The Plan is based on the 10-element model detailed in the Crime and Corruption Commission publication Fraud and Corruption Control: Best Practice Guide (March 2018). The ten elements are distributed along the three phases of prevention, detection and response, as shown below:

Elements Spread across the 3 Phases as below Prevention Detection Response

Integrated Council policy √

Risk assessment √ √

Internal Controls √ √ √

Effective internal reporting √ √

Protection for Disclosers √

External Notification and Reporting √ √

Investigation processes √ √

Code of Conduct √

Cultural Change √ √

Client and community awareness √

Barcaldine Regional Council Fraud and Corruption Prevention Policy amended 18 November 2020 BARCALDINE REGIONAL COUNCIL POLICY

PHASE 1: PREVENTION OF FRAUD AND CORRUPTION This stage outlines the frameworks, systems and processes in place across Council to promote and support the prevention of fraud and corruption.

What How Who When Element Component Action Plan Oversight Timeline Integrated Policy Fraud and Senior management to endorse Chief Every two Corruption and promote the Plan and to Executive years. Prevention ensure staff awareness of the Officer Policy and plan on an ongoing basis. Control Plan Include relevant staff who are Chief Every two involved in prevention activities in Executive years. reviews of the Plan. Officer Risk assessment Risk profile Consider and assess fraud and Chief Review and corruption risk and include in the Executive every two managemen overall Corporate Risk Register Officer years. t Internal Controls Corporate Develop, approve, review and Chief Ongoing Governance update various governance Executive Suggest Framework policies e.g. Code of Conduct, Officer review Ethics Policy, Conflict of Interest, , policies Public Interest Disclosure Policy, every Fraud and Corruption Prevention three Policy, Procurement Policy, years Entertainment & Hospitality Policy, Gifts Policy etc. Outline clear accountability and Chief reporting responsibilities in staff Executive position descriptions. Officer Where fraud risks are known to Respective exist (e.g. procurement, capital managers expenditure management, payroll, travel, entertainment recruitment etc), clearly document work processes and make available to council officers. Conduct screening of potential Human new employees. As a minimum all resources employees should be subject to referee checks, but also consider undertaking Police checks. Accountabili Monitor recordkeeping for Chief As ty and adherence to record keeping and Executive required responsibilit document management policies. Officer y structures Supervisors to monitor Respective Ongoing compliance with work procedures. managers Supervisors to ensure proper and Respective adequate advice and support is managers provided to staff on procedures where needed. Senior executives and managers Senior to demonstrate adherence to work Managemen procedures. t group Organisation chart to be kept Executive updated and available to all Managers officers. Include prevention of fraud and Executive As corruption as part of job Managers required

Barcaldine Regional Council Fraud and Corruption Prevention Policy amended 18 November 2020 BARCALDINE REGIONAL COUNCIL POLICY

description documentation for all staff Review and update delegations Chief Ongoing register regularly. Executive and Officer regular Internal Internal Audit to regularly review Audit Ongoing Audit governance, risk management Committee and internal control processes, and issue and provide recommendations for improved systems. Conflicts of Regularly review Conflict of Chief Annually Interest and Interest Policy and procedures Executive Personal and keep up to date. Officer disclosures Register of Interests for Chief Ongoing councillors and senior executives Executive and must be kept up to date and Officer and regular disclosed where appropriate. Mayor All staff to make annual Chief Annually declarations of conflict of interests Executive and related party transactions; Officer and a register of interests maintained. Committees Form Governance committee to Council Ongoing and specifically address fraud and Workgroups corruption risk (e.g. audit committee, governance & finance committee etc). Internal Reporting Policies and Policies and procedures and other Chief Ongoing procedures related processes and information Executive as must be made available on Officer required intranet Training and Provide appropriate training to all Executive Annually awareness staff on the contents and Managers purposes of the Fraud and Corruption Prevention Policy and Fraud Control Plan Corporate Plan to refer to values Chief Ongoing and ethical conduct and how the Executive as local government tracks this Officer required aspect. Code of Conduct Policies and Review the Code of Conduct to Chief Annually Procedures ensure updated for changes in Executive legislation. Officer External Ensure all employees and Ongoing Reporting external parties can access Code of Conduct on website. Policies and Ensure all contracts with Ongoing Procedures contractors state that their employees must comply with the Code of Conduct. Induction Provide each new employee Executive Within program information on fraud and Managers one corruption control. month of arrival Cultural Change Staff training Promote ethical culture and Annually awareness of fraud and corruption Executive and when prevention and controls through Managers the Code the code of conduct training. is revised

Barcaldine Regional Council Fraud and Corruption Prevention Policy amended 18 November 2020 BARCALDINE REGIONAL COUNCIL POLICY

Staff Include culture, values and an Every performance organizational understanding in twelve and the performance appraisal and Respective months developmen performance development Managers t processes of each council employee. Client and Community Policies and Include Fraud and Corruption Chief Ongoing Awareness procedures Policy and Fraud Control Plan on Executive as the website. Keep it available for Officer required anyone who requests a copy. Training and Make external parties dealing with All staff and awareness the local government aware of the officers Fraud and Corruption Policy and making Plan. procurement Publish guidance on Council s website on how to make a complaint or report suspicions of fraud. RTI, Privacy Promptly actions requests for Chief requests information on the plan and Executive and RTI publish required information on Officer Disclosure website. Log

Barcaldine Regional Council Fraud and Corruption Prevention Policy amended 18 November 2020 BARCALDINE REGIONAL COUNCIL POLICY

PHASE 2: DETECTION OF FRAUD AND CORRUPTION This stage outlines the systems and processes in place across the local government to detect and expose fraud and corruption.

What How Who When Element Component Action Plan Oversight Timeline Internal Work Each functional area should develop Respective Ongoing Controls processes clearly documented work procedures managers which are communicated to staff. Awareness and training of workflows and work processes must be provided Specific functional area processes Respective must be complied with. managers Internal Fraud Make Fraud Allegation Reporting Executive Ongoing Reporting allegations form readily available to all staff to Managers allow reporting of suspicions of fraud. Maintain appropriate register and records of all allegations received. Internal audit Ensure that the internal audit plan Audit Ongoing as takes into account fraud risk incidents Committee required but as reported in the Risk Register. minimum as Council to respond promptly to audit Chief Executive per the findings and recommendations. Officer Strategic Audit Plan Informal Culture of reporting to be supported All managers Ongoing reporting and promoted through induction, training, the intranet, organisational planning and policies and procedures. Protection for Fraud Management to take all reasonable Senior Ongoing Disclosers Allegations steps to protect disclosers and management ensure all victimisation is dealt with group swiftly and appropriately External Management Public Interest Disclosure policy and Chief Executive Biannual Reporting of Public processes will be reviewed and kept Officer Interest updated Disclosure All staff must comply with the policy Respective Ongoing and procedures managers Investigations Investigation Staff must report all suspected Chief Executive As required process and instances of misconduct to the Officer procedures Executive Manager or directly to the CEO

PHASE 3: RESPONSE TO FRAUD AND CORRUPTION This stage outlines the systems and processes in place across the local government to respond to fraud and corruption within local government and the various channels to ensure improvements or remedies for fraud and corruption.

What How Who When Element Component Action Plan Oversight Timeline Risk Fraud Incident Report all alleged or proven fraud Chief Report Incident assessment Register and/or corruption instances as a risk Executive within 24 hours and internal incident and record in the Fraud Officer of identification reporting Incident Register. Update Register within 48 hours of

Barcaldine Regional Council Fraud and Corruption Prevention Policy amended 18 November 2020 BARCALDINE REGIONAL COUNCIL POLICY

incident reporting Fraud Risk Risk incidents and periodical risk Chief As required reporting reports are to be used to identify Executive and quarterly risks, review risks mitigation Officer strategies. Investigations Conduct Conduct investigations according to Chief Ongoing as investigations Disciplinary Policy and Procedures, Executive required Public Interest Disclosures Policy & Officer Procedures. The HR Manager, Deputy CEO and the CEO will decide whether the allegation constitutes improper conduct. Report Investigation outcomes are to be Senior investigations supported and implemented by such Management means as are determined by the team Senior management team Internal Policies and Review policies and procedures Chief Ongoing as Controls Procedures taking into account recent risk Executive required incidents and in response to Officer recommendations made by investigators, internal or external audit. Cultural Training/ Reinforce awareness of internal Executive Ongoing as Change Awareness controls/prevention mechanism Managers required program through training on any new processes or procedures State and reinforce Council’s stance Chief on fraud and corruption through Executive relevant corporate communications. Officer External Mandatory Report fraud and corruption to Chief Ongoing as reporting reporting following agencies in line with Executive required legislation: Officer · Report suspected corrupt conduct, which includes fraud, to CCC · Notify reportable losses to Auditor General, Minister and Police if relevant. Implement all CCC recommendations Governance Report fraud and corruption Chief Annually and publications prevention and control matters in Executive as required Annual Report, Corporate Plan and Officer Operational Plan.

*Oversight - This refers to the person or group who is to ensure the item in the action plan is done, as distinct from the person or group who is responsible for actioning the item. The exception to this is a reference to “All staff” where oversight is not practical.

Barcaldine Regional Council Fraud and Corruption Prevention Policy amended 18 November 2020 BARCALDINE REGIONAL COUNCIL PAGE 131 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

For your own BARCALDINE REGIONAL COUNCIL use: OFFICER REPORTS ☐ MPI ☐ COI

COUNCIL MEETING DATE: 16 December 2020 Item No: 3.4.8 SUBJECT HEADING: Risk Management Policy Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer tabling a revised Risk Management Policy that aligns with AS/NZS ISO 31000 Risk Management Guidelines (ISO 31000).

Officer's Recommendation: That Council adopts the amended Risk Management Policy.

Background Council has undertaken a review of the existing CG 015 Risk Management Policy as part of its regular review of Policies and Procedures. The existing policy has been amended for the following items:  Updated incorporating changes in legislation  Updated in line with the revisions made in the latest risk management standard ISO 31000, the existing Policy was based on the previous version of the standard.

The adoption of the amended Policy and Plan will also assist in addressing outstanding audit item (16FR- 2 – Review of risk management framework) contained in the Queensland Audit Office (QAO) 2020 Closing Report. If the amended Policy is adopted, management will undertake a risk assessment and produce a report for the next Audit Committee.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Strategy 1.4 Community Representation 1.4.2. Develop relationships for the benefit of the community with key government sector and private sector organisations

Consultation (internal/external) Acting Chief Executive Officer Acting Deputy Chief Executive Officer

Policy Implications Risk Management Policy

Budget and Resource Implications Management workshop to review existing risks and identify any new risks, plus regular reporting of current status of risks. This will be incorporated into the broader corporate plan and budget processes.

Risk Implications Risk Management Framework – increased awareness and management of corporate risks. BARCALDINE REGIONAL COUNCIL POLICY ______

SYSTEM: Corporate Governance

POLICY TITLE: Risk Management

ADOPTED: 17 December 2014 AMENDED: 16 December 2020

POLICY NUMBER: CG015

PURPOSE: To articulate Council’s Risk Management Policy, Framework and organisational roles and responsibilities. ______

1. INTRODUCTION Council's philosophy towards risk is not to be unduly risk averse, but to enable risks to be identified, discussed, mitigated and monitored in a balanced manner.

Council is committed to establishing and integrating our risk management systems and processes to support this philosophy without creating an unnecessary burden on the business.

This policy sets out the processes, responsibility and accountability for risk management of the Barcaldine Regional Council. It recognises that risk management is a critical and integral part of good management and corporate governance practice and that, in relation to commercial strategy, an element of risk is inevitable and in some cases encouraged.

This policy supports a structured and focused approach to managing risk to complement the strategies adopted by Council to achieve its corporate objectives, in order to increase confidence and enhance the value the Council provides to its stakeholders.

The principles behind this policy are based on AS/NZ 31000:2018 Risk Management.

2. PURPOSE AND SCOPE To adopt guidelines to implement a consistent and rigorous risk management framework, systems, processes, and controls throughout Barcaldine Regional Council operations.

This policy applies to all of Barcaldine Regional Council’s councillors, employees and contractors and to all of its activities.

3. DEFINITIONS What is Risk? A risk to the business is any action or event that has the potential to impact on the achievement of our business objectives. Risk also arises as much from the possibility that opportunities will not be realised as it does from the possibility that threats will materialise or that errors will be made. What is Risk Management? Risk management for Council refers to the culture, processes and structures developed to effectively manage potential opportunities and adverse effects for any activity, function or process undertaken by the Council. Managing risk is achieved through the systematic application of policies, procedures and practices to identify, analyse, evaluate, treat, monitor and communicate risk. BARCALDINE REGIONAL COUNCIL POLICY ______

What is Enterprise Risk Management? (ERM) Enterprise wide risk management encompasses all the major risk categories (including financial, environmental, health and safety, fraud, information technology, compliance, security and business continuity) and includes the co-ordination, integration, consolidation and consistency of reporting by the various Council functions with identified risks.

4. POLICY PROVISIONS Barcaldine Regional Council is committed to: · Behaving as a responsible corporate citizen protecting employees, clients, contractors, visitors and the general public from injury and unnecessary loss or damage; · Achieving its business objectives by minimising or eliminating the impact of adverse risks it can realistically control; · Creating an environment where all Council employees will take responsibility for managing risk (by developing and maintaining a strong risk management culture),

4.1 Objectives Council will apply a risk management framework which will: a) Incorporate a consistent, systematic process to identify, analyse, mitigate and monitor the key strategic and operational risks impacting on the Council; b) Align risk management with business objectives identified in Council's corporate and operational plans; c) Integrate and align existing risk systems to ensure no duplications or overlap; d) Ensure integration of information systems used for reporting on risk to enable aggregation and reporting at a corporate level; e) Allow the necessary controls and policies to be implemented to deliver an appropriate approach to governance and best practice; f) Designates clear ownership of risk accountabilities, responsibilities, duties and actions; and g) Will embed a culture of risk management throughout the Council. 4.2 Principles

Council's risk management processes are based around the following key risk activities: · Establishing the Context: establish the boundaries within the framework will operate considering external and internal environment and Council’s risk appetite and tolerances. · Risk Identification: identify all reasonably foreseeable risks associated with its activities, using the agreed risk methodology detailed in the Council’s risk protocols. · Risk Analysis: analysing the impact of the potential challenge or opportunity, starting with an assessment of the consequences and likelihood of a risk occurring. · Risk Evaluation: evaluate those risks using the agreed Council criteria. · Risk Treatment / Mitigation: develop mitigation plans for risk areas where the residual risk is greater than our tolerable risk levels. · Risk Monitoring and Reporting: report risk management activities and risk specific information in accordance with the risk protocols.

This Policy will be reviewed when any of the following evaluations occur: BARCALDINE REGIONAL COUNCIL POLICY ______

1. Audit reports relating to risk management activities being undertaken by Council indicate that a policy review from a legislative, compliance or governance perspective is justified. 2. Relevant legislation, regulations, standards and policies are amended or replaced. 3. Other circumstances as determined from time to time by the Chief Executive officer or through a resolution of Council.

Notwithstanding the above, this policy and Council's risk management framework will be reviewed at least annually by Council's Executive Management Team to review their effectiveness and to ensure their continued application and relevance.

5. AUTHORITIES AND ACCOUNTABILITIES Council – adopts this policy and retains the ultimate responsibility for risk management and for determining the appropriate level of risk that it is willing to accept in the conduct of Council business activities. Council will review the effectiveness of the risk management systems. Chief Executive Officer - is responsible for identifying, evaluating and managing risk in accordance with this policy through a formal enterprise-wide risk management framework. Formal risk assessments must be performed at least once a year as part of the business planning and budgeting process. Executive Management Team - is responsible for the accuracy and validity of risk information reported to the Council. In addition, it will ensure clear communication throughout the Council of the Council and senior management’s position on risk. The CEO and Executive Management Team – will report to Council annually on the progress made in implementing a sound system of risk management and internal compliance and control across Council's operations. Internal Audit: - will align the Strategic Internal Audit Plan with Council’s risk profile in conjunction with Council's management, and subject to endorsement from the Audit Committee. Internal Audit will ensure that the results of its reviews are provided to Council’s management for update of the Council’s risk profile as appropriate. Internal Audit will also conduct periodic reviews of the risk management framework pursuant to the Strategic Internal Audit Plan. Employees – are responsible for management of risks within their areas of responsibility as determined under any risk treatment plans.

Employees will be responsible for the timely completion of activities contained within these risk treatment plans. Awareness sessions will be conducted routinely to ensure that employees are familiar with risk management and how it is applied within Barcaldine Regional Council.

Risk Monitoring – Council utilises a number of functions, including Internal Audit, to perform independent and objective monitoring over its risk areas, including if necessary, conducting reviews over Council’s operations and risk areas by external agencies. The scope of the work undertaken by all of these functions and the reviews by external agencies will be considered in conjunction with Council’s risk profile at least annually. This will assess the independent monitoring of key risk areas within Council’s risk profile. 6. RELATED DOCUMENTATION Local Government Act 2009

Local Government Regulation 2012 BARCALDINE REGIONAL COUNCIL POLICY ______

Workplace Health and Safety Act 2011

AS/NZ 31000 Risk Management - Guidelines BARCALDINE REGIONAL COUNCIL PAGE 136 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS ☐ MPI ☐ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.4.9 SUBJECT HEADING: Procurement Policy Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer tabling a revised Procurement Policy that simplifies the existing policy and introduces a Procurement Plan that will enable a more strategic procurement approach.

Officer's Recommendation: That Council reviews the draft Procurement Policy and that it is presented to the January 2021 meeting for adoption.

Background Council has undertaken a review of the existing FO25 Procurement Policy as part of its regular review of Policies and Procedures. The existing policy has been amended for the following items:  Updated incorporating changes in legislation.  Streamlined the policy to make it easier for Council and suppliers to understand.  Introduced the concept of a Procurement Plan enabling Council to take a more strategic procurement approach and provide opportunity for suppliers, particularly local suppliers, to help frame the procurement plan to deliver value for money and assist the local economy.

In addition the Procurement Plan will:  Be completed two months after the budget has been adopted;  Allow consultation with suppliers post budget to help frame how projects and activities will be procured;  Allow individual local supplier weightings for activities allowing flexibility in supporting local businesses;  Provide suppliers with timeline as to when procurement activities will occur allowing them to plan their businesses.

An interim 2020-2021 Procurement Plan will be presented to Council in January 2021 with the Procurement Policy.

The amended policy is as per the Council Policy Workshop on 16 November 2020.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Strategy 1.4 Community Representation 1.4.2. Develop relationships for the benefit of the community with key government sector and private sector organisations

BARCALDINE REGIONAL COUNCIL PAGE 137 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Goal 2. Our Local Economy Strategy 2.5. Business Investment 2.5.1. Actively seek new business, investment, population and employment opportunities for our Region

Consultation (internal/external) Acting Chief Executive Officer Acting Deputy Chief Executive Officer District Managers Chief Engineer

Policy Implications Procurement Policy

Budget and Resource Implications Enable procurement strategies to be developed to support the delivery of the budget including potential budget savings through more strategic procurement.

Risk Implications Financial Risk Project Risk BARCALDINE REGIONAL COUNCIL

POLICY

SYSTEM: Finance

POLICY TITLE: Procurement Policy

ADOPTED: 15 August 2017 AMENDED: 20 September 2017 12 December 2018 17 April 2019 16 December 2020

POLICY NUMBER: F025

PURPOSE: To obtain the most cost effective benefit for the Council and the community by applying sound principles and procedures to the acquisition of goods and services.

1. Introduction Procurement is the process of obtaining goods and services required by Council. The purpose of this policy is to provide Barcaldine Regional Council, its employees and suppliers with clear policy guidelines in procurement to provide greater transparency, accountability and consistency. It also ensures that procurement complies with the Local Government Act and Regulation. 2. Legal Requirements Local Government Act 2009 Section 104 requires Council to adopt sound contracting principles when entering into a contract.

The sound contracting principles are— (a) value for money; and (b) open and effective competition; and (c) the development of competitive local business and industry; and (d) environmental protection; and (e) ethical behaviour and fair dealing.

Council is not required to give equal consideration to each of the sound contracting principles.

Local Government Regulation 2012 Section 198 requires a local government to prepare and adopt a policy about procurement (a procurement policy). The local government must review its procurement policy annually.

Sections 216 to 238 of the Local Government Regulation 2012 explains the requirements for a local government in relation to making a contract for supply of goods and services (excluding employment contracts and disposal of non-current assets.

Legislative requirement are shown in detail in Appendix A.

3. Policy Provisions (i) Practices All tenders, quotations and general purchasing shall be conducted in accordance with Local Government Act 2009, Local Government Regulation 2012 and Council’s Procurement Policy. Specific purchasing strategies will be outlined in the Annual Procurement Plan.

An employee or contractor of Barcaldine Regional Council shall only order goods or services by quoting an official purchase order number and after complying with the policies and procedures contained in this document and supporting Procurement Plan and Procurement Procedures.

(ii) Delegation The purchasing delegations are outlined in Appendix B.

(iii) Contracting Principles The Local Government Act 2009 s104 sets out the principles governing the making of contracts. These principles apply to all local government procurement activities. When seeking quotations and inviting tenders all Council Officers must have regard to the principles set out in Appendix C.

(iv) Purchasing Rules The purchasing requirements can be determined by using Table 1 below:

Greater than $15,000 or $1,000 or Up to $999 Up to $100 $200,000 more but less more but less Via Petty (large than $200,000 than $15,000 Cash contract) (medium Contract) Legislation Local Local Not Applicable Not Applicable Not Applicable Government Government Regulation Regulation s226 s225 Form of Public Tender Written quote or panel Written or Not Applicable quotation arrangement verbal Number of Not Applicable Seek minimum Seek minimum 1 – non local Not Applicable Quotations of 3 of 2 must be written Exceptions Do not need to Do not need to obtain quote from If able to If sourced tender if at vendor panel & record quote on source locally locally ensure least 1 written Quote Record Form unless get 1 then 1 written purchases quote complies written quote which complies or verbal quote shared evenly with 1 of the with 1 of the exceptions in (v) and share across local exceptions in evenly across suppliers. (v) local suppliers. If no local supplier then 1 written quote is required

(v) Exceptions A purchase order may be raised after complying with one of the following exceptions: i. Accessing a supplier from Council’s Register of Approved Contractors: or ii. Accessing a supplier from Council’s Register of Pre-qualified Suppliers; or iii. Accessing a supplier from Council’s Register of Preferred Suppliers; or iv. Accessing a LOCALBUY arrangement; or v. There is only 1 supplier who is reasonably available; or vi. Where because of the specialised or confidential nature of the services that are sought, it would be impractical or disadvantageous for Council to invite quotes or tenders; or vii. A genuine emergency exists; or Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 2 viii. Goods or services for emergent works with a value of less than $15,000; or ix. The purchase of goods at an auction; or x. The purchase of second-hand goods; or xi. The contract is made with a government body or government arrangement. The reason for applying an exception must be recorded on the Quote Record Exception Form and must be authorised by senior management.

(vi) Tenders Tender processes are outlined in Purchasing Procedures Appendix D.

(vii) Gifts or Benefits The acceptance of gifts or hospitality benefits by employees or contractors must be treated in accordance with Council’s Gifts and Benefits Policy.

(viii) Evaluation Criteria When evaluating offers, Council officers shall have regard to the five sound contracting principles as outlined in Appendix C.

Council must accept the tender or quote most advantageous to it. Council may decide not to accept any tender or quote.

At least two officers of the Council shall be involved in the evaluation, awarding and administration of all purchases. Any Councillor or Officer who has any personal interest in the contract shall be excluded from the procurement evaluation process.

Officers must keep appropriate records to satisfy audit requirements and to establish that the principles and procedures contained in this policy have been complied with.

(ix) Purchase Orders The issue of a purchase order under the terms of contract represents the acceptance of an offer, thereby establishing a contract with the legal implications that this entails.

Council purchase orders must be raised before the supply of all goods and services. Council’s electronic ordering system must be used if possible.

Purchase orders must specify where and to whom the goods are to be delivered along with delivery instructions. Purchase orders must contain a quoted price or estimated quoted price apportioned to the relevant budget numbers.

Expenditure limits and threshold limits have been set in this policy to ensure proper controls and checks are carried out on all purchases. No officer shall break down a procurement of products or services into its components or reduce quantities or take any other action in order to avoid complying with this policy or obtaining the prescribed approvals.

(x) Support for Local Business and Industry Council officers involved in procurement practices shall support local business and industry in accordance with the provisions of the Annual Procurement Plan in Appendix E. The annual Procurement Plan will detail the use of weightings and other local business support initiatives.

(xi) Barcaldine Regional Council Workplace Health & Safety All contractors and suppliers of goods or services shall ensure that the work undertaken or goods supplied comply with Workplace Health and Safety requirements.

(xii) Quality Assurance and Risk Management and Environmental Management Wherever possible, goods and services shall be procured from suppliers with an appropriate Quality Management System and Risk Management System and Environmental Management System. Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 3 (xiii) Emergencies

The Local Government Regulation 2012 makes provision for expenditure in a genuine emergency. An example of genuine emergency or hardship includes potential flood damage, storm damage, etc and where action must be taken to protect public assets by immediate action.

(xiv) Weightings Weightings must be used when evaluating offers, as a means of determining the offer most beneficial to the Council. When weightings are applied in the evaluation process, they must be applied consistently and documented for audit purposes.

(xv) Disclosure All businesses providing a tender/quote will be advised of the name and amount of the successful tender/quote upon request.

(xvi) Receipt Immediately upon receipt, goods must be inspected for compliance with the order specifications and quantities and be reconciled with the order. The supplier must be formally notified of any returns or shortfalls or damage to the goods received. Credit requests and shortages must be noted on the delivery documents or invoice to ensure that Council only pays for the quantities received.

(xvii) Payment A signed proof of satisfactory receipt of the goods/services must be supplied to the Accounts Payable Section to authorise payment to the supplier.

Unless otherwise negotiated or specified in the offer or on the account, payment will be made in accordance with Council's trading terms of 21 days from the date of invoice.

Orders which may require cancellation must be referred immediately to the issuing procurement officer for appropriate action.

(xviii) Community Services Council will abide by this Policy for the procurement of goods and services for community care clients except where a client exercises their right to choose their supplier of goods and services.

(xix) Annual Procurement Plan Council will adopt an annual Procurement Plan two months after the adoption of the annual budget. The Procurement Plan will provide staff and suppliers with the details of the procurement activities and their proposed timings and methodology that will enable the budget to be delivered.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 4 APPENDIX A

Local Government Act 2009

104Financial management systems (1)To ensure it is financially sustainable, a local government must establish a system of financial management that— (a)ensures regard is had to the sound contracting principles when entering into a contract for— (i)the supply of goods or services; or (ii)the disposal of assets; and (b)complies with subsections (5) to (7). (2)A local government is financially sustainable if the local government is able to maintain its financial capital and infrastructure capital over the long term. (3)The sound contracting principles are— (a)value for money; and (b)open and effective competition; and (c)the development of competitive local business and industry; and (d)environmental protection; and (e)ethical behaviour and fair dealing. (4)A contract for the supply of goods or services includes a contract about carrying out work. (5)The system of financial management established by a local government must include— (a)the following financial planning documents prepared for the local government— (i)a corporate plan that incorporates community engagement; (ii)a long-term asset management plan; (iii)a long-term financial forecast; (iv)an annual budget including revenue statement; (v)an annual operational plan; and (b)the following financial accountability documents prepared for the local government— (i)general purpose financial statements; (ii)asset registers; (iii)an annual report; (iv)a report on the results of an annual review of the implementation of the annual operational plan; and (c)the following financial policies of the local government— (i)investment policy; (ii)debt policy; (iii)revenue policy.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 5 (6)A local government must ensure the financial policies of the local government are regularly reviewed and updated as necessary. (7)A local government must carry out a review of the implementation of the annual operational plan annually. (8)To remove any doubt, it is declared that subsection (1)(a) does not require equal consideration to be given to each of the sound contracting principles.

Local Government Regulation 2012

164Requirement to keep record of particular matters (1)A local government must keep a written record stating the following— (a)the risks the local government’s operations are exposed to, to the extent they are relevant to financial management; (b)the control measures adopted to manage the risks. (2)The local government must keep, with the record, a copy of each of the following— (a)its community grants policy; (b)its entertainment and hospitality policy; (c)its advertising spending policy; (d)its procurement policy.

198Procurement policy (1)A local government must prepare and adopt a policy about procurement (a procurement policy). (2)The procurement policy must include details of the principles, including the sound contracting principles, that the local government will apply in the financial year for purchasing goods and services. (3)A local government must review its procurement policy annually.

Chapter 6Contracting Part 1Introduction 216What ch 6 is about (1)This chapter is about a local government’s activities for the making of a contract for— (a)the supply of goods or services; or (b)the disposal of non-current assets. (2)However, this chapter does not apply to a local government making a contract of employment with a local government employee. Part 2Strategic contracting procedures 217What pt 2 is about (1)This part allows a local government to take a strategic approach to its contracts.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 6 (2)A strategic approach is an approach that identifies potential opportunities, while managing adverse risks. (3)However, this part applies to a local government only if it decides to apply the part. (4)This part does not apply to a contract for the disposal of land. (5)For all other contracts, this part provides an alternative to part 3. 218Power to choose strategic approach (1)A local government may, by resolution, decide to apply this part to its contracts. (2)However, the local government may do so only after it— (a)has considered the costs and benefits of complying with this part; and (b)has given the public notice of the proposed resolution. (3)The notice must— (a)state the proposed resolution; and (b)state the day and time of the meeting where the resolution is to be considered; and (c)be published on the local government’s website, and in another way the chief executive officer considers appropriate, at least 4 weeks before the meeting. 219Effect of choice (1)If a local government decides to apply this part to its contracts, it must comply with this part from— (a)the day on which the resolution is passed; or (b)if the resolution states a later day for complying—the later day. (2)The later day must not be more than 1 year after the resolution is passed. (3)The passing of the resolution does not of itself affect a contractual obligation or right of the local government. (4)Subsection (5) applies if, immediately before the day on which the local government passes the resolution, the local government— (a)had, under part 3, invited tenders or quotes for a contract; and (b)had received tenders or quotes in response to the invitation; and (c)had not accepted, or had decided not to accept, any of the tenders or quotes. (5)Part 3 continues to apply to the contracts as if the resolution had not been passed. (6)The local government may, by a later resolution, decide this part no longer applies to the local government. (7)If the local government does so, it must continue to comply with this part for any contract that was made when this part did apply to the local government. 220Contracting plans (1)This section applies if a local government decides to apply this part to its contracts. (2)Each financial year, the local government must make and adopt a contracting plan. (3)A contracting plan is a document stating— (a)the types of contracts that the local government proposes to make in the financial year; and (b)the principles and strategies for performing the contracts; and (c)a policy about proposed delegations for the contracts; and

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 7 (d)a market assessment for each type of contract; and (e)the contracts that the local government considers will be significant (a significant contract) having regard to the market assessment; and (f)a policy about the making of a significant contracting plan under section 221. (4)A market assessment is an assessment of the relative cost and difficulty in securing supply under each type of contract. (5)A contracting plan must be consistent with and support the achievement of the strategic directions stated in the local government’s 5-year corporate plan. (6)The local government must not make the resolution to adopt a contracting plan before the local government adopts the annual budget for the financial year. (7)The local government may, by resolution, amend a contracting plan at any time before the end of the financial year to which the plan relates. (8)The local government must allow the public to inspect and buy copies of the contracting plan at the local government public office. 221Significant contracting plans (1)This section applies if the contracting plan identifies any significant contracts. (2)The local government must make a significant contracting plan for each significant contract before the contract starts. (3)A significant contracting plan is a document stating— (a)the objectives of the significant contract; and (b)how the objectives are to be achieved; and (c)how achievement of the objectives will be measured; and (d)any alternative ways of achieving the objectives, and why the alternative ways were not adopted; and (e)proposed contractual arrangements for the activity; and (f)a risk analysis of the market in which the contract is to happen. (4)The objectives must be consistent with the local government’s contracting plan. (5)The local government may, by resolution, amend a significant contracting plan at any time before the end of the financial year to which the plan relates. 222Contract manual (1)A local government must make and adopt a contract manual. (2)A contract manual is a document that sets out the procedures for how the local government is to carry out all contracts. (3)The contract manual must— (a)apply the sound contracting principles; and (b)be consistent with, and support, the achievement of the strategic direction stated in the local government’s 5-year corporate plan; and (c)if the local government has adopted a contracting plan—be consistent with the contracting plan; and (d)include a policy about how the local government is to deal with any non-current assets that have a value of less than the amount mentioned in section 224(8). Part 3Default contracting procedures Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 8 Division 1Introduction 223What pt 3 is about (1)This part is about the requirements that a local government must comply with before entering into a contract, unless the local government decides to apply part 2. (2)This part applies to a contract for the disposal of land other than trust land, or an interest in trust land, that is the subject of a deed of grant in trust under which an indigenous local government is the trustee. Division 2Entering into particular contracts 224What div 2 is about (1)This division explains what a local government must do before it enters into— (a)a medium-sized contractual arrangement; or (b)a large-sized contractual arrangement; or (c)a valuable non-current asset contract. (2)A medium-sized contractual arrangement is a contractual arrangement with a supplier that is expected to be worth, exclusive of GST, $15,000 or more but less than $200,000 in a financial year, or over the proposed term of the contractual arrangement. (3)A large-sized contractual arrangement is a contractual arrangement with a supplier that is expected to be worth, exclusive of GST, $200,000 or more in a financial year, or over the proposed term of the contractual arrangement. Example— A contractual arrangement for the supply of a service over a 5 year period that is expected to be worth, exclusive of GST, $80,000 each year has a total expected value of $400,000. (4)For subsections (2) and (3), the expected value of a contractual arrangement with a supplier for a financial year, or over the proposed term of the contractual arrangement, is the total expected value of all of the local government’s contracts with the supplier for goods and services of a similar type under the arrangement. (5)A valuable non-current asset contract is a contract for the disposal of a valuable non-current asset. (6)The disposal of a valuable non-current asset by a local government includes the disposal of all or any part of an interest in the asset. Example— the grant of a lease over land or a building (7)A valuable non-current asset is— (a)land; or (b)another non-current asset that has an apparent value that is equal to or more than a limit set by the local government. (8)A limit set by the local government under subsection (7)(b) can not be more than the following amount— (a)for plant or equipment—$5,000; (b)for another type of non-current asset—$10,000. 225Medium-sized contractual arrangement—quotes needed first (1)A local government can not enter into a medium-sized contractual arrangement unless the local government first invites written quotes for the contract.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 9 (2)The invitation must be given to at least 3 persons who the local government considers can meet the local government’s requirements at competitive prices. (3)The local government may decide not to accept any of the quotes it receives. (4)However, if the local government does decide to accept a quote, the local government must accept the quote most advantageous to it having regard to the sound contracting principles. (5)This section is subject to division 3. 226Large-sized contractual arrangement—tenders needed first (1)A local government can not enter into a large-sized contractual arrangement unless the local government first invites written tenders for the contract under section 228. (2)This section is subject to division 3. 227Valuable non-current asset contract—tenders or auction needed first (1)A local government can not enter into a valuable non-current asset contract unless it first— (a)invites written tenders for the contract under section 228; or (b)offers the non-current asset for sale by auction. (2)This section is subject to division 4. 228Tender process (1)This section is about how a local government must invite written tenders for— (a)a large-sized contractual arrangement; or (b)a valuable non-current asset contract. (2)The local government must either— (a)invite written tenders under subsection (4); or (b)invite expressions of interest under subsection (5) before considering whether to invite written tenders under subsection (7)(b). (3)However, the local government may invite expressions of interest under subsection (5) only if the local government— (a)decides, by resolution, that it would be in the public interest to invite expressions of interest before inviting written tenders; and (b)records its reasons for making the resolution in the minutes of the meeting at which the resolution was made. (4)The invitation for tenders must— (a)be published on the local government’s website for at least 21 days; and (b)allow written tenders to be given to the local government while the invitation is published on the website. (5)The invitation for expressions of interest must— (a)be published on the local government’s website for at least 21 days; and (b)allow written expressions of interest to be given to the local government while the invitation is published on the website. (6)Also, the local government must take all reasonable steps to publish the invitation for tenders or invitation for expressions of interest in another way to notify the public about the tender process. Examples for subsection (6)— Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 10 publishing an invitation in an industry publication or on the QTENDERS website (7)If the local government invites expressions of interest under subsection (5) or (6), the local government may— (a)prepare a short list from the persons who respond to the invitation for expressions of interest; and (b)invite written tenders from those persons. (8)If— (a)an invitation to tender under subsection (4) or (7)(b) states that the local government might later invite all tenderers to change their tenders to take account of a change in the tender specifications; and (b)the local government does change the tender specifications; the local government may invite all the persons who submitted a tender to change their tender to take account of the change, before making a decision on the tenders. (9)A local government may decide not to accept any tenders it receives. (10)However, if the local government does decide to accept a tender, the local government must accept the tender most advantageous to it, having regard to the sound contracting principles. Division 3Exceptions for medium-sized and large-sized contractual arrangements 229What div 3 is about This division explains when a local government may enter into— (a)a medium-sized contractual arrangement without first inviting written quotes; or (b)a large-sized contractual arrangement without first inviting written tenders. 230Exception if quote or tender consideration plan prepared (1)A local government may enter into a medium-sized contractual arrangement or large-sized contractual arrangement without first inviting written quotes or tenders if the local government— (a)decides, by resolution, to prepare a quote or tender consideration plan; and (b)prepares and adopts the plan. (2)A quote or tender consideration plan is a document stating— (a)the objectives of the plan; and (b)how the objectives are to be achieved; and (c)how the achievement of the objectives will be measured; and (d)any alternative ways of achieving the objectives, and why the alternative ways were not adopted; and (e)the proposed terms of the contract for the goods or services; and (f)a risk analysis of the market from which the goods or services are to be obtained. 231Exception for contractor on approved contractor list (1)This section applies to a medium-sized contractual arrangement or large-sized contractual arrangement for services. (2)A local government may enter into the contract without first inviting written quotes or tenders if the contract is made with a person who is on an approved contractor list.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 11 (3)An approved contractor list is a list of persons who the local government considers to be appropriately qualified to provide the services. (4)The local government must put together the approved contractor list by— (a)publishing an invitation for expressions of interest from suitably qualified persons for at least 21 days on the local government’s website; and (b)taking all reasonable steps to publish the invitation in another way to notify the public about the making of the approved contractor list; and Examples for paragraph (b)— publishing an invitation in an industry publication or on the QTENDERS website (c)allowing written expressions of interest to be given to the local government while the invitation is published on the website; and (d)choosing persons for the approved contractor list on the basis of the sound contracting principles. 232Exception for register of pre-qualified suppliers (1)This section applies to a medium-sized contractual arrangement or large-sized contractual arrangement for the supply of goods or services. (2)A local government may enter into the contract without first inviting written quotes or tenders if the contract is entered into with a supplier from a register of pre- qualified suppliers that is made in compliance with subsections (3) to (7). (3)A local government may establish a register of pre-qualified suppliers of particular goods or services only if— (a)the preparation and evaluation of invitations every time the goods or services are needed would be costly; or (b)the capability or financial capacity of the supplier of the goods or services is critical; or (c)the supply of the goods or services involves significant security considerations; or (d)a precondition of an offer to contract for the goods or services is compliance with particular standards or conditions set by the local government; or (e)the ability of local business to supply the goods or services needs to be discovered or developed. (4)A local government must invite suppliers to tender to be on a register of pre-qualified suppliers. (5)The invitation must— (a)be published on the local government’s website for at least 21 days; and (b)allow written tenders to be given to the local government while the invitation is published on the website. (6)Also, the local government must take all reasonable steps to publish the invitation in another way to notify the public about establishing the register of pre-qualified suppliers. Examples for subsection (6)— publishing an invitation in an industry publication or on the QTENDERS website (7)When selecting a supplier to be a pre-qualified supplier for the register, the local government must have regard to the sound contracting principles.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 12 (8)A pre-qualified supplier is a supplier who has been assessed by the local government as having the technical, financial and managerial capability necessary to perform contracts on time and in accordance with agreed requirements. 233Exception for a preferred supplier arrangement (1)This section applies to a medium-sized contractual arrangement or large-sized contractual arrangement for goods or services if a local government— (a)needs the goods or services— (i)in large volumes; or (ii)frequently; and (b)is able to obtain better value for money by accumulating the demand for the goods or services; and (c)is able to describe the goods or services in terms that would be well understood in the relevant industry. (2)A local government may enter into a contract for the goods or services without first inviting written quotes or tenders if the contract is entered into with a preferred supplier under a preferred supplier arrangement that is made in compliance with subsections (3) to (9). (3)A local government must invite persons to tender for a preferred supplier arrangement. (4)The invitation to tender for a preferred supplier arrangement must— (a)be published on the local government’s website for at least 21 days; and (b)allow written tenders to be given to the local government while the invitation is published on the website; and (c)describe the terms of the preferred supplier arrangement. (5)Also, the local government must take all reasonable steps to publish the invitation in another way to notify the public about the tender process. Examples for subsection (5)— publishing an invitation in an industry publication or on the QTENDERS website (6)When selecting a person to be a preferred supplier under a preferred supplier arrangement, the local government must have regard to the sound contracting principles. (7)The local government must ensure the terms of the preferred supplier arrangement allow the contract to be cancelled for the poor performance of the preferred supplier. (8)A preferred supplier arrangement may be entered into for a term of more than 2 years only if the local government is satisfied the longer term will result in better value for the local government. (9)For subsection (8), the term of a preferred supplier arrangement includes any period provided for under the arrangement by which the term of the arrangement can be extended. 234Exception for LGA arrangement (1)A local government may enter into a contract for goods and services without first inviting written quotes or tenders if the contract is entered into under an LGA arrangement.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 13 (2)An LGA arrangement is an arrangement that— (a)has been entered into by— (i)LGAQ Ltd.; or Note— See section 287 of the Act. (ii)a company (the associated company) registered under the Corporations Act, if LGAQ Ltd. is its only shareholder; and (b)if LGAQ Ltd. or the associated company were a local government, would be either— (i)a contract with an independent supplier entered into under section 232 by LGAQ Ltd. or the associated company; or (ii)a contract with an independent supplier entered into under a preferred supplier arrangement under section 233. (3)An independent supplier is an entity other than a subsidiary (a relevant subsidiary) of LGAQ Ltd. or the associated company under the Corporations Act. (4)Despite subsection (2)(b), an LGA arrangement may include a contract with a relevant subsidiary from a register of pre-qualified suppliers or a preferred supplier arrangement with a relevant subsidiary if the arrangement is approved by the Minister. (5)For deciding whether to approve an LGA arrangement under subsection (4), the Minister— (a)must have regard to the sound contracting principles; and (b)may ask LGAQ Ltd. or the associated company to give the Minister information or documents relevant to the arrangement. Examples of relevant information or documents— •information or documents relating to assessment of the relevant subsidiary’s suitability to be on the register of pre-qualified suppliers or the tender process for the preferred supplier arrangement •information or documents relating to the potential impact of the arrangement on local government employees 235Other exceptions A local government may enter into a medium-sized contractual arrangement or large-sized contractual arrangement without first inviting written quotes or tenders if— (a)the local government resolves it is satisfied that there is only 1 supplier who is reasonably available; or (b)the local government resolves that, because of the specialised or confidential nature of the services that are sought, it would be impractical or disadvantageous for the local government to invite quotes or tenders; or (c)a genuine emergency exists; or (d)the contract is for the purchase of goods and is made by auction; or (e)the contract is for the purchase of second-hand goods; or (f)the contract is made with, or under an arrangement with, a government agency. Division 4Exceptions for valuable non-current asset contracts 236Exceptions for valuable non-current asset contracts

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 14 (1)Subject to subsections (2) to (4), a local government may dispose of a valuable non- current asset other than by tender or auction if— (a)the valuable non-current asset— (i)was previously offered for sale by tender or auction but was not sold; and (ii)is sold for more than the highest tender or auction bid that was received; or (b)the valuable non-current asset is disposed of to— (i)a government agency; or (ii)a community organisation; or (c)for the disposal of land or an interest in land— (i)the land will not be rateable land after the disposal; or (ii)the land is disposed of to a person whose restored enjoyment of the land is consistent with Aboriginal tradition or Island custom; or (iii)the disposal is for the purpose of renewing the lease of land to the existing tenant of the land; or (iv)the land is disposed of to a person who owns adjoining land if— (A)the land is not suitable to be offered for disposal by tender or auction for a particular reason, including, for example, the size of the land or the existence of particular infrastructure on the land; and (B)there is not another person who owns other adjoining land who wishes to acquire the land; and (C)it is in the public interest to dispose of the land without a tender or auction; and (D)the disposal is otherwise in accordance with sound contracting principles; or (v)all or some of the consideration for the disposal is consideration other than money, for example, other land given in exchange for the disposal, if— (A)it is in the public interest to dispose of the land without a tender or auction; and (B)the disposal is otherwise in accordance with sound contracting principles; or (vi)the disposal is for the purpose of a lease for a telecommunication tower; or (vii)the disposal is of an interest in land that is used as an airport or for related purposes if— (A)it is in the public interest to dispose of the interest in land without a tender or auction; and (B)the disposal is otherwise in accordance with sound contracting principles; or (d)for the disposal of a valuable non-current asset, other than land, by way of a trade- in for the supply of goods or services to the local government— (i)the supply is, or is to be, made under this part; and (ii)the disposal is, or is to be, part of the contract for the supply; or (e)for the disposal of a valuable non-current asset by the grant of a lease—the grant of the lease has been previously offered by tender or auction, but a lease has not been entered into; or (f)the Minister exempts the local government from complying with section 227. (2)An exception mentioned in subsection (1)(a) to (e) applies to a local government disposing of a valuable non-current asset only if, before the disposal, the local government has decided, by resolution, that the exception may apply to the local government on the disposal of a valuable non-current asset other than by tender or auction.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 15 (3)A local government may only dispose of land or an interest in land under this section if the consideration for the disposal would be equal to, or more than, the market value of the land or the interest in land, including the market value of any improvements on the land. (4)However, subsection (3) does not apply if the land or interest in land is disposed of under subsection (1)(b), (1)(c)(ii) or (1)(f). (5)For subsection (3), a written report about the market value of land or an interest in land from a valuer registered under the Valuers Registration Act 1992 who is not an employee of the local government is evidence of the market value of the land or the interest in land. (6)An exemption under subsection (1)(f) may be given subject to conditions. Part 4Publishing details of particular contractual arrangements 237Publishing details of contractual arrangements worth $200,000 or more (1)A local government must, as soon as practicable after entering into a contractual arrangement worth $200,000 or more (exclusive of GST)— (a)publish the relevant details of the contractual arrangement on the local government’s website; and (b)display the relevant details of the contractual arrangement in a conspicuous place in the local government’s public office. (2)The relevant details must be published or displayed under subsection (1) for a period of at least 12 months. (3)In this section— relevant details, of a contractual arrangement, means the following— (a)the person with whom the local government has entered into the contractual arrangement; (b)the value of the contractual arrangement; (c)the purpose of the contractual arrangement. Example— the particular goods or services to be supplied under the contractual arrangement Part 5Other matters 238Entering into a contract under a delegation (1)This section applies if a local government delegates, under section 257 of the Act, power to make, amend or discharge a contract for the local government. Note— The chief executive officer may delegate a power delegated by a local government. See the Act, section 259. (2)The delegate may make, amend or discharge a contract (the contractual action) for the local government if— (a)the local government’s expenditure because of the contractual action has been provided for in the approved annual budget for— (i)the financial year when the contractual action is taken; or (ii)the financial year in which the delegation is made, if the expenditure is within the limits stated in the resolution making the delegation; or (b)the contractual action has been taken because of genuine emergency or hardship. (3)The delegate may take the contractual action in the same way as an individual. Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 16 (4)This section does not affect another law that requires— (a)an approval, consent or permission to be obtained; or (b)a procedure to be complied with for taking the contractual action.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 17 APPENDIX B

Purchasing Delegations for Authorised Officers

The following schedule indicates the authorized officers and expenditure limits for orders, requisitions and payments:

Orders Requisitions Must be different to the Position person signing the requisition. Chief Executive Yes Officer Yes No limit if budgeted or Deputy Chief No limit if budgeted or approved by Council or in a Executive Officer approved by Council genuine emergency or District Manager $20,000 not budgeted Yes Yes No limit if budgeted or Director of Works / No limit if budgeted or approved by Council Chief Engineer approved by Council or $20,000 not budgeted Yes Senior Works $200,000 budgeted or No Supervisor approved by Council Yes Yes $20,000 budgeted or District Support Officer $5,000 budgeted or approved by Council and approved by Council only in the absence of the District Manager

Designated Yes Yes Purchasing Officer Up to $5,000 budgeted Up to $5,000 budgeted or (expenditure limit or approved by Council approved by Council approved by the CEO) Other Authorised Yes Officer approved by $1,000 budgeted No the CEO

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 18 APPENDIX C

Sound Contracting Principles

All Council procurement transactions shall have regard to the five sound contracting principles:

(a) Open and Effective Competition: Council will: i. ensure all suppliers wishing to conduct business with Council shall have a reasonable opportunity to do so; ii. maximise the prospect of obtaining the most cost effective outcomes; iii. ensure there is no favouritism to particular suppliers; iv. ensure contracts are awarded on the basis of merit; and v. ensure Council’s procurement procedures are visible to the Council, the public and suppliers.

(b) Value for Money: Council believes value for money: i. represents the best return and performance from the money spent over the extended life of the product or service; ii. does not always mean the lowest price; iii. can be achieved by the use of open specifications that provide for alternative offers and also enhance the prospect of receiving value for money; and iv. will be enhanced through quality assurance systems.

(c) The development of competitive Local Business and Industry: (Appendix E) Council will: i. enhance the opportunity for local suppliers of goods and services to be considered for Council business; and ii. encourage and give local suppliers every opportunity to compete for the Council’s business.

(a) Environmental Protection: Council will encourage environmentally sustainable development by promoting purchasing practices which: i. conserve resources; ii. save energy; iii. minimise waste; iv. protect human health; v. maintain and improve environmental quality and safety; and vi. promote the use of recycled materials.

(e) Ethical Behaviour and Fair Dealing: Council will implement practices that: i. operate with impartiality and openness; ii. have a high degree of integrity; iii. advance the interests of the Council; and iv. avoid suppliers who seek favours and operate outside of competition and the policies encompassed in this document.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 19 APPENDIX D

Tenders

Tenders must be invited before making a contract for the carrying out of work or for the supply of goods or services involving a cost of more than $200,000. Tenders may be invited for contracts of less than $200,000. The invitation to tender must be an advertisement in a newspaper circulating generally in the Barcaldine Regional Council area and will allow at least 21 days from the day of the advertisement for the submissions of tenders. Tenders may be lodged by facsimile, email or in writing and lodged by a set date and time. Such tenders should be clearly endorsed with the tender reference. Specifications, where appropriate, must set out the minimum performance requirements, dimensions and purpose for which the goods/services are required. (a) Functional Specifications: functional specifications will outline the proposed role of the product in achieving the desired result. The specifications will define the task or desired result and may describe the general form of the goods and services required. (b) Performance Specifications: performance specifications will detail the required performance characteristics which will be subject to testing on delivery to demonstrate compliance with the specifications. Such specifications will, if appropriate, include maximum and minimum performance criteria and methods of measuring performance. (c) Technical Specifications: technical specifications must detail the physical description of the product including elements such as size, capacity, rating and materials. (d) Material Specifications: material specifications must state the physical characteristics of material - ie: basic, semi-fabricated or compound. They will be used for describing specific material and may refer to specific commercial or industrial standards. (e) Tender Closing Time and Date. Council shall provide a tender box in a designated area of Council premises for the purpose of holding all tender documents received. The tender box shall be securely locked with keys held by the Chief Executive Officer or Delegate. All tenders and formal quotation documents received before the advertised tender closure time shall be lodged in the tender box unopened. Tender documents received after the advertised closing date and time shall be deemed invalid unless there is satisfactory evidence to Council that such tender: (i) was delivered to Council before the specified closing time, or (ii) was despatched to reach Council under normal circumstances before the specified closing time but was still in the course of delivery at that time. Tenders shall close at the time and date stated in the tender documents. (f) Tender Openings: the opening of tenders shall be carried out by two (2) nominated Barcaldine Regional Council representatives. (g) Changes to tenders: If Council changes a tender specification or requirement, Council must invite all the persons who have submitted a tender to change their tender to take account of a change in the tender specifications or requirements.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 20 APPENDIX E

Development of Competitive Local Business and Industry

The Council shall support local business and industry by procuring goods and services locally in accordance with this policy. This will be achieved by: (a) actively seeking out known local suppliers and supplies; (b) ensuring quotes include freight to point of delivery in the total cost; (c) ensuring that purchases and projects are not structured to exclude local suppliers; (d) avoiding non-standard specifications which local suppliers cannot meet; (e) improving the local community’s understanding of the Council’s procurement policy; (f) defining local businesses into three categories - Category 1, Category 2 and Category 3 – as described below. Non-local businesses will be defined as Category 0.

Council should ensure that, where there is more than one local business providing goods or services on similar terms, that it is not unreasonably favoring one business over another business in its procurement practices.

Local Business Categorisation The approved Prequalified Supplier Register for Plant Hire will be presented to Council each year for categorization of suppliers into Category 1, Category 2 and Category 3. Any amendments to the categories must be approved by Council.

A list of all other suppliers, categorized into Category 1, Category 2 and Category 3, will be compiled by the Chief Executive Officer and the District Managers and provided to the relevant officers. As new suppliers appear they will be classified by the Chief Executive Officer or Executive Managers

A Category 1 Business is a business which complies with all of the following: 1. the business owns or leases a business premises or depot located within the Barcaldine Regional Council area; and 2. the business employs or subcontracts people residing in the Barcaldine Regional Council area (the owners are treated as employees for the purpose of this clause); and 3. The owners of the business permanently reside in the Barcaldine Regional Council area; and 4. The business and/or its owners are ratepayers of Barcaldine Regional Council.

A Category 2 Business is a business which complies with all of the following: 1. the business owns or leases a business premises or depot located within the Barcaldine Regional Council area; and 2. the business employs or subcontracts people residing in the Barcaldine Regional Council area (the owners are treated as employees for the purpose of this clause); and 3. The business and/or its owners are ratepayers of, or lease a property in, or are a permanent resident of, Barcaldine Regional Council.

A Category 3 Business is a business which complies with any of the following: 1. The business normally operates within the Barcaldine Regional Council area but is not a Category 1 or 2 business; or 2. The business supplies goods or services not available within the Barcaldine Regional Council area.

Barcaldine Regional Council Procurement Policy adopted 16 December 2020 Page | 21 BARCALDINE REGIONAL COUNCIL PAGE 159 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.5.1 SUBJECT HEADING: Financial Report – December 2020 Author and Title: Sarmad Habib, Acting Finance Officer CLASSIFICATION: (if confidential)

Summary: The financial report for the period ending 9 December 2020 is presented to Council.

Officer's Recommendation: That Council receives the report.

Background Section 204 of the Local Government Regulation 2012 requires a local government to prepare a financial report and present the financial report at each monthly meeting of the local government.

The financial report must state the progress that has been made in relation to the local government’s budget for the period of the financial year up to a day as near as practicable to the end of the month before the meeting is held.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources

Consultation (internal/external) Acting Chief Executive Officer Acting Deputy Chief Executive Officer Chief Engineer Finance Officer District Managers

Policy Implications Nil

Budget and Resource Implications As per statements

Risk Implications As per the attachment BARCALDINE REGIONAL COUNCIL PAGE 160 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL BANK ACCOUNTS AND INVESTMENTS 31/07/2019 31/08/2019 31/01/2020 29/02/2020 31/03/2020 30/04/2020 31/05/2020 30/06/2020 31/07/2020 31/08/2020 30/09/2020 31/10/2020 30/11/2020 OPERATING ACCOUNTS Bank of Qld Operating Account Opening Balance $ 783,193.56 $ 289,621.65 $750,855.82 $179,379.06 $322,509.63 $349,264.53 $459,193.80 $879,995.25 $1,103,376.21 $687,819.51 $199,743.06 $517,857.60 $595,813.73 Transfer from Investments $ 2,100,000.00 $ 2,950,000.00 $1,250,000.00 $1,600,000.00 $1,200,000.00 $2,550,000.00 $1,700,000.00 $1,800,000.00 $1,800,000.00 $150,000.00 $1,500,000.00 $5,394,776.00 $1,300,000.00 Receipts $ 3,951,527.85 $ 2,090,766.83 $2,280,805.30 $7,307,472.98 $2,888,604.03 $2,207,773.15 $8,579,932.26 $2,830,916.23 $4,410,991.14 $3,385,623.01 $3,113,949.18 $6,403,528.61 $2,053,558.30 $ 6,834,721.41 $ 5,330,388.48 $4,281,661.12 $9,086,852.04 $4,411,113.66 $5,107,037.68 $10,739,126.06 $5,510,911.48 $7,314,367.35 $4,223,442.52 $4,813,692.24 $12,316,162.21 $3,949,372.03 Transfer to Investments -$ 2,500,000.00 -$ 800,000.00 -$1,800,000.00 -$6,250,000.00 -$500,000.00 -$850,000.00 -$5,500,000.00 $0.00 -$1,300,000.00 -$1,300,000.00 -$400,000.00 -$4,500,000.00 Payments -$ 4,045,099.76 -$ 4,204,751.95 -$2,302,282.06 -$2,514,342.41 -$3,561,849.13 -$3,797,843.88 -$4,359,130.81 -$4,407,535.27 -$5,326,547.84 -$2,723,699.46 -$3,895,834.64 -$7,220,348.48 -$3,561,429.03 Closing Balance $ 289,621.65 $ 325,636.53 $179,379.06 $322,509.63 $349,264.53 $459,193.80 $879,995.25 $1,103,376.21 $687,819.51 $199,743.06 $517,857.60 $595,813.73 $387,943.00

QTC Investment Account Opening Balance $ 10,603,387.01 $ 11,019,176.90 $11,737,515.94 $12,293,121.48 $16,946,798.71 $16,256,100.70 $14,566,536.54 $18,373,903.35 $16,576,996.57 $14,831,908.49 $15,986,566.00 $14,889,580.50 $21,308,456.41 Deposits $ 2,500,000.00 $ 800,000.00 $1,800,000.00 $6,250,000.00 $500,000.00 $850,000.00 $5,500,000.00 $0.00 $1,300,000.00 $1,300,000.00 $400,000.00 $7,115,228.00 $0.00 Interest Received $ 16,905.84 $ 19,562.60 $6,184.11 $4,040.01 $10,127.41 $10,435.84 $8,191.25 $3,740.83 $5,949.53 $5,566.70 $3,801.98 $4,534.21 $ 13,120,292.85 $ 11,838,739.50 $13,543,700.05 $18,547,161.49 $17,456,926.12 $17,116,536.54 $20,074,727.79 $18,377,644.18 $17,882,946.10 $16,137,475.19 $16,390,367.98 $22,009,342.71 $21,308,456.41 Withdrawals -$ 2,100,000.00 -$ 2,950,000.00 -$1,250,000.00 -$1,600,000.00 -$1,200,000.00 -$2,550,000.00 -$1,700,000.00 -$1,800,000.00 -$3,050,000.00 -$150,000.00 -$1,500,000.00 -$700,000.00 -$1,300,000.00 Administration -$ 1,115.95 -$ 1,370.87 -$578.57 -$362.78 -$825.42 $0.00 -$824.44 -$647.61 -$1,037.61 -$909.19 -$787.48 -$886.30 Closing Balance $ 11,019,176.90 $ 8,887,368.63 $12,293,121.48 $16,946,798.71 $16,256,100.70 $14,566,536.54 $18,373,903.35 $16,576,996.57 $14,831,908.49 $15,986,566.00 $14,889,580.50 $21,308,456.41 $20,008,456.41 11am Call General Account Balance $3,165,746.48 $7,819,423.71 $7,128,725.70 $5,439,161.54 $9,246,528.35 $9,927,883.57 $8,182,795.49 $9,337,453.00 $8,240,467.50 $8,446,635.41 $7,146,635.41 NDRRA Reserve Account Balance $9,127,375.00 $9,127,375.00 $9,127,375.00 $9,127,375.00 $9,127,375.00 $6,649,113.00 $6,649,113.00 $6,649,113.00 $6,649,113.00 $12,861,821.00 $12,861,821.00

Total Operating Accounts $ 11,308,798.55 $ 9,213,005.16 $ 12,472,500.54 $ 17,269,308.34 $ 16,605,365.23 $ 15,025,730.34 $ 19,253,898.60 $ 17,680,372.78 $ 15,519,728.00 $ 16,186,309.06 $ 15,407,438.10 $21,904,270.14 $20,396,399.41

TRUST ACCOUNTS Trust Account - Bank of Qld Opening Balance $ 137,517.19 $ 186,752.66 $ 265,713.56 $ 265,933.56 $ 252,969.46 $ 201,466.12 $ 208,261.97 $ 217,498.68 $ 217,798.68 $ 220,684.80 $ 233,755.87 $ 233,705.87 $ 243,552.52 Receipts $ 52,935.47 $ 300.00 $ 520.00 $ 1,572.00 $ 15,178.66 $ 11,185.62 $ 9,436.71 $ 300.00 $ 29,332.39 $ 13,071.07 $ 350.00 $ 9,946.65 $ 73,346.47 $ 190,452.66 $ 187,052.66 $ 266,233.56 $ 267,505.56 $ 268,148.12 $ 212,651.74 $ 217,698.68 $ 217,798.68 $ 247,131.07 $ 233,755.87 $ 234,105.87 $ 243,652.52 $ 316,898.99 Payments -$ 3,700.00 -$ 200.00 -$ 300.00 -$ 14,536.10 -$ 66,682.00 -$ 4,389.77 -$ 200.00 $ - -$ 26,446.27 $ - -$ 400.00 -$ 100.00 -$ 400.00 Closing Balance $ 186,752.66 $ 186,852.66 $ 265,933.56 $ 252,969.46 $ 201,466.12 $ 208,261.97 $ 217,498.68 $ 217,798.68 $ 220,684.80 $ 233,755.87 $ 233,705.87 $ 243,552.52 $ 316,498.99

Trust Investment Account - BOQ (Pre-paid Funerals) Opening Balance $ 36,451.18 $ 36,451.18 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 Deposits $ - $ 1,122.10 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 50.00 Interest Received $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 36,451.18 $ 37,573.28 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,062.23 Withdrawals $ - -$ 561.05 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,800.00 Closing Balance $ 36,451.18 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 38,862.23

Total Trust Accounts Trust Account $ 186,752.66 $ 186,852.66 $ 265,933.56 $ 253,069.46 $ 201,466.12 $ 208,261.97 $ 217,498.68 $ 217,798.68 $ 220,684.80 $ 233,755.87 $ 233,705.87 $ 243,552.52 $ 316,498.99 Trust Investments $ 36,451.18 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 38,862.23 TOTAL $ 223,203.84 $ 223,864.89 $ 302,945.79 $ 290,081.69 $ 238,478.35 $ 245,274.20 $ 254,510.91 $ 254,810.91 $ 257,697.03 $ 270,768.10 $ 270,718.10 $ 280,564.75 $ 355,361.22 BARCALDINE REGIONAL COUNCIL PAGE 161 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 162 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL RATES DEBTORS 30th November 2020

Arrears Levies Pensioner Subsidy Unallocated RATES INTEREST RATES WATER DR SUPP. CR SUPP. INTEREST RECEIPTS DISCOUNT WRITE OFFS GOVERNMENT COUNCIL RECEIPTS BALANCE GENERAL $279,126.06 $17,648.86 $2,207,916.29 $193.12 $0.00 $3,346.74 $2,125,312.93 $199,927.33 $91.01 $10,920.06 $15,568.15 $156,411.59 Emergency Management $37,181.72 $5,120.98 $148,847.20 $122.70 $17.08 $684.23 $159,057.00 $0.00 $14.84 $0.00 $0.00 $32,867.91 WATER $173,451.23 $22,012.36 $719,704.00 $454.44 $715.44 $3,402.82 $657,989.31 $62,074.61 $86.62 $8,988.93 $19,578.75 $169,591.19 SEWERAGE $103,075.45 $13,800.63 $451,044.00 $480.00 $0.00 $2,204.57 $413,106.09 $39,043.55 $38.95 $21.60 $2,922.45 $115,472.01 GARBAGE $41,570.90 $4,883.74 $171,795.00 $573.00 $676.50 $773.07 $162,414.92 $14,631.75 $22.00 $0.00 $554.70 $41,295.84 EXCESS $107,990.96 $0.00 $0.00 $0.00 $4,742.70 $0.00 $94,172.68 $0.00 $13.65 $0.00 $0.00 $9,061.93 VACANT LAND SEWERAGE $12,757.79 $1,641.77 $23,961.00 $0.00 $1,507.25 $310.36 $20,382.46 $2,012.60 $3.17 $0.00 $0.00 $14,765.44 RURAL FIRE AREA 1 $600.00 $66.31 $1,710.00 $0.00 $0.00 $14.52 $1,590.27 $0.00 $0.00 $0.00 $0.00 $800.56 RURAL FIRE AREA 2 $60.00 $0.00 $1,020.00 $0.00 $0.00 $0.36 $1,050.22 $0.00 $0.14 $0.00 $0.00 $30.00 RURAL FIRE AREA 3 $551.76 $83.82 $720.00 $0.00 $17.08 $14.92 $619.10 $0.00 $0.00 $0.00 $0.00 $734.32 WASTE MANAGEMENT $27,492.03 $3,761.77 $91,698.00 $0.00 $294.31 $568.18 $86,389.65 $7,730.06 $23.26 $10.50 $45.67 $29,026.53 Unallocated Rates Receipts $0.00 -$114,384.79 -$114,384.79 FUND SUMMARY TOTAL $783,857.90 $69,020.24 $3,818,415.49 $0.00 $1,823.26 $7,970.36 $11,319.77 $3,722,084.63 $325,419.90 $293.64 $19,941.09 $38,669.72 -$114,384.79 $455,672.53

1st Levy 2nd Levy Supp. Levies Water Levies 1 year 2 years 3 years 4 years 5 years 5+ years Interest Unlloc Rec Total Break Down of Arrears $193,348.38 $0.00 $0.00 $0.00 $156,823.18 $81,896.21 $39,953.99 $14,072.14 $10,086.55 $10,872.01 $63,070.04 -$114,384.79 $455,737.71

Arrears History 2016 2017 2018 2019 2020 Current 6019636 6129155 6215846 6368606 $ 6,438,100.00 $6,642,000 571996 740730 642010 642383 $ 743,208.36 $455,737.71 12.09% 10.33% 10.09% 10.78% 11.54% 6.86%

BARCALDINE REGIONAL COUNCIL DEBTORS REVIEW As at 30th Novemeber, 2020

Aging Summary Amount Owing Current 44,500.87 Major Items 30 days 12,095.06 Nil 60 days 6,296.71 90 days 37,086.18 Total Owing $ 99,978.82

BARCALDINE REGIONAL COUNCIL PAGE 163 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 164 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Management dashboard (as at 30 November 2020)

YTD Financial Performance

Metric Budget Actual % of Target Exceptions to Note

Recurrent Revenue $10.9m $8.8m û exception reporting, note key driver

Recurrent Expenses ($14.0m) ($14.1m) û exception reporting, note key driver

Operating Surplus / (Deficit) ($3.1m) ($5.4m) û exception reporting, note key driver

Projects Capital Expenditure $7.7m $6.0m ü exception reporting, note key driver

Capital Revenue $3.7m $11.0m ü exception reporting, note key driver

0% 50% 100% below budget on target over budget actual Key tr ends (as at 30 November 2020)

Areas to note YTD Revenue Variance by Goal YTD Expense Variance by Goal

Exception reporting: GOAL 1: GOVERNANCE GOAL 1: GOVERNANCE YTD operating revenue variance by goal:

GOAL 2: ECONOMY GOAL 2: ECONOMY

YTD operating expense variance by goal: GOAL 3: IN FRA STRU CTU RE GOAL 3: IN FRA STRU CTU RE

GOAL 4: ENVIRONMENT GOAL 4: ENVIRONMENT YTD capital revenue variance by goal:

GOAL 5: COMMUNITY GOAL 5: COMMUNITY

($1.4) ($1.0) ($0.6) ($0.2) $0.2 ($0.2) ($0.1) $0.0 $0.1 $0.2 $0.3 Under budget Over budget Millions Underspend Overspend Millions

YTD Capital Revenue Variance by Capital Works Expenditure

$25.0 s

GOAL 1: GOVERNANCE n o i l l i

M $20.0 GOAL 2: ECONOMY $15.0 GOAL 3: IN FRA STRU CTU RE $10.0 GOAL 4: ENVIRONMENT $5.0 GOAL 5: COMMUNITY $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun $0.0 $2.0 $4.0 $6.0 $8.0 Under budget Over budget Millions Actual spend Budget

Cash Balance

$25.0 s n o i l l i

M $20.0

$15.0

$10.0

$5.0

$- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun FY2021 FY2020 Pr ojects summar y (as at 30 November 2020) 1 GOAL 1: GOVERNANCE 2 GOAL 2: ECONOMY

Total Capital Budget GOAL 1: GOVERNANCE GOAL 2: ECONOMY

Capital Expenditure by Goal Capital Expenditure vs Budget Capital Expenditure vs Budget

GOAL 5: C OMMU N ITY GOAL 1: GOVERNANCE $3,000 $3,000 2% s s

10% d d n n a a

GOAL 2: ECONOMY s s

GOAL 4: ENVIRONMENT u $2,500 u $2,500

15% o o

0% h h T T $2,000 $2,000

$1,500 $1,500

$1,000 $1,000

$500 $500

$- $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun GOAL 3: INFRASTRUCTURE ACTUAL SPEND BUDGET ACTUAL SPEND BUDGET 73% Capital Expenditure vs Budget Capital Revenue vs Budget Capital Revenue vs Budget

$25 $0 $1,600 s s s d d n n n o

i $0 l a a l

i $1,400 s s u u M

$20 o $0 o

h h $1,200 T $0 T $15 $0 $1,000 $0 $800 $10 $0 $600 $0 $400 $5 $0 $0 $200 $- $- $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun ACTUAL SPEND BUDGET ACTUAL REVENUE BUDGET ACTUAL REVENUE BUDGET

Exception reporting: Exception reporting: Exception reporting: Exception 1 Exception 1 Exception 1 Exception 2 Exception 2 Exception 2 Exception 3 Exception 3 Exception 3 Exception 4 Exception 4 Exception 4 Exception 5 Exception 5 Exception 5 Exception 6 Exception 6 Exception 6 Exception 7 Exception 7 Exception 7 Exception 8 Exception 8 Exception 8 Exception 9 Exception 9 Exception 9 Exception 10 Exception 10 Exception 10 Exception 11 Exception 11 Exception 11 Exception 12 Exception 12 Exception 12 Pr ojects summar y (as at 30 November 2020) 3 GOAL 3: INFRASTRUCTURE 4 GOAL 4: ENVIRONMENT 5 GOAL 5: COMMUNITY

GOAL 3: INFRASTRUCTURE GOAL 4: ENVIRONMENT GOAL 5: COMMUNITY

Capital Expenditure vs Budget Capital Expenditure vs Budget Capital Expenditure vs Budget

$20,000 $3 $700 s s s d d d

n $18,000 n n a a a

s s s $600

u u $3 u

o $16,000 o o h h h

T T T $500 $14,000 $2 $12,000 $400 $10,000 $2 $300 $8,000 $1 $6,000 $200 $4,000 $1 $100 $2,000 $- $- $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

ACTUAL SPEND BUDGET ACTUAL SPEND BUDGET ACTUAL SPEND BUDGET Capital Revenue vs Budget Capital Revenue vs Budget Capital Revenue vs Budget

$1,200 $800 $1,200 s s s d d d n n n

a a $700 a s s s

u $1,000 u u $1,000 o o o

h h $600 h T T T $800 $800 $500 $600 $400 $600 $300 $400 $400 $200 $200 $200 $100 $- $- $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

ACTUAL REVENUE BUDGET ACTUAL REVENUE BUDGET ACTUAL REVENUE BUDGET Exception reporting: Exception reporting: Exception reporting: Exception 1 Exception 1 Exception 1 Exception 2 Exception 2 Exception 2 Exception 3 Exception 3 Exception 3 Exception 4 Exception 4 Exception 4 Exception 5 Exception 5 Exception 5 Exception 6 Exception 6 Exception 6 Exception 7 Exception 7 Exception 7 Exception 8 Exception 8 Exception 8 Exception 9 Exception 9 Exception 9 Exception 10 Exception 10 Exception 10 Exception 11 Exception 11 Exception 11 Exception 12 Exception 12 Exception 12 Financial performance (as at 30 November 2020)

Council Performance

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Sep Oct Nov Actual Budget Variance % Budget Budget Variance % Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 3,534 (226) (4) Rates, Levies and Charges 3,299 3,339 (39) (1%) Recurrent6,642 revenue6,642 - 0% 40 95 36 Fees and Charges 310 289 20 7% Recurrent704 revenue 704 - 0% 24 35 26 Rental Income 157 159 (2) (1%) Recurrent361 revenue 361 - 0% 7 26 13 Interest Received 60 81 (21) (26%) ▼ Recurrent410 revenue 410 - 0% 998 24 15 Recoverable Works Income 1,735 2,761 (1,027) (37%) ▼ Recurrent13,268 revenue13,268 - 0% 171 431 1,059 Grants, Subsidies, Contributions and Donations3,219 4,281 (1,061) (25%) ▼ Recurrent11,035 revenue11,035 - 0% 0 2 5 Other Revenue 7 14 (7) (48%) ▼ Recurrent 94revenue 94 - 0%

4,775 387 1,149 Total Operating Revenue 8,787 10,924 (2,137) (20%) ▼ 32,513 32,513 - 0%

Operating Expenditure Oper ating Expenses 1,026 916 939 Employee Benefits 4,742 4,916 (174) (4%) Recurrent12,529 ex penses12,596 (67) (1%) 1,428 1,416 1,159 Materials and Services 5,577 5,599 (22) (0%) Recurrent16,433 ex penses16,366 67 0% 27 - - Finance Costs 27 41 (14) (34%) ▼ Recurrent103 ex penses103 - 0% - 3,137 661 Depreciation 3,798 3,484 315 9% Recurrent8,361 ex penses8,361 - 0%

2,481 5,469 2,759 Total Oper ating Expenses 14,144 14,040 104 1% 37,425 37,425 - 0%

2,294 (5,082) (1,609) Operating Profit/(Loss) (5,357) (3,115) (2,241) 72% ▼ (4,912) (4,912) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses 1,796 6,645 609 Capital Revenue 11,022 3,661 7,362 201% ▲ 11,673 11,673 - 0% - - - Capital Ex penses - - - 0% - - - 0%

1,796 6,645 609 Net Capital Income/(Loss) 11,022 3,661 7,362 201% ▲ 11,673 11,673 - 0%

4,090 1,562 (1,000) Net Result 5,666 545 5,121 939% ▲ 6,761 6,761 - 0% Financial performance (as at 30 November 2020)

Council Performance by Goal

Areas to note Month on Month Year to Date Full Year

Revised Original Sep Oct Nov Actual Budget Variance % Budget Budget Variance % $'000 $'000 $'000 Revenue (by Goal) $'000 $'000 $'000 $'000 $'000 $'000 2,160 (41) 908 1 GOAL 1: GOVERNANCE 4,009 5,153 (1,144) (22%) ▼ Recurrent12,803 revenue12,803 - 0% 45 59 31 2 GOAL 2: ECONOMY 296 346 (50) (15%) ▼ Recurrent828 revenue 828 - 0% 2,125 4 14 3 GOAL 3: INFRASTRUCTURE 2,792 3,786 (994) (26%) ▼ Recurrent15,628 revenue15,628 - 0% 296 (12) 25 4 GOAL 4: ENVIRONMENT 350 406 (56) (14%) ▼ Recurrent591 revenue 591 - 0% 149 377 171 5 GOAL 5: COMMUNITY 1,340 1,233 107 9% Recurrent2,664 revenue2,664 - 0%

4,775 387 1,149 Total Operating Revenue 8,787 10,924 (2,137) (120%) ▼ 32,513 32,513 - 0%

Expenditure (by Goal) 567 389 244 GOAL 1: GOVERNANCE 2,518 2,651 (134) (5%) Recurrent5,326 ex penses5,326 - 0% 168 248 260 GOAL 2: ECONOMY 1,007 1,024 (17) (2%) Recurrent2,850 ex penses2,850 - 0% 1,101 3,887 1,549 GOAL 3: INFRASTRUCTURE 7,381 7,125 256 4% Recurrent20,912 ex penses20,912 - 0% 53 87 67 GOAL 4: ENVIRONMENT 318 299 19 6% Recurrent800 ex penses800 - 0% 592 857 639 GOAL 5: COMMUNITY 2,920 2,940 (21) (1%) Recurrent7,537 ex penses7,537 - 0%

2,481 5,469 2,759 Total Oper ating Expenses 14,144 14,040 104 (99%) ▼ 37,425 37,425 - 0%

2,294 (5,082) (1,609) Operating Profit/(Loss) (5,357) (3,115) (2,241) (28%) ▼ (4,912) (4,912) - 0% Financial per for mance (as at 30 November 2020)

1 GOAL 1: GOVERNANCE

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Sep Oct Nov Actual Budget Variance % Variance % Budget Budget Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 2,131 (136) (2) Rates, Levies and Charges 1,993 1,995 (2) (0%) Recurrent3,989 revenue3,989 - 0% 3 2 1 Fees and Charges 33 39 (6) (15%) ▼ Recurrent80 revenue 80 - 0% 13 22 17 Rental Income 94 96 (2) (2%) Recurrent230 revenue230 - 0% 7 26 13 Interest Received 60 81 (21) (26%) ▼ Recurrent410 revenue410 - 0% 0 0 0 Recoverable Works Income 1 1 (0) (20%) ▼ Recurrent2 revenue 2 - 0% 5 45 874 Grants, Subsidies, Contributions and Donations1,824 2,940 (1,115) (38%) ▼ Recurrent8,067 revenue8,067 - 0% - - 5 Other Revenue 5 2 2 117% ▲ Recurrent25 revenue 25 - 0%

2,160 (41) 908 Total Operating Revenue 4,009 5,153 (1,144) (22%) ▼ 12,803 12,803 - 0%

Operating Expenditure Operating Expenses 362 200 128 Employee Benefits 1,175 1,253 (78) (6%) Recurrent2,760 expenses2,822 (62) (2%) 205 113 97 Materials and Services 1,247 1,299 (51) (4%) Recurrent2,329 expenses2,267 62 3% - - - Finance Costs - - - 0% Recurrent- expenses- - 0% - 76 19 Depreciation 95 99 (5) (5%) Recurrent238 expenses238 - 0%

567 389 244 Total Operating Expenses 2,518 2,651 (134) (5%) 5,326 5,326 - 0%

1,592 (431) 664 Operating Profit/(Loss) 1,492 2,502 (1,010) (40%) ▼ 7,477 7,477 - 0%

Capital Revenue and Expenses Capital Revenue and Expenses - - - Capital Revenue - - - 0% - - - 0% - - - Capital Expenses - - - 0% - - - 0%

- - - Net Capital Income/(Loss) - - - 0% - - - 0%

1,592 (431) 664 Net Result 1,492 2,502 (1,010) (40%) ▼ 7,477 7,477 - 0% Financial per for mance (as at 30 November 2020)

GOAL 1: GOVERNANCE

Areas to note Month on Month Year to Date Full Year

Revised Original Sep Oct Nov Actual Budget Variance % Variance % Budget Budget $'000 $'000 $'000 Revenue (by Cost Centre) $'000 $'000 $'000 $'000 $'000 $'000 3 47 1 1 Administration 98 104 (6) (5%) Recurrent140 revenue140 - 0% 0 0 0 2 Community Identity 1 1 (0) (20%) ▼ Recurrent2 revenue 2 - 0% - - - 3 Corporate and Community Planning - - - 0% Recurrent- revenue- - 0% 13 22 17 4 Council Housing 94 96 (2) (2%) Recurrent230 revenue230 - 0% - - - 5 Depreciation - - - 0% Recurrent- revenue- - 0% 5 - 5 6 Employee Oncosts 16 22 (7) (30%) ▼ Recurrent110 revenue110 - 0% 2,138 (110) 885 7 Finance 3,801 4,930 (1,129) (23%) ▼ Recurrent12,321 revenue12,321 - 0% - - - 8 Professional Governance - - - 0% Recurrent- revenue- - 0% - - - 9 - - - 0% Recurrent- revenue- - 0% ------0% Recurrent- revenue- - 0%

2,160 (41) 908 Total Operating Revenue 4,009 5,153 (1,144) (122%) ▼ 12,803 12,803 - 0%

Expenditure (by Cost Centre) 173 130 132 Administration 1,259 1,277 (18) (1%) Recurrent2,290 expenses2,290 - 0% - - 4 Community Identity 9 13 (4) (30%) ▼ Recurrent49 expenses49 - 0% - - - Corporate and Community Planning - 0 (0) (100%) ▼ Recurrent5 expenses5 - 0% 55 32 9 Council Housing 114 123 (9) (7%) Recurrent210 expenses210 - 0% - 76 19 Depreciation 95 99 (5) (5%) Recurrent238 expenses238 - 0% 151 15 (53) Employee Oncosts 152 211 (59) (28%) ▼ Recurrent288 expenses288 - 0% 42 14 11 Finance 107 110 (3) (2%) Recurrent248 expenses248 - 0% 147 123 121 Professional Governance 782 818 (36) (4%) Recurrent1,999 expenses1,999 - 0% ------0% Recurrent- expenses- - 0% ------0% Recurrent- expenses- - 0%

567 389 244 Total Operating Expenses 2,518 2,651 (134) (105%) ▼ 5,326 5,326 - 0%

1,592 (431) 664 Operating Profit/(Loss) 1,492 2,502 (1,010) (140%) ▼ 7,477 7,477 - 0% Financial per for mance (as at 30 November 2020)

2 GOAL 2: ECONOMY

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Sep Oct Nov Actual Budget Variance % Variance % Budget Budget Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 - - - Rates, Levies and Charges - - - 0% Recurrent- revenue- - 0% 22 39 16 Fees and Charges 136 129 6 5% Recurrent295 revenue295 - 0% 3 5 2 Rental Income 23 23 0 1% Recurrent36 revenue 36 - 0% - - - Interest Received - - - 0% Recurrent- revenue- - 0% 20 16 13 Recoverable Works Income 99 104 (5) (5%) Recurrent215 revenue215 - 0% - - - Grants, Subsidies, Contributions and Donations37 84 (47) (56%) ▼ Recurrent255 revenue255 - 0% 0 0 0 Other Revenue 1 5 (4) (83%) ▼ Recurrent27 revenue 27 - 0%

45 59 31 Total Operating Revenue 296 346 (50) (15%) ▼ 828 828 - 0%

Operating Expenditure Operating Expenses 85 82 90 Employee Benefits 431 456 (25) (6%) Recurrent1,184 expenses1,169 15 1% 83 108 155 Materials and Services 504 484 19 4% Recurrent1,465 expenses1,480 (15) (1%) - - - Finance Costs - - - 0% Recurrent- expenses- - 0% - 58 15 Depreciation 73 84 (11) (13%) ▼ Recurrent201 expenses201 - 0%

168 248 260 Total Operating Expenses 1,007 1,024 (17) (2%) 2,850 2,850 - 0%

(122) (189) (229) Operating Profit/(Loss) (711) (677) (34) 5% (2,022) (2,022) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses 935 5 - Capital Revenue 1,012 1,008 5 0% 1,350 1,350 - 0% - - - Capital Expenses - - - 0% - - - 0%

935 5 - Net Capital Income/(Loss) 1,012 1,008 5 0% 1,350 1,350 - 0%

813 (184) (229) Net Result 301 330 (29) (9%) (672) (672) - 0% Financial per for mance (as at 30 November 2020)

GOAL 2: ECONOMY

Areas to note Month on Month Year to Date Full Year

Revised Original Sep Oct Nov Actual Budget Variance % Variance % Budget Budget $'000 $'000 $'000 Revenue (by Cost Centre) $'000 $'000 $'000 $'000 $'000 $'000 6 21 10 1 Agriculture 66 79 (13) (17%) ▼ Recurrent264 revenue264 - 0% 2 2 1 2 Building Services 8 8 (0) (3%) Recurrent22 revenue 22 - 0% 13 15 5 3 Camping Areas 58 51 6 12% ▲ Recurrent82 revenue 82 - 0% 3 5 2 4 Commercial Property 23 23 0 1% Recurrent36 revenue 36 - 0% 13 13 12 5 Commercial Services 73 75 (2) (3%) Recurrent170 revenue170 - 0% - - - 6 Depreciation - - - 0% Recurrent- revenue- - 0% - - - 7 Economic Development - 13 (13) (100%) ▼ Recurrent80 revenue 80 - 0% 0 0 0 8 Regional Events 38 56 (18) (32%) ▼ Recurrent82 revenue 82 - 0% 7 3 2 9 Tourism 26 29 (3) (11%) ▼ Recurrent45 revenue 45 - 0% 1 0 1 Town Planning 3 10 (7) (67%) ▼ Recurrent47 revenue 47 - 0%

45 59 31 Total Operating Revenue 296 346 (50) (115%) ▼ 828 828 - 0%

Expenditure (by Cost Centre) 37 54 99 Agriculture 287 306 (20) (6%) Recurrent1,035 expenses1,035 - 0% 0 1 6 Building Services 27 21 7 32% ▲ Recurrent- expenses- - 0% 9 1 2 Camping Areas 19 30 (11) (36%) ▼ Recurrent87 expenses87 - 0% 23 6 4 Commercial Property 39 40 (1) (2%) Recurrent70 expenses70 - 0% 40 38 41 Commercial Services 194 188 6 3% Recurrent441 expenses441 - 0% - 58 15 Depreciation 73 84 (11) (13%) ▼ Recurrent201 expenses201 - 0% 25 27 38 Economic Development 111 108 3 3% Recurrent375 expenses375 - 0% 12 11 17 Regional Events 68 83 (15) (18%) ▼ Recurrent256 expenses256 - 0% 22 29 31 Tourism 135 139 (4) (3%) Recurrent385 expenses385 - 0% - 23 7 Town Planning 55 26 30 115% ▲ Recurrent- expenses- - 0%

168 248 260 Total Operating Expenses 1,007 1,024 (17) (102%) ▼ 2,850 2,850 - 0%

(122) (189) (229) Operating Profit/(Loss) (711) (677) (34) (95%) ▼ (2,022) (2,022) - 0% Financial per for mance (as at 30 November 2020)

3 GOAL 3: INFRASTRUCTURE

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Sep Oct Nov Actual Budget Variance % Variance % Budget Budget Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 1,144 (76) (2) Rates, Levies and Charges 1,063 1,049 15 1% Recurrent2,163 revenue2,163 - 0% 8 7 14 Fees and Charges 35 34 1 4% Recurrent102 revenue102 - 0% - - - Rental Income - - - 0% Recurrent- revenue- - 0% - - - Interest Received - - - 0% Recurrent- revenue- - 0% 973 8 2 Recoverable Works Income 1,608 2,626 (1,017) (39%) ▼ Recurrent13,020 revenue13,020 - 0% - 62 - Grants, Subsidies, Contributions and Donations84 72 12 17% ▲ Recurrent300 revenue300 - 0% - 2 - Other Revenue 2 7 (5) (72%) ▼ Recurrent42 revenue 42 - 0%

2,125 4 14 Total Operating Revenue 2,792 3,786 (994) (26%) ▼ 15,628 15,628 - 0%

Operating Expenditure Operating Expenses 333 339 418 Employee Benefits 1,785 1,899 (114) (6%) Recurrent5,268 expenses5,288 (20) (0%) 750 918 594 Materials and Services 2,412 2,339 73 3% Recurrent8,710 expenses8,690 20 0% 18 - - Finance Costs 18 26 (8) (32%) ▼ Recurrent69 expenses69 - 0% - 2,630 537 Depreciation 3,167 2,861 306 11% ▲ Recurrent6,866 expenses6,866 - 0%

1,101 3,887 1,549 Total Operating Expenses 7,381 7,125 256 4% 20,912 20,912 - 0%

1,024 (3,883) (1,535) Operating Profit/(Loss) (4,589) (3,339) (1,250) 37% ▼ (5,285) (5,285) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses 615 6,622 609 Capital Revenue 9,559 2,221 7,339 330% ▲ 8,280 8,280 - 0% - - - Capital Expenses - - - 0% - - - 0%

615 6,622 609 Net Capital Income/(Loss) 9,559 2,221 7,339 330% ▲ 8,280 8,280 - 0%

1,639 2,738 (926) Net Result 4,970 (1,118) 6,089 (544%) ▲ 2,995 2,995 - 0% Financial per for mance (as at 30 November 2020)

GOAL 3: INFRASTRUCTURE

Areas to note Month on Month Year to Date Full Year

Revised Original Sep Oct Nov Actual Budget Variance % Variance % Budget Budget $'000 $'000 $'000 Revenue (by Cost Centre) $'000 $'000 $'000 $'000 $'000 $'000 1 6 7 1 Airports 15 17 (2) (14%) ▼ Recurrent80 revenue 80 - 0% 972 9 1 2 Contract Works Unit 1,608 2,631 (1,023) (39%) ▼ Recurrent13,054 revenue13,054 - 0% - - - 3 Coordination and Control - - - 0% Recurrent- revenue- - 0% - - - 4 Depots - - - 0% Recurrent- revenue- - 0% - - - 5 Depreciation - - - 0% Recurrent- revenue- - 0% 0 63 1 6 Fleet Operations Unit 86 48 38 78% ▲ Recurrent158 revenue158 - 0% - - - 7 Rural Roads - 25 (25) (100%) ▼ Recurrent150 revenue150 - 0% 462 (31) (1) 8 Sewerage Services Unit 430 426 5 1% Recurrent872 revenue872 - 0% - - - 9 Stores & Purchasing - - - 0% Recurrent- revenue- - 0% - - - Town Streets - - - 0% Recurrent- revenue- - 0% 689 (44) 6 Water Supply Unit 653 639 14 2% Recurrent1,313 revenue1,313 - 0% ------0% Recurrent- revenue- - 0% ------0% Recurrent- revenue- - 0%

2,125 4 14 Total Operating Revenue 2,792 3,786 (994) (126%) ▼ 15,628 15,628 - 0%

Expenditure (by Cost Centre) 12 16 38 Airports 121 115 6 5% Recurrent255 expenses255 - 0% 1,104 1,183 854 Contract Works Unit 3,703 3,756 (53) (1%) Recurrent12,541 expenses12,541 - 0% 0 (1) 39 Coordination and Control 126 156 (30) (19%) ▼ Recurrent404 expenses404 - 0% 21 24 27 Depots 121 110 11 10% ▲ Recurrent239 expenses239 - 0% - 1,879 470 Depreciation 2,348 2,065 284 14% ▲ Recurrent4,955 expenses4,955 - 0% (351) 191 (315) Fleet Operations Unit (1,387) (1,454) 68 (5%) Recurrent(2,911) expenses(2,911) - 0% 132 122 210 Rural Roads 1,089 1,123 (34) (3%) Recurrent2,350 expenses2,350 - 0% 52 197 75 Sewerage Services Unit 430 395 34 9% Recurrent936 expenses936 - 0% 22 21 9 Stores & Purchasing 86 79 6 8% Recurrent142 expenses142 - 0% 45 58 39 Town Streets 272 275 (3) (1%) Recurrent600 expenses600 - 0% 66 198 104 Water Supply Unit 473 505 (32) (6%) Recurrent1,402 expenses1,402 - 0% ------0% Recurrent- expenses- - 0% ------0% Recurrent- expenses- - 0%

1,101 3,887 1,549 Total Operating Expenses 7,381 7,125 256 (96%) ▼ 20,912 20,912 - 0%

1,024 (3,883) (1,535) Operating Profit/(Loss) (4,589) (3,339) (1,250) (63%) ▼ (5,285) (5,285) - 0% Financial per for mance (as at 30 November 2020)

4 GOAL 4: ENVIRONMENT

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Sep Oct Nov Actual Budget Variance % Variance % Budget Budget Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 259 (15) (0) Rates, Levies and Charges 244 296 (52) (18%) ▼ Recurrent490 revenue490 - 0% 0 2 1 Fees and Charges 24 23 1 4% Recurrent37 revenue 37 - 0% - - - Rental Income - - - 0% Recurrent- revenue- - 0% - - - Interest Received - - - 0% Recurrent- revenue- - 0% 5 1 - Recoverable Works Income 26 30 (4) (13%) ▼ Recurrent30 revenue 30 - 0% 32 - 24 Grants, Subsidies, Contributions and Donations56 57 (1) (2%) Recurrent34 revenue 34 - 0% - - - Other Revenue - - - 0% Recurrent- revenue- - 0%

296 (12) 25 Total Operating Revenue 350 406 (56) (14%) ▼ 591 591 - 0%

Operating Expenditure Operating Expenses 20 24 35 Employee Benefits 128 125 4 3% Recurrent331 expenses331 - 0% 33 59 31 Materials and Services 185 169 16 9% Recurrent456 expenses456 - 0% - - - Finance Costs - - - 0% Recurrent- expenses- - 0% - 4 1 Depreciation 5 6 (0) (5%) Recurrent13 expenses13 - 0%

53 87 67 Total Operating Expenses 318 299 19 6% 800 800 - 0%

243 (100) (42) Operating Profit/(Loss) 32 107 (76) (71%) ▼ (209) (209) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses - 14 - Capital Revenue 150 136 14 10% 720 720 - 0% - - - Capital Expenses - - - 0% - - - 0%

- 14 - Net Capital Income/(Loss) 150 136 14 10% 720 720 - 0%

243 (86) (42) Net Result 182 244 (62) (25%) ▼ 511 511 - 0% Financial per for mance (as at 30 November 2020)

GOAL 4: ENVIRONMENT

Areas to note Month on Month Year to Date Full Year

Revised Original Sep Oct Nov Actual Budget Variance % Variance % Budget Budget $'000 $'000 $'000 Revenue (by Cost Centre) $'000 $'000 $'000 $'000 $'000 $'000 - - - 1 Depreciation - - - 0% Recurrent- revenue- - 0% 35 - 24 2 Emergency Services 60 61 (1) (2%) Recurrent41 revenue 41 - 0% - - 0 3 Environmental Health 1 0 0 165% ▲ Recurrent1 revenue 1 - 0% - - - 4 Environmental Protection - - - 0% Recurrent- revenue- - 0% - - - 5 Heritage Protection - - - 0% Recurrent- revenue- - 0% - - - 6 Local Laws - 0 (0) (100%) ▼ Recurrent1 revenue 1 - 0% (0) 1 0 7 Urban Animal Management 19 18 1 5% Recurrent23 revenue 23 - 0% 261 (13) 0 8 Waste Management Unit 270 327 (57) (17%) ▼ Recurrent526 revenue526 - 0% - - - 9 - - - 0% Recurrent- revenue- - 0% ------0% Recurrent- revenue- - 0%

296 (12) 25 Total Operating Revenue 350 406 (56) (114%) ▼ 591 591 - 0%

Expenditure (by Cost Centre) - 4 1 Depreciation 5 6 (0) (5%) Recurrent13 expenses13 - 0% 22 12 13 Emergency Services 85 79 6 7% Recurrent118 expenses118 - 0% - - - Environmental Health - 12 (12) (100%) ▼ Recurrent71 expenses71 - 0% - 25 6 Environmental Protection 34 18 16 87% ▲ Recurrent98 expenses98 - 0% - - - Heritage Protection - 1 (1) (100%) ▼ Recurrent5 expenses5 - 0% - 0 6 Local Laws 16 25 (10) (39%) ▼ Recurrent99 expenses99 - 0% 1 7 1 Urban Animal Management 11 5 6 114% ▲ Recurrent12 expenses12 - 0% 30 38 40 Waste Management Unit 167 153 14 9% Recurrent384 expenses384 - 0% ------0% Recurrent- expenses- - 0% ------0% Recurrent- expenses- - 0%

53 87 67 Total Operating Expenses 318 299 19 (94%) ▼ 800 800 - 0%

243 (100) (42) Operating Profit/(Loss) 32 107 (76) (171%) ▼ (209) (209) - 0% Financial per for mance (as at 30 November 2020)

5 GOAL 5: COMMUNITY

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Sep Oct Nov Actual Budget Variance % Variance % Budget Budget Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 - - - Rates, Levies and Charges - - - 0% Recurrent- revenue- - 0% 7 46 3 Fees and Charges 83 65 18 27% ▲ Recurrent190 revenue190 - 0% 8 8 7 Rental Income 40 40 (0) (1%) Recurrent95 revenue 95 - 0% - - - Interest Received - - - 0% Recurrent- revenue- - 0% - - - Recoverable Works Income - - - 0% Recurrent- revenue- - 0% 134 323 161 Grants, Subsidies, Contributions and Donations1,218 1,127 90 8% Recurrent2,379 revenue2,379 - 0% - - - Other Revenue - - - 0% Recurrent- revenue- - 0%

149 377 171 Total Operating Revenue 1,340 1,233 107 9% 2,664 2,664 - 0%

Operating Expenditure Operating Expenses 225 271 267 Employee Benefits 1,223 1,182 40 3% Recurrent2,987 expenses2,987 - 0% 358 218 282 Materials and Services 1,229 1,309 (79) (6%) Recurrent3,473 expenses3,473 - 0% 9 - - Finance Costs 9 15 (6) (39%) ▼ Recurrent34 expenses34 - 0% - 369 90 Depreciation 459 435 24 6% Recurrent1,043 expenses1,043 - 0%

592 857 639 Total Operating Expenses 2,920 2,940 (21) (1%) 7,537 7,537 - 0%

(443) (480) (468) Operating Profit/(Loss) (1,580) (1,708) 128 (7%) (4,873) (4,873) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses 246 5 - Capital Revenue 301 296 5 2% 1,323 1,323 - 0% - - - Capital Expenses - - - 0% - - - 0%

246 5 - Net Capital Income/(Loss) 301 296 5 2% 1,323 1,323 - 0%

(197) (475) (468) Net Result (1,279) (1,412) 133 (9%) (3,550) (3,550) - 0% Financial per for mance (as at 30 November 2020)

GOAL 5: COMMUNITY

Areas to note Month on Month Year to Date Full Year

Revised Original Sep Oct Nov Actual Budget Variance % Variance % Budget Budget $'000 $'000 $'000 Revenue (by Cost Centre) $'000 $'000 $'000 $'000 $'000 $'000 6 3 4 1 Aged Persons Units 21 25 (3) (14%) ▼ Recurrent62 revenue 62 - 0% 15 200 54 2 Care Services 639 582 57 10% Recurrent1,201 revenue1,201 - 0% 2 16 - 3 Cemeteries and Memorials 26 25 1 4% Recurrent91 revenue 91 - 0% - - - 4 Childcare Facilities - - - 0% Recurrent- revenue- - 0% 0 - - 5 Community Halls 1 1 (1) (43%) ▼ Recurrent3 revenue 3 - 0% 2 5 3 6 Community Housing 18 15 3 20% ▲ Recurrent33 revenue 33 - 0% 0 - - 7 Community Support 21 21 - 0% Recurrent- revenue- - 0% - 26 - 8 Cultural Activities 31 10 22 229% ▲ Recurrent26 revenue 26 - 0% - - - 9 Depreciation - - - 0% Recurrent- revenue- - 0% - - 8 Libraries 8 1 7 443% ▲ Recurrent9 revenue 9 - 0% - - - Museums and Galleries - - - 0% Recurrent- revenue- - 0% 118 97 99 NDIS - Care Services 519 514 5 1% Recurrent1,145 revenue1,145 - 0% - - - Parks and Gardens - - - 0% Recurrent- revenue- - 0% 0 3 0 Sport and Recreation Facilities 4 3 1 42% ▲ Recurrent12 revenue 12 - 0% 0 7 2 Swimming Pools 10 1 9 1,140% ▲ Recurrent3 revenue 3 - 0% - - - Television and Radio - - - 0% Recurrent- revenue- - 0% 4 20 - Town Commons 41 35 6 18% ▲ Recurrent81 revenue 81 - 0%

149 377 171 Total Operating Revenue 1,340 1,233 107 (91%) ▼ 2,664 2,664 - 0%

Expenditure (by Cost Centre) 10 6 3 Aged Persons Units 22 21 1 5% Recurrent50 expenses50 - 0% 93 69 99 Care Services 451 485 (34) (7%) Recurrent1,211 expenses1,211 - 0% 12 26 12 Cemeteries and Memorials 80 78 2 2% Recurrent215 expenses215 - 0% 0 0 - Childcare Facilities 0 1 (1) (58%) ▼ Recurrent6 expenses6 - 0% 12 5 14 Community Halls 45 59 (14) (24%) ▼ Recurrent201 expenses201 - 0% 6 3 1 Community Housing 13 16 (3) (18%) ▼ Recurrent32 expenses32 - 0% 26 15 24 Community Support 70 75 (5) (7%) Recurrent267 expenses267 - 0% 4 0 0 Cultural Activities 5 14 (8) (62%) ▼ Recurrent53 expenses53 - 0% - 369 90 Depreciation 459 435 24 6% Recurrent1,043 expenses1,043 - 0% 26 29 26 Libraries 130 127 3 3% Recurrent308 expenses308 - 0% 10 3 14 Museums and Galleries 35 35 0 1% Recurrent104 expenses104 - 0% 120 101 106 NDIS - Care Services 494 451 43 10% Recurrent985 expenses985 - 0% 128 124 127 Parks and Gardens 598 636 (38) (6%) Recurrent1,733 expenses1,733 - 0% 77 37 61 Sport and Recreation Facilities 243 258 (14) (6%) Recurrent674 expenses674 - 0% 60 64 59 Swimming Pools 238 207 31 15% ▲ Recurrent554 expenses554 - 0% 1 1 0 Television and Radio 5 8 (3) (34%) ▼ Recurrent22 expenses22 - 0% 8 5 3 Town Commons 30 35 (5) (15%) ▼ Recurrent80 expenses80 - 0%

592 857 639 Total Operating Expenses 2,920 2,940 (21) (101%) ▼ 7,537 7,537 - 0%

(443) (480) (468) Operating Profit/(Loss) (1,580) (1,708) 128 (107%) ▲ (4,873) (4,873) - 0% Statement of cash flows (as at 30 November 2020)

Areas to note Year to Date Full Year

Revised Original Exception reporting: YTD cash flows Actual Budget Variance % Budget Budget Variance % Operating activities Cash flows from operating activities $'000 $'000 $'000 $'000 $'000 $'000 Receipts from customers 10,014 10,857 (843) (8%) 32,103 32,103 - 0% Pay ments to suppliers and employ ees (12,328) (10,523) (1,805) 17% (28,962) (28,962) - 0% Interest paid (27) (41) 14 (34%) (103) (103) - 0% Interest receiv ed 60 81 (21) (26%) 410 410 - 0%

Net cash inflow (outflow) from operating activities (2,281) 374 (2,655) (710%) 3,449 3,449 - 0%

Investing activities Cash flows from investing activities Pay ments for property , plant and equipment (6,059) (8,719) 2,660 (31%) (24,902) (25,224) 322 (1%) Proceeds from sale of property , plant and equipment111 - 111 0% 200 522 (322) (62%) Grants, subsidies, contributions and donations11,022 3,661 7,362 201% 11,673 11,673 - 0%

Net cash inflow (outflow) from investing activities 5,074 (5,058) 10,132 (200%) (13,029) (13,029) - 0%

Financing activities Cash flows from financing activities Proceeds from borrow ings - 833 (833) (100%) 2,000 2,000 - 0% Repay ment of borrow ings (72) (122) 50 (41%) (292) (292) - 0%

Net cash inflow (outflow) from financing activities (72) 711 (783) (110%) 1,708 1,708 - 0%

Net increase (decrease) in cash held 2,721 (3,973) 6,694 (168%) (7,872) (7,872) - 0%

Cash at beginning of reporting period 17,679 17,679 - 0% 17,679 17,679 - 0% Net increase (decrease) in cash held 20,400 13,706 6,694 49% 9,807 9,807 - 0% Financial position (as at 30 November 2020)

Areas to note Annual Movement Full Year

Revised Original Exception reporting: Jun Nov Variance % Budget Budget Variance % 2020 2020 Cur r ent Assets $'000 $'000 $'000 % $'000 $'000 $'000 Cash 17,679 20,403 2,724 13% 9,587 9,587 - 0% Receivables 2,169 2,199 30 1% 3,490 3,490 - 0% Other 511 551 40 7% 511 511 - 0% 20,359 23,154 2,795 13,588 13,588 - Non-Cur r ent Assets Property, plant & equipment 304,772 295,489 (9,284) (3%) 290,837 315,739 (24,902) (8%) Other 17,183 12,997 (4,186) (32%) 31,840 6,938 24,902 359% 321,955 308,486 (13,469) 322,677 322,677 0 Total Assets 342,314 331,640 (10,674) (3%) 336,265 336,265 0 0%

Cur r ent Liabilities Trade and other payables 3,672 9,476 5,805 61% 11,474 11,474 - 0% Borrowings 5 221 215 98% 306 306 - 0% Provisions 1,592 1,672 80 5% 1,648 1,648 - 0% Other - - - 0% - - - 0% 5,269 11,369 6,100 13,428 13,428 -

Non-Cur r ent Liabilities Borrowings 2,206 1,918 (288) (15%) 3,612 3,612 - 0% Provisions 1,453 1,485 31 2% 1,485 1,485 - 0% 3,659 3,403 (257) 5,096 5,096 - Total Liabilities 8,928 14,772 5,843 40% 18,524 18,524 - 0%

Net Community Assets 333,386 316,868 (16,518) (5%) 317,741 317,741 0 0%

Community Equity Capital - - - 0% - - - 0% Retained surplus/(deficit) 177,348 174,959 (2,390) (1%) 176,055 176,055 - 0% Asset revaluation surplus 156,038 141,909 (14,128) (10%) 141,909 141,909 - 0% Total Community Equity 333,386 316,868 (16,518) (5%) 317,964 317,964 - 0% BARCALDINE REGIONAL COUNCIL PAGE 183 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.6.1 SUBJECT HEADING: Works Report Period – December 2020 Author and Title: Rick Rolfe, Chief Engineer CLASSIFICATION: (if confidential)

Summary: From the Chief Engineer presenting the status of the scope of works assigned to Infrastructure Services.

Officer's Recommendation: That Council receives the report.

Background ENGINEERING SERVICES Continuing Professional Development

Queensland Water Fundamentals – Water Main Flushing and Environmental Impacts

Business arising not detailed below from last Council Meeting

Nil

Project Delivery

Project Performance  TMR Barcaldine – Aramac – gravel pads complete. Gravel cartage due to finish January  TMR Clermont – Alpha – First 1.5km section seal scheduled prior to Christmas closedown  TMR Capricorn Highway - awaiting scope  2019 Flood Damage – underway  2020 Flood Damage – underway  Elm Street kerb and channel – seal scheduled prior to Christmas closedown

Construction Program

Program Impacts 1. Refer to the ‘Head of Works’ Program.

Program Facts/Assumptions o Priority o Department of Transport and Main Roads; o Other externally funded works; o Council Works.

GOAL 2: ECONOMY

Nil BARCALDINE REGIONAL COUNCIL PAGE 184 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

GOAL 3: INFRASTRUCTURE

1. TMR Barcaldine – Aramac project – Construction tender approved. Gravel supply underway. 2. TMR Clermont – Alpha project – First 1.5km section scheduled for seal prior to Christmas closedown. 3. TMR Capricorn Highway project – Awaiting scope. At this stage, construction of this project will follow the Clermont – Alpha project. Early works are likely to be gravel supply and drainage. 4. Rural roads rehabilitation – Scoping underway. 5. 2019 Flood Damage – Works underway by Aramac crew, Alpha crew and contractors. $6.35m complete out of $25m and 359km of road length repaired out of 1,166km. 6. 2020 Flood Damage – Works scheduled for Aramac crew and contractors. $16.2m to complete and 1168km of road length to repair. 7. Sculpture Trail stopping bays – Being programmed. 8. Town streets rehabilitation – Scoping underway. 9. Ash Street rehabilitation (Maple to Beech) – Design underway. 10. Elm Street (Pine to Myall) – Seal scheduled prior to Christmas closedown. 11. Barcaldine airport cross strip reseal – Possibility of deferral until next year. Funding application under RAUP submitted. 12. Water treatment plant safety access (RAPADWSA project) – Proceeding to tender. 13. SCADA and telemetry system (RAPADWSA project) – Scoping underway. 14. Barcaldine sewerage treatment plant upgrade – Design underway. 15. Oak Street footpath (IGA, Chemist, AWHC) – Construction at IGA underway. 16. Water treatment plant upgrades Alpha & Jericho – Works progressing.

GOAL 4: ENVIRONMENT

1. Flood mitigation (Barcaldine North) – Scoping underway. 2. Barcaldine waste transfer station – Procurement of individual components underway.

GOAL 5: COMMUNITIES

Nil

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.5 Manage assets responsibly through appropriate maintenance and replacement strategies

Consultation (internal/external) Internal Acting Chief Executive Officer (A/CEO) Engineers Senior Works Supervisors (SWS)

External GBA Consulting Engineers Department of Transport and Main Roads Simmonds and Bristow The Water and Carbon Group Department of Environment and Science

Policy Implications Nil

BARCALDINE REGIONAL COUNCIL PAGE 185 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Budget and Resource Implications TMR stimulus projects will have an impact on resources and budget.

Risk Implications  Significant risk of forecasted wet weather delaying the works program  Risk of additional stimulus funding on an already full works program

Barcaldine Regional Council - Head of Works Program 2020 2021 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Start Finish Project Funding Crew Date Date Department of Transport and Main Roads

Clermont - Alpha Road (Federal Stimulus) $2,700,000.00 01/11/20 30/04/20 Alpha

Capricorn Highway (Belyando East and West) $8,500,000.00 01/02/21 31/12/21 Alpha

Barcaldine - Aramac Road (Rehabilitation) $5,200,000.00 01/09/20 30/04/21 Barcaldine

Barcaldine - Aramac Road (Widening) $1,600,000.00 01/05/21 30/09/21 Barcaldine

Cedar Street Footpath $60,000.00 01/10/20 Complete Barcaldine

Cycleways (Alpha, Aramac, Barcaldine) $420,000.00 01/07/20 30/06/21 All

Road Maintenance Performance Contract $3,073,207.00

Schedule 1 - OSCR $1,885,000.00 01/07/20 30/06/21

Schedule 2 - National Highway $410,000.00 01/07/20 30/06/21

Schedule 3 - Declared Plants $20,000.00 01/07/20 30/06/21

Schedule 4 - Clermont - Alpha Resheeting $410,456.00 01/07/20 30/06/21

Schedule 5 - Bulk Sign Replacement $107,307.00 01/07/20 30/06/21

Schedule 6 - Upgrade Site Boards at Intersections $10,444.00 01/07/20 30/06/21

Schedule 7 - Sculpture Trail Stopping Bays $200,000.00 01/07/20 30/06/21

Schedule 8 - Incident Management $30,000.00 01/07/20 30/06/21

Queensland Reconstruction Authority

Flood Damage, March 2019 $25,000,000.00 01/11/19 30/06/22 All

Flood Damage, January 2020 $15,000,000.00 01/11/20 30/06/23 All

Road 2 Recovery

Rural Roads Rehabilitation $637,799.00 01/02/21 30/06/21

Town Streets Rehabilitation $550,000.00 01/02/21 30/06/21

Ash Street (Maple to Beech) $150,000.00 01/04/21 30/06/21

Elm Street (Pine to Myall) $600,000.00 01/10/20 31/12/20 Barcaldine

Oak Street Footpath $125,000.00 01/04/20 28/02/21 Barcaldine

Council

New Landfill $300,000.00 01/07/20 30/06/21 Barcaldine BARCALDINE REGIONAL COUNCIL PAGE 187 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.6.2 SUBJECT HEADING: Approval of Variation to Flood Damage Package 6 Author and Title: Rick Rolfe, Chief Engineer CLASSIFICATION: (if confidential)

Summary: From the Chief Engineer submitting the variation to Flood Damage Package 6 (Gracevale, Ivy Leaf, Jericho – Aramac, Pittsborough and Winhaven Roads) to include the 2020 Flood Damage works.

Officer's Recommendation:

Background At the October 2020 General Council Meeting, Council resolved to award Flood Damage Package 6 to and to delegate the authority to the Acting Chief Executive Officer to negotiate a variation to the contract for the addition of the 2020 Flood Damage works on the same roads for approval at a future meeting. During this discussion at the October General Meeting it was estimated that the variation would be approximately $400,000.00.

Negotiations with the contractor have been undertaken and the above price represents the best value for money and therefore most advantageous to Council.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources.

Goal 2. Our Local Economy Strategy 2.4. Employment 2.4.1. Continuously seek sources of funding to sustain growth, retain resources and provide Council employment in the Region

Consultation (internal/external) Acting Chief Executive Officer GBA Consulting Engineers

Policy Implications Nil

Budget and Resource Implications As per budget and Council resources

Risk Implications Mitigates risk to Council by contracting packages of work BARCALDINE REGIONAL COUNCIL PAGE 188 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.7.1 SUBJECT HEADING: Information Report Author and Title: Damian Howard, District Manager – Alpha and Jericho CLASSIFICATION: (if confidential)

Summary: From the District Manager – Alpha and Jericho submitting to Council the Information Report for October to November.

Officer's Recommendation: That Council receives the report.

Background

CATEGORY ACTIVITY Public Relations Management Council Representation  Continue to attend the District Managers & Senior Work Supervisors Weekly Meetings.  Attended the Council General Meeting on Wednesday 18 November 2020 in Barcaldine.  Attended several meetings with Local Police, Chaplain and Rural Aid Team for the 10 town’s project which includes Settlers Park and Shakespeare Street Alpha and to also discuss the upcoming project of works. It has been a great effort from the Rural Aid Team and Volunteers for the work that was achieved in a week in Alpha.  Meeting with GBA regarding the final stages of the Alpha Community Care Building.  Attended the Community Consultation meeting in Alpha on 9 December 2020.  Attended the Alpha State School Speech Night on 25 November 2020.  Attended Disaster Management Meeting in Alpha on 9 December 2020. Human Resources Management Staff Management Continue to conduct monthly Staff Meetings. Financial Management Alpha ICPA Branch $500.00 donation towards Annual Alpha ICPA Cricket Day to be held on Saturday 9 January 2021. Organisation and Operations Management Rural Lands Officer Report as follows : Activity  Scratch and Dip small mobs of cattle. Fed one Mob.  Sprayed two Horses.  Couple of late 1080 baiters done.  Weed spraying on the Jericho Common with other RLO’s and Phillip Hayward Biosecurity Qld for two (2) days.  Four (4) days spraying the Jericho Northern Common Boundary with Desert BARCALDINE REGIONAL COUNCIL PAGE 189 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

CATEGORY ACTIVITY Channels Qld and the other two (2) Rural Lands Officers.  SRLOG Meeting in Winton, I was asked if Barcaldine would hold the next meeting in late march 2021 as we haven’t held it for a while. I would ask, and get back to the committee.  Two Good Neighbour Program (GNP) workshops held; one in Barcaldine was well attended. Only three (3) Landholders in attendance at Alpha. Parks & Garden Staff Both Teams are working very hard and keeping both towns to a high standard in Alpha & Jericho the hot conditions. Well done. Managing Council Relationships Rural Aid - 10 towns Attended the Rural Aid Dinner at the Alpha Golf Club with the volunteers and competition some local business owners that had assisted the Rural Aid Team. Alpha Golf Club Attended the Movember Golf Day with 40 players on the day.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.2 Manage assets responsibly through appropriate maintenance and replacement strategies Strategy 1.4 Community Representation 1.4.3. Continue to develop effective mechanisms for timely communications between Council and its communities and for residents to communicate effectively with Council

Consultation (internal/external) Local Police Chaplain Rural Aid Team George Bourne and Associates

Policy Implications Nil

Budget and Resource Implications 2020-2021 Budget - To keep works with budget

Risk Implications Nil BARCALDINE REGIONAL COUNCIL PAGE 190 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.7.2 SUBJECT HEADING: Alpha Tourist & Economic Development Officer Author and Title: Damian Howard, District Manager – Alpha and Jericho CLASSIFICATION: (if confidential)

Summary: From the District Manager Alpha and Jericho presenting correspondence received from the Alpha District Tourism & Development Association regarding a proposal to employ a Tourist and Economic Development Officer in Alpha.

Officer's Recommendation: That Council thanks the Alpha District Tourism & Development Association for their correspondence and refers the decision to the budget planning process.

Background Alpha District Tourism & Development Association have written a letter of proposal that the Barcaldine Regional Council advertise for a Tourist & Economic Development Officer to work full time at the Alpha Tourist Information Centre.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Strategy 1.2 Confident and Stable Leadership 1.2.3. Create a positive future-focused culture that demonstrates and supports Council's values Strategy 1.4 Community Representation 1.4.3. Continue to develop effective mechanisms for timely communications between Council and its communities and for residents to communicate effectively with Council

Consultation (internal/external) Alpha District Tourism & Development Association

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Nil BARCALDINE REGIONAL COUNCIL PAGE 191 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 192 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 193 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.8.1 SUBJECT HEADING: Information Report Author and Title: Paula Coulton, District Manager – Aramac and Muttaburra CLASSIFICATION: (if confidential)

Summary: From the District Manager – Aramac and Muttaburra submitting to Council the Information Report for December 2020.

Officer's Recommendation: That Council receives the report.

Background

CATEGORY ACTIVITY Public Relations Management Council Representation  Aramac Community Development Association meeting  Aramac State School Awards night  Aramac Community Christmas Party  Aramac Bowls Club meeting  Attended Aramac State School Swimming Carnival  Hosted Stores meeting in Aramac Community  Attended Muttaburra Community Consultation meeting. Consultation  Muttaburra weekly visits  Working with Dr Arratta Museum committee and RESQ on ideas for the Muttaburra Nurses Quarters.  Sergeant Jennings withdrew his application for a Driver Reviver station in Aramac. Thank you messages  - Thank you for cleaning our blocked storm water drain.  Aramac State School - Thank you for free use of the showgrounds to conduct a water park playground.  Aramac State School - Thank you for donation towards Student Awards night. Human Resources Management Staff meeting Monthly staff meeting held with indoor staff. New HR officer New HR officer has commenced. Muttaburra Vacancy Pool position awarded, start date to be advised. Employee Training Some outdoor staff attended Confined Space training. Financial Management Community Donations  Muttaburra Town and Country Christmas party - $1,000  Dr Arratta Memorial Museum for Insurance assistance - $1,050.36  Aramac Community Development Association - Bus insurance $2,706.06 Debtors  November monthly statements have been sent  Outstanding debts (60 days) letters sent Budget Projects 20/21  Aramac Town Fence (eastern boundary) - materials have arrived BARCALDINE REGIONAL COUNCIL PAGE 194 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

CATEGORY ACTIVITY Special Operating  Aramac Museum (painting oldest carriage) - in progress  Aramac Park (lighting) - quotes received  Muttaburra Park (lighting) - quotes received  Muttaburra Pool (external works) - commenced  Aramac Hall (external repairs) - vendor panel  Muttaburra Cemetery (fencing) - materials ordered  Aramac Cemetery (crosses, plaques, lawn cemetery) - plaques ready for installation 20/21 Capital Projects  Aramac Office (disabled access) - planning  Muttaburra Town Fence - commenced Budget Projects 19/20  Community Housing purchases - awaiting valuations  MIC (internal fitout) - delays from contractors  MIC (shed) - Vendor Panel  Aramac Showground Amenities - workers currently on site. Estimated full completion date 15 December 2020.  Freedom Parks - waiting on Wi-Fi.  Aramac Tramway (shed) - completed  SES Vehicle Aramac - collected by Mayor and housed in Aramac (to be acquitted). Organisation and Operations Management Housing Current Vacancies:  Aramac o Houses – Nil o Pensioner units x 4 - 1 double, 3 single  Muttaburra - Nil Garden Crew  Town beautification  General town maintenance Rural Lands Officer  Roadside spraying  Attended SLROG meeting in Winton  Sprayed Rule Street gully  Joint Town common spraying with Jericho  1080 Baiting program  Attended to drovers Managing Council Relationships TP Aquatics Visited Aramac Pool site with TP Aquatic. Rockhampton City Liaised with Rockhampton City Council for the handover of the Aramac SES Council vehicle.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.2 Confident and Stable Leadership 1.2.3. Create a positive future-focused culture that demonstrates and supports Council's values

Goal 2. Our Local Economy Strategy 2.4. Employment 2.2.5. Support signature events and promote the identity of the Region Strategy 2.1. Agriculture 2.1.2. Continue weed and pest eradication programs BARCALDINE REGIONAL COUNCIL PAGE 195 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

Goal 5. Vibrant Communities Strategy 5.6.Community Support 5.6.1. Encourage and support not-for-profit and charitable organisations working in the Region

Consultation (internal/external) Acting Chief Executive Officer Deputy Chief Executive Officer Human Resources Manager

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Financial Operational BARCALDINE REGIONAL COUNCIL PAGE 196 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.9.1 SUBJECT HEADING: Information Report Author and Title: Jenny Lawrence, District Manager – Barcaldine CLASSIFICATION: (if confidential)

Summary: From the District Manager – Barcaldine submitting to Council the Information Report for December 2020.

Officer's Recommendation: That Council receives the report.

Background From my family to yours, wishing you all a Merry Christmas and a wet and prosperous New Year.

CATEGORY ACTIVITY Public Relations Management Australian Workers Met with new Chief Executive Officer of AWHC and given a tour of the new Heritage Centre (AWHC) entrance building.

Swimming Club Attended final club night for this year. The club held a presentation night for the previous season. Barcaldine State School Attended final assembly for 2020. Community Forum Attended Barcaldine Community forum on Thursday 3 November 2020. Human Resources Management Peak Services  Met with representative from Peak Services in relation to training program they offer. Financial Management Asset Management Attended Asset Management Committee meeting. Community Donations Donations, monetary and in-kind for November:  Catholic Church Fair - $500-00, annual Christmas Fair.  St Joseph's School - $150-00, annual awards night. Budget Capital Works  Globe Tower - Temporary fencing to be erected and signage to be placed.  TOK Lighting - Lights are on order, delivery delays due to COVID.  Bullock Dray Shed - Awaiting delivery of shed kit.  Barcaldine Town Fence - To be done when staff available.  Barcaldine Pool Disability Access - Delivery expected January 2021.  Barcaldine Rec Park Amenities - Work scheduled to be completed 18 December.  Barcaldine Campdraft Building - Materials received. Funding received by Show Society who are arranging installation.  Barcaldine Showground PA System - Work scheduled for February 2020.  Barcaldine Showground Disabled Toilet - Completed.  Barcaldine Showground Watering System - Work in progress to be BARCALDINE REGIONAL COUNCIL PAGE 197 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

CATEGORY ACTIVITY completed by end December.

Budget - Special  Barcaldine Showground Grandstand Painting - Work to commence in late Maintenance December or early January.  Tree Planting - Trees ordered.

Bank of Qld Organisation and Operations Management Meetings  Attend weekly management meetings.  Attend regular CAT meetings.  Met with representative from Department of Communities, Disability Services and Seniors, annual review of Sixty & Better Program. Local Laws Officer  3 Horse Permit Notices  6 Horse Renewal Permits  2 Sheep - under sizes allotment Notices  1 Calf - under size allotment Notice  16 Overgrown Notices  10 Watering Notices  1 Pool Notice  Dog Registration - 2  32 Patrols of the Region  1 Work Order received for Overgrown Allotment  1 Watering for Fodder Notice Breach of permit conditions Environmental Officer Food premises  EHO consulted with proponent for a proposed food business operation in

 EHO consulted with proponent for a proposed food business operation in

 A food safety assessment of a medium risk operation has been carried out. Minor issues were noted and raised with the licensee.  EHO received query regarding licensing requirements for producing chutneys and the like, EHO advised those activities are exempt from licensing under the Food Act 2006.  Annual food business license renewals have been assessed and respective licenses issued to the applicants.  EHO consulted with various businesses in regard to licensing queries.  Environmental Management/ Public Health  The annual Local Government compliance report on the Public Health (infection Control for Personal Appearance services) Act 2003 has been submitted to Qld health by EHO  EHO consulted with regarding the disposal of damaged  Education strategies/ continues improvement (ongoing)  Ongoing advice has been provided regarding COVID-19.  Consultation (internal/external)  EHO consulted with Queensland Department of Health on a regular basis to endeavor updates in regards to the evolving pandemic and potential BARCALDINE REGIONAL COUNCIL PAGE 198 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

CATEGORY ACTIVITY impacts for the community.  EHO consulted with Council office staff regarding implications of COVID-19 restrictions under the Chief Health Officer directive for evets such as weekend markets and senior’s lunch. Rural Lands Officer  Worked with Rural Land Officer's from Alpha and Aramac to spray various weeds on Jericho Common.  Spraying parkinsonia along river.  Sprayed 2 parthinium plants on Longreach Road.  Sorted gravel for works at the Saleyards.  Working with Bio Security Officer from Blackall on rabbit issue at the Barcaldine Racetrack, holes being dug on training track.  Spraying weeds on Jericho stock route.  57 wild dog scalps taken for the month. Town Parks & Gardens  Staff are working very hard to keep all parks and gardens watered and maintained during this hot weather. Showground/Racecourse  Race meeting 28 November, turf track was in excellent condition. Managing Council Relationships Barcaldine Rec Park  Attended the turning on of water to commence filling by Barcaldine State School students. Barcaldine Races  Attended race meeting on 28 November. It was good see a large crowd enjoying the afternoon. Swimming Pool  Attended meeting with representative of Taylor Builders/TP Aquatics to discuss development of Barcaldine Aquatic Centre to be ready for next funding round.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Strategy 1.4 Community Representation 1.4.3. Continue to develop effective mechanisms for timely communications between Council and its communities and for residents to communicate effectively with Council

Goal 5. Vibrant Communities Strategy 5.5. Sport and Recreation 5.5.1. Maintain and enhance sport and recreation infrastructure to meet the needs of each community

Consultation (internal/external) Acting Chief Executive Officer Representative RAPAD Representative Taylor Builders/TP Aquatics Representative Department of Communities, Disability Services & Seniors Policy Implications Nil

Budget and Resource Implications 2020-2021 - To keep works within budget.

Risk Implications - NIL - report of activities only. BARCALDINE REGIONAL COUNCIL PAGE 199 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 200 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.9.2 SUBJECT HEADING: Naming of Campdraft Pavilion Author and Title: Jenny Lawrence, District Manager – Barcaldine CLASSIFICATION: (if confidential)

Summary: From the District Manager Barcaldine tabling the recommendation for naming of the Campdraft Pavilion.

Officer's Recommendation: That Council names the Campdraft Pavilion ARTHUR WINTER PAVILION, and arranges appropriate signage and invites Mr Arthur Winter to unveil with Mayor Sean Dillon.

Background Council has received a letter from the Barcaldine Campdraft Association requesting that the new Campdraft Pavilion be named ARTHUR WINTER PAVILION. The naming of the building is in honour of Mr Winter’s long association. Mr Winter was the first President of the Barcaldine Campdraft Association.

“In 1978 Barcaldine Campdraft was founded with an inaugural meeting on 28 October. It was the driving force of Arthur Winter and his financial contribution that kick started the Association. The initial draft was held on 10 March 1979 on the main show oval, in 1980 it was moved to eastern side of the oval with portable panels. After 41 years the Association is still going with Mr Winter being a life member.

Link to Corporate Plan Goal 5. Vibrant Communities Strategy 5.5. Sport and Recreation 5.5.2. Support organisations providing sport and recreational activities Choose an item.

Consultation (internal/external) Barcaldine Campdraft Association

Policy Implications Nil

Budget and Resource Implications Cost of sign.

Risk Implications Nil BARCALDINE REGIONAL COUNCIL PAGE 201 AGENDA FOR GENERAL MEETING 16 DECEMBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 16 December 2020 Item No: 3.9.3 SUBJECT HEADING: Refund Sewerage Charge Catholic Church Barcaldine Author and Title: Jenny Lawrence, District Manager – Barcaldine CLASSIFICATION: (if confidential)

Summary: From the District Manager – Barcaldine presenting a request from the Catholic Church Barcaldine for Council to refund for one additional pedestal charge on rates for the past ten years.

Officer's Recommendation:

Background Council received correspondence from a representative of the Catholic Church Barcaldine advising that one of the external public amenities was blown over in a storm approximately ten years ago.

Following confirmation of number of pedestals refund for one pedestal for current year and six previous years has been calculated to be

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.4. Distribute Council resources fairly across the Region

Consultation (internal/external) Acting Chief Executive Officer Representative Catholic Church Barcaldine

Policy Implications Nil

Budget and Resource Implications Decreased rate service charges revenue.

Risk Implications Nil