Notice of Meeting

NOTICE OF MEETING

Dear Councillors You are requested to attend the following meeting of Council.

STATUTORY (POST-ELECTION) MEETING OF ISAAC REGIONAL COUNCIL

TO BE HELD ON TUESDAY, 21 APRIL 2020 COMMENCING AT 9.00AM BY VIDEO CONFERENCE

GARY STEVENSON PSM Chief Executive Officer

Document title – 00.00.0000 Page 1

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.

Note: Due to restrictions to comply with social distancing measures for Covid-19, Council meetings are temporarily closed to the public (effective April 2020). Please refer to the directive of the Department of Local Government, Racing and Multicultural Affairs https://www.dlgrma.qld.gov.au/resources/covid/dg-message-regulation-26-march-2020.pdf

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STATUTORY (POST-ELECTION) MEETING

OF ISAAC REGIONAL COUNCIL

TO BE HELD ON

TUESDAY 21 APRIL 2020

COMMENCING AT 9.00AM

BY VIDEO CONFERENCE

AGENDA

1. OPENING OF THE MEETING

2. APOLOGIES

3. CONDOLENCES

4. DECLARATION OF CONFLICTS OF INTEREST

5. OFFICER’S REPORTS

6. CONCLUSION

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Table of Contents

1. OPENING OF MEETING

2. APOLOGIES

3. CONDOLENCES

4. DECLARATION OF CONFLICTS OF INTEREST

5. OFFICER REPORTS

5.1 Appointment of Deputy Mayor - 2020 Local Government Elections

EXECUTIVE SUMMARY In accordance with the requirements of the Local Government Act 2009 this report is intended to facilitate Council’s consideration in appointing the Deputy Mayor for the 2020-2024 quadrennial term.

5.2 2020 Schedule of Standing Committee Meetings and Ordinary Meetings of Council

EXECUTIVE SUMMARY Council is required under legislation to advertise its meeting dates and times in a newspaper that is distributed in the local government area.

5.3 Isaac Regional Council Standing Committee’s (Statutory) Membership

EXECUTIVE SUMMARY The membership of all Standing Committees is to be resolved by Council at its first Statutory meeting, post- quadrennial election and will be in place until the next quadrennial election.

5.4 Isaac Regional Council Advisory Committees and Working Groups Councillor Membership

EXECUTIVE SUMMARY The Councillor membership of all Isaac Regional Council Advisory Committees and Working Groups is to be resolved by Council following the post- quadrennial election.

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5.5 Isaac Regional Council Elected Member Board Membership

EXECUTIVE SUMMARY The Board Membership of the Isaac Affordable Housing Fund Pty Ltd as trustee for the Isaac Affordable Housing Trust and Moranbah Early Learning Centre Pty Ltd are to be resolved by Council following the quadrennial election.

5.6 External Committees Represented by Council

EXECUTIVE SUMMARY Confirmation of the Council Representatives on External Committees throughout the Isaac and surrounding regions.

5.7 Establishment of a Special Standing Committee - Community Grants

EXECUTIVE SUMMARY This report seeks Council’s endorsement to appoint a special Standing Committee to facilitate the implementation and distribution of funds relating to stimulus packages and initiatives to support Community and Business in the face of the COVID-19 pandemic and imminent recessionary consequence.

6. CONCLUSION

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12. COUNCILLOR QUESTION TIME

13. CONCLUSION

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CORPORATE, GOVERNANCE AND FINANCIAL SERVICES

Post-Election Meeting MEETING DETAILS Tuesday 21 April 2020 AUTHOR Liza Perrett

AUTHOR POSITION Manager Governance and Corporate Services

5.1 APPOINTMENT OF DEPUTY MAYOR – 2020 LOCAL GOVERNMENT ELECTIONS

OFFICER’S RECOMMENDATION That Council: 1. Appoints Councillor ______as Deputy Mayor, for the 2020-2024 quadrennial term.

BACKGROUND In accordance with Section 175 (2) of the Local Government Act 2009 Council must within 14 days of a quadrennial election appoint a Deputy Mayor from one of the Councillors (other than the Mayor).

The Chief Executive Officer will facilitate the process of appointing the Deputy Mayor. Prior to the Council’s Post-Election meeting scheduled for Tuesday 21 April 2020, a call for nominations will be forwarded to all Councillors. All Councillors have the opportunity to put forward a nomination or be nominated. The Mayor cannot be nominated.

Nomination Process: 1. The nomination is to be made in writing (including email) as a self-nomination or nomination by another Councillor. The nomination is not valid unless the nominee has indicated consent to the nomination in writing (email accepted). 2. The nomination is to be delivered or sent to Chief Executive Officer by 8am, Tuesday 21 April 2020. 3. The Chief Executive Officer is to announce the names of the nominees at the Post-Election Meeting at which the election is to be held.

Election Process: 1. If only one Councillor is nominated, that Councillor is elected. 2. If more than one Councillor is nominated, a ballot will be conducted by the Returning Officer. 3. The election is to be held at the Post Election Meeting scheduled for 21 April 2020. 4. The Chief Executive Officer is to facilitate the election process.

The outcome of the election is final with the Councillor with the most votes plus one being the successful nominee. The Chief Executive Officer will announce the successful nominee at the conclusion of the election process.

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IMPLICATIONS Budget Remuneration is budgeted, no impact

Community Manage community expectations on remuneration to Councillors, noting it is in line with best practice and the Tribunal’s recommendation

CONSULTATION • Mayor • Chief Executive Officer

BASIS FOR RECOMMENDATION • To acknowledge legislative obligations and previous resolutions and ensure transparency in decision making.

ACTION ACCOUNTABILITY • CEO confirm with Chief Financial Officer to ensure remuneration is allocated to the appropriate Councillor • CEO and Manager BMC to ensure publications, website, and all relevant documentation are updated to reflect resolution, including appropriate announcements (media releases)

KEY MESSAGES • Council is committed to transparent decision making.

Report Prepared By: Report Authorised By: LIZA PERRETT GARY STEVENSON PSM Manager Governance and Corporate Services Chief Executive Officer Date: 2 April 2020 Date: 2 April 2020

ATTACHMENTS • Nil

REFERENCE DOCUMENT • Local Government Act 2009 • Local Government Regulations 2012

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 8 OFFICE OF THE CHIEF EXECUTIVE OFFICER

Post-Election Meeting MEETING DETAILS Tuesday 21 April 2020 AUTHOR Gary Stevenson PSM AUTHOR POSITION Chief Executive Officer

5.2 2020 SCHEDULE OF STANDING COMMITTEE MEETINGS AND ORDINARY MEETINGS OF COUNCIL EXECUTIVE SUMMARY Council is required under legislation to advertise its meeting dates and times in a newspaper that is distributed in the local government area.

OFFICER’S RECOMMENDATION

That Council: 1. Adopt the following meeting schedules for Standing Committee Meetings and Ordinary Meetings of Council for the remainder of the 2020 calendar year noting the location of the Standing Committee Meetings and Ordinary Meetings will be based in Moranbah Council Chambers with teleconference and video conference facilities utilised as per COVID-19 provisions.

PLANNING, ENVIRONMENT AND COMMUNITY SERVICES STANDING COMMITTEE PECS STANDING COMMITTEE TIME LOCATION MEETING DATE Tuesday 12 May 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 9 June 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 14 July 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 11 August 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 8 September 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room Tuesday 13 October 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 10 November 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 1 December 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference)

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CORPORATE, GOVERNANCE AND FINANCIAL SERVICES STANDING COMMITTEE CGFS STANDING COMMITTEE TIME LOCATION MEETING DATE Tuesday 12 May 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 9 June 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 14 July 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 11 August 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 8 September 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 13 October 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 10 November 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Tuesday 1 December 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference)

ENGINEERING AND INFRASTRUCTURE STANDING COMMITTEE E&I STANDING COMMITTEE TIME LOCATION MEETING DATE Wednesday 13 May 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 10 June 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 15 July 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 12 August 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 9 September 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 14 October 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 11 November 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 2 December 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference)

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 10 OFFICE OF THE CHIEF EXECUTIVE OFFICER

WATER AND WASTE STANDING COMMITTEE W&W STANDING COMMITTEE TIME LOCATION MEETING DATE Wednesday 13 May 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 10 June 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 15 July 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 12 August 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 9 September 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 14 October 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 11 November 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 2 December 2020 1.00pm Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference)

ORDINARY MEETINGS ORDINARY MEETING DATE TIME LOCATION Tuesday 26 May 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 24 June 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 29 July 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 26 August 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 23 September 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – 2020 Chamber Room (Video Conference) Wednesday 20 October 2020 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – Chamber Room (Video Conference) Wednesday 18 November 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – 2020 Chamber Room (Video Conference) Wednesday 16 December 9.00am Isaac Regional Council, Batchelor Parade, Moranbah – 2020 Chamber Room (Video Conference)

BACKGROUND In accordance with the Section 257 and 277 of the Local Government Regulation 2012 under the Local Government Act 2009 the following applies.

Local Government Regulation 2012 Chapter 8 Administration Part 2 Local government meetings and committees

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 11 OFFICE OF THE CHIEF EXECUTIVE OFFICER

257 Frequency and place of meetings (1) A local government must meet at least once in each month. (2) However, the Minister may, after written application by a local government, vary the requirement under subsection (1) for the local government. (3) All meetings of a local government are to be held— (a) at 1 of the local government’s public offices; or (b) for a particular meeting—at another place fixed by the local government, by resolution, for the meeting.

277 Public notice of meetings (1) A local government must, at least once in each year, publish a notice of the days and times when— (a) its ordinary meetings will be held; and (b) the ordinary meetings of its standing committees will be held. (2) The notice mentioned in subsection (1) must be published— (a) in a newspaper circulating generally in the local government’s area; and (b) on the local government’s website. (3) The local government must display in a conspicuous place in its public office a notice of the days and times when— (a) its meetings will be held; and (b) meetings of its committees will be held.

IMPLICATIONS Costs for Standing Committee and Ordinary Meetings of Council are included in the budget of the Office of the Chief Executive Officer.

Under the current COVID-19 Pandemic Directions Council may need to change the way its Statutory Meetings are held and whether they are open to the public. This is also based on the following information provided by the Department of Local Government.

Phone and teleconference for Council and Committee Meetings

The following temporary changes have been made to provisions of both the Local Government Regulation 2012 and the City of Brisbane Regulation 2012 to allow council meetings to occur via phone or teleconference.

Attendance via phone or teleconference

• Council meetings may take place by phone or teleconferencing, with the chairperson of the meeting allowing individual Councillors or other people to participate by phone or teleconferencing. • Arrangements for Councillors to participate in meetings by phone or teleconferencing must allow Councillors and other participants to take part in discussions as they happen (for example, not occur by providing a recording of the meeting).

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Public Accessibility

• If any person taking part in the meeting is doing so by phone or teleconference, where possible Councils must use streaming or other facilities so that the public can observe or hear the meeting at one of the Council’s public offices or on the Council’s website. This requirement will help keep the community informed of Council decisions as they are made, consistent with the requirement for Council meetings to be open to the public. Closing a meeting due to COVID-19

• During the current COVID-19 pandemic it may not be practical for health reasons for the public to come into a Council’s public offices or for Council to listen or observe council meetings.

• Where this is the case, the chairperson will be allowed to close a meeting (either being held in person or via teleconference) if they are satisfied it is not practicable to provide public access. Council must then publish a notice on its website at a reasonable period before the meeting, to advise of this decision. In that instance, Councils are encouraged to live stream their council meetings. However, it is acknowledged that not all Councils, notably smaller Councils, may not be able to provide live video footage.

All periodic Community Engagement that was previously held bi-monthly will be on hold but will be reviewed when COVID-19 restrictions are removed.

CONSULTATION Office of the Mayor and Chief Executive Officer

BASIS FOR RECOMMENDATION Providing transparent and quality decision making.

ACTION ACCOUNTABILITY Office of the CEO and Brand, Media and Communication Team to advertise meeting dates, times and locations as per legislative requirements.

KEY MESSAGES COVID-19 Directives Key Messaging:

• Operations at all Isaac Regional Council customer service counters and foyers has been suspended until further notice in accordance with the Australian Government directives issued last month. • Due to restrictions to comply with social distancing measures and public safety for Covid-19, Council meetings are temporarily closed to the public. • The Governor in Council has approved for the chairperson to determine to close a meeting (either being held in person or via teleconference) if they are satisfied it is not practicable or safe to provide public access. • Director-General Department of Local Government, Racing and Multicultural Affairs Warwick Agnew has acknowledged not all Councils may not be able to provide virtual public attendance. • At this stage, we do not have this capability. • Council will ensure that the agendas and minutes of meetings are publicly available as soon as practicable and maintains its commitment to the local government principles.

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Report prepared by: Report authorised by: GARY STEVENSON PSM GARY STEVENSON PSM Chief Executive Officer Chief Executive Officer Date: 15 April 2020 Date: 15 April 2020

ATTACHMENTS • Nil

REFERENCE DOCUMENT • Local Government Act 2009 • Local Government Regulations 2012 • https://www.dlgrma.qld.gov.au/resources/covid/dg-message-regulation-26-march-2020.pdf

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Post-Election Meeting MEETING DETAILS Tuesday 21 April 2020 AUTHOR Gary Stevenson PSM AUTHOR POSITION Chief Executive Officer

5.3 ISAAC REGIONAL COUNCIL STANDING COMMITTEES (STATUTORY) MEMBERSHIP

OFFICER’S RECOMMENDATION

That Council: 1. Confirm the membership for the following Standing Committees until the next quadrennial election unless amended by Council Resolution earlier; Committee Name Number of Current Council New Council Representatives Committee Committee Membership Membership Corporate, Governance and Mayor Chairperson: Chairperson: Financial Services Standing 4 x Councillors Cr Jane Pickels Committee 1. Mayor Anne Baker 1. 2. Cr Kelly Vea Vea 2. 3. Cr Gina Lacey 3. 4. Cr Simon West 4. Engineering and Mayor Chairperson: Chairperson: Infrastructure Standing 4 x Councillors Cr Geoff Bethel Committee 1. Mayor Anne Baker 1. 2. Cr Gina Lacey 2. 3. Cr Nick Wheeler 3. 4. Cr Greg Austen 4. Planning, Environment and Mayor Chairperson: Chairperson: Community Services 4 x Councillors Cr Kelly Vea Vea Standing Committee 1. Mayor Anne Baker 1. 2. Cr Jane Pickels 2. 3. Cr Lyn Jones 3. 4. Cr Greg Austen 4. Water and Waste Standing Mayor Chairperson: Chairperson: Committee 4 x Councillors Cr Nick Wheeler 1. 1. Mayor Anne Baker 2. 2. Cr Geoff Bethel 3. 3. Cr Lyn Jones 4. 4. Cr Simon West

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BACKGROUND The membership of all Standing Committees is to be resolved by Council at its first Statutory meeting, post- quadrennial election and will be in place until the next quadrennial election.

The membership of all Standing Committees can be amended by resolution, as determined by the council.

The membership for each of the four Standing Committees shall comprise of, by resolution, four (4) elected representatives, one of which will be appointed the chair.

1. Chairperson Members 2. Mayor 3. Cr x 4. Cr x 5. Cr x

The Mayor is an ex officio member, with full voting rights, however may not appoint an alternate in their absence. Refer Section 12(4)(g) of the Local Government Act 2009.

Where the Chair cannot attend, they are to nominate an alternate from the Members to assume the role of the Chair for that meeting.

Where a Member cannot attend the scheduled Standing Committee meeting, Council may nominate another Isaac Regional Council Elected Representative to act as their alternate for that meeting. Only one alternate member can be nominated per meeting. (s266 Local Government Regulation 2012) For the purposes of this meeting the alternate will have full voting rights.

All Elected Representatives of Isaac Regional Council, who are not members of a particular Standing Committee, are welcome to attend and participate in the meeting, however unless officially appointed as an alternate member for a member of a particular Committee, they have no voting rights.

IMPLICATIONS The Standing Committees have no delegated authority, unless authorised by Council.

CONSULTATION • Mayor and Divisional Councillors • Director Planning, Environment and Community Services • Director Corporate, Governance and Financial Services • Acting Director Engineering and Infrastructure • Director Water and Waste

BASIS FOR RECOMMENDATION The Standing Committees provide direction and leadership on the functional responsibilities within each of the relevant Directorates.

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ACTION ACCOUNTABILITY Directors are Committee Officers for their relevant Standing Committee. The Office of the Chief Executive Officer has responsibility for Secretariat responsibilities for all Standing Committees. Each Standing Committee make recommendations to the Ordinary Council meeting.

KEY MESSAGES Council is committed to transparent decision making. Council will be a strong and effective advocate for the Isaac region, providing transparent and quality decision making, and efficient and cost-effective service delivery.

Report prepared by: Report authorised by: GARY STEVENSON PSM GARY STEVENSON PSM Chief Executive Officer Chief Executive Officer Date: 16 April 2020 Date: 16 April 2020

ATTACHMENTS

• Attachment 1 - Council Standing Committees - Terms of Reference

REFERENCE DOCUMENT

• Nil

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 17 COUNCIL STANDING COMMITTEES TERMS OF REFERENCE

Isaac's Vision To energise the world

Isaac's Vision Statement Helping to energise the world A region that feeds, powers and builds communities

Isaac's Mission To feed, power and build communities

Page 18 Contents

Council Standing Committee Meeting Framework ...... 3 PLANNING, ENVIRONMENT & COMMUNITY COMMITTEE ...... 4 ENGINEERING & INFRASTRUCTURE COMMITTEE ...... 7 CORPORATE, GOVERNANCE & FINANCIAL SERVICES COMMITTEE ...... 10 WATER & WASTE COMMITTEE ...... 13

2 Page 19 Council Standing Committee Meeting Framework Reference – Corporate Governance Framework

Meeting of the Local Government Frequency Timing Ordinary Council Meeting Monthly Fourth Tuesday of the month

Standing Committee: Monthly Two weeks before Council • Planning, Environment & Community • Corporate, Governance & Financial • Engineering & Infrastructure • Water & Waste

Dates & Times of Standing Committees Commences Tuesday Wednesday

9am – 12pm Planning, Environment & Engineering & Infrastructure Community Committee Committee

12.30pm – 1pm Lunch Lunch 1pm – 3pm Corporate, Governance & Water & Waste Committee Financial Committee

Conduct of a meeting of a local government • A meeting of a local government means: o A meeting of the local government (Council Ordinary Meeting); and o A meeting of a committee of a local government o Section 271 of the Local Government Regulation 2012 • A local government must, at least once in each year, publish a notice of the days and times when its ordinary meetings and ordinary meetings of its standing committees will be held under section 277 of the Local Government Regulation 2012 • A meeting is open to the public unless the local government or committee has resolved that the meeting is to be closed under section 275 of the Local Government Regulation 2012.

Other meetings • Audit & Risk Committee

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TERMS OF REFERENCE

PLANNING, ENVIRONMENT & COMMUNITY COMMITTEE

S264(1)(a) Local Government Regulation 2012 – Appointment of committees Council resolution……

1. PURPOSE The Planning, Environment & Community Committee provide direction and leadership on the functional responsibilities listed below.

2. SCOPE AND RESPONSIBILITIES This committee deals with all matters that align with the Planning, Environment & Community Directorate. The Planning, Environment & Community Committee make recommendations to the Ordinary Council meeting. The Planning, Environment & Community Committee have no delegated authority, unless authorised by Council.

The main functions of the Committee are to: 1. Receive reports from the Chief Executive Officer and appropriately delegated officers. 2. Consider the material in the reports from the Chief Executive Officer and appropriately delegated officers. 3. Discuss and formulate final recommendations to the Ordinary Council meeting.

The following is a list of portfolios/functions assigned to the Planning, Environment & Community Committee:

• Local economic development • Business attraction • Tourism (including economic and eco- • Community events (council) tourism) • Place management • Community relations programs • Grants administration and management • Youth programs (Provided) gap for received) • Economic development (international • Crime prevention and community safety investment and attraction) • Council properties (owned or • Company housing controlled), their security, maintenance and leasing/tenancy • Commercial operations • Corporate & commercial properties – tenancy, facility management • Customer Service • Land-use Planning • Local law management/regulation • Stock route management • Environmental services (assessment, • Local laws education/awareness, management, health services, policy, investigations) • Regulatory and building compliance • Administration of local laws and subordinate local laws: • Building Services, certification, approval • Planning and land development of building works, • Native title • Arts and library services • Museum management • Development and land use related legislation, planning and policy • Development assessment • Development engineering

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• Planning appeals • Infrastructure planning and charging • Plumbing and drainage • Pest management / Vector control certification/compliance/legislation and policy • Cemetery management • Advisory Committees: • Clermont Historical Centre Advisory Committee

3. MEMBERSHIP The membership of the Planning, Environment & Community Committee shall comprise of, by resolution, four (4) elected representatives, one of which will be appointed the chair:

Chairperson Members Cr xx Mayor Cr x Cr x Cr x

The Mayor is an ex officio member, with full voting rights, however may not appoint an alternate in their absence. Refer Section 12(4)(g) of the Local Government Act 2009.

Where the Chair cannot attend, they are to nominate an alternate from the Members to assume the role of the Chair for that meeting.

All Elected Representatives of Isaac Regional Council, who are not members of the Planning, Environment & Community Committee, are welcome to attend and participate in the meeting, however unless officially appointed as an alternate member for a member of the Planning, Environment & Community Committee, they have no voting rights.

4. TERM The membership of the Planning, Environment & Community Committee is to be resolved by Council at its first Statutory meeting, post- quadrennial election and will be in place until the next quadrennial election.

The membership of the Planning, Environment & Community Committee can be amended by resolution, as determined by the Council.

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5. QUORUM The quorum for Council's standing committees be fixed as a majority of its members or at least one half of its members. A quorum will be a minimum of three (3) members. Council/Members are encouraged to nominate an alternate to ensure Standing Committees proceed.

(NB: This is in accordance with Section 269 of the Local Government Regulation 2012)

6. FREQUENCY OF MEETINGS The Planning, Environment & Community Committee will meet two weeks prior Council Meeting as per the Days and Times of Councils Standing Committees Schedule.

Meetings of a committee are to be held at the times and places decided by the committee as per s268 (Frequency of meetings) of the Local Government Regulation 2012.

The Calendar of Meetings will be published on Council’s website and a public notice issued at least annually when schedule is adopted or when amended.

7. GOVERNANCE ARRANGEMENTS Agenda Distribution The agenda for this committee will be distributed in accordance with s258 (Notice of meetings) of the Local Government Regulation 2012. A list of items for this committee will be available for viewing on Council's website at the same time agendas are delivered to all councillors.

The Agenda will be delivered to Councillors no less than two (2) business days prior the scheduled meeting date.

Conduct of Meetings The Planning, Environment & Community Committee operates in accordance with s270 (Procedure at meetings) of the Local Government Regulation 2012 and Councils Standing Orders.

Recording of minutes In accordance with Section 272(6) of the Local Government Regulation 2012, Council will take and prepare minutes of meeting and provide a written report or reports of the committee’s recommendations to the Ordinary Council meeting for consideration and adoption.

6 Page 23 TERMS OF REFERENCE

ENGINEERING & INFRASTRUCTURE COMMITTEE

S264(1)(a) Local Government Regulation 2012 – Appointment of committees Council resolution……

1. PURPOSE The Engineering & Infrastructure Committee provide direction and leadership on the functional responsibilities listed below.

2. SCOPE AND RESPONSIBILITIES This committee deals with all matters that align with the Engineering & Infrastructure Directorate. The Engineering & Infrastructure Committee makes recommendations to the Ordinary Council meeting. The Engineering & Infrastructure Committee has no delegated authority, unless authorised by Council.

The following is a list of portfolios/functions assigned to the Engineering & Infrastructure Committee:

• Plant & Fleet Management • Plant purchases and maintenance • Workshop Management • Waste Management (domestic, commercial, recycling, hazardous waste) • Waste Reduction & Recycling Act 2011 • Landcare, open spaces and parks - administration of provisions for local management (including trustee government with respect to littering and reserves) waste dumping • Road Infrastructure, management and • Road landscape asset management • Footpaths and bikeways • Public lighting • Road and drainage planning, design, • Traffic engineering and management construction and maintenance • Public transport infrastructure • Transport planning • Surveying, mapping and spatial • Strategic asset management on all services related infrastructure

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3. MEMBERSHIP The membership of the Engineering & Infrastructure Committee shall comprise of, by resolution, four (4) elected representatives, one of which will be appointed the chair:

Chairperson Members Cr xx Mayor Cr x Cr x Cr x

The Mayor is an ex officio member, with full voting rights, however may not appoint an alternate in their absence. Refer Section 12(4)(g) of the Local Government Act 2009.

Where the Chair cannot attend, they are to nominate an alternate from the Members to assume the role of the Chair for that meeting.

All Elected Representatives of Isaac Regional Council, who are not members of the Engineering & Infrastructure Committee, are welcome to attend and participate in the meeting, however unless officially appointed as an alternate member for a member of the Engineering & Infrastructure Committee, they have no voting rights.

4. TERM The membership of the Engineering & Infrastructure Committee is to be resolved by Council at its first Statutory meeting, post- quadrennial election and will be in place until the next quadrennial election.

The membership of the Engineering & Infrastructure Committee can be amended by resolution, as determined by the Council.

(NB: This is in accordance with Section 269 of the Local Government Regulation 2012)

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6. FREQUENCY OF MEETINGS The Engineering & Infrastructure Committee will meet two weeks prior Council Meeting as per the Days and Times of Councils Standing Committees Schedule.

Meetings of a committee are to be held at the times and places decided by the committee as per s268 (Frequency of meetings) of the Local Government Regulation 2012.

The Calendar of Meetings will be published on Council’s website and a public notice issued at least annually when schedule is adopted or when amended.

The Agenda will be delivered to Councillors no less than two (2) business days prior the scheduled meeting date.

Conduct of Meetings The Planning, Environment & Community Committee operates in accordance with s270 (Procedure at meetings) of the Local Government Regulation 2012 and Councils Standing Orders.

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TERMS OF REFERENCE

CORPORATE, GOVERNANCE & FINANCIAL SERVICES COMMITTEE

S264(1)(a) Local Government Regulation 2012 – Appointment of committees Council resolution……

1. PURPOSE The Corporate, Governance & Financial Services Committee provide direction and leadership on the functional responsibilities listed below.

2. SCOPE AND RESPONSIBILITIES This committee deals with all matters that align with the Corporate, Governance & Financial Services Directorate, Office of the Chief Executive Office and other matters as determined by the Mayor or Chief Executive Officer. The Corporate, Governance & Financial Services Committee makes recommendations to the Ordinary Council meeting. The Governance & Financial Services Committee has no delegated authority, unless authorised by Council.

The following is a list of portfolios/functions assigned to the Governance & Financial Services Committee:

• Accounting systems and reporting • Annual budget monitoring and approval of budget variances • Business improvement • External & Internal Audit • Advocacy • Corporate and operational planning • Corporate insurance and risk • Corporate strategic financial management management • Corporate procurement • Corporate policy co-ordination • Council policy • Councillor discretionary funding • Councillor services • Council's legislative program • Debt recovery • Delegations of authority • Electoral matters • Asset management (organisational) • Information services • International relations • Legal services • Legislation review • National competition policy reforms • Commercial Business Units • Organisational performance • Oversight of annual budget formulation management and reporting • Rating functions including levies • Human resource management collection, write-offs and valuation (Enterprise bargaining, Industrial analysis relations) • Records management • Boundary changes • Council media and communication • Corporate image and marketing • Community engagement (strategic, not • Workplace Health and Safety project specific)

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• Disaster Management • Community Board Liaison Matters • Advisory Committees: • Moranbah Early Learning Centre • Audit and Risk Management (MELC) Committee • Isaac Affordable Housing Trust • Local Disaster Management Group (IAHT) (LDMG

3. MEMBERSHIP The membership of the Governance & Financial Services Committee shall comprise of, by resolution, four (4) elected representatives, one of which will be appointed the chair:

Chairperson Members Cr xx Mayor Cr x Cr x Cr x

The Mayor is an ex officio member, with full voting rights, however may not appoint an alternate in their absence. Refer Section 12(4)(g) of the Local Government Act 2009.

Where the Chair cannot attend, they are to nominate an alternate from the Members to assume the role of the Chair for that meeting.

All Elected Representatives of Isaac Regional Council, who are not members of the Governance & Financial Services Committee, are welcome to attend and participate in the meeting, however unless officially appointed as an alternate member for a member of the Governance & Financial Services Committee, they have no voting rights.

4. TERM The membership of the Governance & Financial Services Committee is to be resolved by Council at its first Statutory meeting, post- quadrennial election and will be in place until the next quadrennial election.

The membership of the Governance & Financial Services Committee can be amended by resolution, as determined by the Council.

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6. FREQUENCY OF MEETINGS The Governance & Financial Services Committee will meet two weeks prior Council Meeting as per the Days and Times of Councils Standing Committees Schedule.

Meetings of a committee are to be held at the times and places decided by the committee as per s268 (Frequency of meetings) of the Local Government Regulation 2012

The Calendar of Meetings will be published on Council’s website and a public notice issued at least annually when schedule is adopted or when amended.

The Agenda will be delivered to Councillors no less than two (2) business days prior the scheduled meeting date.

Conduct of Meetings The Planning, Environment & Community Committee operates in accordance with s270 (Procedure at meetings) of the Local Government Regulation 2012 and Councils Standing Orders.

12 Page 29 TERMS OF REFERENCE

WATER & WASTE COMMITTEE

S264(1)(a) Local Government Regulation 2012 – Appointment of committees Council resolution……

1. PURPOSE The Water & Waste Committee provide direction and leadership on the functional responsibilities listed below.

2. SCOPE AND RESPONSIBILITIES This committee deals with all matters that align with the Water & Waste Directorate. The Water & Waste Committee makes recommendations to the Ordinary Council meeting. The Water & Waste Committee has no delegated authority, unless authorised by Council.

The following is a list of portfolios/functions assigned to the Water & Waste Committee:

• Water Management • Waste (sewerage) Management • Water and sewerage policy, • Water and sewerage business and legislation and performance customer management management • Water and sewerage infrastructure • Water and sewerage network and planning and delivery treatment operations and maintenance • Water and sewerage development • Water and sewerage asset services management • Water and sewerage product quality • River and catchment engineering

3. MEMBERSHIP The membership of the Water & Waste Committee shall comprise of, by resolution, four (4) elected representatives, one of which will be appointed the chair:

Chairperson Members Cr xx Mayor Cr x Cr x Cr x

The Mayor is an ex officio member, with full voting rights, however may not appoint an alternate in their absence. Refer Section 12(4)(g) of the Local Government Act 2009.

13 Page 30 Where the Chair cannot attend, they are to nominate an alternate from the Members to assume the role of the Chair for that meeting.

All Elected Representatives of Isaac Regional Council, who are not members of the Water & Waste Committee, are welcome to attend and participate in the meeting, however unless officially appointed as an alternate member for a member of the Water & Wastewater Committee, they have no voting rights.

4. TERM The membership of the Water & Wastewater Committee is to be resolved by Council at its first Statutory meeting, post- quadrennial election and will be in place until the next quadrennial election.

The membership of the Water & Wastewater Committee can be amended by resolution, as determined by the Council.

(NB: This is in accordance with Section 269 of the Local Government Regulation 2012)

6. FREQUENCY OF MEETINGS The Water & Wastewater Committee will meet two weeks prior Council Meeting as per the Days and Times of Councils Standing Committees Schedule.

Meetings of a committee are to be held at the times and places decided by the committee as per s268 (Frequency of meetings) of the Local Government Regulation 2012

The Calendar of Meetings will be published on Council’s website and a public notice issued at least annually when schedule is adopted or when amended.

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The Agenda will be delivered to Councillors no less than two (2) business days prior the scheduled meeting date.

Conduct of Meetings The Planning, Environment & Community Committee operates in accordance with s270 (Procedure at meetings) of the Local Government Regulation 2012 and Councils Standing Orders.

15 Page 32 OFFICE OF THE CHIEF EXECUTIVE OFFICER

Post-Election Meeting MEETING DETAILS Tuesday 21 April 2020 AUTHOR Gary Stevenson PSM AUTHOR POSITION Chief Executive Officer

5.4 ISAAC REGIONAL COUNCIL ADVISORY COMMITTEES AND WORKING GROUPS COUNCILLOR MEMBERSHIP

EXECUTIVE SUMMARY The Councillor membership of all Isaac Regional Council Advisory Committees and Working Groups is to be resolved by Council following the quadrennial election.

OFFICER’S RECOMMENDATION

That Council: 1. Confirm the Councillor Membership for the following Isaac Regional Council Advisory Committees and Working Groups: Committee Name Number of Council Representatives Representatives

Audit & Risk Advisory Committee 2 x Councillors 1. 2 x Proxy 2. External Chair Proxy: External Member 3. 4. Clermont Historical Centre Working 1 x Councillor 1. Group Manager Library and Cultural Services Clermont Historical Centre Coordinator Clermont Historical Centre Caretaker Clermont Historical Centre Volunteers Clermont Saleyards Advisory Committee 2 x Councillors Chairperson:

Clermont Saleyards and Showgrounds 3 x Councillors Chairperson: Revitalisation Advisory Committee Director PECS 1. 2.

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Business Manager Clermont Saleyards and Showgrounds

Manager Economy and Prosperity 3 Representatives of Clermont Saleyards Advisory Committee (not Councillors) 3 Representatives of Clermont Rodeo and Show Society Community Tenure and Facilities 3 x Councillors Chairperson: Advisory Committee Directors Planning, Environment and 1. Community Services 2. Manager Community Facilities Manager Council Leased Community Facilities Senior Community Leasing Officer Manager Corporate Properties Manager Infrastructure, Parks and Recreation Coordinator Parks and Recreation Secretariat is Executive Coordinator to Director Planning and Community Services Domestic Dog Advisory Committee 3 x Councillors Chairperson:

Director Planning, 1. Environment & 2. Community Services

Manager Environmental Services

Program Leader Regulatory Services

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Isaac Arts and Cultural Advisory Two Councillors, one Chairperson: Committee to be appointed as Chair. 1. Manager Library and Cultural Services Arts and Cultural Development Officer Up to Six community members who shall be appointed by Council. Land Development Advisory Committee 5 x Councillors Chairperson:

Chief Executive 1. Officer 2. 3. Senior Advisor 4.

Director Planning, Environment and Community Services

Director Corporate, Governance and Financial Services

Director Engineering and Infrastructure

Director Water and Waste Water

Community/Industry representatives as deemed appropriate in due course Local Disaster Management Group 1 x Mayor (Chair) 1. Mayor Anne Baker 2. Deputy Mayor 1 x Deputy Mayor (Deputy Chair)

Local Disaster Coordinator

Deputy Local Disaster Coordinator, Isaac Regional Council;

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Local Recovery Coordinator

Women in Local Government Advisory 3 x Councillors Chairperson: Committee CEO 1. 2. Manager People and Performance

Manager Governance and Corporate Services

9 x Employee

BACKGROUND The Councillor membership of all Isaac Regional Council Advisory Committees and Working Groups is to be resolved by Council following the quadrennial election.

The membership of all Advisory Committees and Working Groups can be amended by resolution, as determined by the council.

The membership for each Advisory Committee and Working Group is determined by the Terms of Reference for the relevant Committee or Group and can comprise of Elected Members, Council Officers, Community and Industry Representatives.

IMPLICATIONS The Advisory Committees and Working Groups are advisory only and have no line of authority.

BASIS FOR RECOMMENDATION The various Advisory Committees and Working Groups provide advice and recommendations on the functional responsibilities within each of the relevant Committees or Groups.

ACTION ACCOUNTABILITY Directors or their delegated officer are responsible for ensuring the purpose, objectives and secretariat functions are met for each of the relevant Advisory Committees and Working Groups.

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Each Advisory Committee or Working Group make recommendations to the relevant Standing Committee.

KEY MESSAGES Council will be a strong and effective advocate for the Isaac region, providing transparent and quality decision making, and efficient and cost-effective service delivery.

Report prepared by: Report authorised by: GARY STEVENSON PSM GARY STEVENSON PSM Chief Executive Officer Chief Executive Officer Date: 16 April 2020 Date: 16 April 2020

ATTACHMENTS

• Attachment 1 - Audit and Risk Committee Charter

• Attachment 2 - Clermont Historical Centre Working Group

• Attachment 3 - Clermont Saleyards and Showgrounds Revitalisation Project Advisory Committee

• Attachment 4 - Clermont Saleyards Terms of Reference 2016

• Attachment 5 - Community Tenure and Facilities Advisory Committee

• Attachment 6 - Domestic Dog Advisory Committee

• Attachment 7 - Isaac Arts and Cultural Advisory Committee (IACAC)

• Attachment 8 - Land Development Advisory Committee

• Attachment 9 - Local Disaster Management Group Information

• Attachment 10 - Women in Local Government Advisory Committee

REFERENCE DOCUMENT

• Nil

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AUDIT & RISK COMMITTEE CHARTER

Version Control Council Meeting Date Resolution No. Comments 22/11/2016 4720 26/04/2017 4873 Updated following council’s endorsement for an additional independent member, Council resolution 4827 11/7/2017 4982 Updated following council’s endorsement of new Chair and additional independent member and noting change in Proxy arrangements 26/6/2018 5470 Updated to new branding template 25/06/2019 6141 Updated following appointment of two new Committee members (resolutions 6009 & 6067)

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The Local Government Act 2009 (Act) requires that each large local government must establish an Audit Committee, Isaac Regional Council has therefore established the Audit & Risk Committee. In addition to those identified in the Act and Local Government Regulation 2012 (Regulation) and Audit & Risk Committee Policy, this Charter defines the role and responsibilities of the Audit & Risk Committee (Committee) within Council and in particular how the Committee will operate and perform its functions.

This Charter should be read in conjunction with the Audit & Risk Committee Policy.

PURPOSE The primary objective of the Committee is to assist Council in fulfilling its oversight responsibilities relating to accounting and reporting requirements imposed under the Act and other relevant legislation, in particular relating to Audit and Internal Audit obligations.

PRINCIPLES OF THE COMMITTEE This Charter sets the principles and standards for the Committee to: • Enhance the ability of members to fulfil their legal and governance responsibilities. • Add to the credibility and objectivity of financial reports. • Enhance the independence and effectiveness of the Council’s Internal Audit function. • Oversee the application of appropriate accounting and disclosure policies and procedures. • Monitor existing corporate policies and recommend new corporate policies that aim to prohibit unethical, questionable or illegal activities. • Provide a communication link between management, internal auditors/external auditors and Council. • Promote the need for public accountability of managers to Council, the ratepayers and other interested parties. • Support measures to improve governance, risk and internal controls.

AUDIT & RISK COMMITTEE RESPONSIBILITIES:- Key responsibilities are identified in the Audit & Risk Committee Policy. The Committee will need to liaise closely with management and internal and external auditors to carry out its responsibilities. Whilst the primary responsibility for financial and other reporting, internal control and compliance with laws, regulations and ethics within Council rests with management, the Committee may exercise a monitoring and review role.

Internal Audit Activities • Ascertain that the activities undertaken by Internal Audit are in accordance with the Internal Audit Policy and the International Standards for the Professional Practice of Internal Auditing. • Review the Internal Audit Policy, resources and budget such that this charter maintains and enforces internal audit’s independence from management. • Monitor whether Internal Audit is receiving the co‐operation of all levels of management; and in light of its functions and activities, is viewed as a highly regarded function of Council. • Review the planning and scope of internal audit activities and assess the resultant recommendations and findings. • Assess whether all significant recommendations of the Internal Audit reports have been properly implemented by management. Any reservations the Internal Auditor or Manager Governance & Corporate Services may have about control risk, and accounting and disclosure practices should be discussed by the Committee. • Review the three year and annual Internal Audit Plans to assess that it covers the material business risks of the Council. • Monitor the extent of reliance on internal audit work by the external auditors to facilitate completeness of coverage and the effective use of audit resources. • Review and concur in the tender process for the services of the Internal Audit. • Review and monitor the effectiveness and objectivity of internal audit.

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External Audit Focus • Oversee Council compliance with the Act and other relevant legislation requirements for financial reporting. • Review the scope of the total audit activities with the external auditors. • Review of effectiveness of the annual audit, to ascertain whether emphasis is being placed on areas where the Committee, management or the auditors believe special attention is necessary. • Review management responses to audit reports and the extent to which external audit recommendations concerning internal accounting controls and other matters are implemented. • Review the final draft financial statements prior to its approval by Council, taking on board any external audit comments. In particular the review should focus on but not limited to: (i) significant changes in accounting policies and practices (ii) major judgmental areas (iii) significant audit adjustments (iv) proposed departures from accounting standards Other Matters • Determine whether Council is receiving reliable and timely financial management information. • Review the proposed Annual Report of Council. • Review the effectiveness of the control environment established by management including computerised information system controls and security. • Review the effectiveness of the risk assessment/management policies and processes. In particular monitoring that Council risk management activity is not limited to insurance coverage but includes active risk minimisation. • To assist the Audit Committee with its review the Committee will be provided periodically with an overview of the status of the following risk issues including but not limited to: • Council’s major policies with respect to risk assessment and risk management, to ensure that they embrace best practice standards. • Progress on evolving, implementing and testing the Business Continuity Plan. • Significant information systems breaches, concerns and improvements. • Significant litigation issues. • The quality of Council’s insurance cover, the cost of cover and other relevant insurance tender details (benchmarking with other councils will be relevant). • The status in implementing Risk Registers throughout the organisation. • Significant risk incidents and their outcomes. • Emerging risk issues, including major projects. • Review and recommend all significant accounting policy changes. • Monitor compliance with important regulations relevant to Council’s activities including statutory regulations for any subsidiaries of Council. • Review policies and procedures relating to conflict of interest, misconduct, fraud and other related sensitive issues. • Ascertain whether fraud risks have been included in the assessment of the risk profile of Council. • Oversee management’s efforts to create and maintain a strong internal control environment, including the design and implementation of antifraud strategies and programs. • Recommend special projects or investigations on any matter within its terms of reference. • Oversee how management is monitoring the effectiveness of its compliance and ethics program and making changes as necessary.

AUTHORITY The Audit & Risk Committee is an advisory body only and has no line of authority however the Committee has full right of access to all levels of management through the Chief Executive Officer. The Audit & Risk Committee reports directly to Council. The Committee has the authority to conduct or authorise investigations into matters within its scope of responsibility and in accordance with the Act. Doc Number: CORP-MISC 070 Document Owner: Corporate Governance & Financial Services Date Effective: 25/06/2019 Version 1 This document is uncontrolled when printed. Page 3 of 5

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MEMBERSHIP As per the Audit & Risk Committee Policy and Council’s resolution at its meeting held 26 April 2016 (Resolution No. 4474) elected representative membership of the Audit & Risk Committee are appointed as follows. The table also represents the composition of the Audit & Risk Committee:

Chair Hayden Wright, External Representative Members Cr Jane Pickles Cr Gina Lacey Mr Stephen Coates, 2nd External Representative Proxy Cr Kelly Vea Vea Mayor Anne Baker Attendees/Contributors CEO Directors

Meetings would be attended by relevant Managers (M2, M3, M4) and technical officers, as appropriate and required by the Committee.

TERM OF OFFICE The membership of the Audit & Risk Committee will be reviewed on an annual basis with a report made to Council. Audit Committee Guidelines issued by Queensland Treasury, section 3.7, provides that the initial term of a Committee should be for no longer than three years, with extension of no more than three years, giving no more than a total period of service of six years.

Term of Chair Council has determined that the Chair of the Committee will be by a suitably qualified external representative, sourced via expression of interest. Noting the Audit Committee Guidelines issued by Queensland Treasury, this arrangement should be for an initial period of no longer than three years, with any extension of the Chair, based on performance, for a further three years, giving a maximum of six years of service.

External Representation The appointment of an external representatives on Council's Audit & Risk Committee will be through an Expression of Interest, for an initial period of no longer than three years. Any extension of the arrangement will be based on performance, for a further three years, giving no more than a total period of service of six years. Obtaining the services of a person external to the Council to serve as a member of the Audit & Risk Committee requires consideration of the qualifications of the person required. The following are the initial selection criteria for the position of an external committee representative on the Audit & Risk Committee: (i) hold a relevant tertiary qualification and membership of a recognised professional body or minimum qualification of a chartered accountant or certified accountant or Certified Practising Accountant (“CPA”); and/or (ii) experience in local government is not a requirement, however, the successful applicant will need to become familiar with the requirements of the Local Government Act 2009 and the Local Government Regulation 2012; and (iii) it is desirable that the appointee have a broad understanding of the Isaac Regions community and an awareness of the Council functions and activities in the delivery of works and services to its community.

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MEETINGS & ATTENDANCE

Advisory Committee Administrative Guideline In addition to legislation, the role of the Chair and Members of the Audit & Risk Committee, preparation of agenda and matters relating to the administrative operations of the Audit & Risk Committee will be in line with Council’s Meeting Standing Orders and the overarching Advisory Committee Administrative Guideline, adopted by council on 28 June 2016, Resolution No. 4546. Where there is conflict, legislation will take precedence.

Agendas A copy of the agenda will be distributed to all Committee members at least five (5) business days before the commencement of the meeting.

Frequency of meetings The Committee will meet as per the Annual Work Plan, with a minimum of four meetings a year, or as determined by the Chairperson.

Quorum A quorum of the committee is a majority of its members. Where an elected member cannot be present, the Proxy will replace them on that occasion. Where a quorum cannot be satisfied, the Chair is to determine if the meeting will proceed or be postponed. Where the appointed Chair cannot attend, they are to delegate the role to another elected member on the Committee.

Conflict of Interest Committee members will be invited to disclose conflicts of interest at the commencement of each meeting. Ongoing conflicts of interest need not be disclosed at each meeting once acknowledged. Where members or invitees are deemed to have a real or perceived conflict of interest, they will be excused from committee discussions on the issue where a conflict exists.

Voting Motions are decided on by a majority of its members present. If the votes are equal, the Committee Chair will have a casting vote.

Self-Assessment The Committee will undertake a Self-Assessment each year, as per the Work Plan, at which time a review of this Charter and related Policies should take place.

Administration/Secretariat Administration and secretariat for the Audit & Risk Committee will be provided by the Governance & Corporate Services Department, and will assist the chair to develop and distribute agendas, papers, minutes and calendar.

References The Audit Committee Guidelines issued by Queensland Treasury provide guidance on best practice for the operations of an Audit Committee.

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CLERMONT HISTORICAL CENTRE WORKING GROUP (CHCWG) TERMS OF REFERENCE

The Clermont Historical Centre is owned and managed by Isaac Regional Council on behalf of the Clermont community.

It is being developed in line with the National Standards for Australian Museums and Galleries, the Strategic Business Plan for the Clermont Historical Centre and the Clermont Historical Centre Collection Development Policy.

PURPOSE

The Clermont Historical Centre Working Group has been established to provide a forum in which:

a) Council policies, strategies and initiatives can be communicated and discussed. b) Progress on the implementation of the Strategic Business Plan for the Clermont Historical Centre and the Clermont Historical Centre Collection Development Policy can be documented and discussed with a view to identifying further development and future projects. c) a collegial approach to identifying, reporting and managing concerns and risks contributes to the safety and well-being of staff, volunteers and visitors to the centre.

OBJECTIVES The CHCWG has been established to ensure all staff and volunteers working at the Clermont Historical Centre are well informed and proactively engaged in the operation and development of the centre. MEMBERSHIP The Clermont Historical Centre Working Group will comprise of the following: 1. The Councillor for Division Six (6) will represent the Council and the Clermont community. 2. The Manager Library and Cultural Services who will provide updates on Council initiatives, strategies, policies and budgets, and be responsible for formal reporting. 3. The Clermont Historical Centre Coordinator, who will provide operational reports on the implementation of the Strategic Business Plan for the Clermont Historical Centre and the Clermont Historical Centre Collection Development Policy. 4. The Clermont Historical Centre Caretaker who will provide operational reports on the grounds of the Clermont Historical Centre, Copperfield Store and Copperfield Chimney. 5. Clermont Historical Centre Volunteers who will provide reports/information on any issues affecting the Clermont Historical Centre, the collection, operations, or projects. 6. The working group may invite suitably skilled persons to attend meetings in an advisory capacity for a specified purpose and for a specified period of time.

MEMBERS RESPONSIBILITIES • All members are expected to promote the Vision, Mission, and Values of the Isaac Regional Council.

• All members are expected comply with Isaac Regional Council’s Code of Conduct, Work Place Health and Safety Systems, management directives, policies and procedures.

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• All members are expected to have a working knowledge of the Clermont Historical Centre Strategic Business Plan and Collection Development Policy.

• All committee members are expected to attend and actively participate in scheduled meetings of the CHCWG. TERMS OF OFFICE • Committee members are appointed for the term of their employment at the Clermont Historical Centre. MEETINGS AND ATTENDANCE • The working group will meet each month.

• Notice of meetings will be given at least 10 working days prior to each meeting.

• Agenda items are to be emailed to the Clermont Historical Centre Coordinator at least 7 days prior to the scheduled meeting.

• The Agenda and any relevant documents will be forwarded to members at least 5 working days prior to a meeting.

• Minutes will be recorded at each meeting.

• The Manager Library and Cultural Services will report to Council via the monthly Library and Cultural Services Information Bulletin.

• Committee members may be compensated for extraordinary expenses incurred as a result of their membership, on the basis that the expenditure was approved in advance by the Manager Library and Cultural Services. PUBLIC RELATIONS Members of the CHCWG are not permitted to make public statements on behalf of Council without the prior approval of the Mayor and/or CEO. As such media releases, public statements and advertising must be vetted by the Mayor and/or CEO and be issued under the name of the Mayor and/or CEO.

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Terms of Reference Clermont Saleyards and Showgrounds Revitalisation Project Advisory Committee (CSSRPAC)

The overall purpose of the Clermont Saleyards and Showgrounds Revitalisation Project Advisory Committee (CSSRPAC) is to provide advice to Council in relation to the community engagement for, component project identification and scoping within and the broad delivery of the Clermont Saleyards and Showgrounds Revitalisation Project (Revitalisation Project).

The Revitalisation Project arose from Council’s advocacy efforts directed to the 2017 State elections, resulting in an election commitment of $1 million funding to revitalise the Clermont Saleyards and Showgrounds precinct.

The CSSRPAC does not have a decision making role. Committee Members will act as a customer liaison point for relevant community groups, clubs and members who have a stake in the Revitalisation Project.

Purpose The purpose of the CSSRPAC is to advise Council on the engagement for and planning and delivery of the Revitalisation Project.

The aim is to • Ensure that all parties with a legitimate stake in the Revitalisation Project are adequately consulted and their views taken in to account; • Make recommendations to Council about the identification and scope of the component projects (Component Projects) to make up the broader Revitalisation Project to realise the best overall community value from the State funding; and • Act as a reference group during the delivery of the Component Projects and the Revitalisation Project as a whole.

Matters that will not form part of the CSSRPAC’s priorities include, but are not limited to, staffing, the existing operations of the Saleyards and Showgrounds and asset management other than lifecycle cost implications of Component Projects within the Revitalisation Project.

Objectives The objectives of CSSRPAC are to assist and advise on:

• Engagement of and consultation with legitimate stakeholders in the Revitalisation Project. • Collaborative identification, scope and business case development and prioritisation of the Component Projects which will ultimately comprise the Revitalisation Project. • Identification and documentation of the value the individual Component Projects will create for the community to support Council submissions in relation to Revitalisation Project funding. • Ideal timelines for the delivery of the Component Projects taking into consideration the various cyclical commitments for either or both the Saleyards and Showgrounds. • The minimisation of risk and lifecycle costs of the Component Projects.

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Clermont Saleyards and Showgrounds Revitalisation Project Advisory Committee Scope of Works/Responsibilities:- • Ensure all activity supports the Isaac Vision (feed, power and build communities) Community Strategic Plan and Corporate Plan. • Oversight of environmental, risk and safety compliance for the Revitalisation Project. • Provide input on budget development and advisory oversight on the delivery of Revitalisation Project expenditure. • Ensure that the Component Projects and the utility or services they deliver are fit for purpose and meet identified needs of the community. • Provide evidence that appropriate and adequate community engagement and support exists for recommended Component Projects.

Key issues/priorities The key issues/priorities/actions for the CSSRPAC include:

• Ensuring that the proposed Component Projects represent best value to the Community from the available funding for the Revitalisation Project • Ensuring that the opportunities for multipurpose facilities or facilities with common purpose for both the Saleyards and Showgrounds are maximised • Identifying, considering and promoting opportunities for existing facilities at the Saleyards and/or Showgrounds to be rearranged, renovated, consolidated or repurposed to provide for the: o long term growth of the Saleyards as a key economic driver for Clermont and surrounds; o sustainability and future development of the Clermont Show as an iconic regional event for Isaac; and o development of Rodeo, Campdraft, equine and other relevant and/or potential events and uses within the precinct to maximise community value and economic development and tourism opportunities. • Contributing to the (current) Saleyards and (future) Showgrounds master planning processes.

Authority • The CSSRPAC is an advisory body only and has no line of authority however the Committee has full right of access to all levels of management through the Chief Executive Officer. • The CSSRPAC reports directly to Council, via the Planning Environment and Community Services Standing Committee. • The CSSRPAC has the authority to conduct or authorise investigations into matters within its scope of responsibility and in accordance with the Act.

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MEMBERSHIP Council at its meeting held 27 February 2018 (Resolution No.5269) resolved that the membership of the CSSRPAC be appointed as follows:

Chair Councillor Bethel

Members Councillor Jones Councillor Austen Director Planning, Environment & Community Services Manager Clermont Saleyards Manager Commercial Outcomes Clermont Town Co-ordinator 3 Representatives of Clermont Saleyards Advisory Committee (not Councillors) 3 Representatives of the Clermont Rodeo and Show Society

Attendees/Contributors TBA as required

Councillors who are not on the CSSRPAC will be invited to participate and/or be engaged as necessary.

Meetings would be attended by relevant Managers (M2, M3, M4) and technical officers, as appropriate.

Term of Office The CSSRPAC will have a fixed term until 31 December 2019, or until the completion of the Revitalisation Project, whichever is sooner. In the event that by 30 September 2019, it is apparent that the Revitalisation Project will continue beyond 31 December 2019, a report is to be presented to Council to propose an appropriate extension.

MEETINGS & ATTENDANCE Advisory Committee Administrative Guideline The role of the Chair and Members of the CSSRPAC, preparation of agenda and matters relating to the administrative operations of the CSSRPAC will be in line with the overarching Advisory Committee Administrative Guideline, adopted by council on 28 June 2016, Resolution No. 4546.

Frequency of meetings The Advisory Committee will meet formally at least once every two months, or as determined by the Chairperson, ensuring recess does not exceed a three month period.

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Quorum A quorum shall comprise at least a majority of CSSRPAC members. Where an elected member cannot be present, the Proxy can/will replace them on that occasion. Where a quorum cannot be satisfied, the Chair is to determine if the meeting will proceed or be postponed. Where the appointed Chair cannot attend, they are to delegate the role to another elected member on the Committee.

Administration/Secretariat Planning, Environment & Community Services Directorate

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TERMS OF REFERENCE

CLERMONT

SALEYARDS COMMITTEE

APRIL 2016

Page 49

1. PURPOSE

The purpose of the Committee is to provide a formal point of contact for key stakeholders and others to share points of view and assist in the successful management of the facility into the future.

2. SCOPE AND OBJECTIVES

The Saleyards Committee considers and advises Council in relation to short and long term issues that can assist the Community and the Commercial Outcomes functions of Council.

The objectives of the Committee are to:

1. Provide a forum to enable Industry and local issues to be discussed at length;

2. Provide an opportunity for key stakeholders and community representatives to address issues related to Saleyards and make submissions for Council's consideration;

3. Receive and consider officer's reports on the performance of Saleyards in order to provide advice into a course of action that Council may use to determine matters outlined in the roles and responsibilities of the Committee.

3. AUTHORITY / DELEGATION

The Saleyards Committee has the power only to recommend a course of action to Council.

Council may, by resolution, seek advice from the Clermont Saleyards Committee to decide matters.

Advice may be specific to an individual matter or in general terms to determine nominated issues. Such advice is submitted back to Council. This must be submitted via Council Officers in a format that is in accordance with Council's general meeting requirements and be submitted as a report to Council.

4. ROLES AND RESPONSIBILITIES

The role of the Clermont Saleyards Committee is to consider matters within the defined scope and to provide recommendations and advice to Council. The Committee shall have an advisory role in considering the long and short term strategic direction of Clermont Saleyard issues. Council's Commercial Outcomes functions will provide a monitoring and performance management role.

The Committee is charged with considering matters relating to the following Council business:

• Clermont Saleyards operations and management;

The Committee will provide references to such business as:

• The development of goals and strategies that will assist in the successful management of this facility; • The inclusion of projects for consideration during the preparation of the annual budget for Council's Commercial Outcomes functions; • The preparation of reports to Council on specific issues of interest and importance.

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5. MEMBERSHIP

Membership of the Committee will be:

• Industry/Community Representatives (minimum 3) • Two (2) Councillors • Director, Planning Environment and Community Services • Manager, Commercial Outcomes • Team Leader, Saleyard and Showgrounds • Saleyards Development Officer

Councillors will be appointed to the Committee for the term of the Council, unless otherwise removed by a resolution of Council, or acceptance of a resignation.

In the event of a Councillor resigning his/her position on the Committee, the Council will nominate a Councillor to fill the vacant position.

5.1 APPOINTMENT OF CHAIRPERSON

The Chairperson of the Committee shall be appointed by Council.

In the absence of the appointed Chairperson at a meeting, the meeting will appoint an Acting Chairperson from the members present for the duration of that particular meeting.

5.2 ROLE OF CHAIRPERSON

The Chairperson will advise the CEO who becomes the spokesperson on behalf of Council in discussing matters relating to the Saleyards Committee with the community.

5.3 ROLE OF COMMITTEE MEMBERS

The role of Committee Members is to consider and make recommendations on matters relating to Council achieving the goals for the Clermont Saleyards expected by the community, and as outlined in Council's Corporate Plan, and considering the implementation of policies relating to Council's Commercial Service functions, while considering the overall public interest of the whole of the Isaac Region.

Council will provide the Committee Members Council’s Saleyards policies and procedures based on the asset management practice and standard operational procedures, and other information deemed to be pertinent. Reports will be presented to the meeting on a monthly basis to provide information on current and future planned maintenance program.

6. MEETINGS

All meetings of the Committee shall be deemed to be open to the public by the attendance of the industry/community representatives unless resolved by the Committee to open the meetings to the general public or other interested parties.

6.1 QUORUM

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Standing Orders and is half plus one of the Committee's Membership.

6.2 FREQUENCY AND LOCATION

Committee meetings are held monthly at a time and place determined by the Clermont Saleyards Committee at each meeting.

The schedule of the Clermont Saleyards Committees meetings are to be adopted in November of each year for the following calendar year.

6.3 CONDUCT

Meetings shall be conducted in accordance with the provisions of the Local Government Act and Isaac Regional Council’s Meeting Standing Orders Policy.

6.4 CONFLICT OF INTEREST

In accordance with the Councillor's role, exclusion from meeting of a Councillor with material personal interest and recording a conflict of interest in accordance with the provisions of the Act, Committee Members must declare their interest, whether material or personal.

6.5 AGENDA DISTRIBUTION

The Committee agenda will be distributed at least five (5) clear business days prior to the meeting date.

6.6 MEETING RECORDS

The Committee will keep minutes of its proceedings.

7. REPORTING GUIDELINES

The Committee will provide a written report from each of its meetings to the next Ordinary Meeting of Council that will be submitted to Council as Matters of Interest within the Commercial Outcomes reports to Council. The written report will contain both the Committee's deliberations and its advice or recommendations.

8. REVIEW AND PERFORMANCE EVALUATION

8.1 TERMS OF REFERENCE

The Committee shall review these Terms of Reference at the first Clermont Saleyards Committee Meeting of each calendar year.

8.2 PERFORMANCE EVALUATION

At the first Clermont Saleyards Committee Meeting of each calendar year, the Committee shall undergo a self-assessment process to ensure all the functions and business of the Committee is being dealt with in an efficient and effective manner.

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content of meetings, results of recommendations on matters discussed, achievements, satisfaction rating of members, and meeting management.

9. STANDING AGENDA ITEMS

Proposed Draft Standing Agenda (to evolve):-

1. Opening of the meeting and welcome from the Chair 2. Apologies 3. Confirmation of Minutes from previous meeting 4. Matters Arising from Previous Meeting 5. Monthly P & L 6. Significant/Emerging Issues/Areas of Concern 7. Strategy Development 8. General Business 9. Close

10. ACRONYMS

ALMA Australian Livestock Markets Assoc AMIC Australian Meat Industry Council ATR Authority to Recruit CAR Corrective Action Reports CCTV Closed Circuit Television CQGP Central Queensland Gas Pipeline DCDB Digital Cadastral Database DEEDI Department of Employment, Economic Development and Innovation DNRM Department of Natural Resources and Mining DIP Department of Infrastructure and Planning DAF Department of Agriculture and Fisheries DTMR Department of Transport and Main Roads ELT Executive Leadership Team EMP Environmental Management Plan FTE Full Time Equivalent GIS Geographic Information System IPWEAQ Institute of Public Works Engineers Australia Queensland Drawings LGAQ Local Government Association Queensland LPA Livestock Production Assurance MCU Material Change of Use NSQA National Saleyards Quality Assurance NVD National Vendor Declaration and Waybill OOP Out Of Pocket PC Progress Claim PPE Personal Protective Equipment RFI Request for Information RFQ Request for Quote RFT Request for Tender RFV Request for Variation RI Return on Investment ROL Reconfiguration of Lot SOA Standing Offer Arrangement

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UPVC Unplasticised Poly Vinyl Chloride

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COMMUNITY TENURE & FACILITIES ADVISORY COMMITTEE (CTFAC) TERMS OF REFERENCE

The purpose of the Community Tenure & Facilities Advisory Committee (CTFAC) is to provide advice to Council on a range of community leasing and tenure related matters. Council may seek advice from the Committee on planning maintenance priorities, capital expenditure requirements, service levels, leasing priorities, strategy updates, tariff changes and billing regimes and any other matters of mutual interest referred to the Committees. The CTFAC does not have a decision making role. Committee Members will act as a customer liaison point for community groups and clubs in Isaac.

PURPOSE The purpose of the CTFAC is to advise Council on dealing with issues across the range of community leasing, tenure & facilities and related customer service matters. The aim is to • ensure consistency to leasing and tenure matters; • provide and ensure community infrastructure and facilities are well used and maintained, yet not disadvantage the Isaac rate payer • provide a platform to brainstorm leasing and tenure matters with a view to present to Council for consideration • generally guide staff in progressing leasing and tenure issues. Matters that will not form part of the CTFAC’s priorities include, but are not limited to, staff and social housing and asset management.

OBJECTIVES The objectives of CTFAC are to assist and advise on:

1. The development of the strategy, related policy and plans 2. Provide recommendations to council to support budget and community leasing & tenure program 3. Report to Council regarding progress or issues within respective leasing and tenure matters. 4. The review of implementation proposals for the leasing and tenure matters. 5. Oversight of environmental and safety compliance within activities.

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COMMUNITY TENURE & FACILITIES ADVISORY COMMITTEE (CTFAC) TERMS OF REFERENCE

TENURE & FACILITIES STANDING COMMITTEE SCOPE OF WORKS/RESPONSIBILITIES:- • Oversight of tenure arrangements of Crown and Council assets • Develop and review tenure policies and strategies for council owned and controlled facilities, including that services aspects are met and facilities are fit for purpose and meet needs of community • Ensure all activity supports the Community Strategic Plan and Corporate Plan • Oversight of environmental, risk and safety compliance • Provide input on budget development and oversight on the delivery of operational and capital expenditure

KEY ISSUES/PRIORITIES The key issues/priorities/actions for the CTFAC include oversight of the: • Develop a consistent and fair approach across the Region for community tenure arrangements • Consider community on facilities usage and needs of community/future priorities • Oversight of Expression of Interest processes • Consider opportunities for consolidation & repurposing of community facilities, eg shared services, fit for purpose

AUTHORITY • The CTFAC is an advisory body only and has no line of authority however the Committee has full right of access to all levels of management through the Chief Executive Officer. • The CTFAC reports directly to Council, via the appropriate Standing Committee (i.e. Corporate, Governance & Financial Services). • The CTFAC has the authority to conduct or authorise investigations into matters within its scope of responsibility and in accordance with the Act.

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COMMUNITY TENURE & FACILITIES ADVISORY COMMITTEE (CTFAC) TERMS OF REFERENCE

MEMBERSHIP Council at its meeting held 29 August 2017 (Resolution No.5042) and updated at its meeting 20 November 2018 (Resolution No. 5719) resolved that the membership of the CTFAC be appointed as follows: CHAIR Councillor Lacey Members Councillor Pickels Councillors Vea Vea Manager Governance & Corporate Services Manager Corporate Properties Manager Commercial Outcomes Manager Infrastructure, Parks and Recreation Coordinator Parks and Recreation Director Planning, Environment & Community Services Director Corporate, Governance & Financial Services Senior Leasing Specialist Program Manager Stakeholder Engagement & Communities Executive Assistance toDirector Planning, Environment & Community Services (Secretariat) Attendees/Contributors Manager Building Services Manager Planning & Land Development

All Elected Representatives of Isaac Regional Council, who are not members of theCTFAC , are welcome to attend and participate in the meeting. Councillors who are not on theCTFAC will be invited to participate and/or be engaged as necessary, in particular if a matter related to their division.

Meetings would be attended by relevant Managers (M2, M3, M4) and technical officers, as appropriate.

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COMMUNITY TENURE & FACILITIES ADVISORY COMMITTEE (CTFAC) TERMS OF REFERENCE

TERM OF OFFICE The CTFAC will have an extended fixed term till 31 December 2019 with a report is to be presented to Council at this time, to close out the Committee or propose any extension or re-purposing.

MEETINGS & ATTENDANCE ADVISORY COMMITTEE ADMINISTRATIVE GUIDELINE The role of the Chair and Members of the CTFAC, preparation of agenda and matters relating to the administrative operations of the CTFAC will be in line with the overarching Advisory Committee Administrative Guideline, adopted by council on 28 June 2016, Resolution No. 4546.

FREQUENCY OF MEETINGS The Advisory Committee will meet formally at least once every two months, initially meeting on a monthly basis, or as determined by the Chairperson, ensuring recess does not exceed a three month period.

QUORUM A quorum shall comprise at least three members of the CTFAC. Where an elected member cannot be present, the Proxy can/will replace them on that occasion. Where a quorum cannot be satisfied, the Chair is to determine if the meeting will proceed or be postponed. Where the appointed Chair cannot attend, they are to delegate the role to another elected member on the Committee.

ADMINISTRATION/SECRETARIAT PECS Directorate Office, or alternate as nominated by the Director PECS.

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Terms of Reference Domestic Dog Advisory Committee (Resolution No.5185, 28 November 2017)

Purpose The purpose of the Domestic Dog Advisory Committee is to oversee the development and implementation of a holistic responsible pet dog ownership program. Council may seek advice from the Committee on matters relating to the planning and implementation of the Program and any other matters of mutual interest referred to the Committee.

The aim is to: • ensure consistency in the delivery of the Program; • provide a platform to brainstorm initiatives for the Program with a view to present to Council for consideration • generally guide staff in progressing the Program.

Objectives The objectives of Domestic Dog Advisory Committee are to assist and advise on:

1. The development of the Program and related plans that address the following elements. a. Education and awareness to promote responsible dog ownership. b. A registration campaign with facilitated dog registration and microchipping days, to encourage registration of dogs with an amnesty period for penalties. c. Approved inspection programs following the amnesty period to ensure all dogs are registered. d. Provision of facilities and places which encourages responsible dog activity (e.g. dog litter bag dispensers). 2. Provide recommendations to council to support budget and operational requirements. 3. Report to Council regarding progress or issues within Program.

Pet Dog Control Advisory Committee Scope of Works/Responsibilities: • Oversight of the Program.

Key issues/priorities The key issues/priorities/actions for the Domestic Dog Advisory Committee include oversight of the:

• Development of a consistent and fair approach across the Region for responsible pet dog ownership. • Consider community needs for pet dog ownership. • Oversight of Expression of Interest processes for the delivery of microchipping initiatives.

Authority • The Domestic Dog Advisory Committee is an advisory body only and has no line of authority however the Committee has full right of access to all levels of management through the Chief Executive Officer. • The Domestic Dog Advisory Committee reports directly to Council, via the Planning Environment and Community Services Standing Committee. • The Domestic Dog Advisory Committee does not have a decision making role.

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MEMBERSHIP Council at its meeting held 28 November 2017 (Resolution No.5185) resolved that the membership of the Domestic Dog Advisory Committee be appointed as follows:

Chair Councillor Mayor

Members Councillor - Division Seven Councillor - Division Four Director Planning, Environment & Community Services Manager Environmental Services Program Leader Regulatory Services

Attendees/Contributors RSPCA The Committee may invite any attendees or contributors to provide expert advice and services to the functions and purpose of the Committee.

All Elected Representatives of Isaac Regional Council, who are not members of the Domestic Dog Advisory Committee, may attend and participate in the meeting. Councillors who are not on the Domestic Dog Advisory Committee will be invited to participate and/or be engaged as necessary, in particular if a matter related to their division.

Meetings would be attended by relevant Managers (M2, M3, M4) and officers, as appropriate.

Term of Office The Domestic Dog Advisory Committee will have a fixed term of 12 months from its first meeting, with a 6 month review of its membership and purpose. The results of the review will be reported to Council with a view to resolve on the continuation to the full term or re-purposing or close out the Committee.

MEETINGS & ATTENDANCE Advisory Committee Administrative Guideline The role of the Chair and Members of the Domestic Dog Advisory Committee, preparation of agenda and matters relating to the administrative operations of the Domestic Dog Advisory Committee will be in line with the overarching Advisory Committee Administrative Guideline, adopted by council on 28 June 2016, Resolution No. 4546.

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Frequency of meetings The Advisory Committee will meet formally at least once every two months, initially meeting on a monthly basis, or as determined by the Chairperson, ensuring recess does not exceed a three month period.

Quorum A quorum shall comprise at least three members of the Domestic Dog Advisory Committee. Where an elected member cannot be present, the Proxy can/will replace them on that occasion. Where a quorum cannot be satisfied, the Chair is to determine if the meeting will proceed or be postponed. Where the appointed Chair cannot attend, they are to delegate the role to another elected member on the Committee.

Administration/Secretariat Office of Director Planning, Environment and Community Services

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ISAAC ARTS AND CULTURAL ADVISORY COMMITTEE (IACAC) TERMS OF REFERENCE In 2018 Isaac Regional Council adopted a new Arts and Cultural Policy, the Arts and Cultural Action Plan 2018 -2022, thereby setting the strategic direction for the future of arts and cultural development in the Isaac region. The Isaac Arts and Cultural Advisory Committee will assist Council with the implementation of these policies, plans and strategies by providing specialist knowledge, a community interface and advocacy. This Terms of Reference describes the purpose, and composition of the Isaac Arts and Cultural Advisory Committee. It provides scope and framework for the committee’s operations and details the roles and responsibilities of its members.

The Isaac Arts and Culture Advisory Committee has been established in accordance with section 264 and 265 of the Local Government Regulations 2012.

PURPOSE The purpose of the IACAC is to provide a formal mechanism for Council to consult with key stakeholders, seek specialist advice and ensure community involvement. The aim is for the committee to; 1. Provide strategic advice on the implementation of the; a. Arts and Cultural Policy, CORP-POL-031 b. Arts and Cultural Action Plan 2018 – 2022. COM-PLN-007 2. Provide strategic advice on the implementation of the Public Art Policy and Public Art Action Plan 2018 -2022. 3. Provide strategic direction and advice on the development and delivery of the Regional Arts Development Fund. OBJECTIVES The IACAC will;

1. Contribute to the implementation of the Arts and Cultural Policy and the Arts and Cultural Action Plan 2018 – 2022 by: a. identifying strategic initiatives that increase the level of arts and cultural activity in the Isaac region. b. providing advice to Council on issues affecting the arts, heritage and cultural sectors in the Isaac region. c. acting as a conduit for community engagement and consultation on the arts, heritage and cultural sector in the Isaac region.

2. Contribute to the implementation of the Public Art Policy and Strategic Guidelines: a. defining themes for public art projects, informed by site assessments and community consultation. b. providing cultural, artistic and design advice. c. appraising public art tenders and making recommendations to Council

3. Contribute to the development and delivery of the Regional Arts Development Fund by: a. Identifying funding and strategic priorities. b. Assessing grant allocations.

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AUTHORITY The IACAC has been established to provide advice to Council. It has no line of authority. The IACAC reports to Council via the Manager Library and Cultural Services who will submit reports to the Planning, Environment and Community Services Standing Committee. MEMBERSHIP The Isaac Arts and Cultural Advisory Committee will comprise of the following: 1. Two Councillors, one to be appointed as Chair. 2. The Manager Library and Cultural Services who will be responsible for formal reporting. 3. The Arts and Cultural Development Officer, who will provide administrative/secretariat services. 4. Up to Six community members who shall be appointed by Council. Members will have the capacity to attend committee meetings during business hours and meet the following three criteria.

Criteria One A working understanding of the following Isaac Regional Council documents.

Mission statement Community Strategic 5 Year Corporate Code of Conduct and Corporate Plan – Isaac 2035 Plan – Isaac 2020 Values

Arts and Cultural Arts and Cultural Public Art Policy and Regional Arts Policy Action Plan 2018 – Public Art Action Development Fund 2022 Plan 2018 - 2022 Guidelines.

Criteria Two Expertise in an area of arts practice that will add to the knowledge base of the committee. This may include any listed below.

Arts practice Tourism/Cultural Indigenous Youth Tourism arts/community

Creative industries. Public Art Education and/or Philanthropy/funding Health

Heritage Community Festivals and/or Project Management Development events management.

Criteria Three Established connections/affiliations with existing arts/cultural/heritage and/or community organisations in the Isaac region.

5. In the absence of sufficient nominations Council will appoint suitable people to fill any vacancies.

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MEMBERS RESPONSIBILITIES • All committee members are expected to promote the Vision, Mission, and Values of the Isaac Regional Council.

• All committee members are expected comply with Isaac Regional Council’s Code of Conduct, Work Place Health and Safety Systems, management directives, policies and procedures.

• All committee members must remain informed on current trends in the arts industry, allowing them to identify strategic opportunities and give advice on issues affecting arts and cultural policy, planning and program delivery.

• All committee members are expected to promote and support community engagement in the arts across the Isaac region.

• All committee members are expected to attend and actively participate in scheduled meetings of the IACAC. METHOD OF NOMINATION FOR COMMUNITY MEMBERS • Council will call for Expressions of Interest and will advertise on Council’s website, Facebook page and in local community newsletters. Council may target qualified community members through personal invitation.

• A selection panel will assess all Expressions of Interest against the selection criteria.

• The selection panel will consist of the Council appointed Chair of the IACAC, the Manager Library and Cultural Services and the Arts and Cultural Development Officer.

• The recommendations on the appointment of committee members will be reported to Council for resolution and adoption. TERMS OF OFFICE • Committee members are appointed for a term of two years.

• Committee members may renominate for one additional term (of two years).

• A committee member may serve for more than two terms only on the recommendation of Council.

• The committee may invite suitably skilled persons to join the committee in an advisory capacity for a specified purpose and for a specified period of time. These members are not entitled to a vote. MEETINGS AND ATTENDANCE • The committee must meet at least once in each quarter, with additional meetings as required.

• Notice of meetings will be given at least 10 working days prior to each meeting.

• The Agenda and any relevant documents will be forwarded to members at least 5 working days prior to a meeting.

• Where the appointed Chair cannot attend, they are to delegate the role to another Elected Member.

• All committee members are required to declare a conflict of interest with any matter to be discussed by the committee.

• When a decision of the committee requires a vote each member has one equal vote.

• In the instance of a split vote the Chair holds the casting vote.

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• Minutes will be recorded at each meeting. These minutes and a report will be submitted to Council through the Planning, Environment and Community Services Standing Committee and proceed to the next Ordinary Meeting of Council in order for the minutes be adopted and any required actions considered.

• If a committee member is absent for three consecutive meetings without justifiable cause they will be deemed to have forfeited their membership unless the absence has been approved by the committee.

• Committee members may be compensated for extraordinary expenses incurred as a result of their membership, on the basis that the expenditure was approved in advance by the Manager Library and Cultural Services. QUORUM A quorum of the Committee will consist of a minimum of four members, one of which must be the Chair. Either the Manager Library and Cultural Services or the Arts and Cultural Development Officer must also be in attendance. PUBLIC RELATIONS Members of the IACAC are not permitted to make public statements on behalf of Council without the prior approval of the Mayor and/or CEO. As such media releases, public statements and advertising must be vetted by the Mayor and/or CEO and be issued under the name of the Mayor and/or CEO.

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Terms of Reference Land Development Advisory Committee (LDAC)

Purpose The overall purpose of the Land Development Advisory Committee (LDAC) is to provide advice to Council in relation to the planning and implementation of land and housing development projects to meet mitigate supply/demand imbalance anticipated with escalating economic activity principally in the mining and renewable energy sectors. LDAC is to advise Council on the planning and implementation of potential land and housing development projects including (but not limited to) Belyando Estate in Moranbah.

The aim is to; • Ensure that appropriate research and analysis (including stakeholder engagement) is undertaken to determine commercially viable and economically optimal development triggers; • Make recommendations to Council about the business case for respective developments; and • Oversee the implementation of construction and commercial realisation.

It is anticipated that related economic, environmental and social issues will form part of the range of topics discussed by the Committee, though any strategic or policy matters identified for further research or action will be referred to Council and any operational, financial or legal matters will be addressed by the CEO and relevant officers.

Specific Objectives The specific objectives of LDAC are to advise on:

• Economic analysis of housing supply/demand (nominally within 3 months). • Identification, scoping, business case development and prioritisation of the relevant projects (nominally within 6 months). • Identification and quantification of economic triggers and commercial hurdles to warrant investment (nominally within 6 months). • Financing options and opportunities for strategic alliances (nominally within 6 months). • Procurement model options for relevant projects’ delivery (nominally within 9 months). • Marketing and sales strategies for commercial realization of project objectives (nominally within 9 months). • Oversite of procurement and delivery (ongoing).

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Key issues/priorities The key issues/priorities/actions for the LDAC include:

• Ensuring that the relevant projects deliver commercial and economic benefits in a timely manner to mitigate adverse economic and social impacts of escalated economic activity. • Ensuring that decisions are based on evidence and sound analysis. • Ensuring that risk and opportunity are appropriately balanced.

Authority • The LDAC does not have a decision making role but will be a primary advisor for Council decision making. Committee Members will collectively serve as governance oversight and provide guidance on strategic and tactical responses to housing needs. • The LDAC reports directly to Council, via the Planning Environment and Community Services Standing Committee.

Membership Council at its meeting held 26 June 2018 (Resolution No. 5448) resolved that the membership of the LDAC be appointed as follows:

Chair To be determined by Committee

Members Mayor Anne Baker

Cr Gina Lacey

Cr Peter Freeleagus

Cr Kelly Vea Vea

Cr Jane Pickels

Chief Executive Officer Senior Advisor (to Mayor and CEO)

Director Planning, Environment and Community Services

Director Corporate, Governance and Financial Services

Director Engineering and Infrastructure

Director Water and Waste Water

Community/Industry representatives as deemed appropriate in due course

Attendees/Contributors TBA as required

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Councillors who are not on the CSSRPAC will be invited to participate and/or be engaged as necessary.

Meetings would be attended by relevant Managers (M2, M3, M4) and technical officers, as appropriate.

Term of Office The LDAC will have a fixed term until 31 December 2019, or until the completion of the relevant projects, whichever is sooner. In the event that by 30 September 2019, it is apparent that any of the relevant projects will continue beyond 31 December 2019, a report is to be presented to Council to propose an appropriate extension.

Meetings The role of the Chair and Members of the LDAC, preparation of agenda and matters relating to the administrative operations of the LDAC will be in line with the overarching Advisory Committee Administrative Guideline, adopted by council on 28 June 2016, Resolution No. 4546.

The Advisory Committee will meet formally at least once every two months, or as determined by the Chairperson, ensuring recess does not exceed a three month period.

Quorum A quorum shall comprise at least a majority of LDAC members. Where an elected member cannot be present, the Proxy can/will replace them on that occasion. Where a quorum cannot be satisfied, the Chair is to determine if the meeting will proceed or be postponed. Where the appointed Chair cannot attend, he/she is to delegate the role to another elected member on the Committee.

Administration/Secretariat Jointly between the Planning, Environment & Community Services Directorate and the Office of Mayor and CEO

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• Scope/Terms of Reference - The Local Disaster Coordination Centre (LDCC) is the assembly of relevant stakeholders who coordinate and prioritise the use of resources and assets to support the implementation of the Isaac Local Disaster Management Group’s (LDMG) strategies in the event of a disaster. This group reports to and works in conjunction with the District Disaster Management Group (DDMG Mackay). • Latest information on your committee – Meets as a minimum twice per year as required by the Act and is generally made up of the below core members. Members of the LDMG also attend meetings of the DDMG in Mackay as part of regulatory requirements. o Chair: Mayor Isaac Regional Council o Deputy Chair: Deputy Mayor Isaac Regional Council o Local Disaster Coordinator, Isaac Regional Council; o Deputy Local Disaster Coordinator, Isaac Regional Council; o Local Recovery Coordinator, Isaac Regional Council; o Queensland Police Service, Executive Officer Mackay District Disaster; o Queensland State Emergency Service, Local Controller; o Queensland Fire & Emergency Service, Area Coordinator Mackay Region; o Queensland Police Service, Officer in Charge Moranbah; o Queensland Ambulance Service, Office in Charge Moranbah; o Queensland Rural Fire Service, Area Director Mackay Region; o Queensland Health, Director of Nursing Moranbah;

• Any standing orders – Rules and Regulations – As a general rule all the Local Disaster Management Group decisions are governed by the Disaster Management Act 2003. In the event of an emergency any number of other acts will also be utilised by the core members of the group. The IRC LDMG has the Local Disaster Management Plan and a number of Sub-Plans that outline how the group will respond. • Contact details o Chairperson Local Disaster Management Group Mayor Ann Baker o Local Disaster Coordinator Aaron Johansson o Deputy Local Disaster Coordinator Darren Sargood o Executive Officer District Disaster Management Group Senior Sergeant Paul Algie (Mackay) o Disaster Management Officer Jenna Buckley • Current Isaac Regional Councillor on your committee – Chair - Mayor Ann Baker

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Terms of Reference Women in Local Government Advisory Committee (WILGAC)

Purpose The overall purpose of the Women in Local Government Advisory Committee (WILGAC) is to provide advice to Council in relation to the implementation of the recommendations of the Women in Local Government Working Group (WILGWG) adopted by Council on 26 June 2018 (Resolution No. 5439). Central to these recommendations is the National Framework for Women in Local Government and the Statement of Commitment;

“We will work towards increasing the representation of women in Local Government, both as elected members and as senior managers and professionals. We will undertake ongoing reviews of policies and practices to remove barriers to women’s participation and engender safe, supportive working and decision-making environments that encourage and value a wide range of views.”

Key issues/priorities The key issues/priorities/actions for the WILGAC (as adopted by Council) include:

• oversee and report on the implementation of The National Framework for Women in Local Government. • monitor and guide completion of the projects endorsed by Council. • participate in/inform high level decision making processes. • promote awareness of and education in gender equity though the development and dispersal of promotional materials, attendance and presentations at Council events/forums/toolbox talks.

WILGAC may also act as a reference point for policy review or strategy development.

Authority

The WILGAC does not have a decision-making role but will be a primary advisor for Council decision making.

The WILGAC reports directly to Council, via the Corporate Governance and Financial Services Standing Committee.

With the agreement of Chief Executive Officer, from time to time WILGAC meetings may identify administrative actions to be undertaken under the authority of the Chief Executive Officer to assist in its performance and in the attainment of its objectives.

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 70 Membership Council at its meeting held 26 June 2018 (Resolution No. 5439) and 23 October 2018 (Resolution No. 5687) resolved that the membership of the WILGAC be comprised of Councillors and employees. The Committee therefore will comprise the following:

Chair Councillor (to be appointed by Council)

Members Up to two (2) additional Councillors Chief Executive Officer

Manager People and Performance

Manager Governance and Corporate Services

Up to nine (9) employees to be appointed by the Chief Executive Officer from nominations obtained from a call for expressions of interest (two members must be from Outdoor Workforce). Attendees/Contributors TBA as required from time to time

Councillors who are not on the WILGAC will be invited to participate and/or be engaged as necessary.

Meetings would be attended by relevant Managers (M2, M3, M4) and technical officers, as deemed appropriate by the Chief Executive Officer.

Term of Office The WILGAC will have a fixed term until January 2020 as endorsed by Council Resolution 5863.

Meetings The role of the Chair and Members of the WILGAC, preparation of agenda and matters relating to the administrative operations of the WILGAC will be in line with the overarching Advisory Committee Administrative Guideline, adopted by council on 28 June 2016, Resolution No. 4546.

The Advisory Committee will meet formally at least once every two months, or as determined by the Chairperson, ensuring recess does not exceed a four month period.

Quorum A quorum shall comprise at least a majority of WILGAC members. Where an elected member cannot be present, the Proxy can/will replace them on that occasion. Where a quorum cannot be satisfied, the Chair is to determine if the meeting will proceed or be postponed. Where the appointed Chair cannot attend, he/she is to delegate the role to another elected member on the Committee.

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 71

Administration/Secretariat Jointly between the People and Performance unit and the Office of Mayor and CEO

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 72 OFFICE OF THE CHIEF EXECUTIVE OFFICER

Post-Election Meeting MEETING DETAILS Tuesday 21 April 2020 AUTHOR Gary Stevenson PSM AUTHOR POSITION Chief Executive Officer

5.5 ISAAC REGIONAL COUNCIL ELECTED MEMBER BOARD MEMBERSHIP

OFFICER’S RECOMMENDATION

That Council: 1. Confirm the Councillor Board Membership for the Isaac Affordable Housing Fund Pty Ltd as trustee for the Isaac Affordable Housing Trust and Moranbah Early Learning Centre Pty Ltd as follows;

Committee Name Number of Current Council New Council Representatives Committee Committee Membership Membership Isaac Affordable Housing 4 x Councillors Chairperson: 1. Fund Pty Ltd as trustee for 1 x External Mayor Anne Baker 2. The Isaac Affordable Company 3. Housing Trust Secretary 1. Cr Kelly Vea Vea 4. 1 x External 2. Cr Gina Lacey Industry 3. Cr Nick Wheeler Representative 2 x External Community Representative

Moranbah Early Learning 3 x Councillors Chairperson: 1. Centre Pty Ltd 1 x External Mayor Anne Baker 2. Company 3. Secretary 1. Cr Kelly Vea Vea 1 x External 2. Cr Gina Lacey Representative – President of the P&C Association

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BACKGROUND Isaac Affordable Housing Trust (IAHT) is a Charitable Trust established by Isaac Regional Council in 2010 and by Trust Deed Council (as ‘Settlor’ of the Trust) appointed Isaac Affordable Housing Fund Pty Ltd (a company owned by Council) to be the ‘Trustee’ of the Charitable Trust.

The Affordable Housing Fund Pty Ltd constitution empowers the Directors to appoint Directors to fill casual vacancies (ref Sec 22.1(a) of the Constitution).

However, the Trust Deed establishes an over-riding and controlling influence over the Trustee (ref section 5.2 of the Trust Deed) to Council whereby it is established that;

“The elected Council of the Settlor has the sole power to determine, appoint and remove the Directors of the Trustee.”

This means that while the Trust Deed is in place, Council is responsible for appointing all Directors.

The Board of the Isaac Affordable Housing Fund Pty Ltd as trustee for the Isaac Affordable Housing Trust’s (IAHT) purpose is to provide strategic advice on business improvement, the business future and growth, legislative requirements, building and construction advice and other investment and service delivery requirements to allow and help the IAHT to provide the affordable housing to the region.

The IAHT Board is not an operational Board. The day to day operations of IAHT are delegated to Isaac Regional Council.

The permanent members of the Board are:

• Four elected member representatives (decided by Isaac Regional Council) • Two community representatives • One industry representative • Company Secretary

Membership and Guests will be reviewed on an annual basis.

The Chair of the IAHT Board will be decided by the Board of Directors on an annual basis.

With the prior authority of the Chair, members may invite other IAHT and Isaac Regional Council officers to attend meetings to provide advice and assistance as required.

The objective of the IAHT Board is to ensure IAHT provides affordable housing to those in need in the Isaac Region. It is also responsible for the financial viability of IAHT and all decisions on strategic direction and growth.

All members of the IAHT Board are to: • Provide clear, objective, open and honest advice • Declare conflicts of interest • Contribute to a collaborative decision making on matters brought for consideration

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• Participate fully in discussions • Be frank but constructive in discussions • Respect each other’s views • Be prepared to challenge prevailing / more senior views • Have read and understood the agenda papers before the meeting.

Moranbah Early Learning Centre Pty Ltd (MELC) is an authorised long day care service provider, which aims to provide first class education and care for its students ranging in ages from 6 weeks to 6 years. The Centre currently has a capacity and licence for 102 children ranging in these age groups.

The MELC Board’s purpose is to provide strategic advice on business improvement, the business future and growth, legislative requirements and other investment and service delivery requirements to allow and help the Nominated Supervisor to provide the high levels of service required.

The MELC Board is not an operational Board. The day to day operations of the Centre are delegated to the Nominated Supervisor and senior staff. The Nominated Supervisor and senior staff report on operational requirements to the Company Secretary. The MELC Board’s aim is to provide high level business and management advice to the business.

The objective of the Board is to ensure MELC provides first class care in a safe and positive environment. It is also responsible for the financial viability of the Centre and all decisions on strategic direction and growth.

The permanent members of the Board are: • Three elected member representatives (decided by Isaac Regional Council) • One MELC Parent Committee Group member • Company Secretary

Membership and Guests will be reviewed on an annual basis.

The Chair of the Board will be decided by the Board of Directors on an annual basis.

With the prior authority of the Chair, members may invite other MELC and IRC officers to attend meetings to provide advice and assistance as required.

All members of the Board are to: • Provide clear, objective, open and honest advice • Declare conflicts of interest • Contribute to a collaborative decision making on matters brought for consideration • Participate fully in discussions • Be frank but constructive in discussions • Respect each other’s views • Be prepared to challenge prevailing / more senior views • Have read and understood the agenda papers before the meeting.

IMPLICATIONS

Decisions taken at IAHT Board meetings are to be made in accordance with the Constitution of Isaac Affordable Housing Fund Pty Ltd and also within the relevant authorities and delegations.

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 75 OFFICE OF THE CHIEF EXECUTIVE OFFICER

Two other Directors’ positions (previously representing community and industry interests) are currently vacant.

The Isaac Affordable Housing Fund Pty Ltd can continue to function in the interim (by virtue of Section 24.5 of its Constitution).

The Council’s Organisational Development Plan adopted in December 2016 foreshadows an independent critical review by Council of the IAHT (ref Actions G 18.1-18.4). It is intended that this will be undertaken within the next six months.

Concurrently the Board of Isaac Affordable Housing Fund Pty Ltd has been actively exploring future strategies and appears to be deferring the filling of the other two vacancies.

Decisions taken at Moranbah Early Learning Centre Pty Ltd (MELC) Board meetings are to be made in accordance with the Constitution of MELC and also within the relevant authorities and delegations.

CONSULTATION • Mayor and Divisional Councillors • IAHT Company Secretary • MELC Company Secretary

BASIS FOR RECOMMENDATION To ensure that Board Membership is finalised post quadrennial election to enable the ongoing operations of the relevant Boards.

ACTION ACCOUNTABILITY The Company Secretary for the IAHT Board is responsible for day to day management of the Board. The scope of the IAHT Board is to provide advice and recommendations on the following: • strategic direction and priorities • service delivery scope, level and improvement • service delivery performance monitoring • budget and investment strategy • construction program and time lines • establishment of committees and working groups on specific issues as necessary • financial viability and financial monitoring • safety and compliance requirements and performance • organisational capacity and capability • commercial and contractual arrangements • service provider and stakeholder needs

The Company Secretary for the MELC Board is responsible for day to day management of the Board. The scope of the MELC Board is to provide advice and recommendations on the following: • strategic direction and priorities • service delivery scope, level and improvement • service delivery performance monitoring

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• budget and investment strategy • establishment of committees and working groups on specific issues as necessary • financial viability and financial monitoring • safety and compliance requirements and performance • organisational capacity and capability • commercial and contractual arrangements • service provider and stakeholder needs

Report prepared by: Report authorised by: GARY STEVENSON PSM GARY STEVENSON PSM Chief Executive Officer Chief Executive Officer Date: 16 April 2020 Date: 16 April 2020

CONFIDENTIAL ATTACHMENTS • Confidential Attachment 1 - Isaac Affordable Housing Fund Pty Ltd atf IAHT - Terms of Reference • Confidential Attachment 2 - Constitution Isaac Affordable Housing Fund • Confidential Attachment 3 - Deed IAHT • Confidential Attachment 4 - Deed of Variation IAHT • Confidential Attachment 5 - Moranbah Early Learning Centre Committee - Terms of Reference • Confidential Attachment 6 - Moranbah Early Learning Centre Pty Ltd - Constitution

REFERENCE DOCUMENT

• Nil

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 77 PAGES 78 TO 207 HAVE BEEN INTENTIONALLY LEFT BLANK DUE TO CONFIDENTIALITY OFFICE OF THE CHIEF EXECUTIVE OFFICER

Post-Election Meeting MEETING DETAILS Tuesday 21 April 2020 AUTHOR Gary Stevenson PSM AUTHOR POSITION Chief Executive Officer

5.6 EXTERNAL COMMITTEES REPRESENTED BY COUNCIL

EXECUTIVE SUMMARY Confirmation of the Council Representatives on External Committees throughout the Isaac and surrounding regions.

OFFICER’S RECOMMENDATION

That Council: 1. Confirm the representation of Councillors on the following External Committees:

Committee Name Number of Council Representatives Representatives

Barada Barna ILUA Consultative 2 x Councillors 1. Committee Director PECS 2. BMA Local Buy Foundation 1 x Councillor or 1. Officer Bowen Basin Regional Roads and 2 x Councillor 1. Transport Group (Generally, the Mayor 2. and a Councillor) (Supported by Technical Officer that sits on the Technical Committee) Capricornia Catchments 1 x Councillor 1.

Capricorn Pest Management Group 1 x Councillor 1 x Staff No Councillor or Officer Representation for the 2016 Term – currently not a member

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Central Highlands Resource No Councillor or Management Group/Central Highlands Officer Regional Resources Use Planning Representation for Cooperative (CHRRUP) the 2016 Term Clarke Creek Wind Farm Community 1 x Councillor 1. Consultative Committee Manager Engaged Communities Clermont Community Business and Manager Economy & Community Group Prosperity Clermont Community Consultative 1 x Councillor 1. Committee (CCC) 1 x Director Clermont Community Housing and Other 1 x Officer Services Committee Clermont Connect Working Group 1 x Officer

Clermont Health Advisory Network Team 1 x Councillor Clermont Work Camp Committee 1 x Councillor 1 x Officer

Dysart Community Interagency Network 1 x Councillor

Dysart Event Planning Group 1 x Councillor (Informal Group) Fitzroy Basin Association (FBA) 1 x Councillor 1 x Officer

Glenden Development & Industry Group 1 x Councillor 1 x Officer Great Barrier Reef Marine Park Authority 1 x Councillor 1 x Officer Great Inland Way Promotions Group and 1 x Councillor Management Committee Greater Whitsunday Council of Mayors Mayor Mayor Anne Baker Chief Executive Chief Executive Officer Officer Isaac Suicide Prevention Group 1 x Councillor 1 x Director Jangga ILUA Consultative Committee 1 x Councillor

Local Authority Waste Management 2 x Councillor Advisory Committee (LAWMAC) 2 x Officers (Currently no Councillor Representation on this Committee)

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 209 OFFICE OF THE CHIEF EXECUTIVE OFFICER

Mackay District Disaster Management Mayor Mayor Group Local Disaster Local Disaster Coordinator Coordinator

Deputy Local Disaster Deputy Local Disaster Coordinator, Isaac Coordinator, Isaac Regional Council; Regional Council;

Local Recovery Local Recovery Coordinator Coordinator

Mackay Tourism Limited 1 x Councillor

Mackay Whitsunday Isaac Healthy Rivers 1 x Councillor to Reef Partnership 1 x Officer (Currently no Councillor Representation on this Committee) Moranbah Community Health 1 x Councillor Partnerships 1 x Officer (Currently no Councillor Representation on this Committee) Moranbah Cumulative Impact Group Group Currently on Hold Moranbah Miners' Memorial 1 x Councillor 1 x Officer Moranbah Youth and Community Centre 1 x Councillor Reference Committee 1 x Officer NAIDOC Committee 2 x Officers

Northern Alliance of Councils (formerly Councillors Delegated the Norther Queensland Local for AGM by Council Government Association) Report North Queensland Sports Foundation 1 x Councillor Advisory Forum 1 x Officer NQ Primary Health Network 1 x Councillor or Officer Reef Catchments (Mackay Whitsunday 1 x Councillor Inc) 1 x Officer (Currently no Councillor Representation on this Committee) Reef Guardian Council 1 x Councillor or Officer

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 210 OFFICE OF THE CHIEF EXECUTIVE OFFICER

Regional Development Australia Mackay- Application to RDA Isaac-Whitsunday Required 1 x Councillor Regional Social Development Centre 1 x Councillor or Officer Regional Transport and Planning Group 1 x Councillor or – Mackay, Isaac and Whitsunday Officer 1 x Officer Road Accident Action Group (RAAG) 1 x Councillor Resource Industry Network 1 x Councillor 1 x Officer Sarina Landcare Catchment 1 x Councillor or Management Association Inc (SLCMA) Officer Trade and Invest Queensland 1 x Councillor 1 x Officer Western Queensland Local Government Councillors Delegated Association for AGM by Council Report

BACKGROUND

Councillors provide representation on behalf of local government and communities to various committees throughout the Isaac and surrounding regions.

It is important that Council continue this representation into our local communities and surrounding regions.

IMPLICATIONS No significant policy implications are envisaged.

BASIS FOR RECOMMENDATION To ensure representation for the communities within the Isaac Region.

ACTION ACCOUNTABILITY Council appointed representatives on external committees should ensure they abide by the various Constitutions, Deeds, Terms of Reference and Guidelines for the Committees and or Groups they represent and provide regular briefings and updates on the Committee/Groups activities.

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 211 OFFICE OF THE CHIEF EXECUTIVE OFFICER

KEY MESSAGES Council will be a strong and effective advocate for the Isaac region, providing transparent and quality decision making, and efficient and cost-effective service delivery.

Report prepared by: Report authorised by: GARY STEVENSON PSM GARY STEVENSON PSM Chief Executive Officer Chief Executive Officer Date: 16 April 2020 Date: 16 April 2020

ATTACHMENTS • Attachment 1 - BMA Local Buying Foundation Charter • Attachment 2 - Bowen Basin Regional Roads Transport Group – Constitution • Attachment 3 - Capricorn Pest Management Group (CPMG) Constitution • Attachment 4 - Capricornia Catchments Terms of Reference • Attachment 5 - Clarke Creek Wind Farm CCC Terms of Reference • Attachment 6 - Clermont CHANT Meeting - Terms of Reference • Attachment 7 - Clermont Community Business and Community Group • Attachment 8 - Clermont Consultative Committee Charter • Attachment 9 - Clermont Work Camp Procedure - Advisory Committee • Attachment 10 - Dysart Community Interagency Network • Attachment 11 - Fitzroy Basin Association Information • Attachment 12 - Glenden Development and Industry Group (DIG) • Attachment 13 - Great Barrier Reef Marine Park Authority Information • Attachment 14 - Healthy Rivers to Reef Partnership - Mackay, Isaac, Whitsunday • Attachment 15 – Local Authority Waste Management Advisory Committee Information • Attachment 16 – Mackay Tourism Limited Contact and Committee Details • Attachment 17 – Moranbah Youth and Community Hub Committee Terms of Reference • Attachment 18 – NQPHN Regional Community Advisory Committees - Terms of Reference • Attachment 19 –Regional Development Australia - Constitution • Attachment 20 – Regional Social Development Centre Information • Attachment 21 - Resource Industry Network • Attachment 22 – Trade and Investment - Strategy

REFERENCE DOCUMENT

• Nil

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 212

Local Buying Foundation CHARTER

Effective 1 January 2020

Page 213

Table of Contents Overview ...... 3 Intent ...... 3 Definitions ...... 3 1. Governance ...... 4 1.1 Role of the Local Buying Foundation Advisory Committee (LBFAC) ...... 4 1.2 Role of the Chair...... 4 1.3 Role of C-Res ...... 5 1.4 Local Buying Foundation Responsibilities ...... 5 1.5 Local Buying Foundation Membership ...... 5 1.6 Independence and Composition ...... 6 1.7 Terms of Appointment ...... 6 1.8 Meetings and Sub-Committees ...... 7 1.9 Quorum ...... 7 1.10 Retirement or Resignation of Members ...... 7 1.11 Conflicts of Interest ...... 8 1.12 Conflicts Management ...... 8 1.13 Access to Independent Advice ...... 9 1.14 Induction and Continuous Training ...... 9 1.15 Media Representation and Liaison...... 9 1.16 Performance Review ...... 9 1.17 Annual Review ...... 9 2. Funding and Decision Making ...... 10 2.1 LBF Funding Categories ...... 10 1. Business and Industry Innovation ...... 11 2. Developing the Workforce of the Future ...... 11 3. Indigenous Economic Development...... 11 4. Micro-business and SME Capacity-building ...... 11 5. Industry Promotion and Economic Development ...... 11 6. Sponsorship ...... 11 2.2 Project Assessment ...... 12 2.2.1 Pre-Qualified Organisations ...... 13 2.2.2 Selection Criteria ...... 13 3. Reporting, Monitoring and Evaluation ...... 15 3.1 Reporting ...... 15 3.1.1 Application Documentation ...... 15 3.1.2 Project Reporting ...... 15 3.1.3 Management Reporting ...... 15 3.2 Monitoring and Evaluation ...... 15 3.2.1 Post Project Evaluation ...... 15 3.2.2 Financial Evaluation and Audit ...... 15 4. Supporting Information ...... 16 4.1 Economic Development Planning Principles ...... 16

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Phone 1800 536 663 Email [email protected] Web www.localbuyingfoundation.com.au

Overview

Local Buying Foundations (LBF) can operate in each state the Local Buying Program (LBP) operates and includes key relationships including BHP, the Board of C-Res, C-Res personnel and stakeholders in each community.

BHP provides funding for each LBF through the delivery of the Local Buying Program as a variable percentage of each transaction. As the success of the program is important to BHP and C-Res, the role of Chair of each Local Buying Foundation Advisory Committee (LBFAC) will reside with the Trustee of each Foundation.

The funding selection criteria will be applied in a manner that ensures no direct business benefit is derived or appears to be derived for BHP or its subsidiaries other than that which can be deemed as a simple by-product of fulfilling the goals of the program. This condition applies also to C-Res as the administrator in the arrangement.

C-Res is responsible for holding in trust the Foundation funds and providing all administrative support required to efficiently and effectively meet the program's intent. The costs associated with providing this administration support will be determined annually and approved by the Trustee.

Intent

Building on local capabilities and opportunities for growth in current and emerging industries, the Local Buying Foundation will support projects and programs which facilitate workforce development, innovation and the productive capacity of business and industry to grow the potential of their regional economies.

To realise this objective, each LBF will focus funding on project and program opportunities which enable existing and new business and industry to capitalise on local comparative and competitive advantages, to help transition the regional economies where the LBF operates, towards the next phase in their economic development. In assessing and awarding funding for projects and programs seeking LBF support, decision-making will be guided by the statement of intent and the economic development planning principles which underpin it (refer to section 4).

Definitions • BHP BHP • BMA BHP Mitsubishi Alliance • BMC BHP Mitsui Coal • C-Res C-Res (Qld) Pty Ltd • Foundation Local Buying Foundation • LBF Local Buying Foundation • LBFAC Local buying Foundation Advisory Committee • LBP Local Buying Program • NSWEC New South Wales Energy Coal • OD Olympic Dam • WAIO Western Australia Iron Ore

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Phone 1800 536 663 Email [email protected] Web www.localbuyingfoundation.com.au

1. Governance

1.1 Role of the Local Buying Foundation Advisory Committee (LBFAC)

The primary role of each LBFAC is to provide guidance and regional market/environment intelligence to inform, identify and support the investment and disbursement of the Foundations funds to the Trustees while overseeing the effective governance of the Foundation. The LBFAC will ensure that projects, programs and initiatives align with the Foundations objectives and meet specified criteria as outlined and with due diligence.

1.2 Role of the Chair

The role of Chair will be decided by the Trustees of each Foundation with the Trustees having the final decision over Chair appointments. The Chair is required to be a serving Director on the Board of C-Res.

The Chair will serve as a member of the LBFAC and in addition, will have the following added powers-

• Exercising a casting vote in the event of a deadlock; • In the event that a meeting is one member short of a quorum utilise the casting vote as a manner of meeting quorum requirements; • Having the power to veto an application for membership to the LBFAC and final decision as to make up of LBFAC to best represent the principles of the LBF in consultation with the C-Res Chairman; • Having the power of veto in the event of a majority decision if said decision contradicts or contravenes the principles of the Foundation or objectives of same; and • Ensure the LBFAC exercises effective and ethical stewardship over all or any funds attributed to the Foundation. They will also-

• Provide leadership and direction to the LBFAC; • Serve as the spokesperson for the LBFAC in the community; • Chair all meetings and provide guidance to any committees; • Exercise necessary management of discipline regarding the representation of the LBFAC by members including the right to terminate membership; and • Advise the committees on good practice in corporate governance, e.g. giving guidance on the legal implications of the way it discharges its duties, runs meetings, and makes decisions. Should the Chair be unavailable to undertake duties assigned to them then an alternative Director from the C-Res Board may assume the duties for that occasion or appoint an Acting Chair from the LBFAC until a new Chair is appointed.

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Phone 1800 536 663 Email [email protected] Web www.localbuyingfoundation.com.au

1.3 Role of C-Res

C-Res will provide, along with the Chair position, secretarial support, administration and project management for each LBFAC.

The Directors of C-Res act as Trustees for each Local Buying Foundation. C-Res Directors offer final approval for all funding decision made by the LBFACs. They also decide the role of Chair for each LBFAC and are involved in any moves to discipline members or veto membership.

1.4 Local Buying Foundation Responsibilities

The LBFAC will:

• Meet quarterly, or no less than once every six calendar months to ensure the objectives, deliverables and program governance requirements are satisfied; • Provide information and intel on current and emerging issues and trends associated with the LBF locus of influence; • Represent the broad range of needs and interests, now and in the future, of the business community and other stakeholders as appropriate within the LBF locus of influence; • Assess and recommend for approval any projects; programs and initiatives that meet the specified criteria for LBF funding; and • Maintain transparency of decision making at all times particularly in relation to funding approvals to ensure that perceived or real conflicts of interest are managed and/or negated.

1.5 Local Buying Foundation Membership

Members will be drawn from regionally representative bodies that have a direct or indirect interest or investment in the betterment that the LBF projects, programs and initiatives bring to the areas that the LBF has the locus of operation within. Members will bring a diversity of representation regionally and by area of interest, skill and experience to the LBF and will be invited from a predetermined set of groupings.

Membership will be merit-based primarily with geographical representation consideration equally important where possible.

The LBFAC may from time to time increase its membership on a part or full-time basis dependent on regional need and if a suitable candidate organisation becomes available.

Membership is on a voluntary basis and neither the LBF, C-Res or any other member of the LBFAC can be held liable for any incidents arising from attendance at meetings or events.

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Phone 1800 536 663 Email [email protected] Web www.localbuyingfoundation.com.au

1.6 Independence and Composition

Organisation or Body Number of Representation Positions C-Res 1 Chair

BHP 1 Founding member. The representative is in a position of enough seniority within BHP to truly represent their interests in all decision making in this forum.

Representative Councils for LBF 1/Council Mayor or nominated representative of each operational area Council within the operational area who is in a position of enough seniority within the Council to truly represent their interests in all decision making in this forum.

Incorporated/Registered 1/Local Chair/CEO/President or equivalent Regional Economic Government Area executive position of the relevant development or Business covered by the organisation with a nominated proxy holding Groups LBF an executive position within the said organisation*. Cross-Regional Industry 3 Representation from non-resource sector Organisation industries that are able to represent multiple regions by nature of operation including but not limited to- • Agriculture • Construction • Diversity • Education • Regional Development Australia • Tourism Nominated representative from organisations within each industry is in a position of enough seniority to truly represent the interests of the organisation in all decision making in this forum. * See terms of appointment

1.7 Terms of Appointment

Membership shall be established utilising expression of interest process for terms of two years with a possible one-year extension. Consideration will always be given to LBF and LBFAC continuity when rotating or changing membership therefore staggered terms of appointment for members will be sought in the initial formulation of the committee. Further to this, there is the ability to apply a plus or minus three months to any individual term whilst rotation is being accommodated. Page 6 of 16 Page 218

Phone 1800 536 663 Email [email protected] Web www.localbuyingfoundation.com.au

Membership will be awarded to an organisation, not an individual, which means that if the individual no longer holds the position for which they were accepted as a member through election or change of role then they are no longer entitled to hold the role on LBFAC. Individuals that do not represent an organisation but have regional significance or offering may be considered.

BHP’s nominated representative/s will hold the position of Founding Member and must be holding a position within BHP that accommodates relevant decision making as well as affording representation of the interests of BHP in this forum.

Potential members must-

• Demonstrate clear independence in decision making; • Demonstrate the ability to represent the organisation they claim as representing including the holding of a position that entitles membership; • Demonstrate a significant offering to this forum in the form of regional impact; • Demonstrate that they have not been precluded through past activity from holding a position that influences the distribution of funds in an ethical manner; and • Declare all or any conflict of interest current or potential conflict of interest that may affect decision making.

1.8 Meetings and Sub-Committees

Meetings will be held on the basis of at least one every three - six calendar months with, on occasion, the formation of sub-committees based on expertise, knowledge and lack of perceived bias to primarily assess applications for funding to be decided upon by the LBFAC at said meetings. Sub- committees may meet more regularly to allow reporting to the main LBFAC.

1.9 Quorum

A quorum shall be half of the LBFAC members being present with the consideration that the Chair by nature of the role may exercise their casting vote to ensure quorum requirements are met.

1.10 Retirement or Resignation of Members

A person will cease to be a member and therefore cease to represent the Foundation in any manner when they-

• Resign in writing to the Chair providing adequate notice to ensure continuity where appropriate of decision making;

• No longer hold the position or are employed by the representative organisation as originally nominated;

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Phone 1800 536 663 Email [email protected] Web www.localbuyingfoundation.com.au

• No longer resides within the operational area and/or no longer is able to fulfil the original reasons for membership acceptance;

• Absents themselves without justification from two consecutive meetings and/or fails to complete required duties pertaining to the membership during a continuous six-month period thus affording the Chair the consideration of the seat being vacated;

• Becomes incapable due to injury; illness or mental health reasons of managing their own affairs;

• Is prohibited by law from being a director, or disqualified from acting as a Trustee by virtue of Section 72 of the Charities Act 1993 (or any statutory re-enactment or modification of that provision) albeit that membership does not indicate that a person is a Director or Trustee for the purposes of membership; and

• Mis-represent, defame or publicly question the decisions, actions and principles of the LBF and/or LBFAC or its representatives. 1.11 Conflicts of Interest

A conflict of interest is deemed as a situation in which a member or C-Res Director has competing interests or loyalties and/or a member whose personal interests’ conflict with his/her position on the LBFAC.

These may arise when-

• A member has an interest either personal or business-related to a decision being considered by the LBFAC or its distribution of funding.

Management of conflict of interest-

• Any interests of the LBFAC members in proposals or transactions relating to the Foundations operations be declared in advance;

• Upon declaration, consideration be given by the Chair as to the level of conflict and whether abstaining from discussion/decision process is required and/or removal from proceedings during that consideration; and

• A register of interests and conflicts of interests be maintained and regularly updated. 1.12 Conflicts Management

Whilst robust discussion and representation of opinions are welcomed the value of respect for individual difference is required by all members.

All conflicts will be managed under the principles of natural justice and where appropriate and applicable to decision making will be managed under majority rule.

All disputes will be managed according to the LBP Service Agreement as administered between C- Res and BHP.

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Phone 1800 536 663 Email [email protected] Web www.localbuyingfoundation.com.au

1.13 Access to Independent Advice

The Chair may provide or have provided access to independent advice regarding any matter as they see appropriate and cannot refuse a reasonable request for said independent advice.

1.14 Induction and Continuous Training

New members will be inducted into their roles as Members and will sign acceptance of the Charter as a requisite document for compliance and membership.

Existing and or continuing members will be refreshed and/or updated on the membership requirements annually.

1.15 Media Representation and Liaison

In relation to a liaison at any level with media including social media, all LBFAC Members will agree that no member can speak to the media or represent the views of any member, the LBFAC, BHP or C-Res in any form of media that can be directly or indirectly accessed by fair means or foul without prior approval from the Chair. In relation to BHP, approval is required from the Founding member.

1.16 Performance Review

The LBFAC will undertake a regular review of internal controls which will form part of the Foundation’s Annual Review process. If desired the LBFAC may choose to engage an external party to conduct the review but whilst considered the best practice to do so is not required to on every occasion for review.

1.17 Annual Review

An annual review will be undertaken utilising the previous financial years' activities and deliverables, and a subsequent priority list will be formulated to drive decisions in the coming year. This review will be undertaken by C-Res and presented for consideration by the LBFAC. In addition, the LBFAC may determine additional programs/projects/initiatives that are to be considered. A public summary will be made available.

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2. Funding and Decision Making

2.1 LBF Funding Categories

The following categories will be used for funding considerations that are in alignment with the LBF Statement of Intent and economic planning principles. The categories reflect the intent of the LBF whilst taking into consideration the priorities of the regions where the LBF operates.

Business and Industry Innovation

Industry Developing the Promotion and Workforce of the Economic Development Future Local Buying Foundation Funding Categories Micro-business Indigenous and SME Economic Capacity- Development building

Sponsorship of Business Awards, Conference and Events

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1. Business and Industry Innovation This category focuses on funding proposals which seek to deliver ‘innovation infrastructure and services’, including facilities, resources and services used by researchers, educators, business and industry to conduct research and foster innovation. This includes facilities such as shared workspaces, ‘maker spaces’ and business incubators, accelerators and programs where research, knowledge and data can be connected with entrepreneurial ideas to grow high-value and innovative businesses.

2. Developing the Workforce of the Future Businesses need access to workers with appropriate skills, and human capital is one of the most important inputs to economic activity. Australia’s economy is becoming increasingly reliant on knowledge-intensive jobs focused on ideas and problem-solving. At the same time, the nature of employment is changing, with many jobs relying on both manual and cognitive skills which complement automated, technology-driven production processes. This category is focused on funding applications for proposals which are aimed at helping regional economies to equip themselves with the skills, knowledge and capabilities required to adapt to new economic opportunities as they arise and to thrive in a constantly changing environment. It is focussed on workforce planning and development programs and education and training initiatives which will build workforce capacity by addressing the skills needed to equip the workforce of the future.

3. Indigenous Economic Development This category is focused on funding proposals which seek to promote economic development by facilitating the involvement of Indigenous people in employment, business, asset and wealth creation in the communities and regions where they live. This includes initiatives which seek to provide opportunities for Indigenous people to access business and workforce development.

4. Micro-business and SME Capacity-building This category is focused on initiatives that will serve to facilitate the development of basic business knowledge and business capabilities and enhance the innovative and productive capacity of local industry. It is focussed on the delivery of programs which provide information on and access to business support services; basic business training and business planning; or information on programs that facilitate access to finance to help establish and grow commercially-viable small and medium-sized businesses.

5. Industry Promotion and Economic Development This category is focussed on funding proposals which seek to build on the local region’s comparative and competitive advantages, to help emerging and expanding industries to develop and grow. It includes, for example, the preparation of local / regional economic development strategies, industry- specific planning studies and strategies, regional industry marketing plans and industry investment prospectus materials or investment attraction strategies.

6. Sponsorship This category is focused on continuing the Local Buying Foundation’s support for local business events, awards and conferences which occur on an annual basis and which do not need to complete the full application /approval process.

Funding limits can be applied for each category which is dependent on each LBF financial capacity and project needs in the regions the LBF operates.

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To support these targeted categories -

A. Funds will be allocated to grantees via competitive funding rounds whereby an application for funding is submitted utilising information as provided on the LBF website which includes eligibility criteria. The allocation of funding will be endorsed for approval by a majority vote of the LBFAC with consideration for alignment to the Foundation’s principles, objectives and criteria.

B. Funds will also be allocated based on the LBFAC recommendations that identify strategic projects and programs aligned with the statement of intent and the economic development planning principles which underpin it. These may be competitive or non-competitive, depending on whether the LBFAC decides to grant an exemption for organisations that are a clear or logical choice to deliver a particular project or program. Members may submit proposals for consideration in line with the decision-making framework however in line with their membership responsibilities are not allowed to participate in, lobby or coerce other members regarding the decision-making process.

The LBFAC and the Foundation will operate on a minimum six-monthly funding review cycle. As appropriate the LBFAC may remove funding rounds or add additional funding opportunities. It has the flexibility of decision making to fund projects of any scale. C-Res will provide a summary of eligible funding applications for each quarterly meeting within the LBFAC meeting material.

2.2 Project Assessment

All projects to be considered must meet the minimum specified criteria (see section 2.3).

The LBFAC will ensure, by whatever means deemed required, that all recipient organisations or individuals-

• Are of reputable standing;

• Are financial stable and have the capacity to deliver on all aspects of the proposed project/program;

• Have a proven track record of achievement and project management capability to deliver the proposed project/program;

• Provide accurate and satisfactory information initially and subsequently if required in relation to the proposed project/program outcomes or delivery of same; and

• Can demonstrate support by, or considerable benefit for, the community in which they intend to deliver.

Applications can also be assessed in accordance with BHP’s Charter of Values including:

Sustainability; Integrity; Respect; Performance; Simplicity and Accountability.

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2.2.1 Pre-Qualified Organisations

An annually reviewed data base of pre-qualified organisations in each region covered by the LBFAC will be compiled in order to streamline the application process for organisations that have delivered an event or service previously. This list does not guarantee funding to said organisation.

2.2.2 Selection Criteria

Project Definition

Every project will be supported by evidence that shows that is viable from both a financial and deliverable basis. The complexity of documentation will vary according to the complexity of the project however must at the very least include all elements of a standard business plan. Therefore, they should include-

1. Purpose of project or activity. 2. Feasibility including financial performance. 3. Goals and objectives current and future. 4. Weaknesses and threats analysis.

Project Readiness Projects that are ready to proceed within the timeframes of funding approval will have preference over projects that require further approvals or design and capability assessment. Therefore, documentation should include-

1. Documentation of partnerships or collaborations that support the success of the project;

2. All requisite approvals as appropriate;

3. A firm commencement and completion date including factors that may affect this such as weather;

4. Project dependence on other projects or activities;

5. Project dependence on delivery of goods and services by third parties; and

6. General risk mitigation strategy.

Regional Support Good projects don’t happen in isolation they have a broader mutual benefit. As a result, projects should be able to clearly articulate segment benefit and support including how it may integrate into the greater area of influence as chartered under the LBF.

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Funding in Partnership There are many funding sources available for worthy projects and often joint or leveraged funding including seed funding of projects with regional significance should be considered. Therefore, projects should-

1. Provide evidence at least of exploration of opportunities for funding now and in the future.

2. Clearly outline any on-going funding requirements that may affect the results of the project.

3. Demonstration of value for money and clear total cost.

4. Value of contribution by status partners whether a direct or in-kind contribution.

Applications must also meet the minimum standard for consideration of-

• The need/opportunity that the project seeks to address; • The goals and specific outcomes and objectives of the arrangement; • A project plan including timelines; • A marketing and communications plan including how the LBF is to be acknowledged; • Budget and key performance indicators; and • Evaluation methodology.

In addition to alignment with the Foundations strategic intent and the underpinning economic development planning principles, proposals will be assessed according to the following-

1. Impact - number of people and/or size of the area directly impacted/affected/benefitted by the proposal whether that be immediate or through scalability in consideration of a pilot. 2. Sustainability - the ability for the results to be sustained or be self-sustaining; be replicable or have long term impact on the community as a whole. 3. Cost-Effectiveness - pass a cost-benefit analysis type of scrutiny particularly in relation to outcomes versus administration and the leveraging of other funding sources. 4. Alignment and Practicality - programs are aligned with the principles and key result areas of the LBF. 5. Project Agility/Flexibility - ability to respond to changing needs, strategies and risk mitigation. 6. Reputational Advantage and Exposure - the initiative builds a positive reputation and gives good exposure and recognition to LBF. Decision making and voting results will not be made public.

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3. Reporting, Monitoring and Evaluation

3.1 Reporting

3.1.1 Application Documentation

Only applications that are received through the LBF website and are considered complete through that process will be considered. A preliminary assessment against process and selection criteria will be conducted to ensure that LBFAC meeting time is maximised for productivity.

Pre-assessment may/will be done by committee or whole of membership prior to the scheduled meeting dependent on nature and complexity of the application.

*Note that the meeting is for funding decision making, not individual assessment purposes.

Any out of cycle funding decisions will be determined by Flying Minute whereby the Chair makes a recommendation to the Advisory Committee for final approval and payment authority.

3.1.2 Project Reporting

It will be a condition of funding that all approved programs, projects and initiatives report on their outcomes and results. Project deliverables will be identified in the Annual LBF Report prepared by C- Res and captured through an annual survey to ensure LBF is meeting its objectives.

3.1.3 Management Reporting

A quarterly project report will be provided to members to ensure that previously approved projects are progressing as per agreed timeframes, KPIs and outcomes. This will be presented geographically and regionally.

3.2 Monitoring and Evaluation

3.2.1 Post Project Evaluation

Funding recipients are required to complete a post-program evaluation form which is available on the website and is collated and used by C-Res to assess program effectiveness annually.

3.2.2 Financial Evaluation and Audit

C-Res will conduct/facilitate an annual audit through a recognised audit partner to assess the effectiveness and appropriateness of activity during the year. This will also assess internal controls for risk mitigation.

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4. Supporting Information

4.1 Economic Development Planning Principles

The Local Buying Foundation’s Economic Development Planning Principles: In encouraging business innovation, the development of workforce skills, industry diversification and new investment in the regions where it operates, the Local Buying Foundation supports initiatives and proposals which:

o Support entrepreneurship and innovation in current and emerging industries including, but not limited to food and agri-business, advanced manufacturing, professional services, the creative industries, education, health and tourism.

o Facilitate or promote opportunities for value-added economic activities which target existing, new and emerging markets.

o Support industry adaptation and the capacity of businesses to respond to issues and opportunities concerning climate change and water security.

o Support economic diversification and the growth of ‘knowledge-intensive’ industry activities.

o Support micro and small-to-medium sized enterprises (SMEs) to build their productive capacity through business training, workforce development, research and innovation.

o Address local workforce capacity through the development of skills to serve the workforce of the future in line with the requirements of existing and emerging industries.

o Encourage Indigenous economic development through initiatives which provide opportunities for Indigenous people to access education, training and employment in the communities where they live.

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Transport & Main Roads and Local Government Roads and Transport Alliance

TMR Central Queensland TMR Mackay / Whitsunday

BOWEN BASIN Regional Roads and Transport Group and Technical Committee

CONSTITUTION 7 September 2018

Banana Shire Council Central Highlands Regional Council Isaac Regional Council Woorabinda Aboriginal Shire Council Department of Transport and Main Roads (Central Queensland) Department of Transport and Main Roads (Mackay/Whitsunday)

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Bowen Basin Regional Roads and Transport Group and Technical Committee Constitution

TABLE OF CONTENTS

1 PREAMBLE 3

2 OPERATIONAL ARRANGEMENTS FOR THE REGIONAL ROADS & TRANSPORT GROUP 4 2.1 MOA and Operational Guidelines 4 2.2 Responsibilities 4 2.3 Membership 4 2.3.1 Members 4 2.3.2 Representation 4 2.3.3 Membership 5 2.3.4 Withdrawal 5 2.3.5 Observers 5 2.4 Office Bearers 5 2.4.1 Chair 5 2.4.2 Deputy Chair 5 2.4.3 Filling of Vacancies 5 2.4.4 Term of Office 5 2.5 Meetings 5 2.5.1 Frequency 5 2.5.2 Dates 5 2.5.3 Notices 6 2.5.4 Agenda 6 2.5.5 Minutes 6 2.5.6 Objectives and Milestones 6 2.6 Decision Making 6 2.6.1 Consensus 6 2.6.2 Voting 6 2.6.3 Proxy 6 2.6.4 Quorum 6 2.6.5 Issue Resolution 6 2.7 Secretariat Services 7 2.7.1 Role 7 2.7.2 Appointment 7 2.7.3 Term 7 2.8 Funding 8 2.8.1 Roads and Transport Alliance TIDS 8 2.8.2 Administration Funds 8 2.9 Communication 8 2.9.1 Spokesperson 8 2.9.2 Funding Announcements on the LRRS Network 8

3 OPERATIONAL ARRANGEMENTS FOR THE TECHNICAL COMMITTEE 9 3.1 Responsibilities 9 3.2 Membership 9 3.2.1 Representation 9 3.2.2 Advisors / Observers 9 3.3 Office Bearers 9 3.3.1 Chair 9 3.3.2 Deputy Chair 10 3.3.3 Filling of Vacancies 10 3.3.4 Term of Office 10 3.4 Meetings 10 3.4.1 Frequency 10 3.4.2 Dates 10 3.4.3 Notices 10 3.4.4 Agenda 10 3.4.5 Minutes 10 3.4.6 Objectives and Milestones 10 3.5 Decision Making 11 3.5.1 Consensus 11 3.5.2 Voting 11 3.5.3 Proxy 11 3.5.4 Quorum 11 3.5.5 Issue Resolution 11

4 ALTERATION OF CONSTITUTION 12 4.1 Alteration 12 4.2 Resolution 12 4.3 Notice 12

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1. PREAMBLE

The Roads and Transport Alliance is a cooperative governance arrangement between the Department of Transport and Main Roads (TMR), the Local Government Association of Queensland (LGAQ) and Queensland local governments to invest in and regionally manage the Queensland transport network. Established in 2002, the Roads and Transport Alliance was formed to jointly address shared road and transport challenges and deliver improved value from all available resources. The principles and governance arrangements for the operation of the Roads and Transport Alliance are established in the Memorandum of Agreement (MOA) between TMR and LGAQ on behalf of Queensland local governments.

• The MOA (and supporting Operational Guidelines) establishing the original Roads Alliance was signed on 28 August 2002 for the 5 year period from 2002 to 2007. • In response to local government reform the MOA was extended in August 2007 for a 12 month period to August 2008. • Following this extension, a new MOA was signed on 2 September 2008 extending the Roads Alliance for the 5 year period from 2008 to 2013. • New Operational Guidelines were drafted in September 2011. • A new MOA (and supporting Operational Guidelines) was signed on 31 July 2013 extending the Roads and Transport Alliance for the 5 year period from 2013-2018. • Name changes from "Roads Alliance" to "Roads and Transport Alliance" and "Regional Roads Group" to "Regional Roads and Transport Group" were effected on 31 July 2013.

The objectives of the Roads and Transport Alliance are to:

• Maximise the economic, social and environmental benefits of TMR and local government joint investments in the state’s transport network. • Achieve maximum efficiencies through joint and innovative approaches to road stewardship, network planning, program development, purchasing and resource sharing. • Improve road management and delivery capability through increased training, advanced technology and knowledge transfer. • Optimise safety for all road users. • Maximise the investment by all parties on the Queensland transport network.

The Roads and Transport Alliance may address any transport-related issue involving TMR and local governments but is particularly focused on that portion of the state’s road network known as the Local Roads of Regional Significance (LRRS). Within the state road network, many state-controlled regional roads and local government-controlled higher-order roads perform similar functions. The LRRS network has been identified to promote improved planning, management and investment strategies on these comparable roads.

TMR provides funding support to local governments for transport related initiatives through the Transport Infrastructure Development Scheme (TIDS). TIDS funds are generally expected to be matched by local governments.

Regional Roads and Transport Groups (RRTG) are the primary decision-making bodies of the Roads and Transport Alliance. RRTGs are based on existing relationships taking into consideration economic, social, environmental and geographic characteristics of a region, which serve to influence the planning and management of the regional road network and the services provided by that network.

This document represents the Constitution of the Bowen Basin Regional Roads and Transport Group (including its Technical Committee).

A summary of acronyms used in this document are shown below

LGAQ Local Government Association of Queensland LRRS Local Roads of Regional Significance MOA Memorandum of Agreement JP&RS Joint Purchasing and Resource Sharing RRTG Regional Roads & Transport Group TIDS Transport Infrastructure Development Scheme TMR Department of Transport & Main Roads (Queensland)

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2. OPERATIONAL ARRANGEMENTS FOR THE REGIONAL ROADS & TRANSPORT GROUP

2.1 MOA and Operational Guidelines

The MOA and Operational Guidelines provide the basis for the governance and operational procedures adopted by the Bowen Basin RRTG. This Constitution is consistent with the MOA and Operational Guidelines.

2.2 Responsibilities

RRTGs are responsible for:

• Managing the TIDS program and its investment on the regional transport network. • Determining the LRRS network and notifying the Roads and Transport Alliance Board of changes to the network. • Determining and approving the long-term investment strategies for the region’s LRRS network. • Ensuring local governments’ commitment to the transport network in real terms is maintained and any additional state funding over and above this commitment is matched with local government funds. • Ensuring that the rolling four-year works program is submitted annually to the appropriate TMR regional office(s) by February of each year. • Planning and reporting improvement in the capacity and coordination in four key road stewardship capabilities: asset management, program development, road safety and joint purchasing and resource sharing (JP&RS). • Ensuring the annual TIDS allocation is spent in accordance with the TIDS Policy. • Any other roads or transport responsibility deemed appropriate, beneficial and a priority for the region.

2.3 Membership

2.3.1 Members

The Bowen Basin RRTG comprises:

• Banana Shire Council • Central Highlands Regional Council • Isaac Regional Council • Woorabinda Aboriginal Shire Council • Department of Transport & Main Roads – Central Queensland Region • Department of Transport & Main Roads – Mackay / Whitsunday Region

The Central Queensland region shall be the lead Department of Transport & Main Roads region for the Bowen Basin RRTG.

2.3.2 Representation

Each local government that is a member of the RRTG must nominate two (2) elected members as their delegates on the RRTG. If the nominated delegates are unable to attend meetings of the RRTG, the local government will appoint another elected member/s as their alternate delegate.

Each TMR region that is a member of the RRTG must nominate one (1) delegate each on the RRTG. The TMR delegates shall be the Regional Directors or designated District Directors of each region. If the Regional Director/s or District Director/s are unable to attend meetings of the RRTG, the Regional Director/s or District Director/s will appoint a senior officer as his/her alternate delegate.

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2.3.3 Membership

All applications for membership must be in writing and directed to the Chair of the RRTG. The RRTG is responsible for approving applications for membership.

The Roads and Transport Alliance Board shall endorse the inclusion of new members of an RRTG.

2.3.4 Withdrawal

A member local government may withdraw at anytime from the RRTG, however, the withdrawing member must honour any Roads and Transport Alliance commitments previously made by that member.

2.3.5 Observers

All members of the RRTG shall be entitled to have in attendance at each meeting of the RRTG one observer to act as advisor.

Non-member local governments may attend RRTG meetings in observer status with the agreement of members. Observers are not entitled to vote but may address the RRTG with the agreement of members.

2.4 Office Bearers

2.4.1 Chair

The RRTG will elect a Chair to conduct RRTG meeting proceedings and to control and arrange the affairs of the RRTG.

2.4.2 Deputy Chair

The RRTG will elect a Deputy Chair who shall conduct proceedings in the Chair’s absence. The Deputy Chair will be a delegate from an alternative member to that of the Chair.

2.4.3 Filling of Vacancies

Where a vacancy of office occurs the RRTG, at its next meeting subsequent to the vacancy occurring, will by resolution appoint a delegate to fill the vacancy.

2.4.4 Term of Office

The Chair and Deputy Chair for the RRTG will be appointed for a one (1) year term and may seek re-election.

2.5 Meetings

2.5.1 Frequency

Meetings are to be held at least two (2) times per year. Any member may request the Chair to convene additional meetings.

The Chair shall have the discretion to call a meeting or not call a meeting provided that if 3 or more members request a meeting to be called, the Chair will call a meeting within 30 days of such request.

2.5.2 Dates

A schedule of meeting dates and venues is to be agreed to by RRTG members for a twelve-month period.

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2.5.3 Notices

A Notice of Meeting is to be sent to all Members at least ten (10) days prior to the meeting date. This Notice of Meeting will include a call for agenda items to be lodged with the Chair.

2.5.4 Agenda

A meeting agenda is to be compiled and distributed at least seven (7) days prior to the date of the meeting.

2.5.5 Minutes

Minutes of meetings are to be prepared by the Secretariat and sent to all members within fourteen (14) days of each meeting.

2.5.6 Objectives and Milestones

Meetings should be built around the following milestones and objectives:

• Consideration and submission of the annual four-year works program and other TIDS-funded programs under the management of the RRTG. • Review and endorsement of changes to the LRRS network recommended by the Technical Committee. • Review and endorsement of updates to the investment strategies for the LRRS network recommended by the Technical Committee. • Consideration, approval and monitoring of the progress made on actions in the Capability Agreement and Action Plan. • Provision of the Technical Committee’s report against these actions to the Roads and Transport Alliance Board. • Endorsement of the Capability Report and provide to the Roads and Transport Alliance Board by end August each year. • Discussion on other road and transport matters of regional significance raised by RRTG members from time to time.

2.6 Decision Making

2.6.1 Consensus

All decisions in the first instance should be achieved via consensus. Where a consensus is not reached, the RRTG will vote to resolve the issue.

2.6.2 Voting

Each member in attendance at the meeting of the RRTG is entitled to one vote. In the event of an equality of votes on any issues, the Chair may exercise a second or casting vote.

2.6.3 Proxy

Where a member’s delegate/s are unable to attend an RRTG meeting, a proxy may be nominated. The member nominating a proxy is required to advise the Chair.

2.6.4 Quorum

A quorum shall comprise half plus one of all members of the RRTG.

2.6.5 Issue Resolution

Where issues cannot be satisfactorily and expeditiously resolved the following principles will apply to the issue resolution process:

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• Issues are to be resolved at the lowest possible level (preferably within RRTGs). • At each level, the issue must be resolved or passed to the next highest level within a reasonable timeframe. • Issues are to be dealt with in an expeditious manner within the spirit of the Roads and Transport Alliance.

Timeframe – Example Issues Level of Final Review working days (not exhaustive) Consideration Group (guide only) RRTG and if Issues between local required the Roads and Transport Governments within a RRTG Roads and Transport 5 Alliance Board Alliance Project Team

Roads and Transport Roads and Transport Issues between RRTGs Alliance Project Team 10 Alliance Board

Issues between TMR and local governments with respect to the performance and standard of the LRRS Roads and Transport Roads and Transport network or other transport Alliance Project Team 10 Alliance Board assets as well as funding and demarcation of responsibility issues.

2.7 Secretariat Services

2.7.1 Role

The RRTG will appoint a Secretariat to provide the following services to the RRTG and the Technical Committee if necessary:

• Minute and record the appointment of Chairs, Deputy Chairs and members of the RRTG and Technical Committee. • Keep minutes and records of the names of member delegates of the RRTG and Technical Committee present at meetings. • Prepare agendas for meetings of the RRTG and Technical Committee. • Make necessary arrangements for meetings of the RRTG and Technical Committee. • Enter into such correspondence as may be required from time to time by the RRTG and Technical Committee. • Undertake the general administration of the business of the RRTG and Technical Committee. • Perform such duties and functions as determined by the RRTG and Technical Committee in accordance with these Rules and inform the Chair regularly of all relevant activities. • Coordination of member TIDS funding applications for capability development.

2.7.2 Appointment

The RRTG will appoint a Secretariat by resolution.

2.7.3 Term

The Secretariat for the RRTG will be appointed for a one (1) year term and may seek re-appointment.

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2.8 Funding

2.8.1 Roads and Transport Alliance TIDS

The RRTG will receive a single annual allocation of Roads and Transport Alliance TIDS funds determined by the Roads and Transport Alliance Board. The RRTG is required to allocate this Roads and Transport Alliance TIDS funding allocation in a regionally prioritised two-year fixed, two-year indicative continuous works program, consistent with the TMR QTRIP development cycle. Projects eligible for Roads and Transport Alliance TIDS funding include, but are not limited to:

• The construction or upgrade of the LRRS network, higher order state- controlled roads and other local government-controlled roads (RRTGs may allocate up to 20% of their Roads and Transport Alliance TIDS to the highest regionally prioritised projects on non-LRRS local government-controlled roads). • The development of local government on-road cycle facilities, off-road cycleways, shared paths and crossing provisions. • The provision/upgrade of road and transport infrastructure that improves the safety of children travelling to and from school, bus and passenger set-down and parking areas at existing schools and safety measures on rural school bus routes aimed at ensuring the safe operation of school buses. • Enhancements to the safety and accessibility of airports. • The improvement of RRTG performance in core Roads and Transport Alliance functions (asset management, program development, JP&RS and road safety).

2.8.2 Administration Funds

The administration funds of the RRTG shall be managed by the member local government / TMR region of the Chair.

2.9 Communication

2.9.1 Spokesperson

The Chair will be the official spokesperson for the RRTG.

2.9.2 Funding Announcements on LRRS Network

For announcements with regard to project approvals, the arrangements will be as follows:

• Where there is an announcement of project approval for work to be undertaken on a state-controlled road, TMR will make the announcement. • Where there is an announcement of project approval for work to be undertaken on a local government-controlled road, the relevant local government will make the announcement.

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3. OPERATIONAL ARRANGEMENTS FOR THE TECHNICAL COMMITTEE

3.1 Responsibilities

Technical Committees are responsible for:

• Providing recommendations on the composition of the LRRS network and notifying the RRTG of any proposed changes. • Developing and regularly reviewing the long-term investment strategies on the LRRS network and submitting them to the RRTG for discussion and approval. • Adopting program development tools and practices that enable regional allocation and prioritisation of the investment on the LRRS network. • Proposing, prioritising and finalising the draft annual four-year works program and other RRTG managed TIDS-funded programs for approval by the RRTG. • Monitoring expenditure on TIDS-funded projects, ensuring TIDS claims are submitted and processed in a timely manner, and keeping the RRTG informed of progress throughout the year. • Developing and regularly reviewing a Capability Agreement and Action Plan to continually improve the RRTG’s capability in asset management, program development, road safety and JP&RS, and reporting against these actions to the RRTG and Roads and Transport Alliance Board. • Ensuring timely execution of the actions in the Capability Agreement and Action Plan. • Providing recommendations to the RRTG for decision-making in general on any other roads or transport responsibility deemed appropriate, beneficial and a priority for the region.

3.2 Membership

3.2.1 Representation

Each local government that is a member of the RRTG may nominate up to two (2) senior engineering staff representatives as their delegates on the Technical Committee. If the nominated delegates are unable to attend meetings of the Technical Committee, the local government will appoint another engineering staff representative as their alternate delegate.

Each TMR region that is a member of the RRTG must nominate one (1) senior staff representative each as their delegate on the Technical Committee. If the nominated delegate is unable to attend meetings of the Technical Committee, the TMR region will appoint another senior staff representative as their alternate delegate.

3.2.2 Advisors / Observers

Other member local government and TMR staff may attend Technical Committee meetings as advisors / observers.

Non-member local governments may attend Technical Committee meetings in observer status with the agreement of members.

Advisors / observers are not entitled to vote but may address the RRTG with the agreement of members.

3.3 Office Bearers

3.3.1 Chair

The Technical Committee will elect a Chair to conduct Technical Committee meeting proceedings and to control and arrange the affairs of the Technical Committee.

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3.3.2 Deputy Chair

The Technical Committee will elect a Deputy Chair who shall conduct proceedings in the Chair’s absence. The Deputy Chair will be a delegate from an alternative member to that of the Chair.

3.3.3 Filling of Vacancies

Where a vacancy of office occurs the Technical Committee, at its next meeting subsequent to the vacancy occurring, will by resolution appoint a delegate to fill the vacancy.

3.3.4 Term of Office

The Chair and Deputy Chair for the Technical Committee will be appointed for a one (1) year term. Where a vacancy of office is filled mid-term under 3.3.3, the new term shall be for the balance of the original one (1) year term. The office of Chair and Deputy Chair may be rotated between local government and TMR members of the Technical Committee.

3.4 Meetings

3.4.1 Frequency

Meetings are to be held at least two (2) times per year. These Meetings will generally precede the RRTG meetings to allow technical recommendations to be presented to the RRTG meeting.

Any member may request the Chair to convene additional meetings. The Chair shall have the discretion to call a meeting or not call a meeting provided that if 3 or more members request a meeting to be called, the Chair will call a meeting within 30 days of such request.

3.4.2 Dates

A schedule of meeting dates and venues is to be agreed to by Technical Committee members for a twelve-month period.

3.4.3 Notices

A Notice of Meeting is to be sent to all members at least ten (10) days prior to the meeting date. This Notice of Meeting will include a call for agenda items to be lodged with the Chair.

3.4.4 Agenda

A meeting agenda is to be compiled and distributed at least seven (7) days prior to the date of the meeting.

3.4.5 Minutes

Minutes of meetings are to be prepared by the Secretariat and sent to all members within fourteen (14) days of each meeting.

3.4.6 Objectives and Milestones

Meetings should be held to allow the Technical Committee to:

• Annually develop the four-year works program and other TIDS-funded programs under the management of the RRTG, from approximately August to January, including the proposal of projects, their prioritisation and the submission of a recommended program to the RRTG.

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• Review and update the LRRS network as required by the region’s circumstances. • Review and update investment strategies for the LRRS network as required by the region’s circumstances. • Monitor program delivery and TIDS claims and manage expenditure target requirements. • Nominate, and when approved, execute opportunities for capability improvement in asset management, program development, road safety, and JP&RS. • Implement the actions in the Capability Agreement and Action Plan. • Prepare an annual capability assessment report on the progress made and challenges encountered over the previous financial year in implementing the Capability Agreement and Action Plan for RRTG endorsement to the Roads and Transport Alliance Board. • Discuss other road and transport matters of regional significance raised by members as required.

3.5 Decision Making

3.5.1 Consensus

All decisions in the first instance should be achieved via consensus. Where a consensus is not reached, the views/comments of all Technical Committee members, whether in agreement or dissenting, will be comprehensively documented in the minutes of the meeting for the information of the RRTG who will then seek to resolve the issue by consensus or vote.

3.5.2 Voting

Each member in attendance at the meeting of the Technical Committee is entitled to one vote. In the event of an equality of votes on any issues, the Chair may exercise a second or casting vote.

3.5.3 Proxy

Where a member’s delegate/s are unable to attend a Technical Committee meeting, a proxy may be nominated. The member nominating a proxy is required to advise the Chair.

3.5.4 Quorum

A quorum shall comprise half plus one of all members of the Technical Committee.

3.5.5 Issue Resolution

Where issues arise, they should be resolved at the Technical Committee level. Where issues cannot be resolved in a satisfactory and expeditious manner the issue will be escalated to the RRTG for resolution.

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4. ALTERATION OF THE CONSTITUTION

4.1 Alteration

These rules may be repealed, altered, amended or added to at an RRTG meeting by resolution.

4.2 Resolution

Such resolution must be passed by votes equal to two-thirds (2/3) of the total voting entitlement of all members (present or not).

4.3 Notice

Notice of the proposed repeal, alteration, amendment or addition must be given to the Chair and distributed to members with the agenda for the next meeting of the RRTG.

Page 240 Page 12 of 12

CONSTITUTION

IA33884

A.B.N. 58 315 024 718

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Contents

MODEL RULES ...... 1

NAME ...... 2

OBJECTS ...... 2

POWERS ...... 3

CLASSES OF MEMBERS ...... 3

MEMBERSHIP ...... 4

MEMBERSHIP FEES ...... 5

ADMISSION AND REJECTION OF MEMBERS ...... 5

WHEN MEMBERSHIP ENDS ...... 5

APPEAL AGAINST REJECTION OR TERMINATION OF MEMBERSHIP ...... 6

SECRETARY ...... 7

MEMBERSHIP OF MANAGEMENT COMMITTEE ...... 8

ELECTING THE MANAGEMENT COMMITTEE ...... Error! Bookmark not defined.

RESIGNATION OR REMOVAL FROM OFFICE OF MANAGEMENT COMMITTEE MEMBER ...... 8

VACANCIES ON MANAGEMENT COMMITTEE ...... 8

FUNCTIONS OF MANAGEMENT COMMITTEE ...... 9

MEETINGS OF MANAGEMENT COMMITTEE ...... 10

DELEGATION OF MANAGEMENT COMMITTEE POWERS ...... 11

ACTS NOT AFFECTED BY DEFECTS OR DISQUALIFICATIONS...... 11

RESOLUTIONS OF MANAGEMENT COMMITTEE WITHOUT MEETING ...... 12

FIRST GENERAL MEETING...... 12

FIRST ANNUAL GENERAL MEETING ...... 12

SUBSEQUENT ANNUAL GENERAL MEETINGS ...... 12

BUSINESS TO BE CONDUCTED AT ANNUAL GENERAL MEETING ...... 13

SPECIAL GENERAL MEETING ...... 13

NOTICE OF GENERAL MEETING ...... 13

QUORUM FOR, AND ADJOURNMENT OF, GENERAL MEETING ...... 14 RULES

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WORDS AND EXPRESSIONS TO HAVE MEANING IN THE ACT

1. A word or expression that is not defined in these rules, but is defined in the Associations Incorporation Act 1981 (Qld) (the “Act”) has, if the context permits, the meaning given by the Act; and further:

(a) A reference to “Capricorn Region” is to the region known as Central Queensland, as identified by the Department of Communities, Queensland Government.

(b) A reference to “CPMG” is a reference to this incorporated association, Capricorn Pest Management Group Inc, Incorporated Association No 33884.

(d) A reference to “member representative” is a reference to any representative of a member entitled to vote.

(e) A reference to “person” is a reference to “person” as defined by the Acts Interpretation Act 1954 (Qld).

(f) A reference to "surplus assets" has the meaning given by section 92(3)of the Act.

(g) A “technical officer” is a person employed or contracted by a voting member who is not a member representative, but instead is a natural person who supports the voting member’s member representative (or member representatives).

(h) A “voting member” is a member entitled to vote.

NAME

2. The name of the incorporated association is the “Capricorn Pest Management Group”, hereinafter referred to, for convenience, as “CPMG”.

OBJECTS

3. The objects of the association are:

• To educate, coordinate and provide pest management training throughout the Capricorn Region; • To be recognised by all stakeholders as the major pest management and advisory group in the Capricorn Region; • To identify and coordinate strategic on-ground pest control activities in the Capricorn Region;

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• To develop incentive programs for stakeholders to encourage weed and pest/animal control actions; • To encourage and facilitate the development and implementation of pest management plans in the Capricorn Region • To have effective input into Commonwealth and State Government initiatives and policies to reduce the impact and improve the management of weeds and pests/animals in the Capricorn Region; • To facilitate the integration of pest management into natural resource management processes; • To have an advocacy role for stakeholders in pest/animal management issues; • To seek funding to support the activities/objectives of CPMG.

POWERS

4. (1) CPMG has all the powers of an individual.

(2) CPMG may, for example:

(a) enter into contracts; and

(b) acquire, hold, deal with and dispose of property; and

(d) do other things necessary or convenient to be done in carrying out its affairs.

(3) CPMG may take over the funds and other assets and liabilities of the present unincorporated association known as the “Capricorn Pest Management Group”.

(4) CPMG may also issue secured and unsecured notes, debentures and debenture stock for the association.

CLASSES OF MEMBERS

5. (1) The membership of the association shall consist of the following classes:

(a) ‘Ordinary’ members which are organisations established under legislation e.g. local government. Each ordinary member has only one vote.

(b) ‘Corporate’ members which are corporations or other bodies corporate or incorporated associations or companies limited by guarantee. Each corporate member has only one vote.

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member has no right to vote, but is able to receive information (e.g. newsletters, financials, minutes, etc) and may participate in the meetings/workshops/activities of the CPMG.

(d) ‘Honorary’ members which are natural persons which are appointed as honorary members by the voting members in general meeting from time to time. Each honorary member has no right to vote.

(e) ‘Partner’ members are incorporated associations, not for profit, companies limited by guarantee, corporations or other body corporates or organisations established under a legislation, subject to acceptance by the Management Committee. Each partner member only has one vote. No membership fee is payable by ‘partner members’, however partner members must, through funding or in kind support in each financial year, contribute to CPMG no less than the ‘Partner Fee’ which is set by the Management Committee and reviewed at each AGM. Local Governments are ineligible to become ‘Partner Members’.

(2) There is no limit to the number of members in each class.

AUTOMATIC MEMBERSHIP

6. (1) A member who, on the day the association is incorporated, was a member of the unincorporated association and who, on or before a day fixed by the management committee, agrees in writing to become a member of the incorporated association, must be admitted by the management committee to the same class of membership of the association as the member held in the unincorporated association.

(2) A member of the incorporated association who, before becoming a member, has paid the member's annual subscription for membership of the unincorporated association on or before a day fixed by the management committee, is not liable to pay a further amount of annual subscription for the period before the day fixed by the management committee as the day on which the next annual subscription is payable.

NEW MEMBERSHIP

(3) An applicant for membership of the association, other than the members of the unincorporated association mentioned in subsection (1), must be proposed by one (1) member of CPMG (the proposer) and seconded by another member (the seconder).

(4) An application for membership must be-

(a) in writing; and

(b) signed by the applicant and the applicant's proposer and seconder; and

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MEMBERSHIP FEES

7. (1) The membership fee for each class of membership:

(a) Is, subject to clause 5(1)(e), the amount determined by the management committee from time to time; and

(b) is payable when, and in the method, the management committee decides.

ADMISSION AND REJECTION OF MEMBERS

8. (1) If a majority of the management committee members present at the meeting vote to accept the applicant as a member, the applicant must be accepted as a member to the class of membership applied for.

(2) The management committee must consider an application for membership at the next meeting of the management committee held after it receives:

(a) the application; and

(b) the appropriate membership fee for the application (if any).

(3) The management committee must decide at the meeting whether to accept or reject the application.

(4) The secretary of CPMG, as soon as practicable after the management committee decides to accept or reject an application, give the applicant written notice of the decision.

WHEN MEMBERSHIP ENDS

9. (1) A member may resign by giving a written notice of resignation to the secretary.

(2) The resignation takes effect on: (a) the day and at the time the notice is received by the secretary; or (b) if a later day is stated in the notice, that later day.

(3) The management committee may terminate a member’s membership if the member -

(a) is convicted of an indictable offence; or

(b) does not comply with any of the provisions of these rules; or

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(d) engages in conduct considered by the management committee to be injurious or prejudicial to the character or interests of CPMG.

(4) Before the management committee terminates a membership, the management committee must give the member a full and fair opportunity to show why the membership should not be terminated.

(5) If, after considering all representations made by the member, the management committee decides to terminate the membership, the secretary of the management committee must give the member written notice of the decision.

APPEAL AGAINST REJECTION OR TERMINATION OF MEMBERSHIP

10. (1) A person whose application for membership has been rejected, or whose membership has been terminated, may give the secretary written notice of the person's intention to appeal against the decision.

(2) A notice of intention to appeal must be given to the secretary within one (1) month after the person receives written notice of the decision.

(3) If the secretary receives a notice of intention to appeal, the secretary must, within one (1) month after the day of receipt, call a general meeting to decide the appeal.

(4) At the general meeting, the applicant must be given a full and fair opportunity to show why the application should not be rejected or the membership should not be terminated.

(5) Also, the management committee members who rejected the application or terminated the membership must be given an opportunity to show why the application should be rejected or the membership should be terminated.

(6) An appeal must be decided by a vote of the members present at the meeting.

(7) If a prospective member whose application has been rejected does not appeal against the decision within one (1) month after receiving written notice of the decision, or the person appeals but the appeal is unsuccessful, the secretary must, as soon as practicable, refund the application fee paid by the person.

11. (1) The management committee must keep a register of members.

(2) The register of members must include the following particulars for each member-

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(a) the full name and business address of the member;

(b) the date of admission as a member;

(d) details about the termination or reinstatement of membership (if applicable); and

(e) any other particulars the management committee decide.

(3) The register must be open for inspection by members all reasonable times.

(4) A member may contact the secretary to arrange an inspection of the register. However, the management committee may, on the application of a member, withhold information about the member (other than the member’s full name) from the register available for inspection if the management committee has reasonable grounds for believing the disclosure of the information would put the member at risk of harm.

SECRETARY

12. (1) If CPMG has not elected an interim officer as secretary before its incorporation, the management committee must ensure a secretary is appointed or elected for the association within (1) month after incorporation.

(2) If a vacancy happens in the office of secretary, the management committee must ensure a secretary is appointed or elected for the association within one (1) month after the vacancy happens.

(3) The secretary must be an individual residing in the Capricorn Region.

(4) The management committee may appoint and remove the association’s secretary at any time.

FUNCTIONS OF SECRETARY

13. The secretary’s functions include, but are not limited to—

(a) calling meetings, including preparing notices of meeting and of the business to be conducted at the meeting (in consultation with the president); and;

(b) keeping minutes of each meeting; and

(d) maintaining the register of members.

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With approval from the management committee, the secretary has the right to delegate any of these functions.

MEMBERSHIP OF MANAGEMENT COMMITTEE

13. (1) The management committee is made up of adults who are the member representatives of members, and consists of at least a president, vice-president, secretary and treasurer.

(2) At each annual general meeting, the president, vice-president, secretary and treasurer of the management committee must retire from office, but are eligible, on nomination, for re- election.

RESIGNATION OR REMOVAL FROM OFFICE OF MANAGEMENT COMMITTEE MEMBER

14. (1) A management committee member may resign from the committee by giving written notice of resignation to the secretary.

(2) The resignation takes effect on- (a) the day and at the time the notice is received by the secretary; or (b) if a later day is stated in the notice, that later day.

(3) A management committee member may be removed from office at a general meeting if a majority of the members present at the meeting vote in favour of removing the management committee member.

(4) Before a vote of members is taken about removing the management committee member from office, the member must be given a full and fair opportunity to show cause why he or she should not be removed from office.

(5) A member has no right of appeal against the management committee member's removal from office under this section.

VACANCIES ON MANAGEMENT COMMITTEE

15. (1) If a casual vacancy happens on the management committee, the continuing members of the management committee may appoint another adult who is a member representative of a member to fill the vacancy until the next annual general meeting.

(2) The continuing members of the management committee may act despite a casual vacancy on the management committee.

(3) However, if the number of committee members is less than the number fixed under these rules as a quorum of the management committee the continuing members may act only to:

(a) increase the number of management committee members to the number required for

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a quorum; or

(b) call a general meeting.

FUNCTIONS OF MANAGEMENT COMMITTEE

16. (1) Subject to these rules or a resolution at a general meeting, the management committee -

(a) has the general control and management of the administration of the affairs, property and funds of CPMG; and

(b) has authority to interpret the meaning of these rules and any matter relating to CPMG on which the rules are silent.

(2) The management committee may exercise the powers of the association -

(a) to borrow, raise or secure the payment of amounts; and

(b) to secure the amounts mentioned in paragraph (a) or the payment or performance of any debt, liability, contract, guarantee or other engagement incurred or to be entered into by the association in any way, including by the issue of debentures (perpetual or otherwise) charged upon the whole or part of CPMG’s property, both present and future; and

(d) to borrow amounts from members and pay interest on the amounts borrowed; and

(e) to mortgage or charge the whole or part of its property; and

(f) to issue debentures and other securities, whether outright or as security for any debt, liability or obligation of the association; and

(g) to provide and pay off any securities issued; and

(h) to invest.

(3) For sub-section (2)(d), the rate of interest must not be more than the current rate being charged for overdrawn accounts on money lent (regardless of the term of the loan) by:

(a) the financial institution for CPMG; or

(b) if there is more than one (1) financial institution for CPMG, the financial institution nominated by the management committee.

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MEETINGS OF MANAGEMENT COMMITTEE

17. (1) Subject to subsections (2) to (16), the management committee may meet and conduct its proceedings as it considers appropriate.

(2) The management committee must meet at least once every four (4) months to exercise its functions. The management committee will meet at least one (1) month before the general annual meeting of the members.

(3) The committee must decide how a management committee meeting is to be called.

(4) If the secretary receives a written request signed by at least 33% of the management committee members, the secretary must call a special meeting of the management committee.

(5) A request for a special meeting must state-

(a) why the special meeting is being called; and

(b) the business to be conducted at the meeting.

(7) At a management committee meeting, more than 50% of the members appointed to the committee as at the close of the last annual general meeting of the members form a quorum.

(8) A question arising at a management committee meeting is to be decided by a majority vote of the management committee members present at the meeting and, if the votes are equal, the question is decided in the negative (so as to preserve the status quo).

(9) If an ordinary member’s member representative is not at the meeting, such member representative may vote via a valid proxy.

(10) A management committee member must not vote on a question about a contract or proposed contract with CPMG if the member has an interest in the contract or proposed contract, and if a vote is put forward, such vote is not to be counted.

(11) The secretary must give each management committee member at least fourteen (14) days’ notice of a special meeting of the management committee.

(12) A notice of a special meeting must state-

(a) the day, time and place of the meeting; and

(b) the business to be conducted at the meeting.

(13) The president or, if there is no president or if the president is not present within ten (10)

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minutes after the commencement time fixed for a management committee meeting, the vice- president is to act as chairperson at the meeting.

(14) If the president and the vice-president are absent from a management committee meeting, the members may choose one (1) of their number to act as chairperson at the meeting.

(15) If a quorum is not present within thirty (30) minutes after the commencement time fixed for a management committee meeting called on the request of management committee members, the meeting lapses.

(16) If a quorum is not present within thirty (30) minutes after the commencement time fixed for a management committee meeting called other than on the request of the management committee members, the meeting is to be adjourned to-

(a) the same day, time and place in the next week; or

(b) a day, time and place decided by the management committee.

(17) If, at the adjourned meeting mentioned in subsection (16), a quorum is not present within thirty (30) minutes after the commencement time fixed for the meeting, the meeting lapses.

DELEGATION OF MANAGEMENT COMMITTEE POWERS

18. (1) The management committee may delegate the whole or part of its powers to a sub- committee consisting of the members considered appropriate by the management committee.

(2) A sub-committee may only exercise delegated powers in the way the management committee decides.

(3) A sub-committee may elect a chairperson of its meetings.

(4) If a chairperson is not elected, or if the chairperson is not present within ten (10) minutes after the commencement time fixed for a meeting, the members present may choose one (1) of their number to be chairperson of the meeting.

(5) A sub-committee may meet and adjourn as it considers appropriate.

(6) A question arising at a sub-committee meeting is to be decided by a majority vote of the voting members present at the meeting and, if the votes are equal, the question is decided in the negative (so as to preserve the status quo).

ACTS NOT AFFECTED BY DEFECTS OR DISQUALIFICATIONS

19. (1) An act performed by the management committee, a sub-committee or a member of the

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management committee is taken to have been validly performed, providing the management committee determines act was undertaken in good faith.

(2) Subsection (1) applies even if the act was performed when:

(a) there was a defect in the appointment of a member of the management committee or sub-committee; or

(b) a management committee member or sub-committee member was disqualified from being a member.

RESOLUTIONS OF MANAGEMENT COMMITTEE WITHOUT MEETING

20. (1) A written resolution signed by each member of the management committee is as valid and effectual as if it had been passed at a management committee meeting that was properly called and held.

(2) A resolution mentioned in subsection (1) may consist of several documents, in like form, each signed by one (1) or more members of the management committee.

FIRST GENERAL MEETING

21. (1) The first general meeting must be held not less than one (1) month, and not more than three (3) months, after the day the association is incorporated.

(2) The management committee must decide where the meeting is to be held.

(3) The business to be conducted at the first general meeting must include the appointment of an auditor.

FIRST ANNUAL GENERAL MEETING

22. The first annual general meeting must be held within eighteen (18) months after the day CPMG is incorporated.

SUBSEQUENT ANNUAL GENERAL MEETINGS

23. Each subsequent annual general meeting must be held:

(a) at least once each year; and

(b) within six (6) months after the end of CPMG’s previous financial year.

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BUSINESS TO BE CONDUCTED AT ANNUAL GENERAL MEETING

24. The following business must be conducted at each annual general meeting:

(a) receiving the statement of income and expenditure, assets, liabilities and mortgages, charges and securities affecting the property of CPMG for the last financial year;

(b) receiving the auditor's report on the financial affairs of CPMG for the last financial year;

(d) electing president, vice-president, secretary and treasurer of the management committee;

(e) appointing an auditor.

SPECIAL GENERAL MEETING

25. (1) The secretary may only call a special general meeting by giving each voting member notice of the special general meeting within fourteen (14) days after:

(a) being directed to call the meeting by the management committee; or

(b) being given a written request signed by at least 33% of the voting members of CPMG; or

(i) to reject an application for membership; or

(ii) to terminate membership.

(2) A request mentioned in subsection (1)(b) must state:

(a) why the special general meeting is being called; and

(b) the business to be conducted at the meeting.

NOTICE OF GENERAL MEETING

26. (1) The secretary may call a general meeting of CPMG.

(2) The secretary must give at least fourteen (14) days’ notice of the meeting to each member.

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(3) The management committee may decide the way in which the notice must be given.

(4) However, notice of the following meetings must be given in writing:

(a) a meeting called to hear and decide the appeal of a member against the rejection or termination of a member’s membership by the management committee; or

(b) a meeting called to hear and decide a proposed special resolution of CPMG.

(5) A notice of a general meeting must state the business to be conducted at the meeting.

QUORUM FOR, AND ADJOURNMENT OF, GENERAL MEETING

27. (1) Subject to subsection (5), at a general meeting the number of members equal to double the number of members presently on the management committee plus one (1) form a quorum.

(2) No business may be conducted at a general meeting unless a quorum is present when the meeting proceeds to business.

(3) If a quorum is not present within thirty (30) minutes after the commencement time fixed for a general meeting called on the request of members of the management committee or of CPMG, the meeting lapses.

(4) If a quorum is not present within thirty (30) minutes after the commencement time fixed for a general meeting called other than on the request of members of the management committee or of CPMG, the meeting is to be adjourned to-

(a) the same day, time and place in the next week; or

(b) a day, time and place decided by the management committee.

(5) If at an adjourned meeting, a quorum under subsection (1) is not present within thirty (30) minutes after the commencement time fixed for the meeting, the members present form a quorum.

(6) The chairperson may, with the consent of any meeting at which a quorum is present, and must if directed by the meeting, adjourn the meeting from time to time and from place to place.

(7) If a meeting is adjourned under subsection (6), only the business left unfinished at the meeting from which the adjournment took place may be conducted at the adjourned meeting.

(8) The secretary is not required to give the members notice of an adjournment or of the business to be conducted at an adjourned meeting unless a meeting is adjourned for at least

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thirty (30) days.

(9) If a meeting is adjourned for at least thirty (30) days, notice of the adjourned meeting must be given in the same way notice is given for an original meeting.

(10) Members who are not voting members are entitled to attend a general meeting, but not to vote. Where a voting member has more than one member representative a maximum of two (2) member representatives may attend the meeting (each of which may be accompanied by a technical officer or technical officers), but only one vote may be advanced on behalf of the member by its member representative (or member representatives).

PROCEDURE AT GENERAL MEETING

28. (1) Subject to these rules, at each general meeting:

(a) the president or, if there is no president or if the president is not present within fifteen (15) minutes after the commencement time fixed for the meeting or is unwilling to act, the vice-president is to act as chairperson; and

(b) if the vice-president is absent or unwilling to act as chairperson, the members present must elect one (1) of their number to act as chairperson of the meeting; and

(d) each question, matter or resolution must be decided by a majority of votes of the voting members present; and

(e) a voting member is entitled to one (1) vote only, and, if the votes are equal, the chairperson has a casting vote in addition to a primary vote; and

(f) a member is not entitled to vote at a general meeting if the member's annual subscription is in arrears at the date of the meeting; and

(g) voting may be by a show of hands or a division of members, unless at least 20% of the members present demand a secret ballot; and

(h) if a secret ballot is held, the chairperson must appoint tow (2) members to conduct the secret ballot in the way the chairperson decides; and

(i) the result of a secret ballot as declared by the chairperson is taken to be a resolution of the meeting at which the ballot was held; and

(j) a member may vote by its member representative or by proxy or by attorney and:

(i) on a show of hands, each member representative or proxy or attorney of a

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member has only (1) vote; and

(ii) in a secret ballot, each member representative or proxy or attorney has only (1) vote; and

(k) an instrument appointing a proxy must be in writing; and

(i) if the appointor (member) is an individual - signed by the appointor or the appointor's attorney properly authorised in writing; or

(ii) if the appointor (member) is a corporation - either under seal or in accordance with s127 of the Corporations Act or signed by a properly authorised officer or attorney of the corporation; and

(l) a proxy may be a member of the association or another person; and

(m) the instrument appointing a proxy is taken to confer authority to demand or join in demanding a secret ballot; and

(n) if someone wants to give a member an opportunity to vote for or against a resolution, the instrument appointing a proxy must be in the following or like form:

ASSOCIATION:

I, of , being a member of the association, appoint of , as my proxy to vote for me on my behalf at the (annual) general meeting of the

association, to be held on the day of , 20 , and at any adjournment of the meeting.

Signed this day of , 20 .

Signature.

* in favour of This form is to be used the resolution. *against

*Strike out whichever is not wanted. (Unless otherwise instructed, the proxy may vote as the proxy considers appropriate.); and

(o) each instrument appointing a proxy must be given to the secretary before the start of the meeting or adjourned meeting at which the person named in the instrument

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proposes to vote; and

(p) the secretary must ensure full and accurate minutes of all questions, matters, resolutions and other proceedings of each meeting (both management committee meetings and general meetings) are entered in a minute book; and

(q) the secretary must ensure the minute book is open for inspection at all reasonable times by any financial member who applies to the secretary for the inspection.

(2) To ensure the accuracy of the minutes recorded under subsection (1)(p):

(a) the minutes of each management committee meeting must be signed by the chairperson of the meeting, or the chairperson of the next management committee meeting, verifying their accuracy; and

(b) the minutes of each general meeting must be signed by the chairperson of the meeting, or the chairperson of the next general meeting, verifying their accuracy; and

(c) the minutes of each annual general meeting must be signed by the chairperson of the meeting, or the chairperson of the next meeting that is a general meeting or annual general meeting, verifying their accuracy.

BY-LAWS

29. (1) The management committee may make, amend or repeal by-laws, not inconsistent with these rules, for the internal management of CPMG.

(2) A by-law may be set aside by a vote of members at a general meeting.

ALTERATION OF RULES

30. (1) Subject to the Associations Incorporation Act 1981 (Qld), these rules may be amended, repealed or added to by a special resolution carried at a general meeting.

(2) However an amendment, repeal or addition is valid only if it is registered by the chief executive of the Office of Fair Trading.

COMMON SEAL

31. (1) The management committee must ensure CPMG has a common seal.

(2) The common seal must be:

(a) kept securely by the management committee; and

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(b) used only under the authority of the management committee.

(3) Each instrument to which the seal is attached must be signed by a member of the management committee and countersigned by:

(a) the secretary; or (b) another member of the management committee; or (c) someone appointed by the management committee.

FUNDS AND ACCOUNTS

32. (1) The funds of CPMG must be kept in an account in the name of CPMG in a financial institution decided by the management committee.

(2) Records and accounts must be kept in the English language showing full and accurate particulars of the financial affairs of CPMG.

(3) All amounts must be deposited in the financial institution account as soon as practicable after receipt.

(4) All cheques must be signed by any two (2) of the following:

(a) the president;

(b) the secretary;

(d) another member authorised by the management committee for the purpose.

(5) Cheques, other than cheques for wages, allowances or petty cash recoupment, must be crossed `not negotiable’.

(6) A petty cash account must be kept on the imprest system, and the management committee must decide the amount of petty cash to be kept in the account.

(7) All expenditure must be approved or ratified at a management committee meeting.

(8) The treasurer must, as soon as practicable after the end of each financial year, ensure a statement containing the following particulars is prepared:

(a) the income and expenditure for the financial year just ended;

(b) the assets and liabilities at the close of the financial year;

Page 259 19

(9) The auditor must examine the statement prepared under subsection (8) and present a report about it to the secretary before the next annual general meeting following the financial year for which the audit was made.

(11) The income and property of CPMG must be used solely in promoting the CPMG’s objects and exercising CPMG’s powers.

DOCUMENTS

33. The Management Committee must ensure the safe custody of books, documents, instruments of title and securities of CPMG.

DISTRIBUTION OF SURPLUS ASSETS TO ANOTHER ENTITY

34. (1) This section applies if CPMG:

(a) is wound-up under part 10 of the Act; and

(b) has surplus assets.

(2) The surplus assets must not be distributed among the members of CPMG.

(3) The surplus assets must be given to another entity:

(a) having objects similar to CPMG’s objects; and

(b) the rules of which prohibit the distribution of the entity's income and assets to its members.

Page 260

Three Rivers Catchment Committee

Terms of Reference

Three Rivers Terms of Reference 1

Page 261 CONTENTS

1. Introduction

2. Name

3. Interpretation

4. Purpose

5. Objectives

6. Role and responsibilities

7. Membership  Appointment of members  Composition  Term of office  Appointment of the Chair  Role of Chair

8. Conflict of Interest

9. Meetings and Frequency

10. Quorum for Meetings

11. Meetings by Electronic Means

12. Decisions at Committee Meetings

13. Meeting Agenda  Agenda Preparation

14. Delegation of Authority to Sub-Committee

15. Insurance

16. Amendments/Changes to this Document

Three Rivers Terms of Reference 2

Page 262

1. Introduction This document contains the terms of reference for the Three Rivers Catchment Committee which is a sub-committee of Capricornia Catchments Management Committee. Three Rivers Catchment part of the area serviced by Capricornia Catchments Inc and a sub-region of the Fitzroy Basin Association, covering the area of the Isaac, Connors and Mackenzie River catchments.

2. Name Three Rivers Catchment Committee

3. Interpretation Subregion – the area of the Mackenzie, and Isaac/Connors catchments NRM - Natural Resources Management ICM – Isaac/Connors and Mackenzie

4. Purpose The purpose of the Three Rivers Catchment Committee is to promote and facilitate natural resource management in the Isaac/Connors and Mackenzie catchments and to assess and recommend projects for funding.

5. Objectives The objectives of the Three Rivers Catchment Committee are to:

 Lead catchment planning and management in the Mackenzie and Isaac/Connors catchments and contribute to Capricornia Catchments Strategic Plan.  Actively facilitate the community’s understanding of, and participation in, ecologically, economically, and socially sustainable development  Identify and prioritise natural resource management assets and threats in the subregion  Promote best and innovative management practices and other activities of benefit to catchment health  Assist with the development and implementation of the catchment strategy promoting sustainable management of natural resources

6. Role and responsibilities The role of Three Rivers Catchment Committee is to:

 Lead strategic NRM planning activities in the catchment  Ensure the organisation pursues its stated purpose and remains viable  Ensure good management practices are in place, maintain accountability, and monitor activities  Regularly assess and review achievement of targets in relation to the catchment plans.

Principal functions and responsibilities of Three Rivers Catchment Committee include:  Meet regularly  Provide guidance to local staff

Three Rivers Terms of Reference 3

Page 263  Participate in activities associated with the committee’s objectives and where appropriate, lead those activities.  Establishment of a selection panel to appoint new committee members as required  Monitoring and reviewing performance of activities in the region

7. Membership All residents within the Isaac/Connors and Mackenzie catchments are eligible for appointment to the committee. Membership of, and appointment to Three Rivers should reflect independence, transparency and flexibility.

7.1 Appointment of members Members will be appointed by a selection panel assigned by the outgoing committee. The Chair of Three Rivers, or the Chair’s delegate, will communicate with the selection panel. The selection panel will comprise at least - One local government delegate representing the shires across ICM - One AgForce delegate - One community delegate

The panel may appoint six (6 to 8) only people to form the Three Rivers Catchment Committee.

7.2 Composition Three Rivers Catchment Committee will comprise of at least two representatives from each catchment, covering a wide range of stakeholder groups. Nominally, no more than six (6) members will be appointed; however the committee will retain the right to appoint up to two further people where insufficient stakeholder groups may be represented by those appointed by the panel.

7.3 Term of office The committee will be appointed for a period of two years, after which all members will retire to be eligible for re-appointment. At the final meeting of each committee, the committee will appoint the selection panel in accordance with Clause 7.1. The Chair will remain as the spokesperson for the Three Rivers Catchment Committee until after the selection panel makes its appointments in order to facilitate communication with successful candidates for membership and to attend to any matters requiring attention.

7.4 Appointment of the Chair Committee members appoint the Chair at the first meeting of elected members following appointment.

7.5 Role of Chair The Chair of Three Rivers will

 Chair meetings of the Three Rivers Catchment Committee  Prepare the agenda in consultation with the EO and staff  Communicate with other members of the Committee and selection panel  Ensure meetings are recorded

Three Rivers Terms of Reference 4

Page 264  Chair or delegate is to nominate as a member of the Capricornia Catchments Management Committee.

A committee member may resign from the office by giving the Chair notice in writing. The casual vacancy will be filled by means determined by the Committee, with the term of office of the person filling the casual vacancy terminating at the end of the Committee’s term of office.

The position of a committee member is vacant if that member is absent without the consent of the Chair from three consecutive committee meetings and the Committee resolves that the committee member’s position is vacant.

8. Conflict of Interest Members must always act in the best interests of the group, must not make improper use of committee information or position and must disclose material personal interests.

9. Meetings and Frequency The Committee will meet at least four times per calendar year.

10. Quorum for Meetings For the purpose of considering a matter at a meeting, a quorum will be half the total number of members plus one. A member present at the commencement of the meeting will be deemed to have been present for the duration of the meeting for purposes of establishing and maintaining a quorum.

11. Meetings by Electronic Means Three Rivers may meet and have the meeting considered a formal meeting, by any means that allows each member to communicate with the chair and with all other members present. These means include radio, telephone, closed circuit television or other electronic means of audio or audio-visual communication.

12. Decisions at Committee Meetings Decisions made at any meeting of the Committee will be decided by a majority of votes with each Committee member holding one vote. In case of a tied vote, the Chair of the Committee will have a second or casting vote.

13. Meeting Agenda An Agenda will be prepared for each meeting and distributed to all committee members before the meeting.

13.1 Agenda Preparation The Chair is responsible for setting the agenda for each meeting in consultation with the Three Rivers Coordinator.

The Agenda will be drafted and distributed by the Executive Officer.

14. Delegation of Authority to Sub-Committee The Three Rivers Catchment Committee may delegate any of its powers to a sub- committee consisting of two or more members or other relevant members for a term to be decided by the committee.

15. Insurance

Three Rivers Terms of Reference 5

Page 265 Capricornia Catchments Inc will maintain appropriate insurance.

16. Amendments/Changes to this Document Changes to this document are subject to approval by the Three Rivers Catchment Committee and Capricornia Catchments Management Committee in accordance with general meeting procedure.

Three Rivers Terms of Reference 6

Page 266

Clarke Creek Wind Farm - Community Consultative Committee (CCC)

Terms of Reference

Purpose of the Committee

Overall the purpose of the Clarke Creek Wind Farm (CCWF or the Project) CCC is to provide a forum for discussion between CCWF and representatives of the community, stakeholder groups and the local council on issues directly relating to the Project. 1. Establish good working relationships and promote information sharing between CCWF, local community and stakeholder groups. 2. Allow CCWF to keep the community informed, seek community views and respond to matters raised by the community. 3. Allow community members to seek information from the proponent and provide feedback on CCWF to assist with delivery of balanced social, environmental and economic outcomes for the community. 4. To provide advice and guidance on the administration and operation of the Community Fund. 5. To perform an advisory and consultative role, rather than regulatory body.

Membership

The committee will comprise: 1. An independent chairperson. 2. Up to seven community and stakeholder representatives. 3. A council representative from each of the local government areas concerned. 4. Up to three representatives from CCWF.

Community Representatives

Community representatives will be: 1. Be current residents or landowners of the project area or a member of a stakeholder group with an interest in the project. 2. Demonstrate involvement in local community groups and/or activities. 3. Have knowledge and awareness of the project and related issues of concern to the local community. 4. Be able to represent and communicate the interests of the affected local community. 5. Be willing to adhere to the Terms of Reference and sign the Code of Conduct. 6. Agree to commit to a minimum of 24 months, after which time members will be required to renominate for the position. 7. Commit to attend at least 75% of meetings.

August 2019 Page 1 Page 267 Clarke Creek Wind Farm Stakeholder and Community Engagement Plan

Committee Meetings

The committee will determine the frequency of meetings, considering the stage of the project. Quarterly or biannual meetings are likely. The independent chair will oversee preparation and publication of agendas and minutes in a timely manner. All members must sign the Terms of Reference and comply with this while they are members of the committee. Members must also sign a Declaration of Interest before joining the committee. Non-committee members can be invited or request to join a meeting, either as observers or to provide advice to the committee.

Communication with Broader Community

Committee members are encouraged to discuss concerns and disseminate information about the project with the wider community. Where appropriate, the chairperson may give briefings to stakeholder groups and report back to the committee. With the agreement of the whole committee, the CCC may release statements or other information to the media or adopt their approaches to sharing information. However only the chairperson may speak publicly on behalf of the committee. Individual committee members may make comments to the media or in public forums on behalf of themselves or their stakeholder groups, but not on behalf of the committee.

August 2019 Page 2 Page 268 Page 269 Page 270 Clermont and District Progress Association Inc

Rules

1 Interpretation (1) In these rules— Act means the Associations Incorporation Act 1981. present— (a) at a management committee meeting, see rule 23(6); or (b) at a general meeting, see rule 37(2). (2) A word or expression that is not defined in these model rules, but is defined in the Act has, if the context permits, the meaning given by the Act.

2 Name The name of the incorporated association is Clermont and District Progress Association Inc.

3 Objects The objects of the association are— • To utilise the existing strengths of the Clermont district to provide new opportunities for our and future generations. • Build long-term partnerships to encourage a progressive growing community with improved infrastructure and lifestyle for a healthy and diverse community”

4 Powers (1) The association has the powers of an individual. (2) The association may, for example— (a) enter into contracts; and (b) acquire, hold, deal with and dispose of property; and (c) make charges for services and facilities it supplies; and (d) do other things necessary or convenient to be done in carrying out its affairs. (3) The association may take over the funds and other assets and liabilities of an unincorporated association (4) The association may also issue secured and unsecured notes, debentures and debenture stock for the association.

5 Classes of members (1) The membership of the association consists of ordinary members, and any of the following classes of members— (a) Individual (b) Business (b) Community Group, Club or Association (2) The number of ordinary members is unlimited.

6 Automatic membership A person who, on the day the association is incorporated, was a member of the unincorporated association and who, on or before a day fixed by the management committee, agrees in writing to become a member of the incorporated association, must be admitted by the management committee—

V7 30.01.2013 Page 271 (a) to the equivalent class of membership of the association as the member held in the unincorporated association; or (b) if there is no equivalent class of membership—as an ordinary member.

7 New membership (1) An applicant for membership of the association must be proposed by 1 member of the association (the proposer) and seconded by another member (the seconder). (2) An application for membership must be— (a) in writing; and (b) signed by the applicant and the applicants proposer and seconder; and (c) in the form decided by the management committee.

8 Membership fees (1) The membership fee for each ordinary membership and for each other class of membership (if any)— (a) is the amount decided by the members from time to time at a general meeting; and (b) is payable when, and in the way, the management committee decides. (2) A member of the incorporated association who, before becoming a member, has paid the members annual subscription for membership of the unincorporated association on or before a day fixed by the management committee, is not liable to pay a further amount of annual subscription for the period before the day fixed by the management committee as the day on which the next annual subscription is payable.

9 Admission and rejection of new members (1) The management committee must consider an application for membership at the next committee meeting held after it receives— (a) the application for membership; and (b) the appropriate membership fee for the application. (2) The management committee must ensure that, as soon as possible after the person applies to become a member of the association, and before the management committee considers the persons application, the person is advised— (a) whether or not the association has public liability insurance; and (b) if the association has public liability insurance—the amount of the insurance. (3) The management committee must decide at the meeting whether to accept or reject the application. (4) If a majority of the members of the management committee present at the meeting vote to accept the applicant as a member, the applicant must be accepted as a member for the class of membership applied for. (5) The secretary of the association must, as soon as practicable after the management committee decides to accept or reject an application, give the applicant a written notice of the decision.

10 When membership ends (1) A member may resign from the association by giving a written notice of resignation to the secretary. (2) The resignation takes effect at— (a) the time the notice is received by the secretary; or (b) if a later time is stated in the notice—the later time.

V7 30.01.2013 Page 272 (3) The management committee may terminate a members membership if the member— (a) is convicted of an indictable offence; or (b) does not comply with any of the provisions of these rules; or (c) has membership fees in arrears for at least 2 months; or (d) conducts himself or herself in a way considered to be injurious or prejudicial to the character or interests of the association. (4) Before the management committee terminates a members membership, the committee must give the member a full and fair opportunity to show why the membership should not be terminated. (5) If, after considering all representations made by the member, the management committee decides to terminate the membership, the secretary of the committee must give the member a written notice of the decision.

11 Appeal against rejection or termination of membership (1) A person whose application for membership has been rejected, or whose membership has been terminated, may give the secretary written notice of the persons intention to appeal against the decision. (2) A notice of intention to appeal must be given to the secretary within 1 month after the person receives written notice of the decision. (3) If the secretary receives a notice of intention to appeal, the secretary must, within 1 month after receiving the notice, call a general meeting to decide the appeal.

12 General meeting to decide appeal (1) The general meeting to decide an appeal must be held within 3 months after the secretary receives the notice of intention to appeal. (2) At the meeting, the applicant must be given a full and fair opportunity to show why the application should not be rejected or the membership should not be terminated. (3) Also, the management committee and the members of the committee who rejected the application or terminated the membership must be given a full and fair opportunity to show why the application should be rejected or the membership should be terminated. (4) An appeal must be decided by a majority vote of the members present and eligible to vote at the meeting. (5) If a person whose application for membership has been rejected does not appeal against the decision within 1 month after receiving written notice of the decision, or the person appeals but the appeal is unsuccessful, the secretary must, as soon as practicable, refund the membership fee paid by the person.

13 Register of members (1) The management committee must keep a register of members of the association. (2) The register must include the following particulars for each member— (a) the full name of the member; (b) the postal or residential address of the member; (c) the date of admission as a member; (d) the date of death or time of resignation of the member; (e) details about the termination or reinstatement of membership; (f) any other particulars the management committee or the members at a general meeting decide.

V7 30.01.2013 Page 273 (3) The register must be open for inspection by members of the association at all reasonable times. (4) A member must contact the secretary to arrange an inspection of the register. (5) However, the management committee may, on the application of a member of the association, withhold information about the member (other than the members full name) from the register available for inspection if the management committee has reasonable grounds for believing the disclosure of the information would put the member at risk of harm.

14 Prohibition on use of information on register of members (1) A member of the association must not— (a) use information obtained from the register of members of the association to contact, or send material to, another member of the association for the purpose of advertising for political, religious, charitable or commercial purposes; or (b) disclose information obtained from the register to someone else, knowing that the information is likely to be used to contact, or send material to, another member of the association for the purpose of advertising for political, religious, charitable or commercial purposes. (2) Subrule (1) does not apply if the use or disclosure of the information is approved by the association.

15 Appointment or election of secretary (1) The secretary must be an individual residing in Queensland, or in another State but not more than 65km from the Queensland border, who is— (a) a member of the association elected by the association as secretary; or (b) any of the following persons appointed by the management committee as secretary— (i) a member of the associations management committee; (ii) another member of the association; (iii) another person. (2) If the association has not elected an interim officer as secretary for the association before its incorporation, the members of the management committee must ensure a secretary is appointed or elected for the association within 1 month after incorporation. (3) If a vacancy happens in the office of secretary, the members of the management committee must ensure a secretary is appointed or elected for the association within 1 month after the vacancy happens. (4) If the management committee appoints a person mentioned in subrule (1)(b)(ii) as secretary, other than to fill a casual vacancy on the management committee, the person does not become a member of the management committee. (5) However, if the management committee appoints a person mentioned in subrule (1)(b)(ii) as secretary to fill a casual vacancy on the management committee, the person becomes a member of the management committee. (6) If the management committee appoints a person mentioned in subrule (1)(b)(iii) as secretary, the person does not become a member of the management committee. (7) In this rule— casual vacancy, on a management committee, means a vacancy that happens when an elected member of the management committee resigns, dies or otherwise stops holding office.

V7 30.01.2013 Page 274 16 Removal of secretary (1) The management committee of the association may at any time remove a person appointed by the committee as the secretary. (2) If the management committee removes a secretary who is a person mentioned in rule 15(1)(b)(i), the person remains a member of the management committee. (3) If the management committee removes a secretary who is a person mentioned in rule 15(1)(b)(ii) and who has been appointed to a casual vacancy on the management committee under rule 15(5), the person remains a member of the management committee.

17 Functions of secretary The secretary’s functions include, but are not limited to— (a) calling meetings of the association, including preparing notices of a meeting and of the business to be conducted at the meeting in consultation with the president of the association; and (b) keeping minutes of each meeting; and (c) keeping copies of all correspondence and other documents relating to the association; and (d) maintaining the register of members of the association.

18 Membership of management committee (1) The management committee of the association consists of a president, treasurer, and any other members the association members elect at a general meeting. (2) A member of the management committee, other than a secretary appointed by the management committee under rule 15(1)(b)(iii), must be a member of the association. (3) At each annual general meeting of the association, the members of the management committee must retire from office, but are eligible, on nomination, for re-election. (4) A member of the association may be appointed to a casual vacancy on the management committee under rule 21.

19 Electing the management committee (1) A member of the management committee may only be elected as follows— (a) any 2 members of the association may nominate another member (the candidate) to serve as a member of the management committee; (b) the nomination must be— (i) in writing; and (ii) signed by the candidate and the members who nominated him or her; and (iii) given to the secretary at least 14 days before the annual general meeting at which the election is to be held; (c) each member of the association present and eligible to vote at the annual general meeting may vote for 1 candidate for each vacant position on the management committee; (d) if, at the start of the meeting, there are not enough candidates nominated, nominations may be taken from the floor of the meeting. (2) A person may be a candidate only if the person— (a) is an adult; and (b) is not ineligible to be elected as a member under section 61A of the Act. (3) A list of the candidates names in alphabetical order, with the names of the members who nominated each candidate, must be posted in a conspicuous place in the office or usual place of meeting of the association for at least 7 days immediately preceding the annual general meeting.

V7 30.01.2013 Page 275 (4) If required by the management committee, balloting lists must be prepared containing the names of the candidates in alphabetical order. (5) The management committee must ensure that, before a candidate is elected as a member of the management committee, the candidate is advised— (a) whether or not the association has public liability insurance; and (b) if the association has public liability insurance—the amount of the insurance.

20 Resignation, removal or vacation of office of management committee member (1) A member of the management committee may resign from the committee by giving written notice of resignation to the secretary. (2) The resignation takes effect at— (a) the time the notice is received by the secretary; or (b) if a later time is stated in the notice—the later time. (3) A member may be removed from office at a general meeting of the association if a majority of the members present and eligible to vote at the meeting vote in favour of removing the member. (4) Before a vote of members is taken about removing the member from office, the member must be given a full and fair opportunity to show cause why he or she should not be removed from office. (5) A member has no right of appeal against the members removal from office under this rule. (6) A member immediately vacates the office of member in the circumstances mentioned in section 64(2) of the Act.

21 Vacancies on management committee (1) If a casual vacancy happens on the management committee, the continuing members of the committee may appoint another member of the association to fill the vacancy until the next annual general meeting. (2) The continuing members of the management committee may act despite a casual vacancy on the management committee. (3) However, if the number of committee members is less than the number fixed under rule 24(1) as a quorum of the management committee, the continuing members may act only to— (a) increase the number of management committee members to the number required for a quorum; or (b) call a general meeting of the association.

22 Functions of management committee (1) Subject to these rules or a resolution of the members of the association carried at a general meeting, the management committee has the general control and management of the administration of the affairs, property and funds of the association. (2) The management committee has authority to interpret the meaning of these rules and any matter relating to the association on which the rules are silent, but any interpretation must have regard to the Act, including any regulation made under the Act. Note— The Act prevails if the associations rules are inconsistent with the Act—see section 1B of the Act. (3) The management committee may exercise the powers of the association— (a) to borrow, raise or secure the payment of amounts in a way the members of the association decide; and

V7 30.01.2013 Page 276 (b) to secure the amounts mentioned in paragraph (a) or the payment or performance of any debt, liability, contract, guarantee or other engagement incurred or to be entered into by the association in any way, including by the issue of debentures (perpetual or otherwise) charged upon the whole or part of the associations property, both present and future; and (c) to purchase, redeem or pay off any securities issued; and (d) to borrow amounts from members and pay interest on the amounts borrowed; and (e) to mortgage or charge the whole or part of its property; and (f) to issue debentures and other securities, whether outright or as security for any debt, liability or obligation of the association; and (g) to provide and pay off any securities issued; and (h) to invest in a way the members of the association may from time to time decide. (4) For subrule (3)(d), the rate of interest must not be more than the current rate being charged for overdrawn accounts on money lent (regardless of the term of the loan) by— (a) the financial institution for the association; or (b) if there is more than 1 financial institution for the association—the financial institution nominated by the management committee.

23 Meetings of management committee (1) Subject to this rule, the management committee may meet and conduct its proceedings as it considers appropriate. (2) The management committee must meet at least once every 4 months to exercise its functions. (3) The management committee must decide how a meeting is to be called. (4) Notice of a meeting is to be given in the way decided by the management committee. (5) The management committee may hold meetings, or permit a committee member to take part in its meetings, by using any technology that reasonably allows the member to hear and take part in discussions as they happen. (6) A committee member who participates in the meeting as mentioned in subrule (5) is taken to be present at the meeting. (7) A question arising at a committee meeting is to be decided by a majority vote of members of the committee present at the meeting and, if the votes are equal, the question is decided in the negative. (8) A member of the management committee must not vote on a question about a contract or proposed contract with the association if the member has an interest in the contract or proposed contract and, if the member does vote, the members vote must not be counted. (9) The president is to preside as chairperson at a management committee meeting. (10) If there is no president or if the president is not present within 10 minutes after the time fixed for a management committee meeting, the members may choose 1 of their number to preside as chairperson at the meeting.

24 Quorum for, and adjournment of, management committee meeting (1) At a management committee meeting, more than 50% of the members elected to the committee as at the close of the last general meeting of the members form a quorum. (2) If there is no quorum within 30 minutes after the time fixed for a management committee meeting called on the request of members of the committee, the meeting lapses. (3) If there is no quorum within 30 minutes after the time fixed for a management committee meeting called other than on the request of the members of the committee— (a) the meeting is to be adjourned for at least 1 day; and

V7 30.01.2013 Page 277 (b) the members of the management committee who are present are to decide the day, time and place of the adjourned meeting. (4) If, at an adjourned meeting mentioned in subrule (3), there is no quorum within 30 minutes after the time fixed for the meeting, the meeting lapses.

25 Special meeting of management committee (1) If the secretary receives a written request signed by at least 33% of the members of the management committee, the secretary must call a special meeting of the committee by giving each member of the committee notice of the meeting within 14 days after the secretary receives the request. (2) If the secretary is unable or unwilling to call the special meeting, the president must call the meeting. (3) A request for a special meeting must state— (a) why the special meeting is called; and (b) the business to be conducted at the meeting. (4) A notice of a special meeting must state— (a) the day, time and place of the meeting; and (b) the business to be conducted at the meeting. (5) A special meeting of the management committee must be held within 14 days after notice of the meeting is given to the members of the management committee.

26 Minutes of management committee meetings (1) The secretary must ensure full and accurate minutes of all questions, matters, resolutions and other proceedings of each management committee meeting are entered in a minute book. (2) To ensure the accuracy of the minutes, the minutes of each management committee meeting must be signed by the chairperson of the meeting, or the chairperson of the next management committee meeting, verifying their accuracy.

27 Appointment of subcommittees (1) The management committee may appoint a subcommittee consisting of members of the association considered appropriate by the committee to help with the conduct of the associations operations. (2) A member of the subcommittee who is not a member of the management committee is not entitled to vote at a management committee meeting. (3) A subcommittee may elect a chairperson of its meetings. (4) If a chairperson is not elected, or if the chairperson is not present within 10 minutes after the time fixed for a meeting, the members present may choose 1 of their number to be chairperson of the meeting. (5) A subcommittee may meet and adjourn as it considers appropriate. (6) A question arising at a subcommittee meeting is to be decided by a majority vote of the members present at the meeting and, if the votes are equal, the question is decided in the negative.

28 Acts not affected by defects or disqualifications (1) An act performed by the management committee, a subcommittee or a person acting as a member of the management committee is taken to have been validly performed. (2) Subrule (1) applies even if the act was performed when— (a) there was a defect in the appointment of a member of the management committee, subcommittee or person acting as a member of the management committee; or (b) a management committee member, subcommittee member or person acting as a

V7 30.01.2013 Page 278 member of the management committee was disqualified from being a member.

29 Resolutions of management committee without meeting (1) A written resolution signed by each member of the management committee is as valid and effectual as if it had been passed at a committee meeting that was properly called and held. (2) A resolution mentioned in subrule (1) may consist of several documents in like form, each signed by 1 or more members of the committee.

30 First annual general meeting The first annual general meeting must be held within 6 months after the end date of the association's first reportable financial year.

31 Subsequent annual general meetings Each subsequent annual general meeting must be held— (a) at least once each year; and (b) within 6 months after the end date of the association's reportable financial year.

32 Business to be conducted at annual general meeting of level 1 incorporated associations and particular level 2 and 3 incorporated associations (1) This rule applies only if the association is— (a) a level 1 incorporated association; or (b) a level 2 incorporated association to which section 59 of the Act applies; or (c) a level 3 incorporated association to which section 59 of the Act applies. (2) The following business must be conducted at each annual general meeting of the association— (a) receiving the association's financial statement, and audit report, for the last reportable financial year; (b) presenting the financial statement and audit report to the meeting for adoption; (c) electing members of the management committee; (d) for a level 1 incorporated association—appointing an auditor or an accountant for the present financial year; (e) for a level 2 incorporated association, or a level 3 incorporated association, to which section 59 of the Act applies—appointing an auditor, an accountant or an approved person for the present financial year.

33 Business to be conducted at annual general meeting of other level 2 incorporated associations (1) This rule applies only if the association is a level 2 incorporated association to which section 59A of the Act applies. (2) The following business must be conducted at each annual general meeting of the association— (a) receiving the association's financial statement, and signed statement, for the last reportable financial year; (b) presenting the financial statement and signed statement to the meeting for adoption; (c) electing members of the management committee;

V7 30.01.2013 Page 279 (d) appointing an auditor, an accountant or an approved person for the present financial year.

34 Business to be conducted at annual general meeting of other level 3 incorporated associations (1) This rule applies only if the association is a level 3 incorporated association to which section 59B of the Act applies. (2) The following business must be conducted at each annual general meeting of the association— (a) receiving the association's financial statement, and signed statement, for the last reportable financial year; (b) presenting the financial statement and signed statement to the meeting for adoption; (c) electing members of the management committee.

35 Notice of general meeting (1) The secretary may call a general meeting of the association. (2) The secretary must give at least 14 days notice of the meeting to each member of the association. (3) If the secretary is unable or unwilling to call the meeting, the president must call the meeting. (4) The management committee may decide the way in which the notice must be given. (5) However, notice of the following meetings must be given in writing— (a) a meeting called to hear and decide the appeal of a person against the management committee's decision— (i) to reject the person's application for membership of the association; or (ii) to terminate the person's membership of the association; (b) a meeting called to hear and decide a proposed special resolution of the association. (6) A notice of a general meeting must state the business to be conducted at the meeting.

36 Quorum for, and adjournment of, general meeting (1) The quorum for a general meeting is at least the number of members elected or appointed to the management committee at the close of the association's last general meeting plus 1. (2) However, if all members of the association are members of the management committee, the quorum is the total number of members less 1. (3) No business may be conducted at a general meeting unless there is a quorum of members when the meeting proceeds to business. (4) If there is no quorum within 30 minutes after the time fixed for a general meeting called on the request of members of the management committee or the association, the meeting lapses. (5) If there is no quorum within 30 minutes after the time fixed for a general meeting called other than on the request of members of the management committee or the association— (a) the meeting is to be adjourned for at least 7 days; and (b) the management committee is to decide the day, time and place of the adjourned meeting. (6) The chairperson may, with the consent of any meeting at which there is a quorum, and must if directed by the meeting, adjourn the meeting from time to time and from place to place. (7) If a meeting is adjourned under subrule (6), only the business left unfinished at the meeting from which the adjournment took place may be conducted at the adjourned meeting.

V7 30.01.2013 Page 280 (8) The secretary is not required to give the members notice of an adjournment or of the business to be conducted at an adjourned meeting unless a meeting is adjourned for at least 30 days. (9) If a meeting is adjourned for at least 30 days, notice of the adjourned meeting must be given in the same way notice is given for an original meeting.

37 Procedure at general meeting (1) A member may take part and vote in a general meeting in person, by proxy, by attorney or by using any technology that reasonably allows the member to hear and take part in discussions as they happen. (2) A member who participates in a meeting as mentioned in subrule (1) is taken to be present at the meeting. (3) At each general meeting— (a) the president is to preside as chairperson; and (b) if there is no president or if the president is not present within 15 minutes after the time fixed for the meeting or is unwilling to act, the members present must elect 1 of their number to be chairperson of the meeting; and (c) the chairperson must conduct the meeting in a proper and orderly way.

38 Voting at general meeting (1) At a general meeting, each question, matter or resolution, other than a special resolution, must be decided by a majority of votes of the members present. (2) Each member present and eligible to vote is entitled to 1 vote only and, if the votes are equal, the chairperson has a casting vote as well as a primary vote. (3) A member is not entitled to vote at a general meeting if the member's annual subscription is in arrears at the date of the meeting. (4) The method of voting is to be decided by the management committee. (5) However, if at least 20% of the members present demand a secret ballot, voting must be by secret ballot. (6) If a secret ballot is held, the chairperson must appoint 2 members to conduct the secret ballot in the way the chairperson decides. (7) The result of a secret ballot as declared by the chairperson is taken to be a resolution of the meeting at which the ballot was held.

39 Special general meeting (1) The secretary must call a special general meeting by giving each member of the association notice of the meeting within 14 days after— (a) being directed to call the meeting by the management committee; or (b) being given a written request signed by— (i) at least 33% of the number of members of the management committee when the request is signed; or (ii) at least the number of ordinary members of the association equal to double the number of members of the association on the management committee when the request is signed plus 1; or (c) being given a written notice of an intention to appeal against the decision of the management committee—

V7 30.01.2013 Page 281 (i) to reject an application for membership; or (ii) to terminate a person's membership. (2) A request mentioned in subrule (1)(b) must state— (a) why the special general meeting is being called; and (b) the business to be conducted at the meeting. (3) A special general meeting must be held within 3 months after the secretary— (a) is directed to call the meeting by the management committee; or (b) is given the written request mentioned in subrule (1)(b); or (c) is given the written notice of an intention to appeal mentioned in subrule (1)(c). (4) If the secretary is unable or unwilling to call the special meeting, the president must call the meeting.

40 Proxies (1) An instrument appointing a proxy must be in writing and be in the following or similar form— [Name of association]: I, of , being a member of the association, appoint of as my proxy to vote for me on my behalf at the (annual) general meeting of the association, to be held on the day of

20 and at any adjournment of the meeting. Signed this day of 20 . Signature (2) The instrument appointing a proxy must— (a) if the appointor is an individual—be signed by the appointor or the appointor's attorney properly authorised in writing; or (b) if the appointor is a corporation— (i) be under seal; or (ii) be signed by a properly authorised officer or attorney of the corporation. (3) A proxy may be a member of the association or another person. (4) The instrument appointing a proxy is taken to confer authority to demand or join in demanding a secret ballot. (5) Each instrument appointing a proxy must be given to the secretary before the start of the meeting or adjourned meeting at which the person named in the instrument proposes to vote. (6) Unless otherwise instructed by the appointor, the proxy may vote as the proxy considers appropriate. (7) If a member wants a proxy to vote for or against a resolution, the instrument appointing the proxy must be in the following or similar form— [Name of association]: I, of , being a member of the association, appoint of as my proxy to vote for me on my behalf at the (annual) general meeting of the association, to be held on the day of 20 and at any adjournment of the meeting. Signed this day of 20 . Signatur e This form is to be used *in favour of/*against [strike out whichever is not wanted] the following resolutions— [List relevant resolutions]

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41 Minutes of general meetings (1) The secretary must ensure full and accurate minutes of all questions, matters, resolutions and other proceedings of each general meeting are entered in a minute book. (2) To ensure the accuracy of the minutes— (a) the minutes of each general meeting must be signed by the chairperson of the meeting, or the chairperson of the next general meeting, verifying their accuracy; and (b) the minutes of each annual general meeting must be signed by the chairperson of the meeting, or the chairperson of the next meeting of the association that is a general meeting or annual general meeting, verifying their accuracy. (3) If asked by a member of the association, the secretary must, within 28 days after the request is made— (a) make the minute book for a particular general meeting available for inspection by the member at a mutually agreed time and place; and (b) give the member copies of the minutes of the meeting. (4) The association may require the member to pay the reasonable costs of providing copies of the minutes.

42 By-laws (1) The management committee may make, amend or repeal by-laws, not inconsistent with these rules, for the internal management of the association. (2) A by-law may be set aside by a vote of members at a general meeting of the association.

43 Alteration of rules (1) Subject to the Act, these rules may be amended, repealed or added to by a special resolution carried at a general meeting. (2) However an amendment, repeal or addition is valid only if it is registered by the chief executive.

44 Common seal (1) The management committee must ensure the association has a common seal. (2) The common seal must be— (a) kept securely by the management committee; and (b) used only under the authority of the management committee. (3) Each instrument to which the seal is attached must be signed by a member of the management committee and countersigned by— (a) the secretary; or (b) another member of the management committee; or (c) someone authorised by the management committee.

45 Funds and accounts (1) The funds of the association must be kept in an account in the name of the association in a financial institution decided by the management committee. (2) Records and accounts must be kept in the English language showing full and accurate particulars of the financial affairs of the association. (3) All amounts must be deposited in the financial institution account as soon as practicable after receipt.

V7 30.01.2013 Page 283 (4) A payment by the association of $100 or more must be made by cheque or electronic funds transfer. (5) If a payment of $100 or more is made by cheque, the cheque must be signed by any 2 of the following— (a) the president; (b) the secretary; (c) the treasurer; (d) any 1 of 3 other members of the association who have been authorised by the management committee to sign cheques issued by the association. (6) However, 1 of the persons who signs the cheque must be the president, the secretary or the treasurer. (7) Cheques, other than cheques for wages, allowances or petty cash recoupment, must be crossed not negotiable. (8) A petty cash account must be kept on the imprest system, and the management committee must decide the amount of petty cash to be kept in the account. (9) All expenditure must be approved or ratified at a management committee meeting.

46 General financial matters (1) On behalf of the management committee, the treasurer must, as soon as practicable after the end date of each financial year, ensure a financial statement for its last reportable financial year is prepared. (2) The income and property of the association must be used solely in promoting the association's objects and exercising the association's powers.

47 Documents The management committee must ensure the safe custody of books, documents, instruments of title and securities of the association.

48 Financial year The end date of the association's financial year is 31st December in each year.

49 Distribution of surplus assets to another entity (1) This rule applies if the association— (a) is wound-up under part 10 of the Act; and (b) has surplus assets. (2) The surplus assets must not be distributed among the members of the association. (3) The surplus assets must be given to another entity— (a) having objects similar to the association's objects; and (b) the rules of which prohibit the distribution of the entity's income and assets to its members. (4) In this rule— surplus assets see section 92(3) of the Act..

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CHARTER FOR CLERMONT COMMUNITY CONSULTATIVE COMMITTEE

CONTEXT:

Rio Tinto Coal Australia’s (RTCA) Community Policy identifies that building enduring relationships with our neighbors’ is characterised through:

• mutual respect • active partnership • long-term commitment

RTCA has a long history of working in the Clermont community. It currently has two operations in the Clermont area: Blair Athol Mine (BA) and Clermont Coal Mine Project (CCMP). BA is a mature mining operation scheduled for closure in 2012. CCMP is a new green field operation, which started development in 2007.

In 2005 RTCA started a community consultation process relating to the closure of the BA operations. The BA Mine Closure Community Consultative Committee (CCC) was formed in June 2005 and was the primary communication path for community input on closure planning at BA. In April 2007, the development of the CCMP created an opportunity to develop a single community reference group that covered both RTCA operations in the Clermont district. It was decided that the Clermont CCC would be formed to replace the BA Mine Closure CCC and would have an extended scope that covers both BA and CCMP operations.

CCMP is involved in an additional Community Reference Group (CRG) relating to the ‘Alternative Water Supply Agreement’, required as a condition of the Mining Lease. The charter for the Clermont CCC is exclusive of the issues covered by the Clermont CRG.

PURPOSE: The purpose of the Clermont CCC is to establish a formal process of communication for provision of feedback and advice on existing or proposed activities with the intent to promote community perspectives and company transparency. It is designed to create opportunities and an environment for open dialogue in a constructive manner from a diverse range of individuals volunteering to represent multiple interests and areas.

Page 285 GOAL: The Clermont CCC process will provide the opportunity to establish lines of communication with members of the community to address some of the more important community, social, economic, closure and operational issues pertaining to the Clermont community from CCMP and BA on a focused and formal basis.

ROLES: The role of Clermont CCC shall be advisory, providing input and suggestions regarding RTCA’s activities relevant to BA and CCMP operations.

TERMS AND CONDITIONS

1. MEMBERSHIP 1.1 The Clermont CCC will operate through the joint participation of the communities of Clermont and surrounds. 1.2 The duration of service on the Clermont CCC shall be 3 years and determined individually by each member’s desire to contribute. Nominations will be called for at the end of each term. Members are invited to re-nominate for the ensuing term. 1.3 Clermont CCC membership is restricted to one nominated member of an RTCA-approved organisation. Members will represent the views of their organisation and the wider community fairly and honestly and nominate one alternate representative. 1.4 If a Clermont CCC member is not available for a meeting, his or her alternate representative should attend. This is to ensure consistency of representation on the Clermont CCC. 1.5 The principal role of Clermont CCC members is to promote engagement and provide input and suggestions to RTCA concerning sustainable development, environmental and social issues associated with the BA and CCMP operations. 1.6 Members of the Clermont CCC are expected to provide fair and equitable discussion, treating all members with respect to reach agreement among all represented parties. 1.7 Members of the Clermont CCC will exercise honesty and integrity in all of their dealings concerning the activities and programmes associated with RTCA.

2. MEMBER ELIGIBILITY 2.1 The Clermont CCC composition will promote diversity of opinion, balancing representation between local government, business, NGOs, and community organisations. This balance is essential to promote the effectiveness of information sharing, discussion of issues and consensual outcomes.

Page 286 2.2 The intent is to obtain representation from a balanced cross-section of the community with individuals who are willing to commit time to provide input and feedback that will guide the environmental, social and sustainable development programmes for the BA and CCMP operations. 2.3 Membership will consist of nominees based on their respective roles and influence as well as ensuring an appropriate reflection of local demography in the committee’s membership. 2.4 Membership will consist of volunteers approved by RTCA. 2.5 Manageability and good practice suggests that the number of Clermont CCC members will initially be kept to a maximum of 15 including at least 4 RTCA representatives. 2.6 Invited speakers or technical experts will complement the sharing of information and provide advice to the Clermont CCC funded by RTCA. 2.7 Only one representative (plus an alternate) from a selected organisation may be a member of the Clermont CCC. Only one person from that organisation however may attend any single Clermont CCC meeting. 2.8 If a Clermont CCC member does not represent the views of their organisation fairly and honestly, or is disrespectful to other members, RTCA has the discretion to seek a replacement for that organisation.

3. MANAGEMENT OF DECISION-MAKING PROCESS 3.1 Members of the Clermont CCC will reach agreement, after full discussion among all members, before proposing it to the Clermont CCC Chair as a formal Clermont CCC recommendation. 3.2 Upon receiving a formal recommendation, the Clermont CCC Chair will pass on the recommendation to the respective BA or CCMP General Manager for their consideration. 3.3 In the event that members cannot reach agreement on a particular issue, the varying viewpoints will be proposed for the consideration of the Clermont CCC Chair. Final decisions will be at the discretion of the Clermont CCC Chair, after considering the various positions of the represented organisations. 3.4 RTCA will review Clermont CCC recommendations for action consistent with defined criteria (see Attachment 1 below). 3.5 Clermont CCC members are expected to be prepared to reflect the views of their respective organisations such that recommendations provided by the Clermont CCC can be considered by RTCA in a timely manner.

Page 287 4. MEETINGS: 4.1 The Clermont CCC meetings are designed to enhance the sharing of information to and from the represented constituencies to ensure that sustainable solutions are explored and communicated to all stakeholders. 4.2 RTCA will chair the Clermont CCC meetings, prepare meeting agendas and set schedules with input from the Clermont CCC members. 4.3 An agenda will be prepared by RTCA and circulated in advance of each meeting to allow adequate preparation time for participants. 4.4 An update on the status of BA and CCMP activities and programmes will be given at each meeting. 4.5 To accomplish agenda items, the Clermont CCC meetings will consist of structured working sessions of at least two hours. 4.6 Time of the meetings will be determined by agreement of the Clermont CCC members, recognising the need to have as full a membership attendance as possible. 4.7 Clermont CCC meeting locations will generally be at a suitable location in Clermont chosen by RTCA. 4.8 A record of proceedings will be prepared and distributed to all Clermont CCC members (including their alternates) after each meeting.

4. TIME COMMITMENTS OF MEMBERS 4.1 Quarterly Clermont CCC meetings are anticipated each year. It may become necessary to hold special meetings on a more frequent basis.

5. FEES AND EXPENSES OF MEMBERS 5.1 Clermont CCC members are volunteering their services, free of charge. 5.2 Members or alternates are eligible for reimbursement of meeting-related expenses (upon request to RTCA) for Clermont CCC meetings attended, which are not held in Clermont.

6. ACCOUNTABILITIES 6.1 Clermont CCC members are individually accountable to the organisation they represent and to other members of the Clermont CCC. 6.2 Members are collectively accountable for providing recommendations and input on BA and CCMP’s sustainable development, environmental and social objectives.

Page 288 7. IMPLEMENTATION OF COMMITTEE RECOMMENDATIONS 7.1 Implementation of Clermont CCC recommendations passed on by the Clermont CCC Chair will be disseminated to the identified body. 7.2 The Clermont CCC may make recommendations to the Clermont CCC Chair that advice be taken from third party technical experts, at the discretion of the Clermont CCC Chair, in order to address relevant sustainable development, environmental and social aspects of BA and CCMP at the cost RTCA.

8. INTERNAL AND EXTERNAL COMMUNICATION PROTOCOL 8.1 Internal communication of Clermont CCC meetings will be coordinated by RTCA and will include reporting on the progress made by RTCA in considering Clermont CCC input or recommendations. 8.2 RTCA will provide minutes to each member (and alternate) following each Clermont CCC meeting. 8.3 A summary of outcomes will be published after each meeting to inform the community at large of developments and to foster additional public input and disseminated through a variety of means. 8.4 Clermont CCC members shall not disclose any confidential or proprietary information without written consent from RTCA. If a breach of confidentiality without RTCA written consent occurs, RTCA has the discretion to either seek a replacement member nominated by that organisation or expel the organisation if the organisation itself was culpable.

Page 289

ATTACHMENT 1

DRAFT CRITERIA FOR APPROVING RECOMMENDATIONS (FOR DISCUSSION PURPOSES: TO BE JOINTLY ESTABLISED BY CLERMONT COMMUNITY CONSULTATIVE COMMITTEE)

In evaluating input and recommendations of the Clermont CCC, RTCA will use the following criteria to question whether any recommendation contributes to the betterment of the communities and sustainable development by taking account of the following aspects:

• Social – recommendations improve the well-being of the local communities, preferably by building on and respecting o existing structures and institutions; o traditional and cultural values of local people in the region including tribal groups; and o community and stakeholder knowledge and information exchange. • Environment – recommendations must be evaluated for potential impacts on local ecological systems with such impacts being mitigated by programmes designed to maintain long-term ecosystem well being. The health and safety of employees, local communities and the environment must be capable of protection under any recommendation. • Economic – recommendations shall be subject to economic costs and benefits analysis in order to ensure that only sustainable economic opportunities for the RTCA Operations and local communities are implemented. • Risk level – the recommendations must have a high probability of success and low consequence of failure. • Governance – all recommendations must consider social, environmental and economic trade-offs addressing potential consequences through institutional arrangements, including local agreements and appropriate training, to improve capacities of government and communities. • Decisions – Any Clermont CCC recommendation must be investigated by RTCA in a fair and transparent manner.

Page 290 Page 291 Page 292

Dysart Interagency Network

Terms of Reference

The following terms of reference have been developed to give direction to the Dysart Interagency Network.

Membership:

The Dysart Interagency Network shall consist of local and regional representatives from the following groups who have affiliations with the Dysart community; • Government Services • Government Departments • Non-government Services • Partner Organisations • Community Groups

Purpose:

The purpose of the Network Meetings; • Networking • Information sharing • Relationship sharing • Working as a group towards one goal • Format to work on projects and addressing needs • United voice

Roles & Responsibilities:

• The Dysart Community Development Officer will be responsible for the co-ordination of the network by sourcing a meeting venue and provision of morning tea and forwarding to all members who provide an email address; - minutes of meetings, - Information on future meeting dates - reminder notices with attached agenda for members to add items for the meeting • Chairperson and Minute taker responsibilities may be shared amongst the members • Minute taker will forward minutes of meetings to the Dysart Community Development Officer for dispersing to members • Members are required to RSVP to the Dysart Community Development Officer prior to meeting for catering purposes

Format of Meetings:

• Meetings are to be held quarterly and will run for two hours, from 10:00am to 12 noon. • A format for taking of the Minutes of the Meetings is attached.

Principles:

• Confidentiality • Members not identifying clients • Respect of other people’s beliefs • Listen to other members comments

Dysart Community Support Group Inc. Page 293 Address: 21 Queen Elizabeth Drive, PO Box 103, Dysart Queensland 4745 | Telephone: 07 4958 2461 | Email: [email protected]

The Fitzroy Water Quality Improvement Plan (WQIP:2015) has been developed to improve water quality in the Fitzroy Basin to protect the Great Barrier Reef.

WQIP:2015 covers the Fitzroy Basin and coastal catchments (Styx, Shoalwater, Water Park Creek, Boyne and Calliope) as well as adjacent marine waters. The plan sets water quality targets for the region, identifies priority areas to undertake works and recommends management actions to improve water quality. It will guide investments in our region to improve water quality and help restore the health of the Reef.

WQIP:2015 is open for public review. Community members, stakeholders, governments, and industry groups are all encouraged to provide comments and feedback on the draft WQIP:2015. You can provide feedback by leaving comments on this website, or by emailing Fitzroy Basin Association Inc. FBA and our delivery partners will also provide information to key land management groups in the region.

Where…

The Fitzroy Basin covers an area twice the size of Tasmania, about 152,000 km2. We have eight sub-catchments in our region and these include the Lower Fitzroy, Isaac-Connors, Comet, Upper and Lower Dawson, Styx-Herbert, Water Park and Boyne-Calliope sub-catchments. This equates to over 20,000 km of waterways and over 7,000 wetlands. Logistically this is a vast area to cover and FBA has decided to further split this area into what we call “Neighbourhood Catchments” or NCs for short. There are 192 NCs and each is a mini catchment concerning local people who understand and care about the place they live. The boundaries for the NCs can be viewed below with some interactive mapping to explore where you are.

How…

WQIP:2015 was developed through engagement with scientists, consultants, local experts, regional stakeholders and government agencies. It uses the best available science and incorporates the findings of 12 supporting studies that were commissioned as part of the plans development. These studies, along with a summary synthesis document, can be viewed here. The below conceptual diagram details how the Fitzroy WQIP:2015 was developed, how the scientific evidence was integrated and how it will be used.

Who…

Page 294 FBA has spent over 12 months undertaking activities that have informed WQIP:2015. Scientists and experts have been involved in collating, analysing and communicating important information to determine what needs to be done to improve water quality. We thank all parties involved in developing the science behind WQIP:2015. A list of the people involved can be found below.

Partner groups, government, industry stakeholders and the community have all been approached at different times to contribute to WQIP:2015. Refer to the table below for details on participants to date.

Now there is an opportunity for you to get involved. Simply leave a comment on any of the pages of the WQIP:2015 and your feedback will be used to further improve our plan.

Why…

The objective of WQIP:2015 is to improve the health of the region’s waterways by identifying and prioritising actions to restore ecosystems and reduce water quality issues. A series of water quality, land and catchment management targets have been set to measure the outcomes of activities implemented under the plan. More information can be found below.

http://riverhealth.org.au/projects/fba-wqip/overview/background/

Page 295 Glenden Development and Industry Group CHARTER

April 2015

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Page 296 Document Set ID: 4575042 Version: 2, Version Date: 01/04/2020 Contents

1. Background ...... 3

2. Purpose ...... 3

3. Goals ...... 3

4. Function ...... 3

5. Membership ...... 4

6. Selection process ...... 4

7. Terms of membership...... 4

8. Appointment of the Chair/Role of chair ...... 5

9. Code of conduct...... 5

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Page 297 Document Set ID: 4575042 Version: 2, Version Date: 01/04/2020 1. Background

The cyclical nature of the coal sector and, in particular, the finite life of mining operations requires industry, government and community to collectively address issues of long-term sustainability; new developments and changes to existing operations. Industry, government and community have the opportunity to work collaboratively to achieve this through involvement in the community-led Glenden Development and Industry Group (DIG).

2. Purpose

The purpose of Glenden DIG is to understand and address local issues and opportunities associated with existing and new developments and work collaboratively to achieve the greatest benefit for Glenden.

3. Goals

Glenden DIG aims to  identify community priorities and objectives  liaise with relevant stakeholders to promote community interests and articulate community priorities and objectives  agree and prioritise action plans to address these priorities objectives  inform the community and stakeholders of progress and outcomes

4. Function

Glenden DIG was established to connect community, industry and government to address the changing needs of the town as a result of existing and new developments. It  is a community-led representative group of community, business, government and industry members that brings a wide perspective reflective of the members’ background, skills and experience  is an information-sharing platform that identifys and actions opportunities for Glenden  provides advice and recommendations in relation to the strategic direction and goals to achieve community benefit associated with anticipated changes in the town  develops ways for members to work collaboratively and uses established and new networks to assist in developing and delivering strategies  monitors its effectiveness and presents progress reports at regular community forums  relies on the principle that the community is willing to prepare for and adapt to change  promotes its function to the community and key stakeholders

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Page 298 Document Set ID: 4575042 Version: 2, Version Date: 01/04/2020 5. Membership

Current membership of Glenden DIG includes representatives of  local community  local business  infrastructure and utilities companies  mining companies and contractors  economic development agency  government

6. Selection process

Glenden DIG members were selected through a nomination and invitation process. A comprehensive selection process was undertaken to ensure appropriate representation of the local business and residential community. The nomination criteria included  skills, experience or local knowledge of benefit to Glenden DIG  availability to attend regular meetings  a willingness to contribute positively to meetings and look beyond personal interests  established networks, or a willingness to establish networks, through which information and feedback can be gathered and disseminated  agreement to the publication of name and any assoicated community groups  commitment to a minimum of twelve months membership.

7. Terms of membership

The terms of membership are  members agree to commit to a minimum of twelve months membership  members agree to attend at least 75 per cent of meetings to maintain continuity and understanding of issues and can only send a proxy by prior agreement with the chair  any member wishing to resign must do so in writing  members must disclose for the chair’s consideration any interest they or a close family member have that could conflict with the proper performance of the member’s functions  members agree not to speak to the media on behalf of Glenden DIG.

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Page 299 Document Set ID: 4575042 Version: 2, Version Date: 01/04/2020 8. Appointment of the Chair

An independent chair will be determined through a majority vote of DIG members. Once appointed, the chair will faciltate the Glenden DIG for a twelve month term with continuation options to be discussed by the Glenden DIG at the meeting prior to the conclusion of the term.

8.1 Role of chair

The chair is responsible for facilitating Glenden DIG. The role of the chair is to  direct and manage meetings and maintain adherence to the agenda to achieve agreed objectives  assign responsibility for actions and obtain regular updates on progress in between meetings  appoint a dedicated person to capture meeting outcomes for distribution to meeting participants for agreement prior to publishing them  ensure equal participation and opportunity for input by all group members  approve any requests for guests to attend meetings  record attendance at the start of each meeting  prepare for each meeting with organisers and agree an agenda for prior distribution

9. Code of conduct

Members agree to the code of conduct for Glenden DIG and act in a manner that supports equal opportunities for all. Any member who does not comply will be asked to leave the meeting by the chair. Any person excluded from an individual meeting because of their behaviour will only be allowed to return to future meetings if they agree to abide by the code of conduct. Members must not  act or speak in a way that may be perceived as bullying, abusive, discriminatory or derogatory  disclose or circulate any commercial in confidence information, communication and reports outside meetings  bring Glenden DIG into disrepute  speak, claim to speak or give the impression that they speak on behalf of or represent Glenden DIG unless they have been authorised to do so by the chair  attempt to dominate the meetings for their own purpose or the purpose of a group or organisation they are representing

Members will  respect the rights and views of other members and allow everyone to take part without interruption or intimidation  participate in community forums

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Page 300 Document Set ID: 4575042 Version: 2, Version Date: 01/04/2020  agree to share relevant information with members  agree to disseminate relevant information from meetings accurately and in good faith  agree to maintain any reasonable confidentiality requirements  act in the public interest and not seek to gain advantage for themselves, their family or friends  act in a way that is fair and unbiased  be open and honest about their actions and decisions and give reasons for them  be clear and honest about whether they are giving their personal view or the views of a group or organisation they are representing

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Page 301 Document Set ID: 4575042 Version: 2, Version Date: 01/04/2020 GBRMPA Info Great Barrier Reef Marine Park Authority Information Required [SEC=UNCLASSIFIED]

Thank you for your email.

Isaac Regional Council has been a Reef Guardian Council for a number of years. This program recognises the good environmental work undertaken by councils to protect the Great Barrier Reef, there are currently sixteen councils are actively involved in the program covering a 300,000 square kilometre area, a population of a million people and stretching from northern Cape York to Bundaberg.

The Reef Guardian Council framework evolved over the past decade as a collaborative partnership between mayors, council officers and GBRMPA staff. GBRMPA hosts a number of meeting each year in an effort to share ideas and foster continuous environmental improvement as the programs direction is actively driven by councils. We aim to hold at least one steering committee and working group meeting each year; Steering Committee meeting are generally attended by mayors and/or CEO’s and are usually held in conjunction with a LGAQ meeting. The next steering committee is scheduled to be held on the Gold Coast following the LGAQ conference on Friday 21st October. GBRMPA assists members with accommodation and travel requirements to attend this meeting. Working Group Meetings are generally attended by council officers, these meetings tend to be held utilising Video Conferencing Facilities in GBRMPA’s offices in Gladstone, Mackay, Townsville and Cairns.. The next meeting is scheduled to be held on Wednesday 18th May. Amy Anderson and Gert Nel have RSVP’ed to attend for council.

Memoranda of Understanding (MoU) Each Council signs a MoU outlining their commitment to the program. The current MoU is now expiring following the local Government elections, we are in the process of reviewing the MoU and an updated version will be sent to Council in the near future for consideration.

Annual action plans As part of the terms of the MoU each Reef Guardian Council prepares an annual action plan to identify activities that will be undertaken to promote and protect the health of the Reef. With assistance from GBRMPA staff, the councils list a range of activities that will benefit the Reef under the general headings of land, water and waste management, community education and climate change. The actions vary depending on the capacity and context of each council, but generally cover everything from the big picture of new planning schemes to the detail of installing new pipes in causeways to improve waterway connectivity. Council is encourage to host this document on their website and GBRMPA will link to this

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Milestone Reports As part of the action plan reviewed at the end of each financial year council produces a report to highlight key activities undertaken. GBRMPA is currently producing a compilation of the 2014/15 Milestone Reports provided by the councils. It demonstrates that the hands-on, community-based approach of Reef Guardians can make a real difference to the health and resilience of the Great Barrier Reef.

I am in the process of arranging a visit to Moranbah in early June my colleague Carolyn Thompson (who is based in our Mackay office) to meet with relevant council staff, Carolyn is liaising with Alana Kemmerling regarding this in order to ensure we meet with the appropriate people given that she (Alana) is leaving council. If there is someone you believe we should meet with please let me know.

I hope I have answered all of your questions, if I have missed anything or can be of further assistance please do not hesitate to contact me

Kind regards

Sandra Garvin Project Manager - Reef Guardian Councils Tourism and Stewardship Great Barrier Reef Marine Park Authority 2-68 Flinders Street Townsville | PO Box 1379 Townsville QLD 4810 Phone: (07) 4750 0601 Fax: (07) 4772 6093 Email: [email protected]

If you have received this transmission in error please notify us immediately by return email and delete all copies. Any unauthorised use, disclosure or distribution of this email is prohibited.

From: Krystle Heron [mailto:[email protected]] Sent: Thursday, 28 April 2016 3:18 PM To: GBRMPA Info Subject: Great Barrier Reef Marine Park Authority Information Required

Good afternoon,

I am in the process of finalising an information package on External Committees currently represented by Isaac Regional Council, for our Councillors and relevant staff.

If you could please provide the following information to me on the Great Barrier Reef Marine Park Authority that would be greatly appreciated:

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· Scope/Terms of Reference · Latest information on your committee · Any standing orders – Rules and Regulations · Contact details · Current Isaac Regional Councillor/Staff member on your committee.

Kind Regards

Krystle Heron Executive Assistant I Office of the Mayor & CEO Ph: 07 4846 3398 Mobile: 0437 842 678 PO Box 97 MORANBAH QLD 4744 [email protected] | http://www.isaac.qld.gov.au

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Governance Charter 18/19FY Version 4: DRAFT

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Table of Contents Governance Charter ...... 1 18/19FY ...... 1 Purpose of this document ...... 1 Purpose of the Partnership ...... 1 Objectives of the Partnership ...... 2 Governance responsibilities ...... 2 Technical Working Group responsibilities ...... 4 Independent Science Panel ...... 5 Host Organisation ...... 6 Operational Guidelines ...... 6 Attachment A: Nested Program Approach ...... 9 Attachment B: Partnership, Management Committee and TWG members ...... 10 Attachment C: Partnership MoU ...... 11 Attachment D: Partnership Terms of Reference ...... 16 Attachment E: Management Committee Terms of Reference ...... 21 Attachment F: Technical Working Group Terms of Reference ...... 26 Attachment G: Hosting Agreement ...... 26 Attachment H: Chair’s KPIs and Remuneration Protocol ...... 36 Attachment I: HR2RP declaration of interest register (example) ...... 40

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Purpose of this document The Mackay-Whitsunday Healthy Rivers to Reef Partnership (the Partnership) governance charter outlines the purpose, objectives, key personnel and committees, their operational responsibilities and input of regional working groups. It also contains operational guidelines for the Partnership and host organisation, along with the Memorandum of Understanding (MoU) for Partnership membership.

It includes a consolidated set of agreements developed and agreed by the Partnership since its inception in October 2014. It aims to ensure that all partners have a common understanding on the governance and operation of the Partnership.

This Charter will be reviewed on an annual basis to ensure membership is current and Partnership governance and processes are current.

Purpose of the Partnership The primary purpose of the Partnership is to develop an annual Mackay-Whitsunday regional waterway health report card. The report card uses the best independent science and integrates a range of GBR- wide and regional monitoring programs to measure waterway health in an environmental, social, economic and cultural context. By drawing on information from existing monitoring programs, duplications and gaps can be identified, and more easily communicated information provided to the community in a cost effective way.

For the purpose of this Partnership, the reporting region includes five regional basins (the Don, Proserpine, Pioneer, O’Connell and Plane), urban areas, the ports of Abbot Point, Mackay and Hay Point, marinas and the adjacent coastal and marine area to the eastern boundary of the Great Barrier Reef Marine Park.

A range of reporting products are produced for the Great Barrier Reef that complement each other and respond to different drivers (see Attachment A). The intent is to have a Reef-wide approach to reporting, with nested regional products that provide finer scale information. The regional program will collect similar core indicators that can then be rolled up into Reef-wide or state wide reporting, and will deliver products at a scale that communities can relate to.

Refer to the Partnership’s Program Plan for further detail on the Partnership’s objectives and strategic focus.

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Objectives of the Partnership The members are committed to delivering the following objectives through the Mackay-Whitsundays Healthy Rivers to Reef Partnership:

• Communicate information effectively and at a relevant scale to the broader community on waterway health issues with scientific integrity, independence and transparency. • Be specific to the Mackay-Whitsunday region and consistent with other regional waterway report cards including the Wet Tropics, Townsville, Gladstone and Fitzroy. • Provide effective, coordinated, strategic and transparent investment to ensure cost effective development of an annual report card. • Consolidate and integrate outputs from ambient and event monitoring programs as well as different modelling platforms. • Provide scientific information that may assist in improving or maintaining the environmental, social and economic values of our Region. • Deliver more innovative approaches to understanding catchment wide cumulative impacts and communicating that more effectively to the broader community. • Inform planning and delivery activities of the Partners in response to the findings of the report card. • Utilise the stewardship assessments in the report cards to promote Partners’ activities, while drawing on the findings of the report card to identify enhanced or additional management actions. • Communicate our understanding of catchment-wide cumulative impacts. • Build upon, complement and enhance existing efforts of members. • Foster a culture of collaboration between Partners for the benefit of our Region’s waterways and communities. • Develop community education initiatives. • Act as advocates for priority regional outcomes in line with the Partnership’s objectives.

Governance responsibilities Chair The elected Chair will have responsibility for chairing both the Partnership and Management Committee. The election of a Chair is to occur at the beginning of each financial year.

The role of Chair is further detailed in the Terms of Reference for both the Partnership and the Management Committee. The position is evaluated against Key Performance Indicators (KPI). Chair KPIs for the 18/19FY are included in Attachment G along with measures to evaluate performance and the position’s remuneration protocol.

Deputy Chair The Deputy Chair of the Partnership is elected by the Partners. The selected Deputy Chair will be responsible for chairing both the Partnership and Management Committee in the absence of the Chair. The Deputy Chair will only be remunerated when standing in for the Chair.

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The election of the Deputy Chair is to occur at the beginning of each financial year or unless otherwise specified by the Management Committee or Partnership.

Executive Officer The role of the Executive Officer is to successfully deliver secretariat functions and manage all operational arrangements for the Partnership.

The Executive Officer will be employed by the host organisation on behalf of the Partnership and will:

• Coordinate the implementation of projects, all reports and any contracted works associated with the Partnership, including communications, governance and technical support. • Coordinate the delivery of secretariat and operational functions of the Partnership. • Work with partners to finalise the development of the regional waterway health Report Card. • Maintain and enhance governance arrangements for the Partnership via stakeholder engagement activities with current and prospective Partners, via promotion of the Partnership’s profile and reputation. • Maintain, develop and seek out new networks and relationships with members (including new members), stakeholders and the community. • Oversee the management of the Partnership’s budget including performance reporting and audits, as well as promoting financial membership for the next year to current and prospective partners. • Work closely with the Communications Team at Reef Catchments (if utilised to deliver on the Partnership’s communications and engagement strategy) to develop a communication and engagement strategy for all Project phases as well as monitor and update all publically available information on the Partnership and its deliverables (e.g. via the website and media releases). • Provide Project support for the secretariat and operational functions of the Partnership, including organisation of meetings/functions, providing/circulating deliverables. • Provide direction, support and assistance to the Technical Officer (and any other staff) as required.

Technical Officer The Technical Officer will coordinate all technical activities of the Partnership, the primary output being the annual Report Card for the region.

The Technical Officer will be employed by the host organisation on behalf on the Partnership and will:

• Develop, collate, synthesise and disseminate technical and scientific information that contributes to the annual Report Card. • Develop and regularly review and update the program design and associated reporting to deliver the annual Report Card based on a range of data and information. • Work closely with the Partnership’s Technical Working Group and the Reef Plan Independent Science Panel to ensure scientific validity of the reporting framework. • Coordinate and implement a data management system on behalf of the Partnership. • Communicate the program and its outcomes to technical and non- technical audiences, as per the Partnership’s communications and engagement strategy. • Work closely with the Executive Officer to develop relevant and tailored communication products on behalf of the Partnership. • Work closely with the Partnership’s chosen communication resources and external service providers to develop and maintain the Partnership’s website. • Assist the Executive Officer to develop scopes of work and contracts for external service providers on behalf of the Partnership, where required. 3 Page 309

• Assist the Executive Officer with developing agendas and taking minutes for Partnership, Management Committee and other meetings as required. • Other functions as required.

Other HR2RP staff

Additional staff may be employed by the Partnership to support the priorities and functions of the Partnership. The Management Committee, HR2RP staff and Chair will review the need for additional resources on a regular basis. As per the financial delegations listed on page 7, the Partnership will be responsible for endorsing the appointment of staff resulting in >10% changes to endorsed annual budgets.

Partnership One of the key objectives of any partnership model is to ensure commitment and participation from all members. Partners meet 3 times a year to provide strategic direction and oversight of the work of the Management Committee and the host. The full list of Partners is at Attachment B. Commitment to the Partnership is through a Memorandum of Understanding (MOU) signed by all partners (Attachment C)..

The Partnership Terms of Reference is at Attachment D.

Management Committee The Mackay-Whitsunday Healthy Rivers to Reef Management Committee is a sub-set of the Partnership and provides more of an operational role for the Partnership. The Management Committee meet 4 times per year and oversee management of the report card program design, budget, communication plans etc. The recommended structure and membership of the Management Committee seeks to ensure adequate representation across the partners but not necessarily all.

Representation includes up to two industry, community and government representatives respectively as well as the Partnership Chair and deputy-Chair. Representatives are appointed based on a nomination process undertaken within each sector (i.e. industry, community and government). Further detail on the formula for membership to the Management Committee is provided in Attachment E.

Membership may be reviewed as more partners come on board to ensure representation is adequate for the region.

The full list of Management Committee members is at Attachment B.

The Management Committee Terms of Reference is at Attachment E.

Technical Working Group responsibilities The Technical Working Group (TWG) is established to identify and coordinate available monitoring data and modelling information, identify critical gaps and develop the report card indicator/grades methodology and design. The TWG will be supported by the Technical Officer.

During the development of the 2015 report card, more than half of the TWG members also contributed towards the development of a pilot report card for the Wet Tropics region, in a separate Wet Tropics TWG. The Wet Tropics report card closely followed the Mackay-Whitsunday reporting approach. 4 Page 310

Following the release of the Mackay-Whitsunday and Wet Tropics 2015 report cards, the TWG for both report cards combined. The role of the combined Regional Report Card TWG will be to provide specialist advice to the regional report card Partnerships to identify and review available environmental condition monitoring data and modelling information, identify critical knowledge gaps and develop the methodology and design for the regional report cards of the Mackay-Whitsunday and Wet Tropics (and Townsville/Burdekin when established) regions, and to make recommendations to the ISP.

The Regional Report Card TWG no longer considers the development and review of stewardship, social, economic and cultural indicators; a separate ‘human dimensions’ working group/s will be established as required to advise on this work across the Partnerships and will leverage off the work being undertaken as part of RIMMReP.

The full list of TWG members and expertise covered is at Attachment B.

Terms of Reference for the Technical Working Group are at Attachment F.

Independent Science Panel The Reef Water Quality Protection Plan Independent Science Panel (Reef Plan ISP) will provide advice and review and endorse methodologies, systems and processes used for the development of the report card.

The Reef Plan ISP has agreed to this expanded role and will provide advice on how best to nest regional report cards within the wider context of Great Barrier Reef report cards.

The Chair of the TWG will be present at Reef Plan ISP meetings when Partnership business is on the agenda. It is the responsibility of the TWG Chair to liaise with the Partnership/ Management Committee Chair to convey Reef Plan ISP decisions to the Management Committee and Partnership.

The Reef Plan ISP Terms of Reference including responsibility for the Partnership were endorsed in October 2014 by the Intergovernmental Operating Committee (IOC). The Reef Plan ISP Terms of Reference are available upon request.

Support from Regional Working Groups

The Regional Working Groups (RWGs) for the HR2RP will be the existing “Think Tanks” established in the region, including (but not limited to) grazing, horticulture, cane, coastal development, urban development, LMACs, Landcare groups, and ecosystem health groups. New/other groups may be drawn on as needed for regional knowledge and expertise.

The RWGs will provide locally relevant expertise and knowledge for the region, representing local stakeholders, community groups, and industry. The RWGs will provide knowledge and guidance on current activities occurring in the region, results of implementation of such activities, and opportunities for improvements. The RWGs will also provide key information to the report card regarding ABCD Management Practice Frameworks relevant to each RWG. RWGs will be accessed through Reef Catchments and NQ Dry Tropics via the Executive and Technical Officers of the Partnership and members may be invited to participate in specialist sub-TWG workshops as required. Details of relevant representatives from each RWG can be obtained from Reef Catchments directly. 5 Page 311

Host Organisation Reef Catchments has been endorsed by the Partnership as host organisation for the Mackay- Whitsunday Healthy Rivers to Reef Partnership for the 18/19 FY. This arrangement will be reviewed prior to 19/20FY in consultation with the Partnership Management Committee. The role of the host organisation is detailed in the Host Agreement (refer to Attachment G).

Role of Regional NRM bodies The role of the Regional NRM bodies within the Partnership is to provide technical expertise to develop the Mackay-Whitsunday Report Card. The two regional NRM bodies for the Partnership are Reef Catchments (the Partnership’s host) and NQ Dry Tropics.

The Technical Officers in Reef Catchments and NQ Dry Tropics are the link to the existing NRM regional working groups who provide a strong knowledge base for the region. The Technical Officers will liaise with the officers servicing these working groups or participate in the working groups when possible.

Knowledge and information obtained through these regional working groups will be made available via the Technical Officers to the TWG and ISP when required.

Operational Guidelines Operational structure of Partnership

The following figure shows the operational structure of the Partnership.

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Financial Delegations

• Management Committee (in consultation with Executive Officer) develops budget; • Partnership approves budget; • Management Committee approves any variations to the budget to the value of $10,000 (positive or negative variations); • Executive Officer manages the Partnership budget; • Expenditure is consistent with the annual budget approved by the Partnership; and • At least quarterly expenditure is recorded to sub-program level and reported to the Management Committee for review and endorsement at meetings.

Contracting

The host organisation enters into contracts on behalf of the Partnership. The following contracts process will be followed:

1. The Executive Officer will present the Scope of Works, developed through the consultative and decision making process outlined in the Operational structure of the Partnership, for endorsement at Management Committee meetings (where appropriate). 2. The Management Committee will inform the Partnership of endorsed Scope of Works for noting/discussion at Partnership meetings, or via flying minute. 3. The host organisation will prepare and enter into contracts on behalf of the Partnership as agreed under the Hosting Agreement, under the host’s procurement policy for supplier selection and contracting. 4. The Executive Officer will release/advertise Scope of Works for proposals to service providers.

Conflicts of interest

Partners may have conflicts of interest (actual or perceived) during the course of their duties. All interests in the matter being considered, not limited to pecuniary gain, must be declared. If there is any doubt as to the relevance of an interest, a Partner must declare it so that any potential conflicts can be considered. The Partnership is made up of relevant experts, so there is an expectation that members, in maintaining their expertise or the organisation they represent, may have some interest relevant to the HR2R Partnership. Having knowledge or a point of view about the Partnership’s purpose, objectives, area of focus does not in itself create a conflict.

Examples of conflict of interests include but are not limited to:

• A financial or economic interest or opportunity for financial gain; • Use of information, confidential or otherwise, obtained from the Partnership for your, or your organisation’s benefit or gain; • Using your position on the Partnership to influence an outcome i.e. influence a tender decision, awarding of a contract, influencing report card scores • When a person’s interests or otherwise may cause harm to the Partnerships reputation; • A person having conflicting responsibilities i.e. between the Partnership and their employee, or outside interests; and

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• A person who has a position of authority in one organization which conflicts with his or her interests in another organisation.

Any of these interests may or might reasonably appear to be thought to impair the ability of a Partner to perform their duties properly and objectively in relation to the matter being considered. Determining if a conflict of interest exists should be undertaken by the Partnership on a case-by-case basis and may evolve or become evident during a discussion. The use of the term Partner in this section includes the Chair, and Management Committee.

The process for declaring and managing a conflict of interest is outlined below:

• ‘Declaration of Interests’ are to be recorded to a conflicts of interest register (an example of which located at Appendix I, the live version will be managed by the Executive Officer). Anyone with a conflict of interest should declare this at the beginning of every Partner and Management Committee meeting, or should be disclosed as soon as the conflict becomes known. All declarations are to be recorded in meeting minutes. • The declaration must include: o The nature and extent of the interest; and o How the interest relates to the issue/s under discussion, and any actions i.e. whether the Partner leaves the meeting during deliberations, or it is decided to allow the member to be present during deliberations on the matter. • Steps and options that may be considered when an interest has been declared, is that the member with the conflict: o Leaves the meeting while the item of business is discussed; o Participates in the discussion, but withdraws from the meeting before the vote and/or decision is taken; o Stays, but does not participate in either the debate or vote/decision; and o Stays with full debating and voting/decision rights.

Where a Partner considers that another Partner may have a conflict of interest that has not previously been declared, that Partner who raised the matter should alert the Chair of the Partnership and seek to have it clarified. Agenda papers are circulated prior to any meeting therefore giving Partners a good opportunity to identify potential conflicts of interest before a meeting. It is recognised discussions during a meeting may give rise to the need to declare an interest as soon as the conflict becomes known.

HR2RP staff salary reviews

The host of the Partnership will conduct a review of staff salaries, comparing to other regional report card staff, NRM organisations, relevant Queensland Government departments, and relevant industry salary surveys, in February 2019. The outcomes of the review will be used in setting salary packages for staff for May / June contracts. The staff salary review also includes a review and comparison of roles and responsibilities. A staff salary review will be undertaken every 2 years.

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Attachment A: Nested Program Approach

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Attachment B: Partnership, Management Committee and TWG members

Partnership members as of July 2018 Organisation Australian Government acting through the Department of Environment and Energy BHP Billiton CANEGROWERS (Mackay) Catchment Solutions Ltd Central Queensland University Conservation Volunteers Australia CSIRO Dalrymple Bay Coal Terminal Great Barrier Reef Marine Park Authority Mackay Recreational Fishers Alliance Mackay Regional Council North Queensland Bulk Ports Corporation Ltd NQ Dry Tropics Ltd Pioneer Catchment & Landcare Inc Queensland Resources Council Ltd Reef Catchments Regional Development Australia Mackay-Isaac-Whitsunday Inc Sarina Landcare Catchment Management Association Inc. State of Queensland acting through the Department of Environment and Science Traditional Owner Reference Group (Mackay-Whitsunday) Tourism Whitsundays Whitsunday Catchment Landcare Ltd Whitsunday Regional Council

Management Committee members as of July 2018 Management Committee – Chair: Julie Boyd Organisation Person Role HR2RP Julie Boyd Chair Reef Catchments Katrina Dent Deputy-Chair Conservation Volunteers Australia Caitlin Davies Community Tourism Whitsundays Al Grundy Industry (Tourism) North Queensland Bulk Ports Kev Kane Industry (Ports) Department of Environment and Rachel D’Arcy State and Federal Government Science Mackay Regional Council Robyn Birkett Local Government

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Attachment C: Partnership MoU

Memorandum of Understanding

Mackay-Whitsunday Healthy Rivers to Reef Partnership

1.0 Purpose The purpose of this memorandum of understanding is to confirm the signatories’ commitment to membership of the Mackay-Whitsunday Healthy Rivers to Reef Partnership (herein ‘the Partnership’)

Launched in October 2014, the Partnership came together with a shared vision for healthy rivers and Reef contributing to a prosperous and iconic region where people visit, live, work and play. The Partnership is a collaboration between community, Traditional Owners, farmers and fishers, industry, science, tourism and government who recognise that more can be delivered by working together than as individuals.

The Mackay Whitsunday Region for the purpose of this Partnership extends from Home Hill in the north to Flaggy Rock Creek in the south (south of Carmila), including the freshwater and marine environment. This includes the catchments of the Don, Proserpine, O’Connell, Pioneer and Plane basins, eight estuaries and the coastal and marine area to the eastern boundary of the Great Barrier Reef (GBR) Marine Park.

The Partnership’s primary focus is the development and release of an annual waterway health and stewardship report card. The report card uses the best independent science and integrates a range of GBR-wide and regional monitoring programs to measure waterway health in an environmental, social, economic and cultural context. By drawing on information from existing monitoring programs, duplications and gaps can be identified, and more easily communicated information provided to the community in a cost effective way.

The signatories intend to cooperate and collaborate by:

• committing to the open sharing of their knowledge, program actions and monitoring and research information (for members with this information) focused on understanding the health of the catchments, rivers and reef in the region; • making a commitment to long-term monitoring and reporting to inform management responses; • working together to pool resources and knowledge to maximise outcomes and underpin effective and efficient management actions;

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• ensuring the nesting of this initiative within other whole of Reef monitoring, reporting and management activities; • increasing the positive reputation and brand awareness of the Partnership by sharing the work of the Partnership within signatories’ own networks; • working towards ensuring alignment between different policy and reporting initiatives including the Reef 2050 Long Term Sustainability Plan and associated integrated monitoring program and other reporting programs (e.g. Paddock to Reef); and • engaging with the local and broader communities by communicating waterway health issues and management responses in collaboration with the Partnership.

This is not a legally binding document but confirms that the members will exercise their best endeavours to achieve the collective aims of the group of partners.

2.0 Principles and Objectives

2.1 Principles The Mackay-Whitsundays Healthy Rivers to Reef Partnership operates to the following principles:

Rigorous science - All science products produced are reviewed using robust independent science.

Openness and honesty – Report Card results and supporting data are made publicly available.

Community education – The report card contributes to ensuring the Mackay-Whitsunday community are informed about the status of their catchments, rivers and reef and the effect of management.

Communication – Information on the progress of the Partnership and the positive management responses of the signatories is regularly communicated to the broader public.

Continuous improvement – the report card is designed based on the best available information and will continue to evolve over time to incorporate contemporary approaches to report cards and new sources or types of information (e.g. social and economic indicators, citizen science datasets etc.).

2.2 Objectives The members are committed to delivering the following objectives in the ongoing operations of the Partnership:

• communicate information effectively and at a relevant scale to the broader community on waterway health issues with scientific integrity, independence and transparency; • support decision making for management activities and interventions, model outcomes and report on effectiveness of those interventions; • be specific to the Mackay-Whitsunday region and consistent with other regional waterway report cards including SEQ, Gladstone and Fitzroy; • provide effective, coordinated, strategic and transparent investment to ensure cost effective development of an annual report card and associated catchment improvement solutions; • consolidate and integrate outputs from ambient and event monitoring programs as well as different modelling platforms;

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• provide scientific information that may assist in improving or maintaining the environmental, social and economic values of the Don, Proserpine, O’Connell, Pioneer and Plane catchments, rivers and adjacent reef; • deliver more innovative approaches to understanding catchment wide cumulative impacts and communicating that more effectively to the broader community; • respond to the results of the report card in a tangible manner using on ground solutions capable of delivering environmental, social, economic and cultural improvements; • provide scientific information to feed into planning activities of NRM bodies, councils, ports and other partners; and • build upon, complement and enhance existing efforts of members.

3.0 Governance One of the key objectives of any partnership model is to ensure commitment and participation from all members. The full Partnership meets 2-3 times a year to provide strategic direction to the Partnership’s activities. The Mackay-Whitsunday Healthy Rivers to Reef Management Committee is a sub-set of the Partnership and provides operational oversight for the Partnership. The Management Committee meets up to six times per year to oversee management of the report card program design, budget, communication plans etc. The recommended structure and membership of the Management Committee seeks to ensure adequate representation across the partners but not necessarily all. Representation includes up to two industry, community and government representatives respectively as well as the Partnership Chair and Deputy Chair.

An elected Chair has responsibility for chairing both the Partnership and Management Committee. The election of the Chair is to occur at the beginning of each financial year. Partners also elect a Deputy Chair of the Partnership. The selected Deputy Chair is responsible for chairing both the Partnership and Management Committee in the absence of the Chair.

The Technical Working Group (TWG) is established to identify and coordinate available monitoring data and modelling information, identify critical gaps and develop the report card indicator/grades methodology and design.

To ensure the report card is based on best available independent science the Reef Water Quality Protection Plan Independent Science Panel (Reef Plan ISP) provides advice and reviews and endorses methodologies, systems and processes used for the development of the report card.

Further detail on the Partnership’s Governance arrangements can be found in the Governance Charter.

3.1 Leaving the Partnership Members may withdraw from the Partnership at any time by written notice to the Mackay-Whitsunday Healthy Rivers to Reef Management Committee.

4.0 Funding The members agree that the Partnership is intended to integrate existing information, augmented if required to provide an agreed level of detail that will meet the stated purpose. Any additional funding

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required will be sought collaboratively from the members. This will include resourcing and in-kind support to undertake data identification and synthesis, program design and report card publication.

5.0 Data and Information Sharing For the avoidance of doubt, nothing in this MOU alters or affects any existing intellectual property right of any of the members. If required, an appropriate data sharing agreement will be executed prior to the sharing of confidential information or intellectual property between the partners. Members agree that there will be no sharing of confidential information or intellectual property until such data sharing agreement is executed.

This MOU does not restrict in any way the freedom of any party to conduct research and consulting work (whether relating to the Mackay-Whitsunday region or otherwise) by themselves or with third parties.

6.0 Promotion and communications The Report Card produced by the Partnership will be a publically available document. Members agree to the use of their corporate logos in producing the Report Card and any related informational documents.

The Partnership will agree on how information and results are to be presented and communicated in the annual report card.

Members agree to promote the work of the Partnership and the Report Card through their own corporate communications activities and, for example, in signage and event materials etc.

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In witness to the above understandings, this MOU is signed for and on behalf of the members on the dates inserted below.

SIGNED for and on behalf of the

This day of

By (name) …………………………………………………………….. By (signature) (position)

in the presence of:

……………………………………………………………... …………………………………………………………………………… (signature of witness) (full name of witness)

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Attachment D: Partnership Terms of Reference

TERMS OF REFERENCE

MACKAY-WHITSUNDAY HEALTHY RIVERS TO REEF PARTNERSHIP: THE PARTNERSHIP

June 2016

1. Objective 1.1 The Mackay-Whitsunday Healthy Rivers to Reef Partnership: The Partnership aims to bring together representatives of regional organisations interested in the health of the five regional catchments (the Don, Proserpine, Pioneer, O’Connell and Plane), urban areas, the ports of Abbot Point, Mackay and Hay Point, marinas and the adjacent coastal and marine area to the eastern boundary of the Great Barrier Reef Marine Park, through open and honest communication built on rigorous scientific based decisions to continuously improve the regional report card and inform the community with up-to-date information.

2. Partnership Chair and deputy Chair 2.1 Selection 2.1.1 Partners will provide independent nominees to be voted upon. An elected Independent Chair from nominees received from the Partnership will be appointed. 2.1.2 Chair and deputy Chair arrangements will be reviewed every year by the Partnership and Management Committee and elected by the Partnership. 2.2 Roles 2.2.1 The Chair will: • Review (with assistance from the Executive Officer) and manage the agenda and conduct the Partnership and Management Committee meetings. • Facilitate contact between the Management Committee, the Partnership and host organisation. • Represent the Partnership to the media or delegate a suitable representative for this task as appropriate. • Liaise and guide the Executive Officer in line with Partnership instructions. • Deliver on the Chair’s KPI’s (Attachment H). 2.2.2 The deputy Chair will, when performing in the role of Chair, • Review (with assistance from the Executive Officer) and manage the agenda papers and conduct the Partnership and Management Committee meetings. • Prepare agenda paper material for Partnership and Management Committee meetings, where required • Represent the Partnership, Chair or staff at relevant meetings

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• Review documentation or communication material when the Chair is not available to review. • Facilitate contact between the Management Committee, the Partnership and host organisation. • Represent the Partnership to the media or delegate a suitable representative for this task as appropriate. • Liaise and guide the Executive Officer in line with Partnership instructions. • Deliver on the Chair’s KPI’s (Attachment H) when performing in the role of Chair.

3. Executive and Technical Officers 3.1 Selection 3.1.1 Position Descriptions to be reviewed by Partnership Management Committee on an annual basis. 3.1.2 Performance reviews conducted by the host organisation and the Chair and recommendations made to the Management Committee on continued employment for both positions on an annual basis.

4. Membership 4.1 Partners 4.1.1 Partners are listed in Appendix B of the Governance Charter. As new members join, this list will be updated. 4.2 Joining the Partnership 4.2.1 Membership of the Partnership is open to organisations with an interest in maintaining, and where necessary improving the health of the five catchments, the urban area of Mackay, the ports of Abbot Point, Mackay and Hay Point, marinas and the adjacent coastal marine areas of the Great Barrier Reef Marine Park by reporting on the health and if necessary making recommendations for improvement. To become a member of the Partnership, an interested party must: • Read, understand and sign the Memorandum of Understanding and Partnership Terms of Reference, • Be approved by the Management Committee or the broader Partnership, • Pay a membership contribution in accordance with the approved membership tier provided in Addendum A. Should a Partner not pay its membership contribution within 30 days, its voting rights shall be suspended at the discretion of the Chair. 4.2.2 Organisations who become partners may nominate one representative to participate in Partnership meetings. 4.3 Partnership members will not be remunerated by the Mackay-Whitsunday Healthy Rivers to Reef Partnership for their time.

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5. Partner responsibilities 5.1 Partners should: • Genuinely work together and engage with other Mackay-Whitsunday Healthy Rivers to Reef partners, the Partnership Management Committee, the Reef Water Quality Protection Plan Independent Science Panel, and the Technical Working Group in a positive and proactive manner. • Prepare for, attend and contribute to Partnership meetings: at least two times each year. • Report back to own organisation about Partnership progress and actions. • Take into account Partnership, Management Committee, Reef Plan Independent Science Panel and community advisory recommendations, requests and concerns. • Progress actions form Partnership meetings relevant to their own organisation. • Raise concerns (if any) immediately as they arise with the Independent Chair or Executive Officer. • Provide data and information to the Technical Working Group and Reef Plan Independent Science Panel, subject to commercial-in-confidence and agreed data sharing agreement. • Provide information at Partnership meetings on initiatives and activities relevant to the objectives of the Partnership. • Make decisions using an evidence based approach. • Communicate and promote (‘champion’) the Partnership in relevant stakeholder and regional forums and with other related programs.

6. Operation 6.1 All members of the Partnership may participate in Partnership meetings to receive performance reports, elect the Partnership Management Committee and Chair, contribute to forward planning and endorse the report card. 6.2 The Partnership Management Committee provides program oversight of Partnership activities and operates with specific Terms of Reference (Attachment E of the Governance Charter).

7. Conflict of Interest 7.1 Partnership members must disclose material personal and professional interests, which may constitute a conflict of interest, either pecuniary or otherwise. 7.2 Declaration of interests will be recorded in the Minutes of the meeting. 7.3 Subsequent involvement in the matter concerned shall be at the discretion of the Chair on the advice of other members present.

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8. Partnership Meetings 8.1 Partnership meetings are comprised of the representatives of Partnership member organisations. 8.2 The full Partnership shall meet at least twice per year to receive performance reports, elect a Chair and contribute to forward planning. 8.3 Decision-making process 8.3.1 The Partnership will make decisions by consensus. A 70% majority will be used in the event of an impasse. 8.3.2 It is the responsibility of the Chair to manage the decision-making process. 8.4 Quorum 8.4.1 A quorum has been established in order to clearly establish the minimum number of attendees present at each meeting to enable the Partnership to make decisions. The quorum for Partnership meetings is half the Partnership membership group plus one person. 8.4.2 The Chair or deputy-Chair will be responsible for determining whether the quorum group is present at Partnership meetings. 8.5 Absences and alternates 8.5.1 The Partnership members are expected to attend Partnership meetings. If unable to attend a meeting, Partnership members may propose alternate members or proxies, at the discretion of the Chair. 8.5.2 If a Partnership member can’t attend there is an obligation to provide a proxy and to ensure proxies and the organisation are briefed and proxies can speak for their organisation. 8.5.3 Nomination of a proxy from the absentee Partnership member’s organisation or another organisation from the same sector is encouraged. 8.6 Observers 8.6.1 One observer per Partnership member may attend a Partnership meeting to assist the member. They are passive observers, not able to vote and may have to leave the room for some discussions. 8.7 Papers 8.7.1 Executive Officer will circulate Management Committee meeting papers. Whenever possible, papers will be circulated at least five working days prior to the meeting. 8.8 Minutes 8.8.1 Minutes will contain decisions made by the Management Committee. Minutes will be distributed to the Management Committee within 10 working days of the meeting.

9. Leaving the Partnership 9.1 Partners may withdraw from the Partnership at any time by written notice to the Chair. Membership contribution invoices shall be refunded at the discretion of the Chair.

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Addendum A: Partnership membership contributions

Annual Membership Example of who could be in this Funding Category Contribution (excl. Vote category GST) Contributing Partners Local Businesses, Small Companies and Tier 1 $1,000-$5,000* Small public utilities, Peak Industry Yes Associations Regional NRM Bodies, Medium Companies, Medium public utilities, Tier 2 $5000-10,000** Yes Universities, and Research Organisations Large Companies/Industry/Coal Tier 3 $25,000-$100,000* Yes Terminals, Port Authority $20,000** Regional Council Yes Government Tier $100,000 Commonwealth Government Yes $250,000 State Government Yes Honorary Partners Nominal $50 Community Yes Nominal $50 Traditional owners Yes Nominal $50 Conservation Yes Observers N/A Interested non-members No * A contribution range for Tiers 1, 2 and 3 exists such that specific contributions within this range are determined by criteria, including throughput, size of company and number of Environmentally Relevant Activities in the region.

** Flexibility is built into Regional Council membership if a local government area extends over two potential regional report card regions and in Tier 2 membership if a Partner is a financial contributor to more than one regional report card. This is reflected in a contribution range or could be a combination of financial/in-kind co-contributions. Flexible contributions are at the discretion of the Partnership Chair.

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Attachment E: Management Committee Terms of Reference

TERMS OF REFERENCE

MACKAY-WHITSUNDAY HEALTHY RIVERS TO REEF PARTNERSHIP: THE MANAGEMENT COMMITTEE

September 2017

1. Role The Mackay-Whitsunday Healthy Rivers to Reef Partnership’s Management Committee is a sub group of the broader Partnership. Its role is to provide oversight and advice on operational matters including budget, work plan, production of the report card and delivery of the communications program.

The Management Committee supports the Partnership objective of bringing together Partnership representatives interested in the health of the five regional catchments (the Don, Proserpine, Pioneer, O’Connell and Plane), urban areas, the ports of Abbot Point, Mackay and Hay Point, marinas and the adjacent coastal and marine area to the eastern boundary of the Great Barrier Reef Marine Park, through open and honest communication built on rigorous scientific based decisions to continuously improve the regional report card and inform the community with up-to-date information.

2. Partnership Chair and Deputy Chair 2.1 The Partnership Independent Chair and Deputy Chair is the chair and deputy chair of the Management Committee.

3. Executive and Technical Officers 3.1 The Executive and Technical Officers will support the work of the Management Committee.

4. Membership 4.1 Management Committee members are nominated by their respective sectoral groups within the Partnership (i.e. community, industry and government). They comprise up to two representatives from each sector plus the Chair and deputy-Chair of the Partnership (maximum of 8 members in total). 4.1.1 Community Partnership members nominate up to two community representatives on the Management Committee, and representation includes Traditional Owners, regional NRM bodies, conservation groups, and recreational fishers. 4.1.2 Industry Partnership members nominate up to two industry representatives on the Management Committee and representation includes the resource industry, ports, agriculture, marine tourism and commercial fishers (if applicable). 4.1.3 Government Partnership members nominate the up to two government representatives on the Management Committee.

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4.1.4 A ballot will be used if consensus between sector partners is unable to be reached. 4.2 Selection will be undertaken every two years starting 2017/18FY. 4.3 The Chair of the Technical Working Group is not a member of the Management Committee but may be invited to attend/present at Management Committee meetings. 4.4 The Chair of the Reef Water Quality Protection Plan Independent Science Panel is not a member of the Mackay-Whitsunday Healthy Rivers to Reef Partnership Management Committee. 4.5 Management Committee members will not be remunerated by the Mackay-Whitsunday Healthy Rivers to Reef Partnership for their time.

5. Management Committee member responsibilities Members should: 5.1 Genuinely work together and engage with other Mackay-Whitsunday Healthy Rivers to Reef Partnership partners, the Technical Working Group, and when required the Reef Water Quality Protection Plan Independent Scientific Panel. 5.2 Implement Partnership decisions e.g. work program, communication plan etc. 5.3 Address matters raised by or affecting partners. 5.4 Prepare for, attend and contribute to Management Committee meetings. 5.5 Report back to own organisations about Partnership progress and actions. 5.6 Make decisions using an evidence based approach. 5.7 Provide data and information to the Reef Plan Independent Science Panel and Technical Working group, subject to commercial-in-confidence and an agreed data sharing agreement. 5.8 When required, prepare documentation (assisted by Executive Officer) for Management Committee meetings, implementing Partnership decisions or for making operational decisions. 5.9 Review staff contracts (e.g. Executive and Technical Officers). 5.10 Assist the Executive Officer in developing the yearly Program Plan. 5.11 Review and approve the yearly Program Plan. 5.12 Assist the Executive Officer in developing the annual budget. 5.13 Review and approve the annual budget for the next financial year. 5.14 Assist the Technical Officer in collating technical information and coordinating the TWG 5.15 Communicate and promote (‘champion’) the Partnership in relevant stakeholder and regional forums and with other related programs.

6. Conflict of Interest 6.1 Management Committee members must disclose material personal and professional interests, which may constitute a conflict of interest, pecuniary or otherwise. 6.2 Declaration of interests will be recorded in the Minutes of the meeting. 6.3 Subsequent involvement in the matter concerned shall be at the discretion of the Chair on the advice of remaining Management Committee members.

7. Meetings 7.1 Meeting frequency 7.1.1 Unless otherwise agreed, the Management Committee will meet up to six times per FY in Mackay or via teleconference. 7.2 Meeting notice 22 Page 328

7.2.1 Notice of at least 10 working days must be given in advance of each Management Committee meeting. 7.3 Absences and alternates 7.3.1 The Management Committee members are expected to attend Management Committee meetings. If unable to attend a meeting, Management Committee members may propose alternate members or proxies, at the discretion of the Chair. 7.3.2 If a Management Committee member can’t attend there is an obligation to provide a proxy and to ensure proxies and the organisation are briefed and proxies can speak for their organisation. 7.4 Nomination of a proxy from the absentee Committee member’s organisation or another organisation from the same sector is encouraged. 7.5 Quorum 7.5.1 A quorum has been established in order to clearly establish the minimum number of attendees present at each meeting to enable the Management Committee to make decisions. The quorum for Management Committee meetings is half the Management Committee membership group plus one person. 7.5.2 The Chair or deputy-Chair will be responsible for determining whether the quorum group is present at Management Committee meetings. 7.6 Observers 7.6.1 One observer per Management Committee member may attend a meeting to assist the member. They are passive observers, not able to vote and may have to leave the room for some discussions. 7.7 Decision-making processes 7.7.1 The Management Committee will aim to make decisions by consensus. In the event of an impasse, the decision will be deferred to the Partnership. A discussion paper will be provided including arguments and recommendations for the Partnership to consider. 7.7.2 It is the responsibility of the Chair to manage the decision-making processes. 7.8 Agenda 7.8.1 Executive Officer will assist the Chair, in consultation with the Management Committee members to develop the agenda. 7.8.2 The agenda will generally include the following: - Minutes and actions of the previous meeting - Reporting on progress of Partnership activities - Report from the Executive Officer or the Technical Officer on activities of the Reef Plan Independent Science Panel - Any other general business 7.9 Papers 7.9.1 Executive Officer will circulate Management Committee meeting papers. Whenever possible, papers will be circulated at least five working days prior to the meeting. 7.10 Minutes 7.10.1 Minutes will contain decisions made by the Management Committee. 7.10.2 Draft minutes will be provided to the Chair of the Partnership by the Executive Officer within 10 working days of the meeting for approval. 7.10.3 Chair-approved draft minutes will be provided to the Management Committee by the Executive Officer with a 10 working day period for review and/or comments.

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7.10.4 Final draft minutes will be provided to all Management Committee by the Executive Officer members for final comment. If no comments are received after 5 working days, the draft minutes are assumed to be approved by the Committee. 7.10.5 Finalised minutes will then be made available to the full Partnership (via uploading to the Partners log in area of the Partnership’s website).

8. Leaving the Management Committee Committee members may withdraw from the Management Committee at any time by written notice to the Chair and should provide details of the replacement representative

9. Review of the ToR These Terms of Reference will be updated biannually.

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Attachment F: Technical Working Group Terms of Reference

REGIONAL REPORT CARD TECHNICAL WORKING GROUP (TWG)

TERMS OF REFERENCE

Version: July 2018

1. Role of the TWG Review and provide technical monitoring, modelling and reporting advice on environmental indicators for the Wet Tropics Healthy Waterways Partnership, Mackay-Whitsunday Healthy Rivers to Reef Partnership and the Dry Tropics Partnership for Healthy Waters (hereafter collectively referred to as the Partnerships). The TWG will: 1.1 Review technical aspects of the Partnership programs and suggest continuous improvement (integration, gaps and priorities), including the development of new environmental indicators. 1.2 Provide technical advice on program implementation. 1.3 Provide technical advice on data availability, collection and interpretation for integration into report cards. 1.4 Review the reporting framework and report card material, including review of technical reports. 1.5 Contribute to the strategic direction of the technical report card program. 1.6 Advise on other relevant technical issues as identified by the Management Committees of the Partnerships and Reef Plan Independent Science Panel. 1.7 Advise on the alignment and integration with other waterway health related reporting programs in the GBR catchments In addition, TWG members will: 1.8 Provide peer support to the Technical Officers of the Partnerships. 1.9 Participate in relevant program meetings and workshops of the Partnerships. 1.10 Communicate and promote (‘champion’) the Partnerships in relevant stakeholder and regional forums and with other related programs. 1.11 Encourage whole of program coordination. The Paddock to Reef program Coordination Advisory Group (CAG) and the Regional Report Card Technical Working Group (TWG) function to deliver the Catchment and Estuary theme under the Reef 2050 Plan Reef Integrated Monitoring and Reporting Program (RIMReP). The further development of marine indicators will be informed through other RIMReP specialist working groups.

2. Operation 2.1 TWG meetings will be chaired by an independent chair 2.2 Partnership technical officers or the Chair will report TWG recommendations to the Management Committees of the Partnerships. 2.3 TWG members will work closely with technical officers of the Partnerships, CAG and the Reef Plan Independent Science Panel. 2.4 The TWG will consist of: • Operational members: chair / secretariat / technical officers. The secretariat and technical officers will attend all relevant meetings. Operational members will vote. • Core members will attend all meetings when available. • Expert members will attend meetings where their specific expertise is required to address specific agenda items. • Regional members will attend meetings related to their specific region and regional expertise.

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2.5 TWG meetings must be attended by > 50 % of the core members who, along with the Chair and technical officers, will determine whether there are sufficient expert and regional members present at the meeting to provide robust advice or review required for endorsement of the tabled agenda items. 2.6 The core TWG members are expected to convene on at least six separate occasions across the calendar year for full day meetings, which will be held on a rotational basis in Brisbane, Mackay, Cairns and Townsville. 2.7 The expert TWG members will convene on up to six separate meetings. Attendance will be determined by the agenda. 2.8 Review material will be provided to relevant TWG members at least five business days before the due date for comments. 2.9 TWG members will follow up assigned actions in agreed timeframes and review and update the online action tracker on a regular basis.

3. Secretariat and operational support 3.1 Technical officers are to lead the development of technical papers and reports, and the collation, analysis and documentation of methods and results for their respective report cards for review by TWG and the Reef Independent Science Panel (ISP). 3.2 The Office of the Great Barrier Reef (OGBR) and the technical officers will provide secretariat assistance to the TWG. The secretariat will coordinate meetings; finalise agendas; take minutes at meetings; track meeting actions and other administrative functions. 3.3 The meetings will be held on a rotational basis between the report card locations. The host technical officer or secretariat will organise all logistics for room and catering. 3.4 The draft minutes will be available to the members within 10 days of a TWG meeting. 3.5 Material provided to the TWG for review are confidential drafts and not for distribution, unless stated otherwise.

4. Specialist sub meetings 4.1 TWG members will endorse the formation and membership of specialist sub meetings, to address technical matters that require more detailed advice or review, and that may be outside the scope of the existing TWG expertise. 4.2 Technical matters may be identified by the Partnerships, the ISP or the TWG. 4.3 A member of the TWG will attend specialist sub meetings to represent the TWG and will report back the findings of the specialist sub meeting for general endorsement by the core TWG members.

5. Chair Duties 5.1 The Chair will be engaged on a 24 month term. 5.2 The Chair position will be selected through an open process and advertised externally. 5.3 The Chair appointment will be decided by a majority vote of the TWG members and technical officers. 5.4 The Chair will play a strategic role, having oversight over all report cards, and identifying alignment with existing Reef policy and collaborative opportunities where possible. 5.5 The Chair is required to review papers and officiate TWG meetings to guide technical decisions. 5.6 The Chair is considered a “core” TWG member and is required to attend all TWG meetings.

6. Membership 6.1 Members are nominated and invited by the Partnership or Management Committees of the Wet Tropics Healthy Waterways Partnership; the Dry Tropics Partnership for Healthy Waters and the Mackay Whitsunday Healthy Rivers to Reef Partnership. 6.2 Gladstone Healthy Harbour Partnership and Fitzroy Partnership science officers and/or Chairs are invited to attend where relevant. 6.3 The TWG is a skills-based membership that aligns with the reporting methodology endorsed by the various Partnerships.

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6.4 If a member is unable to attend a meeting, proxies must have similar expertise to the member; representation by organisation will not be permitted. 6.5 The TWG members must have expertise in one or more of the following:

CORE MEMBERS • Report Cards / Scoring and scaling methodology • Catchment and estuarine water quality and ecosystem health reporting • Marine water quality and ecosystem health reporting • Urban management and planning • RIMReP linkage • Ports/industry monitoring

EXPERT MEMBERS • Human dimension (representative from RIMReP HD working group) • Indigenous Cultural heritage • Economics • Data Analysis and Statistics (specialist tasks) • Water quality modelling and reporting • Loads and pesticides monitoring • Seagrass ecology and monitoring • Coral reef ecology and monitoring • Fisheries • Freshwater fish ecology and diversity • Geology/Hydrology/Groundwater • Port related monitoring • Wetland (mangrove, saltmarsh, lake) ecology and monitoring • Stewardship monitoring and reporting • Aquatic weeds and pest species

REGIONAL MEMBERS • Wet Tropics (northern limit to southern) waterways and regional knowledge • Dry Tropics (Black, Ross and Boule catchments) waterways and regional knowledge • Mackay Whitsundays (northern to southern limit) waterways and regional knowledge

REGIONAL REPORT CARD MEMBERS • Expertise requested from: South East Queensland Healthy Land and Water; Fitzroy Partnership for River Health; or Gladstone Healthy Harbour Partnership as required

The current list of core, expert and regionally specific members is documented in Appendix A.

The expertise required for the TWG is expected to expand to include human dimensions and economics. A suitable approach for this expansion is being investigated.

7. TWG costs 7.1 Upon request, flight costs and where necessary, overnight accommodation for TWG members will be covered (and equally shared) by the respective Partnership budgets. 7.2 Flights and overnight accommodation for meetings are to be paid for upon approval by the individual Partnership Executive Officers or Project Managers. 7.3 Chair costs will be divided equally between the Partnerships. 7.4 Costs for TWG meetings, including members’ travel and accommodation, meeting room hire and catering, will be shared by the Partnerships based on an agreed arrangement between the Partnerships. 7.5 The Queensland Government staff travel costs will be covered by their respective departments.

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8. Leaving the Working Group 8.1 Members may withdraw from the TWG at any time by written notice to the Chair of the TWG. 8.2 A replacement representative will be approved by the Management Committees of the Partnerships.

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Appendix A. Regional report card Technical Working Group core and regionally specific members Expertise/Position Person Organisation Location Operational members TWG Chair Di Tarte Independent Brisbane Secretariat Qld Govt. DES Brisbane Technical Officers Richard Hunt, Partnerships Cairns, Townsville Tegan and Mackay Whitehead and Emma Carlos / Alysha Sozou Core members – attendance at all meetings Paddock to Reef / Carl Mitchell Qld Govt. DES Brisbane QLD water quality policy / Catchment water quality Catchment water Michael Qld Govt. DES Brisbane quality / Report Holmes and/or Cards David Moffatt, Andrew Moss Urban Management Brad Dines* Qld Govt. DES / Brisbane / Cairns and Planning & and/or Lynne Cairns Regional Total water cycle Powell Council management Estuarine and Andrew Moss Qld Govt. DES / Brisbane/Mackay Marine Water and/or Judith Central Qld quality and Wake University ecosystems Marine ecosystems Donna Audas Aus Govt. Townsville / and RIMReP and/or GBRMPA Rockhampton Rebecca Allen Ports/industry Adam Determined by Cairns / Townsville / monitoring Fletcher/Nicola agenda and/or Mackay Stokes meeting location * Brad’s participation will be negotiated once the Urban Stewardship Framework has been developed and is integrated into report cards (expected to be 2019)

Expert members – attendance where expertise is needed to address agenda items or at specialist sub meetings Loads and pesticide Reinier Mann Qld Govt. DES Brisbane monitoring Data analysis and statistics Indigenous cultural heritage Economics Human Dimensions Offshore Hugh AIMS Townsville ecosystems Sweatman Coastal landscape Nathan TropWater Townsville ecology and Waltham

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processes / urban ecology Freshwater fish David Moffatt Qld Govt. DES Brisbane monitoring Fisheries Eddie Jebreen Qld Govt. DAF Brisbane Seagrass Michael James Cook Cairns Rasheed University and/or Alex Carte Mangroves Judith Wake Central Qld Uni Mackay Wetlands Mike Ronan Qld Govt. DES Brisbane Coral monitoring Hugh Aus Govt. AIMS Townsville Sweatman Hydrology/Ground Glynis Orr Qld Govt. DNRME Cairns water

Regional members – attendance at all regional meetings and in some cases at other meetings or special sub meetings when expertise is required Cairns / Wet Tropics Urban Lynne Powell Cairns Regional Cairns Council Urban / Weeds Travis Sydes FNQ Regional Cairns Organisation of Councils Ports Marine Adam Fletcher Ports North Cairns monitoring WT Regional Michael Nash Terrain NRM Cairns knowledge / waterway management Technical Officers Richard Hunt Wet Tropics Cairns Healthy Waterways Partnership Townsville / Dry Tropics TBD Technical Officer Tegan Dry Tropics Townsville Whitehead Partnership for Healthy Waterways Mackay / Whitsunday Islands Mangrove and Judith Wake Central Qld Mackay estuary University Water quality Ken Rohde Qld Govt. DNRME Mackay monitoring and MW regional knowledge Mackay Adam Folkers / Whitsunday & Proserpine, Mackay Whitsundays Luke Galea Mackay Regional regional and urban Councils knowledge MW regional Chris Dench Reef Catchments Mackay knowledge NRM

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Technical/Project Emma Carlos / Mackay- Mackay Officer Alysha Sozou Whitsunday Healthy Rivers to Reef Partnership

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Attachment G: Hosting Agreement

Purpose of the Partnership The primary purpose of the Mackay-Whitsunday Healthy Rivers to Reef Partnership is to develop a Mackay- Whitsunday regional waterway health report card, which will inform whole of catchment management in the region from the catchments to the rivers to the outer Great Barrier Reef.

For the purposes of this Partnership, the Mackay Whitsunday Region includes the catchments of the Don, Proserpine, O’Connell, Pioneer and Plane basins, the urban area of Mackay, the ports of Abbot Point, Mackay and Hay Point, marinas and the coastal and marine area to the eastern boundary of the Great Barrier Reef Marine Park.

The Mackay-Whitsundays Healthy Rivers to Reef Partnership (herein ‘HR2RP’) seeks to continue to develop and implement a partnership approach to report on the health of freshwater rivers, wetlands, estuaries, near shore coastal and marine environments, as well as management efforts and outcomes.

The Partnership will establish collaborative approaches that seek to integrate environmental, social, economic and cultural information and catchment health knowledge; and build upon and integrate existing monitoring, modelling, recording and reporting efforts at the sub-catchment, catchment and reef wide scale. The Partnership will continue to drive the strategic direction and will set the program deliverables, which will be operationally supported by the selected host organisation.

Purpose of this document This Hosting Agreement outlines the role of the host organisation, relevant Operational Requirements, Key Performance Indicators (KPIs), measures to evaluate those KPIs and the Partnership’s responsibilities. It also details what services are included in fees applicable to host the Partnership and how they are calculated. This Agreement is valid for 2017/18FY subject to performance on agreed host KPIs.

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Role of the Host and Operational Requirements

Governance • The host will be required to provide the benefit of their board structure in supporting HR2RP operations ensuring all legal and financial responsibilities are met, finances are sound, contracts and operations are legal, and strategic and operational risk are managed within a sound strategic framework and monitored and reported regularly. • The host will maintain an up-to-date comprehensive set of policies and procedures covering Workplace Health and Safety (WHS), Human Resources (HR), financial management, contract management, IT, Media and Governance. • The host is required to be a legal entity that can execute contracts with suppliers or customers on behalf of the Partnership initiative. Operational Management • The host will provide the day-to-day supervision for HR2RP staff ensuring that work is completed to a high standard and in a timely manner. • The host will provide oversight and support to HR2RP staff to ensure successful implementation of HR2R projects and programs (as guided by the Management Committee and the Partnership). • The host will ensure projects are delivered using best practice principles and greater efficiency. • The host will assist the Executive Officer to provide coordination between HR2R staff and the host’s communications team (where relevant) to ensure that the project products and outcomes can be communicated and promoted. • The host will assist both the Executive Officer and Technical Officer to provide coordination between HR2R staff and the host’s regional working groups and data and information gathered by various host projects for inclusion and consideration into the Partnerships projects. Financial and Administrative Management • The host will maintain a bank account on behalf of the Partnership, ensuring the bank account is structured to maximise the potential interest revenue for HR2R from available funds. Interest shall be included in monthly financial reporting back to the HR2RP Executive Officer and Chair. • The host will invoice HR2R Members yearly for membership fees. The list of members will be obtained from the Executive Officer, and new members will be invoiced on direction from the Executive Officer. • The host will undertake Accounts Payable and Accounts Receivable on behalf of HR2RP. • The host will provide monthly financial reports for HR2RP and any relevant individual projects. • The host will ensure that a yearly independent audit of the financials achieves an unqualified audit and best practice accounting is used in the management of HR2RP financials. • The host will be expected to assist HR2RP staff in administrative matters as required, for example in booking venues for meetings, organising catering etc.

Contract Management • The host will prepare and enter into contracts on behalf of the HR2RP. • The host will manage any contracts with the Australian and Queensland Governments including invoicing for payments, financial reporting/acquittal. • The host will administer project delivery of contracts including accepting the legal liability for the contracts. • The host will maintain $20,000,000 professional indemnity and $20,000,000 public liability insurance. • The host will provide the Partnership with their own procurements policy for the purposes of contract management.

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Employment Services • The host will employ all HR2R staff and provide employment services including employment contracts, HR management and advice, payroll, superannuation, employment administration, approving position descriptions, establishing annual performance plans, and reviews and key performance indicators for each employee, identify and provide professional development training opportunities and completing annual, mid and probationary reviews. • The host in consultation with the Partnership’s Independent Chair will undertake any recruitment that is required to fill existing or new positions to deliver HR2R projects including review, classification, advertisement, administrative and HR support to the selection Management Committee, appointment, onboarding and induction. The host may be required to assist with the development of Position Description (PD) documentation. Office and IT • The host will provide office space for HR2RP staff. • The host will have the relevant insurance coverage to ensure there is minimal business interruption should the office be damaged during a disaster event. • Each HR2RP employee is to be provided with a desk, phone, high-speed internet, high quality IT including dual screens and a laptop by the host, and access to printers. All IT equipment is to be maintained and IT support available to ensure that any work interruptions are minimal and quickly addressed. • The host will provide professional IT Support Services and will maintain relevant IT hardware required for HR2RP operations. • The host will have processes and systems in place to ensure file and email security is maintained, along with record and data management processes. • The host will provide a well-maintained and clean office environment and associated facilities, ensuring a safe and productive work environment for employees. • The host will provide staff with a supportive team environment to work in (including involvement in wider host staff meetings, training opportunities, etc.) • The host will provide suitable meeting rooms equipped with projectors and conferencing phones that are available for use by HR2RP staff. Travel • The host will provide well-maintained vehicles for HR2RP staff use. • The host will provide travel-booking services to ensure travel costs are efficient and cost-effective. Communications and Engagement When the host’s internal communications resources are used to assist in delivering the HR2RP communications and engagement strategy (included in the HR2RP Program Plan), the following apply:

• The host will provide suitable internal resources to assist in delivering the HR2RP communications and engagement strategy, which includes production and promotion of the annual Report Card. • The host will provide access to relevant design, web and other communications software via the communications team. • The host will promote the HR2RP and its activities/products to stakeholders at events, via social media, via the host’s website and via other activities and/or deliverables, for example Annual Reporting and whole of organization newsletters. • The host will identify and notify the HR2RP of engagement opportunities. • The host will provide web support services for the HR2RP’s website.

A detailed scope of communication and engagement products and services to be delivered by the host (where relevant), including timelines for completion and resources required is located in the Program Plan

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(communication and engagement strategy). It is important the yearly direction of the communication and engagement strategy is determined early and does not alter substantially. Both parties need to agree to alterations. Any changes should not prevent the host from achieving the outcomes of the strategy and should have clear direction on delivery of the strategy. This scope will be discussed at the work planning stage for each financial year with the host to ensure objectives of the communications and engagement strategy can be met through the host’s resourcing arrangements. The Partnership is to pay for communication and engagement on a monthly basis for the hours that are worked on the Partnership’s communication and engagement strategy. Other professional services The host may be able to provide other professional services that may be beneficial to the HR2RP, including GIS support. The level of other professional services required to deliver on the HR2RP’s work plan for the next financial year will be quantified during the resource planning process and will be discussed with the host organisation in a timely manner for the next financial year. Conflicts of Interest The host organisation must disclose and seek to resolve to the satisfaction of the HR2R Management Committee, any material interests that may constitute a conflict of interest. Dispute resolution Any dispute between the host and the Partnership must be referred initially for resolution by a representative nominated by the Partnership and a representative nominated by the host, who must use their best endeavors to resolve the dispute within 14 days of giving notice of a dispute by either party.

If the parties do not resolve the dispute within 14 days, then the dispute will be bought to the attention of the Partnership’s Management Committee whereby a consensus vote will seek to be established in relation to resolving the dispute. If a consensus vote cannot be reached at Management Committee level, the issue will be bought to the attention of the Partnership, where a consensus vote will again attempt to be reached on the issue.

If a consensus vote cannot be reached at either Management Committee or Partnership level, then either party may by notice in writing, commence litigation.

Despite the existence of a dispute, both parties must continue to perform their respective obligations under this Agreement, unless a direction is issued which states otherwise. Re-evaluation and/or Termination of this agreement Both Reef Catchments and the Partnership can, at any time, re-evaluate the terms of this Agreement. If after discussions and/or dispute resolution processes have taken place either party wishes to terminate this Agreement either may do so in writing to the Partnership (through the Chair)/Reef Catchments’ CEO.

Fees The Partnership will be subject to two separate fees by the host organisation that are outlined below. All fee values are exclusive of GST. The timing of invoicing of fees is to be agreed upon by the host and the Partnership via an agreed payment schedule. Hosting Fee Inclusions

The hosting fee will be charged on an annual basis and includes:

• HR support for HR2RP staff employed by the host organisation (e.g. Executive Officer and Technical Officer) including performance management

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• Contract management and administrative costs for any projects led by the Partnership • Payroll processing for the Executive Officer and Technical Officer • Booking travel for Chair, Executive Officer, and Technical Officer • Organising meetings for Management Committee and Partnership (venue, catering etc.) • Invoicing (sending out, follow up and processing) of membership fees and processing all invoices associated with contracts • Providing the budget management, reporting and auditing outlined in the Financial and Administrative Management section of the Operational Requirements • Reception services • Salary expenses for Management, Finance, WHS and Administration host staff Hosting Fee Calculation The annual host fee is calculated as being 5% of the projected revenue stream from membership contributions for the next financial year, or a baseline fee of $35,000, whichever is the greater amount. For 2018/19 the projected income at EOFY for 2017/18 is $585,250 so the host fee has been calculated as the baseline fee of $35,000. The charge will be paid on a quarterly basis. Business Operating Charge Inclusions The host will charge the Partnership a set fee per Full Time Employee (FTE) on an annual basis, separate to the hosting fee. The Business Operating Charge includes:

• IT equipment (laptop, phone) and IT costs including software licenses for software required by HR2RP staff. • Building and office costs (workstation, rent, insurance, electricity, R&M, amenities, cleaning, phone bills, building maintenance, and security) • Management and office systems to support internal communication, governance and effective office processes • Use of the host’s Boardroom, meeting rooms, vehicles, travel booking service (via Corporate Traveller), printers/photocopiers, postage and stationary supplies. • General insurances (contents, PL, PI, workcover) • WHS (first aid kits, training, fire extinguishers, test and tag) • Motor vehicles expenses • Uniforms

Business Operating Charge Calculation The Business Operating Charge is calculated on an annual basis by the host as a per FTE figure and is supplied to the Partnership for the next Financial Year for budget planning purposes. The Business Operating Charge for 2018/19 is $81,126. The charge will be paid to the host on a monthly basis. Business Operating Charges for 2019/20 and beyond will be determined by Reef Catchments and the Partnership and stated in writing prior to the end of the 2018/19FY.

In-kind Contributions The HR2RP reports on Partners in-kind contributions as part of regular financial reporting (included in Management Committee and Partnership meetings agenda and papers) and any in-kind contributions offered by the host organisation will be included in this reporting to highlight where value-adding is occurring during the hosting arrangement.

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Responsibilities of the Partnership Under this Agreement, the Partnership will:

• Provide open and honest communication. • Act responsibly. • Provide advice and recommendations from the Partnership and Management Committee to the host organization in a timely manner. • Provide direction to the host from the Partnership and Management Committee via the Executive Officer and Chair. • Facilitate, via the Executive officer and Technical Officer, collaborative discussion on the development and implementation of the work plan and engagement strategy where host communications resources are utilized.

Host KPIs

Governance • Conduct all operations in accordance with the governance arrangements (stipulated in the 2018/19 Governance Charter) determined by the Partnership. • Maintain an up-to date set of policies and procedures covering Safety (WHS), Human Resources (HR), financial management, contract management, IT, Media and Governance. Chair • Develop contract for Chair on behalf of Partnership. • Provide support to facilitate the Chair’s activities. Staff • Employ or contract an Executive Officer, Technical Officer and any other staff necessary to deliver the project, consistent with operational protocols and project budget. • Ensure the Executive and Technical Officers deliver on the roles and primary duties of the position, as outlined in the relevant position descriptions. • Provide day-to-day supervision for HR2RP staff ensuring work is completed to a high standard and in a timely manner and in accordance with the 2018/19 work plan, including delivery of an annual report card. • Provide suitable office space, desk, phone, computer (laptop and dual screen), high-speed Internet, access to printers and access to IT support services for HR2RP staff. • Manage staff or contractual arrangements (including HR arrangements) as required (i.e. Executive Officer, Technical Officer etc.). • Provide agreed operational support identified under the Business Operating Charge. Financial management • Manage HR2RP membership revenue and project expenditure in accordance with Partnership operating rules and requirements and acquittal. • Provide a monthly financial report (in the form of a YTD expenditure spreadsheet) to the Partnership in a timely manner. • Arrange for payment of invoices from members, and other contracts, as required. • Co-ordinate and collate documents required for external audit, and provide the audit report to the Partnership.

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• Management of contracts with Australian and Queensland Governments including invoicing for payments, financial reporting and acquittal. Communications and Engagement Provide suitable internal resources to assist in delivering on the HR2RP communications and engagement strategy for 18/19 FY. Meetings and working groups Arrange for best value travel and accommodation for the Partnership Chair, as required, and travel for Technical Working Group members, as required.

Measures to Evaluate

The host organisation will provide a report to the Partnership every 12 months against the agreed KPIs in the form of a report template developed by the HR2RP EO.

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Attachment H: Chair’s KPIs and Remuneration Protocol 2018-19 contract scope:

• Promote the Partnership to prospective partners and sponsors to increase membership (as appropriate). • Promote the interests of the Mackay-Whitsunday region and the Partnership at relevant GBR and state and national forums, meetings and other events, this includes reporting back to the Partnership on the discussion and outcomes of such meetings. • Review documents, marketing and web materials produced for the Partnership as required by the Partnership and/or Management Committee. • Maintain strong relationships with Partnership members to ensure the successful delivery of the Partnership’s annual report card for the region and continued financial and in-kind contributions from members of the Partnership. • Represent the Partnership to the media or delegate a suitable representative for this task as appropriate. • Maintain strong ties and communication with other chairs of regional report card Partnerships. • Be aware of and abstain from any conflict of interest. • Foster a positive working relationship between the Partnership, Management Committee and the host organization. • Be available for travel including overnight stays around the region, state and interstate to represent the Partnership when required. • Play an active role in assisting the Executive Officer to recruit new Partners. • Play an active role in providing leadership and mentoring to Partnership staff.

2018-19 KPIs:

KPI Measures to evaluate Effective facilitation of Partnership and Attendance at meetings. Management Committee meetings Feedback from meeting participants positive. Note: Need to institute regular evaluation and feedback process, either via form or wrap-up discussion. Timely contribution to and review of meeting Review of materials undertaken within 2 working days of papers, minutes, follow-up actions, media receipt unless otherwise agreed. articles and web site material. Maintain effective relationships with all Annual feedback from members on effectiveness of Chair. members of the Partnership, and in particular with Management Committee members. Provide leadership on the strategic direction of • Initiate annual strategic discussions with partners and the Partnership including expansion of ensure follow-up. membership. • Regular discussions with State and Cth Ministers, local members, Mayors and other key local players to help ensure continued support for the Partnership. • Maintenance of existing membership contributions and increase in number of members each year. Implement a handover process with the new • Handover process with the new Chair from March to Chair of the Partnership by 30 June 2018. June 2018.

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Remuneration Protocol for the Healthy Rivers to Reef Partnership Chair

Process for claims

Travel and accommodation The Chair is eligible to be reimbursed for reasonable travel and accommodation costs associated with meetings. The host organisation will organise and pay travel and accommodation costs for the Chair from the budget line item allocated to the Chair by the Partnership. In the event of the Chair managing their own booking, a tax invoice or copy of receipts of approved flights and accommodation are to be forwarded to the host organisation following the meeting.

Salary The Chair is appointed on an annual basis to the Partnership through a contractual arrangement with the Partnership host organisation, reflecting that the Chair’s role is to drive the Partnership’s strategic vision and building relationships with stakeholders in addition to chairing meetings. The appointment is made on a part time basis and for a fixed fee. The time commitment and key performance indicators are negotiated with and monitored by the Management Committee in line with budget and work plan preparations. This is expected to cover attendance at, preparation for and review following Partnership and Management Committee meetings as well as attendance at any other meetings related to the Chair’s role with the Partnership and the strategic direction.

Other support The Executive Officer will provide meeting venues, catering and other support as needed.

A work program will be endorsed by the Partnership for each 12 month period.

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FORM FOR CHAIR NOMINEE Mackay-Whitsunday Healthy Rivers to Reef Partnership

I, ______(Name) herein the Nominator,

Of ______(Member organisation) being a Member of the Healthy Rivers to Reef Partnership,

Nominate ______(Name) herein the Nominee,

Of ______(Address) to be considered for Chair/Deputy-Chair of the Healthy Rivers to Reef Partnership.

On separate documentation:-

• Please identify specialist expertise for the Healthy Rivers to Reef Partners • Please attach a current two (2) page Curriculum Vitae of the Nominee

______

Signature of Member (Nominator) Date

Both pages of this completed and signed Form must be returned via email or in person addressed to Executive Officer by XXXXXX

Email address for submission: [email protected]

Physical address for submission: Attention: Charlie Morgan Executive Officer of the Healthy Rivers to Reef Partnership Reef Catchments 45 Main Street Proserpine, 4800, QLD

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FORM FOR DEPUTY CHAIR NOMINEE Mackay-Whitsunday Healthy Rivers to Reef Partnership

I, ______(name) herein the Nominee, accept my nomination to be Nominee for Deputy Chair for the Healthy Rivers to Reef Partnership.

I have read the PARTNERSHIP GOVERNANCE CHARTER, including the CHAIR REMUNERATION PROTOCOL included in Attachment H and consent to:

• My information being provided to the Healthy Rivers to Reef Partnership, and; • The Partnership Executive Officer making enquiries as to my eligibility, and; • My name, CV and other findings of the Partnership Executive Officer being put forward to the Partnership for consideration.

I understand and accept that:

• As the Partnership will be endeavouring to seek a range of skills in Nominations to Chair/Deputy- Chair, my name may or may not be put forward to the Healthy Rivers to Reef Partnership for consideration, and; • The Healthy Rivers to Reef Partnership may accept or decline my nomination via ballot, and; • The Nominee or the Nominator may withdraw consent to the nomination by giving written notice to the Executive Officer ([email protected])

______Signed by the Nominee

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Attachment I: HR2RP declaration of interest register (example)

Agenda item 1: Declarations of interest

Management Committee example Partner Role Any actual or perceived conflicts of interest Julie Boyd Chair of the Partnership Chair of Reef Catchments Limited Board member of Catchment Solutions Pty Ltd Katrina Dent General Manager of Reef Catchments Limited Management Committee member (NRM rep) Kev Kane Senior Manager Environment and Planning at North Queensland Bulk Ports Board member of Reef Catchments Limited Board member of Catchment Solutions Pty Ltd Management Committee member (Ports/heavy industry rep) Nicola Stokes (proxy for Kev Senior Environmental Coordinator at North Queensland Bulk Ports Kane) Kirstin Kenyon Director, Reef Partnerships (Office of the GBR, Qld Gov) Rachel D’Arcy Manager, Reef Partnerships (Office of the GBR, Qld Gov)

Partner Role Any actual or perceived conflicts of interest Meg Bickle Senior Policy Officer (Office of the GBR, Qld Gov) Management Committee member (State and Federal Government) Al Grundy Chair of Tourism Whitsundays Manager of Explore Whitsundays Management Committee member (Tourism) Caitlin Davies One Reef Manager at Conservation Volunteers Australia Management Committee member (Community)

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Andrew Campbell General Manager of Catchment Solutions Pty Ltd Traci Ellwood Business Manager at Reef Catchments Limited Carolyn Thompson Assistant Director – Regional Engagement- Community at GBRMPA Scott Crawford CEO of NQ Dry Tropics Donna Turner (proxy for Manager, Strategy and Partnerships at NQ Dry Tropics Scott Crawford) Judith Wake Senior Lecturer at Central Queensland University Gerard Carlyon Director Development Services at Mackay Regional Council Luke Galea (proxy for Supervisor, Waterways Team at Mackay Regional Council Gerard) Partner Role Any actual or perceived conflicts of interest Robyn Birkett Principal Engineer – Waterways at Mackay Regional Council Management Committee member (local Government) Ricci Churchill Manager, Safety, Risk and Environment at Dalrymple Bay Coal Terminal Mark Svaikauskas (proxy for Environmental Specialist at Dalrymple Bay Coal Terminal Ricci Churchill) Peter Conway Principal Environment Analysis and Improvement, Health Safety and Environment at BHP Billiton Carla Lambropoulos Coordinator at Pioneer Catchment Landcare Kade Slater Project Officer at Pioneer Catchment Landcare Saskia Von Fahland Coordinator at Sarina Catchment Landcare Association Graham Armstrong Chair of Whitsunday Catchment Landcare Samarla Deshong Representative of the Mackay-Whitsunday Traditional Owner Reference Group (TORG) Koinmerburra Traditional Owner John Bennett Representative of the Mackay Recreational Fishers Alliance Chelsea Kavanagh Policy Manager, Environment at Queensland Resources Council Adam Folkers Manager Health, Climate and Environment at Whitsunday Regional Council

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Partner Role Any actual or perceived conflicts of interest Tim Malthus Research Group Leader - Coastal Sensing and Modelling Group at CSIRO Ben Wearmouth CEO at Regional Development Australia Mackay- Isaac-Whitsunday Inc. Karen Eveleigh (proxy for Executive Assistant at Regional Development Australia Mackay –Isaac- Ben Wearmouth) Whitsunday Inc. Kerry Latter CEO of CANEGROWERS Mackay HR2RP staff Charlie Morgan Executive Officer Emma Carlos Technical Officer Alysha Sozou Project Officer

For Noting (date)

42 Page 351 What is LAWMAC?

The Local Authority Waste Management Advisory Committee (LAWMAC) is an organisation of nineteen North Queensland Local Government Councils dedicated to best practice waste management aiming to provide sustainable solutions through its regional forum and interactive participation across the LAWMAC region on current and future Waste Management Practices and Technologies.

LAWMAC is a 'not for profit' group comprising members from the North Queensland Local Government area from Cook Shire in the north to Mackay in the south and extending inland to Mount Isa, Burke and Cloncurry shires.

LAWMAC General Meetings are held quarterly with the Annual General Meeting scheduled asap after the end of each financial year plus a Waste Management Conference also held Bi- Annually.

Officers of the North Queensland Local Government Association, Local Government Association of Queensland, Department of Environment & Resource Management Qld, Queensland Health, Waste Industry Groups and Waste Management related representatives are encouraged to attend meetings and provide input and information, but are not entitled to vote.

Association membership is available to members of Industry, Commerce, State Agencies and other non-government organisations, but will also be without entitlement to vote at meetings.

LAWMAC Member Councils:

Burdekin Shire Council Cairns Regional Council Carpentaria Shire Council Cassowary Coast Regional Council Charters Towers Regional Council Cook Shire Council Hinchinbrook Shire Council Isaac Regional Council Mackay Regional Council Mount Isa City Council Tablelands Regional Council Townsville City Council Whitsunday Regional Council Flinders Shire Council Richmond Shire Council

History

LAWMAC's BEGINNINGS

Led by then Cr Ross Overton (Johnstone Shire Council) key meetings across the councils of North Queensland were convened to advocate the need for a regional approach to waste management and waste minimisation.

Page 352 The Waste Management problems faced by councils across North Queensland was the basis for the development of a paper presented to the North Queensland Local Government Association (NQLGA) Conference in Cooktown in May 1993.

The Paper received unanimous support from NQLGA to convene a Waste Summit to plan a regional local government assault on waste. The Waste Summit was held in Townsville on 25th June 1993.

The priniciple outcome of the Waste Summit was the formation of a Working Group by the name of the "Joint Local Authorities Waste Management and Minisation Working Group" (JLAWMAMWG)!

The second Regional Waste Summit was held in Mission Beach on 30th July 1993 and chaired by Cr Overton. Townsville and Cairns Councils were requested to take the lead and coordinate the formation of "Northern & Far Northern Waste Working Groups" (NAFNWWG / JLAWMAMWG)!!

At the NQLGA Conference held November 1993 in Mulgrave Shire (now part of Cairns City Council region) JLAWMAMWG was endorsed as a sub-committee of the Association. After much debate the JLAWMAMWG fortunately also became the Local Authority Waste Management Advisory Committee (LAWMAC).

Conferences & Field Trips

Waste Management Conferences

LAWMAC Waste Management Conferences are held bi-annually with a different member- council hosting each conference providing the opportunity of supporting individual shires and showcasing the diverse and beautiful regions of North Queensland.

Conferences have been hosted by Townsville City Council (1999); the pre-amalgamation Johnstone Shire Council (2001); Cairns Regional Council (2003); Whitsunday Regional Council (2005); Mount Isa City Council (2007) and Mackay Regional Council (2009).

LAWMAC's 2011 Waste Management Conference has been held over until October 2012 when it will be a joint initiative event with WMAA and CQLGA and once again hosted by Mackay Regional Council due to the central location in accordance with the partnerships.

LAWMAC Meetings and Workshops

November 2013 - LAWMAC’s meeting members and guests were taken on a bus tour organised by Hinchinbrook Council. The group visited Halifax Transfer Station, the Warren Hills Transfer Station plus various historical and significant sights around the Hinchinbrook Region.

Field Trips

LAWMAC members, presenters and guests have also attended a number of Field Trips and Excursions to Waste Management Facilities and Sites to view waste management processes undertaken successfully by local governments and corporations of North Queensland.

Page 353 Members have attended tours of the Mackay Hogans Pocket Landfill Site and Paget Waste Transfer Facility; the Visy Recycling Material Recovery Facility (MRF) in Townsville; a Glass Crushing Demonstration in Mackay; the Bedminster Waste Processing System in Cairns; Landfill Sites & Waste Transfer Stations in Whitsundays, Cook, Townsville, Hinchinbrook, Cassowary Coast and Cairns Shire Regions.

Alternative contact

Ms Mary Field LAWMAC Secretary PO Box 47M MANUNDA QLD 4870 Australia

Page 354 Mackay Tourism Ltd. (MTL) is the peak tourism organisation for the Mackay and Isaac regions. As a not-for-profit, membership-based, marketing and destination development organisation, we promote the Mackay and Isaac regions for both leisure and business to Australia and the world. We also run the accredited and non accredited Mackay Regional Visitor Information Centres.

The day to day management of Mackay Tourism is conducted by a specialised executive team with key responsibilities

MTL Staff Members

Chief Executive Officer Tas Webber 0439 873 726 [email protected]

Operations Manager Gabrielle Dicarlantonio 0438 075 094 [email protected]

Gab’s role is to assist the General Manager in overseeing the smooth running and management of the organisation including managing the Visitor Information Centre’s in both Sarina and Mackay, Volunteers Management, all Finance & Procurement matters, HR and MTL Board governance matters.

Marketing Officer Phil Reece 0437 330 473 [email protected]

The Marketing Officer aims to promote The Mackay Region as a tourist destination domestically and internationally. Phil can also provide assistance with marketing strategies and advice on participating in marketing, advertising and promotional opportunities. Additional responsibilities include trade and consumer shows as well as website management. Phil enjoys travelling with his wife across Australia in his 4WD and Camper Trailer and is proud to call Mackay home.

Tourism Development Manager Chrissy Evangelou 0417 203 530 [email protected]

Chrissy’s role as the TDM is to work closely with the Mackay Tourism Team and develop opportunities for our members and to engage with the members to take advantage of the opportunities. Assist members business growth by creating tourism-related training and business development workshops. Engage with the regions key stakeholders to further develop the regions tourism potential.

Page 355 Communications Officer Daniel Brown 0448 994 180 [email protected]

Dan's role is to create exciting content for a variety of platforms to showcase The Mackay Region as a great holiday destination. Dan's responsibilities include creating and proofing content for publications, websites, videos, blogs and media releases, as well as looking after social media, media liaison, public relations, famil hosting and events. Dan also presents the What's on in the Region segment every Thursday afternoon on Triple M.

Finance Assistant

Kerry Gallard 07 4837 1277 [email protected]

Kerry’s role of Finance Assistant is to assist the Operations Manager with all financial and administrative requirements.

Cape Hillsborough Sunrise with the Wallabies Tour

Ranger Sam [email protected]

Ranger Sam is responsible for conducting the Cape Hillsborough Sunrise with the Wallabies Tour. @RangerSam_ role extends from managing the interaction between guests and the Wallabies by providing insightful commentary on Cape Hillsborough and its resident wildlife. Sam is also responsible for feeding and caring for the Wallabies and assists in the promotion of these tours.

Visitor Information Centre

Visitor Information Officers Rita Jewell, Samantha Tilden and Belinda McMahon

(07) 4837 1277 [email protected]

The Visitor Information Centre Booking Agents will help sell and promote your product to visitors at the Mackay Visitor Information Centres while providing exceptional service, free advice and information to our customers.

Volunteer Ambassadors Our Visitor Information Centre is able to run due to a number of dedicated volunteers

Page 356 Mackay Region ambassadors that devote their time to helping provide visitors with information and the day-to-day running of the centre.

MTL Directors of the Board

Chairperson/Director Michele Shea Owner of The Old Station Teahouse Ph: 0448 840 563 Email: [email protected]

Deputy Chairperson/ Audit Committee Chairperson Garry Porter General Manager of Mackay Airport Ph: 0417 413 853 Email: [email protected]

Director/HR Chairperson Nic Willis Branch Manager at Extra Staff Ph: 0487 895 796 Email: [email protected]

Director Matt Cielens General Manager at Harrup Park Country Club Ph: 0404 900 158 Email: [email protected]

Director Cr. Justin Englert Councillor, Mackay Regional Council Ph: 0439 611 580 Email: [email protected]

Director/HR Committee Judy Langdon Owner, Hay Point Country B & B Ph: 0407 756 567 Email: [email protected]

Director Cr. Jane Pickels Councillor, Isaac Regional Council Ph: 0427 635 124 Email: [email protected]

Director/Audit Committee Brent Cran Owner, Mycow Accommodation

Page 357 Ph: 0427 267 564 Email: [email protected]

Director/Audit Committee Nick uit den Bogaard Owner, Comfort Resort Blue Pacific Ph: 0417 413 853 Email: [email protected]

Page 358 Moranbah Youth and Community Hub Project TERMS OF REFERENCE

1.0 Purpose: • To provide a mechanism for collaborative decision making to support the establishment of the Moranbah Youth and Community Hub.

2.0 Objectives: The objective of the reference group are: • To contribute to the design planning of the Moranbah Youth and Community Hub • To identify opportunities for integrated and collaborative service-delivery, including staff training and development, shared policy development and review, strategic planning, rationalisation of resources, and to develop and recommend appropriate strategies to address such opportunities through the development and establishment of a day to day governance model. • To identify opportunities for common and/or shared administrative and management efficiencies, and to develop and recommend appropriate strategies to address such opportunities • To contribute to building strong and trusting relationships among Committee members and staff of the organisations

3.0 Principles: The Reference Group operates in a spirit of partnership based on the following principles: • shared decision-making and accountability • clear roles and responsibilities • respect for, and recognition of, difference • commitment to common goals

4.0 Accountability: The Linking Committee makes recommendations, in accordance with the objectives outlined for consideration and adoption.

Members of the Reference Group are responsible for ensuring their respective organisations and stakeholders are kept informed and up-to-date on the work of the Reference Group.

5.0 Role: • Make recommendation regarding building design and lease arrangements • Work to establish of the day to day governance model of the new facility • Ensure local needs are considered and represented in the design of the project • Assist to identify and resolve with strategic issues and opportunities to support the projects implementation • Provide advice and guidance on business issues facing the project

6.0 Responsibilities: Individual Reference Group members have the following responsibilities: • Understand the goals, objectives, and desired outcomes of the project • Understand and represent the interests of project stakeholders • Take a genuine interest in the project’s outcomes and overall success • Act on opportunities to communicate positively about the project • Actively participate in meetings through attendance, discussion, and review of minutes, papers and other Linking Committee documents. • Support open discussion and debate, and encourage fellow Linking Committee members to voice their insights

7.0 Membership: 7.1 Primary Members • Management committee representatives from: o Hinterland Community Care (HCC) o Moranbah & District Support Services (MDSS) o Emergency & Long Term Accommodation Moranbah (ELAM) • Moranbah State High School (MSHS) o Senior Schooling Head of Department, Lee Merrett o Student cultural captain, • BMA • Isaac Regional Council (IRC) o Elected member o Council Officer • Moranbah Traders Association (MTA) • Traditional owners Barada Barna

7.2 Advisory Support Members • Department of Communities, Child Safety and Disability Services • Coalition of Community Boards

7.3 Other • Experts will be invited as casual invitees

Page 359 7.4 Proxies • Members of the Linking Committee may send proxies to meetings. Proxies will be entitled to participate in discussion and are allowed a role in decision-making. • Reference Group members will inform the group as soon as possible if they intend to send a proxy to a meeting. • The proxy must be well briefed and prepared to participate in discussion and decision making.

8.0 Meeting arrangements: 8.1 Frequency of Meeting • Meetings will be convened at 9.30am on the 4th Thursday of every month unless otherwise notified • Meeting will be an hour in duration

8.2 Agenda and Minutes • An email will be sent to members three to five business days in advance of a Linking Committee meeting, which will include the following: Agenda for upcoming meeting, Minutes of previous meeting, and any other documents/information to be considered at the meeting. • Community Door Network Space will be used as a communication platform for internal information for reference group members.

9.0 Decision making processes: • A minimum number of Linking Committee members are required for decision-making purposes. A quorum will consist of 6 members. • Information will be sent out beforehand for review, consideration and consultation, members will need to be prepared to make recommendations when the reference group convenes. • Recommendations to the Reference Group will be made through a consensus process. • Recommendations must be supported by a minimum of from more than 50% of members who attend the meeting if there is a quorum. • Decision making may need to be made by flying minute between meetings to support the design and development of the facility.

Date: November 2015

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NQPHN Community Advisory Councils Terms of Reference

Rev Date Comments Owner Checked By Approved By 1 November 2018 Terms of Chief Executive Clinical Not approved Reference Officer Governance

Council

2 February 2018 ED ops Chief Executive feedback and Officer amendments

1. Background Primary Health Networks (PHNs) commenced operations across Australia from 1 July 2015 and have the following key objectives: • Increasing the efficiency and effectiveness of medical services for patients, particularly those at risk of poor health outcomes; and • Improving coordination of care to ensure patients receive the right care in the right place at the right time. A key feature of Northern Queensland PHN will be Clinical Councils and Community Advisory Councils, ensuring health professionals and community are major contributors to the work and activities of the organisation. It is integral to Northern Queensland PHN that general practice, other health professionals as well as the consumer voice and experience of care is centrally involved in planning and advisory decision making about health solutions. 2. Aims and objectives The Community Advisory Councils will comprise of health service users, consumers, carers and community members. The Councils act as a critical friend to Northern Queensland PHN, bringing community perspective to bear on the setting of activities and priorities. The Councils advice will align with Northern Queensland PHN’s Health Needs Assessment and local and Commonwealth priorities. The aim of Councils will be to enable health system improvement and reform in local regions or for identified community groups. Councils will ensure that community ideas drive improvements in person-centred care and deliver better health outcomes that are locally-relevant and aligned to local care experiences and expectations. The Councils will also guide and advise the Northern Queensland PHN to improve its social impact, cultural security and patient safety of programs it delivers throughout its regions. As champions of change, members maximise and leverage their own community networks to improve health outcomes through joined up care.

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3. Roles and responsibilities of the council The purpose of the Community Advisory Councils is to recommend through its lens of professional, organisational and personal experience and inform system/service changes and improvements that enhance quality and deliver better health outcomes throughout the region. The Councils act in an advisory capacity to the NQPHN Regional Executive Director. The roles and responsibilities are as follows: • Provide advice about new/emerging health needs and priorities in the local community • Provide advice about the consumer and carer experience of health services, health initiatives, and navigating the health system • Identify opportunities to improve health services and outcomes for the community, with a specific focus on coordination, integration, effectiveness and efficiency • Recommend strategies to improve community access to health information, consumer health literacy, patient self-management and care navigation skills • Recommend strategies to support best-practice community and consumer engagement • Disseminate endorsed information to colleagues and community members. • Recommend strategies to address health determinants through stronger integration of the health sector with other sectors to improve health outcomes. • Play an essential role, helping to guide our work and ensure our activities are connected to and supported by the communities we serve. • Suggesting and supporting further opportunities for consumer involvement in Northern Queensland PHN's activities. • Advise on the needs of rural and remote communities and advocate for cross-border delivery of services where required. Advise on developing partnerships with relevant stakeholders to strengthen response to community and health consumer needs.

The councils will be comprised of community members residing in the local region who represent a cross-section of the community and who support the NQPHN vision, mission and strategic plan. Members will be selected to represent the geographical, cultural, social, lifespan and health issues of the local area. They may include but are not limited to: • Aboriginal and Torres Strait Islander community representatives • Specific health, disease, ability, lifespan or care issue representatives • Peak body, non-government organisation and representatives • Local, state or federal government agency employee representatives (including agencies with responsibility for broader social determinants of health) • Consumer and/or carer advocates.

Secretariat Representation The NQPHN secretariat representative on the council will be the Regional Executive Director.

Nomination of a Chair The Chair of each regional Community Advisory Council will be the Regional Executive Director.

Nomination of Members

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Members are selected for their expertise regardless of any affiliation with specific stakeholder groups or services. As such, members are appointed as individuals to fulfil their role on the council in accordance with the company interest. Members of the Community Advisory Councils will be appointed for a period of up to two years. The specific period of appointment may vary for each member to allow a gradual renewal of the membership over time. 3. Quorum A quorum will consist of 50% of the council membership. In the event that half is not an equal number, then the next higher whole number will be the quorum. 4. Voting Members should normally aim to arrive at decisions by a consensus. Where consensus cannot be reached, a simple majority of the present voting members is required. Abstentions are not considered when determining the majority. 5. Meeting schedule The group will meet bi-annually. The Chair of the council has the right to convene extraordinary meetings when considered necessary. 6. Communication mechanisms Agendas will be distributed seven calendar days prior to each meeting. A record of the proceedings of all meetings will be documented and distributed within one week of each meeting. Members will be invited to contribute agenda items, for consideration by the Chair of the council to be included at any meeting. The Chair is responsible for ensuring that the minutes of meetings, produced by the Secretary accurately record the discussions at each meeting. Once agreed by the Chair, the minutes and a formal report will be provided to the NQPHN Clinical Governance Committee for review and inclusion in the agenda for the next meeting. 7. Expected member conduct All members of the council are required to read and execute the NQPHN Code of Conduct and these terms of reference, prior to attendance at their first meeting, or at the next possible opportunity. Members of the NQPHN Community Advisory Councils agree to: • Observe the highest standards of impartiality, integrity and objectivity in relation to the advice they provide. • Be accountable for their activities and for the standard of advice they provide to the NQPHN. • Declare their relevant personal and non-personal interests at the time of their appointment and complete the same disclosure each year. Members will inform the Secretary before each meeting of any change in their relevant interests. The minutes of each meeting will record declarations of interest and how that conflict was managed. If a conflict exists on a matter of business at a meeting, the conflicted member must remove them self from the

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meeting whilst such matter of business is discussed and considered and is not entitled to vote on the matter. • Members should not have a business interest in any agenda item under discussion. If a member (including the Chair) has a business or financial interest in a matter on the agenda, they will absent them self from that part of the meeting. 8. Confidentiality From time to time, the councils will have access to sensitive information which might not be in the public domain or otherwise readily available. Members will protect and manage the confidential nature of such information and will adhere to an expectation of non-disclosure and not forwarding or otherwise sharing confidential information. In the event that a member is unsure of the nature of information shared at a meeting, it is incumbent upon the member to seek the advice of the Chair regarding the confidentiality or otherwise of the information. 9. Public comment / media engagement Community Advisory Council members (including the Chair) are not authorised to make any public comment which is, or may be perceived as, representing NQPHN. Members should avoid making public comment which may be construed as an NQPHN position or opinion. 10. Community Advisory Council performance The council will undertake a self-assessment process annually which includes: • comparing practice and operations with its Terms of Reference requirements • identifying improvements to Community Advisory Council practice • making recommendations for change to the Terms of Reference. The function and effectiveness of the Community Advisory Councils may be reviewed by the Clinical Governance Committee at any time.

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Rules of Regional Development Australia insert RDA name

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TABLE OF PROVISIONS

TABLE OF PROVISIONS i

PART I – PRELIMINARY 1 1. Interpretation 1 2. Object 2

PART II—MEMBERSHIP 2 3. Membership qualifications 2 4. Register of members 3 5. Appointment of members 3 6. Election of committee members 4 7. Membership entitlements not transferable 4 8. Cessation of membership 5 9. Resignation of membership 5 10. Fee, subscriptions etc. 5 11. Members’ liabilities 5 12. Disciplining of members 6

PART III—THE COMMITTEE 7 13. Committee membership 7 14. Powers of the committee 7 15. Secretary 7 16. Treasurer 8 17. Vacancies 8 18. Removal or suspension of member 9

PART IV – GENERAL MEETINGS 9 19. Annual general meetings – holding of 9 20. Annual general meetings – calling of and business at 9 21. General meetings – calling of 10 22. Notice 10 23. Meeting procedure and quorum 11 24. Voting 11 25. Appointment of proxies 11 26. Making of decisions 12 27. Resolutions 12 28. Resolution by flying minute 12 29. Delegation by committee to sub-committee 13 30. Adjournment 14

PART V – MISCELLANEOUS 14

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31. Funds – source 14 32. Funds – management 14 33. Distribution of assets and income 15 34. General financial matters 15 35. Conflicts of interest 15 36. Amendment of objects and rules 16 37. Common seal 16 38. Custody of books 16 39. Inspection of books 16 40. Service of notice 16 41. Distribution of surplus assets 16 42. Insurance 17 43. Observers Error! Bookmark not defined.

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PART I – PRELIMINARY

1. Interpretation

(1) In these rules, unless a contrary intention appears:

“Chair” means the person holding the position of chair of the committee;

“committee” means the management committee of the association;

“Commonwealth Department” means the Commonwealth Government Department of Infrastructure and Regional Development and any successor Commonwealth Government department that is responsible for regional development;

“Commonwealth Minister” means the Commonwealth Government Minister or Parliamentary Secretary responsible for regional development;

“Deputy Chair” means the person holding the position of deputy chair of the committee

“ex officio” means by virtue of some other office held;

Funding Agreement” means the agreement between the Commonwealth Government and the Regional Development Australia committee to provide funding to the association;

“financial year” means the year ending on 30 June;

“general meeting” means a general meeting of the association;

“leave of absence” means leave of a member requested by that member and approved by the Chair;

“member” means a member, however described, of the association;

“objects of the association” means the objects set out in rule 2;

“office-bearer” has the meaning given in rule 13(2);

“ordinary committee member” means a member of the committee who is not an office bearer;

“Regional Development Australia” means the Commonwealth Government’s initiative (with state and territory governments and local government in some jurisdictions) working to develop Australia’s regions;

“secretary” means the secretary of the association appointed by the committee under rule 15(1) or, if the committee does not appoint a secretary, the Deputy Chair;

“the Act” means the Associations Incorporation Act 1981 (Qld);

“the Regulations” means the Associations Incorporation Regulation 1999 (Qld);

“treasurer” means the treasurer of the association appointed by the committee under rule 16(1);

“working day” means any day other than a Saturday, Sunday or a public holiday in Queensland.

(2) In these rules—

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(a) reference to a function includes a reference to a power, authority and duty; and

(b) a reference to the exercise of a function includes, where the function is a power, authority or duty, a reference to the exercise of the power or authority or the performance of the duty.

(3) The provisions of the Acts Interpretation Act 1954 (Qld) apply to and in respect of these rules in the same manner as those provisions would so apply if these rules were an instrument made under the Act.

(4) The name of the association is set out in Appendix 2.

2. Object

(1) Regional Development Australia is a national network of committees fostering regional economic development. The association will work with all three tiers of government, regional business and the wider community to boost the economic capability and performance of their region.

(2) The objects of the association are to:

(a) facilitate policies, programmes and projects designed to strengthen human capital, productivity, infrastructure, access to markets, regional comparative advantage and business competitiveness, leading to increased economic activity and the creation of new jobs, along with improved standards of living and working conditions;

(b) undertake regional planning that takes into account the unique characteristics, opportunities and challenges of a region, and aligns with the plans of all levels of government, and tailors responses accordingly;

(c) engage with stakeholders to identify initiatives that will deliver economic growth that makes a lasting difference to their communities; and

(d) build partnerships, harness local leadership, marshal support, and encourage cooperation between stakeholders to drive regional priorities.

PART II—MEMBERSHIP

3. Membership qualifications

(1) The membership of the association is to consist of the Chair and the Deputy Chair appointed by the Commonwealth Minister and the other members of the committee appointed by the Chair and the Deputy Chair.

(2) For the purposes of this clause 3, members of the committee who were appointed by the Commonwealth Minister and the Queensland Minister prior to [insert effective date of constitutional changes] will be taken to have been appointed in accordance with this clause 3.

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(3) The association must notify the Commonwealth Department in the event of a casual vacancy. The Commonwealth Minister may, at any time, fill a vacant Chair or Deputy Chair position on the committee by notifying the Chair, in writing, of the appointee and the expiration of the appointee’s term.

4. Register of members

(1) The committee must keep a register of members of the association.

(2) The register must include the following particulars for each member:

(a) the full name of the member;

(b) the postal or residential address of the member;

(d) the date of death or time of resignation of the member;

(e) details about the termination or reinstatement of membership;

(f) any other particulars the management committee or the members at a general meeting decide.

(3) The register must be open for inspection by members of the association at all reasonable times.

(4) A member must contact the secretary to arrange an inspection of the register.

(5) However, the management committee may, on the application of a member of the association, withhold information about the member (other than the member’s full name) from the register available for inspection if the management committee has reasonable grounds for believing the disclosure of the information would put the member at risk of harm.

5. Appointment of members

(1) Subject to rule 5(8), nominations of candidates for appointment as Chair or Deputy Chair of the association will be sought by an expression of interest (EOI) process implemented by the Commonwealth Department.

(2) Subject to rule 5(5) and rule 5(8), nominations of candidates for appointment as members other than Chair or Deputy Chair will be sought by an expression of interest (EOI) process implemented by the association.

(3) A person becomes a Chair or Deputy Chair upon appointment by written instrument by the Commonwealth Minister. If the written instrument contains conditions that must be fulfilled before the appointment takes effect, the appointment becomes effective on the completion of those conditions (such conditions may include, without limitation, completion and return of certain documentation and/or satisfactory completion of certain probity checks). The Commonwealth Department will advise the association of the date that this occurred.

(4) A person becomes a member other than a Chair or Deputy Chair upon appointment by written instrument by the Chair and Deputy Chair for a period of up to three years, after the Chair and Deputy Chair have consulted with the Commonwealth Minister.

(5) The Chair and Deputy Chair may jointly appoint a member or members ex officio. If they do so:

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(a) such a member will be notified as “ex officio” in the letter of appointment by the Chair and Deputy Chair;

(b) such a member retains his or her appointment, subject to rule 8, for the time during which he or she holds the office which gave rise to his or her ex officio appointment;

(c) an ex officio member must notify the Chair, in writing, immediately upon ceasing to hold the office which gave rise to his or her ex officio appointment; and

(d) the Chair must, within two (2) working days, notify the Commonwealth Minister in writing of an ex officio member’s ceasing membership.

(6) The Chair and the Deputy Chair of the association is, subject to these rules, to hold office for the term specified by the Commonwealth Minister in the relevant appointment instrument.

(7) Each member of the association is, subject to these rules, to hold office for the term specified by the Chair and Deputy Chair in the relevant appointment instrument for a period of up to three years.

(8) Notwithstanding rule 5(1) and 5 (2) in the event of a vacancy under rule 8, the Commonwealth Minister in the case of the Chair and Deputy Chair or Chair and Deputy Chair jointly in the case of other members, may appoint a person as a member, and the person appointed is to hold office, subject to these rules, until the Commonwealth Minister or Chair and Deputy Chair jointly appoint a person to fill the vacancy in accordance with the process set out at rule 5(1), 5 (2) and rule 6.

6. Election of committee members

(1) The Commonwealth Department will advise the association of the members the Commonwealth Minister has appointed pursuant to rule 5(1) or 5(8) (in the case of appointing a Chair or Deputy Chair).

(2) As soon as is practicable after receiving notification under rule 6(1), the secretary must refer the application to the association which must as soon as practicable elect the member at the annual general meeting or any general meeting, or by resolution by flying minute under rule 28. If the member has been appointed by the Commonwealth Minister to be the Chair or Deputy Chair, the association must elect that person as the Chair or Deputy Chair as so appointed by the Minister. If the association cannot elect the person to the committee within 14 days of notification under rule 6(1), the association must notify the Commonwealth Department to explain the reason for the delay.

(3) As soon as practicable after the appointment of an other member under rule 5(4) or 5(8), the association must elect the member at the annual general meeting or any general meeting, or by resolution by flying minute under rule 28.

(4) A person may only be elected if the person:

(a) is an adult; and

(b) is not ineligible to be elected as a member under section 61A of the Act.

7. Membership entitlements not transferable

(1) A right, privilege or obligation which a person has by reason of being a member:

(a) cannot be transferred to another person; and

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(b) terminates upon cessation of the person’s membership.

8. Cessation of membership

(1) A person ceases to be a member if the person:

(a) dies; or

(b) acquires a civil or criminal conviction punishable by a period of imprisonment; or

(d) is entered on the Australian Government Register of Lobbyists or the Queensland Government Register of Lobbyists; or

(e) resigns from membership of the association in accordance with rule 9; or

(f) receives notice from the Commonwealth Minister under rule 18 removing the person from the committee; or

(g) is expelled from the association in accordance with rule 12; or

(h) has not been reappointed to the committee upon reaching the end of the term of appointment; or

(i) was appointed as an ex officio member and ceases to hold the office which gave rise to his or her appointment as an ex officio member; or

(j) is absent without the committee’s consent from all meetings of the committee or association held during a period of 6 months.

(2) If a person ceases to be a member, the secretary must make an appropriate entry in the register of members recording the date on which the member ceased to be a member.

(3) The secretary must, within 10 working days, advise the Commonwealth Department in writing that the person has ceased to be a member and in the case of a Chair or Deputy Chair position request that the vacancy be filled.

(4) A member has no right of appeal against the member’s removal from office under this rule.

9. Resignation of membership

(1) A member is not entitled to resign from membership of the association except in accordance with this rule 9.

(2) A member may resign from membership of the association by first giving notice (being not less than 1 month or, if the committee has determined a shorter period, that shorter period) in writing to the secretary of the member’s intention to resign and, upon the expiration of the period of notice, the member ceases to be a member.

10. Fee, subscriptions etc.

(1) There is no entrance fee or membership fee for the association.

11. Members’ liabilities

(1) No member is liable to contribute towards the payment of the debts and liabilities of the association or the costs, charges and expenses of the winding up of the association.

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12. Disciplining of members

(1) A complaint may be made to the committee by any person that a member:

(a) has persistently refused or neglected to comply with a provision or provisions of these rules or the RDA Code of Conduct and Ethics; or

(b) has failed to attend three (3) consecutive committee meetings without leave from the committee; or

(2) On receiving such a complaint, the committee must:

(a) as soon as practicable, cause notice of the complaint to be served on the member concerned;

(b) within two (2) working days, notify the Commonwealth Department;

(c) give the member at least 10 working days from the time the notice is served within which to make written submissions to the committee in connection with the complaint; and

(d) take into consideration any submissions made by the member in connection with the complaint.

(3) If, after considering the complaint and any submissions made in connection with the complaint, the committee is satisfied that the facts alleged in the complaint have been proved, and that the committee should make a request to the Commonwealth Minister in the case of the Chair or Deputy Chair that the member should be suspended or removed, or consult with the Commonwealth Minister in the case of a member other than the Chair or Deputy Chair about the suspension or removal of that member, the committee must:

(a) notify the Commonwealth Department of the request to suspend, remove or consult on suspension or removal, and the reasons for the committee’s decision to make that request; and

(b) cause written notice to be given to the member of the committee’s request, of the reasons given by the committee for having made that request.

(4) If, after considering the complaint and any submissions made in connection with the complaint, the committee is either not satisfied that the facts alleged in the complaint have been proved, or is not satisfied that the committee should make a request to the Commonwealth Minister that the Chair or Deputy Chair should be suspended or removed, or is not satisfied that the committee should consult with the Minister about the suspension or removal of a member other than the Chair or Deputy Chair, the committee must notify the Commonwealth Department of the reasons for the committee’s decision in writing.

(5) Upon receiving a request under rule 12(3) to suspend or remove a Chair or Deputy Chair, the Commonwealth Minister will either:

(a) accept the request and suspend or remove the member; or

(b) reject the request.

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(6) Rule 12 is subject to rule 18. If, after receiving details of the complaint through the Commonwealth Department (following notice of the complaint under sub-rule 12(2)(b)), the Commonwealth Minister decides to suspend or remove the Chair or Deputy Chair under rule 18, the committee must immediately cease the process outlined in rule 12 (if applicable) upon receiving notice from the Commonwealth Minister of the suspension or removal. Nothing in rule 12 affects the ability of the Minister to suspend or remove a member under rule 18.

(7) A member has no right of appeal against the member’s suspension or removal from office under this rule.

PART III—THE COMMITTEE

13. Committee membership

(1) The membership of the association consists solely of management committee members and those members whose election to the management committee pursuant to rule 6(2) is pending.

(2) The office bearers of the association shall be:

(a) the Chair;

(b) the Deputy Chair;

(d) the secretary, if one is appointed under rule 15(1).

(3) The number of members is unlimited.

(4) Each member of the committee is, subject to these rules, to hold office for the term they were appointed for by the Commonwealth Minister (in the case of the Chair and Deputy Chair) or by the Chair and Deputy Chair (in the case of other members) (this will be specified in the relevant appointment instrument or otherwise in writing by the Commonwealth Minister or by the Chair and Deputy Chair).

14. Powers of the committee

(1) The committee, subject to the Act, the Regulations, the Funding Agreement between the association and the Commonwealth Department , these rules and to any resolution passed by the association in general meeting:

(a) controls and manages the affairs of the association; and

(b) may exercise all such functions as may be exercised by the association other than those functions that are required by these rules to be exercised by the association in general meeting; and

(c) has power to perform all such acts and do all such things as appear to the committee to be necessary or desirable for the proper management of the affairs of the association.

15. Secretary

(1) The committee may appoint a member (other than the Chair) to be the secretary. Subject to these rules, the member will hold office as secretary for the term that the committee determines.

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(2) If the committee does not appoint a secretary or a member ceases to be the secretary, the Deputy Chair will perform the secretary’s functions until a replacement secretary is appointed.

(3) The secretary of the association must, as soon as practicable after being appointed as secretary, notify the association of his or her address. If the committee does not appoint a secretary or a member ceases to be the secretary, the Deputy Chair must, as soon as practicable, notify the association of his or her address.

(4) The committee may remove the secretary and this removal does not affect the person’s membership of the committee.

(5) The secretary must keep minutes of:

(a) all appointments of office-bearers and ordinary committee members; and

(b) the names of members of the committee present at a general meeting; and

(6) To ensure the accuracy of the minutes:

(a) the minutes of each general meeting must be signed by the chairperson of the meeting, or the chairperson of the next general meeting, verifying their accuracy; and

(b) the minutes of each annual general meeting must be signed by the chairperson of the meeting, or the chairperson of the next meeting of the association that is a general meeting or annual general meeting, verifying their accuracy.

(7) If asked by a member of the association, the secretary must, within 28 days after the request is made:

(a) make the minute book for a particular general meeting available for inspection by the member at a mutually agreed time and place; and

(b) give the member copies of the minutes of the meeting.

16. Treasurer

(1) The committee must appoint a member (other than the Chair) to be the association’s treasurer. Subject to these rules, the member will hold office as treasurer for the term that the committee determines.

(2) The treasurer of the association must:

(a) collect and receive all amounts owing to the association and make all payments authorised by the association; and

(b) keep correct accounts and books showing the financial affairs of the association with full details of all receipts and expenditure connected with the activities of the association.

17. Vacancies

(1) For these rules, a vacancy in the office of an office-bearer of the committee happens if the office-bearer ceases to be a member under rule 8, or reaches the end of the term determined under rule 15(1) or rule 16(1).

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(2) Where a member vacancy exists under rule 8, 15(1), or 16(1) and a temporary appointment has not been made under 5(4), the quorum requirement for general meetings will be the number of members of the committee less 1 and the quorum for a management committee meeting requires a majority of members.

(3) A leave of absence does not vary the quorum requirements as it does not change the number of appointed committee members.

18. Removal or suspension of member

(1) The Commonwealth Minister may remove or suspend any member from the association (and therefore the committee) before the expiration of the member's term of appointment by providing written notice to the committee and the member being removed or suspended.

(2) The Chair and Deputy Chair may remove or suspend any member, other than the Chair or Deputy Chair, from the association (and therefore the committee) before the expiration of the member's term of appointment only after consulting with the Commonwealth Minister and then by providing written notice to the committee and the member being removed or suspended.

(3) The removal or suspension of the member from the association is effective from the date the notice is taken to be received under rule 40.

(4) A member has no right of appeal against the member’s suspension or removal from office under this rule.

PART IV – MEETINGS

19. Holding meetings

(1) With the exception of the first annual general meeting, the association must, at least once in each calendar year and within the period of 6 months after the expiration of each financial year of the association, convene an annual general meeting of its members.

(2) The association must hold its first annual general meeting:

(a) within the period of 18 months after its incorporation under the Act; and

(b) within the period of 6 months after the expiration of the first financial year of the association.

(3) Rules 19(1) and (2) have effect subject to the powers of the Chief Executive of the Office of Fair Trading under section 121 of the Act in relation to extensions of time.

(4) The management committee must meet at least once in every 4 calendar months to exercise its functions.

20. Annual general meetings – Calling of and business at meetings

(1) The annual general meeting must, subject to the Act, be convened on such date and at such place and time as the committee thinks fit.

(2) The annual general meeting may be held by teleconference or other electronic means as the committee determines.

(3) In addition to any other business which may be transacted at an annual general meeting, the business of an annual general meeting must be to:

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(a) confirm the minutes of the last preceding annual general meeting and of any general meeting held since that meeting;

(b) receive from the committee, the association’s financial statement and audit report for the last preceding financial year; and

(c) present the financial statement and audit report that are required to be submitted to members pursuant to section 59 of the Act; and

(d) appoint an auditor, accountant or approved person under section 59E of the act, for the present financial year; and

(e) elect any members of the management committee in accordance with rule 6(2) that have not previously been elected.

(4) An annual general meeting must be specified as such in the notice convening it in accordance with rule 22.

(5) An annual general meeting must be conducted in accordance with the provisions of this Part.

21. Calling of meetings

(1) The committee may, whenever it thinks fit, convene a general or management committee meeting on such date and at such place and time as the committee determines.

(2) Additional meetings of the committee may be called by any member of the committee.

(3) A general or management committee meeting may be held by teleconference or other electronic means as the committee determines.

22. Notice of meetings

(1) Except where the nature of the business proposed to be dealt with at a general or management committee meeting requires a special resolution of the association, the secretary must give written notice of a meeting to each member at least five (5) working days (or any other period that may be agreed on by a majority of members of the committee) before the time appointed for the holding of the meeting.

(2) The notice convening the meeting must specify whether the meeting is an management committee meeting or a general meeting. If nothing in the notice specifies the type of meeting, then the meeting will be considered to be a management committee meeting, unless:

(a) the attendees at the meeting resolve that the meeting should be a general meeting; and

(b) the rules for convening a general meeting, and the quorum requirements for a general meeting, are satisfied in respect of that meeting. (3) Where the nature of the business proposed to be dealt with at a general meeting requires a special resolution of the association, the secretary must, at least 21 days before the date fixed for the holding of the general meeting, cause notice to be sent to each member in the manner provided in rule 22(1) specifying, in addition to the matter required under that sub-rule, the intention to propose the resolution as a special resolution.

(4) The notice must specify the place, date and time of the meeting and the nature of the business proposed to be transacted at the meeting.

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(5) No business other than that specified in the notice convening a meeting may be transacted at the meeting except business that the members present at the meeting unanimously agree to treat as urgent business, or, in the case of an annual general meeting, business which may be transacted pursuant to rule 20(3).

(6) A member desiring to bring any business before a meeting may give notice in writing of that business to the secretary who must include that business in the next notice calling a meeting given after receipt of the notice from the member.

23. Meeting procedure and quorum

(1) The Chair, or in his or her absence, the Deputy Chair, is to preside as chairperson at every meeting.

(2) If the Chair and Deputy Chair are absent from a meeting, the members present are to elect one (1) of their number to preside as chairperson.

(3) An item of business must not be transacted at a meeting unless a quorum of members entitled under these rules to vote is present during the time the meeting is considering that item.

(4) A quorum for the transaction of the business at a general meeting is constituted by the total number of committee members less one (1).

(5) A quorum for the transaction of the business at a management committee meeting is a majority of the total number of members.

(6) Members may participate in meetings by teleconference and members so participating will be included in the quorum.

(7) If within half an hour after the appointed time for the commencement of a meeting, including the annual general meeting, a quorum is not present, the meeting if convened upon the requisition of members must be dissolved and in any other case must stand adjourned to a time and place determined by the Chair.

(8) If at the adjourned meeting a quorum is not present within half an hour after the time appointed for the commencement of the meeting, the meeting must be dissolved.

24. Voting

(1) Subject to rule 24(3), upon any question arising at a meeting a member has one (1) vote only.

(2) All votes must be given personally or by proxy. A member may hold more than one (1) proxy.

(3) In the case of an equality of votes on a question at a meeting, the person presiding is entitled to exercise a second or casting vote.

25. Appointment of proxies

(1) Each member is entitled to appoint another member as proxy by notice given to the secretary, no later than 24 hours before the time of the meeting in respect of which the proxy is appointed.

(2) The notice appointing the proxy must be in the form set out in Appendix 1 to these rules.

(3) A completed proxy vote from a member in the form prescribed in 25(2) can be counted towards a meetings quorum, including a general meeting.

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26. Making of decisions

(1) Unless one or more members hold proxy votes or are participating by teleconference, a question arising at a meeting must be determined on a show of hands and, unless before or on the declaration of the show of hands a poll is demanded, a declaration by the person presiding that a resolution has, on a show of hands, been carried or carried unanimously or carried or lost, or an entry to that effect in the minute book of the association, is evidence of the fact without proof of the number or proportion of the votes recorded in favour of or against that resolution.

(2) At a meeting, a poll may be demanded by the person presiding or by not less than three (3) members present in person or by proxy at the meeting.

(3) Where the poll is demanded at a meeting, or where one or more members hold proxies or are participating by teleconference, the poll must be taken:

(a) immediately in the case of a poll which relates to the question of an adjournment; or

(b) in any other case, in such manner and at such time before the close of the meeting as the person presiding directs, and the resolution of the poll on the matter must be deemed to be the resolution of the meeting on that matter.

(4) A poll may be taken in such form and by such means, including electronic means, as the person presiding directs.

27. Resolutions

(1) Resolutions, except those requiring special resolution in accordance with the Act and these rules, shall be determined by the majority of the votes of the members attending the meeting.

(2) Special resolutions shall be determined at a general meeting by a vote of ¾ of the members who are present and entitled to vote.

(3) Subject to rule 23(4), the committee may act notwithstanding any vacancy on the committee.

(4) Any act or thing done or suffered, or purporting to have been done or suffered, by the committee, or through general meeting of the association, or by a sub-committee appointed by the committee, is valid and effectual notwithstanding any defect that may afterwards be discovered in the appointment or qualification of any member of the association, committee or sub-committee.

(5) A resolution at a meeting for which there is no quorum has no effect.

28. Resolution by flying minute

(1) The association may pass a resolution without any meeting in accordance with this rule 28. Such a resolution will be as valid and effectual as a resolution passed at a meeting only if it is evidenced in writing under the hands of 75% of members.

(2) A sub-committee may pass a resolution without a meeting in accordance with rule 28 if the power to do so is contained within its terms of reference or if the committee otherwise delegates that power to the sub-committee. Such a resolution will be as valid and effectual as a resolution passed at a meeting only if it is evidenced in writing under the hands of at least 75% of the persons comprising the sub-committee, excluding persons comprising the sub- committee on leave of absence, but including at least one member of the committee.

(3) Any such resolution may consist of several documents in like form, each signed by one or more members of the association or sub-committee.

Page12 379 Rules for Regional Development Australia xxxxxx Inc.

(4) A resolution passed by way of a flying minute shall be reported to the next meeting of the association or sub-committee.

(5) For clarity, rule 28 does not allow a special resolution to be passed other than at a general meeting.

29. Delegation by committee to sub-committee

(1) The committee may create such sub-committees for such purposes relating to the association’s activities as the committee thinks fit.

(2) Sub-committees may comprise such members of the association, or employees of the association as the committee thinks fit, provided each sub-committee includes at least one member of the committee in its number (i.e. it cannot be comprised solely of the association’s employees).

(3) Sub-committees must operate under terms of reference, in writing, as approved by the committee.

(4) The committee may delegate to any sub-committee the exercise of such of the functions of the committee as are specified in the instrument, other than:

(a) this power of delegation; and

(b) a function which is a function imposed on the committee by the Act, by any other law of Queensland, or by resolution of the association in general meeting.

(5) All delegation of powers to a sub-committee made under this rule 29 must be included in the terms of reference of such sub-committee.

(6) A function, the exercise of which has been delegated to a sub-committee under this rule 29 may, while the delegation remains unrevoked, be exercised from time to time by the sub- committee in accordance with the terms of the delegation.

(7) A delegation under rule 29 may be made subject to such conditions or limitations as to the exercise of any function, or as to time or circumstances, as may be specified in the instrument of delegation.

(8) Notwithstanding any delegation under rule 29, the committee may continue to exercise any function delegated.

(9) Any act or thing done or suffered by a sub-committee acting in the exercise of a delegation under rule 29 has the same force and effect as it would have if it had been done or suffered by the committee.

(10) The committee may, by instrument in writing, revoke wholly or in part any delegation under rule 29.

(11) A quorum for the transaction of the business of a meeting of a sub-committee shall be included in the terms of reference of such sub-committee.

(12) Notwithstanding anything stated in the terms of reference, each meeting of a sub-committee must have at least one member of the committee present.

(13) Subject to these rules and terms of reference as approved by the committee under rule 29(3), a sub-committee may meet and adjourn as it thinks proper.

Page13 380 Rules for Regional Development Australia xxxxxx Inc.

30. Adjournment

(1) The person presiding at a general meeting at which a quorum is present may, with the consent of the majority of members present at the meeting, adjourn the meeting from time to time and place to place, but business must not be transacted at an adjourned meeting other than the business left unfinished at the meeting at which the adjournment took place.

(2) If at the adjourned meeting a quorum is not present within half an hour after the time appointed for the meeting, the meeting is dissolved.

(3) Where a general meeting is adjourned for 10 working days or more, the secretary must give written or oral notice of the adjourned meeting to each member stating the place, date and time of the meeting and the nature of the business to be transacted at the meeting.

(4) Except as provided in rules 30(1) and (2), notice of an adjournment of a general meeting or of the business to be transacted at an adjourned meeting is not required to be given.

PART V – MISCELLANEOUS

31. Funds – source

(1) The funds of the association are to be derived:

(a) from funding from the Commonwealth Department;

(b) from payments made for the delivery of services to Government according to agreed contracts;

(d) subject to any resolution passed by the association in general meeting, such other sources as the committee determines.

(2) All money received by the association must be deposited as soon as practicable and without deduction to the credit of the association's bank account.

(3) The association must, as soon as practicable after receiving any money, issue an appropriate receipt.

32. Funds – management

(1) Subject to any resolution passed by the association in general meeting, the funds of the association must be used in pursuance of the objects of the association in such manner as the committee determines.

(2) Management of the association’s funds must be in accordance with:

(a) any procedures, guidelines, or governance codes approved by the committee from time to time; and

(b) any contracts entered into by the association with any organisation providing funding to the association.

(3) The funds of the association must be kept in an account in the name of the association in a financial institution decided by the management committee.

(4) Records and accounts must be kept in the English language showing full and accurate particulars of the financial affairs of the association.

Page14 381 Rules for Regional Development Australia xxxxxx Inc.

(5) All amounts must be deposited in the financial institution account as soon as practicable after receipt.

(6) At all times the committee must exercise due skill, care and diligence in the management of the association’s funds.

(7) All cheques, drafts, bills of exchange, promissory notes, and other negotiable instruments must be signed by any two office-bearers of the committee or an office-bearer and either another member of the committee or an employee of the association, (provided that member or employee is authorised to do so by the committee).

(8) All payments made by the association via an electronic transfer must be pre-authorised in writing by any two members of the committee or a member of the committee and an employee of the association, being members of the committee or employees authorised to do so by the committee.

33. Distribution of assets and income

(1) The assets and income of the association shall be applied exclusively to the promotion of the objects of the association and no portion shall be paid or distributed directly or indirectly to the members of the association except as bona fide remuneration for services rendered or expenses incurred on behalf of the organisation.

(2) Subject to a funding provider’s conditions of funding, the association may, at its discretion, approve and pay honoraria as it shall think fit.

34. General financial matters

(1) On behalf of the management committee, the treasurer must, as soon as practicable after the end date of each financial year, ensure an audited financial statement for its last reportable financial year is prepared.

35. Conflicts of interest

(1) A member who has a conflict of interest in a matter, whether actual, perceived or potential, must disclose the interest:

(a) at the first meeting at which the matter is first taken into consideration, if the interest then exists; or

(b) in any other case, at the first meeting after the acquisition of the interest.

(2) A member must not vote, or participate in discussions, at a meeting in respect of any matter in which he or she has a conflict of interest.

(3) The secretary must ensure that a declaration of a conflict of interest is recorded in the minutes of the meeting, and that the minutes reflect what action the association took to overcome the perceived or actual conflict of interest in processing the agenda item.

(4) If a member discloses a conflict of interest, the secretary must notify the Commonwealth Department about the disclosure within five (5) working days of the meeting.

(5) The committee must ensure that all employees of the association have agreed in writing to abide by the association’s Code of Conduct and Conflict of Interest policies.

Page15 382 Rules for Regional Development Australia xxxxxx Inc.

36. Amendment of objects and rules

(1) Subject to rule 36Error! Reference source not found. and the Act, the objects of the association and these rules may be amended only by special resolution carried at a general meeting.

(2) However an amendment, repeal or addition is valid only if it is registered by the Chief Executive of the Office of Fair Trading.

37. Common seal

(1) The committee must ensure that the association has a common seal.

(2) The common seal of the association must be kept in the custody of the secretary or as otherwise decided by the committee.

(3) The common seal must not be attached to any instrument except by the authority of the committee and the attaching of the common seal must be attested by the signatures of two (2) members of the committee.

38. Custody of books

(1) Subject to the Act, the Regulations and these rules, the secretary must keep in his or her custody or under his or her control all records, books, and other documents relating to the association.

39. Inspection of books

(1) The records, books and other documents of the association must be open to inspection at a place in Queensland, free of charge, by a member at any reasonable hour.

40. Service of notice

(1) For the purpose of these rules, a notice may be served by or on behalf of the association upon any member:

(a) personally in writing;

(b) by sending it by post to the member at the member’s address shown in the register of members; or

(2) Where a document is sent to a person by properly addressing, prepaying and posting to the person a letter containing the document, the document must, unless the contrary is proved, be deemed for the purposes of these rules to have been served on the person at the time at which the letter would have been delivered in the ordinary course of post.

(3) Where a document is sent to a person by facsimile, email or other form of electronic transmission, the document must, unless the contrary is proved, be deemed for the purposes of these rules to have been served on the person at the time at which the transmission is made.

41. Distribution of surplus assets

(1) This rule applies if the association:

Page16 383 Rules for Regional Development Australia xxxxxx Inc.

(a) is dissolved or wound-up under part 10 of the Act; and

(b) has “surplus assets”, being the assets of the association after payment of the debts and liabilities remaining after winding-up of the association, and the costs, charges and expenses of the winding-up. Surplus assets do not include any assets that must be dealt with in accordance with the Funding Agreement between the association, the Commonwealth Department.

(1) The surplus assets must not be distributed among the members of the association.

(2) The surplus assets must be sold or given to another entity having objects similar to the association's objects. (3) An association nominated must fulfil the requirements specified in section 92(1) of the Act.

(4) Before seeking to distribute surplus assets, the committee must obtain the approval of the Commonwealth Department, in writing, for the proposed distribution.

42. Insurance

(1) The committee must ensure that the association has all necessary and appropriate levels of insurance cover to meet its obligations under the Funding Agreement between the association and the Commonwealth Department .

Page17 384 Rules for Regional Development Australia xxxxxx Inc.

APPENDIX 1 – FORM FOR APPOINTMENT OF PROXY

Rule 25(2)

FORM OF APPOINTMENT OF PROXY

I, ...... (full name) of ...... (address) being a member of Regional Development Australia xxxxxxx Inc. (“the association”) hereby appoint...... (full name of proxy) of ...... (address) being a member of the association, as my proxy to vote for me on my behalf at the general meeting of the association (annual general meeting or other general meeting, as the case may be) to be held on the

...... day of ...... 20...... and at any adjournment of that meeting.

My proxy is authorised to vote in favour of/against (delete as appropriate) the following resolution/s (insert details):

......

...... (Signature of member appointing proxy)

Date ......

NOTE: A proxy vote may not be given to a person who is not a member of the association.

Page18 385 Rules for Regional Development Australia xxxxxx Inc.

APPENDIX 2 – NAME OF THE ASSOCIATION

Rule 1(4)

NAME OF THE ASSOCIATION

The name of the Incorporated Association is “Regional Development Australia xxxxxx Inc.” (RDA xxxxx).

Page19 386

MACKAY REGIONAL COUNCIL FOR SOCIAL DEVELOPMENT LTD (trading as REGIONAL SOCIAL DEVELOPMENT COALITION)

Mackay Regional Council for Social Development

Annual Report 2018-2019

Page 387

Contents

RSDC Overview ......

Operational Team ......

President’s Report......

Programs ......

Sub Committee Reports......

Financial Report ......

Minutes of the Annual General Meeting 2018-2018 ......

Supporters and Sponsors………………………………………………………………………………………

Page 388

RSDC Overview

Background

The Mackay Regional Council for Social Development Ltd (t/a Regional Social Development Coalition) is a strategic regional social planning and community development organisation. It works with groups and individuals to address social issues which affect them. The regional geographic area consists of the local government areas of Whitsunday, Isaac and Mackay; the WIM region. The organisation was formed in 19741 as a result of a community decision to respond to the Pilot Commonwealth Programme, the Australian Assistance Plan (AAP). The AAP funded a small number of regional areas across Australia. With local support for its objectives, the organisation has continued since then, through a mixture of local, state and federal funding, donations, commercial project earnings and volunteer work. Significant reductions in funding occurred in 2012 to 2013. Funding from Queensland Department of Communities, Child Safety and Disability Services for smaller project supporting young people with disabilities ceased in January 2017. The organisation is not in receipt of any State or Commonwealth recurrent funding at this time, but continues to review opportunities with all government and private arenas .

As Mackay Regional Council for Social Development Ltd has adopted the trading name of Regional Social Development Coalition, the Company will be referred to as RSDC throughout the report.

The RSDC believes in a holistic model of development for our region. Our objective is to ensure that all development considers the social, political, cultural, economic and physical environment. As a social development strategic regional organisation, the RSDC provides structure for a “collective voice” for regional collaboration, it enables the identification and analyse of regional needs and the facilitation of collaborative action.

Examples of the RSDC’s past activities include:

• Strengthening Communities in WIM and Better Governance in WIM : 2018 Building Better Regions projects • Whitsunday, Isaac and Mackay Coalition of Community Boards project. • Community Links Inclusion programme for People with a Disability • Regional community development; • Creative Generators regional capacity building in the arts sector • Social research and consultancy projects such as community consultations for Isaac Regional Council, feasibility study for Bowen Community Council , workshop facilitation for NFP community organisations across the Greater Whitsunday region • Professional development workshops

1 The then Mackay Council of Social Welfare was the organisation which facilitated the formation of the Mackay Regional Council for Social Development Ltd. Page 389 Values, Purpose and Goal

In early 2009, we reviewed our core values, purpose and goals, as follows:

RSDC affirmed that it is passionate about the CORE VALUES of

i. Social justice and inclusion ii. Promoting respect and diversity iii. Empowering people to have a voice iv. Fostering grassroots action v. Integrity

In pursuit of its CORE PURPOSE of working with people to make communities better places to live,

Our GOAL is that RSDC is recognised as the regional body for community and social development issues.

We work towards a FUTURE in which the Greater Whitsunday region has a high standard of social wellbeing and where residents recognise RSDC as having played a key role in facilitating their efforts to make the region one of the most liveable and friendly.

This will result from social infrastructure2 investment projects run by the RSDC and the organisation’s advocacy often (in partnership with state and federal governments, regional councils, industry and community based organisations as well as individuals). The aim is to ‘fill the gap’ in needs, improve social capital, social infrastructure in the region.

2 Social Infrastructure as a concept is multi-layered. It includes: (i) physical facilities; (ii) service delivery and (iii) structures and processes (both formal and informal) that contribute to collaborative planning and the delivery of services. Ref: Draft WHAM 2015 Plan

Page 390 The geographic coverage of RSDC lies across three regional local council areas: Whitsunday, Isaac and Mackay. The population has approximately 171,000 residents. (ABA 2011)

Organisational Structure

The Mackay Regional Council for Social Development Ltd (trading as Regional Social Development Coalition, RSDC) is a not for profit company limited by guarantee. Its membership consists of organisations, citizens and nominees of local, state and commonwealth governments.

The organisation’s main Committee is called the General Committee; it is the Regional Strategic Social Policy Committee. The General Committee has a number of sub-committees which are charged with specific responsibilities through either the constitution or delegation with terms of reference. Constitutionally, the General Committee delegates its management functions to the main sub- committee which is called the Co-ordinating Committee.

General Committee consists of members representing:

• The three spheres of government (called nominee members) • Organisational members • Individual members.

Page 391 It meets at least once a year and takes an overview of regional issues and policies to inform the RSDC’s activities.

The General Committee elects the office bearers of President, Vice President, and Treasurer. The Company Secretary is an appointed position.

Co-ordinating Committee

The Co-ordinating Committee is a sub-committee of the General Committee. It provides the day-today management of the organisation. Its membership consists of the President, Vice- President, Treasurer, three other elected members and convenor of any sub-committee. The company secretary is an appointed position and he/she can delegate the taking of minutes at meetings.

Sub-committees

Convenors of Sub-committees or task groups are also members of the Co-ordinating Committee during the life of these groups. Sub-committees are established for specific purposes. There are 2 current sub-committees, Youth and WIM Coalition of Community Boards. The convenor carries the recommendations of the sub-committee to the Co-ordinating Committee for ratification.

2018 - 2019 Directors and Company Secretary

DIRECTORS:

Marie Ellen Cameron Peter John Tait

Karen May Nicole White

COMPANY SECRETARY:

Peter John Tait

2018 - 2019 Membership Roll (according to constitutional categories of memberships)

1. Individual

Margaret Burgess Marie Cameron

David Conway Avril Curtis

Carmel Daveson Marc Doumergue

Christine Mallet Cherie Miller

Jude Marshall Jenny Scott

Carmen Screech Renea German

Dorne Wallace Georgena Watt

Rosemarie Haucke Diana Chatway

Nicole White Beth Wallace

Page 392 2. Organisations and Representatives

Bowen Collinsville Mental Health Action group Justine McAllister Bowen Neighbourhood Centre Deanna Tinirau CASA Lorraine Wirth Centacare Family Law Pathways Marlie Tudor Clermont Community Housing & Other Services Barbara Stranks Collinsville Community Assoc. Inc. Heather Brown Connect Housing Group Karen May CQUniversity Mackay Cynthia Simpson ELAM (Emergency Long Term Accommodation) Tracy Chapman Girudala Community Cooperative Society Ltd Michelle Hooke George Street Neighbourhood Centre Assoc. Inc. Peter Tait Greater Whitsunday Alliance (GW3) Garry Scanlan Hinterland Community Care Trish Rutherford Isaac Affordable Housing Fund Chris Wright MADASSIA Starrett Vea Vea Kalyan Youth Service Inc. Lisa Hussie/Cale Hutchins Moranbah District Support Services Inc Anne Meehan Mackay Advocacy Inc Nina Joanne Swara Mackay Women’s Centre Anne Butcher DVRS (Domestic Violence Resource Service) Anne Butcher Pioneer Valley LAC Alyth Tweedie Proserpine Youth Space Donna Lawrence Whitsunday Community Services (Neighbourhood Centre) Rebecca Woods Whitsunday Housing Company Ltd Joanne Moynihan Youth Information Referral Service (YIRS) Dee Chapman

Corporate Mackay Endoscopy Anne-Louise Jacobs Bendigo Bank Sarina branch Patrice Willoughby

Page 393 3. Nominee Members

3.1 Local Government

Cr Jan Clifford, Whitsunday Regional Council Continuing as the Representative Cr

Gina Lacey, Isaac Regional Council Appointed July 2017

Cr Ayril Paton Appointed October 2018

3.2 State Government Hon Julieanne Gilbert (M.P.)

3.3 Commonwealth Government

Vacant

2018 – 2019 General Committee Members

Individual Members

Marie Cameron David Conway Carmel Daveson Judith Marshall Nicole White Marc Doumergue Cherie Miller Georgena Watt

Organisational Members with Representatives

Centacare Marlie Tudor George St Neighbourhood Centre Peter Tait Connect Housing Group Karen May Domestic Violence Resource Service Anne Butcher CQUniversity Cynthia Simpson Kalyan Youth Service Cale Hutchins/Lisa Hussie Whitsunday Housing Co Ltd Joanne Moynihan Bowen Collinsville Mental Health Action group Justine McAllister YIRS Dee Chapman CCHAOSI Barbara Stranks Sarina Community Bank (Branch of Bendigo Bank) Maree Franettovich(corporate)

Nominee Members Local Government

Cr Jan Clifford, Whitsunday Regional Council Continuing as the Representative Cr Gina Lacey, Isaac Regional Council Appointed July 2017 Cr Amanda Camm Until October 2018 Cr Ayril Paton Appointed October 2018

Page 394 2018 - 2019 Coordinating Committee M embers

President Karen May

Vice President Nicole White

Treasurer Peter Tait

Secretary Peter Tait

Members Marlie Tudor, Anne Butcher

Convenor - BBRF Strengthening Communities Peter Tait

Convenor - Youth Marc Doumergue

Convernor – WIM CoCB Carmel Daveson

Immediate Past President: Marie Cameron.

Operational Team

Staff 2018 - 2019 (part time)

DORNE WALLACE: Specialist Project Support - Strengthening Communities Dorne has been working with RSDC (previously MRCSD ) since 2005, as a volunteer, as an individual member, as a consultant and most recently as a Project Worker in the “Strengthening Communities in WIM “ projects. She holds BArts ( Hons) from UQ, Diplomas of Community Services Management & Business Management. Dorne has a depth of experience in Community Work including working as Community Development worker in Local Government, establishing and building new Community Service organisations and programs, teaching accredited Community Services programs to Diploma level with TAFE QLD and mentoring Managers of Community Service organisations. All of her work has been in Regional Queensland. Dorne’s special interest areas are working to build more resilient regional communities, improving opportunities for young people and building collaborative, inclusive partnerships. Dorne has built strong relationships throughout the Isaac region, in Bowen and in Mackay from living and working 15 years in the region

ANTOINETTE DU TOIT: Project Coordinator – Strengthening Communities

Antoinette holds a Master of Science in Training and Performance Management from the University of Leicester, UK, and a Bachelor of Anthropology from the University of Stellenbosch, South Africa, Certificate IV in Training and Assessment and a Certificate III in Business Administration. She commenced her career in South Africa as a Community

Page 395

Development Officer working for local government. Following this role, Antoinette worked extensively in the training sector in South Africa and Australia where she gained a set of highly transferable skills. She gained experience leading a variety of projects and bringing innovative ideas to life, including successful grant applications and coordinating events. Antoinette’s special interest is building capability in the region and placed based solutions.

KELLY MCGRATH: Research Officer – Youth Unmet Needs Project

Kelly has qualifications and experience across diverse areas including Bachelor of Applied Science (Hons) Graduate Diploma of Human Nutrition and Certificates in Fitness, Training and Business. With over 10 years in medical research Kelly came to RSDC with strong adherence to research protocols and standards, strong literature review skills and excellent data analysis skills.

Kelly has medical research experience in both Australian and US Universities, was a key member of research teams with published articles in a number of Scientific Journals and has presented at International Conferences. In recent years she has lectured at CQUniversity Mackay in several programs.

Kelly has a deep interest in working with community and is very well connected within the Mackay region. She currently supports people through her NDIS provider work as well as being involved with a number of community groups. Kelly commenced a short-term research contract with RSDC in February 2019.

Page 396

President’s Report

Page 397 President’s Report

Cr Karen May

It is with pleasure that I present my first president’s report for Mackay Regional Council for Social Development. I am enormously privileged to take on this role of such an iconic organisation that has a long history in our region helping community members and organisations to build the capacity of our communities and improve social outcomes. I would like to thank our immediate Past President Marie Cameron for laying the foundations of this organisation during her time as President. It is from this solid base they we have been able to continue the grow this organisation and further enhance the capacity of our regional communities.

Organisational Performance

Over the past 12 months we as an organisation have been able to realise many of our organisational goals through building strong relationships with community organisations, state government agencies, federal government departments, corporate partners, individual community members, social sector partners, industry partners and Local, State and Federal Governments.

Key highlights of our performance:

• Developed a strategic plan for the organisation • Delivered the Youth Unmet Needs Research Project • Facilitated the Tony Kelly participatory development workshop and book launch • Co-hosted the Ignite and Unite Women in Leadership Breakfast • Hosted the Social Innovation in Community Development Practice Workshop with Dr Ingrid Burkett. Griffith University • Conducted Governance and Support workshops for NFP organisations • Business Continuity Planning workshop • Peer to Peer support program • Co Hosted the Collaboration for Youth Impact Program • Preparation for the Community Leadership Program being delivered in 2020 • Preparation for the Collaborating for Success Program being delivered in 2020

While delivering these programs and projects we have continued to grow our membership base to 18 Individual members and 25 organisation members. Through this strong membership we as an organisation can deliver a strong voice of the community to government regarding the issues that we face in the Mackay, Isaac and Whitsunday regional area. We are now strongly imbedded as one of the Social Sector Peak Bodies in Queensland.

Our Partners

Over the past 12 months we have continued to establish strong partnerships with the Community Service Industry Alliance, Queensland Council of Social Service, North Queensland Primary Health Network, Greater Whitsunday Alliance (GW3), Regional Development Australia, Resource Industry Network, Qld Coalition of Community Boards, Qld Disability Services Network, Q Shelter, Central Queensland University, Sarina Community Bank Branch Bendigo Bank, Mackay Regional Council, Isaac Regional Council and Whitsunday Regional Council.

Page 398 It is through these partnerships that we have been able to deliver a strong social sector voice for our communities and enhance the capacity of our community-based organisations. During the past 12 months we have also been working hard to have the social sector recognised as a major industry when it comes to economic growth. Through attendance at the Future Workforce Summit and the round table discussion with the Department of Premier and Cabinet we have been able to champion this cause.

I would also like to highlight the partnership with the Greater Whitsunday Council of Mayors that was established this year. Though this partnership we have been able to secure some reoccurring funding for a 2-year period to deliver a range of community development initiatives and leadership support programs across the Whitsunday, Isaac and Mackay Council areas. To Mayors Andrew Willcox, Ann Baker and Greg Williamson we thank you for your continued support. I would also like to acknowledge the ongoing support of our council representative Cr Jan Clifford, Cr Gina Lacey and Cr Ayril Paton. We appreciate your continued stewardship of this organisation. I would also like to thank Julie-anne Gilbert MP, George Christensen MLA and Michelle Landry MLA for their continued support.

Our People

I am proud to lead an organisation that consists of some fantastic dedicated people. Firstly, I would like to my co-ordinating committee consisting of, Peter Tait, Nicole White, Dr Anne Butcher, Carmel Davidson, Marc Doumergue, Marlie Tudor and Past President Marie Cameron for all their support and guidance throughout the year. It has been a great team effort. I would also like to thank all the members of the General Committee. You have all played an important role in informing and guiding the organisation over the past 12 months. Without you continued support we wouldn’t be able to achieve the great outcomes that we have throughout the past 12 months, I would like to make special mention of our Company Secretary / Treasurer Peter Tait and thank him for his contribution to the organisation. Peter ensures we are operating the organisation through good governance and financial practises and this has left us in good stead for the forth coming year.

This organisation would not be able to deliver the high standard of work without a dedicated team of employees. Dorne Wallace Special Project Worker and Antoinette De Toit Project Co-Ordinator have done an amazing job in delivering a range of projects and programs across the WIM region. They have also been instrumently in writing successful funding applications to enable the delivery of several projects as well as the acquisition of some much-needed resources. Kelly McGrath our Research officer on the Youth Unmet Needs Project also did a fantastic job in delivery a report that enables us to capture the true insights into the needs of youth in our region.

Lastly, I would like to say how much I appreciate the support that has been afforded to me as the President of this organisation. It has been a great team effort and we know when we work together we can achieve great things. To the incoming committee I wish you every success for the forth coming year.

Cr Karen May

President

Page 399

Programs and Projects

Greater Whitsunday Council of Mayors Program

Following the region-wide project outcomes, Evaluation report and recommendations from the WIM COCB Strengthening Communities project ( 2015-2016), RSDC commenced discussions with all 3 Regional Councils to lobby for some ongoing support to allow the organization to continue to provide Community Development, individual support and mentoring to NFP community organisations across the greater Whitsunday region.

In October 2018, the then Chair of Greater Whitsunday Council of Mayors, ( GWCOM) , Cr Anne Baker, Mayor of Isaac Regional Council, announced financial support ongoing until June 2020 , to ensure RSDC was able to continue its regional Community development work, employing 2 part time project staff.

Importantly this base level of ongoing funding allows RSDC to leverage other funding grants, such as Australian Government Building Better Regions Fund and Stronger Communities Fund, which require a $-for-$ contribution. In March 2019 we were successful in gaining a further $80000 project funds, to be delivered from July 2019 - December 2020.

The GWCOM Agreement, with both regional and specific LGA Key Performance measures, was negotiated, with RSDC commencing this work January 2019. The 5 key activity areas and outcomes for 6 months to June 2019 are as follows:

1. Build Community capacity for more effective, efficient Governance & Management

- Supported 10 not-for-profit community organisations across whole region; on track to meet annual KPI of 15 in total - Conducted 12 Community workshops series across whole region; over-achieved annual KPI of 6 in total

2. Build & develop Community leadership skills

- March 2019 Successful in gaining $60000 to develop & conduct a Community Leadership program across Greater Whitsunday in 2020. - RSDC Professional Development workshop series ➢ Feb 2019 Professor Tony Kelly “Participatory Development Practice” attended by 55 people from across the whole region ➢ May 2019 Dr Ingrid Burkett “Social Innovation and Community Development work”” attended by 65 people from across the whole region

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3. Undertake Regional Community engagement

- Visited 14 localities, over-achieved annual KPI of 5 localities - Attended 3 interagency meetings, 1 in each region, on to track to meet annual KPI of 4 in total - Convened whole of region Women’s Leadership Forum in May, attended by 100 women – achieved KPI of 1 per annum

4. Promote collaborative partnerships

- RSDC had active working partnerships with QCOSS, QShelter, QDN, CSIA, GW3, RDAMIW during this reporting period 5. Contribute to Regional Planning processes - RSDC is to undertake at least 3 regional forums per annum and produce 1 report to each LGA in relation to current community challenges and concerns from these forums. None conducted in this reporting period.

6. Specific tasks per LGA

• Whitsunday: Building stronger regional relationships and connectedness for WRC community groups through involvement with whole of region forums, workshops, planning groups, and regular visits to localities. o Building community capability and leadership through 4 Community workshops, Regional Women’s Leadership Forum plus individual mentoring and support.

• Isaac: Building community capability through 8 Community workshops, attendance at 2 Professional Development series, Regional Women’s Leadership Forum o Promoting Collaborative partnerships: by facilitating and supporting the Clermont Collaborative venture in partnership with GW3, St Lawrence Health and Wellbeing Day in partnership with IRC Community Officer

• Mackay: Building community capability through individual mentoring and support for NFP organisations o Promoting Collaborative partnerships through facilitating and supporting Mackay Youth Collaborative project o RSDC reports to the quarterly GWCOM meetings as well as providing 6 monthly activity reports to each LGA.

RSDC values its strong relationship with all 3 Regional Councils and would like to thank our 3 LGA representatives on the General Committee, Councillors who have taken an interest in our activities, as well as the Directors, Managers and Officers of each Community team. We look forward to working with you and community members in partnership, to build better communities in Greater Whitsunday.

Page 401

Isaac Regional Council Major Grant Program In September 2018 RSDC was successful in its application for a $5000 Major Grant from Isaac Regional Council to strengthen and support regional community service organisations and groups in the Isaac region. We were able to leverage from our BBRF funded projects and delivered a program of Community workshops in 7 Isaac localities, individually tailored mentoring for not-for- profit groups and worked specifically with Clermont and St Lawrence communities on 2 community initiatives, with a total project value of $7500.

Program activities ran from October 2018 – June 2019 and included working with 24 Isaac community organisations and groups, a series of 5 workshop topics, 1” Introduction to Collaborative Practice” workshop, and planning for a Health and Wellbeing Day in St Lawrence for Isaac Coastal communities.

This grant allowed RSDC to engage more widely with the Isaac communities to better understand their concerns and needs, so that we can advocate and support them to improve live ability in their region.

Community Services Industry Alliance Partnership

Peer to Peer Business Continuity Plans RSDC and CISA are partnering to build awareness and promote the uptake of user led business continuity planning for community based organisations. Understanding how community-based organisations can work together in times of disaster will improve organisation’s resilience. The project assist CSIA to: deliver a demonstration project which test the peer to peer network model develop communication toolkit and peer to peer network guides

RSDC is doing this through connecting to the key stakeholders, bringing together organisations and networking through small workshops to develop business continuity plans. Mackay Regional Council has played an integral part in the success of the local program.

RSDC has been working with the Whitsunday, Isaac and Mackay Housing and Homelessness Action Network (WIMHHAN) as the local demonstration group. Six members are currently being assisted to develop their business continuity plans through the peer to peer model facilitated by RSDC. The organisations are: • Lowanna House • Samaritan House • Whitsunday Housing • Whitsunday Counselling Support • Connect Housing • CASA

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This project has identified that many Community Organisations are at various development stages with their business continuity plans (BCP). BCP’s are often done by one or two people in the organization. There is some disconnect between organization business plans and local plans.

Further funding is sort to continue this program as it has been identified as a community priority to improve resilience of organisations catering often for the most vulnerable people.

Mackay Inclusive Growth Alliance RSDC and the WIM Regional Councils represent a strong existing collaboration of people ready to contribute to shifting a focus towards an inclusive growth agenda at a regional level, focusing on both the social and economic implications of a changing economy and community in the region. CSIA has a strong commitment to working in partnership with local orgnisations across the region and an interest in deepening relationship with local councils. CSIA is interested in the role an industry body can play in a regional setting to support a stronger voice for community organisations and we see real opportunity to use the narrative of inclusive growth to help facilitate this.

CSIA, CEO visited Isaac, Mackay and Whitsunday to gain a better understanding of the challenges faced by local organisations. Some projects are now being developed to further this.

Building Better Regions Funding 2019-2020 (BBRF3) Projects Applications for Round 3 BBRF funding were called in November 2018 with RSDC again making application for one co-funded project, leveraging from GWCOM funds, and one smaller fully funded $20000 project.

In March 2019 we were advised that both applications were successful for the following projects.

COLLABORATING FOR SUCCESS IN WIM

This is a fully funded $20000 project that will deliver a series of 4 workshops “Collaborating For Success”, 3 Community forums as well as individual mentoring and coaching for 10 individual Not-For-Profit organisations across Greater Whitsunday region. The aim of the project is to build capability of regional organisations to work in collaborative partnerships for greater sustainability.

RSDC will identify at least 3 collaborative partnerships for support and mentoring, commencing August 2019.

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CONNECTING TO THRIVE

A co-funded project with a total value of $120000, RSDC will leverage GWCOM funds to deliver an evidence based Regional Community Leadership development program for emerging regional community leaders as the key activity. This aligns with our GWCOM Agreement to build and develop Community Leadership skills across our region and will run February – November 2020.

As Greater Whitsunday continues to experience economic and social pressures, a need has been identified for community members with skills and capability to design and drive place-based solutions, to connect and to collaborate with others. This Regional Community Leadership program will support 12 emerging leaders, identified through their community connection, to develop core leadership and community development skills, with individual mentoring and practical application through a community project.

Additionally, the broader community will benefit from being able to access a series of leadership and mentoring workshops to ensure our emerging leaders have peer support and local connection along with experienced external mentors and coaches. CQUniversity is partnering with RSDC in this project, and a number of expert leadership consultants will be involved. A planning group drawn from across the region has been in place since June 2019 to determine program content, scheduling and a community engagement plan. As a second key activity RSDC will convene a Socio-Economic Forum in 2020, bringing together key stakeholders to share challenges and opportunities for sustainable growth so that all community member can benefit from a strong community and economy.

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Place-Based Solutions for Stronger Regional Communities and Economies: exploring the role of social infrastructure and collaborative practice

Monday 22 October 2018: 9:30am – 4:30pm

Program Highlights

Opening Remarks: The work of RSDC across Whitsunday Isaac Mackay Communities Marie Cameron, RSDC

“Role of QCOSS in supporting Regional QLD communities” & “Exploring Collaborative practice in a regional context & relevance to Social Infrastructure” Mark Henley, Chief Executive Officer, QCOSS

“Exploring the meaning of Social Infrastructure” & “The Interconnectedness of the Social and the Economic” Keynote speaker Prof Allan Dale, James Cook University, Centre for Tropical Environment and Sustainability Studies

“How do we build Social Infrastructure & Collaboration well, in regional communities” Expert panel and facilitated question time

4 options for Spotlight Conversations and facilitated group discussion - 2 showcasing WIMRegional social Infrastructure – A PLACE BASED RESPONSE - 2 showcasing examples of WIM Regional Collaborative Practice - A PLACE BASED RESPONSE

“What are the important next steps to succeed with Place Based solutions” Facilitated group response

Networking opportunities throughout the day

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Main focus areas for

GOVERNANCE PROFESSIONAL DEVELOPMENT

ADVOCACY REGIONAL

Page 406 STRATEGY

Short term focus for Regional Community to be coordinated by RSDC

Delegation to government: Put together a regional supported WORKING GROUP

Governance support to build capacity of local Regional Connectedness organisations

Professional development. Improve digital Addressing isolation of communication Pagesmall 407 organisations

Action Planning

Regional Regional Working Governance Support Professional Group to build capacity Development Raising theprofile Capitalise on Community Assessable Regular regional upcoming election Leadership development across forums Identify regional Development region in the Social Addressing isolation social infrastructure Support for Sector of small priorities Collaborative organisations Develop Social Partnerships Infrastructure Plan (SIP)

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Long Term Focus Areas to be actioned

Develop a social Economic Development Find Research partnersto Ongoing community capacity infrastructure plan for the players to talk to with provide evidence e.g. building WIM region. Plan needs to be Community Development& university monitored to ensure Social development players progress. for the betterment of the wholecommunity

Page 409 Sub Committee Reports

WHITSUNDAY ISAAC MACKAY COALITION OF COMMUNITY BOARDS

Background

Small, locally based, locally governed community associations play a vital role in contributing to strong, connected communities that bring people together around local aspirations, issues and challenges.

In July 2013 RSDC formed a sub-committee titled “Whitsunday, Isaac, Mackay Coalition of Community Boards (WIM CoCB)” This decision implemented the RSDC’s core business: (a) the fostering of Collaborative Planning and Collective Community Voice around diverse issues and (b) the facilitation and analysis of current and future needs through coordinated and timely planning and provision of social infrastructure services and facilities. Historically, these core strategic goals have been facilitated through a community development and social planning process based on eco-social justice and human rights principles.

The formation of WIM CoCB sub-committee was an important structural initiative for this social planning and community development organisation. Although the work of the sub-committee was reported on extensively in the June 2015, July 2016, the major outcomes of that funded programme still provide a focus for the sub-committee.

The sub-committee continues to function even though it does not have special financial resources allocated to it.

Present Focus During this last year the WIN CoCB

• Reviewed its Terms of Reference • Appointed two convenors: Dr Ann Butcher (new convenor) and Carmel Daveson AM (continuing convenor) • Welcomed two new board member representatives, Cr A Paton the representative of YIRS David Conway the representative of Mackay Advocacy. • Continued to represent RSDC on the Queensland Coalition of Community Boards (QLD CoCB). These meetings are open to any interested Board member or member of RSDC. • Noted and valued the work of the staff as they engaged with Boards throughout the Whitsunday Isaac and Mackay Regions. This work was funded under the “Building Better Regions” fund. • Commenced discussions regarding a formal collaboration with the Sunshine Coast Coalition of Community Boards (Sunshine CoCB) to develop the next phase of the Protocol document. • Liaised with the Queensland Families and Community Association Centres, the peak body for Neighbourhood Centres in Queensland, as Neighbourhood Centres are important locally based and managed organisations.

Page 410 UNMET NEEDS OF YOUTH – MACKAY REGION

As Co-Convenor of the Unmet Needs of Youth Project it gives me great pleasure to provide this report for the 2018-2019 period. A small Sub-Committee was formed early in 2018 with representatives from youth service agencies and organisations. The key aim of the project was to facilitate opportunities to hear from the young people themselves, particularly those in the community most disadvantaged or disengaged. The momentum to get this project off the ground was slow, until our wonderful research worker Kelly McGrath came on board in December 2018. As a medical researcher, Kelly did not have a background in community development participatory work. However, with her energy and sincere and demonstrated interest Kelly reached out to the youth organisations and was able to meet with a cross section of young people. As the project had a strict deadline it gives testament to Kelly’s personal attributes with the ability to build trust with the youth organisations and the young people themselves in a such a short period of time. Walking the CBD streets of Mackay at 1.00am on a Friday evening with Mackay Street Chaplaincy demonstrates the level of commitment Kelly had to meeting and hearing from the young people.

As part of the project a survey was developed and delivered to the youth organisations and agencies, and a community youth forum was conducted which enabled Kelly to feedback the findings from the survey and receive feedback from the organisations themselves.

To support the research work, a small Research Sub-Committee was formed to develop the research protocols and to meet regularly to provide feedback and input. Dr Ann Ingamells, Senior Researcher within the School of Human Services & Social Work at Griffith University must be recognized for providing her expertise, considerable time, endless patience, dedication and mentoring throughout this project.

The project was completed on time and within budget, and the launch of the final report and findings took place in August 2019. There was much community momentum and interest in the findings despite some challenges which included the limited opportunities to engage with young people due to the tight timeline and available funds. With one key worker no longer involved it will be a challenge for RSDC to maintain the relationships and community goodwill. Therefore another challenge may be whether RSDC will continue to be involved and engaged with this work, and whether the project, its outcomes and recommendations will be taken up or handed over to another agency.

From an organizational perspective many of the key opportunities of this project have already been mentioned. Overall the project assisted the community with understanding the value of RSDC. The project itself provided an opportunity to build the capacity of the organisation through building relationships with partnering organisations. In this regard special mention goes to the following organisations and their staff - St Vincent de Paul Mackay; Community Solutions – Skilling Queenslanders for Work (Mackay); YIRS One Stop Youth Shop Inc; Kalyan Youth Service Inc.; Sarina Youth Centre; Valley District Youth Service; Mackay Regional Council; Seaforth Youth Group ; The Scout Association of Australia, Queensland Branch Inc.; Kutta Mulla Gorinna Special Assistance School ;IDEAL Placements – Mackay and Sarina; Mackay Street Chaplaincy and Orange Sky. Many thanks also to Queensland Injury Surveillance Unit for providing RSDC with the regional data for accidents and injuries sustained by young people aged 12-25years

This project would not have been able to have taken place without the financial support from the Mackay Foundation, Kalyan Youth Services and Hail Creek Mine for their investment in this research, and The Seniors Club (The Mocktail) for their generous donation.

Page 411 Many thanks to the Youth Research Sub-Committee which included representatives from Kaylan Youth Service,, YIRS, Mackay Regional Council and the Sarina Youth Centre. Thank also to Project Co-Convenor Marc Doumergue and RSDC founding member Carmel Daveson. All of these people were fully engaged and committed to this project.

Finally, we thank the young people of the Mackay region. We thank them for their trust and bravery in generously sharing their stories of difficulties and resilience to find their place to belong and, in their words sharing their aims and visions to ‘become the best versions of themselves’.

Marie Cameron CoConvenor Unmet Youth Project November 2019

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AUSPICED GROUPS 2018/19

In the past year RSDC has auspiced two groups to assist with applying for funding. The auspices usually occur when we have unincorporated groups wanting to apply for funding and funding bodies require an incorporated body. Details of the groups auspiced were:

Ne Roi Ballet Premiere Mackay Workshops

Hail Creek Mine Community Development Fund provided funding of $4,545 for workshops for local ballet students conducted by international ballet artists in July 2018. The workshops were conducted as part of the world premiere of the Ne Roi Ballet in Mackay during the Mackay Festival of Arts.

Mackay Chamber Music Festival

For the second year, RSDC auspiced funding applications to support the Mackay Chamber Music Festival. We supported Regional Arts Development Fund (RADF) Grant of $7,500 that assisted with flights and accommodation costs for preforming artists travelling to Mackay. Again, the festival was a sellout and provided world class performances to the Mackay patrons.

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MackayChamber Music Festival

proudlysupportedby

The Regional Arts Development Fund isapartnership between the Queensland Government and Mackay Regional Council tosupport local artsandculture inregional Queensland.

MackayMasonicTemple

ine Music Printing & Typesetting fp rint

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Peter Tait

Mackay Regional Council for Social Development Ltd

Financial Report

Page 415 42 Page 416 Page 417 Page 418 Page 419 Page 420 Page 421 Page 422 Page 423 Page 424 Page 425 Page 426 Page 427 Page 428 Page 429 Page 430 Page 431 Page 432 Page 433 Page 434 Page 435 Page 436 Page 437 Minutes of the Annual General Meeting

Page 438 Mackay Regional Council for Social Development Ltd trading as REGIONAL SOCIAL DEVELOPMENT COALITION MINUTES OF THE ANNUAL GENERAL MEETING AND FIRST GENERAL COMMITTEE MEETING FOLLOWING THE AGM Thursday 13 December 2018

Chair Marie Cameron

Welcome Marie Cameron, President, welcomed everyone and opened the meeting at 10:20 am. She acknowledged Carmel’s “milestone” birthday.

Traditional The traditional custodians of the land on which we met were acknowledged. custodians of the Land

Present Carmel Daveson (MRCSD director), Marie Cameron (MRCSD chair), Peter Tait (MRCSD secretary), Jude Marshall (MRCSD director), Marc Doumergue, Dorne Wallace, Antoinette du Toit, Hon. Julianne Gilbert, M.P, Cr Karen May (Connect Housing), David Conway, Nicole White (Vice President), Dr Anne Butcher (DVRS, MWC), Hon George Christensen, MP, Georgena Watt, Starrett Vea Vea (MADASSIA)

Apologies Marlie Tudor (Centacare), Justine McAllister, Cr Ayril Paton, Cr. Mike Brunker, Cr. Gina Lacey, Tracey Chapman, Adrienne Rourke, Cr. Amanda Camm, Cr. Fran Mann, Cindy Reck, Lorraine Wirth, Angela Hayes The meeting noted the apologies

Confirmation The minutes of the previous Annual General Meeting which were compiled in the of Minutes of Annual Report were read silently by the attendees. previous AGM MOTION: That the minutes of the AGM held on Thursday 30 November 2017 be confirmed as a true and correct record. Moved by: Dorne Wallace Seconded by: Anne Butcher MOTION CARRIED

Matters There were no matters arising from the minutes. Arising

Federal MP George Christensen was welcomed to the meeting and invited to address the meeting. He expressed that he was pleased to see RSDC received BBRF funding. George said a regional stocktake was needed, particularly in light of changes to the NGO landscape. He said it is not possible to achieve economic development without considering social development. This will result in RSDC being instrumental in what local, state and federal governments invest in. He

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reminded the meeting that he argued against defunding when he was part of MRC. George acknowledged the work of Carmel over many years.

Annual 1. The Annual Report highlighting the Mackay Regional Council for Social Reports Development’s activities for the year ending 30 June 2018 including the President’s, Financial Statements and Auditor’s report was tabled. 2. The President’s Report was spoken to by Marie Cameron. Marie spoke of the renewed interest in the work of RSDC, and thanked Peter for his work as company secretary and as treasurer. She identified the relevance of RSDC and the need for funding. She thanked the MRC for the lease of the rooms at the Town Hall. Dorne and Antoinette’s work was recognised, including their drive and passion and their success in bringing organisations together. Members of the Coordinating Committee were thanked. Motion: that the president’s report be approved. Moved by: Dorne Wallace Seconded by: Jude Marshall MOTION CARRIED 3. The Treasurer’s Report was tabled by Peter Tait. Peter said that all funding ended during the year, as the Community Links program funds were transferred to the NDIS. The WIM project had required the use of some reserves. Negotiations with WIM mayors were ongoing. He noted the loss in the audit report balance but said that costs had been contained. He acknowledged the work of Marie, Nicole, Rowena and the mentoring by Carmel. 4. The annual audited financial accounts recorded in the Auditor’s Report was spoken to by Peter and the auditor from CE Smith & Co was acknowledged. MOTION: That the Treasurer’s Report, which included the financial statements of the MRSDC for the year ending 30 June 2018 be adopted. Moved by: Peter Tait Seconded by: Dorne Wallace MOTION CARRIED

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Other reports 5. Strengthening Communities: Antoinette reported on activities that support small organisations. Dorne spoke to the BBRF funding application, saying that organisational documents had been compiled during the application process and these would be useful for future reference. These include a business analysis, a WIM regional strategic plan for community development and the WIM collaboration protocol. 6. Better Governance: Dorne reported on governance support and mentoring and coordinating the SEGRA conference. She is now promoting regional engagement for sustainable service delivery and supporting and strengthening leadership capacity to promote collaborative practice. 7. Sub committees: Marie spoke about the work of the two sub-committees; which are a Governance sub-committee and a Youth sub-committee. 8. Peter said the Youth sub-committee has gained funding of $10,000 for research into future needs. The project is expected to start in the new year. 9. Marie spoke about the presentation to the ROC, delivered by Dr Ann Ingamells, Peter and Marie. 10. COCB: Carmel attended the AGM and reported on the two regions that were highlighted – Sunshine Coast and Mackay/WIM. She said that the COCB sits on state groups. The directors have allocated $1000 to meet the parameters of the project. Dr Ann Ingamells will be coming to Mackay to promote the exercise. Dorne expressed thanks to Bea Rogan and Dr Ingamells, saying our project came out of the COCB. Carmel commented on the Protocols document, saying a letter will be sent to Bea Rogan. 11. Mackay Chamber Music Festival (auspice): Peter reported that he attended the concert. He has received thanks from John Chistensen. Carmel expressed thanks for Peter’s work on this. 12. Ne Roi Ballet (auspice): This project has been completed. 13. MOTION: That the reports be approved. Moved by: David Conway Seconded by: Georgena Watt MOTION CARRIED

Appointments AUDITOR: Peter reported he was happy with the services provided by CE Smith & Co as auditor in 2017-18 and had contacted them to obtain their consent to be reappointed for 2018-19. MOTION: That C. E. Smith be re-appointed as auditor for the financial year 2018 – 2019. Moved by: Peter Tait Seconded by: David Conway MOTION CARRIED Confirmation of the It was proposed that the membership fee remain at its present level. Membership Membership as listed in the register and received today is to be confirmed. Roll MOTION: That the membership roll be confirmed and that the fee for membership remain at its present level.

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Moved by: Cr Karen May Seconded by: David Conway

Declaration of General Peter Tait read the Presiding Officers Report, noting nominations for the General Committee Committee: A NOMINEE MEMBERS Cr Ayril Paton – Mackay Regional Council Cr Gina Lacey – Isaac Regional Council Cr Jan Clifford – Whitsunday Regional Council Julianne Gilbert – State Government Vacant – Federal Government

B ORGANISATIONAL MEMBERS 1. Karen May – Connect Housing Group 2. Peter Tait – George Street Neighbourhood Centre Association Inc 3. Marlie Tudor – CentaCare Mackay 4. Anne Butcher – Domestic Violence Resource Service (DVRS) 5. Cale Hutchins – Kalyan Youth Service Inc 6. Dee Chapman – YIRS One Stop Youth Shop Inc 7. Joanne Moynihan – Whitsunday Housing Co Ltd 8. Barb Stanks – Clermont Community Housing and Other Services 9. Justine McAlister – Bowen and Collinsville Mental Health Action Group 10. Fiona Hunt – Queensland Council of Social Service (QCOSS) 11. Maree Franettovich – Sarina Community Bank C INDIVIDUAL MEMBERS 1. Nicole White 2. Marie Cameron 3. Carmel Daveson 4. Georgena Watt 5. David Conway 6. Cherie Miller 7. Jude Marshall 8. Marc Doumergue MOTION: That membership of the General Committee be declared. Moved by: Karen May Seconded by: David Conway MOTION CARRIED

Appointment of Directors The Company Secretary noted under Article 60 of the constitution of MRCSD has four directors; three are elected by the General Membership at the AGM and the fourth director is the President. The Company Secretary further noted they had received nominations and Consents to act as directors from Karen May and Nicole White; and Peter Tait and Marie Cameron had agreed to continue as directors. MOTION: That Karen May, Nicole White, Marie Cameron and Peter Tait be appointed directors Moved by: David Conway Seconded by: Georgena Watt MOTION CARRIED

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Peter acknowledged the significant contribution of outgoing directors’ Carmel Daveson and Jude Marshall who have been serving as directors in their current term since 2009. Election of The meeting noted Marie Cameron has consented to be nominated to the three Co-ordinating Committee. In accordance with Article 28 (ii) the immediate Past members of President by right is a member of the Co-ordinating Committee. Accordingly, as the immediate Past President, Marie Cameron is a member of the Co-ordinating Coordinating Committee. Committee In accordance with Article 28 (v) of the constitution, three members of MRCSD are to be elected at the AGM, to the coordinating committee. Three nominations were received from: Peter Tait, Marlie Tudor, Anne Butcher, Karen May and Nicole White. MOTION: That Peter Tait, Marlie Tudor and Anne Butcher be the three members elected to the MRCSD Co-ordinating Committee with Karen May and Nicole White being in the receive as Karen has been nominated for President and Nicole for Vice-President.

Moved by: David Conway Seconded by: Georgena Watt MOTION CARRIED

General Business Dorne spoke about future projects and partnerships. She said it is important to have resources on the ground. It was noted that Tony Kelly will be making a presentation on his book and its subj matter on February 5, 2019. Closure Marie closed the Annual General Meeting with thanks to all participants. Carmel thanked Marie for her outstanding and creative leadership. Marie thanked Carmel for her mentoring

Open First General Marie then opening the first General Committee meeting of MRCSD following Committee the 2018 AGM meeting Election of Office In accordance with Article 13 of the Constitution, at the first meeting of the Bearers General Committee of MRCSD following the AGM, three office bearers are elected, consisting of President, Vice-President and Treasurer. Nominations have been received:

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President – Karen May; Vice-President – Nicole White; Treasurer-Peter Tait MOTION: That Karen May be elected President.

Moved by: Carmel Daveson Seconded by: Starett Vea Vea MOTION CARRIED MOTION: That Nicole White be elected Vice-President.

Moved by: Karen May Seconded by: Carmel Daveson MOTION CARRIED MOTION: That Peter Tait be elected Treasurer.

Moved by: Georgena Watt Seconded by: Nicole White MOTION CARRIED Marie congratulated the newly elected Office Bearers Closure of General Marie closed the General Committee Meeting and thanked all participants for Committee attending. Meeting

Page 444 Supporters & Sponsors

Page 445 STAKEHOLDER

2019 REPORT CONNECT ░ DEVELOP ░ PROMOTE

Page 446 ░ 2019 DASHBOARD ░ ░ CHAIR’S REPORT ░

[ NOVEMBER 2018 - OCTOBER 2019 ]

3 MEDIA 25% MENTIONS 12,159 INCREASE IN PER WEEK 10% WEBSITE 2019 has been a year of the board. Cr Amanda Camm earlier MEMBERSHIP INCREASE growth for Resource Indus- in the year, and Mick Crowe in Octo- ON AVERAGE SESSIONS ber. We will miss their contribution to NOV 18 - OCT 19 IN FACEBOOK try Network (RIN). The year DURING THE RIN activities. PAST 12 MONTHS FOLLOWERS started well with many of our members seeing the bene- The RIN team has done an amazing fits of the improved trading job this year, hosting events large and terms offered by some of our small, leading industry delegations, construction of the premises and liaising with politicians, securing large

larger clients in late 2018. the interest from industry has been project funding, and even organising a couple of community rallies! As soon as the Federal Election was fantastic. BHP has offered to assist 25% 35% 7351 with funding for the establishment of called it was obvious that that re- 18% the RCOE’s operating and governance Thanks to General Manager Adrienne INCREASE INCREASE WEBSITE sources industry was to be used as INCREASE systems. Phase 1, the Underground Rourke, Communications Manager IN LINKEDIN IN YOUTUBE a political football. The board felt Jodie Thompson, Finance Manager SUBSCRIBERS IN TWITTER that if RIN did not speak for the local Simulator, is scheduled to be com- FOLLOWERS USERS mence operation in early 2020, with Kelly Strachan, Events & Projects FOLLOWERS businesses serving the industry then Manager Sonia Andersen, Mem- nobody else would. The Go Galilee concept planning for Phase 2, Digital Transformation, already underway. bership Engagement Manger Rose campaign was the first time most Sergeant, Administration & MSIC of us had even attended a rally, and The Mackay Isaac Whitsunday METS Officer Amanda Bonney, MIW METS it was certainly RIN’s first time or- Export Hub is another great project Export Hub Manager Dean Kirkwood, ganising one. Thanks to everyone IN THE MIW for our region that RIN is executing. Communications Assistant Kelly Breb- involved, especially Mick Crowe who The project will map our region’s ex- ner and Administration Trainee Stacey agreed to MC the rallies and do the port capacity and develop pathways Grech. We appreciate your work and & HEAVY media, and the RIN team for giving for local businesses to access interna- are grateful that you choose to bring ENGINEERING up their weekends to organise ev- tional clients. Dean Kirkwood started your considerable talents to the not- 60 109 & INDUSTRIAL erything. I think the politicians might in the role of Export Hub Manager in for-profit sector. DIRECTORY have heard us. PROFILES & LISTINGS early October. Both of these projects Lastly and most importantly, thanks RIN’s core principles have always lead to exciting times ahead for RIN, the industry, and our region in 2020. to our members. Without RIN’s strong been to CONNECT, DEVELOP, and membership base we would not have PROMOTE the resources supply chain RIN is fortunate to have the support the authority to speak on behalf of TUBE DEES A WS BU in our region. We have maintained U VI N T E LL of major partners, CQ University and our industry sector, or the ear of our O D E E -N E focus on this with our regular events Y T V T political leaders. E T E Mackay Regional Council; and our O E I and conferences such as the RIN 8 A 2 N Corporate Partners Dalrymple Bay N 4 S 4 Awards, National Showcase Initia- S 2019 has shown us that the united 0 Coal Terminal, Gardian Group, Mack-

T tive and two cohorts of the Mackay

S ay Conveyor Equipment, North QLD voice of RIN’s members can be heard 5 Mentoring Program. As well as our

Bulk Ports, Linked Group Services, and in Brisbane and Canberra. Not a bad 2 well-established Safety Conference, 4PS Software. thing in the current political environ- e this year we are adding a Professional ment. Development Conference which will We are especially proud that all of be held in Mackay on November 12. these partners are locally operated David Hartigan This will provide affordable access to organisations who are heavily invest- Resource Industry Network training in the interpersonal skills that ed in our region and our industry. ED IN EBOO KEDIN IA R are critical to success in our industry. I Chair CH S C K IN P ED EL T FA P L O M E urge all members to add their sup- N A O 5 A Thanks to the RIN Board of Directors: U G 7 S 5 S port to this conference. It has never S 7 T Tim Magoffin, Derek O’Connell, Brett 7 2 E A R T 4 S been a more important time to invest S Jurd, Mick Crowe, Daniel Viero, Heidi 6

L S A in the people who represent your Fagan, Mark Walter, Andrew Barger

M business. and Melissa Johnson. These people freely donate their time and unique The Resources Centre of Excellence capabilities to RIN for the benefit of (RCOE) is taking shape. Mackay Re- the community. gional Council and the Queensland Government have commenced Page 447 This year saw two directors step off Resource Industry Network / 2019 STAKEHOLDER REPORT Resource Industry Network / 2019 STAKEHOLDER REPORT ░ BOARD OF DIRECTORS ░ ░ CONNECT ░ (As of October 2019)

David Hartigan Tim Magoffin Andrew Barger Resource Industry Network CHAIR MEMBER DIRECTOR INDEPENDENT DIRECTOR (RIN) members not only had General Manager CEO Director, Infrastructure & Field Engineers Techserve Economics the opportunity to CONNECT Queensland Resources Council via our industry-leading networking events in 2019, Brett Jurd Mick Crowe Melissa Johnson but also through an increased MEMBER DIRECTOR MEMBER DIRECTOR INDEPENDENT DIRECTOR range of other opportunities Executive Manager Managing Director General Manager Asset Management G&S Engineering BMA Hay Point facilitated by the RIN team. Dalrymple Bay Coal Terminal All of the connection opportunities provided by the Resource Industry Network are Daniel Viero Mark Walter Derek O’Connell designed to benefit our members and the MEMBER DIRECTOR MEMBER DIRECTOR INDEPENDENT DIRECTOR sector by delivering the right message to the Central QLD Area Manager Commercial Manager Director right people with the right levels of influence. Hastings Deering Vayeron The Professional Path 2019 saw RIN continue to host networking events and initiatives to address industry challenges, encourage social participation Heidi Fagan and celebration of the industry in order MEMBER DIRECTOR to promote diversification, capitalise on Partner Safety and Human opportunities and protect local industry and Resources, Coal jobs. Aurizon This year however, was a little different than most with the Federal Election making a huge impact in our activities during April and May. The staging of two rallies in support ░ RIN STAFF ░ of opening new themal and metallurgical coal mines in Australia was part of a large advocacy campaign we titled “For the Future Adrienne Rourke Jodie Thompson GENERAL MANAGER COMMUNICATIONS MANAGER of our Region”. Adrienne oversees the management of RIN, building the Jodie promotes the activities of Resource Industry Network and Our 2019 events calendar was a highlight cooperative’s strengths through member engagement and its members to the public, as well as to the member group using with the ever-popular monthly Industry by connecting with buyers, government stakeholders and the internal and external communication tools. Jodie also manages Briefings bringing the industry together community. Adrienne is responsible for the overall management RIN’s social media platforms, website, media enquiries, and and providing access to high level speakers of RIN’s operations and business development activities. produces a broad range of marketing material. providing information on regional projects, CONNECTING WITH GOVERNMENT potential opportunities, mental health, Sonia Andersen Kelly Strachen Resource Industry Network continued to to discuss regional issues with Queensland workplace safety as well as timely advice for EVENTS & PROJECTS MANAGER FINANCE MANAGER represent the world-class METS hub that Minister for Natural Resources, Mines and business success. Sonia is responsible for RIN’s event and projects coordination, Kelly is responsible for RIN’s financial and administrative duties. exists in the Mackay region by participating Energy Dr Anthony Lynham when he visited in roundtable discussions with various in September. including the RIN Awards, Safety Conference, National Kelly is also an authorised MSIC issuing officer, and is able to The high calibre of speakers included Showcases and more. She is responsible for all sponsorship and assist with any enquiries related to applying for or renewing an government representatives, stakeholders Peabody Vice President (Supply Chain) membership registration. MSIC card. and buyers. RIN directors and members Queensland Senator Matt Canavan was Anthony Gabb, Whitehaven Coal Managing had the opportunity to speak directly to the also a regular visitor to the region and once Director and CEO Paul Flynn, Stanmore Coal Deputy Prime Minister Michael McCormack again, the RIN board had many opportunities Amanda Bonney Rose Sergeant General Manager Operations Bernie O’Neill, earlier in the year about the barriers being to communicate industry issues throughout ADMINISTRATION & MSIC ISSUING OFFICER MEMBER ENGAGEMENT MANAGER Anglo American Project Director Aquila Mine faced by regional areas such as Mackay. They the year. Project Anthony Willmott, and METS Ignited Amanda is the first point of contact for members and is Rose is responsible for maintaining relationships with existing also had the opportunity to ask questions CEO Adrian Beer. responsible for Resource Industry Network’s administrative and member organisations and ensuring that services are being about government policy in the lead up to RIN general manager also participated in a reception duties. Amanda is also an authorised MSIC issuing provided as agreed. Rose’s role also includes growing the the Federal Election which was held in May. number of meetings throughout the year as officer, and is able to assist with any enquiries related to applying membership base and creating new value add member services. Board directors Mick Crowe, Tim Magoffin a member of the Queensland Local Content for or renewing an MSIC card. and David Hartigan also had the opportunity Leaders Network. Stacey Grech Dean Kirkwood ADMINISTRATION TRAINEE MIW METS EXPORT HUB MANAGER Stacey works closely with the events, administration and finance Dean delivers the MIW METS Export Hub Program, a Federal teams to complete office administration and finance tasks, Government initiative. Dean provides professional support and including MSIC bookings. direction to METS businesses to assist them in becoming export ready, and promotes the MIW METS brand.

Kelly Brebner COMMUNICATIONS ASSISTANT Kelly works closely with the communications manager to prepare media, social media and website communications. Kelly also looks after the weekly E-Newsletter. Page 448 Resource Industry Network / 2019 STAKEHOLDER REPORT Resource Industry Network / 2019 STAKEHOLDER REPORT ░ DEVELOP ░

Another of RIN’s core objectives is to DEVELOP practical pathways to assist INTERNATIONAL TRADE members to make their COMMITTEE ACTIVITIES business succeed and in turn develop regional capability. SAFE WORK MONTH

Each year, RIN members are presented Resource Industry Network partnered with the opportunity to join a number of WORKPLACE HEALTH & SAFETY GROUP with Workplace Health & Safety QLD to groups designed to achieve this fundamental host a breakfast forum at the MECC. The objective of developing a strong, sustainable INTERNATIONAL TRADE GROUP The WH&S Group provides great safety event was MC’d by Simon Brown-Greaves resource industry in the Mackay region. leadership and behaviour within the Resource who spoke about building a sustainable Currently chaired by RIN Director Tim Industry Network membership base to ensure and psychologically strong organisation. Magoffin, the International Trade Group Resource Industry Network has established that employees are safer and fewer injuries occur provides support to local businesses to several ongoing opportunities to assist in the workplace. The WH&S Group is headed by RIN director and WHS QLD board expand their products into the international RIN Director Mick Crowe. members to develop their strengths. member Mick Crowe was also a guest market by increasing awareness of speaker and spoke about the strategic Members are encouraged to participate in opportunities overseas, assisting members Our 2019 SAFETY CONFERENCE held in March this year plan for work health and safety these committees, mentoring sessions or to ‘future proof’ their business by exporting, continued to challenge the delegates approach to safety to Queensland. events in order to gain maximum benefit and providing members with group access to ensure their employees are safe and provided them with the tools from their membership and also to share experienced mentors. and strategies to continue to make safety a priority. Delegates gained important and Attendees also heard from safety their own experiences and knowledge. relevant information on mental health and covered a range of topics such as fatigue, advocate Bill Martin who lost his teenage RIN works closely with Trade Industry coal mine dust lung disease, and safety leadership. Thanks to our major sponsors of son to a workplace accident. Queensland and Austmine in regards to this event - WHS Qld, Diacon Australia, 4PS Software, and Mackay Regional Council. the export opportunities for the region’s engineering and heavy industrial sector.

This year also saw the implementation of R U OK? DAY INVEST IN YOU - INAUGURAL PROFESSIONAL DEVELOPMENT CONFERENCE the Mackay Isaac Whitsunday METS Export RIN hosted the annual RUOK? 2019 saw the inaugural INVEST IN YOU local talent right here in Mackay without Hub and appointment of Dean Kirkwood as Day BBQ breakfast at member Professional Development Conference the need to travel. The event is also a manager. Dean has a strong background in organisation CQFMS Group to raise held at the Mackay Entertainment and chance for businesses to invest in their the resources sector and is well known among awareness and funds for suicide Convention Centre. Sponsors for the event staff without greatly impacting on their the industry here in the Mackay region. prevention. More than 100 people included Glencore as the major sponsor, workplace. attended the event which included Mastermyne and Ergon Energy as the The MIW METS Export Hub has been created a presentation from Sonia Scoble Breakout Session sponsors, Adani Australia The keynote speakers for 2019: as a result of Federal, State and Local Buying who lost her teenage son to suicide, as the Coffee sponsor, and CQUniversity Foundation funding, and will identify, as well as Lawrence Manning from ▶ Andrew Klein - leading trainer as the Lanyard sponsor. The Resource establish and drive opportunities in the export suicide prevention group Grapevine. and present in pitching for business, Industry Network-hosted conference is set space for businesses in this region. Thanks to CQFMS, ANZ, and C-Res presentation skills and general to be an annual event on the RIN calendar for supporting the event this year. corporate communications and will continue to bring Australia’s Anneli Blundell - professional people leading professional development ▶ MACKAY MENTORING PROGRAM whisperer who works with leaders PERU TRADE DELEGATION experts to Mackay. The conference allows to improve communication and individuals the opportunity to learn and Mackay Regional Council and the Resource Industry Network members met with trade delegates from Peru and heard first interpersonal intelligence Resource Industry Network partnered to hand some of the opportunities available in the mining sector. Held at SEW-Eurodrive develop from thee leading experts on a Yamini Naidu - leading expert in deliver the Mackay Mentoring Network in Mackay, trade delegations are regularly facilicated by the RIN team. range of career development topics. It will ▶ business storytelling 2019. There were two cohorts throughout also assist in developing and nurturing the year - February to June and July to RCE INDUSTRY November. OU NE ES TW R O 9 R 01 K 2 The program, only available to RIN members, has proven to be been extremely successful with mentees and mentors being matched then supported INVEST with training and events. P R O F E A wide variety of supervisors, team S S Y UE leaders, coordinators applied to be IO in C N NA E mentees, and some of the region’s senior L ER DEV NF program and business managers, applied ELOPMENT CO for the role of mentors.

The program included training and support resources, and program events ensured participants were well supported. Page 449 Resource Industry Network / 2019 STAKEHOLDER REPORT Resource Industry Network / 2019 STAKEHOLDER REPORT INTERNATIONAL WOMEN’S DAY ░ PROMOTE ░ The local resource sector was invited to join Attendees also heard from a stellar panel of Resource Industry Network at a business Mackay business leaders: lunch and help celebrate successful women in STEM roles as part of International ▶ Natalie Sunner - Head of Curriculum at Resource Industry Network Women’s Day in 2019. Whitsunday Anglican School works hard to PROMOTE the ▶ Ed McKeiver - Aurizon Group Executive region and the capability Keynote speaker for the event was Dr Coal Ellen Moon, a lecturer in environmental ▶ Carissa Mansfield - Mackay Sugar of members by showcasing engineering at Deakin University. Ellen Group Manager Human Resources, inspire them to consider a STEM career in the talent and innovation was part of the 2018 Homeward Bound Health, Safety and Environment our sector. The business lunch was again a leadership initiative for women in science Daniel Viero - Hastings Deering Central ▶ sold-out event with very positive feedback. within our member base to which included a voyage to Antarctica. Queensland Area Manager ensure it is supported, by She was also named one of Science & A big thank-you to our event sponsors BMA, celebrating and recognising Technology’s ‘Superstars of STEM’ for 2019- Businesses were again encouraged to Glencore, Mackay Regional Council, and 2020. purchase tickets for high school students to DGH Engineering. their successes.

One of the major RIN events promoting the sector this year was the 2019 Resource Industry Network Chairman’s Awards - a successful night that celebrated the achievements of our local sector (see over page).

RIN also regularly connects with other like-minded organisations and government agencies to expand the reach of its message. We work to educate and communicate with these stakeholder groups in relation to matters of importance to our members. WORKFORCE ATTRACTION CAMPAIGN the skills shortage currently being experienced We have strong relationships with Mackay RIN continued to promote the Mackay region in the region. Designed to attract skilled workers Regional Council, the Department of NATIONAL SHOWCASE INITIATIVE ▶ Modern Mining Innovation Showcase in as a great place to live and work. Promotion of to fill the hundreds of job vacancies available, State Development, Trade and Investment Canberra; the two workforce attraction videos continued the videos featured two people employed in the Queensland, the Federal Department Mackay region’s engineering and heavy ▶ Austmine Conference in Brisbane; at each trade show that was attended, as well as resource sector who had recently made the move of Industry, Innovation and Science industrial sector has had the opportunity to ▶ AIMEX in Sydney; continually mentioning the campaign through to Mackay. (AusIndustry), and the Queensland showcase their innovative products and services ▶ WA Mining Conference in Perth; and the media. The videos were created as a result of Resources Council. via the Mackay Region Engineering, Industrial ▶ IMARC in Melbourne and Technology Hub this year, with funding We are continually advocating on behalf of assistance from the Local Buy Foundation, The initiative had many benefits including the ENGINEERING & HEAVY INDUSTRIAL This document continues to grow as does our our members in areas including: Greater Whitsunday Alliance, Mackay Regional collaborative nature of the showcase stand. SECTOR OVERVIEW member base, and is used to promote the sector Council and the Queensland Government. Feedback from participants showed that the Resource Industry Network has continued to both locally, nationally and internationally. • investment in the region combined stand was not only a cost-effective update and improve the Mackay, Isaac and It will prove an even more valuable tool now • the capacity and capabilities of members The initiative gave scores of local businesses way of getting national exposure, but it also Whitsunday Engineering, Industrial and Technology that the MIW METS Export Hub has commenced. • the importance of the sector and the opportunity to showcase their innovations gave each business a greater understanding Hub Sector overview document, which provides Alongside this document is our Regional Capability the role it plays at some of the Australia’s biggest mining of the other participating businesses and the information on our sector and region, and profiles and Capacity Directory - a matrix of the capabilities • issues impacting our members exhibitions including: capabilities of the region. RIN member companies by highlighting their of businesses throughout the region - to further capability and case studies of their experience. demonstrate the depth of service in our region. RESOURCE INDUSTRY NETWORK IN THE MEDIA

Page 450 Logos

How to use our Mackay Regional Council logos

Above: Main logo in mono blue. Left: Long logo First preference: Full colour logo on a white background.

Types of logos Allowable backgrounds • Logo symbols should never • Main logo is the first • Full colour logos must be appear without the words Mackay preference: Use with or without used on a white background Regional Council the Regional Device, vertically or only • Never apply a drop shadow to horizontally • Single colour logos (ie all the logo. • Badge logo: Use when red) must be used in order of • Regional Device must only be horizontal space is limited preference: White background; used in conjunction with the main • Long logo: Used for banners, solid colour background (only logo screen presentations and signage PMS approved colours), on a light • Minimum size to use logos: • URL logo: Used as a sign-off coloured background Main logo - 32mm > Badge logo (eg on the back of a brochure) • Mono white logo must not - 13mm > Long logo - 28mm > be used on a light coloured URL logo - 28mm Available colours of logos background • Full colour is the first • A yellow background is only for For more information call preference/mono blue/mono limited corporate use Corporate Communications on 4968 4446. green/mono black MAJOR SPONSOR SILVER SPONSOR • Never available in mono yellow Other rules

• In sponsorship or sub-branding • All logos must be resized Left: URL logo situations, a reverse colour (white) proportionally (never logo may be placed on a solid stretched) colour background • All logos must have sufficient ░ 2019 RIN AWARDS ░ white space around them so they stand out Above: Badge logo

Facts published by | Mackay Regional Council | © 2008 The 2019 RESOURCE INDUSTRY NETWORK AWARDS saw more ░ STANDING OUT FROM THE CROWD AWARD ░ CHASING FOREIGN MARKETS AWARD than 310 people from the region’s resource sector gather to celebrate Awarded to that one outstanding individual working in PROUDLY SPONSORED BY: Awarded to an organisation that demonstrates the most PROUDLY SPONSORED BY: excellence in business and your business who has demonstrated commitment, loyalty, initiative or success in taking a product or service to the significant contributions those dedication and resilience in current market conditions. export market or using foreign markets or supply chains to improve their business outcomes here domestically. businesses have made to the FINALISTS: regional economy and community. – Emma Price (Get Real Workwear & Safety Mackay) WINNER FINALISTS: Attendees were treated to a – Vidya Gopinath (TEAM Group) – Mainetec WINNER special guest - Nick Farr-Jones – Kimberly Matheson (G&S Engineering) – TEAM Group - who delivered an inspirational – Vayeron story of resilience and hope. Our MC for the evening, ABC presenter Kat Davidson, held the night together with her quick wit and ░ CONNECTING IN THE COMMUNITY AWARD ░ THE SAFETY FOREMOST AWARD professionalism. Awarded to the organisation that best demonstrates how PROUDLY SPONSORED BY: Awarded to an organisation that can demonstrate PROUDLY SPONSORED BY: they successfully engaged with the community or external a sustained safety performance and/or culture in a ░ THE OUT OF THE stakeholders. workplace that incorporated both physical and mental safety. BOX AWARD FINALISTS: Awarded to an organisation that has – BOQ Mackay City WINNER FINALISTS: demonstrated the most initiative in – CQ Field Mining Services – QCCS WINNER seeking out new opportunities for their – DGH Engineering – Riverside Marine (Rivtow) business either through innovation in – Walz Group new products or services, diversification into new markets, or adapted to meet the current environment.

░ CHAMPION CULTURE AWARD ░ STRIVING FOR DIVERSITY AWARD FINALISTS: – Polymathian WINNER Awarded to the organisation that best demonstrates how PROUDLY SPONSORED BY: Awarded to an organisation that demonstrates leadership in PROUDLY SPONSORED BY: – East West Lighting they successfully engaged with their employees to deliver an diversity, champions the cause in the workplace, promotes – Mainetec improved workplace culture for their people and their business. equity, engages in inclusive and equitable workplace practices and embraces workplace diversity in a meaningful way. PROUDLY SPONSORED BY: FINALISTS: – Mastermyne WINNER FINALISTS: – Gardian Group – Mackay Conveyor Equipment WINNER – QCCS – BHP Hay Point Coal Terminal – Mastermyne

Award winners with RIN chair Dave Hartigan (centre) are, from left, Jonathon White from Polymathian, Stephen Mounsey from Mainetec, Ruth Ey from Mastermyne, Deslie Halliday from Mackay Conveyor Equipment, Melissa Green from BOQ Mackay City, Page 451 Emma Price from Get Real Workwear and Safety Mackay, and Craig Bogaarts from QCCS. ░ ADVOCACY ░

Resource Industry Network ADVOCATES on behalf of its members and the sector and this year we facilitated one of our biggest advocacy campaigns staged to date. The ‘For The Future Of Our Region’ campaign was held in the lead up to the 2019 Federal Election with members of the community coming together for two community rallies in support of the resources sector. COMMUNITY RALLY #1 COMMUNITY RALLY #2 The region’s coal industry is the engine room of the Mackay economy, responsible in 2018 Mackay came out in force on April 26 to Members of the community again showed up for 43% of economic activity. It’s something support the resources sector. Hundreds in great numbers for our second community we simply can’t afford to lose, so when of community members pulled up on the rally on the grounds of the Mackay Regional anti-mining campaigns were receiving so grounds of the Mackay Regional Council Council on May 11. The important messages much attention in the lead up to the Federal precinct wearing their ‘Go Galilee Basin’ around being an informed voter and the Election, Resource Industry Network ramped t-shirts and waving their placards. Rally significant economic contribution of the up its messaging around the economic speakers on the day included: resources sector to the region, state and importance of mining to regional areas like country were reiterated. Speakers were: Mackay. ▶ RIN director Mick Crowe ▶ Greenshirts leader and Queensland ▶ RIN director Mick Crowe The ‘For the Future of our Region’ advocacy Maroons prop Marty Bella ▶ Mackay Mayor Greg Williamson campaign saw questions around support ▶ Mackay Mayor Greg Williamson ▶ Local business owner Emma Price for mining sent to Dawson and Capricornia ▶ Mackay Chamber of Commerce’ Simon ▶ RACQ CQRescue CEO Ian Rowan candidates, as well as the development of a Vigiliante ▶ Greenshirts leader and Queensland website which tracked responses from each ▶ University student Jack Johnstone Maroons prop Marty Bella candidate. The rally attracted significant national Once again, coverage of the rally and its RIN also designed the campaign logo ‘Go media attention and raised the profile of messages were spread far and wide. It was a Galilee Basin’ which would ultimately been not only Resource Industry Network, but great show of support from the community seen around the nation via extensive media the region’s important contribution to who are passionate about where they live and coverage. local, state and national economics. care about the futures of their families.

Page 452 ░ RESOURCES CENTRE OF EXCELLENCE ░

The development of the state-of-the-art RESOURCES CENTRE OF EXCELLENCE progressed this year with the announcement of the successful construction tender and a sod-turning event at the Paget site.

The Resources Centre of Excellence is funded by the Queensland Government and Mackay Regional Council. Funding assistance has ░ 2019 IN PHOTOS ░ also been received from BHP.

As the home of a world-class engineering, industrial and technology hub, it only made sense that Mackay establishes a Resources Centre of Excellence to continue to innovate, collaborate and advance the sector.

The completion of Stage 1 of the project is due for completion in May 2020 and will be home to both the Resource Industry ABOVE: The official Network and the MIW METS Export Hub. sod-turning event. LEFT: RIN General The Resources Centre of Excellence will Manager Adrienne be located in Crichtons Lane, Paget, and Rourke travelled to will feature a 210m underground mining Wollongong and simulator, as well as laboratories, training Newcastle to research rooms, and offices. the latest innovation for the Resources Centre of Excellence.

Page 453 2019 MAJOR PARTNER

2019 MAJOR PARTNER

2019 CORPORATE PARTNER 2019 CORPORATE PARTNER

2019 CORPORATE PARTNER

2019 CORPORATE PARTNER 2019 CORPORATE PARTNER

2019 CORPORATE PARTNER

CONNECT ░ DEVELOP ░ PROMOTE

Building 58, 153 Boundary Road Mackay, Queensland 4740 P. 07 4952 4184 E. [email protected] www.resourceindustrynetwork.org.au

Page 454 FIND US ON: Advancing Trade and Investment Queensland Trade and Investment Strategy 2017–2022

Page 455 London Munich

Beijing Tokyo Seoul Los Angeles

Chengdu Shanghai Houston

Abu Dhabi Guangzhou Taipei Mumbai Hong Kong

Bangalore

Kuala Lumpur

Singapore

Jakarta

Brisbane, Queensland Santiago Auckland Queensland’s international presence

2 Queensland Trade and Investment Strategy 2017–2022 Page 456 London Munich

Beijing Tokyo Trade and Investment Queensland offices Seoul Los Angeles Abu Dhabi London Shanghai Houston Chengdu Bangalore Santiago Beijing Seoul Chengdu Shanghai Abu Dhabi Guangzhou Taipei Guangzhou Singapore Mumbai Hong Kong Hong Kong Taipei Houston Tokyo Bangalore Jakarta

Kuala Lumpur

Singapore Tourism and Events Queensland offices Jakarta Auckland Mumbai Beijing Munich Guangzhou Seoul Hong Kong Shanghai Jakarta Singapore Kuala Lumpur Taipei London Tokyo Brisbane, Los Angeles Queensland Santiago Auckland

Page 457 Queensland Trade and Investment Strategy 2017–2022 3 Contents

Foreword Advancing Trade and Our foreign investment Our trade 5 Investment 6 imperative 10 imperative 11

A coordinated Queensland in the Global megatrends government approach 12 global context 14 16

Objective 1 Objective 2 Objective 3 Objective 4 Identify key 20 Facilitate export 34 Attract job-creating 38 Strengthen our 44 opportunities growth investment regions Priority 1 Build on our strengths Priority 4 Build export Priority 6 Facilitate investment Priority 9 Support regional capabilities growth Priority 2 Furthe r diversify our Priority 7 Promote investment economy Priority 5 Foste r export in infrastructure opportunities Priority 3 Target key markets Priority 8 Pursue investment in innovation

FOCUS: FOCUS: 2018 Commonwealth Games North Queensland

4 Queensland Trade and Investment Strategy 2017–2022 Page 458 Foreword

Queensland has always been a trading state. Trade is vital Queensland is well placed to take advantage of the trends for our economic success and for creating jobs. shaping our world.

A burgeoning Asian middle class, pressure on natural resources, digital We must seize the opportunities presented by our natural advantages and our disruption and a prolonged recovery from the Global Financial Crisis provide location but it will require clear direction and single-minded determination. This challenges and opportunities for Queensland. strategy is a blueprint for doing just that. It identifies Queensland’s traditional Queensland’s core strengths, including our proximity to growing trading strengths and our emerging opportunities. partners, our wonderful natural environment and our adaptable economy It details actions the Queensland Government is already taking, supported by position our state strongly. new ideas, to build our already strong export culture, assist businesses to expand Our challenge is to match what we have to offer with what the world needs. their export activity, enhance TIQ’s customer focus and strengthen our already formidable network of overseas offices. My Government’s Advance Queensland agenda is all about positioning Queensland for the future. Because in a changing world, standing still is to fall The strategy also recognises the immense mutual benefits that foreign behind. investment can bring. But this investment must be in new, job-creating projects and infrastructure. Smart foreign investment can create secure, high-paying jobs, It’s about strengthening our existing great industries of resources, tourism, food revitalise businesses, embody the latest ideas and open up access to lucrative and agribusiness and education as well as diversifying our economy through markets in the investors’ home countries. emerging industries like renewables, biofutures, life sciences, defence and aged care. This strategy complements other mechanisms the Queensland Government already has in place to encourage investment, such as the State Infrastructure This strategy is based on a clear and compelling vision: to position Queensland Plan, our Market-Led Proposals framework, Priority Development Areas and the as Australia’s most innovative and dynamic trading economy. Business Development Fund. Realising that vision is the key to creating jobs and prosperity for all These initiatives are the key planks of the Queensland Government’s economic Queenslanders. plan – a plan to secure high-paying jobs now and into the future and deliver a more prosperous Queensland.

The Honourable Annastacia Palaszczuk MP The Honourable Curtis Pitt MP Premier of Queensland Treasurer Minister for the Arts Minister for Trade and Investment

Page 459 Queensland Trade and Investment Strategy 2017–2022 5 Advancing Trade and Investment Queensland Trade and Investment Strategy 2017–2022

The Queensland Trade and Investment Strategy 2017– To achieve these targets, the Strategy recognises As has been the case throughout Queensland’s history, 2022 (the Strategy) is a plan for cooperation between megatrends affecting the global economy such as the rise future job creation will require large amounts of foreign governments, business, educational institutions and local of Asia, population ageing, pressure on natural resources, direct investment (FDI). councils to create jobs for Queenslanders. climate change, borrowing constraints on governments, Investment from outside Queensland provides the capital It aims to use Queensland’s natural and acquired strengths the glut of private capital and the opportunities of the needed to develop new industries and improve the to tap into the immense opportunities being created by digital age. productivity of existing ones. Foreign investment also expanding international markets. It identifies Queensland’s competitive strengths, such promotes stronger connections with foreign markets By capturing these opportunities, the Strategy seeks to as our abundant natural resources, skilled workforce, and the adoption of innovative technologies, helping our achieve two aspirational targets: innovative culture, a regionalised economy with modern industries to remain competitive against tough rivals. infrastructure and shared time-zone with Asia. • Increase Queensland’s share of national overseas Trade is also essential to Queensland’s economic growth. exports to 22 per cent and maintain through to 2022.1 By aligning Queensland’s competitive strengths with global The Strategy recognises that Queensland’s largest megatrends, the Strategy identifies industries where the export industries – mining, food and agribusiness, • Increase the number of investment outcomes facilitated state has an actual or potential comparative advantage. tourism and international education and training – will 2 by the Queensland Government by 20 per cent by 2022. This enables the prioritisation of Queensland’s most continue to drive trade and job creation, and that the promising export and investment markets. competitiveness of these industries will be boosted by innovative technologies and business practices. At the same time, the Strategy strengthens collaboration between business and government to deploy innovation The vision for the Strategy is clear and ambitious: and create industries of the future, including mining equipment, technology and services, defence and aerospace, advanced manufacturing, biomedical and life Positioning Queensland as Australia’s most sciences, renewable energy and biofutures. A number of Queensland Government agencies are already supporting trade and investment through existing innovative and dynamic trading economy programs and actions. These actions are highlighted – a magnet for global investment. throughout the Strategy.

6 Queensland Trade and Investment Strategy 2017–2022 Page 460 While the Strategy identifies existing and future industries as sources of employment and growth, the market is likely While the Strategy is a Queensland Government Queensland’s targets to find additional opportunities that lie beyond these document, it has been developed in consultation with identified industries. Therefore, although the Strategy key stakeholders and will succeed only as a cooperative Increase Queensland’s share of national provides a focus for future industries, it remains open to endeavour with the federal government, local councils, overseas exports to 22 per cent and maintain change and new ideas. business associations, individual businesses, unions, through to 2022.1 The Strategy sets out a number of priorities to advance universities and other educational institutions. Queensland’s trade and investment agenda and backs Increase the number of investment outcomes It is a shared enterprise for a shared future of more facilitated by the Queensland Government by these priorities with a set of new initiatives valued at and better jobs, and greater prosperity, for all 2 $35 million over five years. Queenslanders. 20 per cent by 2022. Our priorities are to build on Queensland’s existing strengths, further diversify our economy, target key overseas markets, build the export capabilities of small and medium-sized businesses, increase international engagement with Asia and beyond, and promote investment in businesses, infrastructure and innovation. We will pursue these priorities with emphasis on Queensland’s regions outside the south-east corner of the state. These priorities will be pursued through a coordinated whole-of-government approach, making it easier for businesses to gain access to advice, obtain development approvals and work collaboratively with government agencies to secure access to export markets and foreign investment partners. The Strategy highlights the upcoming Gold Coast 2018 Commonwealth Games, looking to leverage off this once- in-a-decade opportunity to generate wide benefits for Queenslanders. The Strategy also includes a separate section on North Queensland to promote exports and job-creating investment into the region by exploiting its strengths including its proximity to Asia, agricultural and marine assets, strong tourism attractions and abundant mineral resources. Brisbane, Queensland

Page 461 Queensland Trade and Investment Strategy 2017–2022 7 Queensland Trade and Investment Strategy 2017–2022

Vision Positioning Queensland as Australia’s most innovative and dynamic trading economy – a magnet for global investment.

Targets

Objectives Priorities

Identify key opportunities 1 Build on our strengths 2 Further diversify our economy 3 Target key markets

Facilitate export growth 4 Build export capabilities 5 Foster export opportunities

Attract job-creating investment 6 Facilitate investment 7 Promote investment in infrastructure 8 Pursue investment in innovation

Strengthen our regions 9 Support regional growth

Current Actions

New Initiatives

Page 462 8 Queensland Trade and Investment Strategy 2017–2022 Brisbane, Queensland Courtesy of Brisbane Marketing $35 million in new programs New initiatives for advancing trade and investment over five years Maturing the pipeline of Queensland’s exports and investments

Developing Improving Expanding our Promoting Supporting Strengthening future the client international Queensland businesses the regions leaders experience presence globally

Establish the Establish a Implement a Establish a dedicated Establish a new Develop a Queensland Emerging International comprehensive case Queensland Government TIQ North Queensland TIQ office in Prospectus for Business Leaders management service Accreditation Program office North America international investors Program for exporters and investors Enable development of Develop a Strengthen TIQ’s Provide a better Implement a Queensland business comprehensive presence in Singapore customer experience Queensland Trade Establish industry-led consortia MOU between through enhanced and Investment international trade the Queensland Strengthen TIQ’s digital services International missions Establish an Government and the presence in Jakarta Internship Program International Business Local Government Implement Queensland Association of Advisory Circle to Develop country- showcase events in Queensland mentor Queensland specific trade and international markets SMEs with high investment strategies growth potential Develop Regional Trade and Investment Conduct a Action Plans Provide cross-border comprehensive review e-commerce training of Queensland’s for SMEs Provide export and international investment training operations Provide international for regional market reports tailored Queensland SMEs to Queensland’s strengths Boost the investment readiness of regional Queensland

Page 463 Queensland Trade and Investment Strategy 2017–2022 9 Our foreign investment imperative

Queensland’s economy needs foreign investment. Our The Queensland Government supports foreign investment in vast land mass and regionalised population means that new projects that employ Queensland workers and engage “Foreign capital that builds new assets the Queensland Government needs private investment to local suppliers and service providers. The Government does help fund all of the required economic development and not support selling existing infrastructure assets to either – like some of the capital that funded infrastructure needs across the state. Australian or foreign companies. This does not create new the mining boom – that’s one thing. FDI in Queensland has enabled the opening up of land to local jobs and only results in a transfer of the infrastructure Foreign capital that buys up the agriculture, the building of our cities and regional centres, from public to private ownership. and the construction of highways, rail networks, seaports existing assets, I’m not saying that we and airports. These endeavours have dramatically should be closed to that, but that’s not improved our living standards and could not have been creating new capital for the country. achieved without the support of foreign investment. That’s just altering the allocation of Investment enabled by foreign capital not only creates new jobs but also higher paying jobs, with workers who owns the capital that’s here now.” typically engaged in high-value industries incorporating the latest technologies that enable industries to be Former Reserve Bank Governor, Glenn Stevens, internationally competitive.3 interview with The Australian and The Wall Street Journal, 17 August 2016. Foreign investment can also open up and secure markets for Queensland businesses in an investor’s home country. As an example, Japanese investment in Australian coalmines was largely motivated by a desire to secure coking coal supplies for Japanese steel mills. Chinese investment in Australian agribusinesses is typically undertaken to secure reliable supplies of safe, premium produce for Chinese customers. Those investors have a clear interest in ensuring market access for the products A $1 billion being produced by their investments in Australia. increase in FDI in Australia Australia is an attractive market for investors with results in the creation of about foreign direct investment into Australia growing by 4 Australian 118 per cent over the 10 years to 2015. The USA and EU 5 are the dominant sources of Australia’s FDI. 1,000 jobs

Townsville, Queensland Courtesy of Port of Townsville

10 Queensland Trade and Investment Strategy 2017–2022 Page 464 Our trade imperative

Trade is important to Queensland at both the The other side of the trade equation is imports. Importing microeconomic and macroeconomic level. Exports support plays a significant role not just in growing the economy but one in five Queensland jobs, with increased trade in goods also in supporting exporters. For instance, many exporters and services predicted to be the key driver of economic import essential product components and add value by growth in the state over the next few years.6 creating higher-order goods. Also, importing goods that Exports support For individual businesses, exporting opens up new Queensland cannot produce cheaply allows the state to 1 in 5 markets for goods and services. This is particularly specialise in products and services where Queensland has Queensland important in Australia where a relatively small domestic a comparative advantage over interstate and international jobs market can limit growth. The broadening of markets can competitors. lead to stronger growth rates and higher profits, as well as improved efficiencies created by competition and economies of scale. A growing number of target markets can also help to spread business risk, making businesses less susceptible to fluctuations and economic shocks in particular regions. Queensland workers benefit not only through the creation of new jobs, but also because companies that export make good employers, outperforming non-exporting companies with regard to wages, staff development and employment conditions. Exporters are also more innovative and adopt new technologies and management practices more rapidly than non-exporters.7 At the macroeconomic level, trade increases the rate of innovation in the economy due to the transfer of knowledge and technology and the need to continually improve products and practices due to increased competition. Trade also deepens diplomatic and business relationships between Queensland and the rest of the world, and encourages higher levels of foreign investment.

Port of Brisbane, Queensland

Page 465 Queensland Trade and Investment Strategy 2017–2022 11 A coordinated government approach

This Strategy aligns with existing Queensland Government priorities to deliver coordinated trade and investment activities.

While the private sector is the engine of economic growth, government has the ability to foster trade and investment activities with its decision making in areas such as planning, regulation, infrastructure and spending. The Queensland Government plays a central role in shaping the conditions for private sector success. Trade and Investment Queensland (TIQ) is the A coordinated, whole-of-government approach Queensland Government’s dedicated global business addressing the barriers and impediments faced by agency. Through TIQ, the Queensland Government industry will support a stronger economy and job has one of Australia’s largest international networks creation, and ensure Queensland remains globally of 15 trade and investment offices in 12 markets competitive. (see inside front cover). The Strategy provides a coordinated government Our international presence promotes Queensland approach to advance Queensland’s trade and products and services, and facilitates investment investment opportunities at all levels with a clear attraction to Queensland. Led by Trade and focus on supporting small to medium-sized businesses Investment Commissioners, the offices are a vital (SMEs), developing our future business leaders, connection between international investors and improving client services, expanding our international business opportunities in Queensland. They provide influence and strengthening regional Queensland. local expertise in foreign markets, facilitate business introductions and assist inbound and outbound Brisbane, Queensland delegations, helping our businesses expand their Courtesy of Tourism and Events Queensland international footprint. TIQ also has a regional Queensland presence across services to SMEs seeking to access international eight locations which works closely with other markets. Queensland Government regional networks to assist Brisbane-based staff support the international firms with export advisory services and investment and regional offices, provide market intelligence facilitation. In partnership with the Australian Trade on industry sectors and key markets, and Commission (Austrade), TIQ delivers export advisory coordinate targeted trade missions.

12 Queensland Trade and Investment Strategy 2017–2022 Page 466 Queensland’s framework for sustainable economic growth The Queensland Government’s framework to achieve Advance Queensland will sustainable economic growth focuses on six policy channels underpinned by the Government’s priorities of position Queensland as a place infrastructure, investment and innovation. where entrepreneurs, industry, This Strategy directly relates to the priority ‘promoting business investment and exports’, but also aligns with the The Queensland Government is investing universities and government aims of the other five priorities (see figure below). $405 million in the Advance Queensland initiative to: collaborate to turn great ideas • unlock the potential of businesses to innovate; into commercial products and Fostering • invest in existing sectoral strengths and foster Promoting entrepreneurship new opportunities; business and innovation businesses that create jobs. investment • build for future generations by investing in and exports schools and health; and • grow innovation in our regions. Advance Queensland programs focus on areas where Queensland possesses a competitive advantage for Sustainable creating new products and services that deliver real Growing our economic outcomes for the state. human Delivering and capital facilitating One of the Advance Queensland programs that will growth productive infrastructure help shape Queensland’s trade and investment landscape is the development of industry roadmaps to diversify our economy (see pages 26–29). Leading an Optimising innovative, This Strategy uses Advance Queensland as a the use of active and foundation to highlight the important role that our land responsive and natural public ongoing innovation will play in the growth of trade resources sector and investment. Cairns, Queensland Courtesy of Tourism and Events Queensland

Infrastructure | Investment | Innovation

Page 467 Queensland Trade and Investment Strategy 2017–2022 13 Queensland in the global context

Our strong economic foundation

Past economic performance Current export profile Queensland’s economy in the 19th century was built upon Interstate and overseas exports comprise almost one third agriculture and resources which drew immigrants and of Queensland’s economy. investment to the state. In the 20th century, Queensland The value of Queensland’s exports has increased by almost consolidated its commodities-based export position, 50 per cent in the last decade, led by a rise in resources, proving to be a reliable supplier of raw resources feeding and more recently, LNG, agricultural and education services Asia’s industrial and urban transformation. By the 1980s, exports. coal overtook sugar as Queensland’s main export and Japan became the state’s major export market, a position it held In 2015–16, the nominal value of Queensland’s goods until 2013 when it was overtaken by China. exports increased 2.7 per cent to $51.6 billion. In 2015–16, Queensland services exports increased 6.8 per cent to From the 1990s onwards, Queensland embarked on a Roma, Queensland $11 billion. period of sustained economic expansion, benefiting from Courtesy of Tourism and Events Queensland a commodity boom in the early 2000s, high levels of Queensland’s mining, food and agribusiness, tourism and infrastructure investment and rapid population growth. international education and training (IET) sectors are major exporters and support jobs throughout Queensland (see The onset of the global financial crisis in 2008 led to weaker Figure 1). domestic conditions, with the state’s economy hindered in subsequent years by subdued global economic conditions, the on-going strength of the Australian dollar and natural Figure 1: Queensland goods and services exports, disasters. Despite this, Queensland’s economy showed 2015–168 resilience and avoided recession.

The Queensland economy has outperformed the rest Mineral resources 48% of Australia throughout most of the past two decades. Agriculture 15% Growth strengthened after the global financial crisis, International tourism 8% driven by a recovery in coal exports and a large increase International education and training 5% in business investment as a result of the construction of Knowledge intensive services 3% liquefied natural gas (LNG) projects. Machinery/Equipment manufactures 3% Other manufactured 3% Ballandean, Queensland Other products and services 15% Courtesy of Tourism and Events Queensland

14 Queensland Trade and Investment Strategy 2017–2022 Page 468 48+15+853A Current investment profile Future outlook Foreign investment has been a key element of Queensland’s With the completion of the LNG construction phase and success story, contributing to the successive waves of Figure 3: Australia’s key foreign direct investment sectors, subdued market conditions, the Queensland economy growth the state has enjoyed in gold, wool, food and 2011 to 201511 faces new challenges. These include a weaker outlook agribusiness, and mining. for many of Queensland’s major trading partners and FDI into Australia over the 10 years to 2015 has grown in ($million) business investment returning to a more conventional 700 value by 118 per cent.9 Australia’s major foreign direct growth path. investment source markets are the USA, EU, Japan and UK, However, through its ongoing focus on infrastructure, while China has been a major growth market in recent 600 investment and innovation, the Queensland Government years (see Figure 2). FDI in mining has dominated activity will build upon Queensland’s economic strengths and in recent years (see Figure 3). 500 productive advantages, while ensuring existing and emerging industries can capitalise on opportunities as 400 they occur. Figure 2: Top foreign direct investment into Australia by country, 2005 to 201510 Trade and investment will remain significant sources of 300 economic growth for Queensland. In particular, growth in the Asia-Pacific region is likely to drive demand for 200 a range of goods and services, including mineral and ($billion) energy resources, tourism, education and food and 150 agribusiness. 100 Queensland’s skilled workforce, strong economic and 0 social infrastructure, and stable regulatory framework 100 are all conducive to business investment. As capital 2011 2015 becomes more mobile with advances in technology and global value chains, Queensland will become an Mining Information communications 50 increasingly attractive location to do business. Manufacturing Transportation and Storage Real estate activities Construction

0 Financial services Utilities Queensland’s economic growth is 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Wholesale/Retail trade Other sectors forecast to be stronger than USA EU Japan UK all other Australian Netherlands ASEAN China states to 2018–19

Page 469 Queensland Trade and Investment Strategy 2017–2022 15 Global megatrends

The global environment in which Queensland competes has changed radically since the turn of the century and the pace of change is likely to accelerate in the coming Megatrend 1 decades. The rise of Asia Queensland must prepare for the future, and carefully consider the implications of trends which will transform the trade and investment landscape globally and within The world’s economic centre of gravity is shifting from India is expected to overtake China as the world’s most our Asia-Pacific region. West to East as China and India resume the position populous nation within the next decade13 and is forecast they held until the 16th century as the world’s largest to achieve average annual growth rates of 7.8 per cent economies. over the next few years.14 China’s annual growth rate, China, India and Japan will be three of the world’s five although slowing, is still strong, and is expected to be 15 largest economies with China and India forecast to about 6 per cent. contribute almost 35 per cent of world gross domestic Indonesia, with a population of 260 million, is right on product (GDP) over the coming years to 2021.12 Queensland’s doorstep and has consistently achieved China’s re-emergence as a global economic powerhouse strong average economic growth of around five per cent involved rapid industrialisation and urbanisation. per annum. It is needing to prioritise the development of Its economy had a voracious appetite for steel and modern, efficient infrastructure over the coming five to 16 electricity to build its cities and supply its large- 15 years. scale manufacturing plants. This caused Australia’s With a combined population of around 380 million, biggest mining boom in 140 years, as demand for the other members of ASEAN – Thailand, Malaysia, the iron ore, coking and thermal coal and LNG soared to Philippines, Singapore, Vietnam, Myanmar, Cambodia, unprecedented heights. Laos and Brunei – have embarked upon a program of India is investing in new coal technologies. With limited closer economic integration. metallurgical coal resources, India is rapidly expanding With the economic rise of Asia and corresponding wealth, its imports. This demand is forecast to remain high, major companies and government-owned corporations are while at the same time India transitions to advanced investing in other countries to secure food and resource technologies. supply as well as diversifying their investment interests.

By 2021 Asia will have Asia’s global share of exports will almost double three of the world’s 18 by 2030 to five largest economies: 17 39% Brisbane International Airport China, India and Japan Courtesy of Brisbane Airport Corporation

16 Queensland Trade and Investment Strategy 2017–2022 Page 470 Megatrend 2 Burgeoning middle classes

By 2020, 54 per cent of the world’s population will Education and training 19 Figure 4: Size of middle class by region24 be in the middle class, up from 27 per cent in 2009. As wealth increases globally, individuals are seeking The Asia-Pacific region is projected to be home to quality education and training from reputable (%) two-thirds of the world’s middle class, a total of institutions to improve their employability and earning 100 20 3.2 billion people by 2030 (see Figure 4). capacity. Premium-quality products 80 The IET industry is one of the fastest growing industries 28% 54% 66% Asia’s middle class is demanding high-quality goods globally. Australian onshore international student Asia- and services and is willing to pay premium prices for enrolments are projected to grow by 3.6 per cent 60 Pacific safe, clean, green and premium-quality food products. annually.22 40 In view of Queensland’s reputation as a producer of Two-thirds of Australia’s growth in IET is expected to quality foods and its proximity to Asia, the state is well come from the Asia-Pacific region. Parents in Asia placed to take advantage of this rising demand. generally regard Australia as a safe place to send their 20 23 Asian consumers regard Australian dairy products and children to study. Queensland also has time-zone 0 beef as safe and of excellent quality. Fresh Australian advantages over Europe and North America that enable 2009 2020 2030 horticultural products flown directly to China are making parents from the region to more easily communicate inroads into the Chinese market, especially around with and visit their children. Chinese New Year. Central and North America Europe South America Tourism Sub-Saharan Middle East and Asia-Pacific Africa North Africa The increasing affluence of Asia’s population will drive By 2020 demand in Queensland tourism, with wealthy visitors seeking attractive destinations, cultural experiences, of the world’s luxury accommodation and high-quality service. 54% population China represents huge potential as a source market. Although Australia now hosts one million Chinese will be in the middle class, tourists a year,21 this represents only a small fraction of up from 27% in 2009 the Chinese tourists travelling abroad annually.

Page 471 Queensland Trade and Investment Strategy 2017–2022 17 Global megatrends (continued)

Megatrend 3 Megatrend 4 Megatrend 5 Demographic shifts Pressure on natural resources and the Infrastructure development in emerging environment and less-developed economies A large and growing proportion of the world’s The world has limited natural resources, yet has a Over the next five years an enormous amount population lives in cities, and the median age is growing population with increasing demands for of infrastructure investment will be required in rising due to longer life expectancies and lower energy, water and food. Governments, businesses emerging economies. fertility. and communities are under pressure to find In addition to its domestic infrastructure While it is well known that the populations of alternative, more efficient and renewable energy development, China unveiled its One Belt One most European countries and Japan are ageing, it sources. Road (OBOR) initiative in 2013. This involves re- is less well known that population ageing is also Population growth, development and urbanisation establishing the Silk Road through Central Asia, occurring in a number of other Asian countries. The will increasingly place pressure on air and water West Asia, the Middle East and Europe, plus a proportion of the East-Asian population over the quality as already experienced in many countries. maritime Silk Road through the South China Sea, age of 65 will grow by 22 per cent between 2015 and Problems with water quality and land degradation the South Pacific Ocean and the Indian Ocean. 25 2020. will make it difficult for China, India, Indonesia Much of the funding for this vast infrastructure China’s population growth is expected to stabilise and other large Asian neighbours to produce the program will come through the newly established over the next decade and decline from 2030.26 premium food products that their middle classes Asian Infrastructure Investment Bank led by Japan’s population is projected to decline by are demanding.31 China. Fully implemented, the OBOR could involve 27 almost 20 per cent by 2050. Korea’s population is Following the 2016 Paris Climate Change Agreement, investment of up to US$8,000 billion. This stabilising and is projected to decline from around countries, particularly in Asia, will be stepping up presents opportunities to Queensland exporters, 28 2030. their efforts to limit carbon emissions, turning to particularly in the state’s North. In contrast, the populations of India, Indonesia and clean-coal technologies, renewable energy sources Africa is another area that will require a great deal the Philippines will continue to grow over the next and gas as a transitional fuel. of infrastructure investment, with its population three decades.29 growing faster than that of any other continent.33

By 2050, 66% of the world’s population is Demand for energy is forecast to China will construct 2 cities projected to be living in cities, grow by 32as much as 50% 30 by 2030 the size of London up from 54% in 2015 each year for the next 20 years34

18 Queensland Trade and Investment Strategy 2017–2022 Page 472 Megatrend 6 Megatrend 7 Megatrend 8 Slower growth in the developed world Access to capital Digital disruption

Growth in the developed world is expected to There is a worldwide glut of private savings The rapid growth of digital technologies and the continue to be slower than experienced prior to associated with population ageing and anxiety about pervasiveness of the internet means that trade the global financial crisis35, driven by long‑term the future. Managers of these savings are looking increasingly occurs on-line. This is affecting trends of slower global population growth and globally for investment opportunities. the traditional distribution models for many emerging economies increasing their share of In addition, the slower growth in developing markets businesses. global production. will mean that capital from these markets is likely to Although e-commerce takes Queensland’s Slower population growth is leading to an ageing look outwards for new markets to invest in to achieve startups and SMEs into a global market, it also population and increased demand for health growth. means that markets are more competitive and and aged care services, especially in developed Governments are having to become more creative increasingly complex to navigate. economies. This is coinciding with the rapid in funding the delivery of services by engaging the Disruptive technologies such as online product growth in manufacturing in emerging economies, private sector in innovative financial arrangements. and service supply, social media, ride and room as they seek to raise their own living standards The stable returns from infrastructure projects sharing and financial technologies are affecting through industrialisation and urbanisation. are increasingly attractive to managed and traditional ways of doing business, and are In this environment, traditional sectors such as superannuation funds. supporting flexible industry relocation. primary industries and manufacturing will need More international investment funding partnerships Digital disruption is allowing firms to bring back to adapt in order to compete in global markets. will be essential in addressing the growing demand functions that were off-shored due to wage costs, for spending in areas such as health, aged care and enabled by advances in robotics, 3-D printing, and infrastructure. artificial intelligence.

Projected average GDP growth to 2018: Advanced Developing & 50% of the total global stock By 2030, 50% of the world’s economies emerging economies of capital will reside in the population will have access to 37 38 = 1.8% = 4.9%36 developing world by 2030 the internet, up from 34% in 2012

Page 473 Queensland Trade and Investment Strategy 2017–2022 19 Objective 1 Priority 1 Build on our strengths

Queensland possesses many natural and acquired competitive strengths which have led Identify key to the growth of our major export industries – mining, food and agribusiness, tourism and international education and training. These industries form a strong foundation for opportunities future growth and jobs.

Queensland’s competitive strengths In a constantly changing global economy, the Queensland Government Our people Natural resources and environment is committed to remaining agile and • A well-educated and skilled workforce • An average of 300 days of sunshine a year responsive to market opportunities as • A multicultural population from over 220 • World-renowned beaches, national parks, they arise. homelands rainforests and tropical reefs • A growing population base • Five World Heritage areas Priority 1 Build on our strengths • A strong research and development culture • Abundant arable land • Large reserves of high-quality coal • Significant reserves of proven and probable Priority 2 Further diversify our coal seam gas (CSG) economy • Among the world’s top five producers of lead, zinc, bauxite and silver

Priority 3 Target key markets

FOCUS: Gold Coast 2018 Commonwealth Games

Heron Island, Queensland Courtesy of Tourism and Events Queensland Great Barrier Reef, Queensland

20 Queensland Trade and Investment Strategy 2017–2022 Page 474 Priority

Reliable and efficient infrastructure Ease of doing business Our existing global presence 1 • Six international airports • Shared time zones and proximity to two of the Queensland has one of Australia’s largest • 191 regional airports world’s three largest economies international networks of state representation. In addition to TIQ’s international trade and investment • 20 strategically located seaports • A pro-business government offices (see inside front cover and page 12), Tourism • A resilient and diversified economy with no sector • 8,250 kilometres of railway and Events Queensland has a presence in 13 markets making up more than 12 per cent of the economy • Over 220,000 kilometres of road infrastructure (see inside cover). Having a local in-market presence • Efficient development approval and project • World-class schools, universities and training helps to raise awareness of Queensland’s tourism and facilitation processes facilities event experiences and destinations. • Australia is ranked fifth in the Economist • World-class tourism attractions The Queensland Government continues to monitor Intelligence Unit’s Business Environment Rankings its international presence with a view to deepening • Clear pipeline for future infrastructure projects of best countries to do business and in the World existing market opportunities and expanding to 39 • Independent assessment of proposals Bank’s top 10 countries for strong governance new markets where resources can achieve the best results for Queensland. This is evidenced through the establishment of new offices in Chengdu and Singapore in 2016 (see page 31). Cost of doing business • Competitive payroll tax • Low living costs • Low port and congestion costs • Competitive labour costs • Our commitment to maintaining our conducive business environment

Queensland has the lowest overall payroll tax rate in Australia

Brisbane, Queensland Brisbane, Queensland Courtesy of Brisbane Airport Courtesy of Brisbane Marketing

Page 475 Queensland Trade and Investment Strategy 2017–2022 21 New markets and exporters Major export industry 1 There are growing opportunities for METS suppliers in India and the Americas, including the USA, Mexico, Chile and Queensland’s coal Peru. In 2015, 66 per cent of Australian METS companies and bauxite reserves Mining and mining equipment, were already globally active, with an additional 16 per cent are among technology and services intending to begin exporting by 2017.40 Investment in minerals exploration the largest Mineral and energy resources key facts: The Queensland Government has released Queensland’s in the world • More than 180,000 direct and indirect employees. first exploration forward plan to deliver certainty and • Contributed $21.6 billion to Queensland’s economy opportunity to the Queensland resources sector and in 2015–16. investors. The seven areas include Cloncurry in the north- • One of the world’s largest exporters of seaborne coal. west, Bowen Basin in central Queensland and Surat in the south-west. • Queensland is in the world’s top five for the production of lead, zinc, bauxite and silver. Case Study: Blast Movement Technologies • The sector attracted 40 per cent of all capital investment in Queensland and exploration expenditure of over Brisbane-based Blast Movement Technologies was $436 million in 2015–16. founded in 2005 and today is the global leader in • Queensland has more than 800 mining equipment, blast movement monitoring technology used by mining technology and services (METS) companies companies around the world to improve their recovery – more than any other Australian state. rates of ore. The company’s patented system – based on technology developed at the University of Queensland Queensland has strong comparative advantages in the – allows mine operators to accurately locate ore and production of zinc, aluminium and LNG. waste zones after blasting. This ensures that ore is Queensland’s international competitiveness in mining not accidently overlooked or discarded, which in turn has resulted in considerable expertise in METS directly increases revenue. employing more people than the mining sector itself. Resources Investment Commissioner Current action: The Queensland Government is developing the Advance Queensland METS 10-Year The Queensland Government’s Resources Investment Roadmap and Action Plan. Commissioner helps secure new partnerships to support Queensland’s mining and METS industries. This includes matching international investors with mineral deposits, mines, explorers and mining technology companies that are seeking capital.

22 Queensland Trade and Investment Strategy 2017–2022 Page 476 Priority

AgTech and services Aquaculture Major export industry 2 Queensland’s success in food and agribusiness has Queensland’s clean, unpolluted waters provide ideal highlighted our innovative agricultural processes and locations for temperate and tropical marine species. 1 Food and agribusiness technologies. Combined with Queensland’s extensive aquaculture Technological advances in production, robotics, research programs and diverse industrial base that is serviced by regional centres, Queensland is building an Food and agribusiness key facts: bioproducts, packaging materials, and digital and wireless technologies will continue to influence the agricultural enviable reputation for high-quality aquaculture products. • 144 million hectares or 83 per cent of Queensland sector and create service export opportunities offering Queensland’s aquaculture industry employs over 450 is dedicated to food and agribusiness. high-paying jobs. workers and had a gross value of production (GVP) of • Around one in seven Queenslanders are partly or $120 million in 2014–15, representing 38 per cent of the wholly supported by the food sector. Current action: The Queensland Government’s Advance Queensland Technology Commercialisation total value of fisheries production in the state. Aquacultured • In 2014–15 Queensland’s agribusinesses provided: Fund is increasing agricultural innovation to help prawns ($82.6 million) and barramundi ($27.5 million) –– 22 per cent of Australia’s primary produce. commercialise intellectual property to maintain account for the majority of the total GVP. –– a gross value add of $8.2 billion to the Queensland’s competitive advantage in food and Current action: The Queensland Government is Queensland economy. agribusiness. creating terrestrial Aquaculture Development Areas Queensland has a strong comparative advantage in the (ADAs) to encourage the growth of a sustainable Current action: The Queensland Government is production of beef, fish and crustaceans, chickpeas, aquaculture industry, including the development developing an agriculture and food research, cotton, sugar cane and sorghum. of assessment codes and regulatory conditions for development and extension 10-year roadmap to each ADA. High-value products enhance scientific collaboration in Queensland. Queensland has a long and proud history in agriculture and the future presents an unprecedented opportunity for further growth as a world leader in high-quality agricultural produce that is safe, clean and green. High-quality produce is increasingly in demand, particularly in Asia, as international investors seek to secure product supply to provide for growing middle- class populations (see global megatrends 1, 2 and 4). This presents a distinct advantage for Queensland exporters to access and significantly differentiate our food and agribusiness products.

Brisbane, Queensland Mooloolaba, Queensland Courtesy of Tourism and Events Queensland Courtesy of Tourism and Events Queensland

Page 477 Queensland Trade and Investment Strategy 2017–2022 23 Major events Major export industry 3 Figure 5: Queensland’s international visitor expenditure Major events attract international visitors and media 2010 tot 201641 attention, benefiting Queensland’s economy through increased event-related expenditure as well as flow-on Tourism effects due to increased promotion, networking ($million) opportunities and capability building. International events Tourism key facts: 1,000 such as the 1982 Commonwealth Games and Expo ‘88 in • Directly and indirectly employed 219,000 people 1200 Brisbane significantly raised Queensland’s international representing 9.4 per cent of Queensland jobs in 2014–15. profile. • Contributed $23 billion to Queensland’s economy directly 800 1000 Queensland’s infrastructure and proven ability has led to and indirectly in 2014–15. the successful hosting of major international events such • Queensland tourism exports were $6.6 billion in as the November 2014 G20 Leaders’ Summit in Brisbane 2014–15. 800 600 and the September 2014 G20 Finance Ministers’ meetings in • For the year ending March 2016, domestic and Cairns. These meetings attracted more than 7,600 delegates international overnight visitors spent $19.6 billion 600 and 2,300 media representatives from around the world. or $53.8 million per day. 400 The Gold Coast 2018 Commonwealth Games will again cast One of the world’s most naturally diverse places, 400 Queensland into the global spotlight (see pages 32 and 33). Queensland has five World Heritage areas including the Current action: The Queensland Government is Great Barrier Reef, stunning beaches, islands, rainforests200 200 enhancing visitor experiences as a part of a and outback landscapes serviced by vibrant cities and $400 million initiative to grow Queensland’s tourism rural communities. It’s no wonder Queensland’s tourism 0 and events industry and foster innovation. sector has comparative advantages over national and 0 June 2010 June 2011 June 2012 June 2013 June 2014 June 2015 June 2016 international tourism sectors. 1 Jun 1 Jun 1 Jun 1 Jun 1 Jun 1 Jun Case Study: 2016 World Science Festival Brisbane In addition to 20.3 million domestic visitors, Queensland 2011 2012 2013 2014 2015 2016 attracted more than 2.5 million international visitors who In March 2016 over 120,000 people converged China New Zealand UK USA Japan spent $5 billion in the year ending June 2016. Figure 5 on Brisbane’s Cultural Precinct for the World highlights the rapid rise in Chinese expenditure in the Science Festival, enjoying performances, debates, sector over the past five years. Industrialised Asia Current action: The Queensland Government’s demonstrations and scientific displays from over 100 Advance Queensland: Connecting with Asia Advancing Tourism 2016–20: Growing Queensland of the world’s leading names in science and the arts. UK The Queensland Government is investing in long-term Jobs strategy aims to increase jobs, overnight visitor It was the first time this world-renowned event has tourism connectivity with new and additional flights from expenditure and numbers. been hosted outside New York. The festival showcased mainland China, Hong Kong and Canada into the Gold Coast, QueenslandUSA as a major event destination and a hub for Cairns and Brisbane. This investment is intended to make innovation. The Queensland Museum has the exclusive Asia-Pacific hosting rights until 2021. Queensland the number one destination for millions of China visitors and to increase regional jobs in tourism.

Japan

24 Queensland Trade and Investment Strategy 2017–2022 Page 478 New Zealand Priority

Major export industry 4 Case Study: Best Semester Abroad competition

The Best Semester Abroad competition is an innovative 1 way to promote Queensland as an exceptional education International education destination globally. The competition phase of the and training In 2015, Queensland’s IET campaign alone reached five million people in 10 of sector supported around Queensland’s top source markets for international International education and training (IET) key facts: students. In 2015–16, Queensland’s IET sector: In July 2016, 20 winning students from 10 countries were 20,000 jobs announced. Each winner received a semester of study in • generated $3 billion in export revenue; Queensland including tuition, flights, accommodation • supported around 20,000 jobs; and and holiday experiences valued at up to $30,000. • was Queensland’s second-largest service export. The winners are encouraged to be active on social media Queensland has some of the world’s best education and to promote Queensland’s educational institutions, training institutions. Our multicultural population, safe climate and environment to their networks and beyond. communities, enviable lifestyle and some of Australia’s best As at February 2017, their social media content had weather and locations make it a destination of choice for reached over 10 million people, including more than many international students (see global megatrend 2). 2 million views of their video content. Queensland is geographically close to key growth markets in Asia and offers a unique and affordable lifestyle attractive to students and their families. A defining feature of Queensland’s IET industry is its dispersion across the regions. In 2015, the economic contribution of student-related export revenue outside of Brisbane was $937 million. Regions also benefit from increased tourism, from both students and their visiting friends and family, and other education-related expenditure. A strong and sustainable IET industry enhances global engagement, with alumni becoming lifelong ambassadors who understand Queensland and are likely to return and invest.

Current action: The Queensland Government’s International Education and Training Strategy to Advance Queensland 2016–2026 includes $25.3 million of initiatives to ensure that Cairns, Queensland Paluma Range National Park, Queensland Courtesy of Tourism and Events Queensland Courtesy of Tourism and Events Queensland Queensland captures a sizable share of the rapidly growing IET market. Page 479 Queensland Trade and Investment Strategy 2017–2022 25 Priority 2 Further diversify our economy

Further economic diversification is critical to mitigate the adverse impacts of changes occurring in the global economy. The Queensland Government is committed to further diversifying Queensland’s economy and creating new jobs by actively seeking opportunities in new and emerging industries.

Advanced manufacturing Keeping abreast of emerging global opportunities Case Study: Ferra takes time, effort and money. The provision of market In a tough, globally competitive environment, a strong Brisbane-based manufacturing company Ferra intelligence aimed at capitalising on Queensland’s and resilient core of Queensland businesses have made a Engineering is a specialist in providing engineering industry strengths and linking these to the demands of successful transition into the production of sophisticated, services and designing, manufacturing and assembling specific markets will give businesses a competitive edge. high-value goods. The move to advanced manufacturing contributes to greater productivity, the retention and aerospace structures and sub-systems. New initiative: Provide international market reports growth of a highly skilled workforce and the creation of A leader in the field, Ferra supplies some of the largest tailored to Queensland’s strengths. well-paid jobs. organisations in the world, including, Boeing, Lockheed Queensland’s established network of research and Martin, Northrup Grumman and Airbus. Exports make up more than 80 per cent of Ferra’s business. Businesses offering complementary products development institutions, skilled workforce and or services, or engaged in emerging industries, can infrastructure base supports innovation in areas such have greater success entering new markets when they as nanotechnology. Current action: The Queensland Government is collaborate with each other. Without support and Queensland is well placed to encourage the development implementing the Advance Queensland Advanced coordination, opportunities for collaboration between of profitable new products, services and industries and Manufacturing 10-Year Roadmap and Action Plan SMEs can be missed and scale may not be realised capitalise on the recent trend in advanced economies including up to $7.6 million in funding for initiatives when promoting a product or service offering overseas. towards the on-shoring and capability building of that will support the growth of the industry. advanced manufacturing. New initiative: Enable development of Queensland business consortia.

In 2015–16, Queensland A diverse manufacturing exports economy: totalled no sector makes up $15.7 billion more than 12% of or one-third of Queensland’s output merchandise exports Townsville, Queensland Courtesy of Port of Townsville 26 Queensland Trade and Investment Strategy 2017–2022 66+R Page 480 34+ Priority

Biofutures Biomedical and life sciences The industrial biotechnology and bio-products industry Past investment by the Queensland Government has built presents opportunities for Queensland to develop and world-class research institutes and scientific capabilities manufacture products from sustainable organic and waste in areas including tropical and infectious disease, vaccine resources, rather than from fossil fuels. development and delivery, and telemedicine. These institutes 2 Queensland is one of the very few developed economies have developed strong skills in advanced imaging, genetic located in the tropics, providing unique and ideal conditions services, bio-fabrication, preclinical and early phase clinical to transform high-quality, high-yield feedstock into bio- trials, pilot scale biopharmaceutical products, medical devices products. Backed by Queensland’s emerging role as a and diagnostics. leader in renewable energy (see page 29) and commercial With the demand for products and services in personalised aviation’s aspiration for carbon-neutral growth by 2020, and preventative medicine growing globally – particularly in Queensland’s biofuels opportunities are vast. Asia – Queensland is well positioned to achieve accelerated It is projected that bio-products such as fuels, chemicals growth in this area (see global megatrends 2 and 7). and plastics from agricultural, forestry and green-waste feedstocks could increase Queensland’s gross product by Case study: Ellume up to $1.8 billion annually by 2035, supporting more than The 2015 Johnson & Johnson Innovation Industry 6,000 jobs.42 Excellence Awards recognised Brisbane-based healthcare company Ellume as the Emerging Company of Case Study: Southern Oil Refining’s Advanced Biofuels the Year for its development of simple, highly sensitive Pilot Plant – Gladstone and reliable diagnostics for infectious diseases and for Queensland’s first advanced biofuels production facility linking the results to optimal therapy. will be built in Gladstone. If successful, the pilot plant will Ellume’s first product was the Respirio Flu Test, the be expanded into a commercial-scale advanced biofuels world’s first at-home, non-invasive, ultra-sensitive test production facility capable of producing 200 million litres for detecting and differentiating influenza A and B of advanced biofuel annually that is suitable for military, (seasonal and pandemic). Ellume is also developing marine and aviation use. products to diagnose other diseases such as Respiratory Mossman, Queensland Courtesy of Tourism and Events Queensland Syncytial Virus (RSV), HIV, malaria and chlamydia. Current action: The Queensland Government is In March 2016, Ellume received $50,000 under Advance implementing the Advance Queensland Biofutures Queensland’s Knowledge Transfer Partnerships program 10-Year Roadmap and Action Plan which includes The global bioplastics market is to work, in partnership with the University of Queensland, a $19 million investment across four key areas to from on the development of the product for diagnosing RSV. boost Queensland’s footprint in the sector. expected to grow US$7.5 billion in 2013 to more than Current action: The Queensland Government is 43 43 billion in 2020 developing the Advance Queensland Biomedical and US$ Life Sciences 10-year Roadmap and Action Plan.

Page 481 Queensland Trade and Investment Strategy 2017–2022 27 Priority 2 Further diversify our economy (continued)

Defence and Aerospace Health services Queensland hosts the second-largest contingent of Healthcare demand outstrips supply in the Asia-Pacific Australian Defence Force (ADF) personnel of any state or region, and is expected to grow with increases in wealth, territory. The ADF has made a strong commitment to capital population, chronic disease and health awareness (see equipment investment and is a growing contributor to global megatrends 2 and 7). the Queensland economy. Queensland’s location within Queensland has the capability and capacity to supply these the Asia-Pacific region and current defence capability markets with a variety of health services such as medical will ensure the ADF continues to regard Queensland as a research, residential aged care, retirement living and strategic priority. leisure, and preventative health and wellness. Queensland is well-placed to capitalise on the Australian Major knowledge-based growth opportunities in health Government’s 2016 Defence White Paper commitment to services exports from Queensland include: increase defence spending to two per cent of GDP by 2020-21. • design and construction of healthcare facilities, including digital hospitals and multipurpose health Close to one-third of Australia’s aircraft manufacturing and knowledge precincts; and repair services industry is based in Queensland, contributing around $600 million to the Queensland • healthcare facility management and training; and economy in 2014–15. The aerospace sector is expected • exchange of health and medical research information, to grow to US$350 billion globally by 2023,44 presenting expertise and skills. exceptional opportunities for Queensland companies. Museum of Australian Army Flying, Queensland Case Study: Cook Medical Australia Current action: The Queensland Government is Courtesy of Tourism and Events Queensland developing the Advance Queensland Defence and Cook Medical Australia is dedicated to bold leadership Aerospace 10-year Roadmaps and Action Plans. in pioneering medical solutions to enhance patient care world-wide. Through research and development, manufacturing, and continuing to prioritise patients, Cook Medical helps to create innovative healthcare Around treatments that improve people’s quality of life. The Brisbane-based manufacturing facility is Cook Medical’s Asia-Pacific headquarters, employing over 450 local of the 22% 40% people. Australian Defence Force of Australia’s Army is located in Queensland is located in Queensland Current action: The Queensland Government is developing an action plan to increase health industry investment in Queensland and Queensland’s export of 59+R 41+ health products and services. 28 Queensland Trade and Investment Strategy 2017–2022 Page 482 Priority

Professional and business services Renewable energy Case study: Solar 150 solar investment program Queensland’s exports of professional and business It is estimated that more than $300 billion was invested services were valued at almost $700 million in globally in renewable energy in 2015 with 196 countries The Queensland Government’s Solar 150 program is 2015–16, an increase of over 20 per cent in the past committing to emissions reductions at the 2015 Sustainable establishing a large-scale renewable energy industry five years. Particular strengths for Queensland include Innovation Forum.45 in Queensland—acting on climate change, creating new jobs and diversifying our economy. 2 financial services; architectural, engineering and Queensland is emerging as a leader in renewable energy. scientific services; and environmental, agricultural and There are increasing opportunities to attract renewable In collaboration with the Australian Renewable Energy mining services. energy investment and take greater advantage of our Agency (ARENA), upfront capital grants and long-term Queensland’s financial services exports represented a high-quality renewable energy resources to create jobs, revenue contracts will be provided to encourage the significant proportion of this and was the third largest encourage local manufacturing and develop skills and development of six large-scale Queensland solar projects services export after tourism and IET. products for export. with construction set to begin in early 2017. Queensland’s architectural, engineering and scientific The Queensland Government’s Renewable Energy Expert This will boost investment in Queensland by over services exports were valued at almost $300 million in Panel has released a draft report which outlines pathways $637 million, support around 600 direct jobs, increase 2015–16, and some Queensland architectural firms are for Queensland to achieve a 50 per cent renewable energy our existing solar generation 30-fold, and produce gaining significant business traction in Asian markets. target by 2030. In a first for any Australian state or territory enough electricity to power 120,000 homes. More than half of Australia’s environmental, agricultural government, government-owned land in Queensland is and mining services exports in 2015–16 were from being assessed for suitability for large-scale renewable Current action: The Queensland Government is working Queensland. energy developments and will be released to renewable to achieve Queensland’s 50 per cent renewable energy energy proponents under the Advancing our Cities and target by 2030. The Queensland Government, through TIQ, works with Regions Strategy. industry organisations, service providers such as law and accountancy firms, as well as consultants and major domestic and international financial institutions, to promote and facilitate investment in Queensland.

Professional and business services increased over 20% in the past five years

Ravenshoe, Queensland Windorah, Queensland

Page 483 Queensland Trade and Investment Strategy 2017–2022 29 Priority 3 Target key markets

As the global economic centre of gravity shifts towards Asia and the world’s middle class grows, Queensland must seek new markets for trade and investment to support job creation and economic growth. The criteria used to identify Queensland’s key markets include past performance in trade and investment and predicted future growth.

Export performance Investment performance Queensland’s major goods export markets are in Asia, led that have shown the greatest growth have been China, the The USA, Japan and the UK are the top three sources of FDI by China, Japan, Korea and India (see Figure 6). Over the USA and Korea. China overtook Japan in 2013 to become into Australia (see Figure 8). past five years, Queensland’s major goods export markets Queensland’s largest export market (see Figure 7).

Figure 6: Queensland’s major goods export markets, Figure 7: Total value of Queensland’s goods exports by Figure 8: Australia’s major foreign direct investment source 2015–1646 markets, 2010–11 to 2015–1647 markets, 2005 to 201548

($ billion) ($ billion) China 23% 2010-11 2015–16 12 600 Japan 17%

Korea 13% 10 500 India 11% USA 4% 8 400 Taiwan 3% Netherlands 2% 6 300 New Zealand 2% UK 2% 4 200 Indonesia 2% 23+17+131143221A Other countries 21% 2 100

0 0 2005 2015 UK USA India Japan Korea China Taiwan USA China Hong Kong SAR Indonesia Japan Singapore Malaysia Netherlands New Zealand

Other countries UK Canada Switzerland Netherlands Germany Other countries

30 Queensland Trade and Investment Strategy 2017–2022 Page 484 Priority

Future growth outlook Case study: New TIQ offices: The USA is the largest source of FDI into Australia Queensland will add to traditional strong trading ties Singapore and Chengdu, China and a key market for technology and innovation. with developed economies such as the USA and Japan Queensland must ensure that it is effectively targeting In 2016, the Queensland Government established two by building stronger relationships with the new growing investors and advanced export opportunities in this new TIQ international offices in Singapore and Chengdu. economies of Asia (refer to global megatrend 6). priority market. According to the IMF, India and China are projected to show Singapore’s reputation as the Asia-Pacific hub for strong economic growth to 2021. The ASEAN-5 countries finance, multinationals, innovation and aviation made New initiative: Establish a new TIQ office in North (Indonesia, Malaysia, the Philippines, Singapore and it a strategic choice. Past Singaporean investment America. 3 Thailand) and Sub-Saharan Africa are also predicted to has contributed greatly to Queensland’s economy, 49 show growth above the world average (see Figure 9). particularly in tourism infrastructure. Further investment Singapore is one of South-East Asia’s key financial in key industries such as food and agribusiness, and aviation hubs. Along with its close proximity to education, and urban development and infrastructure Queensland, it is strategically located as a gateway to presents an exciting opportunity for future economic the ASEAN-5 countries which are forecast to grow at an Figure 9: Forecast average annual growth in gross domestic development. annual rate of 4.5 per cent to 2021. 50 product 2016 to 2021 As a major aviation hub with direct flights to Queensland, Singapore also presents an opportunity to secure greater New initiative: Strengthen TIQ’s presence in Singapore. (% growth rate) distribution of Queensland products in Asia. 7 TIQ’s Chengdu office is the fourth trade and investment Indonesia, with a population of 260 million, is already the world’s 16th largest economy and is growing 6 office in mainland China. With a population of 10 million people, Chengdu is considered one of China’s most quickly. There is significant potential for Queensland important second-tier cities and is located in Sichuan, businesses to increase trade with our close neighbour 5 China’s fourth largest province by population. and stronger engagement with Indonesia is needed to take advantage of this opportunity. 4 Sichuan Province and Chengdu have many economic links that align with Queensland’s major export and New initiative: Strengthen TIQ’s presence in Jakarta emerging sectors including rich mineral deposits, 3 agribusiness, and science and technology. With the global economic landscape evolving at Chengdu’s large and growing middle class has a growing 2 such a rapid pace, the Queensland Government’s trade appetite for premium food and wine. and investment policies must be responsive to global 1 megatrends and targeted to key markets to ensure Queensland businesses have the right support globally.

0 New initiative: Develop country-specific trade and

investment strategies. USA India Japan Korea China World Africa ASEAN-5

Euro area New initiative: Conduct a comprehensive review of North Africa & Caribbean& Queensland’s international operations. Sub-Saharan Latin America America Latin Middle East &

Page 485 Queensland Trade and Investment Strategy 2017–2022 31 FOCUS: Gold Coast 2018 Commonwealth Games

The Gold Coast 2018 Commonwealth Games (GC2018), to be held from 4 to 15 April 2018, will be the biggest event held in Australia this decade and the first time the event has been hosted in a regional Australian city. Other regions of Queensland will also benefit with GC2018 events being held in Brisbane, Cairns and Townsville.

Gold Coast, Queensland Courtesy of Tourism & Events Queensland

Gold Coast, Queensland Courtesy of Tourism and Events Queensland

As one of the biggest international sporting GC2018 will inject approximately $2 billion events globally, GC2018 is expected to into the Queensland economy, providing attract over 6,600 competitors and officials opportunities for increased investment, from 70 nations and territories, showcasing boosting prospects for Queensland exporters Queensland to 1.5 billion people world-wide. and leaving a lasting legacy of world-class infrastructure. Courtesy of Australian Sports Commission

32 Queensland Trade and Investment Strategy 2017–2022 Page 486 FOCUS

An investment promotion opportunity A boost to our services exports The newly-built sound stage at Village Roadshow was co-funded by the Queensland Government and will be Through the development of the GC2018 Trade and Tourism operators and other businesses on the Gold Coast temporarily transformed to host the squash competition Investment Program, the Queensland Government is and throughout the state will benefit from increased visitor for GC2018. As the largest sound stage in the southern capitalising on the opportunities GC2018 presents for numbers and expenditure during GC2018. These benefits hemisphere, the venue has already proven to be a major broader trade and investment outcomes. The program aims are expected to continue beyond the Games as visitors draw-card for filmmakers (see page 43) and will continue to leverage GC2018 by: extend their holidays and explore the state. There will to boost Queensland’s film and television industry into • strengthening Queensland’s and Australia’s also be long-term benefits due to return visitors and the the future. international business and government relationships; increased global media exposure highlighting Queensland A $160.7 million package of transport infrastructure will as a prime holiday destination. • showcasing Queensland to the world and promoting also be completed in time for the Games. This includes the the state as an attractive place to do business; and Further opportunities exist for Queensland’s sporting Gold Coast Light Rail Stage 2 project which will deliver a and events specialists. Australia is globally renowned as 7.3 kilometre northern extension of light rail from the • increasing export and investment attraction a sporting nation with strong capabilities in hosting and Gold Coast University Hospital to Helensvale. opportunities. delivering world-class sporting events. GC2018 will build Investment opportunities associated with GC2018 extend upon this reputation and give Queensland businesses a Case Study: Centium Software beyond sport and events to other sectors of the economy. platform for expanding operations globally. For instance, the Gold Coast Health and Knowledge Queensland company Centium Software has a strong Precinct, which includes the Gold Coast University Hospital A lasting legacy reputation for providing software solutions to some of the world’s biggest sporting events. and Griffith University, will also incorporate the new In preparation for GC2018, the Queensland Government $550 million Commonwealth Games Village. is investing in infrastructure which will leave a lasting Managing the arrival and accommodation of thousands Following GC2018, the Village and its supporting legacy after the Games. This includes building three new of athletes and officials is a challenge common to events infrastructure will be transformed into a mixed-use competition venues and upgrading a further seven venues. world-wide, and Centium Software has developed a software solution which streamlines and improves residential development enhancing the entire precinct, These venues are already attracting other major events and hospitality management for this international market. promoting further investment and creating flow-on effects the associated investment to the state, including: to the Queensland economy. Centium Software has exported its technology • 2017 Commonwealth Weightlifting Championships; to numerous events including the Delhi 2010 The Commonwealth Games will attract • 2017 Badminton World Federation Sudirman Cup; Commonwealth Games, the London 2012 Olympic athletes and officials • 2018 International Triathlon Union World Triathlon Games and the Toronto 2015 Pan American Games. , 00 Grand Final and World Championships; and Backed by this strong portfolio of global experience, 66 • 2020 World Bowls Championships. Centium Software will be providing their world-leading technology to support accommodation and transfers GC2018 will reach an audience The $41 million Gold Coast Aquatic Centre, purpose-built to and from official points of entry at GC2018. of billion people for the GC2018, has already hosted the 2014 Pan Pacific 1.5 Swimming Championships and 2015 FINA Diving Grand Prix. nations and 70 territories will be competing

Page 487 Queensland Trade and Investment Strategy 2017–2022 33 Objective 2 Priority 4 Build export capabilities

Queensland’s well-educated and skilled workforce supports continued growth in the economy. Facilitate A strong future relies on the ability of the current and next generation of Queenslanders to respond to global challenges such as limited natural resources, changing market export growth demographics, financial constraints and digital disruption. Empowering new exporters and startups

The Queensland Government actively supports the growth Queensland is the nation’s and international expansion of new exporters and startups goods because they contribute significantly to Queensland’s 2nd largest exporter and economic development. The Queensland Government provides existing and potential exporters with The Advance Queensland initiative will help Queensland 3rd largest the support and knowledge they need startups commercialise products and services in order to services exporter secure investment for overseas expansion. to reach global audiences. The Queensland Government also builds relationships in overseas markets to assist Queensland companies with Priority 4 Build export capabilities their market entry. Accelerators, incubators and co-working hubs offer facilities, advice, and contacts for Queenslanders looking to undertake entrepreneurial activities in a number Priority 5 Foster export opportunities of local and international markets. Current action: The Queensland Government signed a Statement of Intent with Dubai South in September 2016. This agreement will create new opportunities for Queensland businesses to expand and develop their products and services in the United Arab Emirates and There were over the Middle East region. goods exporters 7,000 in Queensland in In competitive global markets, businesses need to 2014–15, an increase of . stand out. Stakeholder feedback indicated that products 4 7 on the previous year and services that are quality assured can be more % appealing to buyers and investors.

New initiative: Implement a Queensland Government Accreditation Program.

34 Queensland Trade and Investment Strategy 2017–2022 Page 488 Priority

Harnessing the power of e-commerce Skills development Queensland’s next generation of business Trade transactions are now commonly occurring online, Queensland exporters need specific skills to enter and leaders need practical in-market training in trade and with Australian websites increasingly receiving international sustain their presence in international markets. investment to equip them with the skills to build and grow international businesses and develop cultural orders (see global megatrend 8). The Queensland Government, in collaboration with the awareness. The Queensland Government’s extensive Despite this, over 40 per cent of Queensland businesses Export Council of Australia and Austrade, offers the network of international offices is a resource that can do not have a mobile-friendly website and less than 25 per Queensland export community a number of export skills be utilised to provide these opportunities. cent are selling online.51 And although e-commerce brings development programs. For instance, the Speed Networking Queensland’s startups and SMEs into a global market, it for Exporters workshops cover topics such as managing New initiative: Implement a Queensland Trade and also increases the competitiveness and complexity of the global freight risk, protecting intellectual property rights, Investment International Internship Program. global marketplace. export finance and navigating free trade agreements (FTAs). 4 The benefits for businesses of e-commerce include reduced Current action: The Queensland Government’s capital costs, shorter transaction times and increased successful Mentoring for Growth program is being customer reach. expanded, providing businesses with strategic advice for growth, investment, export and resilience. Case Study: Opmantek Taking a business into new global markets can Gold Coast-based Opmantek has been delivering be challenging for many business owners. More open-source network management software systems opportunities are needed for Queensland SMEs to since 2010. Deployed in more than 80,000 organisations gain the knowledge and skills required to grow their in 130 countries, Opmantek is one of the world’s fastest business internationally. Experience has shown growing tech companies. The quality of its software that SMEs that receive mentoring and in-market helps organisations detect faults, review network opportunities to hone their skills and build commercial performance and predict where future failures are likely relationships have an edge over their competitors. to occur. In 2015, the company beat Dell to be voted America’s New initiative: Establish an International Business favourite systems management product in the 13th Advisory Circle to mentor Queensland SMEs with high annual American Business Awards. growth potential.

New initiative: Establish the Emerging International Business Leaders Program. Traditional business models are being disrupted by the rapid growth of digital technologies. E-commerce presents an enormous opportunity for Queensland companies to grow internationally, but fewer than 25 per cent of Queensland businesses are currently selling online.

New initiative: Provide cross-border e-commerce Brisbane, Queensland training for SMEs. CourtesyBrisbane, of Queensland Brisbane Marketing

Page 489 Queensland Trade and Investment Strategy 2017–2022 35

5 In 2015–16 TIQ hosted over Priority Foster export opportunities inbound 120 missions Queensland’s partnerships with businesses, research institutes and governments are from a crucial factor in maintaining our ability to adapt to the fast-paced global environment. countries These strategic relationships help to pave the way for Queensland businesses to export 29 goods and services and create more high-quality, local jobs.

The Queensland Government and Queensland businesses International trade missions The Queensland Government also hosts foreign and have expertise in areas such as food and agribusiness, domestic delegations that include government officials, translational research, industrial biotechnology and tropical The Queensland Government prioritises trade missions academics, investors and buyers who are seeking to engage health, and actively pursue partnerships with other entities in its international engagement strategy. Participation with Queensland firms in order to invest, import Queensland to identify innovative solutions to shared problems. in government-led trade missions provides Queensland goods or services, or find opportunities to collaborate in The Queensland Government offers networking programs businesses with a platform for engagement and promotion areas of expertise. to support research and industry-based collaboration, that they would be unlikely to achieve otherwise. For example, the Queensland Government has developed including Innovate Queensland collaboration events and Involvement in a trade mission boosts the credibility of linkages with Japan’s Ministry of Agriculture, Fisheries and IQlink. It participates in forums such as Life Sciences businesses in foreign markets, especially in Asia and Forestry (MAFF), and in March 2016 hosted a MAFF mission Queensland which aims to build relationships between the Middle East, where government assistance is highly of delegates to showcase Queensland’s tropical and business and research, and grow opportunities for life regarded. agribusiness expertise. sciences organisations in Queensland. The purpose of trade missions is to: Current action: The Queensland Government actively • introduce Queensland businesses to foreign industry encourages inbound trade missions to promote executives and government officials; Queensland’s investment and export opportunities. • establish contacts in-market for export or investment opportunities; Consultation indicated that government should provide more assistance to businesses wanting to • provide in-market support to Queensland firms entering break into new markets, including the opportunity to new markets; showcase their goods and services internationally to • build international connections and opportunities for new customers and investors. collaboration; New initiative: Establish industry-led international • gain intelligence and learn about international markets trade missions. including understanding regulatory requirements; • meet other Queensland businesses that have either entered or are seeking to enter foreign markets; and New initiative: Implement Queensland showcase events in international markets. • raise Queensland’s profile internationally.

Brisbane, Queensland Courtesy of Brisbane Airport

36 Queensland Trade and Investment Strategy 2017–2022 Page 490 Priority

Free trade agreements Case Study: Queensland broccoli in Japan International commercial agreements The Queensland Government works closely with the In addition to traditional investment attraction activities, Japan has become Queensland’s third-largest overseas Australian Department of Foreign Affairs and Trade (DFAT) the Queensland Government places a heavy emphasis on market for broccoli after just one season of exports, and Austrade to promote FTAs to benefit Queensland supporting commercial arrangements with international injecting $1 million into Queensland. businesses. companies. These agreements facilitate the sharing The Queensland Government and Horticulture Innovation The Queensland Government promotes these of expertise, new technologies and research, building Australia work to help Queensland’s vegetable growers benefits through its network of Trade and Investment essential capabilities within Queensland’s workforce. capitalise on the lower Australian dollar and reduced Commissioners (see page 12) that delivers country- The Queensland Government’s network of international tariffs under the Japan-Australia Economic Partnership specific FTA presentations, online information and representation is committed to facilitating opportunities to Agreement. guidance material, and a dedicated FTA specialist develop durable commercial agreements with high-profile assisting clients via the Queensland Government’s trade firms. and investment hotline. International partnerships

The Queensland Government recognises the importance of Case Study: Queensland-Chinese Academy of 5 Current Australian trade Under negotiation international partnerships and has established a number of Sciences (Q-CAS) Collaborative Science Fund agreements Read more at www.dfat.gov.au international agreements to increase trade and investment Q-CAS is an Advance Queensland initiative under opportunities. • ASEAN-New Zealand FTA • Trans-Pacific Partnership Queensland’s strategic science agreement with the Queensland has established sister-relationships with Chinese Academy of Sciences. The Q-CAS Collaborative • Chile FTA • Australia-Gulf Cooperation Shanghai, China; Saitama, Japan; Gyeonggi, Korea; Central Science Fund seeks to foster new scientific partnerships Council FTA • China FTA Java, Indonesia; and South Carolina and Texas in the USA. in key areas of joint interest that deliver economic, • Japan Economic • Australia-India Sister relationships establish high-level diplomatic and social and environmental benefits for Queensland Partnership Agreement Comprehensive Economic cooperative relationships and can be used to facilitate the and China. Cooperation Agreement • Korea FTA development of business, social, technological and cultural Priority areas for joint research are agricultural • Environmental Goods • Malaysia FTA links. They are particularly important across Asia, as they biotechnology and food production (including food Agreement signify Queensland’s willingness to cooperate and build safety), human health (including immunology and • New Zealand Closer • Indonesia-Australia strong and enduring relationships. neuroscience) and energy. Economic Trade Agreement Comprehensive Economic The Queensland Government will continue to pursue The recipients of the 2016 Q-CAS round can be found • Singapore FTA Partnership Agreement sister agreements that contribute to the Queensland at advance.qld.gov.au. • Thailand FTA • Pacific Agreement on Closer Government’s economic growth strategy. • United States FTA Economic Relations • Regional Comprehensive Economic Partnership • Trade in Services Agreement

Page 491 Queensland Trade and Investment Strategy 2017–2022 37 Objective 3 Priority 6 Facilitate investment

Investment will continue to be vital to maintaining Queensland’s strong economy and creating Attract employment. However, the global investment environment is changing, requiring the adoption of new and innovative ways of doing business. job-creating Supporting investment attraction Coordinator-General To encourage investment in the state, the Queensland The Queensland Government Coordinator-General (CG) Government provides firms with a variety of services including: drives economic development projects and programs across investment Queensland. The CG has wide-ranging powers to plan, deliver • detailed industry knowledge about business costs; and coordinate large-scale projects, whilst ensuring their • preparation of business cases; environmental impacts are properly managed. • arranging site visits; Increased investment in Queensland’s These powers have been used to assess major projects in a businesses, infrastructure and • introductions to industry and service providers; broad range of industries including mining and petroleum, innovative practices will drive jobs and • government liaison; and aviation, tourism, water infrastructure and transport, as well as to acquire land for infrastructure corridors and projects. economic growth. • market intelligence. The Queensland Government partners with local councils, Case Study: Queensland’s CSG-LNG sector economic development agencies and private service Priority 6 Facilitate providers to assist in the identification and development Queensland’s CSG and LNG sector has grown into a investment of particular investment-ready projects. The Queensland global-scale, world-leading export industry in a short Government works closely with Austrade to co-host period. The US$60 billion in capital expenditure that has international investors on visits to the state and promote taken place since 2010 to develop gas fields and LNG Priority 7 Promote investment projects to potential investors. export infrastructure has had a significant effect on Queensland’s economy. in infrastructure In addition to smaller scale private investment, the Queensland Government regularly hosts institutional The CG: investors and actively promotes Queensland projects for • assessed the gas field development, pipeline and LNG investment to these firms. Priority 8 Pursue investment plant projects, and stated conditions for their approval; Current action: The Queensland Government’s in innovation • secured land on Curtis Island for the establishment $40 million Advance Queensland Industry Attraction of liquefaction, processing and offloading facilities Fund encourages firms to either relocate to Queensland in the Port of Gladstone; and or establish new projects. • provided State Development Area access corridors In a competitive international marketplace, for gas transmission pipelines near Gladstone. Queensland needs to stand out, boldly showcasing its advantages and encouraging the flow of high-quality FDI.

New initiative: Develop a Queensland prospectus for 38 Queensland Trade and Investment Strategy 2017–2022 international investors.Page 492 Priority

State Development Areas Priority Development Areas Stakeholder feedback indicated that navigating State Development Areas (SDAs) are clearly defined Priority Development Areas (PDAs) are parcels of land government services related to trade and investment areas of land established by the CG to promote economic across Queensland that are identified for accelerated can be challenging. It is essential that the Queensland development in Queensland. SDAs are designed to provide development, creating greater certainty for investors. Government provides responsive, customer-focused trade and investment facilitation services in order to certainty to investors and the wider community about PDAs provide opportunities for investment in a broad attract and retain inbound investment and to empower the types of development that can occur within an SDA, range of infrastructure projects. For example, the Queen’s local businesses to realise their global business overriding local and state government planning instruments Wharf Brisbane PDA provides a mix of commercial, ambitions. related to the use of the land within the SDA. residential and tourism development (see below case They typically take the form of one of the following: study). New initiative: Provide a better customer experience • industrial hubs for large-scale, heavy industry More than 25 PDAs have been declared throughout through enhanced digital services. – mainly located on the coast of Queensland, in close Queensland. proximity to ports, rail and major road networks; New initiative: Establish a comprehensive case • multi-user infrastructure corridors – for the Case Study: Queen’s Wharf management service for exporters and investors. co-location of infrastructure such as rail lines, water and gas pipelines, and electricity The Queen’s Wharf PDA is a $3 billion resort transmission lines; or development project in Brisbane. It will incorporate a casino, world-class hotels, residential towers, 6 • major public infrastructure sites. restaurants and cafes, a cinema and enhanced public spaces. Current action: The Queensland Government is supporting planning enhancements for the Port of The new development will enhance connectivity Cairns and progressing port master planning for the between the Brisbane CBD and the riverfront, providing priority ports of Gladstone, Abbot Point, Townsville new and reinvigorated areas of public open space to and Hay Point (Mackay). support recreation opportunities as well as access to and enjoyment of the Brisbane River. Ports Queen’s Wharf Brisbane will also support the revitalisation of heritage places and the strengthening Queensland has an extensive network of 20 ports along of Brisbane’s presence as a cultural and entertainment its coastline, ranging from small community ports to destination. When operational in 2022, the world-class coal export terminals and a capital city development is expected to deliver an annual multi-cargo port. $1.7 billion boost to the Queensland economy through These ports are a major component of Queensland’s supply an extra 1.4 million visitors annually and an additional chain and economy, facilitating trade and the development 8,000 ongoing jobs. of the regional, State and national economies. Queensland has both population centres and industries requiring imports, as well as natural resources which supply global markets—particularly in Asia. Brisbane, Queensland Courtesy of Tourism and Events Queensland

Page 493 Queensland Trade and Investment Strategy 2017–2022 39 Priority 7 Promote investment in infrastructure

Investment in infrastructure provides more jobs and improved regional access to new and existing markets. The Queensland Government is committed to promoting infrastructure investment to support economic growth and serve the state’s dispersed regional population.

Queensland’s vast geographic size and regionally dispersed State Infrastructure Plan Public-private partnerships population means that Queensland needs extensive infrastructure networks with capital investment to support Queensland’s State Infrastructure Plan (SIP) sets out Private sector investment is vital to delivering infrastructure economic and population growth. the strategic direction for the planning, investment and and a number of projects highlighted in the SIP have a mix Queensland’s modern and reliable infrastructure supports delivery of infrastructure throughout the state. The SIP of public and private investment. the productive activities of local businesses and makes the sets a clear vision for the future with a new approach to The Queensland Government actively pursues public-private state an attractive place to invest capital. infrastructure planning and prioritisation that articulates partnerships (PPP) for selected, high-value projects. Queensland how we will respond to key opportunities and challenges Treasury identifies investment opportunities and assesses facing Queensland. private finance options for significant projects and programs. It provides certainty through a program of investment Projects of significance to Queensland are promoted to over the next four years and outlines future opportunities international investors as part of Ministerial-led trade and for encouraging proposals from industry. investment missions, as well as to inbound investor delegations. Within the SIP, the State Infrastructure Fund provides over $2 billion to assist in infrastructure development Case study: Cross River Rail projects that enhance productivity, support jobs for Queenslanders and increase business confidence. Following a positive independent assessment by Building Current action: The Queensland Government is Queensland, in June 2016 the Queensland Government delivering the $20 million Maturing the Infrastructure committed $800 million towards the Cross River Rail Pipeline Program. project, with a further $10 million committed by the Australian Government. The project, a 10.2 kilometre rail link including 5.9 kilometres of tunnel under the Brisbane River and CBD, will be one of Australia’s largest innovation and economic development initiatives, providing exciting For each dollar spent opportunities for private investment. on infrastructure, the economy Cross River Rail will benefit commuters across is Queensland’s south-east region by increasing peak boosted period rail capacity into the CBD from 86 to 134 trains per by as much as 52 hour, increasing the proportion of Brisbane’s population Brisbane, Queensland 1. 0 Courtesy of Brisbane Marketing $ 8 living within 30 minutes of employment from 15.2 per cent in 2015 to 20 per cent in 2026, and avoiding annual

40 Queensland Trade and Investment Strategy 2017–2022 Page 494 congestion costs to the economy of $240 million in 2036. Priority

Market-Led Proposals

The Queensland Government welcomes proposals from international and domestic proponents for innovative private sector solutions under the Market-Led Proposal (MLP) framework. An MLP is a submission or request initiated by a private sector proponent seeking an exclusive commercial arrangement with government to provide a service or infrastructure to meet a community need. MLPs include a role for government such as access to government land, assets, information or networks. If the Queensland Government is satisfied that the detailed proposal demonstrates the project will deliver good outcomes and value for money, it will grant the proponent an exclusive mandate to deliver on its proposal, rather than engage in a competitive process for the service or infrastructure. MLPs are a way to harness good ideas, private sector funding and entrepreneurship, and make projects that benefit Queenslanders happen sooner by contracting exclusively with proponents rather than through a Townsville, Queensland 7 competitive tender process. Courtesy of Port of Townsville More than 100 preliminary MLPs have been received by the Queensland Government. Detailed planning is currently occurring with proponents for a range of potential projects including: • Logan Motorway Enhancement Project; • Brisbane International Cruise Terminal; • Queensland Aquarium and Maritime Museum; and • Mount Cotton Driver Training Centre.

Current action: The Queensland Government will continue to champion its Market-Led Proposals process.

Page 495 Queensland Trade and Investment Strategy 2017–2022 41 Priority 8 Pursue investment in innovation

The Queensland Government is prioritising innovation through research and Case Study: BGI development, proof of concept and commercialisation of ideas. This will support a diverse economy and high-quality jobs, now and into the future. Queensland welcomed the Asia-Pacific headquarters of BGI, one of the world’s largest genomics organisations in August 2016. Co-located with the QIMR Berghofer Innovation and creativity is fundamental to the continued Excellence in research facilities Medical Research Institute in Brisbane, BGI will competiveness and profitability of Queensland’s major collaborate with Queensland’s research community on export industries. It will also help develop our emerging The Queensland Government’s investment in research a range of initiatives including: industries, diversify Queensland’s economy and cement infrastructure has attracted talented researchers, Queensland’s reputation as a hub for innovation in the scientists, innovators, entrepreneurs and investors to • cancer and dementia research with the QIMR Asia-Pacific region. Queensland, establishing our reputation for high-end Berghofer Medical Research Institute; research capability. • millet research with CSIRO; The Queensland Government has appointed the state’s first Chief Entrepreneur to invigorate Advance Queensland continues to build our capacity • sport health research with Griffith University; and to attract skilled workers and investment, increasing • marine science and healthcare research with Queensland’s startup sector, support business high-value, knowledge-based jobs, driving productivity James Cook University. innovation, encourage entrepreneurship improvements and providing the opportunity for and advocate for Queensland nationally and Queensland to capitalise on our strengths and expertise. Founded in Beijing in 1999, BGI has now established 47 laboratories world-wide, employing more than internationally. A number of Queensland’s research facilities are utilised 5,000 people. BGI’s decision to come to Queensland to co-locate complementary innovators from industry, demonstrates the company’s confidence in the state academia and government to encourage effective as a major global hub for biotechnology. collaboration between stakeholders and the translation of research into goods and services available for the market. “We’ve been considering coming to Queensland for some time given the strength of Queensland’s research Examples of these world leading research facilities are the sector and a visionary state government committed to Australian Tropical Science and Innovation Precinct at James innovation and science as the driving forces of economic Cook University, and the Translational Research Institute, development.” Professor Wang, BGI President. Eco-sciences Precinct, Biosciences Precinct and Health and Food Sciences Precincts in Brisbane. Current action: The Queensland Government’s ’ Current action: The Queensland Government s $10 million Ignite Ideas Fund supports the $24 million Advance Queensland Innovation development of new or improved products. Partnerships program encourages collaboration between Queensland’s research organisations and industry.

Great Barrier Reef, Queensland Courtesy of Tourism and Events Queensland

42 Queensland Trade and Investment Strategy 2017–2022 Page 496 Priority

Research partnerships Generating a creative economy Case Study: Circa Contemporary Circus Innovation in Queensland is strengthened by collaborations Queenslanders understand that exposure to the arts helps Brisbane-based Circa Contemporary Circus, widely with Australian and international research institutions, us think creatively and develop new ideas. Businesses are known as ‘Circa’, is one of Australia’s most successful universities, government agencies and industry groups. increasingly employing creative services to develop new business methods and broaden and increase output. creative exports, touring 34 countries in the last 10 years. Queensland has research partners in many countries, According to the Australia Council for the Arts, of all the including the UK, India, China, the USA, Canada, Israel Queensland’s creative organisations, world-class venues, organisations funded by the agency, Circa conducts and New Zealand. Many have been supported by the festivals and artists are unmatched in Australia. These almost one-third of all international performing arts Queensland Government, including the recent University attributes attract highly skilled creative professionals, who activities and attracts one-third of international of Queensland and Emory University Drug Discovery make a valuable contribution to Queensland’s growing audiences. Initiative, an outcome of the 2015 BIO Convention in innovation culture and economic development. Philadelphia, USA. The Queensland Government has supported several In 2016 alone, Circa toured 18 countries, one quarter of which were new markets for the company and reached More information on Queensland’s science capability can exclusive cultural experiences that have been international a cumulative global audience of over 182,000 people. be found at www.qld.gov.au/science. drawcards. Recent examples are: • The American Ballet Theatre and Ballet Preljocaj through Case Study: Queensland Emory Drug Discovery Initiative the Queensland Performing Arts Centre International Series; Case Study: Create Queensland — YouTube The Queensland Emory Drug Discovery Initiative has • The internationally renowned Asia Pacific Triennial of The Queensland Government is the first state been established to discover and develop new drugs to Contemporary Art series; government to secure a partnership with YouTube to combat health afflictions including cancer, diabetes, deliver a unique program to help talented content inflammatory disorders and infectious diseases, and • Falling Back to Earth – Australia’s first solo exhibition partners succeed on the YouTube platform. translate research efforts into positive global outcomes. of globally acclaimed artist Cai Guo-Qiang in 2013; and • The Queensland Symphony Orchestra’s unique Funded by Advance Queensland, Create Queensland The partnership will provide Queensland with the ability collaboration with British celebrity-physicist Brian Cox provides creative YouTubers with funding, production to leverage expertise and world-class capabilities to 8 for Journey Through the Cosmos in 2014. resources and expert support to develop high-quality translate local biomedical research into drug candidates, digital content, and reach new global audiences. commercial returns and jobs for Queenslanders. Queensland also has a robust screen industry with diverse Screen Queensland is also providing funding to connect shooting locations, skilled crew and excellent production mainstream producers with local YouTube creators to infrastructure. The Gold Coast’s filmmaking hub includes encourage the production of Queensland media content. Australia’s largest sound stage. Recent productions include Thor: Ragnarok and Pirates of the Caribbean: Dead Men Tell The partnership was the result of a trade mission by the No Tales. Deputy Premier and Minister for Trade and Investment in June 2015. The Queensland Government’s screen industry agency, Screen Queensland, provides incentives to attract high- profile international screen productions to Queensland, enhancing international collaboration and encouraging highly skilled and innovative professionals to live and work in Queensland.

Page 497 Queensland Trade and Investment Strategy 2017–2022 43 Objective 4 Priority 9 Support regional growth

As well as benefitting from a skilled, regional population, Queensland has abundant natural Strengthen resources which can be leveraged to create diverse regional economies and more local jobs. The Queensland Government delivers specific support across all of Queensland’s regions. our regions Enhancing regional advantages Support regional SMEs

Queensland’s economic success is largely due to its regional The Queensland Government’s regional offices provide local strengths in food and agribusiness, tourism and mineral knowledge and assistance to business and industry to ensure and energy resources. regional strengths maximise investment and export outcomes. The regions outside South East Queensland contributed Services provided by regional offices include: The Queensland Government is over $100 billion to Queensland’s gross state product • local and regional market intelligence; committed to building our regional in 2010–11. Therefore, the Queensland Government is committed to supporting regional SMEs, improving access • capacity building to support economic growth; strengths – our people, local to markets, and revitalising regional centres. • investment attraction and export assistance; businesses, natural resources and Building on our regional strengths — our people, local • business and industry development; and diverse landscapes. businesses, natural resources and diverse landscapes • international market knowledge, networks and industry — is vital for Queensland’s future economic performance. expertise. Current action: The Queensland Government’s Priority 9 Support regional growth Working with local councils, chambers of commerce and industry $130 million Jobs and Regional Growth Fund will associations, regional offices operate in seven regions throughout provide assistance to private sector projects which Queensland with staff located in Cairns, Townsville, Mackay, create opportunities for employment and economic Rockhampton, Bundaberg, the Sunshine Coast and Toowoomba. Focus: North Queensland growth in the regions outside South East Queensland. In partnership with Austrade, these staff act as TradeStart Current action: The Queensland Government’s advisors to assist SME exporters to access international markets. Advancing Regional Innovation program encourages Current action: The Queensland Government’s Advancing innovation across Queensland and supports local Small Business Queensland Strategy 2016–2020 helps economies to create jobs for regional Queenslanders. create a thriving environment for small business to start, grow and employ. Queensland’s local governments play a key role in championing trade and investment opportunities both in Queensland and internationally. State and local Stakeholder feedback indicated that regional government trade and investment activities need to be SMEs have limited opportunities to access export and well-coordinated to produce better regional outcomes. investment training. Training can help business owners to enter new global markets and to attract investment to New initiative: Develop a comprehensive Memorandum grow their business. of Understanding between the Queensland Government and the Local Government Association of Queensland. New initiative: Provide export and investment training 44 Queensland Trade and Investment Strategy 2017–2022 Page 498 for regional Queensland SMEs. Priority

Improve access to markets Revitalise regional economic centres Aboriginal and Torres Strait Islander businesses Transport connections and other infrastructure assists Queensland’s regional centres create important economic in attracting and retaining regional population and development opportunities that support local communities Queensland’s Aboriginal and Torres Strait Islander businesses. Maintaining and improving regional transport as well as surrounding remote and regional areas. communities, businesses, land trusts, corporations and and freight networks will improve access to markets, The maintenance and renewal of our regional centres is vital cultural heritage bodies play an important role in securing broaden trade opportunities and allow competitive to maintaining the liveability of our regions. Queensland’s Queensland’s future economic success. industries to grow. regional planning processes are developed locally with each There are opportunities for Indigenous businesses to start Supporting strong business relationships and networks region’s unique communities, environment and economy up or expand. Queensland’s diverse Aboriginal and Torres across regional, national and international markets to taken into consideration. Strait Islander businesses make up almost 20 per cent of expand trade, access new technologies, and provide Targeted infrastructure renewal helps to improve housing Australia’s Top 500 Aboriginal and Torres Strait Islander opportunities for foreign investment in the regions will access, health outcomes, education services, recreation corporations.53 Also the growing tourism sector is seeing build on our prosperous, dynamic and diverse regional facilities and other essential services. It contributes to job 14 per cent of visitors to Australia participating in cultural economies. creation and the attraction and retention of young people in tourism.54 Current action: The Queensland Government is the regions, in turn encouraging investment and economic Queensland’s Aboriginal and Torres Strait Islander SMEs reducing barriers to trade by providing advice activity. are also active through the Queensland Government on formal trade agreements. Through clear and flexible planning, the Queensland supported Black Business Finder online directory. The Current action: The Queensland Government Government is working collaboratively with local directory provides opportunities for Indigenous businesses is investigating Central Queensland locations governments to release surplus land for renewal, as well to participate in the supply chains for major projects and with potential to export high-value products to as identifying redevelopment opportunities for commercial link with businesses looking to source goods and services international markets via airfreight. and community outcomes. from Aboriginal and Torres Strait Islanders. Current action: The Queensland Government’s Current action: The Queensland Government is Advancing Our Cities and Regions Strategy is overcoming barriers to investment by coordinating identifying opportunities for economic and community capital works, resolving land tenure issues, improving development in regional centres. planning administration and addressing native title in discrete Aboriginal and Torres Strait Islander 9 Global competition to attract quality foreign communities. direct investment is strong. While investors are showing interest in regional Queensland, international investors, in particular, require better coordinated and targeted support. Stakeholder feedback, particularly in North Queensland, indicated that Queensland regions and businesses would benefit from increased government support to attract much needed investment.

New initiative: Boost the investment readiness of Julia Creek, Queensland regional Queensland. Courtesy of Tourism and Events Queensland

Page 499 Queensland Trade and Investment Strategy 2017–2022 45 FOCUS: North Queensland

A thriving North Queensland economy is vital to position Queensland Case Study: Mt Emerald Wind Farm as Australia’s strongest and most dynamic trading economy. The Queensland Government-owned corporation Ergon Energy has offered a Power Purchase Agreement (PPA) to the Mount Emerald Wind Farm project, to be located North Queensland has immense potential for sustained Infrastructure to grow North Queensland near Cairns in North Queensland. PPAs provide a long- economic growth with diverse landscapes and strong term financial commitment to purchase energy and are regional infrastructure that supports a range of industries The SIP includes 86 projects in North Queensland including a core consideration as to whether renewable energy and growth opportunities. priority roads and water projects, a world-class innovation developments proceed and secure investment in the sector. The Queensland Government promotes North Queensland’s and research hub, a new stadium, and new tourism The $360 million Mount Emerald Wind Farm will deliver existing and emerging advantages in tropical expertise, infrastructure. significant benefits for local economies over its two-year world-class tourist attractions, arable cropping and grazing Current action: The Queensland Government is construction period and the 25 year life of the project. land and mineral resources to create more local jobs and preparing a North Queensland Regional Plan to set quality investment opportunities. the vision for five local government areas. Case study: Townsville, Australia’s first City Deal Current action: The Queensland Government’s Queensland Transport and Roads Investment Program The Townsville City Waterfront PDA project is one of the represents $3.9 billion over four years for North largest urban renewal projects underway in northern Queensland transport and road infrastructure. Australia. It is facilitated by Australia’s first ‘City Deal’ – The Queensland Government is working with the Australian an agreement between the Queensland and Australian Government to secure opportunities arising from the White governments that sets out how all levels of government Papers on Agricultural Competitiveness and Developing will support local business and encourage international Northern Australia including: investment in Townsville. • the headquarters for the Northern Australian In partnership with the Townsville City Council and Port of Infrastructure Facility (NAIF) and the Cooperative Townsville Limited, the Queensland Government will over Research Centre for Northern Australia; the next 15 to 20 years renew mixed-use developments in the CBD. This will deliver greater prosperity, an active city • North Queensland’s share of the $600 million Northern heart, and enhanced liveability for residents and visitors. Australia Roads Programme and the $100 million Beef Roads Programme; and • a water feasibility study and subsequent water Queensland’s diverse regions make a unique infrastructure funding. contribution to the state’s economy. However, a one-size- In July 2016 the Australian Government commenced the fits-all approach to trade and investment would mean that $5 billion NAIF which offers concessional loans to encourage economic opportunities might be missed, particularly in and complement private sector investment in economic terms of supporting the key growth sectors in each region. Eungella National Park, Queensland infrastructure. Queensland’s regions require tailored solutions to ensure Courtesy of Tourism and Events Queensland future trade and investment opportunities are realised.

46 Queensland Trade and Investment Strategy 2017–2022 Page 500 New initiative: Develop Regional Trade and Investment Action Plans. FOCUS

North Queensland’s advantages Tourism Case study: Townsville North Queensland Edutourism Consortium Education and training opportunities North Queensland is among Australia’s premier tourist destinations. North Queensland features myriad natural In 2013, international education providers and tourism North Queensland offers unique international education wonders, including tropical islands, rainforests, beaches operators in Townsville came together to create an and training opportunities that are delivered in world- and the World Heritage Wet Tropics and the Great Barrier edutourism strategy for the region. The strategy class facilities. These opportunities are a decisive point of Reef. capitalises on North Queensland’s spectacular natural difference for many students. Key areas of focus to build Queensland’s tourism industry assets and world-class education institutions by Highlighting Queensland’s geographical diversity, North include positioning North Queensland as a destination of creating unique products for international students. Queensland’s quality study options include tropical science choice for Asian travellers, fostering ongoing investment in Short-term study abroad students from the USA were and tropical health, marine science based on the Great infrastructure and access, increasing the quality of products targeted, with students gaining credits towards their Barrier Reef, and tropical agriculture. and experiences, and strengthening our workforce and degrees while taking educational tours through North skills for tomorrow. Queensland led by local academics. Current action: The Queensland Government’s The strategy has generated more than 3,500 room Advance Queensland: Connecting with Asia Strategy nights and injected more than $700,000 into the local and Attracting Aviation Investment Fund is actively economy. Clients have included Virginia Tech, Ohio increasing North Queensland’s tourism opportunities. State University and Texas A&M University. Based on current forecasts, edutourism is set to create more than $1 million in export revenue for the region in 2016-17. The growth potential of edutourism was recognised in the International Education and Training Strategy to Advance Queensland, 2016-2026, which listed the sector as a key initiative to strengthen Queensland’s regions.

Townsville, Queensland Heron Island, Queensland Courtesy of Tourism and Events Queensland Courtesy of Tourism and Events Queensland

Page 501 Queensland Trade and Investment Strategy 2017–2022 47 FOCUS: North Queensland (continued)

Agriculture Mineral resources and world-class expertise Defence

North Queensland has a strong global reputation as North Queensland is one of the most richly mineralised Australia’s defence presence in North Queensland is a reliable food supplier. With forecast global food regions in Australia. Mining these resources has strategically and economically important. Defence locations demand expected to rise by 75 per cent by 2050,55 North brought massive benefits to North Queensland’s in North Queensland include: Queensland can further capitalise on its agricultural regional centres, as well as being a key contributor to • Weipa (RAAF Scherger); strengths (see global megatrends 2 and 4). Queensland’s economy as a whole. • Cairns (HMAS Cairns); Current agricultural export products include raw sugar, Queensland is a world leader in mining research and • Townsville (RAAF Townsville, Lavarack Barracks and live cattle, horticulture (including mangoes, avocados, development, workforce training, mine rehabilitation, Ross Island Barracks); and lychees and coffee) and tropical pasture seed. Peanuts and contract service provision and various other fields of macadamias are also sent to South East Queensland for innovation. • Rockhampton (servicing the logistical and operational needs of Shoalwater Bay). processing and export. To help ensure that the Queensland resources sector A large fishing industry supplies Asian and domestic continues to grow and develop as a global resources In addition, the Port of Cairns and Port of Townsville can markets with fresh and frozen product, while the leader, North Queensland has the opportunity to lead accommodate naval vessels. aquaculture industry produces prawns, barramundi and sectorial change in building its knowledge-intensive The defence sector also makes a significant contribution red claw for local and international markets. workforce and creating a global hub for mining to the development of North Queensland through the North Queensland has the necessary land and water innovation. Information technology is key to this sector construction and maintenance of facilities and by fostering resources to expand Queensland’s agricultural production, as it forms the basis for innovation in data acquisition, linkages with the communities. and importantly, it has the skilled workforce needed to modelling of ore bodies, selection of mine sites and production operations. Current action: The Queensland Government is lead the development of new technologies and approaches investigating potential infrastructure and logistic for increased output. Current action: The Queensland Government is actively improvements in North Queensland to increase Current action: The Queensland Government is promoting North Queensland as a major hub for domestic and foreign defence activity. mining and innovation. investigating the viability of an aquaculture industry in the Western Cape and Gulf areas.

Case study: North Queensland Cobia

In 2006 the Queensland Government established a research and development partnership with the university sector and private industry to develop a sustainable way to farm the wild caught Cobia, a subtropical fish. The partnership developed an innovative land-based seawater pond system fed by a constant flow of water from the Coral Sea. The facility produces award winning Cobia sold in Australia and overseas markets. Airlie Beach, Queensland Mt Isa, Queensland Courtesy of Tourism and Events Queensland

48 Queensland Trade and Investment Strategy 2017–2022 Page 502 FOCUS

Tropical expertise Case study: Tropical Landscapes Joint Venture Proximity to Asian markets Tropical economies are growing at a much faster rate than North Queensland is one of Australia’s closest geographic Operating from the Queensland Government funded the rest of the world,56 accounting for 20 per cent of global connections with key Asian markets, making it a strategic Australian Tropical Science and Innovation Precinct in economic output. Increasing wealth and population growth gateway to Asia. Townsville, the James Cook University and the CSIRO in the tropical zone is driving demand for commercial are investigating solutions to science and management This enables Queensland to continue contributing to Asia’s expertise with a tropical focus. challenges facing the wet and dry tropical landscapes accelerating demand for minerals, energy, agricultural North Queensland is one of only a few areas in the tropics in North Queensland. products and tourism experiences. globally that has world-class research facilities and The Tropical Landscapes Joint Venture partnership institutions, including: incorporates ecological, economic, social and policy • leading tertiary facilities such as James Cook University aspects specific to tropical landscapes and positions and Central Queensland University; Queensland as the pre-eminent provider of tropical • the Australian Institute for Tropical Health and Medicine; science knowledge to industries and communities in • the Australian Tropical Sciences and Innovation Precinct; the world’s tropics. • the Australian Institute of Marine Science; Current action: The Queensland Government is working • the CSIRO – including tropical forestry and marine with James Cook University to identify Health and science; Knowledge Precinct opportunities in Townsville. • the Great Barrier Reef Marine Park Authority; and Current action: The Queensland Government is actively • the Cooperative Research Centre for Northern Australia. promoting North Queensland’s tropical knowledge Capitalising on this knowledge advantage has the potential capability to global markets. for enormous economic benefit for North Queensland and Queensland as a whole.

The economic growth of regional Queensland is essential to Queensland’s future prosperity. A strengthening of TIQ’s existing regional network, including a physical office location in the North, will provide direct and tailored support for local exporters and investors interested in North Queensland.

New initiative: Establish a dedicated TIQ North Queensland office.

Green Island, Queensland Townsville, Queensland Courtesy of Tourism and Events Queensland/Vince Valitutti Courtesy of Port of Townsville

Page 503 Queensland Trade and Investment Strategy 2017–2022 49 Footnotes

1 The Queensland Government is endeavouring to lift Queensland’s national share 21 Australian Bureau of Statistics, Short-term visitor arrivals 2015–16. 42 Deloitte, Economic impact of a future tropical biorefinery industry in Queensland, of exports from a 2014–15 base of 18 per cent (http://dfat.gov.au/trade/resources/ 2014. 22 Deloitte Access Economics, for Austrade, Growth and Opportunity in Australian Documents/qld.pdf) to 22 per cent or over by 2022. International Education, 2015. 43 Queensland Government, Queensland Biofutures 10-Year Roadmap: Consultation 2 This aspirational target aims to grow the number of Queensland Government assisted Paper, 2015. 23 Deloitte Access Economics, for Austrade, Growth and Opportunity in Australian business investment outcomes by 4 per cent each year (non-compounding) to 2022. International Education, 2015. 44 Lucitel, Growth Opportunities in the Global Aerospace Market by Applications, 2014. 3 Commonwealth Treasury, Australia’s Foreign Investment Policy, December 2015. 24 KPMG, Queensland’s comparative advantage: Exploring the growth potential of 45 http://www.ey.com/Publication/vwLUAssets/EY-RECAI-46-Feb-2016/$FILE/EY- 4 Australian Bureau of Statistics, International Investment Position, Australia: Queensland industries, 2016. RECAI-46-Feb-2016.pdf Supplementary Statistics, 2015. 25 World Bank, Live Long and Prosper: Aging in East Asia and Pacific, World Bank East 46 Australian Bureau of Statistics, 5368.0 - International Trade in Goods and Services, 5 Australian Trade and Investment Commission, Investment drives jobs and growth for Asia and Pacific Regional Report, 2015. Australia, Nov 2016. Australia, 2015. 26 United Nations, World Population Prospects, 2015. 47 Australian Bureau of Statistics, 5368.0 - International Trade in Goods and Services, 6 Queensland Treasury. Australia, Nov 2016. 27 United Nations, World Population Prospects, 2015. 7 Austrade, Why Australia needs exports, 2001. 48 Australian Bureau of Statistics, 53520 - International Investment Position, Australia: 28 United Nations, World Population Prospects, 2015. Supplementary Statistics, 2015. 8 Queensland Government Statistician’s Office. 29 United Nations, World Population Prospects, 2015. 49 KPMG, ASEAN: Poised for accelerated economic growth, 2015. 9 Australian Bureau of Statistics, International Investment Position, Australia: 30 EY, Megatrends 2015 – Making a sense of world in motion, 2015. Supplementary Statistics, 2015. 50 International Monetary Fund, World Economic Outlook Database, April 2016. 31 Food and Agriculture Organization of the United Nations, The State of the world’s land 10 Australian Bureau of Statistics, International Investment Position, Australia: Chamber of Commerce & Industry Queensland, Queensland Digital Readiness Study, and water resources for food and agriculture, 2011. 51 Supplementary Statistics, 2015. 2016. 32 National Intelligence Council (USA), Global Trends 2030: Alternative worlds, 2012. 11 DFAT, Australia and Foreign Investment, http://dfat.gov.au/trade/topics/investment/ 52 International Monetary Fund, Group of Twenty: Meeting of Deputies. Note by the Staff Pages/which-australian-industries-attract-foreign-investment.aspx 33 United Nations, World Population Prospects, 2015. of the IMF, 2009. 12 International Monetary Fund, World Economic Outlook Database, April 2016. 34 Hajkowicz, S., Global megatrends: Seven Patterns of Change Shaping our Future, 2015. 53 Office of the Registrar of Indigenous Corporations, The Top 500 Aboriginal and Torres Strait Islander Corporations 2014–15, 2016. 13 United Nations, World Population Prospects, 2015. 35 International Monetary Fund, World Economic Outlook, April 2016. 54 Tourism Australia. Indigenous Experiences. http://www.tourism.australia.com/ 14 Australian Trade Commission, Why Australia, Benchmark Report 2017, 2017. 36 International Monetary Fund, World Economic Outlook Database, October 2016. campaigns/Indigenous-experiences.aspx 15 Australian Trade Commission, Why Australia, Benchmark Report 2017, 2017. 37 EY, Megatrends 2015 – Making a sense of world in motion, 2015. 55 Office of the Queensland Chief Scientist. Our Science Challenges, http://www. 16 Dieng, I. for the International Monetary Fund (IMF), IMF Survey: Indonesia Navigates 38 KPMG International, Future State 2030: The global megatrends shaping government, chiefscientist.qld.gov.au/science-in-queensland/science-challenges#northern- Safely Through Uncertain Times, 2016. 2013. agriculture 17 International Monetary Fund, World Economic Outlook Database, April 2016. 39 Australian Trade Commission, Why Australia, Benchmark Report 2016, 2016. 56 Austrade, Northern Australia: emerging opportunities in an advanced economy, 2015. 18 KPMG International, Future State 2030: The global megatrends shaping government, 40 Austmine. Australian Mining Equipment, Technology and Services (METS) National 2013. Survey, 2015. 19 KPMG International, Future State 2030: The global megatrends shaping government, 41 Destination Q. Tourism data portal, https://www.destq.com.au/resources/statistics 2013. 20 KPMG, Queensland’s comparative advantage: Exploring the growth potential of Queensland industries, 2016.

50 Queensland Trade and Investment Strategy 2017–2022 Page 504 Cover images (left to right): Brisbane, Queensland, Shutterstock. Cairns, Queensland, Courtesy of Tourism and Events Queensland. Heron Island, Queensland, Courtesy of Tourism and Events Queensland. Birdsville, Queensland, Courtesy of Tourism and Events Queensland. Townsville, Queensland, Courtesy of Port of Townsville.

Copyright © The State of Queensland 2017. Copyright protects this material. Enquiries should be addressed to: [email protected] Disclaimer The information presented in this booklet is distributed by the Queensland Government as an information source only. The State of Queensland makes no statements, representations, or warranties about the accuracies or completeness of, and you should not rely on, any information contained in this publication. The Queensland Government disclaims all responsibility and all liability (including without limitation, liability in negligence) for all expenses, losses, damages and costs you might incur as a result of the information being inaccurate or incomplete in any way, and for any reason. Any reference to any specific organisation, product or service does not constitute or imply its endorsement or recommendation by the State of Queensland. Brisbane, Queensland TIQ-16-251-1 Issue date: July 2017 Page 505 tiq.qld.gov.au/ti-strategy Page 506 OFFICE OF THE CHIEF EXECUTIVE OFFICER

Post-Election Meeting MEETING DETAILS Tuesday 21 April 2020

AUTHOR Mary-Anne Uren and Liza Perrett

AUTHOR POSITION Senior Advisor and Manager Governance and Corporate Services

5.7 ESTABLISHMENT OF A SPECIAL STANDING COMMITTEE - COMMUNITY GRANTS

OFFICER’S RECOMMENDATION That Council: 1. Endorse the Isaac Region Community Chest Grant: Covid-19 Pandemic and Recession. Framework, Isaac Region Community Chest Grant: Covid-19 Pandemic and Recession Guideline and Isaac Region - Special Emergency Community Grants Guideline for immediate implementation, acknowledging the fluidity of the Program that may be altered from time to time to respond to community and economic needs.

2. Adopt the establishment of, and Terms of Reference for, a Special Community Grants Standing Committee to administer the initiatives identified in Clause 1for a period up to 31 October 2020, with a review to occur at this time on its continued relevance.

3. Appoint Councillor ………………, Councillor ………………, Councillor ……………… and Councillor ……………… to the Special Standing Committee.

4. Delegate authority to the Special Community Grants Standing Committee to determine applications as a decision-making body, where all resolutions can be acted on immediately, as per conditions of the Terms of Reference.

5. Delegate authority to the Chief Executive Officer to release funds in a timely manner in line with the resolutions of the Special Community Grants Standing Committee.

BACKGROUND At its Special Meeting held 26 March 2020, Council resolved the following:

Community and Business Support and Stimulus Packages – resolution 6556

1. Adopts the attached Business Support and Stimulus Package dated 26 March 2020. 2. Adopts the attached Community Support and Wellbeing Package dated 26 March 2020.

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 507 OFFICE OF THE CHIEF EXECUTIVE OFFICER

3. Suspends the remainder of Major (Round 15) and minor Community Grants for FY2019/20 and redirects those funds (approximately $125,000) to provide targeted critical support for community organisations at genuine risk of collapse due to the inability to deliver programmed functions and fundraising activities, through Special Emergency Community Grants; and 4. Authorises the Chief Executive Officer to develop and adopt, following consultation with the Mayor and Councillors, guidelines for these Special Emergency Community Grants to allow financial supplement to be paid to qualifying community organisations to assist with critical recurrent operating costs, to expedite implementation

Pandemic and Recession - Proposed Community Chest – Resolution 6557

1. Endorses the Community Chest proposal in principle. 2. Requests the development of guidelines for raising and distributing funds 3. Authorises the Chief Executive Officer to seek preliminary interest for contributions from major corporate businesses.

Attached are documents that provide the Frameworks and Guidelines developed to support these initiatives, acknowledging that both are fluid and will be reviewed on a regular basis to ensure they are meeting their purpose and the needs of the community and businesses of Isaac. Both initiatives have been released under the authority of the Chief Executive Officer, with the aim to respond to the emerging need for this support.

To facilitate the above programs and other similar initiatives, it is proposed to establish the Special Community Grants Standing Committee. Attached for consideration are the draft Terms of Reference for this Special Committee. The Special Committee will be temporary in nature, with a view to review its existence or repurposing by 31 October 2020. The Special Committee are to meet at least fortnightly and may be required to meet weekly in the initial phase.

IMPLICATIONS

Budget The Programs are funded from either redirection of internal funds and within the existing FY2019/20 budget through or will be sourced from external parties contributing to the Programs. Should further monies need to be sourced, a further report will be submitted to Council for consideration.

No additional budget is required to facilitate the Special Standing Committee

Community The Special Standing Committee will ensure there is transparency to the evaluation of applications, distribution of funds and consideration of other initiatives to support the general community, community groups and small-medium businesses to assist with their business continuity.

CONSULTATION • Chief Executive Officer • Mayor and Deputy Mayor

ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 508 OFFICE OF THE CHIEF EXECUTIVE OFFICER

• Executive Leadership Team • Senior Advisor • Manager Liveability and Sustainability • Manager Engaged Communities • Manager Economy and Prosperity • Manager Governance and Corporate Services

BASIS FOR RECOMMENDATION • To implement the stimulus packages based on the short and long-term planning framework established by the Chief Executive Officer (CEO) and reviewed by the Emergency Planning Committee and progress Council’s resolution to develop stimulus packages and initiatives to support for Community and Business in the face of the COVID-19 pandemic.

ACTION ACCOUNTABILITY • CEO and internal stakeholders to ensure Programs are run efficiently and in a timely manner • CEO to update the calendar of meetings and schedule meetings as per Terms of Reference

KEY MESSAGES • Council is committed to transparent and efficient decision making. • Successful communities need both a strong community and strong economy. • Implement stimulus package that seek to support the community and regional small to medium businesses through consistent and diligent application of the frameworks/guidelines. • Council intends to provide support to the community and small-medium businesses through this difficult time. • These initial initiatives aim is to support these foundation blocks and core of the regions social and economic base of the Isaac region, to keep things going.

Report Prepared By: Report Authorised By: MARY-ANNE UREN LIZA PERRETT GARY STEVENSON PSM Senior Advisor Manager Governance and Chief Executive Officer Corporate Services Date: 16 April 2020 Date: 16 April 2020

ATTACHMENTS • Attachment 1 - Terms of Reference - Special Community Grants Standing Committee (draft) • Attachment 2 - Isaac Community Chest Fund Framework • Attachment 3 - Isaac Community Chest Fund Guideline Small and Medium Business • Attachment 4 - Isaac Region - Special Emergency Community Grants • Attachment 5 – Application Form Isaac Community Chest Grant • Attachment 6 – Application Form Community Emergency Grants

REFERENCE DOCUMENT • Nil

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TERMS OF REFERENCE – SPECIAL COMMUNITY GRANT STANDING COMMITTEE S264(1)(a) Local Government Regulation 2012 – Appointment of committees COUNCIL RESOLUTION……

PURPOSE The purpose of the Special Community Grant Standing Committee is to receive and consider grant/funding opportunities and applications to implement the:

• Isaac Region Community Chest Grant: Covid-19 Pandemic and Recession Framework and Isaac Region Community Chest Grant: Covid-19 Pandemic and Recession Guideline; • Isaac Region - Special Emergency Community Grants; and • Any other related initiatives as determined by Council.

The aim is to: • ensure consistency in the evaluation and distribution of funds to small - medium businesses; • to strategically consider and determine initiatives during the evolution of the Grants and Funding programs related to the COVID-19 pandemic and recession; and • to strategically consider and determine initiatives to assist all facets of the community that are impacted by the COVID-19 pandemic and recession.

These Terms of Reference need to be read in conjunction with the Isaac Region Community Chest Grant: Covid-19 Pandemic and Recession Framework and Isaac Region Community Chest Grant: Covid-19 Pandemic and Recession Guideline and Isaac Region - Special Emergency Community Grants Guidelines.

SCOPE AND RESPONSIBILITIES This committee deals with all matters that align with the COVID-19 Pandemic and Recession initiatives and community stimulus activities. For clarity the Special Community Grant Standing Committee will be responsible for the oversight of grant applications under the Isaac Region Community Chest and Isaac Region Special Emergency Community Grants schemes.

The Special Community Grant Standing Committee considers officer recommendations and has the delegated authority to resolve matters (resolutions).

The main functions of the Committee are to:

1. Receive reports from the Chief Executive Officer and appropriately delegated officers; 2. Consider the material in the reports from the Chief Executive Officer and appropriately delegated officers; 3. Discuss and formulate resolutions.

AUTHORITY • The Special Community Grant Standing Committee is a Standing Committee and has full right of access to all levels of management through the Chief Executive Officer. • The Special Community Grant Standing Committee reports directly to Council, however is a decision making body whereby resolutions of the Committee are to be acted on immediately, without requiring Council adoption. • To evaluate and determine the level of funds to distribute to small - medium businesses, in line with set criteria and guidelines, until the 31 October 2020, at which time this delegation will be revoked or extended

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• The Special Community Grant Standing Committee minutes will be presented to Council where the resolutions will be ratified and further endorsed. • The Special Community Grant Standing Committee has the authority to conduct or authorise investigations into matters within its scope of responsibility and in accordance with the Act.

MEMBERSHIP The membership of the Special Community Grant Standing Committee shall comprise of, by resolution, four (4) elected representatives, one of which will be appointed the chair:

Chairperson Members Cr xx Mayor Cr x Cr x Cr x

The Mayor is an ex officio member, with full voting rights, however may not appoint an alternate in their absence. Refer Section 12(4)(f) of the Local Government Act 2009.

Where the Chair cannot attend, they are to nominate an alternate from the Members to assume the role of the Chair for that meeting.

All Elected Representatives of Isaac Regional Council, who are not members of the Special Community Grant Standing Committee, are welcome to attend and participate in the meeting, however unless officially appointed as an alternate member for a member of the Special Community Grant Standing Committee, they have no voting rights

TERM OF OFFICE The Special Community Grant Standing Committee is a temporary Standing Committee and will have a fixed term till 31 October 2020 when a report is to be presented to Council at this time, to close out the Committee or propose any extension or re-purposing.

The membership of the Special Community Grant Standing Committee can be amended by resolution, as determined by the Council

QUORUM The quorum for Council's standing committees be fixed as a majority of its members or at least one half of its members. A quorum will be a minimum of three (3) members. Council/Members are encouraged to nominate an alternate to ensure Standing Committees proceed.

(NB: This is in accordance with Section 269 of the Local Government Regulation 2012)

FREQUENCY OF MEETINGS The Special Community Grant Standing Committee will meet every two weeks as per the Days and Times of Councils Standing Committees Schedule. The first meeting is to take place within 14 days of the adoption of these Terms of Reference.

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Meetings of a committee are to be held at the times and places decided by the committee as per s268 (Frequency of meetings) of the Local Government Regulation 2012.

The Calendar of Meetings will be published on Council’s website and a public notice issued at least annually when schedule is adopted or when amended.

GOVERNANCE ARRANGEMENTS

Agenda Distribution

The agenda for this committee will be distributed in accordance with s258 (Notice of meetings) of the Local Government Regulation 2012. A list of items for this committee will be available for viewing on Council's website at the same time agendas are delivered to all councillors.

The Agenda will be delivered to Councillors no less than two (2) business days prior the scheduled meeting date.

Conduct of Meetings

The Special Community Grant Standing Committee operates in accordance with s270 (Procedure at meetings) of the Local Government Regulation 2012 and Councils Standing Orders.

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ISAAC COMMUNITY CHEST FUND: COVID-19 PANDEMIC AND RECESSION FRAMEWORK

PURPOSE OF THE COMMUNITY CHEST FUND To provide a temporary fund for the alleviation and relief of hardship suffered by small to medium businesses in Isaac region brought about by the COVID-19 pandemic and recession.

Applications to the fund to be considered on a case by case basis to provide supplementary assistances to the ongoing State and Federal assistance packages as part of the broader response to the pandemic and recession impacts.

This Framework is to be read in conjunction with the Community Chest COVID-19 Guidelines and Application Form.

INTENT Isaac Regional Council will call on major corporates to contribute funds for the Community Chest with the intent of disbursing grants to small to medium local business to assist in terms set out in the guidelines during the course of the pandemic and recession

The funds and any income raised therefrom shall be applied solely towards the promotion of the eligible applicants of the Community Chest Fund.

The Community Chest Fund is to be a fluid Program to respond to the evolving nature and requirements of impacts of the COVID-19 pandemic. It is noted that the nature of the distribution of funds may be altered from time to time, through Council consultation and endorsement, to ensure the funds are assisting small to medium businesses in the appropriate manner to encourage economic and social sustainability for our region.

The initial funding program of the Community Chest Fund is aimed to support liquidity for small to medium business.

TERM OF FUNDING SCHEME The Community Chest Fund will be functioning and applications to be opened as soon as practical. The Community Chest Fund will operate for as long as it has funds or at which time Council determines it is no longer required as per its purpose, however with a set date of a review of its operation to by 31 October 2020.

ELIGIBLE ITEMS • Financial assistance for ongoing or recurrent operational costs to help sustain the viability of the subject organisation, including: • Reasonable essential operating expenses supported by evidence. • Rent and/or leasing fees in non-Council facilities where relief or deferral is not available. • Fuel and other essential supplies (for the purposes of organisational activity only). • Permits and licences to maintain the business. • Servicing of loan interest payments for a period of up to six months where relief or deferral is not provided by a financial institution. • Financial assistance to obtain professional advice such as legal or financial services. • Temporary equipment hire or purchase of new tools of the trade for diversifying the business.

INELIGIBLE ITEMS, UNLESS DEMONSTRATED EVIDENCE THAT THESE ARE KEY ATTRIBUTES FOR THE BUSINESS TO FUNCTION • Salaries/wages, directors fees or other forms of personal compensation and reimbursement.

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• Relief from Council-levied fees and charges which are dealt with under separate provisions. • Instances where insurance coverage will provide restitution. • Capital improvements to assets or facilities. • Asset replacement or renewal, inclusive of failure, damage or loss of essential equipment. • Development of privately-owned facilities. • Low-value portable technology. • Projects / events / activities run solely for commercial profit. • Travel (excluding fuel for the purposes of organisational activity only).

EVIDENTIARY REQUIREMENTS Applicants may be required to provide suitable financial evidence to support their grant Application. This may include, but is not limited to, copies of current financial statements and confirmation of expenses/obligations.

Council reserves the right to request further information or to clarity information provided for the purposes of assessing the suitability of each application.

APPLICATION AND EVALUATION PROCESS Applications

Applications will be fluid with no closing dates. Applications will be assessed by a Standing Committee appointed by Council with delegated authority and the aim will be to turn around all applications within five business days of receiving all necessary information.

Funds will be deposited into the nominated bank account of the small to medium business.

Authority

Council, at a Special Meeting held on 26 March 2020, has given authority to develop a Community Chest Fund Program. At its Post-Election Meeting Council will endorse the establishment of a Special Community Grant Standing Committee to consider and evaluate all applications. Council will consider providing temporary delegation to this Standing Committee the following Delegation of Authority:

• To evaluate and determine the level of funds to distribute to small to medium businesses, in line with set criteria and guidelines, until the 31 October 2020 at which time this delegation will be revoked or extended. • Delegate to the CEO, or their delegate, to release funds in a timely manner following the determination of the Community Chest Fund Program Standing Committee.

This Standing Committee will operate as follows:

Membership Four (4) councillors The Special Community Grant Standing Committee will: Operation • Meet as required (but initially at least once a week) to consider recommendations from the Evaluation Panel. • Determine each application in a timely and efficient manner • Will collaboratively work together and ensure unanimous decisions are made • Evaluation Senior Advisor (Chair) Panel • Manager Liveability and Sustainability • Manager Engaged Communities • Manager Economy and Prosperity • Manager Governance and Corporate Services

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CONTROL OF FUNDS: Isaac Regional Council will place the funds in a trust account and will:

• Open an account in the name of “IRC Pandemic and Recession Community Chest” with Council’s financial institution from which all grant funding will be disbursed.

• The Director Corporate Governance and Financial Services and CEO are authorised to operate the banking account of the Community Chest Fund at the direction of decision of the Standing Committee

• All contributed funds are to be deposited into the financial institution account within three working days of their receipt or by direct deposit.

Conclusion of Funds operations As mentioned above the lifecycle of the Community Chest Fund Program is reliant on:

1. Access to funds (contributors); and 2. Need in the community (purpose).

Should there be funds in the Trust account at the conclusion of the Program, the unspent funds will be returned to the contributing parties in direct proportion to their contributions.

Each contributor will need to sign appropriate legal instruments and/or acknowledgement of the treatment of their contributions to this Scheme.

RISKS/ASSUMPTIONS The following is provided as a reference to the risks and assumptions considered when drafting the Framework and Guidelines:

• There is a need to ensure that opportunities to gain funding from Commonwealth and State Governments aren’t jeopardised. • Aims is for a staged approach to ensure meeting needs as pandemic and recession evolve 1. Meet immediate need for cash 2. Identify evolution of Framework for future phases to meet needs • Decisions need to be made with swiftly with criteria endorsed by Council. Prolonging decisions to be made by Council will not provide real time assistance. • Endorse an evaluation panel to review all applications in real time to provide recommendations to the Standing Committee to approve under delegated authority • Utilise criteria as set out by ATO and Commonwealth for guide on how to support businesses. This is as a first approach which will allow Council to evaluate how program is going and if not meeting or is exceeding expectations there is the opportunity to remedy and maintain a fluid approach to this Framework • First phase is aimed to respond to hardship is in response to initial engagement with business owners who mentioned cash flow as their initial source of issue. • It is acknowledged this looks differently for all businesses (be it to pay staff, pay suppliers, maintenance, electricity, seek professional advice, or to implement strategies to diversify in this time of flux (new ways of doing business) etc) • Aim is to make it is simple as possible, which will also rely on an element of trust • Need to ensure that Council is very clear to third parties on how their money will be treated, while also being transparent that the Framework is fluid to meet the changing needs

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ISAAC COMMUNITY CHEST FUND GUIDELINES

ISAAC COMMUNITY CHEST FUND GUIDELINE: COVID-19 PANDEMIC AND RECESSION – SMALL & MEDIUM BUSINESS

APPROVALS GUIDELINE NUMBER DOC. ID DATE EFFECTIVE Insert GUIDELINE OWNER: Chief Executive Officer APPROVED BY Chief Executive Officer POLICY REFERENCE NUMBER NA

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ISAAC COMMUNITY CHEST FUND GUIDELINES

1. ABOUT THE PROGRAM The objective of this assistance measure is to raise and distribute funds for the purpose of enhancing sustainability of Isaac Region small to medium businesses (including sole traders and partnerships) through the economic impacts of the pandemic and recession. The Isaac Community Chest Fund Program provide a grant to small-medium business owners to assist with business continuity as a result of the COVID-19 pandemic and recession. The approach to this Program is one of fluidity, with a view to initially identify how funds can immediately assist small to medium businesses. With the evolution of the pandemic and recession, including the announcements of commonwealth and state strategies, the Program will evolve and the guidelines will be updated to reflect this evolving suite of assistant measures. As Council’s Community Chest Fund program is funded by third party funds appropriate rigour, governance and administration is required, the Program can only exist with these contributions. The World Health Organisation (WHO) officially declared COVID-19 a pandemic on 11 March 2020. Considerations for all potential recipients of this grant will need to demonstrate an impact of COVID on their business from this date. 2. SCOPE The Community Chest is established as part of the broader short-term response to the pandemic and recession impacts on small-medium businesses in the Isaac Region. The Community Chest initiative involves raising funds through advocacy to major corporate businesses and disbursing grants to small-medium businesses to assist with business continuity and longer term resilience beyond the more immediate term assistance provided by the State and Commonwealth Governments. Isaac Regional Council as trustee of the funds will accept applications and distribute funds through a staged program primarily for:

Aim of funds Stage

Grants to businesses for payment of unavoidable and First Stage – focusing on responding to non-deferrable outgoings or supply costs which allow hardship cases to maintain a level of meeting business continuity; commitments

Grants where there is a legitimate need to First stage and later stages reconfigure/diversify a business model due to the Initially to identify those actively and who can pandemic and ongoing recession; keep operating, be it in restricted or using diversifying means

Grants to businesses for re-establishment costs Later stages. Maintaining the fluidity of this (including marketing) after closure. event, Council will consider further Program initiatives to assist businesses and also reliant of receiving funds for initiative,

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Further purposes may be identified as the pandemic/recession evolve and funds become available to the Trust

The cost of administering the fund is to be entirely absorbed by the Isaac Regional Council so 100% of money raised can go back to the small-medium business is Isaac who need it.

3. AVAILABLE FUNDING – FIRST INITIATIVE OF PROGRAM For the initial round of funding, with a view to respond to the immediate concerns of cashflow, the maximum grant amount per business is $10,000. The first initiative under this Program is to make available the following funding options:

 FINANCIAL HARDSHIP Assistance required to maintain unavoidable and non-deferrable expenses to keep business enabled  Small Business  Medium Business

 ASSISTANCE FOR PROFESSIONAL ADVICE

 ASSISTANCE TO COVER DIVERSIFICATION STRATEGY  Small Business  Medium Business

 ASSISTANCE FOR RE-ESTABLISHMENT  Small Business  Medium Business Should a business receive funding in the initial stages, this does not preclude them from future funding under this Program. However, Council will be ensuring that all eligible applicants have fair and equitable access to funding. Note: multiple applications can be made up to the maximum amount available under the grant. All applications will be evaluated by a dedicated Evaluation Panel, as endorsed by Council with the final delegation of authority to release payments by the a special-purpose Standing Committee of Council. Should the Isaac Community Chest funds be oversubscribed Council may not be able to fund all grant applications or fund them to the extent requested. As the Federal and State Government assistance packages continue to be rolled monitored, should the Isaac Community Chest funds provide the opportunity for a second round of funding for applicants, these

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ISAAC COMMUNITY CHEST FUND GUIDELINES

guidelines will be amended to provide further opportunity to Isaac Businesses and will be advertised accordingly 4. ELIGIBILITY CRITERIA 1. To be eligible for an Isaac Community Chest Grant, the applicant must: i. Be a small-medium business owner located and operating in the Isaac Region; ii. Hold an Australian Business Number (ABN) and have held that ABN during the COVID-19 pandemic and recession; iii. Own a small-medium business located and operated in the Isaac Region that has suffered a downturn in turnover as a result of the COVID-19 pandemic and recession; iv. Have been engaged in carrying on the small-medium business when affected by the COVID-19 pandemic and recession in the Isaac Region; v. Be primarily responsible for meeting the costs claimed in the application; and vi. Intend to re-establish the small-medium business in the Isaac Region. Applicants are encouraged to review the Isaac Community Chest Fund: Covid-19 Pandemic and Recession Framework which lists out eligible items. 5. HOW TO APPLY 1. To be considered for an Isaac Community Chest grant please submit a completed application form, accompanied by the documentation stated on the application form. 2. Application forms and related information can be accessed at www.isaac.qld.gov.au. 3. Complete applications are assessed in order of receipt and Isaac Regional Council may request further information to help assess an application. 6. TERMS AND CONDITIONS 1. Applicants must retain all records and receipts for assistance received under the Isaac Community Chest Grant COVID-19 pandemic and recession Program for seven years after the closing date for applications in line with Australian Taxation Office requirements. 2. Applicants must consent to any Isaac Regional Council requests for official receipts or records to verify the amounts given under the Program have been used in accordance with the claim. 3. Should it be identified that funds were not attributed to a business continuity measure, the applicant may be requested to return the value of the funds not used in accordance with the guidelines and application intent. 4. Applicants acknowledge that Council’s decision is final and the business may not receive the maximum payment following evaluation

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ISAAC COMMUNITY CHEST FUND GUIDELINES

5. Applicants are to ensure they have All necessary permits/approvals to operate their business and meeting all health and safety standards 6. Applicants acknowledge that Council does not accept any liability or responsibility for the business 7. OTHER MATTERS 1. Grants under this Program may result in financial, taxation, legal or other impacts. Applicants are advised to seek independent financial advice in regard to these impacts. Applicants may also seek advice from the Australian Tax Office on 1800 806 218 if they have further questions about their individual situation. 2. Applicants are advised to seek clarification if grants under the Isaac Community Chest Grant Program could impact on any State or Federal assistance packages available to the applicant. 3. All small-medium businesses are encouraged to contact Mentoring for Growth Program provided by the Queensland Government, who have set up a Coronavirus Business support hotline - Contact 1300 654 687 or [email protected] for more information. https://www.business.qld.gov.au/running-business/growing-business/business- mentoring/mentoring-growth DEFINITIONS Definitions of terms used in the document and explanations of any abbreviations e.g. Aus (Australia) or acronyms e.g. LG (Local Government). Delete this instruction information.

TERM MEANING Review Date 31 October 2020 (or sooner should the Fund not be meeting its purpose) Full-time equivalent employee Means an individual who ordinarily works for at least 35 hours each week for the business (full time equivalent can be made up of casual employees) Location of business (small-medium A supplier which: business owner located and a) is beneficially owned by persons who are residents or rate payers operating in the Isaac Region) in the Isaac Region; or b) has its principal place of business within the Isaac Region; or c) otherwise has a place of business within the Isaac Region which solely or primarily employs persons who are residents or ratepayers of the Isaac Region Medium Business a. Holds an Australian Business Number (ABN) b. Is not a public company, charitable business (charitable business means a business that does not operate to make a profit) or a body corporate under the Body Corporate and Community Management Act 1997; and

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c. Employs greater than 20 full-time employees (or fewer than 200 equivalent full-time employees) – equivalent full-time employees can be determined using the following formula: E = F = P/35 E means the number of equivalent full-time employees of the business; F means the number of full-time employees of the business; P means the total number of hours worked each week by employees who do not work full-time for the business. Official receipt/record A receipt including the name and address and ABN (if applicable) of the entity that issued the receipt and a description of each item to which the receipt relates. Public Company Means a public company within the meaning of the Corporations Act Reestablishment Means the carrying out of activities that are necessary to help the Small Business continue or resume production at a similar level as before the COVID-19 pandemic and recession. Small Business a. Holds an Australian Business Number (ABN) b. Is not a public company, charitable business (charitable business means a business that does not operate to make a profit) or a body corporate under the Body Corporate and Community Management Act 1997; and c. Employs fewer than 20 full-time employees (or fewer than 20 equivalent full-time employees – equivalent full-time employees can be determined using the following formula: E = F = P/35 E means the number of equivalent full-time employees of the business; F means the number of full-time employees of the business; P means the total number of hours worked each week by employees who do not work full-time for the business. d. If operated by a sole trader and the business has no employees other than the sole owner, the sole owner must derive the majority of their income from the business unless the applicant can satisfy Council that the sole trader, immediately before the COVID-19 pandemic, derived the majority of income from the business and that the majority of income from the business and that the majority of the sole trader’s income would have from the small business again, were it not for the eligible disaster;

Small business owner Is a sole trader, partnership, private company or trust that carries on a small business

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REFERENCES AND RELATED DOCUMENTS Australian Securities and Investments Commission Corporations Act 2001 Local Government Act 2009

DOCUMENT ID/NAME ID NAME IRC-xxxx Isaac Community Chest Fund: Covid-19 Pandemic and Recession Framework IRC-xxxx Isaac Community Chest Fund Grant Application

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SPECIAL EMERGENCY COMMUNITY GRANTS GUIDELINES

ISAAC REGION - SPECIAL EMERGENCY COMMUNITY GRANTS

APPROVALS GUIDELINE NUMBER DOC. ID DATE EFFECTIVE Insert GUIDELINE OWNER: Director Planning, Environment and Community Services APPROVED BY Chief Executive Officer POLICY REFERENCE NUMBER NA

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SPECIAL EMERGENCY COMMUNITY GRANTS GUIDELINES

1. INTRODUCTION In recognition of the impact of the COVID-19 pandemic on Isaac Region residents and, by extension, the numerous community, cultural and sporting organisations which form the social fabric of the region, Council has elected to repurpose its 2019-2020 Community Grants program to provide direct financial assistance to these groups. Council acknowledges many community groups in the Isaac Region may experience financial hardship due to present social restrictions preventing events or activities from being held which would normally be a source of revenue to fund recurrent expenses supporting the operations and membership of these organisations. It is also recognises that many of these same community organisations may wish to provide support to local households or vulnerable groups impacted by COVID-19, by way of food hampers or goodwill packages providing the essentials of life, but lack sufficient financial means to sustain such efforts. Council’s Special Emergency Community Grants will provide individual grants of up to $5000 to community organisations in the above scenarios in an effort to ensure these groups have the capacity to weather the impacts of the present pandemic and continue to provide the foundation of strong and supportive communities. In making application, community groups should consider their present and future financial situation and other support channels which may be available to them, such as deferral of expenses by negotiation, relief from government fees and charges, in addition to corporate grants programs. Available funding for Special Emergency Community Grants is finite and, in the event, the grants program is oversubscribed Council may not be able to fund all grant applications or fund them to the extent requested.

2. SPECIAL EMERGENCY GRANT OUTCOMES • Supporting capacity of local community groups and organisations through direct financial assistance • Maintain viability of community groups and organisations during public health crisis • Promote community volunteerism and neighbourhood support • Strengthen vulnerable persons support in region • Contribute to maintaining strong Isaac communities: inclusive, connected and engaged

3. TIMING The Special Emergency Community Grants round will open on Wednesday 22 April and applications will be determined by Council on a periodic basis for the remainder of FY2019-2020, ending 30 June, unless the funding pool is exhausted prior.

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4. WHO CAN APPLY? Not-for-profit community organisations, including those holding a gaming license under the Gaming Machine Act 1991, who meet the following criteria: • Operate within the Isaac Region local government area • Can demonstrate they are experiencing significant financial hardship or distress, the extent of which may threaten their viability, as a result of the COVID-19 pandemic impacting their capacity to deliver functions and undertake fundraising; and/or • Wish to deliver practical community support to Isaac region households and vulnerable persons impacted by COVID-19 through initiatives which enhance the social cohesion, resilience and wellbeing of local communities, through principles of volunteerism and neighbourhood support. • Have appropriate insurance and adhere to sound workplace health and safety practices to achieve the above objectives

5. WHO CANNOT APPLY? Applications cannot be made by: • Unincorporated entities (third party auspicing provisions do not apply) • Community organisations which are not a legal not-for-profit entity or recognised by the Australian Taxation Office as a not-for-profit type • Employees and Councillors of Isaac Regional Council • Government agencies or departments of Local, State or Federal Government • Commercial businesses • Existing IRC Community Grant recipients with outstanding acquittals (until the acquittal is completed)

6. ELIGIBLE ITEMS • Financial assistance for ongoing or recurrent operational costs to help sustain the viability of the subject organisation, including:

o Reasonable general operating expenses supported by evidence o Insurance policies related to the running of the organisation o Professional association/affiliation fees o Rent and/or leasing fees in non-Council facilities o Fuel (for the purposes of organisational activity only)

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• Servicing of loan interest payments for a period of up to six months where relief or deferral is not provided by a financial institution. • Financial assistance to support the preparation of community food hampers or goodwill packages which provide the essentials of life to households and vulnerable persons due to financial hardship and/or quarantine and isolation requirements • Temporary equipment hire, such as cool rooms, which cannot otherwise be obtained through donation, and materially support the preparation and distribution of food hampers and goodwill packages which provide the essentials of life. • Emergent community-based initiatives which enhance the social cohesion, resilience and wellbeing of local communities, which Isaac Regional Council is satisfied merits a level of financial assistance.

7. INELIGIBLE ITEMS • Salaries/wages, directors fees or other forms of personal compensation and reimbursement • Relief from Council-levied fees and charges which are dealt with under separate provisions • Instances where insurance coverage will provide restitution • Capital improvements to assets or facilities • Asset replacement or renewal, inclusive of failure, damage or loss of essential equipment • Development of privately-owned facilities • Low-value portable technology • Political projects / events / activities • Projects / events / activities run solely for commercial profit • Items included and/or covered by another grant application • Projects / events / activities run solely for the benefit of existing members • Travel (excluding fuel for the purposes of organisational activity only)

8. EXCLUSIONS Council is continuing its moratorium on charging rents for community leases to not-for-profits community groups under stress for FY2020/21 Council has extended rates concessions to not-for-profit organisations under its existing policies to 100% relief on all charges effective 1 July 2019 to 30 June 2020

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SPECIAL EMERGENCY COMMUNITY GRANTS GUIDELINES

Separate emergency grants are available for situations that have arisen, due to unforeseen circumstances resulting in; (including, but not limited to) failure, damage or loss of essential equipment or infrastructure. As such, these expenses should not be included in any Special Emergency Community Grant application.

9. EVIDENTIARY REQUIREMENTS Applicants are required to provide suitable financial evidence to support their grant submission. This may include, but is not limited to, copies of current financial statements and confirmation of expenses/obligations, including outstanding invoices. Council reserves the right to request further information or to clarify information provided for the purposes of assessing the suitability of each application. If successful, the applicant may be required to sign relevant agreements/documentation as required, including but not limited to, a statutory declaration and/or funding agreement

10. OTHER CONDITIONS Successful grant applicants are subject to the Authorisations, Application Compliance, Acknowledgement, Acquittal, Privacy and Payment provisions of Council’s Community Grants Guidelines.

11. HOW TO APPLY To be considered for a Special Emergency Community Grant please submit a completed application form, either in-print or electronically, accompanied by the documentation stated on the application form. Application forms and related information can be accessed at www.isaac.qld.gov.au or speakup.isaac.qld.gov.au

DOCUMENT ID/NAME ID NAME IRC-xxxx Isaac Special Emergency Community Grant Application

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ISAAC COMMUNITY CHEST FUND GRANT APPLICATION

Isaac Regional Council is collecting personal information you supply on this form in accordance with the Information Privacy Act 2009. Your personal information will be used by Council officers who have been authorised to do so. The information will not be given to any other person or agency unless required by law or unless your permission is sought. Personal information will be handled in accordance with the Information Privacy Act 2009.

GRANT TYPE

 FINANCIAL HARDSHIP** Assistance required to maintain unavoidable and non-deferrable expenses to keep business enabled  Small Business  Medium Business

PLEASE IDENTIFY  ASSISTANCE FOR PROFESSIONAL WHICH GRANT YOU ADVICE ARE APPLYING* FOR:  ASSISTANCE TO COVER DIVERSIFICATION STRATEGY**  Small Business  Medium Business

 ASSISTANCE FOR RE-ESTABLISHMENT**  Small Business  Medium Business

*Please note that businesses are able to make staged applications as their needs arise. All applications will be received and evaluated on merit. Applicants are requested to be mindful there is finite amount of funds, which is to be available for all of our region. **As a guide grants will be given up to $10,000 but special circumstances will be considered

BUSINESS/ORGANISATION DETAILS

Name

Registered BUSINESS/ Address ORGANISATION DETAILS Phone

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ISAAC.QLD.GOV.AU Page 528 isaacregionalcouncil isaacregionalcouncil Isaacrcouncil

P 1300 472 227 F 07 4941 8666 A PO Box 97 Moranbah QLD 4744 ISAAC REGIONAL COUNCIL ABN 39 274 142 600

ISAAC COMMUNITY CHEST FUND GRANT APPLICATION

 Sole Trader  Small Business WHAT DO YOU IDENTIF AS  Medium Business  Other ______

 Yes ABN Number: ACN Number DO YOU HAVE AN ABN/ACN?  No

IS YOUR BUSINESS LOCATED AND  Yes OPERATING WITHIN

THE ISAAC REGIONAL COUNCIL  No LOCAL AREA?

IS YOUR BUSINESS /  Yes ORGANISATION REGISTERED FOR  GST? No

.  Yes DO YOU HAVE If Yes, please provide Insurer name and policy number BUSINESS INSURANCE?  No

CONTACT DETAILS OF THE APPLICANT AND AUTHORISATION

Name

CONTACT PERSON Position Title AND AUTHORISATION Phone FOR THIS APPLICATION: Email

Signature

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P 1300 472 227 F 07 4941 8666 A PO Box 97 Moranbah QLD 4744 ISAAC REGIONAL COUNCIL ABN 39 274 142 600

ISAAC COMMUNITY CHEST FUND GRANT APPLICATION

DETAILS OF YOUR BUSINESS/ORGANISATON AND PURPOSE FOR APPLICATON

DETAILS OF YOUR BUSINESS (what is the purpose of your business, how long have you been operating, industry type, goods and services provided)

PLEASE COMPLETE THE FOLLOWING QUESTOINS Yes/ No/comment How many people do you employ? Calculating full time equivalent employees: Full time work is 35 hours per week or more. If your business has casual or part time workers, calculate the number of hours worked by these employees and dived that total by 35 to determine # of FTE Emps: full time equivalents. e.g. 7 casual employees working 10 hours per week totalling 70 hours per week, EQUATES TO 2 FULL TIME EQUIVALENT EMPLOYEES Was the business operating pre and post 11 March 2020 and doing so as a solvent business? Does the business intend to continue/re-establish its operations during or

post COVID restrictions?

Have you or will you be receiving any other government assistance

related to COVID19?

WHAT WILL THE FUNDS REQUESTED SPECIFICALLY BE USED FOR? (refer to the guidelines in relation to the type of funding you have applied)

ACTIVITY/TYPE OF EXPENSE Details Estimate/Tax Invoice

Outgoings

Diversification

Loss of stock

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P 1300 472 227 F 07 4941 8666 A PO Box 97 Moranbah QLD 4744 ISAAC REGIONAL COUNCIL ABN 39 274 142 600

ISAAC COMMUNITY CHEST FUND GRANT APPLICATION

TOTAL

DETAILS OF YOUR SPECIFIC CIRCUMSTANCES

PLEASE EXPLAIN THE IMPACT OF THE

PANDEMIC ON YOUR BUSINESS

WHAT PROACTIVE STEPS HAVE YOU TAKEN TO LESSEN THE IMPACT ON YOUR BUSINESS?

WHAT WILL HAPPEN IF  Cease to operate YOUR BUSINESS /  Not meet committed expenses ORGANISATION DOES  Other – Please provide details: NOT SECURE THE FUNDS?

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P 1300 472 227 F 07 4941 8666 A PO Box 97 Moranbah QLD 4744 ISAAC REGIONAL COUNCIL ABN 39 274 142 600

ISAAC COMMUNITY CHEST FUND GRANT APPLICATION

FINANCIAL MANAGEMENT

As Council’s Community Chest Grants program is funded by third party funds Council requires evidence of your business / organisation’s financial duress. Please provide the following information:

As at 10 April 2019 Monthly Turnover: WHAT WAS YOUR Cash reserve: TURNOVER AND CASH RESERVE? As at 10 April 2020 Monthly Turnover: Cash reserve:

ACCOUNT DETAILS IF SUCCESSFUL (REQUIRED FOR PAYMENT TO BUSINESS / ORGANISATIONS) NOTE: Electronic Funds Transfer (EFT) is Isaac Regional Council’s preferred method of payment. To ensure that payments are made to the correct bank account, please provide a copy of your Bank Deposit Slip or top portion of the statement of the EFT on business letterhead.

METHOD OF  Email  Fax REMITTANCE:

BANK ACCOUNT DETAILS

ACCOUNT NAME:

BANK:

BSB (6 DIGITS): ACCOUNT NUMBER:

SUPPLIER: Name: I declare the Supplier Details Information Signature: provided is true and correct Date:

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P 1300 472 227 F 07 4941 8666 A PO Box 97 Moranbah QLD 4744 ISAAC REGIONAL COUNCIL ABN 39 274 142 600

ISAAC COMMUNITY CHEST FUND GRANT APPLICATION

AUTHORISATIONS I hereby declare that all the information provided in this application is true and correct.

I am authorised by my business / organisation to complete this form and I agree that:  The statements made in this application are true.  All necessary permits/approvals will be obtained prior to the beginning of the project.  The business is meeting all relevant health and safety standards  I acknowledge that Council does not accept any liability or responsibility for the business  I acknowledge that Council’s decision is final and the business may not receive the maximum payment following evaluation.

If my application is successful, I will:  Ensure that maintain all records and receipts for how the funds were spent and as per the application as per ATO requirements.  Acknowledge that should Council request evidence of records and receipts the are to be provided and if no evidence is provided or monies spent on expenses other than what was approved in this application, the business may be obligated to reimburse Council.  Accept the terms of the Community Chest grant in accordance with Council requirements.  Provide proof of other successful co-funding (if unconfirmed) within six months of notification.  Sign relevant agreements/documentation as required, including but not limited to, a statutory declaration and/or funding agreement.

Name

AUTHORISED Position Title PERSON Signature Date

Once completed please send form and any attachment to: [email protected] or Isaac Regional Council, PO Box 97, Moranbah QLD 4744 or deliver in person to your local Isaac Regional Council office

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ISAAC.QLD.GOV.AU Page 533 isaacregionalcouncil isaacregionalcouncil Isaacrcouncil

P 1300 472 227 F 07 4941 8666 A PO Box 97 Moranbah QLD 4744 ISAAC REGIONAL COUNCIL ABN 39 274 142 600

ISAAC REGION

Special Emergency

Community Grants

INTRODUCTION

In recognition of the impact of the COVID-19 pandemic on Isaac Region residents and, by extension, the numerous community, cultural and sporting organisations which form the social fabric of the region, Council has elected to repurpose its 2019-2020 Community Grants program to provide direct financial assistance to these groups.

Council acknowledges many community groups in Isaac Region may experience financial hardship due to present social restrictions preventing events or activities from being held which would normally be a source of revenue to fund to recurrent expenses supporting the operations and membership of these organisations.

It is also recognises that many of these same community organisations may wish to provide support to local households or vulnerable groups impacted by COVID-19, by way of food hampers or goodwill packages providing the essentials of life, but lack sufficient financial means to sustain such efforts.

Council’s Special Emergency Community Grants will provide individual grants of up to $5000 to community organisations in the above scenarios in an effort to ensure these groups have the capacity to weather the impacts of the present pandemic and continue to provide the foundation of strong and supportive communities.

In making application, community groups should consider their present and future financial situation and other support channels which may be available to them, such as deferral of expenses by negotiation, relief from government fees and charges, in addition to corporate grants programs.

Available funding for Special Emergency Community Grants is finite and, in the event, the grants program is oversubscribed Council may not be able to fund all grant applications or fund them to the extent requested.

SPECIAL EMERGENCY GRANT OUTCOMES • Supporting capacity of local community groups and organisations through direct financial assistance • Maintain viability of community groups and organisations during public health crisis • Promote community volunteerism and neighbourhood support • Strengthen vulnerable persons support in region • Contribute to maintaining strong Isaac communities: inclusive, connected and engaged

TIMING The Special Emergency Community Grants round will open on Monday 20 April and applications will be determined by Council on a periodic basis for the remainder of FY2019-2020, ending 30 June, unless the funding pool is exhausted prior.

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WHO CAN APPLY? Not-for-profit community organisations, including those holding a gaming license under the Gaming Machine Act 1991, who meet the following criteria: • Operate within the Isaac Region local government area • Can demonstrate they are experiencing significant financial hardship or distress, the extent of which may threaten their viability, as a result of the COVID-19 pandemic impacting their capacity to deliver functions and undertake fundraising; and/or • Wish to deliver practical community support to Isaac region households and vulnerable persons impacted by COVID-19 through initiatives which enhance the social cohesion, resilience and wellbeing of local communities, through principles of volunteerism and neighbourhood support. • Have appropriate insurance and adhere to sound workplace health and safety practices to achieve the above objectives

WHO CANNOT APPLY? Applications cannot be made by: • Unincorporated entities (third party auspicing provisions do not apply) • Community organisations which are not a legal not-for-profit entity or recognised by the Australian Taxation Office as a not-for-profit type • Employees and Councillors of Isaac Regional Council • Government agencies or departments of Local, State or Federal Government • Commercial businesses • Existing IRC Community Grant recipients with outstanding acquittals (until such time as the acquittal is completed)

ELIGIBLE ITEMS • Financial assistance for ongoing or recurrent operational costs to help sustain the viability of the subject organisation, including: Reasonable general operating expenses supported by evidence Insurance policies related to the running of the organisation Professional association/affiliation fees Rent and/or leasing fees in non-Council facilities Fuel (for the purposes of organisational activity only) • Servicing of loan interest payments for a period of up to six months where relief or deferral is not provided by a financial institution. • Financial assistance to support the preparation of community food hampers or goodwill packages which provide the essentials of life to households and vulnerable persons due to financial hardship and/or quarantine and isolation requirements • Temporary equipment hire, such as cool rooms, which cannot otherwise be obtained through donation, and materially support the preparation and distribution of food hampers and goodwill packages which provide the essentials of life. • Emergent community-based initiatives which enhance the social cohesion, resilience and wellbeing of local communities, which Isaac Regional Council is satisfied merits a level of financial assistance.

INELIGIBLE ITEMS • Salaries/wages, directors fees or other forms of personal compensation and reimbursement • Relief from Council-levied fees and charges which are dealt with under separate provisions • Instances where insurance coverage will provide restitution • Capital improvements to assets or facilities • Asset replacement or renewal, inclusive of failure, damage or loss of essential equipment • Development of privately-owned facilities • Low-value portable technology • Political projects / events / activities • Projects / events / activities run solely for commercial profit ISAAC.QLD.GOV.AU ISAAC REGIONAL COUNCIL ABN 39 274 142 600 Page 535

• Items included and/or covered by another grant application • Projects / events / activities run solely for the benefit of existing members • Travel (excluding fuel for the purposes of organisational activity only)

EXCLUSIONS Council is continuing its moratorium on charging rents for community leases to not-for-profits community groups under stress for FY2020/21

Council has extended rates concessions to not-for-profit organisations under its existing policies to 100% relief on all charges effective 1 July 2019 to 30 June 2020

As such, these expenses should not be included in any Special Emergency Community Grant application.

EVIDENTIARY REQUIREMENTS Applicants are required to provide suitable financial evidence to support their grant submission. This may include, but is not limited to, copies of current financial statements and confirmation of expenses/obligations, including outstanding invoices. Council reserves the right to request further information or to clarify information provided for the purposes of assessing the suitability of each application. If successful, the applicant may be required to sign relevant agreements/documentation as required, including but not limited to, a statutory declaration and/or funding agreement.

OTHER CONDITIONS Successful grant applicants are subject to the Authorisations, Application Compliance, Acknowledgement, Acquittal, Privacy and Payment provisions of Council’s Community Grants Guidelines.

SUBMITTING YOUR APPLICATION Completed paper-based applications can be submitted by the following: Email: [email protected] Post: ISAAC REGIONAL COUNCIL PO Box 97 MORANBAH QLD 4744

Alternately, this application process can be completed online via Council’s community engagement portal speakup.isaac.qld.gov.au

FURTHER ENQUIRIES

Contact Council’s Community Engagement, Programs and Events team on 1300 ISAACS (1300 47 22 27)

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Section 1 – Group / Organisation Details

Name

Address Group / Organisation Details:

Phone

Yes Incorporation No: Is your group / organisation incorporated? Applications from unincorporated entities are not No eligible for Special Emergency Community Grants. Does your group / organisation Yes ABN Number: have an ABN? No

Is your group / organisation Yes registered for GST? No Does your group / Yes Please provide a copy of the current policy. organisation hold a public Public liability coverage is required for grants where an liability coverage? No activity or function is to be undertaken Section 2 – Applicant Details and Authorisation Name Position Title Contact person and Phone authorisation for this application: Email

Signature

Section 3 – Financial Assistance Request (for community support initiatives proceed to Section 4) Please provide a summary of your organisation’s financial circumstances and the need for assistance

Funding amount requested from Council:

Have you discussed your proposal with a Councillor or any Council Officers?

Yes - please indicate who: Date: No

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Section 4 – Proposed Community Support Initiative Please provide a summary of your organisation’s proposal (to support your application, an indicative project budget provided as an attachment would assist):

Funding amount requested from Council: Have you discussed your proposal with a Councillor or any Council Officers?

Yes - please indicate who: Date: No

Section 5 – Financial Management and Circumstances As this grants program is funded by public funds Council requires evidence of your group / organisation's financial situation. Your group / organisation is required to present its latest audited financial reports. NOTE: Your group / organisations audited financial report will have been adopted at your most recent Annual General Meeting and presented to the Office of Fair Trading as part of your Annual Return (Form 32).

Yes Please provide a copy. FOR ALL APPLICATIONS Are you able to provide your Please provide an explanation: group / organisations most No recent Audited Financial Report?

Please provide copies of relevant documentation to Yes FOR FINANCIAL AID support application (examples listed below) Are you able to provide evidence demonstrating No financial hardship This application is not eligible.

Supporting documentation for financial assistance requests

Applicants are asked to provide any documentation they believe supports their request for assistance. This could include, but is not limited to: Recent bank statements Evidence of expenses/obligations Unpaid invoices/accounts or overdue notices Advice from financial institution that debt/interest relief and or deferral is not available

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Section 6 – Supplier Request Details (required for payment to group / organisations) NOTE: Electronic Funds Transfer (EFT) is Isaac Regional Council’s preferred method of payment. To ensure that payments are made to the correct bank account, please provide a copy of your Bank Deposit Slip or top portion of the statement of the EFT on business letterhead Group / Organisation Name:

Group / Organisation Name:

ABN: Payment Address Details (for all remittance) Use of personal or business contact details is not recommended

Name:

Position title:

Address:

Phone:

Fax:

Email:

Preferred method of remittance to be sent: Email Fax Bank Account Details

Account Name:

Bank: Account BSB (6 digits): Number:

Supplier: Name: I declare the Supplier Details Information Signature: provided is true and Date: correct. Authorisations I am authorised by my group / organisation to complete this form and I agree that: • The statements made in this application and supporting documentation are true and correct • All necessary permits/approvals will be obtained prior to the start of the project (if applicable) • The project will be covered by appropriate insurance • All relevant health and safety standards will be met • I acknowledge that Council does not accept any liability or responsibility for the project If my application is successful, I will: • Accept the terms of the grant in accordance with Council requirements. • Acquit the grant within 12 weeks by providing evidence the Special Emergency Community Grant funds were expended in the manner provided for in the application Name Position Title Authorised person Signature Date

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