Notice of Meeting

Dear Councillors

You are requested to attend the following meeting of Council.

ORDINARY MEETING

ISAAC REGIONAL COUNCIL

TO BE HELD ON

TUESDAY 30 JANUARY 2018

COMMENCING AT 9.00AM

COUNCIL CHAMBERS, MORANBAH

GARY STEVENSON PSM Chief Executive Officer

Full Public Agenda Page 1 30 January 2017 LOCAL GOVERNMENT ACT 2009

Chapter 8, Part 2 of the Local Government Regulation 2012

Division 3, Common provisions for local government and committee meetings

Section 275 Closed meetings 1) A local government or committee 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 employees; b) or industrial matters affecting employees; or c) the local government’s budget; or d) rating concessions; or e) contracts proposed to be made by it; or f) starting or defending legal proceedings involving the local government; or g) any action to be taken by the local government under the Planning Act, including deciding applications made to it under that Act; or h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage. 2) A resolution that a meeting be closed must state the nature of the matters to be considered while the meeting is closed. 3) A local government or committee must not make a resolution (other than a procedural resolution) in a closed meeting.

Full Public Agenda Page 2 30 January 2017 ORDINARY MEETING

OF ISAAC REGIONAL COUNCIL

TO BE HELD ON

TUESDAY 30 JANUARY 2017

COUNCIL CHAMBERS, MORANBAH

AGENDA

1. OPENING OF THE MEETING

2. APOLOGIES

3. CONDOLONCES

4. DECLARATION OF CONFLICTS OF INTEREST

5. DEPUTATIONS

6. CONSIDERATION OF NOTICE OF MOTIONS

7. CONFIRMATION OF MINUTES

8. BUSINESS ARISING FROM PREVIOUS MEETING

9. STANDING COMMITTEE REPORTS

10. OFFICER REPORTS

11. CONFIDENTIAL REPORTS

12. COUNCILLOR QUESTION TIME

13. CONCLUSION

Full Public Agenda Page 3 30 January 2017 Table of Contents Page

1. OPENING OF MEETING

2. APOLOGIES

3. CONDOLONCES

• STOCKS, Clint Andrew late of Dysart • BURGESS, Douglas formerly of Nebo • CONNELLY, John William late of Clermont • GRAINGER, Grace Alice late of Clermont • MADDEN, Antoinette (Toni) formerly of Moranbah • JANSEN, Richard (Dick) Hilton formerly of Clermont • VELLA, Francis (Frank) Michael and George Joseph late of Sarina

4. DECLARATION OF CONFLICTS OF INTEREST

5. DEPUTATIONS

No deputations this meeting.

6. CONSIDERATION OF NOTICE OF MOTION

7. CONFIRMATION OF MINUTES

• Ordinary Meeting of Isaac Regional Council held in Council Chambers, Moranbah on Tuesday 18 December 2017.

8. BUSINESS ARISING FROM PREVIOUS MEETING

FullConfidential Public Agenda Agenda Page 4 30 January 2017 9. STANDING COMMITTEE REPORTS

9.1 Middlemount Pool- Management and Operation 42

EXECUTIVE SUMMARY The purpose of this report is to determine an appropriate and efficient way forward for the Management and Operation of the Middlemount Swimming Pool.

9.2 Department of Natural Resources and Mining – Proposal to 45 change locality boundaries – Clermont, Mistake Creek, Laglan, Peak Vale, Argyll, Frankfield and Theresa Creek

EXECUTIVE SUMMARY A request for feedback has been received from the Department of Natural Resource and Mines in regards to proposed changes in some locality boundaries. The Department has for some time been actively consulting and working with members of the community in order to address various concerns that have been identified with some existing place names.

9.3 Appointment of Acting Chief Executive Offier 51

EXECUTIVE SUMMARY Council is requested to approve arrangements for appointment of Acting Chief Executive Officer for future absences of the Chief Executive Officer.

9.4 New Internet Provider 54

EXECUTIVE SUMMARY A high capacity internet connection is being recommended to replace existing infrastructure.

9.5 Isaac Regional Council Monthly Financial Report 79

EXECUTIVE SUMMARY In accordance with the Local Government Regulation 2012 (s204) a monthly financial report is required to be presented to Council stating the progress made in relation to the budget for the period of the financial year as near as practicable to the end of month before the meeting is held.

9.6 Work, Health and Safety Update 111

EXECUTIVE SUMMARY This report is provided as an update to Council on the current status of Organisational Safety.

Full Public Agenda Page 5 30 January 2017 9.7 Interim Report Strong and Sustainable Resource Communities 115 Act – Draft Social Impact Assessment (SIA) Guidelines

EXECUTIVE SUMMARY The Coordinator General has released a Draft Social Impact Assessment Guideline (the SIA Guideline) and invited interest parties to comment. This report outlines areas of concern and areas requiring clarification in the Guidelines. These identified concerns/required clarifications will form the basis of Council’s submission to the Coordinator General. Submissions close on 6 February 2018.

9.8 Community Tenure and Facilities Advisory Committee – Minutes 136 21 November 2017

EXECUTIVE SUMMARY The purpose of this report is to present to Council the minutes of the Community Tenure & Facilities Advisory Committee Meeting held on Tuesday, 21 November 2017.

9.9 Exceptional Circumstances Policy 151

EXECUTIVE SUMMARY In accordance with Action O16.3 of the Organisational Development Plan adopted on 13 December 2016, Council is requested to adopt a policy relating to the application of waivers and discounts under exceptional circumstances.

9.10 North Queensland Local Government Association becomes 155 Northern Alliance of Councils

EXECUTIVE SUMMARY At the 2017 North Queensland Local Government Association Conference a decision was taken to incorporate the Association under the name of the Northern Alliance of Councils (NAOC). The Annual General Meeting and Annual Conference of NAOC will be held from 21 to 23 August 2018.

9.11 Middlemount Miler Running Club Signage 169

EXECUTIVE SUMMARY This report requests the Committee support the installation of signage on running/walking tracks in Middlemount as requested by Middlemount Milers Running Club. The club has received a grant from Anglo American for the installation of these signs and has sort assistance in developing an appropriate layout and use of the Council’s logo.

9.12 PSA – IRCT2084-1017-095 Supply of Stabilising Aid 174

EXECUTIVE SUMMARY Council conducted an open tender for a Panel of Preferred Suppliers for the supply of stabilising aid for use on various roads through the Isaac Region. This tendered arrangement is to assist with the maintenance works we have scheduled on our unsealed road network.

Full Public Agenda Page 6 30 January 2017 10. OFFICER REPORTS

No reports.

11. CONFIDENTIAL REPORTS

CONFIDENTIAL REPORT Closed under s271(1)(h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage 11.1 Regional Arts Development Fund 189

EXECUTIVE SUMMARY Three applications for Regional Arts Development Fund grants were received in Round One of 2017- 2018. The applications were assessed by the Isaac Arts and Cultural Advisory Committee at a meeting held on Wednesday 6 December 2017.

EXECUTIVE SUMMARY The Strong and Sustainable Resource Communities Act will commence on 30 March 2018. The Coordinator General has provided Council with a draft list of large resource projects within the Council area. It is noted that the Carmichael Mine is not, at this time, included on the list of large resource projects at this time. Comments on the draft listing are required to be submitted by 8 February 2018.

EXECUTIVE SUMMARY The purpose of this report is to develop a strategy for ensuring the activation of the Bacon Street Precinct as a Community hub.

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.4 Phillips Creek Bridge Design Tender Award 277

EXECUTIVE SUMMARY Under the current approved 2017/18 Capital Works Budget, there is an approved project for the procurement of detailed design and tender documentation for the upgrade of Philips Creek Bridge (Saraji Road). This report seeks Council approval for the award of the Philips Creek Bridge design contract.

Full Public Agenda Page 7 30 January 2017 CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.5 New Short Term Operational/Agreement at Anglo American 293 Treatment Plants

EXECUTIVE SUMMARY Isaac Regional Council has had a request for the Water and Wastewater Directorate to enter into a contract/agreement to perform operational services to the Anglo American Mine treatment plants from February 2018 until the end of February 2019. This will have no cost implications to Isaac Regional Council but will cement our relationship with Anglo American for future opportunities that will benefit both organisations into the future.

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.6 Clermont Sustainable Water Strategy 296

EXECUTIVE SUMMARY Isaac Regional Council’s Water and Wastewater Project Team have worked with multi-disciplinary consulting teams led by AECOM Australia to deliver the Clermont Sustainable Water Strategy.

The strategy is partly funded by the National Water Infrastructure Development Fund and is the subject of a Funding Agreement between the Queensland Department of Energy and Water Supply and Isaac Regional Council.

The strategy represents a framework to inform Council in decisions relating to projects and selected activities to ensure Clermont’s water infrastructure and raw water resources are developed sustainably to meet the scope of current and future demand.

11. COUNCILLOR QUESTION TIME

12. CONCLUSION

Full Public Agenda Page 8 30 January 2017 UNCONFIRMED MINUTES

ORDINARY MEETING OF

ISAAC REGIONAL COUNCIL

HELD ON

TUESDAY 19 DECEMBER 2017

COMMENCING AT 9.00AM

Full Public Agenda Page 9 30 January 2017 ISAAC REGIONAL COUNCIL

UNCONFIRMED MINUTES OF THE ORDINARY MEETING

HELD IN COUNCIL CHAMBERS, MORANBAH

ON TUESDAY 19 DECEMBER 2017

Table of Contents Page

1. Opening 2 2. Apologies 2 3. Condolences 3 4. Declaration of Conflicts of Interest 3 5. Deputations 3 6. Consideration of Notice of Motion 3 7. Confirmation of Minutes:- 4 • Ordinary Meeting of Isaac Regional Council held in Council Chambers, Moranbah on Tuesday 19 December 2017.

8. Business Arising from Previous Meeting 4 9. Standing Committee Reports 4 10. Officer Reports 26 11. Confidential Reports 26 12. Councillor Question Time 27 13. Conclusion 28

Full Public Agenda Page 10 30 January 2017

ISAAC REGIONAL COUNCIL

UNCONFIRMED MINUTES OF THE ORDINARY MEETING

HELD IN COUNCIL CHAMBERS, MORANBAH

ON TUESDAY 19 DECEMBER 2017

COMMENCING AT 9.00AM

ATTENDANCE Cr Anne Baker, Mayor Cr Greg Austen, Division One Cr Nick Wheeler, Division Two Cr Gina Lacey, Division Three Cr Peter Freeleagus, Division Four Cr Lyn Jones, Division Six Cr Jane Pickels, Division Seven Cr Geoff Bethel, Deputy Mayor, Division Eight

OFFICERS PRESENT Mr Gary Stevenson PSM, Chief Executive Officer Mr Greg Searle, Director Water and Waste Water Mr Jeff Stewart-Harris, Director Planning, Environment and Community Services Mr Pat Moore, Director Engineering and Infrastructure Mr Scott Greensill, Director Corporate, Governance and Financial Services Ms Carenda Jenkin, Acting Manager Brand, Media and Communications Mrs Sheridan Dejun, Executive Assistant

1. OPENING

Deputy Mayor Cr Geoff Bethel assumed the Chair in the absence of the Mayor.

The Deputy Mayor welcomed all in attendance and declared the meeting open at 9.00am.

2. APOLOGIES

An apology was received from Cr Kelly Vea Vea.

Resolution No.: 5187

Moved: Cr Pickels Seconded: Cr Wheeler

That Council accept the apology received from Cr Vea Vea.

Carried

Full Public Agenda Page 11 30 January 2017

3. CONDOLENCES

• BURNS, Aaron late of Dysart • ROLFE, Charles Edwin (Ted) former Mayor of Belyando Shire Council • HERMAN, Leslie late of Clermont

4. DECLARATION OF CONFLICTS OF INTEREST

MATERIAL PERSONAL INTEREST Mrs Sheridan Dejun declared a Material Personal Interest for Report 11.1 Review of Moranbah Early Learning Centre’s Operations as her daughter attends the Centre for childcare.

5. DEPUTATIONS

No Deputation this meeting.

6. CONSIDERATION OF NOTICE OF MOTIONS

No items this meeting.

7. CONFIRMATION OF MINUTES

Ordinary Meeting of Isaac Regional Council held in Council Chambers, Moranbah on Tuesday 28 November 2017

Resolution No.: 5188

Moved: Cr Freeleagus Seconded: Cr Jones

Full Public Agenda Page 12 30 January 2017 That the Minutes of the Ordinary Meeting held at Council Chambers, Moranbah on Tuesday 28 November 2017 be confirmed.

Carried

8. BUSINESS ARISING FROM PREVIOUS MEETING

No business arising from previous meeting.

9. STANDING COMMITTEE REPORTS

9.1 Aquatic Centre Survey Results EXECUTIVE SUMMARY The purpose of this report is to communicate feedback as received through the Aquatic Centre Survey. The Aquatic Centre survey, approved through Resolution number 4940, was open from 30 September and closed 31 October 2017 for the region’s swimming facilities.

Resolution No.: 5189

Moved: Cr Lacey Seconded: Cr Pickels

That Council:

1. Receive the information within as feedback for Isaac Regional Council Aquatic facilities.

2. Note that the results from the follow up survey to be run in the second half of the season will be reported in May 2018.

3. Endorse the Manager Commercial Outcomes presenting current pool operators with a copy of comments received to assist their service approach.

4. Divisional Councillors to use the Aquatic Survey Results included in this report and the raw survey data to initiate and drive long term budget discussions with Manager Commercial Outcomes during the 2018/2019 budget development process.

Carried

9.2 Fee Reduction Request for Material Change of Use – Public Utility (Telecommunications Facility) EXECUTIVE SUMMARY A request has been made to Council on 14 November 2017 by Service Stream Mobile Communications requesting a fee reduction for a proposed development application for Material Change of Use – Public Utility (Telecommunications Facility).

Full Public Agenda Page 13 30 January 2017

Resolution No.: 5190

Moved: Cr Pickels Seconded: Cr Wheeler

That Council:

1. Endorse a 50% reduction of the fee in context of the assessment criteria of the proposed Isaac Regional Planning Scheme and in view of the community and economic development benefits to be derived from this new level of communication service being installed in this location.

Carried

NOTE: The reason for deviating from the Officers Recommendation is in context of the assessment criteria of the proposed Isaac Regional Planning Scheme and in view of the community and economic development benefits to be derived from this new level of communication service being installed in this location.

9.3 Central Queensland Coal Project EIS Impact Indicators EXECUTIVE SUMMARY Extract from General Business Section of Planning, Environment and Community Services Standing Committee Meeting held on 5 December 2017.

7.1 CENTRAL QUEENSLAND COAL PROJECT EIS IMPACT INDICATORS

Mr Manus Basson briefed the Committee with a handout and verbally on the impact of the proposed Central Queensland Coal Project to the St Lawrence and Carmila communities. Mayor Baker requested that we seek demonstrated need and confirmation that the project has the approval to use the rail line services within the Isaac Region. Mayor Baker requested that we strongly advocate to be a considered party in the process. Cr Vea Vea requested clarification on whether Isaac’s Emergency Services will be required as it is mentioned in the EIS report but not confirmed where the services are provided from.

ACTION: JEFF STEWART-HARRIS / MANUS BASSON

Resolution No.: 5191

Moved: Cr Lacey Seconded: Cr Jones

That Council:

1. Notes the identified impacts of the Central Queensland Coal Project EIS highlighted in the information provided.

2. Endorse the Chief Executive Officer submission on Council’s behalf in relation to the

Full Public Agenda Page 14 30 January 2017 identified impacts of Central Queensland Coal Project EIS Impact Indicators by the due date of 18 December 2017.

Carried

9.4 Moranbah Community Centre Booking EXECUTIVE SUMMARY Extract from General Business Section of Planning, Environment and Community Services Standing Committee Meeting held on 5 December 2017.

7.2 MORANBAH COMMUNITY CENTRE BOOKING

The Community Centre staff have received a request to hire Hall 2 for 3 days to use as a pop-up shop specifically for sale of Lorna Jane products. The question is raised due to knowledge of local businesses that sell the same product and whether this kind of request is supported. The Community Centre staff received a similar request several years ago for a pop-up Harvey Norman store which was rejected due to impact on local businesses with similar products.

ACTION: JEFF STEWART-HARRIS / KAREN MONTGOMERY

Resolution No.: 5192

Moved: Cr Lacey Seconded: Cr Wheeler

That Council:

1. Investigate the need for a Policy for usage of Council facilities for short-term commercial purposes.

Carried

9.5 Isaac Regional Council Monthly Financial Report EXECUTIVE SUMMARY In accordance with the Local Government Regulation 2012 (s204) a monthly financial report is required to be presented to Council stating the progress made in relation to the budget for the period of the financial year as near as practicable to the end of month before the meeting is held.

Resolution No.: 5193

Moved: Cr Freeleagus Seconded: Cr Pickels

That Council:

Full Public Agenda Page 15 30 January 2017

1. Receive the financial statement for the period ending 30 November 2017 pursuant to and in accordance with the Local Government Regulation 2012 (s204). Carried

9.6 Work, Health and Safety Update EXECUTIVE SUMMARY This report is provided as an update to Council on the current status of Organisational Safety.

Resolution No.: 5194

Moved: Cr Freeleagus Seconded: Cr Wheeler

That Council:

1. Note the report and the work health and safety action measures. Carried

9.7 Community Leasing Update EXECUTIVE SUMMARY This report is to provide an update to Council on the current status of community leases, actions and priorities.

Resolution No.: 5195

Moved: Cr Jones Seconded: Cr Lacey

That Council:

1. Note the status of community leasing program.

2. Endorse the Community Leasing Update report be added to the Community Tenure and Facilities Advisory Committee Meeting Agenda’s instead of the Corporate, Governance and Financial Services Committee Agenda’s.

3. The Committee request a status update (written) on the Moranbah Boxing and Sporting Club matter be provided for the Briefing Session.

4. As per the resolution from the November 2017 Ordinary Meeting request that commencement date of leasing process (initial point of contact) are added to the Leasing Update for the Briefing Session so long running matters can be dealt with as a matter of priority.

Carried

Full Public Agenda Page 16 30 January 2017 9.8 Clairview Recreational Vehicle Waste Disposal Point Decommission EXECUTIVE SUMMARY The Clairview Recreational Vehicles Waste Disposal Point (RVWDP) located at the public amenities at Clairview was installed to service caravans visiting Clairview where previously, free camping had not been restricted on the grassed foreshore areas. Free camping is now prohibited and the only caravan camping is allowed at a private caravan park.

This RVWDP is now damaged and irreparable due to splits in the upper part of the tank and was closed to mitigate the possibility of a spill into the Environment. This report seeks approval from Council to decommission and remove this facility whilst promoting caravans to utilise nearby facilities at the St Lawrence recreation grounds, Waverly Creek rest area and Carmila.

Resolution No.: 5196

Moved: Cr Wheeler Seconded: Cr Lacey

That Council:

1. Remove and decommission the damaged Recreational Vehicle Waste Disposal Point at Clairview.

2. Appropriate signage be installed at location advising of nearest alternative facilities.

Carried

9.9 Water and Wastewater Policies EXECUTIVE SUMMARY This report seeks Isaac Regional Council endorsement of the Water and Wastewater policies required for the commercialised water business to meet legislative and customer requirements.

Resolution No.: 5197

Moved: Cr Wheeler Seconded: Cr Pickels

That Council:

1. Adopt the Concealed Water Leaks Policy as detailed in the report by Greg Searle, 30 November 2017.

2. Authorise the Chief Executive Officer to update Council’s Policy Register in accordance with clause 1 above.

Carried

Full Public Agenda Page 17 30 January 2017 Resolution No.: 5198

Moved: Cr Jones Seconded: Cr Lacey

That Council:

1. Adopt the Water and Wastewater Connections Policy as detailed in the report by Greg Searle, 30 November 2017.

2. Authorise the Chief Executive Officer to update Council’s Policy Register in accordance with clause 1 above. Carried

Resolution No.: 5199

Moved: Cr Wheeler Seconded: Cr Austen

That Council:

1. Adopt the Water and Wastewater Customer Service Obligations Policy as detailed in the report by Greg Searle, 30 November 2017.

2. Authorise the Chief Executive Officer to update Council’s Policy Register in accordance with clause 1 above. Carried

Resolution No.: 5200

Moved: Cr Lacey Seconded: Cr Wheeler

That Council:

1. Adopt the Water Billing Policy as detailed in the report by Greg Searle, 30 November 2017.

2. Authorise the Chief Executive Officer to update Council’s Policy Register in accordance with clause 1 above. Carried

Resolution No.: 5201

Moved: Cr Jones Seconded: Cr Wheeler

That Council:

1. Adopt the Water Meter Reading Policy as detailed in the report by Greg Searle, 30 November 2017.

Full Public Agenda Page 18 30 January 2017

2. Authorise the Chief Executive Officer to update Council’s Policy Register in accordance with clause 1 above. Carried

Resolution No.: 5202

Moved: Cr Lacey Seconded: Cr Freeleagus

That Council:

1. Adopt the Water Supply and Wastewater Service Complaints Policy as detailed in the report by Greg Searle, 30 November 2017.

2. Request the Director of Water and Wastewater to facilitate further discussion through the next Water and Wastewater Standing Committee to clarify definitions contained in the Policy.

3. Authorise the Chief Executive Officer to update Council’s Policy Register in accordance with clause 1 above. Carried

10. OFFICER REPORTS

10.1 Plumbing Inspector EXECUTIVE SUMMARY Creation of new position of Plumbing Inspector/Trade Waste Officer to respond to overload governed by current and ongoing resources projects.

Resolution No.: 5204

Moved: Cr Freeleagus Seconded: Cr Wheeler

That Council:

1. Approve a new position of Plumbing Inspector for a five year fixed contract period. Carried

Full Public Agenda Page 19 30 January 2017 Resolution No.: 5205

Moved: Cr Freeleagus Seconded: Cr Pickels

That Council:

1. Change the order of business to defer deliberation and voting on reports 10.2 & 10.3 until the Mayor arrives to the meeting to allow her participation. Carried

10.2 Australia Day Awards 2018 EXECUTIVE SUMMARY Isaac Regional Council’s Australia Day award nominations closed on Friday 08 December. The nominees have been presented to Council to confirm the Award recipients.

10.3 PA15022 – Negotiated Decision – Material Change of Use (Meat Processing Facility) and Works Camp EXECUTIVE SUMMARY The Applicant is seeking a Negotiated Decision Notice to be issued in relation to Development Application PA15022 for Material Change of Use – Undefined Use (Meat Processing Facility) and Works Camp (70 persons), Environmentally Relevant Activity 25(2b) Meat Processing and 63(1a) Sewerage Treatment at 2231 Pasha Road, Pasha and described as Lot 8 on DK136, Lot 9 on DK137, and Lot 1 on DK150.

10.4 Modification to Business Application Unit Organisation Chart EXECUTIVE SUMMARY Modification to the organisational structure of the Business Application Solutions section to combine both GIS and Systems teams. This new structure will have a change of reporting line where all positions will report to the Coordinator - Technical Asset Management position.

Resolution No.: 5206

Moved: Cr Lacey Seconded: Cr Austen

That Council:

1. Receive, endorse and adopt the modification to the organisational structure of the Business Application Solutions section to combine the Systems and GIS teams.

Carried

Full Public Agenda Page 20 30 January 2017 10.5 Councillor Representation on Standing and Other Committees EXECUTIVE SUMMARY This report is to discuss and confirm the Council Representatives on Committees throughout the Isaac and surrounding regions.

Resolution No.: 5207

Moved: Cr Freeleagus Seconded: Cr Lacey

That Council:

1. Confirms and appoints the following Councillors as Chairperson and members of respective Standing Committees:

Standing Planning, Corporate, Engineering and Water and Committee Environment and Governance and Infrastructure Wastewater Standing Position Community Services Financial Services Standing Committee Committee Standing Committee Standing Committee Chair Cr Kelly Vea Vea Cr Jane Pickels Cr Geoff Bethel Cr Peter Freeleagus Member 1 Mayor Anne Baker Mayor Anne Baker Mayor Anne Baker Mayor Anne Baker Member 2 Cr Lyn Jones Cr Gina Lacey Cr Nick Wheeler Cr Nick Wheeler Member 3 Cr Jane Pickels Cr Kelly Vea Vea Cr Gina Lacey Cr Geoff Bethel Member 4 Cr Greg Austen Cr Peter Freeleagus Cr Greg Austen Cr Lyn Jones

2. Confirms the representation of Councillor Austen on internal and external Committees as follows;

(a) Clermont Saleyards Advisory Committee (b) Chair Work Committee (QLD Corrective Services Community Advisory Committee); and (c) Jangga ILUA Consultative Committee

3. Approves the updating of the relevant Standing Committee Terms of Reference in line with Clause 1 above and other amendments as discussed.

Carried

10.6 Moranbah Youth Centre – Expression of Interest EXECUTIVE SUMMARY The purpose of this report is to consider tenure arrangements for the Moranbah Youth Centre on Lot B in Lot 3 on M973107, 38 Bacon Street, Moranbah.

Resolution No.: 5208

Moved: Cr Pickels Seconded: Cr Lacey

That Council:

1. Approve to enter into a ten year lease agreement with Moranbah Arts Centre Inc. for use of the facility being located on Lot B in Lot 3 on M973107 and is 1920m2;

a. Lease fees to be charged in accordance with Tenures Policy for Council

Full Public Agenda Page 21 30 January 2017 Owned and/or Controlled Facilities. Size of leased area 501m2 – 5,000m2 annual rent/usage fee $600.00 ex GST per group

b. All outgoings will be at the expense of the Trustee Lessee. i. Rates ii. Electricity iii. Telephone/Internet iv. Water v. Cleaning vi. Garbage/Waste vii. Repairs & Maintenance

2. Authorise the Chief Executive Officer to negotiate, vary and execute the legal instruments to action clause 1 above.

3. Approve a change of name for the building of the Moranbah Youth Centre to Moranbah Arts Centre.

Carried

10.7 Internal Auditor – Service Provider – Request for Quotation EXECUTIVE SUMMARY This report is to advise Council options to progress the Internal Audit Program and review the scope of works for a new Internal Audit contract.

Resolution No.: 5209

Moved: Cr Pickels Seconded: Cr Lacey

That Council:

1. Authorise to progress with a Request for Quotes for Internal Audit Services with Tenders invited from all auditing specialist suppliers from the Local Buy Business Management Services BUS249-0515 arrangement in accordance with Local Government Regulations 2012 Chapter 6 Part 3 Clause 232.

2. Authorise the Chief Executive Officer to negotiate, vary and execute any legal instruments to engage the successful Internal Audit Providers.

Carried

10.8 Audit and Risk Committee Meeting Minutes and Recommendations – 24 November 2017 EXECUTIVE SUMMARY The purpose of this report is to present to Council the minutes of the Audit and Risk Committee Meeting held on Friday, 24 November 2017.

Resolution No.: 5210

Moved: Cr Freeleagus Seconded: Cr Pickels

Full Public Agenda Page 22 30 January 2017 That Council:

1. Receive and note the Minutes of the Audit and Risk Committee Meeting held on 24 November 2017.

2. Adopt the recommendations of the Audit and Risk Committee meeting held on 24 November 2017;

(a) That the Audit and Risk Committee endorse the draft scope of works for the Internal Audit contract and recommend to Council to progress with a Request for Quotes for the Internal Audit Services as soon as practical.

Carried

ATTENDANCE Mayor Anne Baker entered the room at 9.30am

10.9 Licence Agreement – Electric Vehicle Charging Stations – Music Street, Carmila EXECUTIVE SUMMARY The purpose of this report is to consider approving a Licence Agreement with Energy Impact Pty Ltd on part of the Road Reserve on Music Street, Carmila to construct and operate an Electric Vehicle (EV) Charging Station.

Resolution No.: 5211

Moved: Cr Freeleagus Seconded: Cr Wheeler

That Council:

1. Approves to enter into Licence Agreement with Energy Impact Pty Ltd on part of the Road Reserve on Music Street, Carmila to construct and operate an Electric Vehicle (EV) Charging Station.

2. That the Chief Executive Officer be authorised to negotiate, vary and execute the relevant legal instruments to support clause 1 above.

Carried

Deputy Mayor Geoff Bethel handed the duty of Chair to Mayor Anne Baker for the remainder of the meeting.

10.10 Greater Whitsunday Alliance Funding Agreement Deliverables EXECUTIVE SUMMARY The Greater Whitsunday Alliance Funding Agreement Schedule A (1) requires “within six (6) months of the Commencement date (15 December 2016) the parties will agree by exchange of letter an increased range of deliverables, Performance Objectives and Measures” in order to make and support financial assistance claims.

Resolution No.: 5212

Moved: Cr Lacey Seconded: Cr Bethel

Full Public Agenda Page 23 30 January 2017 That Council:

1. Endorse the proposed deliverables developed by the Greater Whitsunday Alliance (GW3) Board as follows:

• Activate the 2017-18 GW3 Strategic Plan

• Advocate for regional economic and community development opportunities.

• Create links, alliances, and collaborate with key stakeholders including industry groups; business leaders; industries and government at all levels to identify, plan and manage key opportunities for the region.

• Capitalise on and promote the brand equity of the Greater Whitsunday Region.

• Administration, integrity, accountability, transparency and quality Governance of the organisation.

• Develop and implement a financial model to ensure the sustainability and success of GW3

2. Endorse the Annual Financial Assistance to GW3 which is budgeted for in the 2017/2018 Annual Operational Budget.

3. Acknowledge and commends the great work of the GW3 Chair, Chief Executive Officer and Board in their inaugural year.

Carried

10.11 Mayoral Board Member Update on Local Government Association of Queensland (LGAQ), Greater Whitsunday Council of Mayors (GWCoM’s) and Greater Whitsunday Alliance (GW3) activities EXECUTIVE SUMMARY This brief provides an update on key Local Government Association of Queensland (LGAQ), Greater Whitsunday Council of Mayors (GWCoM’s) and Greater Whitsunday Alliance (GW3) activities.

Resolution No.: 5213

Moved: Cr Bethel Seconded: Cr Wheeler

That Council:

1. Note the update provided on Local Government Association of Queensland (LGAQ), Greater Whitsunday Council of Mayors (GWCoM’s) and Greater Whitsunday Alliance (GW3) activities.

Carried

Full Public Agenda Page 24 30 January 2017

10.12 Terms of Reference Pet Dog Advisory Committee EXECUTIVE SUMMARY Isaac Regional Council will form a Pet Dog Advisory Committee which will oversee the establishment and implementation of a pet dog control program.

Resolution No.: 5214

Moved: Cr Lacey Seconded: Cr Wheeler

That Council:

1. Resolve to accept the Terms of Reference for the Domestic Dog Advisory Committee.

2. Nominate a Chairperson for the Domestic Dog Advisory Committee. - Mayor Baker

3. Nominate two divisional Councillors as members of the Domestic Dog Advisory Committee. - Cr Pickels - Cr Freeleagus

Carried

CLOSURE OF MEETING

Resolution No.: 5215

Moved: Cr Pickels Seconded: Cr Bethel

That Council close the meeting to the public at 9.41am under Local Government Regulations 2012 Section 275 (1) (e) and (h) to deliberate on confidential reports 11.1, 11.2, 11.3, 11.4, 11.5, 11.6, 11.7, 11.8, 11.9 and 11.10.

Carried

MATERIAL PERSONAL INTEREST Mayor Anne Baker declared a Material Personal Interest for Report 11.1 Review of Moranbah Early Learning Centre’s Operations as she is a Director and the Chair on the Board of the Moranbah Early Learning Centre. Mayor Baker left the meeting room at 9.42am and did not participate in the discussion or vote for report 11.1.

MATERIAL PERSONAL INTEREST Cr Gina Lacey declared a Material Personal Interest for Report 11.1 Review of Moranbah Early Learning Centre’s Operations as she is a Director on the Board of the Moranbah Early Learning Centre. Cr Lacey left the meeting room at 9.42am and did not participate in the discussion or vote for report 11.1.

Full Public Agenda Page 25 30 January 2017

MATERIAL PERSONAL INTEREST Cr Peter Freeleagus declared a Material Personal Interest for Report 11.1 Review of Moranbah Early Learning Centre’s Operations as he is a Director on the Board of the Moranbah Early Learning Centre. Cr Freeleagus left the meeting room at 9.42am and did not participate in the discussion or vote for report 11.1.

Resolution No.: 5216

Moved: Cr Pickels Seconded: Cr Wheeler

That Council open the meeting to the public at 9.52am.

Carried

11. CONFIDENTIAL REPORTS

CONFIDENTIAL REPORT Closed under s275(1) (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage. 11.1 Review of Moranbah Early Learning Centre’s Operations EXECUTIVE SUMMARY Organisation Development Plan Action G16 called for a critical review for ongoing Moranbah Early Learning Centre’s (MELC) dependencies on Council. This paper reports on that review and makes recommendations for Council’s future relationship with the MELC.

Officers Recommendation:

1. Adopts in principle the preferred option detailed in the Confidential Report on the Moranbah Early Learning Centre’s Operations; and,

2. Requests the Chief Executive Officer to action the preparation of documents and receipt of advices set out in the Confidential Report.

Resolution No.: 5217

Moved: Cr Jones Seconded: Cr Pickels

That Council:

1. Adopts in principle the preferred option detailed in the Confidential Report on the Moranbah Early Learning Centre’s Operations; and,

2. Requests the Chief Executive Officer to action the preparation of documents and receipt of

Full Public Agenda Page 26 30 January 2017 advices set out in the Confidential Report.

Carried

ATTENDANCE Mayor Baker, Cr Lacey, Cr Freeleagus & Sheridan Dejun returned to the meeting room at 9.54am.

Resolution No.: 5218

Moved: Cr Pickels Seconded: Cr Wheeler

That Council close the meeting to the public at 9.55am under Local Government Regulations 2012 Section 275 (1) (e) and (h) to deliberate on confidential reports 11.2, 11.3, 11.4, 11.5, 11.6, 11.7, 11.8, 11.9 and 11.10.

Carried

Resolution No.: 5219

Moved: Cr Lacey Seconded: Cr Jones

That Council open the meeting to the public at 10.54am.

Carried

MORNING TEA

Morning Tea commenced at 10.54am Morning Tea concluded 11.20am

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.2 Landfill Equipment – Service Delivery Mode EXECUTIVE SUMMARY Council owns and operates specialised equipment at three landfills to manage the daily activities and compliance with the relative environmental licences. This report seeks support to dispose of the existing specialised equipment and engage contractors to perform these functions.

Resolution No.: 5220

Moved: Cr Lacey Seconded: Cr Wheeler

That Council:

1. Approve the disposal of the current Council owned specialised landfill equipment.

2. Approve the preparation of a tender for the provision of landfill operational activities

Full Public Agenda Page 27 30 January 2017 (pushing and covering) for Moranbah, Glenden and Dysart landfills.

3. Acknowledge the advice received from the Australian Workers Union.

Carried

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.3 CW170129 Moranbah Resource Recovery Centre Improvement and Expansion Project – Final Construction Costs EXECUTIVE SUMMARY The Moranbah Resource Recovery Improvement and Expansion Project is due for completion on 1 December 2017. This report seeks to provide and updated position on the project and seeks approval to transfer additional funds to the project.

Resolution No.: 5221

Moved: Cr Wheeler Seconded: Cr Lacey

That Council:

1. Note the progress report for Moranbah Resource Recovery Centre Improvement and Expansion Project.

2. Approve the transfer of funds to CW170129 (Moranbah Resource Recovery Improvement and Expansion Project) from:

CW170030 MBH – Landfill new leachate pond construction $50,000, CW170035 CORP – NDRRA Ineligible costs and compliance $838,077, CW170041 REAST – Rural roads east grading $183,561, CW170043 RWEST – Construction water points $2,024, CW170046 RWEST – Roads west grading $172,315, CW170048 RWEST – Roads west reseals $15,608, CW170125 DYS – Depot 10,000ltr diesel fuel storage $1,443.

Carried

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.4 February 2016 NDRRA Tender Award EXECUTIVE SUMMARY Following being activated under the Natural Disaster Relief and Recovery Arrangements (NDRRA) for Central Queensland Surface Trough, 4-8 February 2016, damage assessments have been completed and works subsequently advertised for delivery of the reconstruction efforts. This report seeks Council approval for award of NDRRA Restoration Construction Works.

Resolution No.: 5222

Moved: Cr Bethel Seconded: Cr Jones

Full Public Agenda Page 28 30 January 2017 That Council:

1. Endorses the tender assessment as presented.

2. Delegates the authority to the Chief Executive Officer to enter into a contract with Epoca Constructions under Section 228(9) Local Government Regulation 2012 to a total of $4,274,309.81 excluding GST and QLeave.

3. Delegate the Chief Executive Officer to administer and vary the contract up to 10% above Contract value or Queensland Reconstruction Authority recommended value, whichever is greater.

Carried

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.5 Glenden Town Centre Land Transfer EXECUTIVE SUMMARY The purpose of this Report is to seek delegation for the CEO to sign documents in relation to the sub- division and land transfer of Lot 9 on G112834 in accordance with the attached survey plan and memorandum of understanding.

Council has constructed a new park on this land which is currently owned by Glencore. The land also contains a shopping centre, associated infrastructure and a skate park. The survey shows the proposed new allotment (Lot 102) to be transferred to a reserve with Council as the trustee contains the new park, the skate park and totals 1.4ha. The shopping centre and other non-council infrastructure is located in the other new allotment (lot 101) and will remain in the ownership of Glencore.

Prior to constructing the park on this land Council had agreed that a sub-division and land transfer would take place, as per the attached signed Memorandum of Understanding (MOU).

Resolution No.: 5223

Moved: Cr Freeleagus Seconded: Cr Bethel

That Council:

1. Delegate to the Chief Executive Officer authority to sign documentation in relation to the sub division and Simultaneous Localisation and Mapping (SLAM) application for the land the new park has been constructed on as per the Memorandum of Understanding.

2. Note any additional legal costs to Council will be accommodated under the Parks and Recreation operational budget.

Carried

Full Public Agenda Page 29 30 January 2017

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.6 PSA – IRCT2084-1017-094 Roadside Slashing & Vegetation Control EXECUTIVE SUMMARY Council conducted an open tender for a Panel of Preferred Suppliers for the roadside slashing and vegetation control on rural roads throughout the region. This tendered arrangement is to assist with the maintenance works we have scheduled on our sealed road network.

Resolution No.: 5224

Moved: Cr Wheeler Seconded: Cr Bethel

That Council:

1. Approve the inclusion of the following Companies on the Isaac Regional Council Panel of Preferred Suppliers “Roadside Slashing & Vegetation Control”:

• AP Graham • Ramsamy Group Pty Ltd T/A Kerwin Land Management • Centrogen • Tropical Aqua Blasting Pty Ltd

2. Directs the Chief Executive Officer to ensure that appropriate attention is given to performance and quality of work of all contractors

Carried

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.7 PSA – IRCQ2084-1017-093 Rural Roads Maintenance Grading EXECUTIVE SUMMARY Council conducted an open tender for a Panel of Preferred Suppliers for the maintenance grading services on rural roads throughout the region. This tendered arrangement is to assist with the maintenance works we have scheduled on our unsealed road network.

Resolution No.: 5225

Moved: Cr Bethel Seconded: Cr Pickels

That Council:

1. Approve the inclusion of the following Companies on the Isaac Regional Council Panel of Preferred Suppliers “Rural Roads Maintenance Grading”:

Full Public Agenda Page 30 30 January 2017 • Bennett Contracting & Plant Hire • AP Graham • WN & JA Cruickshank Pty Ltd • Bellequip Pty Ltd • Mark Robertson Earthmoving

2. Directs the Chief Executive Officer to ensure that appropriate attention is given to performance and quality of work of all contractors.

Carried

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.8 IRCQ2084-0917-350 - Dysart and Middlemount Town Mowing and Maintenance Contract EXECUTIVE SUMMARY Council advertised Tender IRCQ2084-0917-350 to procure a Contractor to deliver maintenance and mowing works in Dysart and Middlemount. After tenders were assessed, negotiations with the preferred tenderer for a reduced term contract. Approval is now sort from Council to award the contract for mowing and maintenance in Dysart and Middlemount for a decreased six month period as outlined in the scope of operations for the period of January 2018 to June 2018.

Resolution No.: 5226

Moved: Cr Pickels Seconded: Cr Wheeler

That Council:

1. Accept the Mackay Plant Wholesalers proposal for a negotiated six (6) month contract under IRCQ2084-0917-350 for $276,922.80 Incl. GST;

2. Note the increase from $43,753.41 to $46,153.80 per month from the original twelve (12) month submission and the Parks and Recreations Department’s ability to accommodate this cost under the 53,000.00 Operational budget ;

3. Acknowledge the estimated cost for in-house delivery of this work from the start of the 18/19 financial year (attached) noting annual cost and initial capital required that will be submitted in the 18/19 budget process; and

4. Note the requirement of four (4) new labourer positions to facilitate in-house delivery and associated increase in Council FTE numbers.

Carried

CONFIDENTIAL REPORT Closed under s275(1) (e) contracts proposed to be made by it. 11.9 Tender Award – Moranbah Reservoir and Associated Works Project, Package 4 EXECUTIVE SUMMARY This report is to advise Council of the outcome of the evaluation for the Moranbah Reticulation Upgrade tender and to recommend the award of the contract to the preferred tenderer.

Full Public Agenda Page 31 30 January 2017 Resolution No.: 5227

Moved: Cr Freeleagus Seconded: Cr Lacey

That Council:

1. Award the contract for Tender Package 4; IRCT2053-1117-090 – Moranbah Reticulation Upgrade works to GNM Group (QLD) Pty Ltd for the contract sum of $1,029,958.00 ex GST.

2. Note the use of funds from project CW172422 – Moranbah Reservoir and Associated Works.

3. Authorise the Chief Executive Officer to negotiate, execute and vary the contract as required.

Carried

CONFIDENTIAL REPORT Closed under s275(1) (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage. 11.10 Proposed Memorial EXECUTIVE SUMMARY The family of a young child who died in tragic circumstances who were residents of Moranbah have expressed a desire to have a memorial in Moranbah.

Resolution No.: 5228

Moved: Cr Jones Seconded: Cr Lacey

That Council:

1. Authorise the Chief Executive Officer to present the options for the construction of a memorial set out in the report to Council on 19 December 2017 to the victim’s family for their consideration; and

2. Authorise the Chief Executive Officer to arrange the construction of the family’s preferred option for the memorial with funding forming part of the existing Park and Recreation Capital Budget.

Carried

Full Public Agenda Page 32 30 January 2017 Resolution No.: 5229

Moved: Cr Wheeler Seconded: Cr Pickels

That Council:

1. Resolves to award recipients for each of the following award categories, subject to confidential attachment: a. Regional Citizen of the Year b. Regional Young Citizen of the Year c. Regional Community Event of the Year d. Mayor’s Award, Recognition of Service to the Community e. Local Group Achievement Medallions (sport / achievement/culture) f. Local Individual Achievement Medallions (sport / achievement/culture)

Carried

Resolution No.: 5230

Moved: Cr Bethel Seconded: Cr Lacey

That Council agrees in part with the Applicant’s representations and issues a Negotiated Decision Notice in accordance with the following:

1. Amend Conditions 1.3, 1.6, 1.7, 2.4, 2.5, 5.2, 9.2, 11.1, 12.1, 12.2, 12.3, 12.4, 12.5, 12.6, 13.3, 18.1, 18.2, 20.1, 21; 2. Delete Conditions 4.1, 10.2 and 13.4; 3. Amend Advisory Notes 4, 5, 6, 8, and 10; and 4. Renumber relevant conditions.

Amended conditions:

1.3 Reference Documentation The documentation upon which this approval is based is as follows:-

PLAN / DOCUMENT NAME REFERENCE DATE SBP Australia Cover Sheet A001 Issue F 24-8-16 SBP Australia Overall Site Plan A101 Issue F 24-8-16 SBP Australia Village Site Development A102 Issue F 24-8-16 SBP Australia Abattoir Site Development A103 Issue F 24-8-16 Plan SBP Australia Site Elevations A201 Issue F 24-8-16

Full Public Agenda Page 33 30 January 2017 SBP Australia Abattoir Elevations A202 Issue F 24-8-16 Brazier Motti Detail Survey 41029/002 A 27-7-16 Mark Baldock Landscape Concept Plan 1607-LCP1 Issue B August 16 AECOM Noise Assessment 26-7-16 UDP Traffic Road Impact Assessment 22-8-16 Keith Engineering Biofilter Report 17-10-16 Johns Environmental Irrigation Strategy 17-10-16 Wet Weather Operations Plan May 2017 Emergency Management Plan April 2017

1.6 The Emergency Management Plan shall be amended as follows and re-submitted for endorsement by Council prior to the commencement of the use: a) Measures for emergency helicopter rescue access to the site, including the location of the helicopter pad via GPS co-ordinates, a marked area clear of vegetation and procedures for emergency helicopter landing. The helipad must be designed in accordance with relevant Australian Standards; b) A copy of the final Emergency Management Plan is provided to Council’s Local Disaster Management Group for their information and records.

1.7 Prior to the lodgement of an application for Development Permit (Operational Works) or Development Permit (Building Works), the applicant shall submit to Council for endorsement, and to form part of the Reference Documentation in condition 1.3 a revised Site Plan that consolidates information from the above and that shows on one Plan: a) The location of all buildings and structures associated with the Meat Processing Facility and the Works Camp, including the location and extent of open space and recreation facilities, and onsite parking areas including appropriate PWD access and parking facilities; b) the location of the on-site water supply infrastructure; c) the location of the fuel storage area and bunding; d) the location of the sewage and waste water treatment areas, including all water storage structures and all waste water irrigation areas; e) internal access roads and manoeuvring areas, including swept paths; f) internal pedestrian paths throughout the site; g) safety fencing and outdoor lighting; h) gross floor areas for each building; i) dimensioned buffer distances to common boundaries; j) detail Survey data locating features and contours; k) location of emergency evacuation area and helicopter pad; and l) separation distances between Meat Processing Facility (including waste disposal areas), and sensitive land uses.

2.4 Prior to or in conjunction with the lodgement of an application for a development permit (Operational Works), the applicant must submit to Council, certification from an RPEQ that all design for the development is in accordance with Council’s Policies, Relevant Engineering Design Guidelines, Relevant Standard drawings and standard construction specifications.

2.5 On completion of the works, the applicant must submit to Council certification from an RPEQ that all construction for the development is in accordance with the approved design drawings and all relevant Council Policies, Relevant Engineering Design Guidelines, Relevant Standard drawings and standard construction specifications.

4.1 Deleted

5.2 Prior to the commencement of use, the applicant must submit to Council for consideration a detailed Workers’ Accommodation Management Plan detailing

Full Public Agenda Page 34 30 January 2017 operations and management of the workers’ accommodation. The Plan should include, but not be limited to: a) Site manager role and responsibilities and hours of operation; b) Site security and behaviour management protocols; c) Educational and medical services (scope, scale, location, provision); d) Transport services (scope, provision); e) Staffing and operation of laundry and kitchen facilities; and f) Procedures to manage ongoing compliance with requirements of condition 5.1 relating to restrictions in the use of accommodation at the workers’ accommodation village to those workers’ (and families) who are directly employed at the on-site abattoir or as part of the grazing/feedlot operations.

9.2 Prior to the commencement of the use, the Applicant is to submit to Council certification from a Registered Professional Engineer of Queensland (RPEQ) verifying that the stormwater drainage management works have been constructed in accordance with the stormwater drainage management plan referenced in 9.1.

10.2 Deleted

11.1 Prior to the lodgement of an application for development permit (Building Works), the applicant must submit to Council for endorsement, and to form part of the Referral Documentation in condition 1.3, an air quality management plan prepared by an appropriately qualified person which includes, as a minimum requirement:- a) A detailed odour management plan using criteria based on the requirements of the Queensland Guideline Odour Impact Assessment for Developments; b) Specific site based management requirements relating to odour control (bio filters) for the Meat Processing Facility and rendering components of the operation to demonstrate satisfactory adherence to the Queensland Guideline Odour Impact Assessment from Developments; c) Odour control requirements for waste water treatment plant and the onsite composting activities; d) A plan for the control of emission limits for fuel burning plant. The management plan shall confirm the compliance with a minimum Tier 3 level particulate emission compliance of all internal combustion engines proposed on site for electricity generation; e) A plan showing adoption and implementation of best practice measures to prevent nuisance (dust or odour) occurring at the on-site worker accommodation and offsite sensitive receptors; f) An Air Quality and Odour Assessment report that provides atmospheric dispersion modelling of all potential sources of emissions to atmosphere, including details of emissions estimates, proposed mitigation techniques, modelling parameters and the basis for developing meteorological data for use in the modelling. The report should provide a comparison of predicted on and off-site receptor concentrations with the Environmental Protection (Air) Policy air quality objectives and the State odour guideline recommended odour threshold for sensitive receptors.

Note: In relation to Condition 11.1(f), the Applicant may alternatively provide a statement from an appropriately qualified person that potential odour impacts do not warrant the undertaking of atmospheric dispersion modelling (due to such things as the scale, nature, location, mitigation methods, separation distances, or any other relevant aspect of the development).

12.1 The Meat Processing Facility and Works Camp is to be provided with water supply to support the use operating at full capacity, and supplementary water storage in the event of shut down or emergency, in accordance with the requirements, including rate of supply, in the site based water supply assessment and management strategy to be

Full Public Agenda Page 35 30 January 2017 prepared by an appropriately qualified person pursuant to condition 12.2.

12.2. Prior to the commencement of the use, the sustainability of the water supply is to be demonstrated by a site based water supply assessment and management strategy prepared by an appropriately qualified person. The assessment and strategy is to be provided to Council for endorsement, and to form part of the Reference Documentation in condition 1.3, and include an assessment of total water demand and provision including, but not limited to the following;

• Total water demand for all site uses; • Detail of supply sources; • Detailed hydraulic testing of all water supply sources for reliability and sustainability in all operating conditions including extended drought; • Detailed hydraulic design completed by a suitably qualified hydraulic engineer including pipe sizes and flow calculations for the water network; • Details of all storage facilities including those for firefighting capacities to serve the accommodation and meatworks facilities on site; • Links to the site based emergency management response plan; • System redundancy management and residual supply capacity in the event of system failures; • Drought management protocols including extended drought conditions; • Site manager responsible for sustaining supply to all facilities on site; and • Detailed maintenance programs for existing water supply infrastructure to sustain system reliability.

12.3 The water supply system is to be appropriately designed by a Registered Professional Engineer of Queensland (RPEQ).

12.4 Prior to the commencement of the use, submit to Council certification from a RPEQ verifying that the water supply system has been constructed in accordance with the designs referenced in 12.3.

12.5 The minimum supplementary storage to be provided for the Works Camp is in accordance with the site based water supply assessment and management strategy prepared in accordance with Condition 12.2. The supplementary water supply is to be within a separate tank or tanks, or within a reserve section of main water supply tanks that is specifically used only for supplementary water storage and supply.

12.6 A tank (or tanks) at both the Meat Processing Facility and the Works Camp is to be provided for fire fighting purposes. The tanks must be independent of any other water sources, have a minimum capacity in accordance with the water supply and management strategy prepared in accordance with Condition 12.2, and be fitted with a pressure pump and standard fire brigade cam lock fittings.

12.7 Where the proposed water supply system requires further works to be undertaken, e.g. construction of additional infrastructure and facilities such as dams or pipelines, all required approvals and consents for those works must be obtained prior to the commencement of construction of the Meat Processing Facility or Works Camp uses.

13.3 Prior to the lodgement of an application for a development permit (Building Works), the applicant must submit to Council a waste management plan prepared by an approved/registered waste management consultant which includes: a) Details for the development site which outlines the storage methods, frequency of refuse collection, the disposal of oils and contaminants, and any composting of organic wastes on site; and

Full Public Agenda Page 36 30 January 2017 b) The manner in which all non-composted putrescible food waste is stored prior to disposal. Non-composted putrescible food waste must be kept refrigerated up until 6 hours prior to collection from the site by a registered waste contractor.

13.4 Deleted

18.1 Prior to the commencement of construction, the applicant must submit to Council a weed management plan to ensure no transmission or spreading of declared weeds or pests to or from the site at all times during construction and operational activities.

18.2 Prior to the lodgement of an application for a development permit (Building Works), the applicant must submit to Council a Fuel Storage Management Plan detailing all onsite storage of fuels (diesel, LPG, petrol, etc), including the types and volumes of fuels stored and the proposed storage and bunded areas.

20.1 Where a referable dam is constructed on the premises in connection with the approved Meat Processing Facility and Works Camp, the applicant must submit the following to Council for information; • An appropriate Dam Failure Impact Assessment for any Referable Dams under the Water Supply (Safety and Reliability) Act 2008 demonstrating that the dam does not present an unreasonable risk; • An appropriate flood modelling study for any Referable Dams under the Water Supply (Safety and Reliability) Act 2008 demonstrating that the proposed works do not cause an actionable nuisance on surrounding properties.

21. APPROVAL PERIOD

Amended advisory notes:

4. The management plans that are required to be prepared under Condition 18 should include the following elements:

a) The Fuel Storage Management Plan should include, as a minimum requirement: • A plan detailing all storage of diesel/fuels for onsite electricity generation including the volumes of fuels stored and the proposed bunded area; • A generator servicing management plan demonstrating the servicing of generators being undertaken in accordance with an approved Waste Management Strategy/Plan, with relation to the disposal of oils and contaminants; and • A fuel storage & capacity strategy for the diesel generator plant serving the development site, which must be sufficient in case of natural disaster events such as extended flooding. Procedures for ensuring sufficient storage capacity must also be included within the Emergency Management Plan.

5. Should the assessment of water supply undertaken in relation to Condition 12.2 require that additional water supply sources are required to appropriately service the proposed development, the applicant may be required to either: • if available under the relevant statutory framework seek a change to the overarching development permit to include the changed water supply arrangement; or • seek a new development permit for the use including the changed water supply arrangement.

6. The applicant may be required to confirm in writing all owners consent of all land subject to alternative water supply sources and pipeline networks. All owners’ consents are to be included with subsequent development applications or change request in accordance with the statutory requirements at the time.

Full Public Agenda Page 37 30 January 2017

8. An Environmental Authority may be required dependent on the final volume of fuel or other chemicals to be stored on site (Environmental Relevant Activity 8). Where necessary, the Environmental Authority will be required prior to commencement of the Environmentally Relevant Activity and a copy of the approval is requested to be provided to Council for information purposes.

10. The applicant should consider the provision of appropriate fencing and signage to ensure the safety and security of the site and staff/visitors, including: • appropriate fencing to ensure safety of people, vehicles and livestock in the vicinity of the site; and • Appropriate signage at access points adjacent to public roadways advising that no public access is permitted (e.g. “Private Property – No Access Authorised Persons Only”).

Remainder of Conditions

Other Assessment Manager Conditions and Advisory Notes contained in Council’s Decision Notice (PA15022) dated 30 June 2017 remain unchanged. Carried

LATE Adani Road Maintenance Deed REPORT EXECUTIVE SUMMARY Council has reached substantial agreement with Adani on the content of a Road Maintenance Deed (the Deed) that sets out the obligations of Adani to remediate and maintain Moray-Carmichael Road, Moray-Bulliwallah Road and New Twin Hills Road (the Roads). The current draft of the Deed is attached as Attachment 1.

Upon execution of the Deed the existing Quarry Licence will terminate. It will be necessary for Council to amend the current Quarry Licence or issue a further Quarry Licence (the Licence) governing Adani’s use of the Council quarries at North Back Creek and Elgin.

Resolution No.: 5231

Moved: Cr Lacey Seconded: Cr Wheeler

That Council:

Authorise the Chief Executive Officer to: 1. Finalise the content of the Road Maintenance Deed (the Deed) between Council and Adani with inclusion of an additional requirement that Adani reimburses Council immediately for Council’s attributable past costs in repairing damage to the roads caused by Adani. 2. Execute the Deed on behalf of Council

Full Public Agenda Page 38 30 January 2017 3. Finalise the content of the Quarry Licence (the Licence) governing Adani’s use of the Council quarries at North Back Creek and Elgin 4. Issue a new or amended Licence to Adani. 5. Issue to Adani the required approvals Pursuant the Local Law 15. 6. Approve further plans submitted by Adani pursuant to the Deed.

Carried

LUNCH

Lunch commenced at 12.40pm Lunch concluded 1.13pm

12. COUNCILLOR QUESTION TIME

12.1 1300ISAACS TEMPLATE FOR FACEBOOK COMPLAINTS

Mayor Baker requested development of a 1300ISAACS template on Isaac Regional Council letterhead that is appropriate to post on Facebook complaints on Community Noticeboards.

ACTION: GREG SEARLE / CARENDA JENKIN

12.2 MAY DOWNS ROAD UPDATE

During their attendance to the latest RMPC meeting Council Officers received feedback from the Department of Transport and Main Roads that they believe the May Downs Road is in good condition. Officers strongly disagreed and have since received correspondence from Department of Transport and Main Roads that they wish to bring forward their grading schedule for May Downs Road and have acknowledged the numerous written advices regarding the poor condition of the road.

ACTION: PATRICK MOORE

12.3 CHRISTMAS WISHES

Cr Bethel wished all Councillors and Staff of Isaac Regional Council a Merry Christmas and to have a safe break.

ACTION: NOT REQUIRED

12.4 BUDGET BID DISCUSSIONS FOR MORANBAH

Full Public Agenda Page 39 30 January 2017 Cr Lacey requested a budget bid meeting with Directors of Planning, Environment and Community Services, Engineering & Infrastructure and Water & Wastewater in the New Year. Cr Lacey will provide a list of discussion items to all Directors involved by the end of the week for consideration and the list will particularly include the Moranbah Community Centre master plan & Sarchedon Drive sporting facilities master plan.

ACTION: JEFF STEWART-HARRIS / PATRICK MOORE / GREG SEARLE

12.5 RESPONSE LETTER TO BYRON SHIRE COUNCIL

Mayor Baker asked Councillors whether they wish to proceed with a response letter to the Byron Shire Council regarding the Adani Carmichael Mine Project. Councillors all agree that a response should be sent that respectfully addresses the Council’s opinion but also advises of this Council’s position and provides factually based information about the importance of Coal.

ACTION: MAYOR BAKER / GARY STEVENSON

12.6 CLARKE CREEK WIND FARM DEVELOPMENT APPLICATION

Director of Planning, Environment and Community Services Jeff Stewart-Harris provided a verbal update and tabled a draft copy of the Third Party Advice – Written Submission on Clarke Creek Wind Farm Development Application letter to be sent to the Department of Infrastructure, Local Government and Planning.

Delegation of authority is sought from Councillors that the Chief Executive Officer make a submission to Department of Infrastructure, Local Government and Planning on behalf of Council.

ACTION: GARY STEVENSON

Resolution No.: 5232

Moved: Cr Bethel Seconded: Cr Pickels

That Council:

1. Delegates authority to the Chief Executive Officer in consultation with the Mayor, Divisional Councillor and Chair of the Planning, Environment and Community Services Committee to make a submission in relation to the Clarke Creek Wind Farm Development Application to the Department of Infrastructure, Local Government and Planning, with a copy to be distributed to all Councillors prior to final submission.

Carried

13. CONCLUSION

There being no further business, the Mayor declared the meeting closed at 2.10pm.

Full Public Agenda Page 40 30 January 2017

These minutes were confirmed by Council at the Ordinary Meeting held on 30 January 2018 in Moranbah.

…………………………..... ….. / ….. / …….. MAYOR DATE

Full Public Agenda Page 41 30 January 2017 PLANNING ENVIRONMENT AND COMMUNITY SERVICES

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Karen Montgomery

AUTHOR POSITION: Manager Commercial Outcomes

9.1 Middlemount Pool – Management and Operation

EXECUTIVE SUMMARY The purpose of this report is to determine an appropriate and efficient way forward for the Management and Operation of the Middlemount Swimming Pool.

OFFICER’S RECOMMENDATION That the Committee recommend to Council to:

1. Approve a Tender process for the Management and Operation of the Middlemount Swimming Pool for a period of five (5) years.

2. If the Tender process is unsuccessful, continue operating the facility with Isaac Regional Council staff for a period of 12 months at which time further options of tenure should be considered.

Resolution No.: PECS0083

Moved: Cr Freeleagus Seconded: Cr Pickels

That the Standing Committee recommends that Council:

1. Approve a Tender process for the Management and Operation of the Middlemount Swimming Pool for a period of up to five (5) years.

2. Ensure previous tenderers and current lessees are informed about the Tender.

3. If the Tender process is unsuccessful, continue operating the facility with Isaac Regional Council staff for a period of 12 months at which time further options of tenure should be considered. Carried

BACKGROUND

Isaac Regional Council has been operating the Middlemount Swimming Pool since September 2016. This was originally endorsed due to no suitable tenderers making submission at the time of Tender after the last lessee exited.

Whilst the overall customer satisfaction has proven to be at a high level, financial information shows that it is less favourable operating the facility with staff opposed to paying a lessee a

Full Public Agenda Page 42 30 January 2017 management fee. There are also difficulties in obtaining staff that are qualified to fulfil obligations of swimming pool operations when required.

Financial Period Revenue Expenses 2014/2015 $0.00 $142,054.63 Included in total - IRC Staff wages $5,649.27

Management Fee $68,925.87 2015/2016 $0.00 $166,709.50 Included in total -

IRC Staff wages $3,118.52

Management Fee $70,250.72 2016/2017 $29,838.41 $299,578.87 Included in total - IRC Staff wages $116,053.96

Contract Lifesavers $65,527.73

Management Fee $0.00 2017/2018 - YTD $28,629.51 $138,798.03 Included in total -

IRC Staff wages $53,687.61

Management Fee $0.00

The table above identifies the cost weaknesses of IRC operating the pool. 2016/2017 period was inflated due to IRC not being able to employ suitable staff resulting in the need to hire contract lifeguards which came at a high price. 2017/2018 period obviously has not been finalised however the costs are already high.

It would be envisaged that the pool management and operation be offered at $80,000annually as per the Clermont and Dysart Swimming facilities however, there may be push back similar to that of the recently leased Glenden Pool due to the low patronage which can decrease additional revenue opportunities.

During the last recruitment for Middlemount Pool staff, a gentleman holding all valid credentials was interviewed and he advised that he had not long ago held leases at two Bundaberg swimming pools. Whilst this man was a suitable candidate for submitting a tender if the pool operations were offered this way in the future, hedidn’t fully understand the position we were offering and thought that he could make extra revenue for himself by coaching swimming. When asked if he would consider putting a submission in for a tender if the opportunity arose, his reply was positive.

IMPLICATIONS

If there are no suitable submissions, present staff would be approached to continue on in their roles.

Full Public Agenda Page 43 30 January 2017 Further benefits would be available through lessees such as training/coaching, other water related activities.

Possible implications with community members who have been doing their own training. Lessee will have exclusive rights to training. Communication methods would need to introduce new lessee.

It is expected that this proposal will reduce Council’s overall cost for operating the Middlemount Pool thus providing a favorable financial implication.

CONSULTATION

Councillor Division 7 Director Planning Environment and Community Services Program Leader Facilities and Projects HR Advisor

BASIS FOR RECOMMENDATION

Financial information provided to date suggests that even though Council assumes most of the costs, it is more efficient to have a lessee in place than staff.

ACTION ACCOUNTABILITY

Manager Commercial Outcomes would be responsible to manage any tender processes including the lease or continue operations with staff.

KEY MESSAGES

Provide, operate and maintain venues and community facilities to deliver, safe, efficient and cost and effective services.

Report Prepared by: Report Authorised by: KAREN MONTGOMERY JEFF STEWART-HARRIS Manager Commercial Outcomes Director Planning Environment & Date: 3 January 2018 Community Services Date: 9 January 2018

ATTACHMENTS

• Nil

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 44 30 January 2017 CORPORATE, GOVERNANCE AND FINANCIAL SERVICES

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Scott Greensill

AUTHOR POSITION: Director – Corporate, Governance and Financial Services.

9.2 Department of Natural Resources and Mining – Proposal to change locality boundaries – Clermont, Mistake Creek, Laglan, Peak Vale, Argyll, Frankfield and Theresa Creek

OFFICER’S RECOMMENDATION The Committee recommends to Council:

1. That it offers no objection to the proposed locality boundary changes as detailed in the correspondence from the Department of Natural Resources and Mining received 8th December 2017.

Resolution No.: CGFS0112

Moved: Cr Freeleagus Seconded: Cr Vea Vea

That the Standing Committee recommends to Council:

1. That it offers no objection to the proposed locality boundary changes as detailed in the correspondence from the Department of Natural Resources and Mines received 8 December 2017. Carried

BACKGROUND

The Mistake Creek Area Progress Association (MCAPAI), as well as other residents across the Isaac Regional Council area have expressed concerns and experienced difficulties with essential service delivery, such as mail and emergency services, due to locality names being confusing and in some instances the same as property names. In one instance an emergency service went to the incorrect location due to a property name and locality name being the same. In addition, there have also been difficulties with some localities and their corresponding post areas.

In order to address these issues the MCAPAI has for been actively engaging with the Department of Natural Resources and Mines (DNRM) to have changes made to some place names within the Isaac Region Council area. To date the following chronology of actions have taken place to date:

Full Public Agenda Page 45 30 January 2017 • Information received from Mistake Creek Area Progress Association requesting that IRC support their request to change the locality boundaries (2013) • Item went to Council meeting (May 2013) and supported MCAPAI application to change locality names. • DNRM has been in contact with residents and letters was sent out. • DNRM attending the Mistake Creek Community Round Table Meeting and were available for residents to discuss any (November 2015) • DNRM sent Isaac Regional Council a letter informing about the proposed Quetta locality • DNRM sent Isaac Regional Council a letter requesting feedback regarding proposed locality boundaries

Council, on 28 May 2013, resolved to provide the MCAPAI a “Letter of Support” in regards to the Associations actions of engaging with DNRM to resolve its concerns. As a consequence and following further consultation Council has now received correspondence from DNRM in regards to proposed name change suggestions from the MCAPAI and seeks Council’s feedback regarding the same.

Both the MCAPAI and DNRM have engaged in significant consultation with affected residents and the community in regards to the proposed changes.

As a result of the DNRM correspondence Carl and Andrea Moller (representatives of MCAPAI) were contacted and they advised that they are in agreement with DNRM proposals in relation to the Mistake Creek area, however were not in a position to comment in regards to the other areas that are detailed on the map.

Whilst the affected localities predominantly lie in the Isaac Regional Council area, small portions are in the Central Highlands and the Barcaldine Regional Council areas and as such both Councils have been contacted in regards to their views. At the time of writing however, no response has been received. The DNRM have also advised that in early January 2018 they forwarded correspondence to both Councils and are currently awaiting reply.

The DNRM have also verbally advised that they have discussed the proposed changes with both the emergencies services and Australia Post and that no objections were forthcoming.

One of the fundamental reasons for the proposed changes to the locality names was to overcome confusion between property names and localities of the same name. It is noted however that the proposal contains a Peak Vale locality when a Peak Vale Station exists and also a Laglan locality when a Laglan Station exists. This was raised in discussion with DNRM who advised that the main issue in regards to having the same name for a locality and station was when the station was not contained within the locality of the same name. This is not the situation in regards to both Peak Vale and Laglan. DNRM further advised that they had raised this issues with the property owners in both localities with no concerns being raised and a preference for the proposed locality names due to historical significance.

Should the proposal ultimately be accepted the following points should be noted:

Quetta Post Code

The Post Code for the proposed locality of Quetta will be the same as the Alpha Post Code.

Local Government Boundary Realignment

A local Government Boundary Realignment will not be considered as part of the locality alignment due to the affected Local Government Areas resolving not to support the requested change.

Full Public Agenda Page 46 30 January 2017 Addressing Updates to Owners

Once the new locality boundaries are implemented, Isaac Regional Council will be required to send letters to all owners of their new addresses.

The final locality proposal date is early 2018 with the implementation date towards the end of 2018.

IMPLICATIONS

Issues as detailed above. Nominal financial cost to Council is envisaged.

CONSULTATION

Division One Councillor Former Division One Councillor Director Planning Environment & Community Services Representatives of Mistake Creek Area Progress Association (MCAPAI) Barcaldine Regional Council (contacted and awaiting response) Central Highlands Regional Council (contacted and awaiting response) Co-ordinator Technical Asset Management

BASIS FOR RECOMMENDATION

No impediment to the proposed changes has been identified.

ACTION ACCOUNTABILITY

Not Applicable.

KEY MESSAGES

Not Applicable.

Report Prepared by: Report Authorised by: SCOTT GREENSILL GARY STEVENSON Director Corporate, Governance & Chief Executive Officer Financial Services Date: 9 January 2018 Date: 9 January 2018

ATTACHMENTS

• Attachment 1 – Correspondence – Proposed Locality - Quetta • Attachment 2 - Letter of Support

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 47 30 January 2017 File/Ref: 14003_Quetta_ QPN1359

Queensland! 5 December 2016 Government(-·--·-�--· ----,---,,

The Chief Executive Officer Department of l Natural ResoLr-c�-Mrn�-----···· Isaac Regional Council ',

PO Box 97 { MORANBAH OLD 4744 -j ' �,. fi o=-"""""'=- =..,a'""=m,,"'y .•,.,,-.

Dear Sir

The Minister for Natural Resources and Mines (DNRM) is responsible for harrHrr�rancr·., defining locality and suburb boundaries in Queensland under the Place Names Act 1994. Accurate locality and suburb boundaries aid your Council in allocating unambiguous addressing to support the delivery of emergency and other essential services.

We wish to confirm Council's support forthe suggestion from Mistake Creek Progress Association Incorporated, to create a new locality out of the larger localities of Mistake Creek and Peak Vale. The new locality, to be named Quetta would allow land owners who receive their mail and other services from the township of Alpha to be included in this new locality.

The action will also reduce confusion for emergency service delivery in the broader locality of Mistake Creek. Please find attached a map of the suggested boundary changes.

If you have any comments regarding this suggestion, please provide written submissions, either in support or objection to the proposal by 9 January 2017 to:

Email: [email protected]

or by mail to:

Alison Adair, Project Officer Department of Natural Resources and Mines PO Box 63 Mackay Qld 4 7 40.

Should you have any further enquiries, please contact our office on 49996878.

Regards,

Jessica Saunders Spatial Information Officer Central Region Department of Natural Resources and Mines

ATT: Mistake Creek Proposal_20160201

PO Box 63 Mackay Full Public Agenda Page 48 Queensland30 January 4740 2017Australia Website \MNW.dnrm.qld.gov.au ABN 46 640 294 485 Suggested Locality Boundaries and Name ELGIN FRANKFIELD KILCUMMIN (proposed to be realigned) CLERMONT, MISTAKE CREEK, KALANG LAGLAN LAGLAN, PEAK VALE, (proposed to be realigned) KALANG CLERMONT (proposed to be realigned) ARGYLL, FRANKFIELD, WOLFANG SAINT ALBANS or LAGLAN PINE HILL and

RECRUIT ALBRO THERESA CREEK

PIONEER Isaac Regional STAR OF HOPE SPRINGVALE SPRING CREEK 0 2.5 5 10 15 20 25

MISTAKE CREEK Kilometers (locality name proposed to be discontinued) ! Clermont MIRRABILLA TRELAWNEY WEST BANCHORY CLYDEVALE SCALE:1:450,000 @ A3

Prepared by the Department of Natural Resources, Mines and Energy to show place names and BANCHORY boundaries under the provisions of the Place Names Act 1994.

RIVERVIEW © State of Queensland (Department of Natural Resources, Mines and Energy) 2017. NARRIEN REDROCK NARRIEN Copyright protects this publication. Except for purposes permitted by the Copyright Act RANGE reproduction by whatever means is prohibited without the prior written permission of NATIONAL the Department of Natural Resources, Mines and Energy. PARK TELERAH Unless indicated otherwise, locality/suburb boundaries follow cadastral boundaries KAMROO OLD BANCHORY or the centrelines of roads and watercourses. Note: Due to changes that occur throughout the year, the information presented SUNNY (for some properties) may not be current. PARK Property names are provided for location purposes only and the reliability of the information is not guaranteed by the Queensland Government. PRIORA Property names may be amended by emailing [email protected] MAYTOE THERESA CREEK

(proposed to be realigned) Submissions close: 20th April 2018 CREMORNE PEAK VALE MERRIGANG Submissions on this propoal may be lodged online at WYNYARD (proposed to KILMARNOCK https://www.qld.gov.au/environment/land/place-names/proposals-decisions, be realigned) or via email to [email protected], or by mail sent to: THE GROVE KARMOO MAKONDA Queensland Place Names MALANBAR or Podium 3, DNRM Landcentre ISLAY PLAINS MOUNTAIN VIEW GPO Box 2454, Brisbane QLD 4001 Proposal gazette published: 16 February 2018 QUETTA Gazetted locality boundary QPN1077 PEAK VALE ARGYLL SURBITON (proposed to be realigned) Proposed realigned locality boundary PEAK VALE Property Name CRAVEN PEAK VALE Locality Name Queensland

Cairns !

NONAME Townsville !

! Mount Isa ! Mackay Clermont BEAUFORT CARLENE ! Longreach ! ! Alpha MISTAKE CREEK PEAK VALE THE GEMFIELDS CLERMONT WILLOWS BRISBANE ! PINE HILL Full Public Agenda Page 49 DRAFT30 January 2017 Full Public Agenda Page 50 30 January 2017 CORPORATE, GOVERNANCE AND FINANCIAL SERVICES

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Gary Stevenson

AUTHOR POSITION: Chief Executive Officer

9.3 Appointment of Acting Chief Executive Officer

EXECUTIVE SUMMARY Council is requested to approve arrangements for appointment of Acting Chief Executive Officer for future absences of the Chief Executive Officer.

OFFICER’S RECOMMENDATION

That the Standing Committee recommends to Council:

1. That it appoints the following officers to act as Chief Executive Officer in accordance with Section 195 of the Local Government Act 2009 in the absence of the Chief Executive Officer on a rotational basis during 2018;

• Mr Scott Greensill • Mr Jeff Stewart-Harris

Resolution No.: CGFS0113

Moved: Cr Vea Vea Seconded: Cr Freeleagus

That the Standing Committee recommends to Council:

• Mr Scott Greensill • Mr Jeff Stewart-Harris Carried

BACKGROUND

Section 195 of the Local Government Act 2009 states;

“A local government may appoint a qualified person to act as the chief executive officer during— (a) any vacancy, or all vacancies, in the position; or (b) any period, or all periods, when the chief executive officer is absent from duty or cannot, for another reason, perform the chief executive officer’s responsibilities.”

Full Public Agenda Page 51 30 January 2017 In consultation with the Mayor the Chief Executive Officer canvassed each of the Directors as to their willingness to act as Chief Executive Officer if required. Mr Greensill and Mr Stewart-Harris are experienced local government Chief Executive Officer’s and are willing to do so. Mr Searle indicated he will be prepared to do so in due course following further proposed training in mid- 2018. Mr Moore prefers not to act as Chief Executive Officer during his first year in the Director’s role.

IMPLICATIONS

It is therefore proposed to appoint Mr Greensill and Mr Stewart-Harris as Acting Chief Executive Officer to serve on a rotational basis during 2018.

The Chief Executive Officer plans to take leave for approximately two weeks in May 2018 and other than that his absences are anticipated to be occasional and for no more than a few days at a time.

Should the Chief Executive Officer be absent for any period greater than two weeks it is intended that the role of Acting Chief Executive Officer be shared between Mr Greensill and Mr Stewart- Harris during that period to minimise impact on their Directorate responsibilities.

Should the Chief Executive Officer be absent for any period greater than four weeks it is intended that a report be presented to Council to consider options for appointing an Acting Chief Executive Officer during that period.

CONSULTATION

Mayor Executive Leadership Team

BASIS FOR RECOMMENDATION

The recommendation is a practical and efficient arrangement for appointment of an Acting Chief Executive Officer.

It recognises the depth of experience held by the two nominated officers, and the rotational arrangement for Acting Chief Executive Officer also provides professional development experience and opportunity for further challenges for these officers.

ACTION ACCOUNTABILITY

The Mayor and Chief Executive Officer will jointly administer the roster for Acting Chief Executive Officer.

KEY MESSAGES

The Executive Leadership Team is a very experienced group of officers willing and able to step up to higher duties as required.

Report Prepared by: Report Authorised by: GARY STEVENSON GARY STEVENSON Chief Executive Officer Chief Executive Officer Date: 4 January 2018 Date: 4 January 2018

ATTACHMENTS

• Nil

Full Public Agenda Page 52 30 January 2017

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 53 30 January 2017 CORPORATE, GOVERNANCE AND FINANCIAL SERVICES

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Robert Kane

AUTHOR POSITION: Chief Information Officer

9.4 New Internet Provider

EXECUTIVE SUMMARY A high capacity internet connection is being recommended to replace existing infrastructure.

OFFICER’S RECOMMENDATION The Committee recommends to Council:

1. The appointment of Nexium as Isaac Regional Council’s internet provider.

2. Authorise the Chief Executive Officer to execute and vary the contract as required.

Resolution No.: CGFS0114

Moved: Cr Freeleagus Seconded: Cr Vea Vea

That the Standing Committee recommends to Council to:

1. The appointment of Nexium as Isaac Regional Council’s internet provider.

2. Authorise the Chief Executive Officer to execute and vary the contract as required.

Carried

BACKGROUND

Isaac Regional Council’s internet connection has a 10MB bandwidth and a 700GB per month limit on data after which we pay for excess usage. In FY16/17 the excess data charges were around $56,000. Over the next 12 months we expect demand for bandwidth to increase significantly as a result of: • The move to Microsoft’s Office365 suite which stores files in The Cloud; • The implementation of ECM and TechOne’s stated strategy of moving all modules to the internet-based CiAnywhere platform; • A general increase in demand for mobility from IRC employees; • A general move to online transaction processing across the business world.

IMPLICATIONS

The existing 10MB internet link should be cancelled and replaced with one capable of catering for expected growth in demand for internet services.

Full Public Agenda Page 54 30 January 2017 The $128,916 per annum saved by cancelling the existing Telstra link is more than enough to cover the recommended $74,136 per annum replacement from Nexium. In effect, Council will be installing a higher capacity link for a lower cost.

CONSULTATION

A number of internet providers were approached for the supply of a 100MB connection with unlimited data use but most (e.g. Optus, iiNet, Dodo) were discarded either because their focus was on the residential market or because they didn’t have infrastructure in Central Queensland. The two most promising offers came from Telstra, our existing supplier, and Nexium, a fully-owned subsidiary of Ergon. A comparison of their pricing is shown in the attached Internet Costs spreadsheet. The Telstra solution covered a 100MB link to Moranbah and the retention of the existing 10mb backup link in Clermont. The Nexium quote covered a 100MB link to Moranbah with a 10MB link to Dysart as a backup. The technical solutions and pricing were presented to the IT Steering committee in December 2017 and to the ELT in January 2018.

BASIS FOR RECOMMENDATION

The recommendation is to source from Nexium: (Exemption from tendering is in accordance with section 235 (f) of the Local Government Regulations 2012 as it is under an arrangement with State Government). • Their pricing gives a saving of $200,000+ over three years when compared to the equivalent Telstra quote and a saving of $160,000+ when compared to what IRC is currently paying Telstra for a 10MB link; • Their stated SLA of 99.98% uptime is reasonable; • The IRC Procurement team has confirmed Nexium’s General Order to be in line with Queensland Local Government procurement guidelines; • Nexium seems to have a satisfied customer base.

ACTION ACCOUNTABILITY

Chief Information Officer to action the recommendation as approved by Council.

KEY MESSAGES

Council is committed to delivering services efficiently.

Report Prepared by: Report Authorised by: ROBERT KANE SCOTT GREENSILL Chief Information Officer Director Corporate, Governance and Date: 8 January 2018 Financial Services Date: 9 January 2018 August

ATTACHMENTS

• Confidential Attachment 1 – Internet Costs • Confidential Attachment 2 – Telstra Quote • Confidential Attachment 3 – Nexium Quote – Moranbah • Confidential Attachment 4 - Nexium Quote – Dysart

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 55 30 January 2017 PAGES 56 TO 78 HAVE INTENTIONALLY BEEN REMOVED DUE TO CONFIDENTIAL REASONS CORPORATE, GOVERNANCE AND FINANCIAL SERVICES

MEETING DETAILS: Ordinary Tuesday 30 January 2018

AUTHOR: Darren Fettell

AUTHOR POSITION: Manager Financial Services (Chief Financial Officer)

9.5 Isaac Regional Council Monthly Financial Report

OFFICER’S RECOMMENDATION The Committee recommends to Council to:

1. Receive the financial statements for the period ending 31 December 2017 pursuant to and in accordance with the Local Government Regulation 2012 (s204).

Resolution No.: CGFS0115

Moved: Cr Freeleagus Seconded: Cr Vea Vea

That the Standing Committee recommends to Council to:

1. Receive the financial statement for the period ending 31 December 2017 pursuant to and in accordance with the Local Government Regulation 2012 (s204).

Carried

BACKGROUND

Statutory Obligation Table – Isaac Regional Council

Requirement Date Budget 2017/2018 Budget adopted 25 July 2017 Financial Statements 17/18 Annual Report 2016/17 Annual Report adopted 28 November 2017

IMPLICATIONS

Council is currently operating within year to date budget with any variances expected to come in line with annual budget through the remainder of the year.

CONSULTATION

Executive Leadership Team

Full Public Agenda Page 79 30 January 2017 Financial Services

BASIS FOR RECOMMENDATION

Not Applicable

ACTION ACCOUNTABILITY

Not Applicable

KEY MESSAGES

This is an information only report. Report Prepared by: Report Authorised by: DARREN FETTELL SCOTT GREENSILL Manager Financial Services (CFO) Director Corporate, Governance and Date: 8 January 2018 Financial Services Date: 8 January 2018

ATTACHMENTS

• Attachment 1 – Financial Statement Report

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 80 30 January 2017

Report to Council

Financial Statements For the Period Ended: 31 December 2017

Isaac Regional Council PO Box 97 MORANBAH QLD 4744

PHONE: 1300 ISAACS (1300 472 227) FAX: 07 4941 8666 EMAIL: [email protected]

Full Public Agenda Page 81 30 January 2017

Table of Contents

Executive Summary ...... 3 Operating Position ...... 4 Operating Revenue ...... 4 Operating Expenditure ...... 5 Capital Revenue ...... 6 Capital Expenditure ...... 7 Capital Funding and Project Committals ...... 8 Department of Local Government and Planning (DLGP) Financial Sustainability Ratios ...... 9 Investments and Cash Balances ...... 11 Loans ...... 12 Accounts Receivable ...... 13 Accounts Payable ...... 14 Year to Date Rates Report ...... 15 Appendix 1 – Financial Statements ...... 16 Appendix 2 – Preliminary Executive Level Reports ...... 21

Full Public Agenda Page 82 30 January 2017 Financial Statements for the Period Ended 31 December 2017

Executive Summary

At the end of December the operating position is $179,281 ahead of the estimated budget operating position. Capital Revenue year to date (YTD) for December was $19,147,118 which combined with the operating position leads to a net surplus of $17,896,275. It is noted that budgeted net result is allocated to fund capital expenditure PRELIMINARY DECEMBER FINANCIAL STATEMENTS AT A GLANCE YTD Revised Full Year Revised YTD Actual Budget Variance Budget Completion $ $ $ $ % Total operating revenue 46,508,350 47,819,054 (1,310,704) 97,442,840 47.7% Total operating expenses 47,759,193 49,249,178 1,489,985 95,946,541 49.8% Operating position (1,250,843) (1,430,124) 179,281 1,496,299 (83.6%) Capital revenue 19,147,118 27,714,215 (8,567,097) 57,069,506 33.6%

Net result 17,896,275 26,284,091 8,387,816 58,565,805 30.6%

Background:

Each month, year to date financial statements are prepared in order to monitor actual performance against the latest adopted budget. Attached are the financial statements for the period ended 31 December 2017. Actual amounts are compared against year to date Revised Budget figures. (See appendix 1 for detailed financial statements).

Council is aware of the current economic climate and will be paying particular attention to how the various revenue streams are tracking throughout the year. Expenditure items will also be monitored to ensure that Council remains within budget and delivers efficient and effective services to the community.

It should be noted that figures provided are accurate as at the date of publication. Figures reported are cumulative year to date which may include adjustments for revenue or expenses accrued to prior accounting periods.

Depreciation is now system generated on a monthly basis and any impacts will be assessed through the year end budget review process.

Full Public Agenda Page 83 30 January 2017

Operating Position

The operating position for December year to date has resulted in a deficit of $1,250,843 against the YTD budget deficit of $1,430,124, therefore the result is favourable to budget by $179,281.

Operating Revenue

Operating Revenue comprises the following items – Rates and Utility Charges, Fees and Charges, Rental Income, Interest Received, Sale of Contract and Recoverable Works, Operating Grants, Subsidies and Contributions, Other Recurrent Revenue and Proceeds from Sale of Land.

The actual operating revenue for December was $46,508,350 which is unfavourable by $1,310,704. This is mainly due to the timing of invoices relating to works undertaken for RMPC (Roads Maintenance Performance Contract) and the receipt of Operating Grants. The operating revenue is expected to come in line with budget over the year.

It is noted that the cashflow projections throughout the year continue to be reviewed. Any adjustments made will be a redistribution of existing budget amounts and have no bottom line impact on the budget.

Full Public Agenda Page 84 30 January 2017

Operating Expenditure

Operating Expenditure consists of Employee Expenses, Materials and Services, Finance Costs and Depreciation.

Actual operating expenditure for December was $47,759,193, which is favourable to budget by $1,489,985. It is noted that this does not include commitments of which there are currently $7.6M. This commitment amount relates to planned expenditure across the remainder of the financial year and will vary as invoices are paid and future commitments are raised.

Full Public Agenda Page 85 30 January 2017

Capital Revenue

Capital Revenue for December YTD is $19,147,118 which is under budget by $8,567,097 and is primarily due to timing of grant receipts.

Some of our budgeted major capital grants for 17/18 are

 NDRRA 17/18  MBH Reservoir and Associated Works (BoR2 Project)  Dysart WTP Phase 2 Upgrade  RWEST – Saraji Rd stabilise and Seal  Nebo Water Supply Upgrade

Major Funding received to date

 NDRRA 17/18 $9,191,842  Cherwell Creek Bridge $2,000,000  R2R – Golden Downs $1,076,975  DYS Water Treatment Plant Phase 2 Upgrade $1,650,000  Nebo Water Supply Upgrade $1,775,000  Isaac Regional Water Recycling Program $1,021,506  Works 4 QLD Hardcourts $513,000  Works 4 QLD 17-19 $830,000  RWEST – Saraji Road - $1,086,214

Budgeted amounts will also be reviewed through the Quarter 2 Budget Review commencing in January.

Full Public Agenda Page 86 30 January 2017 Capital Expenditure

Capital Expenditure 120

100

Millions 60

0 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18

PY Actual Capex YTD Actual Capex Budgeted Capex

Capital expenditure remains under budget excluding commitments, noting however that progress is in advance of the previous year. It is anticipated that expenditure will come in line throughout the financial year.

The major budget projects for 17/18 year are:

 NDRRA 17/18  MBH Reservoir and Associated Works (BoR2)  Dysart WTP Phase 2 Upgrade  ISAAC – Regional Rural Gravel Resheeting  RWEST – Saraji Rd Stabilise and Seal  ISAAC – Regional Rural Grading-Polycom  NEBO – WTP and Reservoir  RWEST – Turruwulla Rd Rehabilitation

It is also noted that the cashflow projections throughout the year continue to be reviewed. Any adjustments made will be a redistribution of existing budget amounts and have no bottom line impact on the budget.

Full Public Agenda Page 87 30 January 2017 Capital Funding and Project Committals

Capital expenditure is financed through loan borrowings, proceeds on disposal of assets, general reserves and the future capital sustainability reserve.

The future capital sustainability reserve represents accumulated funded depreciation monies which are held to maintain capital value under Council’s long-term asset management plan.

The following table illustrates the Council’s year to date capital project actual expenditure.

The below year to date actual expenditure does not include commitments.

Capital Expenditure 80

40 Actual Millions 30 Full Year Budget

0 E&I PE&CS CG&FS W&WW

Full Public Agenda Page 88 30 January 2017 Department of Local Government and Planning (DLGP) Financial Sustainability Ratios

In accordance with s169(5) of the Local Government Regulation 2012, the DLGP financial sustainability ratios have been provided. Due to the information required for the asset sustainability ratio, it is not feasible to report on a monthly basis however it will be provided in the budget and annual financial statements as regulated.

The ratios is designed to provide an indication of the performance of Council against key financial sustainability criteria which must be met to ensure the prudent management of financial risks.

25.50

Full Public Agenda Page 89 30 January 2017

1. Operating Surplus Ratio - This ratio is an indicator of the extent to which revenues raised cover the operational expenses only or are available for capital funding purposes. The target result for this ratio is between 0-10% per annum (on average over the long term). With the net operating position for the year to date a deficit of $1,250,843 the ratio is currently a negative 2.69%, which is below the benchmark range. This is expected to return to the benchmark range with the processing of the second half yearly rates.

2. Net Financial Liabilities Ratio - This ratio is an indicator of the extent to which the net financial liabilities of Council can be serviced by its operating revenues. As Council’s current assets are greater than total liabilities, the resulting ratio is currently showing as favourable with a negative 136.77%.

3. Asset Sustainability Ratio - This ratio is a guide as to whether infrastructure assets managed by Council are being replaced as they reach the end of their useful lives. Council’s target is to have a result of greater than 90%. With capital expenditure now progressing in December, the ratio is 127.96%, which is above the 90% benchmark.

4. Total Debt Service - This ratio represents Council’s ability to meet its loan repayments through operating cash. A ratio greater than two (2) times, is the ideal result for Council. Council’s year to date ratio is 25.5 times and indicates Council has sufficient operating cash flow to cover its loan repayments.

5. Cash Expense Ratio - This ratio helps Council calculate how many months the current year’s cash balance can cover operating expenses (excluding depreciation and finance costs), without additional cash flows. Council has enough current cash to cover 13.68 months as at 31 December 2017. This is well above the targeted benchmark of three (3) months.

Full Public Agenda Page 90 30 January 2017 Investments and Cash Balances

The following is a list of all investments held by Council as at the period ending 31 December 2017. ISAAC REGIONAL COUNCIL Investments For the Period Ended 31 December 2017 Account Description Institution Amount Maturity Date Interest Rate

4003-001-1124 Queensland Country Credit Union QCCU 2,000,000 27/07/2018 2.50% 6002-001-1124 Suncorp Term Deposit Suncorp 10,000,000 10/08/2018 2.60% 7002-001-1124 Westpac Term Deposit WBC 10,000,000 14/05/2018 2.60% 8004-001-1124 Bank of Queensland Term Deposit BOQ 5,000,000 14/11/2018 2.65% 9002-001-1124 Bendigo & Adelaide Bank Term Deposit BB 5,000,000 14/11/2018 2.65% 10-000-1111 QCCU Cash at Bank QCCU 5 0% 10-000-1113 ANZ Cash at Bank ANZ 1,508,473 0% 10-000-1114 NAB Cash at Bank NAB 10 0% 10-000-1116 QTC Operating Fund QTC 36,547,897 2.39% 10-000-1117 ANZ Business Premium Saver ANZ 11,901,967 2.00% 10-000-1131 Petty Cash 5,150 10-000-1132 Floats 4,690

Total Investments 81,968,192

Bank Credit Rating % of Funds Policy Total Profile Queensland Country Credit Union Unrated 2.44% Maximum 10% Queensland Treasury Corporation AA+ 44.59% No Limit ANZ AA- 16.37% No Limit Westpac AA- 12.20% No Limit Suncorp A 12.20% Maximum 50% Bendigo Bank & Adelaide Bank BBB+ 6.10% Maximum 30% Bank of Queensland BBB+ 6.10% Maximum 30%

The following chart outlines the Council’s cash and deposit balances for the previous twelve months up to the period ending 31 December 2017.

Full Public Agenda Page 91 30 January 2017 Loans

Debt service repayment are made quarterly. The second quarter repayment for the 17/18 financial year was made on the 15th December 2017. The third quarter payment is due on the 15th March 2018.

ISAAC REGIONAL COUNCIL Loans For the Period Ended 31st December 2017

REPAYMENT DUE 15 MAR 2018 BALANCE AS REMAINING LOAN NAME AT RATE AS AT APPROVED TERM PRINCIPAL INTEREST TOTAL 31/12/2017 31/12/2017 TERM 31/12/2017 LAND PURCHASE - MORANBAH 14,237,484.54 5.10 20 14.97 $157,433.21 $183,499.22 $340,932.43 LAND DEVELOPMENT - MORANBAH 10,928,571.93 4.37 20 15.47 $122,841.66 $120,736.69 $243,578.35

TOTAL $25,166,056.47 $280,274.87 $304,235.91 $584,510.78

Full Public Agenda Page 92 30 January 2017 Accounts Receivable

The following is a breakdown of the Council’s accounts receivable by age for the period ending 31 December 2017.

Accounts Receivable Ageing Analysis at 31-12-2017

% of Total Ageing Number of Invoices Amount Outstanding Outstanding

Current 191 2,322,005 85.74%

30 Days 87 97,095 3.59%

60 Days 23 8,602 0.32%

90 Days 94 280,550 10.36%

TOTAL 395 2,708,252 100.00%

The Accounts Receivable balance at 31 December is $2,708,252 which has increased from 30 November 17 balance of 2,119,211 due to $1M invoice being raised for Cherwell Creek Bridge Project and TIDS invoice remaining unpaid.

 30 Day balances predominantly relate to large waste invoices and one for project management fees for tennis court upgrade totalling circa $80K, due to be paid but not received yet – these funds should be received in the near future.

 60 Day balances have increased due to some housing debtors falling behind with their rent. The largest invoice is $5,500 for an organisation awaiting change to Not- for-project status not being granted yet.

 90 Day balances and over outstanding receivables have increased due to an invoice for an organisation awaiting a status change and some rent debtor invoices, still outstanding. There are no significant new 90 day debtors.

A review was undertaken at the end of the previous financial year to write off debts deemed as non-recoverable. Therefore at this point in time the remaining outstanding balance is believed to be recoverable.

Full Public Agenda Page 93 30 January 2017 Accounts Payable

The following is a breakdown of the Council’s accounts payable by age for the period ending 31 December 2017.

Accounts Payable Ageing Analysis at 31st-December-2017

% of Total Ageing Number of Documents Amount Outstanding Outstanding

Current 272 1,306,791 94.4%

30 Days 61 72,479 5.24%

60 Days 9 3,282 0.24%

90 Days 5 1,813 0.13%

TOTAL 347 1,384,365 100.00%

The outstanding Accounts Payable balance as at 31 December 2017 was $1,384,365. The 30, 60 and 90 day aging accounts total $77,574.

 30 day balances relate to invoices approved late or received late from suppliers. These invoices will be paid in the next payment run.

 60 day balances relate to invoices that were only received late December. These invoices will be paid in the next payment run.

 90 day balances consist of invoices that were received late from suppliers a plus an invoice that is in dispute. These invoices will be paid in the next payment run.

Full Public Agenda Page 94 30 January 2017

Year to Date Rates Report

The following is a breakdown of the Council’s rates transactions the year to date as at 31 December 2017.

As at month end December 2017, the closing balance for rates outstanding is $3,164,281. This has decreased since November with rates payments continuing to be received during December.

Variances in prior year comparisons can relating to the timing of rates processing and subsequent due dates.

Full Public Agenda Page 95 30 January 2017

Appendix 1 – Financial Statements

Attached are the financial statements for the period ended 31 December 2017. Actual amounts are compared against the year to date Revised Budget.

Financial statement included:

 Statement of Comprehensive Income – Displays Council’s year to date profit and loss up to the period end.  Statement of Financial Position – Summarises Council’s assets, liabilities and community equity up to the period end.  Statement of Cash Flows – Summarises the changes in the Council’s cash and cash equivalents by operating, investing, and financing activities.

Full Public Agenda Page 96 30 January 2017

ISAAC REGIONAL COUNCIL Statement of Comprehensive Income For the Period Ended 31 December 2017 YTD Actual + Full Year Commitment Commitment YTD Revised Revised

Notes YTD Actual s s Budget Variance Budget Completion

$ $ $ $ $ $ %

Income

Operating Revenue

Net Rates & Utility Charges 38,840,619 - 38,840,619 38,824,154 16,465 79,605,040 48.8% Fees & Charges 1 1,581,462 - 1,581,462 1,048,457 533,005 1,944,915 81.3% Rental Income 2 494,856 - 494,856 366,607 128,249 733,213 67.5%

Interest Received 3 1,015,775 - 1,015,775 1,289,101 (273,325) 2,578,202 39.4% Sales of Contract &

Recoverable Works 4 533,694 - 533,694 1,662,388 (1,128,694) 3,324,776 16.1% Operating Grants, Subsidies &

Contrib 5 1,835,517 - 1,830,023 2,836,886 (1,006,864) 5,673,773 32.3%

Other Recurrent Revenue 6 2,206,426 - 2,206,426 1,791,461 414,966 3,582,921 61.6%

46,508,350 - 46,508,350 47,819,054 (1,310,704) 97,442,840 47.7%

Expenses

Operating Expenses

Employee Expenses 18,430,366 127,605 18,557,972 18,597,020 39,049 36,741,985 50.5%

Materials & Services 7 17,530,940 7,547,060 25,078,000 19,656,806 (5,421,194) 37,213,853 67.4%

Finance Costs 290,779 - 290,779 347,617 56,837 695,233 41.8%

Depreciation & Amortisation 8 11,507,108 - 11,507,108 10,647,735 (859,372) 21,295,470 54.0%

47,759,193 7,674,665 55,433,858 49,249,178 (6,184,681) 95,946,541 57.8%

Operating Position Before

Capital Items (1,250,843) (7,674,665) (8,925,509) (1,430,124) (7,496,385) 1,496,299 (596.5%)

Capital Revenue

Capital Revenue 9 19,159,461 - 19,159,461 27,714,216 (8,554,755) 57,069,506 33.6% Profit/(Loss) on Disposal of

Assets (12,342) - (12,342) - (12,342) - 0.0%

19,147,118 - 19,147,118 27,714,216 (8,567,098) 57,069,506 33.6%

Net Result Attributable to Council

in Period 17,896,275 (7,674,665) 10,221,610 26,284,092 (16,062,482) 58,565,805 17.5%

Total Comprehensive Income 17,896,275 (7,674,665) 10,221,610 26,284,092 (16,062,482) 58,565,805 17.5%

Council's operating position at month end is a $1.25M deficit

Full Public Agenda Page 97 30 January 2017

1. Fees & Charges for December are $1,581,462, giving a favourable variance of $533,005 when compared to the budgeted year to date amount of $1,048,457. This variance is due to higher than expected Building and development fees. There are also positive variances with food licences and higher than expected Clermont airport fuel sales.

2. Rental Income is $494,856, resulting in a favourable variance of $128,249 to YTD budget amount of $366,607. This positive variance is due to employee rent received being favourable to the YT budget.

3. Interest Received is $273,325 unfavourable to YTD budget through lower than budgeted rates of return on investments and invested funds used to pay out two QTC loans. This is expected to come in line in the coming months as rates revenue is received.

4. Sales of Contract & Recoverable Works are unfavourable to the adopted budget by $1,128,694. This is due to delayed commencement of claims to Department of Main Roads under the Road Maintenance Performance Contract (RMPC) contract, offset in part by Legal Fee Reimbursement in relation to rate recoveries.

5. Operating Grants, Subsidies & Contributions are unfavourable to the adopted budget by $1,006,864. This is due to lower than expected Federal Assistant Grant being received in November as per the adopted budget which is a result of the early release at the end of the 16/17 financial year.

6. Other Recurrent Revenue for the year to date is $2,206,426 being $414,966 above budget. This is due to insurance recovery receipts relating to TC Debbie for Asset Reinstatement, which was not budgeted for and is offset by associated expenditure and higher than expected income at the landfills.

7. Materials & Services actual expenses for the year to date are $17,530,940 with $7,547,060 being recorded in commitments, resulting in an unfavourable variance to YTD budget of $5,421,194. The unfavourable difference is currently a result of commitments now being included. Excluding commitments YTD expenditure would be approximately $2.125M below YTD budget.

8. Depreciation and Amortisation is unfavourable to the YTD budget by $859,372. Depreciation is now system generated and any impacts will be assessed at budget reviews throughout the year.

9. Capital Revenue is unfavourable to budget by $8,554,755 which is a result of the timing of grant funds yet to be received, aligned with the delivery of capital projects.

Full Public Agenda Page 98 30 January 2017

ISAAC REGIONAL COUNCIL Statement of Financial Position For the Period Ended 31 December 2017

Notes Actual YTD 30 June 2017 Variance

$ $ %

Current Assets

Cash & Cash Equivalents 81,968,192 79,410,078 103.2%

Trade & Other Receivables 7,369,127 12,641,581 58.3%

Inventories 16,930,807 17,015,514 99.5%

Total Current Assets 106,268,127 109,067,173 97.4%

Non-Current Assets

Property, Plant and Equipment 1,048,083,017 1,059,793,641 98.9%

Capital Work in Progress 40,786,211 13,532,503 301.4%

Total Non-Current Assets 1,088,869,228 1,073,326,143 101.4%

TOTAL ASSETS 1,195,137,355 1,182,393,316 101.1%

Current Liabilities

Trade & Other Payables 3,971,401 8,711,407 45.6%

Borrowings - Interest Bearing 570,637 1,127,877 50.6%

Provisions 5,210,056 5,721,141 91.1%

Other Current Liabilities - - 0.0%

Reciprocal Liabilities - 29,362 0.0%

9,752,094 15,589,788 62.6%

Non-Current Liabilities

Borrowings - Interest Bearing 24,595,420 24,595,420 100.0%

Non Current Provision 3,153,849 2,131,269 148.0%

Non Current Creditors 5,155,472 5,492,594 93.9%

Total Non-Current Liabilities 32,904,740 32,219,283 102.1%

TOTAL LIABILITIES 42,656,834 47,809,071 89.2%

NET COMMUNITY ASSETS 1,152,480,520 1,134,584,245 101.6%

Community Equity

Asset revaluation reserve 340,154,882 340,154,882 100.0%

Retained surplus (deficiency) 740,077,008 722,180,736 194.2%

Reserves 72,248,630 72,248,630 152.4%

TOTAL COMMUNITY EQUITY 1,152,480,520 1,134,584,245 102.5%

Full Public Agenda Page 99 30 January 2017

ISAAC REGIONAL COUNCIL

Statement of Cash Flows

For the Period Ended 31 December 2017

Actual YTD 30 June 2017 Variance

$ $ %

Cash Flows from Operating Activities

Receipts from customers 51,775,309 98,381,395 52.6%

Payments to suppliers and employees (40,774,718) (72,834,866) 56.0%

Cash provided by / (used in) net result 11,000,592 25,546,529 43.1%

Cash Flows from Investing Activities

Proceeds from sale of capital assets - (11,031,857) 0.0%

Grants, subsidies, contributions and donations 19,164,955 16,000,372 119.8%

Payments for property, plant and equipment (27,050,192) (32,563,752) 83.1%

Net movement in loans to Community Organisations 0.0%

Net cash provided by investing activities (7,885,237) (27,595,238) 28.6%

Cash Flow from Financing Activities

Proceeds from borrowings - (10,585,857) 0.0%

Repayment of borrowings (557,241) (516,260) 107.9%

Net cash provided by financing activities (557,241) (11,102,117) 5.0%

Net Increase / (Decrease) in Cash Held 2,558,114 (13,150,825) (19.5%)

Cash at the beginning of the period 79,410,078 92,560,903 85.8%

Cash at the end of the Reporting Period 81,968,192 79,410,078 103.2%

Full Public Agenda Page 100 30 January 2017

Appendix 2 – Preliminary Executive Level Reports

Executive Level operating statements provide information on the performance of each department for the period ended 31 December.

Actual amounts and commitments are compared against the year to date Revised Budget.

Commitment balances are reported at a point of time and will continue to be reviewed as the year progresses. It should be noted that commitments are not currently able to be cash flowed across the financial year.

Full Public Agenda Page 101 30 January 2017

ISAAC REGIONAL COUNCIL Statement of Comprehensive Income For the Period Ended 31 December 2017

Office of the CEO Full Year YTD Actual + YTD Revised Revised

Notes YTD Actual Commitments Commitments Budget Variance Budget Completion

$ $ $ $ $ $ %

Income

Operating Revenue

Fees & Charges 39,937 - 39,937 - 39,937 - 0.0% Operating Grants, Subsidies &

Contributions 1 91,579 - 91,579 - 91,579 - 0.0%

131,516 - 131,516 - 131,516 - 0.0%

Expenses

Operating Expenses

Employee Expenses 1,364,685 - 1,364,685 1,400,418 35,733 2,800,837 48.7%

Materials & Services 2 492,959 240,522 733,481 740,356 6,875 1,409,612 52.0%

Full Cost Recovery (2,468,429) - (2,468,429) (2,468,429) - (4,936,859) 50.0%

(610,785) 240,522 (370,263) (327,655) 42,608 (726,410) 51.0%

Operating Position Before

Capital Items 742,301 (240,522) 501,779 327,655 174,124 726,410 69.1%

Capital Revenue

------0.0%

Increase/(Decrease) in Operating

Capability 742,301 (240,522) 501,779 327,655 174,124 726,410 69.1%

1. Operating Grants, Subsidies & Contributions for the year to date are $91,579 which relates to trainee grant funds received.

2. Materials & Services for the year to date are $6,875 favourable compared to the adopted budget, with actual expenditure of $492,959 and commitments of $240,522 against a budget of $740,356.

Full Public Agenda Page 102 30 January 2017

ISAAC REGIONAL COUNCIL Statement of Comprehensive Income

For the Period Ended 31 December 2017 Corporate, Governance & Financial

Service

Full Year YTD Actual + YTD Revised Revised

Notes YTD Actual Commitments Commitments Budget Variance Budget Completion

$ $ $ $ $ $ %

Income

Operating Revenue

Net Rates & Utility Charges 26,343,018 - 26,343,018 26,276,107 66,912 52,552,213 50.1%

Fees & Charges 32,817 - 32,817 18,500 14,317 37,000 88.7%

Rental Income 27,273 - 27,273 27,273 0 54,545 50.0%

Interest Received 1 981,341 - 981,341 1,250,757 (269,417) 2,501,515 39.2% Sales of Contract & Recoverable

Works 87,709 - 87,709 60,000 27,709 120,000 73.1% Operating Grants, Subsidies &

Contributions 2 805,558 - 805,558 1,467,680 (663,122) 2,935,360 27.4%

Other Recurrent Revenue 3 349,303 - 349,303 34,910 314,393 69,821 500.3%

28,627,019 - 28,627,019 29,135,227 (510,208) 58,270,454 49.1%

Expenses

Operating Expenses

Employee Expenses 4 3,693,192 - 3,693,192 3,485,972 (207,221) 6,519,888 56.6%

Materials & Services 5 5,838,367 1,189,695 7,028,062 5,550,482 (1,477,579) 8,924,459 78.8%

Finance Costs 290,779 - 290,779 347,617 56,837 695,233 41.8% Depreciation and

Amortisation 64,915 - 64,915 - (64,915) - 0.0%

Full Cost Recovery (5,535,230) - (5,535,230) (5,535,230) 0 (11,070,460) 50.0%

4,352,024 1,189,695 5,541,719 3,848,841 (1,692,878) 5,069,121 109.3%

Operating Position Before

Capital Items 24,274,995 (1,189,695) 23,085,300 25,286,386 (2,203,086) 53,201,333 43.4%

Capital Revenue

------0.0%

Increase/(Decrease) in Operating

Capability 24,274,995 (1,189,695) 23,085,300 25,286,386 (2,203,086) 53,201,333 43.4%

Full Public Agenda Page 103 30 January 2017

1. Interest Received is $981,341 unfavourable to YTD budget through lower than budgeted rates of return on investments and invested funds used to pay out two QTC loans. This is expected to come closer to budget in the coming months as rates revenue continues to be received.

2. Operating Grants, Subsidies & Contributions for the year to date is unfavourable compared to the budget by $663,122. This is due to lower than expected Federal Assistant Grant being receipted in November as a result of the early release at the end of the 16/17 financial year.

3. Other Recurrent Revenue is $349,303 compared to YTD Budget of $34,910 resulting in a favourable variance $314,393. This is mainly due to insurance claims received for TC Debbie assets reinstatement, which was not budgeted for and is offset by associated expenditure.

4. Employee Expenses for the year to date is unfavourable compared to the budget by $207,221. Actual Sick Leave and Long Service Leave taken, which are consolidated here for the Council, have exceeded YTD budget expectations.

5. Materials & Services for the financial year to date are $1,477,579 unfavourable with $5,838,367 in actual expenditure and $1,189,695 in commitments against the YTD budget of $5,550,482. The overall unfavourable difference is mainly a result of commitments now being included.

Full Public Agenda Page 104 30 January 2017

ISAAC REGIONAL COUNCIL Statement of Comprehensive Income

For the Period Ended 31 December 2017 Engineering & Infrastructure

Services

Full Year YTD Actual + YTD Revised Revised

Notes YTD Actual Commitments Commitments Budget Variance Budget Completion

$ $ $ $ $ $ %

Income

Operating Revenue

Net Rates & Utility Charges 2,305,251 - 2,305,251 2,269,217 36,035 4,538,433 50.8%

Fees & Charges 32,604 - 32,604 26,300 6,304 52,600 62.0%

Rental Income - - - 4,776 (4,776) 9,552 0.0%

Interest Received 7,385 - 7,385 3,450 3,935 6,900 107.0% Sales of Contract & Recoverable

Works 1 237,486 - 237,486 1,381,000 (1,143,514) 2,762,000 8.6% Operating Grants, Subsidies &

Contributions 2 656,066 - 656,066 1,145,314 (489,248) 2,290,628 28.6%

Other Recurrent Revenue 3 1,776,584 - 1,776,584 1,587,050 189,534 3,174,100 56.0%

5,015,376 - 5,015,376 6,417,107 (1,401,731) 12,834,213 39.1%

Expenses

Operating Expenses

Employee Expenses 4 5,538,667 - 5,538,667 5,943,474 404,807 11,886,948 46.6%

Materials & Services 5 4,558,433 4,180,575 8,739,008 5,708,707 (3,030,301) 11,662,414 74.9% Depreciation and

Amortisation 6 6,973,991 - 6,973,991 6,241,811 (732,180) 12,483,622 55.9%

Full Cost Recovery 3,436,023 - 3,436,023 3,436,023 - 6,872,045 50.0%

20,507,113 4,180,575 24,687,688 21,330,014 (3,357,674) 42,905,029 57.5%

Operating Position Before

Capital Items (15,491,738) (4,180,575) (19,672,313) (14,912,908) (4,759,405) (30,070,815) 65.4%

Capital Revenue

Capital Revenue 7 14,583,031 - 14,583,031 22,038,854 (7,455,823) 44,824,851 32.5%

Profit/(Loss) on Disposal of Assets (12,342) - (12,342) - (12,342) - 0.0%

14,570,689 - 14,570,689 22,038,854 (7,468,165) 44,824,851 32.5%

Increase/(Decrease) in Operating

Capability (921,049) (4,180,575) (5,101,624) 7,125,946 (12,227,570) 14,754,036 (34.6%)

Full Public Agenda Page 105 30 January 2017

1. Sales of Contract & Recoverable Works are unfavourable to the adopted budget by $1,143,514. This is due to delayed commencement of claims to Department of Main Roads under the Road Maintenance Performance Contract (RMPC) contract.

2. Operating Grants, Subsidies & Contributions are $489,248 unfavourable compared to the budget for December. This is due to lower than expected Federal Assistant Grant being receipted in November as a result of the early release at the end of the 16/17 financial year.

3. Other Recurrent Revenue is $1,776,584 compared to YTD Budget of $1,587,050 resulting in a favourable variance $189,534. This is mainly due to higher than budgeted tip fees received to-date.

4. Employee Expenses are favourable compared to the adopted budget by $404,807. This is due to vacancies across the directorate and slightly higher than budgeted capitalised wages.

5. Materials & Services for the financial year to date are $3,030,301 unfavourable with $4,558,433 in actual expenditure and $4,180,575 in commitments against YTD budget of $5,708,707. The limited actual expenditure (RMPC Contract and Grading), is expected to correct itself throughout the financial year, noting the delayed commencement of RMPC above. The overall unfavourable difference is currently a result of commitments now being included.

6. Depreciation and Amortisation is currently unfavourable to the YTD budget by $732,180. Depreciation is now system generated and any impacts will be assessed at the budget reviews throughout the year.

7. Capital Revenue for the financial YTD is $14,583,031, which comprises R2R Funding for Golden Downs and Saraji Road, NDRRA, a third party contribution to Cherwell Creek Bridge and Works for Queensland funding. The year to date budget is $22,038,854 and the unfavourable variance is expected to correct itself through the financial year with the timing of grant funded projects.

Full Public Agenda Page 106 30 January 2017

Operating Statement For the Period Ended 31 December 2017 Planning, Environment &

Community Service

Full Year YTD Actual + YTD Revised Revised

Notes YTD Actual Commitments Commitments Budget Variance Budget Completion

$ $ $ $ $ $ %

Income

Operating Revenue

Fees & Charges 1 1,306,908 - 1,306,908 879,457 427,450 1,606,915 81.3%

Rental Income 2 467,583 - 467,583 334,558 133,025 669,116 69.9% Operating Grants, Subsidies &

Contributions 282,315 - 282,315 223,892 58,422 447,785 63.0%

Other Recurrent Revenue 12,679 - 12,679 5,500 7,179 11,000 115.3%

2,069,485 - 2,069,485 1,443,408 626,077 2,734,816 75.7%

Expenses

Operating Expenses

Employee Expenses 3 5,290,305 - 5,290,305 5,077,359 (212,945) 10,154,719 52.1%

Materials & Services 4 3,326,134 1,230,146 4,556,281 4,173,611 (382,669) 8,250,070 55.2% Depreciation and

Amortisation 5 1,315,162 - 1,315,162 962,622 (352,540) 1,925,244 68.3%

Full Cost Recovery 2,843,631 - 2,843,631 2,843,631 - 5,687,261 50.0%

12,775,231 1,230,146 14,005,378 13,057,223 (948,154) 26,017,294 53.8%

Operating Position Before

Capital Items (10,705,746) (1,230,146) (11,935,893) (11,613,816) (322,077) (23,282,478) 51.3%

Capital Revenue

Capital Revenue 6 129,924 - 129,924 57,857 72,067 280,000 46.4%

129,924 - 129,924 57,857 72,067 280,000 46.4%

Increase/(Decrease) in Operating

Capability (10,575,822) (1,230,146) (11,805,969) (11,555,959) (250,010) (23,002,478) 51.3%

Full Public Agenda Page 107 30 January 2017

1. Fees & Charges are $1,306,908 compared to a budget of $879,457 resulting in a favourable variance of $427,450. This variance is due to higher than expected Building and Development fees. There are also positive variances with food licences and higher than expected Clermont airport fuel sales.

2. Rental Income is currently $133,025 favourable to YTD budget which is mainly a result of employee rent received being higher than the adopted budget.

3. Employee Expenses are unfavourable compared to the adopted budget by $219,945. This current unfavourable variance predominately relates to Environmental Services, Arts & Library Services and Commercial Outcomes.

4. Materials & Services for the financial year to date are $382,669 unfavourable compared to a budget of $4,173,611, with actual expenditure recorded $3,326,134 and $1,230,146 in commitments. The unfavourable difference is currently a result of commitments now being included.

5. Depreciation and Amortisation is currently $352,540 unfavourable to YTD budget. Depreciation is now system generated and any impacts will be assessed at the budget review.

6. Capital Revenue is $72,067 favourable to the YTD budget mainly due to timing of grant funding.

Full Public Agenda Page 108 30 January 2017

ISAAC REGIONAL COUNCIL Statement of Comprehensive Income

For the Period Ended 31 December 2017

Water & Wastewater

Full Year YTD Actual + YTD Revised Revised

Notes YTD Actual Commitments Commitments Budget Variance Budget Completion

$ $ $ $ $ $ %

Income

Operating Revenue

Net Rates & Utility Charges 10,192,350 - 10,192,350 10,278,831 (86,481) 22,514,394 45.3%

Fees & Charges 169,196 - 169,196 124,200 44,996 248,400 68.1%

Interest Received 27,049 - 27,049 34,893 (7,844) 69,787 38.8% Sales of Contract &

Recoverable Works 208,499 - 208,499 221,388 (12,889) 442,776 47.1%

Other Recurrent Revenue 67,860 - 67,860 164,000 (96,140) 328,000 20.7%

10,664,954 - 10,664,954 10,823,312 (158,358) 23,603,357 45.2%

Expenses

Operating Expenses

Employee Expenses 2,187,900 - 2,187,900 2,233,566 45,665 4,467,131 49.0%

Materials & Services 1 3,670,664 833,727 4,504,390 3,939,880 (564,510) 7,879,760 57.2% Depreciation and

Amortisation 2 3,153,040 - 3,153,040 3,443,302 290,262 6,886,604 45.8%

Full Cost Recovery 1,724,006 - 1,724,006 1,724,006 - 3,448,012 50.0%

10,735,610 833,727 11,569,336 11,340,754 (228,582) 22,681,508 51.0%

Operating Position Before

Capital Items (70,656) (833,727) (904,382) (517,442) (386,941) 921,849 (98.1%)

Capital Revenue

Capital Revenue 3 4,446,506 - 4,446,506 5,617,504 (1,170,998) 11,964,655 37.2%

4,446,506 - 4,446,506 5,617,504 (1,170,998) 11,964,655 27.9%

Increase/(Decrease) in

Operating Capability 4,375,850 (833,727) 3,542,123 5,100,062 (1,557,939) 12,886,504 27.5%

Full Public Agenda Page 109 30 January 2017

1. Materials & Services for the financial year to date are $564,510 unfavourable, with $3,670,664 in actual expenditure and $833,727 in commitments against a year to date budget of $3,939,880. The unfavourable difference is currently a result of commitments now being included.

2. Depreciation and Amortisation is currently $290,262 favourable to YTD budget. Depreciation is now system generated and any impacts will be assessed at the budget review.

4. Capital Revenue is $1,170,998 unfavourable to the YTD budget with the timing of grant funded projects.

Full Public Agenda Page 110 30 January 2017 CORPORATE, GOVERNANCE AND FINANCIAL SERVICES

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Darren Sargood

AUTHOR POSITION: Manager Organisational Safety and Community Security

9.6 Work, Health and Safety Update

EXECUTIVE SUMMARY This report is provided as an update to Council on the current status of Organisational Safety.

OFFICER’S RECOMMENDATION The Committee recommends to Council to:

1. Note the report and the work health and safety action measures.

Resolution No.: CGFS0116

Moved: Cr Vea Vea Seconded: Cr Freeleagus

That the Standing Committee recommends to Council to:

1. Note the report and the work, health and safety action measures.

Carried

BACKGROUND

The areas of highest risk to IRC are being addressed and the WHS systems and processes continue to be refined. A key area is management commitment to the safety system and steps have been taken to ensure managers and ELT demonstrate commitment to enhancing the safety culture. JLT have made contact with IRC and tentative dates have been set for an external audit in the second half of 2018.

IMPLICATIONS

An external JLT audit will provide assurance that the WHS team is continuing to progress with the implementation of the WHS system and give possible opportunities for financial savings on insurance premiums.

CONSULTATION

WHS Representatives Committee Town Coordinators IRC Managers IRC indoor/outdoor staff ELT

Full Public Agenda Page 111 30 January 2017

BASIS FOR RECOMMENDATION

Not applicable

ACTION ACCOUNTABILITY

Managers and ELT are to be accountable to ensure that all supervisors and middle managers understand their obligations under the Work Health and Safety Act and are supportive in finding alternate suitable duties in the workplace to facilitate the early return to work of impacted employees.

KEY MESSAGES

The reduction of the number of hours and days lost will have a positive financial impact for the organisation but more importantly having employees return to work in the most expedient manner has been shown to have a positive influence on that employees psychological wellbeing. Managers need to ensure their staff is accountable for their actions and behaviors to achieve further positive cultural changes across the organisation. This is of particular importance during the external audit process when staff is interviewed by JLT auditors and the responses from staff form part of the scoring process.

Report Prepared by: Report Authorised by: DARREN SARGOOD SCOTT GREENSILL Manager Organisational Safety Director Corporate, Governance and Date: 8 January 2018 Financial Services Date: 8 January 2018 August

ATTACHMENTS

• Attachment 1 - Monthly Work, Health and Safety Report

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 112 30 January 2017

WORK HEALTH & SAFETY MONTHLY REPORT TO COUNCIL

- December 2017 – 1.1. Executive Summary A worker sustained a back strain resulting in an LTI after gardening activities. Equipment damage continues to trend high with a total of 121 reports for the year. Current temperatures have been causing concern, WHS team have been discussing with crews. This will be discussed at this months toolbox meeting. Risk Management project into tech one is continuing. . 1.2. All Incident Graphs

Full Public Agenda Page 113 30 January 2017 1.3. Monthly Statistics There has been a significant improvement in the number of safety interactions for December, which is good news. KPI 2017 STATISTICS

Month Year End Month YR End LAG INDICATORS

Total IRC Hours worked -- - 52,184.00 634074.94

LTI - - 1 11

LTI - days lost * - - 4 297

LTI - hours lost 34 2524.5

MTI - - 1 13

MTI - days lost * - - 2.5 403

MTI - Hours lost 21.25 3425.5

FAI - - 1 28

Workplace Threats Incidents - - 0 14

Property Damage - - 5 121 10% 10% LTIFR *** 19.60 17.35 reduction reduction 10% 10% RIFR + *** 38.30 37.85 reduction reduction

LEAD INDICATORS Month Year End Month YR End

Near Miss Reports - - 1 17

Safety Interactions 50 300 31 145

Toolbox attendance 25 600 20 159 Hazard Inspections - 37 0 0 Outstanding Actions (overdue) 0 - 1

DEFINITIONS

* days lost can include ongoing stats from previous months *** these figures are rolling year to date + RI = LTI + MTI MTI - Medical Treatment Injury LTI - Lost Time Injury LTI - days/hours lost (where employee loses next shift and is totally unable to work) MTI - days/hours lost (time lost to suitable duties or medical treatment) Note: there are other incident types, these can be viewed on total incidents for month Number of toolbox attendance by Directorate (1 per manager M3, M4 & Director per month) Number of safety interactions by Directorate (2 per manager M3, M4 & Director per month)

Full Public Agenda Page 114 30 January 2017

OFFICE OF THE CHIEF EXECUTIVE OFFICER

MEETING DETAILS: Ordinary Meeting Tuesday 16 January 2018

AUTHOR: Gary Rinehart

AUTHOR POSITION: Senior Advisor

9.7 Interim Report Strong and Sustainable Resource Communities Act – Draft Social Impact Assessment (SIA) Guidelines

OFFICER’S RECOMMENDATION That the Committee recommend to Council that Council:

1. Receive and note the interim report on the SSRC Act Draft Guidelines acknowledging that a draft submission will be finalised and available for consideration of Council prior to the Council meeting.

Resolution No.: CGFS0117

Moved: Cr Vea Vea Seconded: Cr Freeleagus

That the Standing Committee recommend to Council to:

1. Receive and note the interim report on the Strong and Sustainable Resource Communities Act Draft Guidelines acknowledging that a draft submission will be finalised and available for consideration of Council prior to the January 2018 Council Meeting.

Carried

BACKGROUND

On 20 December the Coordinator General advised Council that the Strong and Sustainable Resource Communities Act (SSRC Act) will commence on 30 March 2018. In preparation for commencement, a revised draft of the SIA Guideline has been prepared. A previous draft of the SIA Guideline was tabled with SSRC Bill in 2016. The current draft has been informed by feedback on the previous draft and the new SSRC Act.

Council has been an active contributor to the development of the SSRC Act and sees the Act as a most important driver of the quality of life in, and the sustainability of, the Isaac Region.

Full Public Agenda Page 115 30 January 2017 The SSRC Act seeks to:

1. Prevent 100% fly-in fly-out (FIFO) workforce arrangements 2. Through amendments to the Anti-Discrimination Act 191, prevent discrimination against locals in future recruitment of the workers 3. Make and enhanced SIA mandatory for large resource projects 4. Ensure that SIA processes under both the Environmental Protection Act and the State Development and Public Works Organisation Act 1971 are the same

The SIA Guideline is a pivotal document in ensuring that the objects of legislation are met.

IMPLICATIONS

It is most important for the future of the Isaac region that the intent of the SSRC Act is achieved. The SIA Guideline is a fundamental part of the SSRC Act and requires most careful consideration. The overall thrust of the Guideline is supported however there are a number of matters within the Guideline that require clarification before Council can endorse the Guideline as meeting the needs of the Isaac community.

It is therefore imperative that Council provide a comprehensive submission on the Guideline and gains the required clarifications from the Office of the Coordinator General.

CONSULTATION

The Senior Advisor has consulted with the Mayor, Division Five Councillor, Division Three Councillor and Chief Executive Officer in relation to the Guideline. It is anticipated that Council will be holding discussions with representatives for the Coordinator Generals Office during January. The Senior Advisor will be contacting relevant LGAQ staff during the week commencing 9 January.

BASIS FOR RECOMMENDATION

Council Officers, together with the Mayor, Cr Vea Vea and Cr Lacey reviewed the SIA Guideline and identified the following matters that are of concern or require further clarification from the Office of the Coordinator General.

Guideline Content Concern/Comment Section 2.1 Adaptive: mitigation There is no information available at this point should be monitored, that outlines a process for the monitoring and reviewed, and adjusted… reviewing mitigation measures and making necessary adjustments 2.2 Monitoring and Reporting As above – will it be possible for the SIA cross- agency reference groups (CARGs) to initiate a review if it is considered that the mitigation measure is in need of review? Cumulative Impacts The SIA Guideline acknowledges that it is difficult to determine cumulative impacts and require any particular project proponent to mitigate those cumulative impacts. Further clarification is required as how these cumulative impacts will be managed if mitigation measures are not proposed. 2.2.1 Provide a social Timeliness and accuracy of data is considered baseline…. a major impediment to producing a social

Full Public Agenda Page 116 30 January 2017 baseline… how will the data input requirements be determined? The existing capacity of • It will be important that the impact of existing social infrastructure and Non-Resident Workers (NRWs) are included community access to in the assessment of capacity of facilities. social facilities… • More broadly it needs to be acknowledged that NRWs should be considered when funding decisions are made at State and Federal Level A profile of the local and Availability/ affordability and skilled labor regional workforce….. shortages in regional resource communities has historically been used by project proponents to bypass locals during project recruitment. (This is how we ended up with 100% FIFO at Caval Ridge and Daunia). 2.2.2 Impacts on communities The State Government needs to develop better access to processes for data collection throughout their infrastructure…. services to determine the impact of NRWs. It is considered that, any data collected by hospitals, doctors and police isn't viewed as legitimate by state and federal agencies. There needs to be a process that allows for reliable data collection by state /federal departments and other key service providers particularly in the health and emergency response areas.. CARGs What role will a CARG play in advising the Coordinator General about possible changes to conditions? 2.2.3 Monitoring and Reporting Previously companies have largely self- Framework monitored. Is there a proposal to change to a more external and agency reviews 2.2.4 The proponent may be Does this apply to current EIS approvals, yet not required to update the built? What local projects might this impact and SIA … if more than two will be possible for updated SIAs to be years have elapsed… undertaken for projects like Moranbah South and Red Hill Mine? 2.3.1 Life cycle How will this be determined? For SIA purposes it has been ‘standard practice’ to use 5 years as the life cycle. 3.2 Details of all operational The inclusion of contractor employees is employees. supported Labour supply analysis.. Unemployment is in the Council area is approximately 2%. Initial analysis is likely to show no labour is available. This has the potential to deny local workers the opportunity to access better paid roles through retraining and reskilling opportunities. Assistance to be provided Important for Council… more needs to be done to people who choose to to lift the level services offered to local workers.. live locally eg cultural and recreational opportunities. A partnership approach between proponents an all levels of Government is required. Training and Supported in principle. it is considered that development strategies there needs to be a focus on building capacity locally not only in regional centres.

Full Public Agenda Page 117 30 January 2017 3.3 Impact of current and Doesn’t reference retirees or people receiving a projected rental costs… benefit.

ACTION ACCOUNTABILITY

Chief Executive Officer has accountability for completing the submission for Council’s consideration.

KEY MESSAGES

This is a key document in determining the future growth and prosperity of the Isaac Region. It is essential that the SIA Guideline is thorough and that it fully supports the Legislation.

Report Prepared by: Report Authorised by: GARY RINEHART GARY STEVENSON Senior Advisor Chief Executive Officer Date: 4 January 2018 Date: 4 January 2018

ATTACHMENTS

• Attachment 1 – SIA Guideline

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 118 30 January 2017

DRAFT Social Impact Assessment Guideline

December 2017

Full Public Agenda Page 119 30 January 2017 The Department of State Development

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Full Public Agenda Page 120 30 January 2017 Contents

1 Introduction ...... 4

1.1 Application of this Guideline ...... 4 1.2 The SSRC Act 2017 ...... 4 2 SIA process ...... 5

2.1 Key SIA principles ...... 5 2.2 Key phases of an SIA ...... 6 2.2.1 Understanding the issues ...... 6 2.2.2 Impact assessment ...... 8 2.2.3 Impact mitigation strategies...... 10 2.2.4 Impact mitigation program ...... 10 2.3 Monitoring, reporting and compliance ...... 11 2.3.1 Monitoring and reporting ...... 11 2.3.2 Compliance ...... 11

3 Core matters for SIA ...... 12

3.1 Community and stakeholder engagement ...... 12 3.2 Workforce management ...... 12 3.3 Housing and accommodation ...... 13 3.4 Local business and industry procurement ...... 14 3.5 Health and community wellbeing ...... 14 Appendix 1: Roles of key stakeholders ...... 16

Appendix 2: References ...... 17

Full Public Agenda Page 121 30 January 2017 1 Introduction

This Social Impact Assessment (SIA) Guideline (the Guideline) applies to all projects subject to an Environmental Impact Statement (EIS) under either the State Development and Public Works Organisation Act 1971 (SDPWO Act) or the Environmental Protection Act 1994 (EP Act).

The purpose of an EIS is to assess and report on a project’s social, economic and environmental impacts and the measures proposed to mitigate the potential impacts of the project. An EIS also informs the Coordinator-General’s evaluation of a project and the decision whether or not to allow the project to proceed.

The definition of environment in the SDPWO Act and the EP Act includes social matters that affect people and communities. The consideration of social impacts through an SIA is therefore required for EISs under both Acts. An SIA is released for public comment as an integral component of an EIS.

1.1 Application of this Guideline

The Guideline states the details that must be included in an SIA. The Guideline covers the identification and assessment of social impacts, as well as their management and mitigation assessment.

The Guideline is a statutory instrument for resource projects and has been made by the Coordinator-General in accordance with section 9(4) of the Strong and Sustainable Resource Communities Act 2017 (SSRC Act). It is a non-statutory guideline for non-resource projects subject to an EIS under the SDPWO Act.

1.2 The SSRC Act 2017

The object of the SSRC Act is to ensure that residents of communities near large resource projects benefit from the construction and operation of the projects.

Sections 9, 10 and 11 of the SSRC Act provide the regulatory framework for the SIA of large resource projects. This framework includes provisions for the following: • the matters SIA must provide for in relation to a project • adoption of a recruitment hierarchy, prioritising recruitment from local and regional communities first, then recruitment of workers to the regional community • Coordinator-General conditions to manage the social impact of a project

Full Public Agenda Page 122 30 January 2017 • enforcement provisions for conditions stated by the Coordinator-General to manage the social impacts of a project.

The SIA provisions of the SSRC Act work in conjunction with the Act’s other provisions to achieve the object of the SSRC Act. The other provisions include: • prohibition of 100 per cent fly-in, fly-out (FIFO) workforce arrangements on operational large resource projects • prevention of discrimination against locals in the future recruitment of workers • monitoring and compliance.

The SSRC Act ensures that the framework for SIA is the same for large resource projects that require an EIS under both the SDPWO Act and the EP Act.

2 SIA process

SIA is a process for the identification, analysis, assessment, mitigation and monitoring of the social impacts of a project, both positive and negative. The social impacts of a project are all the direct and indirect impacts that affect people and their communities.

The SIA must cover the following five elements: 1. community and stakeholder engagement 2. workforce management 3. housing and accommodation 4. local business and industry procurement 5. health and community well-being.

Providing for the above five core matters in an SIA is a statutory requirement for large resource projects under section 9 of the SSRC Act.

2.1 Key SIA principles

The following principles are to inform the development of an SIA. • Life cycle: an SIA should consider the full life cycle of the project. • Reasonable: an SIA is to be focussed on and commensurate with the likely social impacts and the nature and scale of the project. • Inclusive: engagement is respectful, meaningful and tailored to suit the needs of all potentially impacted individuals and groups.

Full Public Agenda Page 123 30 January 2017 • Rigorous: an SIA is to be based on comprehensive social impact analysis, including the most current information on the communities affected and the project. • Effective mitigation: an SIA is to include effective mitigations that deliver positive social outcomes and address potential negative impacts and capitalise on positive opportunities. • Adaptive: mitigations should be monitored, reviewed, and adjusted to ensure the ongoing effectiveness of mitigation measures.

2.2 Key phases of an SIA

The key phases of an SIA, are shown in Figure and explained below.

The SIA is to be prepared by persons with qualifications in a social science discipline and/or demonstrated experience and capabilities in SIA.

Figure 1: The key phases of SIA

2.2.1 Understanding the issues A good understanding of the social issues and context for a project is needed to inform each SIA. This understanding will then inform the subsequent impact identification, assessment and impact mitigation SIA phases.

Full Public Agenda Page 124 30 January 2017

The SIA should: • provide a social baseline, including a community profile for the SIA study area using the most current information • describe the project in sufficient detail to enable an assessment of the potential social impacts • identify the SIA study area • demonstrate that the SIA has been informed by the outcomes of a transparent and inclusive stakeholder engagement process.

SIA study area The SIA study area identifies the geographical boundaries to be studied for the SIA. The SIA study area should be identified by taking into account the following: • the potentially impacted communities most likely affected, including nearby regional community/s for the project • the nature and scale of the proposed project (including associated infrastructure) • existing physical and social infrastructure and land use patterns • the scope of the potential social impacts • location of other relevant projects which may contribute to cumulative social impacts.

The SSRC Act defines a ‘nearby regional community’. The SIA should consider nearby regional communities (as defined in the Act) for a project as well as all the other potentially impacted communities identified within the study area.

Social baseline A social baseline is needed to describe the existing social conditions for the SIA study area and provide a baseline against which potential social impacts can be assessed. The social baseline should include: • details of potentially impacted communities including demographic indicators such as levels of economic participation, community values, community history, and community health and well-being • details of the capacity of those potentially affected to participate in the community and stakeholder engagement • an overview of key industries in the region • the existing capacity of social infrastructure and community access to social facilities and services, including health and emergency services

Full Public Agenda Page 125 30 January 2017 • housing and accommodation, including the existing state of the housing market, housing availability and the capacity and availability of accommodation • a profile of the local and regional workforce, including an assessment of the likely availability of personnel with skills relevant to the project • details of other resource and infrastructure projects in the area, both planned and currently operating.

Social baseline data must be as reliable as possible and include both desktop and field studies. The source and level of detail for the data will be informed by the scope of potential social impacts. Desktop data must be up to date and obtained from multiple reputable sources. Aboriginal and Torres Strait Islander specific data, where available, must be incorporated into the social baseline.

Prior to undertaking any field studies, the proponent will evaluate the quality and completeness of the data obtained through desktop research and identify any data gaps to determine the requirements for additional data collection. Where possible, the proponent should integrate the field data collection with the EIS stakeholder engagement program.

Stakeholder engagement The purpose of stakeholder engagement for SIA is to engage potentially-affected stakeholders in a manner that informs the development of the SIA. The proponent must demonstrate that stakeholder feedback has been given due consideration when making decisions about the project.

The SIA is to include a description of the stakeholder engagement approach undertaken to inform the SIA, including: • the methodology and outcomes for the stakeholder analysis • profile of key stakeholders • details of the stakeholder engagement program including stakeholder feedback and any agreement or potential agreements for impact mitigation • how the engagement activities informed the SIA, for example in developing the social baseline or assessing potential impacts.

2.2.2 Impact assessment The purpose of the impact assessment is to identify and assess the potential social impacts of a project and identify measures to avoid or mitigate any potential negative impacts and capitalise on the positive impacts (opportunities) of the project.

Full Public Agenda Page 126 30 January 2017

The five core elements, listed at the beginning of this section and detailed in section 3, must be taken into account in the impact assessment.

Social impacts are all the key issues that could affect people and the communities in which they live, as a result of a project, whether directly or indirectly. Types of social impacts can be positive or negative and include: • changes to community values or the way the community currently functions • impacts on how people live, work, play and interact with one another on a day to day basis • impacts on culture, history, values and ability to access cultural resources • impacts on communities’ physical safety, exposure to hazards or risks, and access and control over resources • impacts on communities’ access to infrastructure, services and facilities • impacts on communities’ health and wellbeing, including physical and mental health, as well as social, cultural and economic well-being • changes to livelihood, whether people are economically affected (for example jobs, property or business) or experience disadvantage.

The impact assessment should consider the level of impact at differing geographic scales within the SIA study area (for example whether potential impacts may result in localised or regional consequences). The impact assessment provided in the SIA report is to provide sufficient detail and analysis to enable the Coordinator-General to have a clear understanding of the potential impacts of the project.

Consideration should also be given to potential cumulative impacts, where relevant, that could result from the combined effect of similar actions on multiple projects. In many instances, mitigation of these cumulative impacts may not be within the proponent’s direct control, but an assessment nonetheless provides important context regarding the likely consequences that will be experienced by the local community.

The Coordinator-General may also establish SIA cross-agency reference groups (CARGs) on a needs basis for relevant regions when required to provide a collaborative approach to SIA and the assessment of cumulative impacts. Membership of the CARGs will include relevant state government agencies and local governments. A project proponent may be invited to a CARG

Full Public Agenda Page 127 30 January 2017 meeting to discuss project details and proposed impact mitigation strategies. Technical experts or other key stakeholders may also be invited to attend a CARG meeting as required.

2.2.3 Impact mitigation strategies Once social impacts are identified, the proponent, in consultation with stakeholders, must develop and document social impact mitigation strategies within the EIS.

The SIA must demonstrate that the hierarchy of avoid and mitigate has been followed. Options to mitigate social impacts must only be proposed where all reasonable project design, location, consultation and implementation measures have been explored to avoid social impacts.

The SIA must include the following for each social impact mitigation strategy: • the predicted impact • a description of the mitigation strategy • defined outcomes and performance indicators to achieve the outcomes • monitoring and reporting framework • residual impacts (after the mitigation strategy has been applied) and how these will be addressed.

Impact mitigation strategies should be outcome focused, reasonable, relevant, transparent and enforceable. Such mitigation strategies should also incorporate processes to ensure that throughout the life-cycle: • changes in the socio-economic environment will be addressed • mitigation strategies, where they are proven to be either ineffective or have unintended negative consequences, will be amended.

The impact mitigation strategies that are developed during the SIA need to be embedded within the proponent’s internal social management systems and will inform the development of the mitigation program.

2.2.4 Impact mitigation program A program for social impact mitigation must be finalised in the SIA/EIS process. The program must demonstrate how the proposed impact mitigation strategies for all potential social impacts, negative and positive, will be implemented.

The proponent may be required to update the SIA and impact mitigation program, if more than two years have elapsed between SIA evaluation and the commencement of construction.

Full Public Agenda Page 128 30 January 2017 2.3 Monitoring, reporting and compliance

2.3.1 Monitoring and reporting The proponent is required to conduct periodic reviews of the effectiveness of their SIA and impact mitigation strategies and actions throughout the project life-cycle, informed by stakeholder consultation, and update their program where necessary. This will ensure the SIA impact mitigations remain current and effective.

Each EIS will have a condition that states how often the SIA and impact management actions should be updated. The SIA process should incorporate a continuous improvement approach involving the review and adaption, where required, of impacts, mitigation strategies and outcomes on a regular basis throughout the life-cycle of the project.

The purpose of monitoring is to: • track the progress and assess the appropriateness and effectiveness of the impact mitigations • assess the actual project impacts against the potential impacts identified in the SIA • capture information with which to advise communities and government on progress and achievements • facilitate engagement, consultation and collaboration with stakeholders.

The key components of a monitoring program are: • a list of identified impacts and issues • targets and outcomes sought • how mitigation of the impact will be monitored and reported • the party responsible for monitoring • timing and frequency of monitoring • key performance indicators.

The frequency of reporting to the Coordinator-General will depend on the individual circumstances of each project and will be stated in the EIS.

2.3.2 Compliance The Coordinator-General’s enforcement powers are described in section 11 of the SSRC Act and Part 7A of the SDPWO Act.

Full Public Agenda Page 129 30 January 2017 Compliance actions may include: • a review by the Coordinator-General of mitigation plans • direction to the proponent on corrective actions that may be required • an audit by the Coordinator-General to verify compliance • a third-party audit.

3 Core matters for SIA

The social issues for assessment and mitigation will be identified through the SIA process. This section provides details for the five matters that must be included in an SIA. Social impacts that are identified through the SIA process and are not captured within this checklist, must also be assessed and mitigated.

3.1 Community and stakeholder engagement

The following are core matters for community and stakeholder engagement: • objectives and key performance indicators for engagement • a profile of the local community, focusing on potentially impacted stakeholder groups • an analysis of key stakeholders and stakeholder issues • engagement schedules and action plans • supporting communication activities and tools • roles and responsibilities for engagement • a complaints management process • monitoring and reporting requirements • processes for incorporating stakeholder feedback into the further development of project- specific impact mitigation strategies • records of engagement activities, including details of any negotiations or agreements with potentially-impacted stakeholders.

3.2 Workforce management

The following are core matters for workforce related matters: • the size, nature and location of the project workforce for construction and operational phases, including the projected proportion of workers who will use FIFO, bus-in, bus-out and drive in, drive out (DIDO) arrangements • workforce demand: the estimated composition of proposed workforce by occupation, project stage and duration

Full Public Agenda Page 130 30 January 2017 • labour supply analysis for the relevant region(s) • planning and policies for recruiting workers that considers relevant areas of high unemployment, Indigenous workers, women and people with disability • a recruitment hierarchy prioritising recruitment from the local and regional community, then to recruit to the regional community • details of all operational employees whether employed directly, by contractors or by other recruitment arrangements • roster arrangements for local, regional and FIFO/DIDO operational workers • opportunity for local workers that live in nearby regional communities to commute to and from work where safe and practical • training and development strategies and initiatives for the recruitment of local and regional workers to build better local and regional skills capacity • targets and performance indicators in relation to: o local, regional and FIFO recruitment strategies and initiatives o training and development strategies and initiatives including vulnerable groups, women, people with a disability and Indigenous people • employee assistance programs to support worker physical and mental health and wellbeing, including a description of the range of services to be provided.

3.3 Housing and accommodation

The following are core matters for housing and accommodation: • a review of available accommodation in local and regional housing markets over the construction and operational phases of the project • projected population increases attributable to the project • analysis of the impact of the demand for housing from the project workers and their households, and related housing affordability • type and location of proposed accommodation for workers and projected impacts of this accommodation during construction and operational phases • analysis of the projected workforce mix (e.g. FIFO, new and locally-based operation workforce and workers who are sourced locally) • current and projected rental and purchase costs • current and projected rental vacancy rates • impact of current and projected rental costs on low and moderate-income workers in industries other than the resource industry • subject to the housing market analysis above, the proportion of the construction and operational workforce that will be located in local towns

Full Public Agenda Page 131 30 January 2017 • details of any proposed ‘motelling’ and ‘hot-bedding’ arrangements for workers • strategies for the provision of accommodation for workers and their families who wish to live locally and the level of assistance that will be provided by the proponent.

Plans for worker accommodation villages must include: • details of the projected size, design, location and duration of construction and operational villages • details of any existing accommodation camps operated by the proponent, total bed capacity and current vacancy rate • consultation, negotiation and agreement with local government and/or state government on status of approval process for proposed accommodation camps • a strategy for provision of recreation, infrastructure and health and social services in the accommodation camps.

3.4 Local business and industry procurement

The following are core matters for local business and industry procurement: • an assessment of the current local community and regional supplier capacity and capability • proposed policies and programs to build local and regional capacity and capability and reduce barriers to entry • procurement strategies and initiatives for local and nearby regional suppliers • processes that embed the local business and industry procurement strategies into the proponent’s contracting model.

3.5 Health and community wellbeing

The following are core matters for health and community wellbeing: • identification and assessment of potential impacts on social infrastructure including: o access to and demand for health and medical services provided by hospitals, general practitioners and community health centres o community infrastructure and facilities, including child care, domestic violence, youth and disability support, community and sporting organisations • identification and assessment of the potential impacts on community wellbeing including:

o potential health and safety impacts o community health impacts in relation to air quality, noise, water and other environmental factors o community lifestyles, amenity value and social character, accessibility and community cohesion

Full Public Agenda Page 132 30 January 2017 • mitigation strategies for potential impacts on health and community well-being, including but not limited to: o the level of on-site health services to be provided for workers o details of any workforce code of conduct to manage worker behaviour on impacted communities o emergency response arrangements and mitigation strategies agreed with emergency service providers, for incidents both on and off the mine site o how impacted community services and facilities will be maintained for the community o scope, frequency and scale of any community development programs to be implemented and outcomes to be achieved.

Full Public Agenda Page 133 30 January 2017 Appendix 1: Roles of key stakeholders

Project proponents

A project proponent is required to prepare an SIA for their project in accordance with this Guideline. State agencies State agencies are required to provide information and data for the social baseline, review an SIA, participate in the CARG process and assess potential impacts on state government services. Local governments

Local governments play an important role in reviewing project proposals and providing information for the social baseline. Relevant local governments may also: • review an SIA and assess potential impacts on local government services • participate in the CARG process • engage, collaborate and negotiate with proponents on strategies to mitigate potential impacts on local government services • represent local community groups as appropriate. Non-government organisations

Non-government organisations may be requested to provide information for the social baseline. These organisations may also: • review an SIA and assess potential impacts on non-government services • engage with proponents on strategies to mitigate potential impacts on non-government services. Unions and industry groups

Unions and industry groups may be requested to provide information to support the social baseline. They may also: • review an SIA and assess potential impacts • engage with proponents on strategies to mitigate potential impacts • represent employee groups. Landholders, residents, community and Indigenous groups

Individuals, the community and Indigenous groups have the opportunity to review an SIA during the EIS public consultation period. These groups may also be engaged with by the proponent through the stakeholder engagement processes outlined in this guideline.

Full Public Agenda Page 134 30 January 2017 Appendix 2: References

ABS (2006) Defining family and community. On-line http://www.abs.gov.au/ausstats/[email protected]/0/4FDE4F3589A73648CA2571B80010B86B?opendoc ument

International Association for Impact Assessment. 2015, Social Impact Assessment: Guidance for assessing and managing the social impacts of projects (www.iaia.org/uploads/pdf/SIA_Guidance_Document_IAIA.pdf)

International Council on Mining & Metals (ICMM). 2015, Stakeholder Research Toolkit, London: ICMM http://www.icmm.com/website/publications/pdfs/8516.pdf

International Finance Corporation (IFC) Stakeholder Engagement Handbook, 2017, http://www.ifc.org/wps/wcm/connect/publications_ext_content/ifc_external_publication_site/publi cations/all+publications

Quality Assurance Standard for Community and Stakeholder Engagement, 2015, International Association for Public Participation https://www.iap2.org.au/Resources/Search-Resources

Social Impact Assessment, International Association for Impact Assessment (www.iaia.org/wiki- details.php?ID=23)

The State of Queensland (Department of Housing and Public Works). 2017, Queensland Procurement Policy 2017 http://www.hpw.qld.gov.au/SiteCollectionDocuments/QLDProcurementPolicy.pdf

Vanclay, F. (2003). International Principles for Social Impact Assessment. Impact Assessment & Project Appraisal. 21(1), 5-11 (http://dx.doi.org/10.3152/14715460378176649)

Full Public Agenda Page 135 30 January 2017

CORPORATE, GOVERNANCE AND FINANCIAL SERVICES

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Liza Perrett

AUTHOR POSITION: Manager Governance and Corporate Services

9.8 Community Tenure and Facilities Advisory Committee – Minutes 21 November 2017

EXECUTIVE SUMMARY The purpose of this report is to present to Council the minutes of the Community Tenure and Facilities Advisory Committee Meeting held on Tuesday, 21 November 2017.

OFFICER’S RECOMMENDATION The Committee recommends to Council to:

1. Receive and note the Minutes of the Community Tenure and Facilities Advisory Committee held on 21 November 2017.

2. Adopt the recommendations of the Community Tenure and Facilities Advisory Committee held on 21 November 2017.

3. Note the status of community leasing program.

Resolution No.: CGFS0118

Moved: Cr Vea Vea Seconded: Cr Freeleagus

That the Standing Committee recommend to Council to:

1. Receive and note the Minutes of the Community Tenure and Facilities Advisory Committee held on 21 November 2017.

2. Adopt the recommendations of the Community Tenure and Facilities Advisory Committee held on 21 November 2017.

3. Note the status of community leasing program.

Carried

BACKGROUND

The Tenure and Facilities Advisory Committee, along with the draft Terms of Reference were endorsed by Council at its meeting held 29 August 2017 (Resolution No.5042).

The Tenure and Facilities Advisory Committee met on 21 November 2017. The minutes of this meeting are attached for Councillor’s consideration of recommendations.

Full Public Agenda Page 136 30 January 2017

Also attached is the Leasing update. Reference is made to the recommendation in item 6.3 of the minutes where the Committee support the transition of this update as an attachment to this report. This is to reassure Council that these items are being discussed at the Advisory Committee and also provide Council an update and opportunity to comment and/or raise issues relating to community leasing.

IMPLICATIONS

• Implications linked to usage of lease facilities • Requires ongoing internal liaison and consultation with all stakeholders to ensure sustainable and best use of facilities for the community

CONSULTATION

Community Tenure & Facilities Advisory Committee members

BASIS FOR RECOMMENDATION

Consideration and adoption of Community Tenure & Facilities Advisory Committee Minutes as per Terms of Reference and legislative requirements.

ACTION ACCOUNTABILITY

Manager Governance & Corporate Services to ensure approved Minutes are stored in corporate memory and actions recorded and registered for follow-up.

KEY MESSAGES

Council is committed to transparent decision making, identifying and managing its risks and continuous improvement

Report Prepared by: Report Authorised by: LIZA PERRETT SCOTT GREENSILL Manager Governance and Corporate Director Corporate, Governance and Services Financial Services Date: 9 January 2018 Date: 9 January 2018

ATTACHMENTS

• Attachment 1 - Community Tenure and Facilities Advisory Committee – Minutes 21 November 2017 • Attachment 2 - Leasing Update and Priorities by Division

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 137 30 January 2017

UNCONFIRMED MINUTES

COMMUNITY TENURE & FACILITIES ADVISORY COMMITTEE MEETING

ISAAC REGIONAL COUNCIL

TO BE HELD ON

TUESDAY 21 NOVEMBER 2017

COMMENCING AT 2.00PM

COUNCIL CHAMBERS, MORANBAH

Full Public Agenda Page 138 30 January 2017 ISAAC REGIONAL COUNCIL

UNCONFIRMED MINUTES OF THE COMMUNITY TENURE AND FACILITIES ADVISORY COMMITTEE MEETING

HELD IN COUNCIL CHAMBERS, MORANBAH

ON TUESDAY 21 NOVEMBER 2017

Table of Contents Page

1. OPENING OF THE MEETING

2. APOLOGIES

3. DECLARATION OF CONFLICTS OF INTEREST

4. CONFIRMATION OF MINUTES • 10 October 2017

5. BUSINESS ARISIING • Action Sheet

6. DISCUSSIONS/OFFICER REPORTS

6.1 Compliance Strategy & Base Building Maintenance 6.2 Bacon Street Precinct Strategy 6.3 Community Leasing Priorities

7. GENERAL BUSINESS

7.1 Roles on the Advisory Committee 7.2 (M3’s) Top 3 Strategic needs/priorities in relation to community tenure/facilities

8. CONCLUSION

Full Public Agenda Page 139 30 January 2017 ISAAC REGIONAL COUNCIL

UNCONFIRMED MINUTES OF THE

COMMUNITY TENURE AND FACILITIES

ADVISORY COMMITTEE MEETING

HELD IN COUNCIL CHAMBERS, MORANBAH

ON TUESDAY 21 NOVEMBER 2017

COMMENCING AT 2.00PM

ATTENDANCE

COMMITTEE Cr Gina Lacey Chair, Councillor (Division 3) Cr Jane Pickels Councillor (Division 7) Jeff Stewart-Harris Director Planning, Environment & Community Services John Lee Acting Director Corporate, Governance & Financial Liza Perrett Manager Governance & Corporate Services Luke Coughlan Manager Parks & Recreation (Acting) Shane Brandenburg Manager Corporate Properties Karen Montgomery Manager Commercial Outcomes Shane Bisseker Manager Parks and Gardens Corey Doran Senior Community Relations Officer Kelly Sheppard Senior Specialist Leasing Officer Barb Franklin Executive Assistant - Director Planning, Environment & Community Services

1. OPENING

The Chair declared the meeting open at 2.05pm.

2. APOLOGIES

The committee accepted apologies from;

• Mayor Anne Baker • Cr Kelly Vea Vea

Full Public Agenda Page 140 30 January 2017

3. DECLARATION OF CONFLICTS OF INTEREST

Cr Jane Pickels declared a perceived conflict of interest as a member of the MCSA in respect to agenda item 6.3.

4. CONFIRMATION OF MINUTES

MINUTES OF THE AUDIT COMMITTEE HELD ON TUESDAY 10 OCTOBER 2017 Receipt and confirmation of minutes from the Community Tenure and Facilities Advisory Committee (CTFAC) Meeting held on Tuesday 10 October 2017, at the Council Chambers, Bachelor Parade Moranbah.

Resolution No.: T&F0004 Action: Minute Secretary

Mover: Cr Jane Pickels Seconded: Kelly Sheppard That the CTFAC resolve:

1. The ARC confirmed the Minutes of the Isaac Regional Council Community Tenure and Facilities Advisory Committee meeting held on Tuesday 10 October 2017, at the Isaac Regional Council, Council Chambers, Batchelor Parade, Moranbah by general consensus. Carried

5. BUSINESS ARISING FROM PREVIOUS MEETINGS

5.1 Action List

The CTFAC noted the status update on Actions and the completed items as per the attachment to the Agenda.

Resolution Action: Manager Governance & Corporate T&F0005 No.: Services Mover: John Lee Seconded: Jeff Stewart-Harris

That the CTFAC resolve:

1. That the Community Tenure and Facilities Advisory Committee Action List be received and noted.

Full Public Agenda Page 141 30 January 2017

6. OFFICERS REPORTS

6.1 Compliance Strategy & Base Building Maintenance

EXECUTIVE SUMMARY The purpose of this report is to commence discussion on approaches to facility compliance matters relating to community leasing.

OFFICER’S RECOMMENDATION

That the Community Tenure & Facilities Advisory Committee:

1. Note the discussion. 2. Work continue with options on the risk matrix and treatment for a Compliance strategy

Resolution No.: T&F0006

Moved: Cr Jane Pickles Seconded: Shane Brandenburg

That the CTFAC:

1. Note the discussion on Base Building criteria. 2. Work continue with options on the risk matrix and treatment for a Compliance strategy 3. Manager Corporate Properties to investigate and present an options paper on a preventative exterior painting program and indicative costs across the region to determine Councils appetite to include in its base building criteria. Carried

Note: criteria to include when approving new assets on leased premises by lessees – what is the “Criticality to purpose of the facility/land and/or lease”

6.2 Bacon Street Precinct Strategy

EXECUTIVE SUMMARY The purpose of this report is to develop a strategy for ensuring the activation of the Bacon Street Precinct as a Community hub.

OFFICER’S RECOMMENDATION

That the Community Tenure & Facilities Advisory Committee:

1. The Manager Governance & Corporate Services to liaise with Gentle Craft Club to discuss their future plans for the members, with a view to identify potential options for tenure. 2. Building and electrical compliance inspections are completed all buildings in the Bacon Street precinct. 3. The Manager Governance & Corporate Services to commence discussions with Moranbah SES & Moranbah Rotary Club to formalise tenure arrangements. 4. The Manager Corporate Properties prepare a report to Council for the purposes of recommending the disposal of the Lion’s Den asset by demolition on Lot C in SP214728. 5. Upon demolition, an Expression of Interest be undertaken on Lot C in SP214728.

Full Public Agenda Page 142 30 January 2017 Resolution No.: T&F0007

Moved: Corey Doran Seconded: Liza Perrett

That the Tenure & Facilities Advisory Committee:

1. The Manager Governance & Corporate Services to liaise with Gentle Craft Club to discuss their future plans for the members, with a view to understanding their needs for tenure. 2. Building and electrical compliance inspections are completed all buildings in the Bacon Street precinct. 3. The Manager Governance & Corporate Services to commence discussions with Moranbah SES & Moranbah Rotary Club to formalise tenure arrangements. 4. The Manager Corporate Properties prepare a report to Council for the purposes of recommending the disposal of the Lion’s Den asset by demolition on Lot C in SP214728,with a view that upon demolition, an Expression of Interest be undertaken on Lot C in SP214728. 5. In reference to clause 4 above, a Communication plan to be developed as part of the report to support appropriate community engagement/informing. 6. Following outcomes of clause 2 above and further investigation, should they be unfavourable, the Manager Corporate Properties prepare a report to Council providing a suitable plan for the structure on Lot E in SP214728 and if necessary recommend it not invest in and, on vacancy, dispose/retire the asset.

Carried

6.3 Community Leasing Priorities

EXECUTIVE SUMMARY The purpose of this report is to highlight the current community leasing priorities and other issues for discussion.

OFFICER’S RECOMMENDATION

That the Community Tenure & Facilities Advisory Committee:

1. Note the report and discussion.

Resolution No.: T&F0008

Moved: Jeff Stewart-Harris Seconded: Shane Brandenburg

That the CTFAC:

1. Note the report and discussion. 2. Support the transition of capturing the Leasing Update and Priorities within the Community Tenure & Facilities Advisory Committee, rescinding the requirement for monthly leasing updates to the Standing Committee. 3. Ensure that the Leasing Update and Priorities is attached to the Minutes of the Community Tenure & Facilities Advisory Committee for reference and discussion by Council.

Carried

Full Public Agenda Page 143 30 January 2017 5. GENERAL BUSINESS

7.1 Roles on the Advisory Committee

General discussion, Chair reminded members they have a role on the Committee, are encouraged to contribute to the meeting and to bring items of priority and/or concern requiring action to the tabled and placed on the agenda.

Noted that agenda preparation will be improved, however members have a role to raise items for discussion.

7.2 (M3’s) Top 3 Strategic needs/priorities in relation to community tenure/facilities

Report to be presented at next meeting listing M3’s Top three strategic needs and priorities relating to community tenure and/or facilities. Items raised are to define the issue, impact and problem statement and desired outcome.

ACTION: MANAGER GOVERNANCE & CORPROATE SERVICES

7.3 Thank you and Farewell to Corey Doran

The membership acknowledged Corey Doran’s impending departure from IRC and thanked him individually for his support and service to Council and delivering community outcomes.

7.4 Work 4 Queensland Funding

Cr Lacey proposed internal meeting, as a matter of urgency, regarding the proposed ablution block at Netball Grounds with a view to inviting them to a meeting to discuss funding opportunities.

ACTION: MANAGER PARKS AND RECREATION

7.5 Moranbah Boxing & Sporting Club

Discussion covered the Moranbah Boxing & Sporting Club Compliance report, indicating a required elevation of the issue and the important discussion around the role of managing building compliance issues outside of leasing negotiations.

ACTION: ALL

6. CONCLUSION

There being no further business, the Chair declared the meeting closed at 4.17pm

…………………………..... ….. / ….. / …….. Chair DATE

Full Public Agenda Page 144 30 January 2017 This update provides an overview of leasing activities, priorities and opportunity for Councillors raise issues or matters for further attention.

Through the elected members and officers, council receives enquires from current and potential tenure holders. These are dealt with ensuring the asset owner and other internal stakeholders are consulted. The divisional councillor will be kept updated and consulted.

Division Community Groups Status Update 2015 Discussions/negotiations stalled due to contaminated land. March 2017 Emailed club asking for updated EOI paperwork. Glenden Junior 1 Pending updated EOI paperwork Motocross 19/09/17 Requested Place Officers follow up EOI. Nov 2017: Snr Leasing Officer directly following up 12/12/17 Emailed club again requested updated EOI.

Identified to commence tenure negotiations in 2017. Previous tenure with Glenden Horse Owners. Discussions been occurring throughout the year (commencing approximately Q4 16/17). Organisation changed name to Glenden Rural Interests in September 2017 with increased membership. Around this time Council received interest from other parties in the whole of land which required enquiries Glenden Rural continuing with DNRM re: native title and land use. Interests/Glenden 1 Horse Owners Matter to be raised at Advisory Committee concerning in Association situ tenants and further use of remaining land. The latter may be subject to a public Expression of Interest, with a proposal to sketch plan areas for use by various parties. Nov 2017: Native title issue resolved, purpose of land prior to progressing due to current interested parties needs to be finalised. Matter to be placed on Advisory Committee Agenda in January 18.

Identified to commence tenure negotiations in 2017. Trigger to progress was works undertaken by E&I in May 2017. 16/08/17 EOI received & meetings held with internal stakeholders in August. Building Compliance Report completed, works identified 2 Dysart Soccer Club and completed 19/09/17; 26/09/17; 06/10/17 Meeting requests sent to Senior Place Officer. Nov 2017: Snr Leasing Officer following up EOI paperwork and to schedule meetings

Council resolution 4888. New Standard Terms Document now registered with DNRM (8/8/2017), Lease executed. Hawks provide all required certificates in November. Moranbah Hawks 27/11/17 Lease sent to Titles for registration. 3, 4 and 5 Soccer 15/12/17 Titles returned lease for stamping with clubs

common seal. 15/12/17 Contacted Club to advise common seal needs to be stamped on lease docs. They have misplaced and are waiting on a new Seal. Full Public Agenda Page 145 30 January 2017 Division Community Groups Status Update

12/04/16 Internal meeting took place to discuss EOI received. 22/07/16 Met with group onsite. Negotiations stalled due to previous Manager Corporate Moranbah Properties review of requirements. 3, 4 and 5 Bowhunters & Field

Archers Request to move forward with Building Compliance Inspection outstanding. Meeting to be held with Councillors to discuss next steps.

Starter pack sent 2015, Meetings being requested through Place Officer on a regular basis. New Committee April 2017, forwarded EOI information EOI received May 2017, all outstanding documents received Oct 2017 to progress lease. Building Compliance Report completed and quotes being Moranbah Australian obtained to make facility compliant (Aug 2017). 3, 4 and 5 Football Club Ass 14/11/17 Meeting request sent to ascertain availability of Inc Councillors. Councillors available 28/11/17 and 5/12/17 only. Club can’t meet before 13/12/17. Suggested next year the best option. Continuing to progress meetings and actions. Nov: Snr Leasing Officer progressing to finalise meeting dates

Identified for tenure negotiations 2017. EOI sent April 2017 EOI documents received and additional document in October 2017. Building Compliance Report completed 30/08/17. 19/09/17; 26/09/17; 06/10/17 - Meeting requests sent to Senior Place Officer. 14/11/17 Snr Leasing Officer Meeting request sent to 3, 4 and 5 Moranbah Playgroup CEO’s office to ascertain availability of Councillors. Meeting scheduled for 19/12/17 (incl Clrs) 19/12/17 Meeting took place – Cr Freeleagus, Kellie Isaac and me. Discussed the process and provided MSTD and STD for committee perusal. 20/12/17 Obtained info re cubby house for Playgroup, ie asset owner approval, building team approval and emailed them.

Lease expires 31/10/2017. Internal discussions commenced March 2017. 07/04/2017 EOI and associated documentation received. Building Compliance Report completed 30/08/17. Internal meeting held with Councillors, progressing discussions with Club. Moranbah Boxing & 19/09/17 Meeting request sent to Senior Place Officer. 3, 4 and 5 Sporting Club 26/09/17 Manager sent follow up email to Senior Place Officer asking about meeting facilitation. 27/09/17 Senior Building Surveyor provided information on what steps need to be taken to get this building compliant. 28/11/17 Meeting of internal stakeholders to plan moving forward with club Contact with club on compliance issues Full Public Agenda Page 146 30 January 2017 Division Community Groups Status Update Met with club 4 Dec 17 and ongoing engagement EOI paperwork resent. Senior Place Officer commenced engagement with club to encourage submission of an Expression of Interest in February 2017. Several requests to Place Officer to follow up EOI, most recent 19/09/17 Noted Hardcourts project ongoing and will engage when near completion. 3, 4 and 5 Moranbah Netball 27/11/17 communications with club undertaken, progressing EOI paperwork. Snr Leasing Officer will organise a meeting once paperwork received Early December received EOI paperwork Meeting scheduled 12/12/17 with internal stakeholders and club

Field Lease expired 30/11/2014 (Club house leased to State). linked to area usage discussions Discussed briefly in Advisory Committee meeting – Nov 17. Decision/direction required – does IRC want to enter into a lease on fields? Matter to be discussed at the Advisory Committee in January 2018. Decision/direction required – does IRC want another Moranbah Rugby lease? League Football 13/12/17 Club contacted Council for status on lease. 3, 4 and 5 Club Inc – Fields 13/12/17 Emailed [email protected] the following only documents: Application for Works on a Council Controlled/Owned Site • Expression of Interest for Land Tenure • Frequently Asked Questions • Tenure Process at a Glance – External • Mandatory Standard Terms Document • Standard Terms Document for a Trustee Lease • Form 7 and Standard Terms Overview

09/05/16 EOI received from group. Need direction from Council if they wish to support entering Blair Athol Rec Hall 6 into a lease for the BA Hall. Last report (April 2017) was Association put on the table at Council. To be discussed at Advisory Committee IRC upgrading hard surface. Identified for tenure negotiations 2017. Place Officer handed to club February 2017 Several requests to Place officer to follow up EOI, most Clermont & District recent 19/09/17 6 Tennis Noted Hardcourts project ongoing and will engage when near completion. EOI pending Nov: Snr Leasing Officer progressing contact directly with club to progress paperwork. Resent paperwork 30 November 2017 IRC upgrading hard surface. Place Officer commenced engagement with club to encourage submission of an 6 Clermont Netball Expression of Interest in February 2017. Several requests to Place officer to follow up EOI, most recent 19/09/17

Full Public Agenda Page 147 30 January 2017 Division Community Groups Status Update Noted Hardcourts project ongoing and will engage when near completion. EOI pending Nov: Snr Leasing Officer progressing contact directly with club to progress paperwork Permit to Occupy expired 31/12/2013 Clermont & District Nov 17 - Research required and advice from divisional 6 Senior Citizens Councillor to identify options to progress. Association Inc

21/08/15 Initial meeting with group – not yet an Incorporated Association. 18/08/16 EOI received. In Principle Agreement received Nov 2017. . 23/11/17 Discussed with Chair the option of progressing Middlemount Youth the lease based on the current sketch plan (footprint of 7 Support Centre building) to save survey costs. He will present this option

to the committee and advise accordingly. Awaiting Club to provide response to progress report to Council. Estimate time for report to March meeting, Councillor advised.

Lease approved by Council 7 Middlemount C & K Finalised. Lease is registered with DNRM.

08/02/17 All EOI paperwork received. Meetings held with Club, divisional Councillor and staff. In Principle Agreement signed. Report to Council in Middlemount Horse September. 7 & Pony Club 06/11/17 Lease sent to club for signing. (sent a revised lease late November to acknowledge an easement on land)

18/03/17 EOI paperwork received. Lease for tennis courts expires 31/12/2017 Expressions of Interest received. Progressing discussions, including meetings with divisional Councillor and Club Requested Building Compliance Inspection, received late July 2017. Progressing works. 22/11/17 Met with MCSA to discuss Standard Terms MCSA Netball, Document. MCSA advised on clauses they request 7 Storage and Tennis changes

Progressing discussions on lease, including In Principle Agreement. 12/12/17 Drafted IPA x 3 including request for changes to clauses in Standard Terms Document for the lease. 13/12/17 Emailed IPAs and sample LTO to the club for signing.

15/05/17 EOI received. Received starter pack 2015, followed up on a regular basis. Lease expired 30/06/2017. Middlemount Race May 2017- Meeting with Club, including divisional 7 Club Councillor occurred. Requested 27/09/17 Spoke with Donald Black (ph: 4938 9138) to explain we need confirmation that the group is happy to proceed to tenure after reading the MSTD and STDTL. Donald requested

Full Public Agenda Page 148 30 January 2017 Division Community Groups Status Update another copy of the documents be sent to the group. This time via hard copy sent care of the Middlemount Office. 27/09/17: Printed copy of MSTD and STDTL along with Overview and sent to Middlemount office for Donald Black or Billy Gray. Building Compliance Inspection, received late July 2017. 06/10/17 Group received hard copy of MSTD and STDTL along with Overview for review and acceptance. Second meeting scheduled for Wednesday 22/11/17 to discuss/negotiate Standard Terms. 22/11/17 Met with MMT Race Club to discuss Standard Terms Document. MMT Race Club advised on clauses they request changes. 12/12/17 Drafted IPA including request for changes to clauses in Standard Terms Document for the lease and emailed to club for signing.

Lease expired 2014. Place officer provided EOI 2015, being in contact several times. Last time Emailed EOI in April 2017 with associated leasing documents to club. Awaiting paperwork Middlemount Rugby Several requests to Place officer to follow up EOI, most 7 League recent 19/09/17 Nov: Snr Leasing Officer liaising with local Place Officer to encourage club to forward EOI. Going to seek guidance from Divisional Councillor to progress

Lease expires 23/04/2018 Middlemount To progress meetings through Place Officer, including EOI 7 Sporting Shooters paperwork Association

Public Safety Council Report endorsed at November 2017 Council Business Agency – meeting. 8 Rural Fire Progressing finalisation of tenure paperwork. Isaac Lease expires 31/01/2018 Mgr Commercial Outcomes handed copy of EOI to club approximately April 2017. St Lawrence Bowls 19/09/17 Requested Place Officers follow up EOI. 8 Club 13/11/17 Snr Leasing Officer Emailed EOI resent paperwork to club. To follow-up engagement. Option for area usage for the Greens – for discussion.

Requests for Approval, Enquiries and other Tasks

Dysart BMX – Request for Approval of works – four new lighting towers.

Moranbah Boxing & Sporting Club: Continuing liaison on leasing and compliance matters, most recent liaison 5 January 2018. Verbal update will be provided at the meeting.

Moranbah Youth Centre: Council resolved (December 2017) to offer a 10 year lease with Moranbah Arts Centre following an EOI. Progressing finalisation of paperwork and registration of lease. Full Public Agenda Page 149 30 January 2017

Full Public Agenda Page 150 30 January 2017 OFFICE OF THE CHIEF EXECUTIVE OFFICER

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Gary Stevenson

AUTHOR POSITION: Chief Executive Officer

9.9 Exceptional Circumstances Policy

OFFICER’S RECOMMENDATION

That the Committee recommends to Council:

1. That it adopts Policy **** - “Exceptional Circumstances Waiver and Discount Policy” and delegates authority to the Chief Executive Officer to apply discount to the Fees and Charges Schedule in accordance with the Policy only where exceptional circumstances exist.

Resolution No.: CGFS0119

Moved: Cr Freeleagus Seconded: Cr Vea Vea

That the Standing Committee recommend to Council:

1. That it adopts Policy CEO130 “Exceptional Circumstances Waiver and Discount Policy” and delegates authority to the Chief Executive Officer to apply discount to the Fees and Charges Schedule in accordance with the Policy only where exceptional circumstances exist subject to the following changes:

• Finalisation of definitions being added to the Policy. • Change of title to Exceptional Circumstances Policy • Request that the word “extenuating” be replaced throughout the policy with the word “exceptional”.

Carried

BACKGROUND

Action O16.3 of the Organisational Development Plan adopted by Council on 13 December 2016 and entrenched in Council’s 2017/18 Operational Plan states; “Authorise CEO to vary fees and charges when extenuating circumstance exist.”

Full Public Agenda Page 151 30 January 2017

In adopting the 2017/18 Schedule of Fees and Charges Council included reference to the Exceptional Circumstances Policy, which would allow the Chief Executive Officer (CEO) to waive or discount fees and charges where exceptional circumstances exist.

This report presents the draft policy for Council’s consideration.

IMPLICATIONS

Part 10 of the Local Government Regulations 2012 allows for concessions for rates and charges to be applied in part or in full under a range of circumstances including situations where the payment of the rates or charges will cause hardship to the land owner.

The draft Policy is intended to be applicable to such extenuating circumstances, but is clearly not intended to substitute for routine appeal and other processes which are well established.

The policy is expected to be applied sparingly and only minor (financially immaterial) reduction in revenue will result.

CONSULTATION

Mayor, Councillors and staff were consulted during drafting of the Organisational Development Plan and Mayor, Councillors and Senior Officers discussed the matter during adoption of the 2017/18 Fees and Charges Schedule.

BASIS FOR RECOMMENDATION

The Policy gives effect to the Fees and Charges Schedule and sensibly accommodates ratepayers’ and customers’ circumstances which are exceptional.

ACTION ACCOUNTABILITY

Chief Executive Officer will administer the policy.

KEY MESSAGES

Isaac Regional Council understands exceptional circumstances and will work with genuine cases to accommodate them where possible.

Report Prepared by: Report Authorised by: GARY STEVENSON GARY STEVENSON Chief Executive Officer Chief Executive Officer Date: 8 January 2018 Date: 8 January 2018

ATTACHMENTS

• Attachment 1 – Amended Draft Policy CEO130“Exceptional Circumstances Policy”

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 152 30 January 2017 POLICY TITLE: Exceptional Circumstances Policy POLICY NUMBER: DOC. ID CATEGORY:

Responsible Office of the Chief Executive Officer Department: Council Approval Resolution Date: Number:

OBJECTIVE The objective of this Policy is to provide a framework to facilitate appropriate reduction and/or waivers of Council fees, charges or infringements where exceptions or hardship criteria are met/warranted as determined on a case by case basis.

SCOPE This policy is applicable to charges contained in the Fees and Charges Schedule adopted by Council.

DEFINITIONS

Term/Acronym Meaning Hardship Situation where the bearer of the Council’s Fee or charge is experiencing, or have experienced, events that inhibit them to meet their responsibilities due to financial and/or circumstantial reasons.

Factors contributing to serious hardship generally include: family tragedy; financial misfortune; serious illness; impacts of natural disaster; and other serious or difficult circumstances.

Determination of any case of “hardship” should be subject to the “reasonable person” test, i.e., would this be considered a case of hardship by a reasonable person.

Exceptional Circumstances Unforeseen and/or rare circumstances which are beyond the control of the bearer of Council’s fee or charge in question.

Full Public Agenda Page 153 30 January 2017 POLICY STATEMENT Council is committed to: 1. Considering requests to reduce or waive fees or charges in accordance with established criteria and following established guidelines to ensure appropriate decision making, documentation and record keeping; 2. Providing reductions in certain circumstances, in accordance with approved guidelines; 3. Ensuring that there are clear written guidelines, procedures and record keeping for the application of reductions or waivers; and 4. In circumstances outside of established guidelines, providing an avenue for review through the Chief Executive Officer (CEO) to facilitate the waiver of fees or charges, in exceptional circumstances for a stated class of ratepayers i.e. those experiencing hardship or otherwise experiencing exceptional circumstances beyond their control. (Noting that the exceptional circumstances guideline is not an appeal mechanism, but reserved for situations of genuine exceptional circumstances, for which the applicant may be required to produce particular information or documents to be eligible for consideration. This is clearly defined in the Local Government Regulation 2012 (s122), and delegated to the CEO.)

Legislations and related guidelines • Local Government Act 2009 • Local Government Regulation 2012

References • Nil

Type Document ID/Name Policy Revenue Procedure Forms Templates

Full Public Agenda Page 154 30 January 2017

OFFICE OF THE CHIEF EXECUTIVE OFFICER

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Gary Rinehart

AUTHOR POSITION: Senior Advisor

9.10 North Queensland Local Government Association becomes Northern Alliance of Councils

OFFICER’S RECOMMENDATION That the Committee recommend to Council that Council:

1. Apply for membership of the Northern Alliance of Councils pursuant to Rule 6 of the Association.

2. Note that Annual Conference of the Northern Alliance of Councils will be held at Hinchinbrook from 21-23 August 2018.

Resolution No.: CGFS0120

Moved: Cr Vea Vea Seconded: Cr Freeleagus

That the Standing Committee recommends to Council to:

1. Apply for membership of the Northern Alliance of Councils pursuant to Rule 6 of the Association. 2. Note that Annual Conference of the Northern Alliance of Councils will be held at Hinchinbrook from 21-23 August 2018 and call for nominations for Councillor Delegates at the January 2018 Ordinary Meeting. Carried

BACKGROUND

At the 2017 Annual conference of the North Queensland Local Government Association a decision was taken to incorporate under the name of NAOC. The incorporation process with the Office of Fair Trading is now complete.

Full Public Agenda Page 155 30 January 2017 The secretariat has provided Council with a copy of the constitution and advised that the Annual General Meeting and Annual Conference will be held between 21 and 23 August in Hinchinbrook.

IMPLICATIONS

Financial

A membership is required to be paid and pursuant to rule 8 of the constitution and NAOC has the ability to “make a special levy or special levies from time to time to defray extraordinary expenditure”. Membership of the NQLGA was $350 per annum.

Other

NAOC is seen as an important part of the network of Local Governments in Queensland and Council’s continued involvement in the Association is an important part of Council’s representation and advocacy role.

CONSULTATION

Not Applicable.

BASIS FOR RECOMMENDATION

The constitution of NAOC provides at rule 6 that “the Association’s membership will consist of those local governments whose area or part thereof, is north of the Tropic of Capricorn and who are accepted as members of the Association and retain the membership in the manner required by these rules.

Council fits the requirement for membership and it is considered that it is in Council’s interest to be a member of NAOC.

ACTION ACCOUNTABILITY

Chief Executive Officer has accountability for ensuring a membership application is completed and lodged with NAOC.

KEY MESSAGES

Report Prepared by: Report Authorised by: GARY RINEHART GARY STEVENSON Senior Advisor Chief Executive Officer Date: 11 January 2018 Date: 11 January 2018

ATTACHMENTS

• Attachment 1 – Constitution of NAOC

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 156 30 January 2017 Full Public Agenda Page 157 30 January 2017 Full Public Agenda Page 158 30 January 2017 Full Public Agenda Page 159 30 January 2017 Full Public Agenda Page 160 30 January 2017 Full Public Agenda Page 161 30 January 2017 Full Public Agenda Page 162 30 January 2017 Full Public Agenda Page 163 30 January 2017 Full Public Agenda Page 164 30 January 2017 Full Public Agenda Page 165 30 January 2017 Full Public Agenda Page 166 30 January 2017 Full Public Agenda Page 167 30 January 2017 Full Public Agenda Page 168 30 January 2017

ENGINEERING AND INFRASTRUCTURE

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Luke Coughlan

AUTHOR POSITION: Manager Parks and Gardens

9.11 Middlemount Milers Running Club Signage

EXECUTIVE SUMMARY This report requests the Committee support the installation of signage on running/walking tracks in Middlemount as requested by Middlemount Milers Running Club. The club has received a grant from Anglo for the installation of these signs (attached) and has sort assistance in developing an appropriate layout and use of the Council’s logo.

OFFICER’S RECOMMENDATION The Committee recommends to Council to:

1. Approve the use of Council logo on the attached signage.

2. Approve ongoing assistance to the Middlemount Milers Running Club for installation to the signage and note cost will be recovered from the club’s grant.

Resolution No.: E&I0092

Moved: Cr Wheeler Seconded: Cr Freeleagus

That the Standing Committee recommend to Council to:

1. Approve the use of Council logo on the proposed signage.

2. Approve ongoing assistance to the Middlemount Milers Running Club for installation to the signage and note costs will be recovered from the club’s grant.

Carried

BACKGROUND

Middlemount “Milers” Running Club established in 2015, as part of the Middlemount Community Sports Association (MCSA), has secured sponsorship from Anglo American ($15,000.00) for the establishment and installation of signage to be utilised as guidance for the various running routes designated by the club along Middlemount walking tracks.

The Cub sought assistance in developing an appropriate layout and use of the Council’s logo. The parks and Recreation team in conjunction with the Brand Media and Communication team has assisted to develop the attached signage templates.

Full Public Agenda Page 169 30 January 2017 Council will manage the printing and installation of the signage with consultation of the club committee. If future planned upgrades to the pathways require these signs to be temporarily remove, Council will store them and re-erect once upgrade works are complete.

Costs will be recovered through the club grant from Anglo and any major maintenance (due to damage) or replacement of the signs would need to be funded by the club.

IMPLICATIONS No financial implications to Council, cost recovery will be implemented for these works. The signs will be erected by Council however long term replacement or repair of any major damage will be the responsibility of the club.

CONSULTATION Brand, Media and Communications Department Middlemount Milers Club Committee Middlemount Place Officer MCSA Committee Manager Parks and Recreation

BASIS FOR RECOMMENDATION Signage will guide club members participating in the fun and competition runs, so that there will be accurate marking of the courses that are utilised by the club.

ACTION ACCOUNTABILITY Manager Parks and Recreation to arrange for the delivery and installation of signage once approved. Council staff in Middlemount responsible for physical installation of signage.

KEY MESSAGES Promoting active lifestyle and health. Support for community group.

Report Prepared by: Report Authorised by: LUKE COUGHLAN PATRICK MOORE Manager Parks and Gardens Director Engineering and Infrastructure Date: January 2018 Date: January 2018

ATTACHMENTS

• Attachment 1 – Middlemount Milers Sign MAIN • Attachment 2 – Middlemount Milers Sign Turn 1 • Attachment 3 – Middlemount Milers Sign Turn 2

REFERENCE DOCUMENT

• Nil

Full Public Agenda Page 170 30 January 2017

Full Public Agenda Page 171 30 January 2017

Full Public Agenda Page 172 30 January 2017

Full Public Agenda Page 173 30 January 2017 ENGINEERING AND INFRASTRUCTURE

MEETING DETAILS: Ordinary Meeting Tuesday 30 January 2018

AUTHOR: Nadine Cluff

AUTHOR POSITION: Technical Officer Project Management

9.12 PSA – IRCT2084-1017-095 Supply of Stabilising Aid

OFFICER’S RECOMMENDATION That the Committee:

1. Approve the inclusion of the following Companies on the Isaac Regional Council Panel of Preferred Suppliers “Supply of Stabilising Aid”: • Reynold Soil Technologies • SEALs Group • Fulton Hogan Industries • SGG Enterprises • Downer Edi Works Pty Ltd • Five Elements • Claycrete Australia

Resolution No.: E&I0093

Moved: Cr Freeleagus Seconded: Cr Austen

That the Standing Committee recommend to Council to:

1. Approve the inclusion of the following Companies on the Isaac Regional Council Panel of Preferred Suppliers “Supply of Stabilising Aid”:

• Reynold Soil Technologies • SEALs Group • Fulton Hogan Industries • SGG Enterprises • Downer Edi Works Pty Ltd • Five Elements • Claycrete Australia

Carried

Full Public Agenda Page 174 30 January 2017 BACKGROUND

With our region covering such a vast area we proposed to implement a Preferred Supplier Arrangements for multiple suppliers of a variety of products.

Isaac Regional Council requires supply of Stabilising aids suited to varying pavement and subgrade conditions. Primary objective of utilising these stabilising aids is to significantly increase life longevity of the road assets.

The Preferred Supplier Arrangement will be in place for a 24 month period, unless early termination is warranted.

All rates that have been submitted for this Tender will be fixed for the first twelve months, at which time the successful tenderers may apply to Council for a variation to price. Such applications will need to be approved by Council prior to implementation.

After the closing of the tender Council officers discovered that Five Elements and Claycrete Australia did not submit a response for the panel arrangement however these companies supplied previous submissions and interest regarding other IRC projects.

After making contact with both, it was revealed that they were unaware of this tender.

As IRC desires to have the broadest range of offers to ensure strong competition it is recommended that both Five Elements and Claycrete Australia are accepted as a late submission. It can also be confirmed that there was no opportunity for these two suppliers to know details of other offers.

To be eligible for the late submissions from Five Elements and Claycrete Australia must provide response documents and corresponding support information by 2pm Friday 12 January 2018.

IMPLICATIONS

Nil resource implications.

Current budget has a capital item for the implementation of a polymer stabilisation program. Funding is $400,000. It is proposed to add polymer to the gravel material being placed under the capital re-sheeting program and/or suitable maintenance grading and therefore the entire $400,000 is available for purchase of polymer.

As the polymer program is experimental, it is proposed to run the program in two stages: (1) trial three products to a value of $150,000; and (2) complete the program using the best performer from stage 1.

CONSULTATION

Director Infrastructure and Engineering Manager Contracts and Procurement

BASIS FOR RECOMMENDATION

The primary intention of the Panel of Preferred Suppliers is to provide value for money, competitive rates and prices to assist the Isaac Regional Council with supply of stabilising aid.

ACTION ACCOUNTABILITY

Manager Infrastructure West and Manager Contracts and Procurement to award work to preferred supplier.

Full Public Agenda Page 175 30 January 2017 KEY MESSAGES Gravel roads are much cheaper to construct than bitumen sealed roads, but are vulnerable to environmental damage, e.g. heavy rain or prolonged dry. A stabiliser offers the prospect, but not the certainty, of substantially reducing that vulnerability thereby improving network service levels and resilience, whilst reducing whole-of-life costs.

Report Prepared by: Report Authorised by: Nadine Cluff Patrick Moore Technical Officer Project Management Director Engineering and Infrastructure Date: 10 January 2018 Date: 10 January 2018

ATTACHMENTS

• Confidential Attachment 1 - Spreadsheet demonstrating submitted costs by proposed preferred Suppliers • Confidential Attachment 2a & 2b - VFM Evaluation Matrix’s

REFERENCE DOCUMENT

• Tender Document IRCT2084-1017-095_Supply of Stabilising Aid

Full Public Agenda Page 176 30 January 2017 PAGES 155 TO 734 HAVE INTENTIONALLY BEEN REMOVED DUE TO CONFIDENTIAL REASONS