General Council Meeting

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

Wednesday, 28 July 2021

Commenced at 9.00am

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MINUTES – GENERAL COUNCIL MEETING – WEDNESDAY 28 JULY 2021 – PAGE 2

CENTRAL HIGHLANDS REGIONAL COUNCIL

GENERAL MEETING OF COUNCIL

WEDNESDAY 28 JULY 2021

MINUTES CONTENTS

PRESENT ...... 3 APOLOGIES ...... 3 LEAVE OF ABSENCE ...... 3 ACKNOWLEDGEMENT OF COUNTRY ...... 3 CONFIRMATION OF MINUTES OF PREVIOUS MEETING ...... 3 General Council Meeting: 14 July 2021 ...... 3 REVIEW OF UPCOMING AGENDA ITEMS ...... 4 CONFLICT OF INTEREST ...... 4 PETITIONS (IF ANY) ...... 4 DECISION ACTION REPORTS ...... 4 Communities ...... 4 DA022-2021 - Reconfiguring a Lot: Boundary Realignment (two lots into two lots) - Lots 60 and 83 on PT313 - Anakie-Sapphire Road - Central Highlands Regional Council C/- Murray and Associates (QLD) ...... 4 REDI Application - Calvary Emerald Playcenter ...... 7 Corporate Services ...... 7 Amendment to Fees and Charges ...... 7 Business Improvement Program ...... 8 2021-2022 Operational Plan ...... 8 Customer and Commercial Services ...... 8 Community Consultation 2021 ...... 8 Minutes - Community Consultation Willows Gemfields - 7 July 2021 ...... 8 Minutes - Community Consultation Bogantungan - 7 July 2021 ...... 9 Minutes - Community Consultation Clermont-Rubyvale Road - 8 July 2021 ...... 9 Minutes - Community Consultation Rubyvale - 8 July 2021 ...... 9 Australian Airport Association National Conference ...... 10 Chief Executive Officer ...... 10 Special Holidays - Show Dates 2022 ...... 10 Request for Sponsorship - Emerald Tennis Club - 2021 Bronze AMT Tennis Tournament ...... 11 Request for Sponsorship - 2021 Gemfest Festival of Gems ...... 11 Regional Queensland Council of Mayors ...... 12 INFORMATION REPORTS ...... 12 Communities ...... 12 Creative Cultural Futures and Heritage Action Plan 2020-2022 - Annual Update ...... 12 Corporate Services ...... 12 Monthly Finance Report...... 12 Minutes - Information Communication Technology Steering Committee - 24 June 2021 ...... 13 Quarterly People and Culture Report ...... 13 Customer and Commercial Services ...... 14 Quarterly Customer Service Update ...... 14 Chief Executive Officer ...... 14 Quarterly Safety and Wellness Update ...... 14 LATE AGENDA ITEMS ...... 15 2020-2021 Operational Plan Quarter 4 Performance Report ...... 15 DECISION ACTION – CLOSED SESSION ...... 15 REDI Application - Calvary Emerald Playcenter ...... 16 Emerald Aquatic Centre Agreement ...... 16 GENERAL BUSINESS ...... 16 CLOSURE OF MEETING ...... 17

MINUTES – GENERAL COUNCIL MEETING – WEDNESDAY 28 JULY 2021 – PAGE 3

MINUTES – GENERAL COUNCIL MEETING HELD AT 9.00AM WEDNESDAY 28 JULY 2021 IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE

PRESENT Councillors Councillor (Crs) Kerry Hayes (Mayor), Christine Rolfe (Deputy Mayor) Councillors (Crs) Charles Brimblecombe, Joseph Burns, Natalie Curtis, Megan Daniels, Janice Moriarty and Gai Sypher

Officers Acting Chief Executive Officer Michael Parker PSM, General Manager Communities John McDougall, General Manager Customer and Commercial Services Michelle Webster, Acting General Manager Infrastructure and Utilities Jason Hoolihan and Minute Secretary Marnie Wills

CONDOLENCES A minute’s silence was observed in recognition of the former Chief Executive Officer (CEO) of Peak Downs Shire Council, Emerald Shire Council and Bauhinia Shire Council for Mr Colin “Keith” Purdie who passed away on 16 July 2021. Mr Purdie was CEO in the Central Highlands Region from 1965 – 2003. The forecourt area of the Emerald office was named in his honour when the building was opened in 2007.

APOLOGIES Cr Anne Carpenter General Manager Corporate Services Margaret Gatt

Resolution: Cr Sypher moved and seconded by Cr Rolfe “That an apology from Councillor Carpenter for today’s meeting be recorded.”

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LEAVE OF ABSENCE Nil

ACKNOWLEDGEMENT OF COUNTRY Mayor Hayes acknowledged the traditional custodians of the land on which we meet today and he paid our respects to the elders, past, present and emerging.

CONFIRMATION OF MINUTES OF PREVIOUS MEETING General Council Meeting: 14 July 2021 Resolution: Cr Curtis moved and seconded by Cr Brimblecombe “That the minutes of the previous General Council Meeting held on 14 July 2021 be confirmed.”

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BUSINESS ARISING OUT OF MINUTES Nil

OUTSTANDING MEETING ACTIONS Councillors undertook a review of all outstanding meeting actions on the resolutions register. MINUTES – GENERAL COUNCIL MEETING – WEDNESDAY 28 JULY 2021 – PAGE 4

REVIEW OF UPCOMING AGENDA ITEMS Discussions were held regarding upcoming agenda items.

CONFLICT OF INTEREST Nil

PETITIONS (IF ANY) Nil

Attendance Coordinator Planning and Development K. Kirkwood and Graduate Town Planner A. Murray attended the meeting at 9.12am

DECISION ACTION REPORTS

Communities

DA022-2021 - Reconfiguring a Lot: Boundary Realignment (two lots into two lots) - Lots 60 and 83 on PT313 - Anakie-Sapphire Road - Central Highlands Regional Council C/- Murray and Associates (QLD)

Purpose: Central Highlands Regional Council (Council) has received a development application seeking a development permit for Reconfiguring a Lot: Boundary realignment (two lots into two lots) on land located at Anakie-Sapphire Road in the Anakie Siding and Sapphire Central localities, formally described as Lot 60 and Lot 86 on PT313. The boundary realignment will result in an increase of 625m2 to the lot size of Lot 86 on PT313 and equivalent decrease to the lot size of lot 60 on PT313. Lot 86 on PT313 is owned by Council and is used for the purposes of a water supply and treatment infrastructure which primarily services the township of Anakie. Lot 60 on PT313 is a privately owned rural property used for grazing purposes. The purpose of the boundary realignment is to increase the useable area to ensure all existing water infrastructure as well as future expansions and upgrades can be full contained within the lot owned by Council. Based on the assessment undertaken by Council officers and detailed in this report, the development application is recommended for approval in accordance with the approved plans and subject to the conditions outlined in the recommendation.

Resolution: Cr Rolfe moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council: 1. Approve in full development application DA022-2021 for a for Reconfiguring a Lot: Boundary realignment (two lots into two lots) on land located at Anakie-Sapphire Road in the Anakie Siding and Sapphire Central localities, formally described as Lot 60 and Lot 86 on PT313, subject to conditions of approval. 2. Issue a development permit with the following conditions of approval and advisory notes:

CONDITIONS: 1. GENERAL – PLANNING PARAMETERS 1.1 COMPLIANCE WITH APPROVAL a) The Applicant is responsible for ensuring compliance with this development approval and the conditions of the approval by an employee, agent, contractor or invitee of the Applicant. Timing: At all times.

1.2 WORKS – APPLICANT’S EXPENSE MINUTES – GENERAL COUNCIL MEETING – WEDNESDAY 28 JULY 2021 – PAGE 5

a) The cost of all works associated with the development and construction of the development including services, facilities and/or public utility alterations required are met at no cost to the Council or relevant utility provider. Timing: At all times.

1.3 INFRASTRUCTURE CONDITIONS a) All development conditions contained in this development approval about infrastructure under Chapter 4 of the Planning Act 2016 (the Act), should be read as being non-trunk infrastructure conditioned under section 145 of the Act, unless otherwise stated. Timing: At all times.

1.4 DAMAGE TO COUNCIL ASSETS AND SERVICES a) The Applicant is required to have repaired any damage to existing infrastructure (e.g. kerb and channel, footpath or roadway) that may have occurred during any works carried out associated with the development. To the extent the damage is deemed to create a hazard to the community, it must be repaired immediately. Timing: At all times.

1.5 WORKS – DESIGN, CONSTRUCTION AND MAINTENANCE a) Unless otherwise stated, all works must be designed, constructed and maintained in accordance with the relevant Council policies, guidelines and standards. Timing: At all times.

1.6 ENDORSING OR RELEASE OF SURVEY PLAN a) Undertake all below actions prior to Council endorsing or releasing the Survey Plan for this development: (i) All conditions attached to this development approval have been fulfilled; (ii) All outstanding rates and charges relating to the site have been paid; (iii) Where a condition requiring infrastructure upgrades or works has not been carried out to Council’s satisfaction, Council may accept a bond for the incomplete works. The bond must be 150% of the value of the works to be completed; and (iv) A statement demonstrating compliance with all conditions has been submitted to Council. Timing: As specified within the wording of this condition.

1.7 APPROVED PLANS a) Undertake the approved development generally in accordance with the approved plans and supporting documents: Title Plan No. Revision / Date Prepared by Amended Proposed Boundary 400204_01 Not specified 25 May 2021 Murray AND Associates Realignment – Lot 60 on – Surveyors and Town PT313 and Lot 86 on Planners (ARB) PT313 [Sheet 1 of 2] Proposed Boundary 400204_02 Not specified 25 May 2021 Murray AND Associates Realignment – Lot 60 on – Surveyors and Town PT313 and Lot 86 on Planners (ARB) PT313 [Sheet 2 of 2] Timing: At all times.

1.8 CONDITIONS OF APPROVAL/APPROVED PLANS a) Where there is a conflict between the conditions of this approval and the details shown on the approved plans and documents, the conditions of approval must prevail. Timing: At all times.

1.9 PLAN CERTIFICATION MINUTES – GENERAL COUNCIL MEETING – WEDNESDAY 28 JULY 2021 – PAGE 6

a) Submit to Council certification from a Cadastral Surveyor that the lots have been created generally in accordance with the approved plans. Timing: Prior to endorsement of Survey Plan.

2. ENGINEERING AND INFRASTRUCTURE

2.1 STORMWATER DRAINAGE a) Undertake the development such that all stormwater, with the exception of rainwater captured on- site in rainwater tanks, is to be drained from the site and carried without causing annoyance or nuisance to any person. All works must be designed in accordance with the Capricorn Municipal Development Guidelines and the Queensland Urban Drainage Manual (QUDM). Timing: At all times.

2.2 VEHICULAR ACCESS a) Maintain the approved vehicular access to Proposed Lot 86, as per the approved plans and documents, in accordance with the Capricorn Municipal Development Guidelines Standard Drawing CMDG-R-040. Timing: At all times.

a) Access to Proposed Lot 60 from Anakie-Sapphire Road is not permitted without prior written approval from Council. This approval may require the construction of a rural access in accordance with Capricorn Municipal Development Guidelines Standard Drawing CMDG-R-040. Timing: At all times.

2.3 ELECTRICITY AND TELECOMMUNICATIONS a) Maintain the existing reticulated electricity on Proposed Lot 86 to the standard of the relevant service provider. Timing: At all times.

ADVISORY NOTES: A. GENERAL ENVIRONMENTAL DUTY General environmental duty under the Environmental Protection Act 1994 prohibits unlawful environmental nuisance caused by noise, aerosols, particles, dust, ash, fumes, light, odour or smoke beyond the boundaries of the property during all stages of the development including earthworks, construction and operation.

B. ABORIGINAL CULTURAL HERITAGE It is advised that under section 23 of the Aboriginal Cultural Heritage Act 2003, a person who carries out an activity must take all reasonable and practicable measures to ensure the activity does not harm Aboriginal cultural heritage (the “cultural heritage duty of care”). Maximum penalties for breaching the duty of care are listed in the Aboriginal cultural heritage legislation. The information on Aboriginal cultural heritage is available on the Department of Aboriginal and Torres Strait Islander Partnerships website (www.datsip.qld.gov.au).

C. INFRASTRUCTURE CHARGES NOTICE This application is not subject to infrastructure charges in accordance with Council policies and Adopted Infrastructure Charges Resolution (No. 13) 2021.

D. RETENTION OF VEGETATION It is advised that the subject site is mapped as containing Regulated Vegetation under the Vegetation Management Act 1999, which has requirements with regard to the clearing of regulated vegetation. Additional information on vegetation management and any requirements is available at: https://www.qld.gov.au/environment/land/vegetation/management/.”

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Attendance Coordinator Planning and Development K. Kirkwood and Graduate Town Planner A. Murray left the meeting at 9.21am Principal Planner Strategic Land Use J. Hague attended the meeting at

REDI Application - Calvary Emerald Playcenter It was advised that this agenda item would move to the closed session due to confidential financial information contained within the report that should not have been in the public arena.

Attendance Manager Finance V. Coleman attended the meeting at 9.22am

Corporate Services

Amendment to Fees and Charges

Purpose: The purpose of this report is to recommend changes to the current adopted Fees and Charges schedule for 2021-2022, including fee amount adjustments, fee wording adjustments, fee note inclusions and a fee unit adjustment.

Resolution: Cr Curtis moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council adopt the following amendments to the Fees and Charges Register for the 2021-2022 financial year (as at 1 July 2021):

1. The Right to Information Access Application Fee to $52.60 (goods and services tax exempt). 2. The Right to Information Processing Charge to $8.15 (goods and services tax exempt) for each fifteen minutes or part thereof. 3. The Private Certifier Fees Document Archival Fee to be reduced from $160.50 to $160.00 in line with the adopted building archival fee charged to customers. 4. The inclusion of the wording ‘(inc GST)’ in the fee of Part F Operational Works b) $50,001 to $250,000 Estimated Cost of Construction “Value of Works - $50,000 + 2.5% of the Estimated Cost of Construction Rate”. 5. The inclusion of the wording ‘(inc GST)’ in the fee of Part F Operational Works c) Over $250,000 Estimated Cost of Construction Rate “Value of Works - $250,000 + 1.5% of the Estimated Cost of Construction”. 6. The plumbing fees for dwelling and duplex (class 1 and 10) and multiple dwelling (class 2-9 buildings) to have the current fee wording adjusted for clarity around application and processing fees per fixture/provisional point. 7. Inclusion of additional wording relating to the refuse fees State Waste Levy, such as ‘An additional waste levy charge of $93.50/tonne (gst incl) also applies’ and ‘An additional waste levy of $126.50/tonne (gst incl) also applies’ to ensure transparency. 8. Adjustment of the unit rate from ‘per hour’ to ‘each’ for Bridgeman Park Sports Pavilion electricity tokens.”

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Attendance Manager Finance V. Coleman left the meeting at 9.24am MINUTES – GENERAL COUNCIL MEETING – WEDNESDAY 28 JULY 2021 – PAGE 8

Business Improvement Program

Purpose: The purpose of this report is to provide council with information on a proposed program of work concerning service level review and business improvement.

Resolution: Cr Rolfe moved and seconded by Cr Daniels “That Central Highlands Regional Council endorse the business improvement project as outlined by the Queensland Treasury Corporation.”

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2021-2022 Operational Plan

Purpose: The purpose of this report is to present the 2021-2022 Operational Plan for adoption by council. The operational plan sets out the key activities’ council will undertake during the 2021-2022 financial year to contribute to achieving the key priorities of council’s Corporate Plan 2017-2022.

Resolution: Cr Burns moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council adopt the 2021-2022 Operational Plan as presented.”

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Attendance Manager Customer Service R. Brosnan attended the meeting at 9.38am

Customer and Commercial Services

Community Consultation 2021

Purpose: This report provides an amendment to the community consultation date for the Dingo community and an additional community consultation to be held in the Bauhinia community.

Resolution: Cr Sypher moved and seconded by Cr Moriarty “That Central Highlands Regional Council endorse: 1. The amended date for the Dingo community consultation to be held at the Dingo Hall at 9:30am on 10 September 2021. 2. An additional community consultation for Bauhinia to be held at the Bauhinia Community Hall at 2:00pm on 16 September 2021.”

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Minutes - Community Consultation Willows Gemfields - 7 July 2021

Purpose: This report provides the minutes from the Willows Gemfields Community Consultation held at Willows Recreation Centre on 7 July 2021.

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Resolution: Cr Brimblecombe moved and seconded by Cr Burns “That Central Highlands Regional Council receive the minutes from the Willows Gemfields Community Consultation Meeting held at Willows Recreation Centre on 7 July 2021. There were no actions arising from this meeting.”

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Minutes - Community Consultation Bogantungan - 7 July 2021

Purpose: This report provides the minutes from the Bogantungan Community Consultation held at Railway Tea Rooms on 7 July 2021.

Resolution: Cr Daniels moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council receive the minutes from the Bogantungan Community Consultation meeting held at Railway Tea Rooms on 7 July 2021, noting the following actions have been logged as a Customer Request (CRM): 1. Council to contact Queensland Fire Service (QFS) seeking clarification on appropriate signage for unattended campfires. CRM 2021/129098. 2. Council to inspect Medway Ducabrook Road, repair pothole in bitumen and include grading of rough section of road near gravel pit in future roadworks. CRM 2021/129102. 3. Council to inspect and action the storm water drainage around the Railway Tea Rooms building. CRM 2021/129104. 4. Council to include in future fire mitigation works around Bogantungan. CRM 2021/129107.”

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Minutes - Community Consultation Clermont-Rubyvale Road - 8 July 2021

Purpose: This report provides the minutes from the Theresa Creek Community Consultation held at Theresa Creek, Clermont-Rubyvale Road on 8 July 2021.

Resolution: Cr Rolfe moved and seconded by Cr Burns “That Central Highlands Regional Council receive the minutes from the Theresa Creek Community Consultation meeting held at Theresa Creek, Clermont-Rubyvale Road on 8 July 2021, noting the following actions have been logged as a Customer Request (CRM): 1. Council to inspect Makonda Road and repair gravel road where the surface is thin and clay is starting to break through. CRM 2021/129095. 2. Council to repair rough road surface, roadside stormwater damage, widen shoulders and include line marking around Paddy Plains Hill between McGuinness Flat and Douglas Creek, Clermont Rubyvale Road. CRM 2021/129094. 3. Requesting additional rural addressing signage for farm workplace health and safety compliance. CRM 2021/129096.”

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Minutes - Community Consultation Rubyvale - 8 July 2021

Purpose: This report provides the minutes from the Community Consultation held at Rubyvale Hall on 8 July 2021.

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Resolution: Cr Brimblecombe moved and seconded by Cr Burns “That Central Highlands Regional Council receive the minutes from the Community Consultation meeting held at Rubyvale Hall on 8 July 2021 (subject to minor typographic amendments), noting the following actions have been logged as a Customer Request (CRM): 1. Requesting additional rural addressing signage for farm workplace health and safety compliance. CRM 2021/129097. 2. Council to survey the Gemfields community on the needs for additional senior housing in either Anakie or Sapphire. CRM 2021/129100. 3. Parks and Gardens to arrange removal of dead trees around the Anakie Cenotaph and Alan King Park prior to Gemfest. CRM 2021/129101. 4. Council to replace 'Public Toilet' sign beside the 'Welcome to Anakie' at the Anakie crossroads. CRM 2021/129105. 5. Report poor standard of signage on the Capricorn Highway to Transport and Main Roads (TMR). CRM 2021/129106. 6. Council to investigate the ownership of the dirt track behind the three properties at 6 -12 Flagon Alley, Sapphire and undertake works if council asset. CRM 2021/129109.”

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Attendance Manager Customer Service R. Brosnan left the meeting at 10.00am

Australian Airport Association National Conference

Purpose: The Australian Airports Association National Conference 2021 will be held in Sydney from Tuesday 16 to Thursday 18 November 2021. The National Conference provides an opportunity to hear the latest innovations in airport technology, learn about the latest developments in best practice principles and discover ways to increase non-aeronautical revenue. A dedicated regional airport stream will be held on Day 2 of the conference.

Recommendation: That Central Highlands Regional Council endorse Councillor/s (to be identified) to attend the Australian Airports Association National Conference which is to be held in Sydney from Tuesday 16 to Thursday 18 November 2021.

Resolution: Cr Curtis moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council receive the report.”

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Chief Executive Officer

Special Holidays - Show Dates 2022

Purpose: This report is seeking endorsement from Council to request special holidays to be observed in 2022 for districts in our local government area for the local agricultural shows.

Recommendation: That Central Highlands Regional Council advise the Office of Industrial Relations that it requires the following dates to be gazetted in the respective areas as the Show Holidays for 2022:

MINUTES – GENERAL COUNCIL MEETING – WEDNESDAY 28 JULY 2021 – PAGE 11

Capella / Tieri Friday 20 May 2022 Springsure / Rolleston Friday 27 May 2022 Emerald / Comet / Gemfields Wednesday 1 June 2022 Blackwater / Bluff / Dingo / Duaringa / Bauhinia Wednesday 1 June 2022

Resolution: Cr Sypher moved and seconded by Cr Burns “That Central Highlands Regional Council advise the Office of Industrial Relations that it requires the following dates to be gazetted in the respective areas as the Show Holidays for 2022:

Capella / Tieri Friday 20 May 2022 Springsure / Rolleston / Bauhinia Friday 27 May 2022 Emerald / Comet / Gemfields Wednesday 1 June 2022 Blackwater / Bluff / Dingo / Duaringa Wednesday 1 June 2022”

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Request for Sponsorship - Emerald Tennis Club - 2021 Bronze AMT Tennis Tournament

Purpose: This report seeks approval for sponsorship for the Emerald Tennis Club 2021 Bronze AMT Tournament.

Recommendation: That Central Highlands Regional Council in accordance with the Donations Policy CHRCP0060 approve the sponsorship request for $500 for the Emerald Tennis Club 2021 Bronze AMT Tournament.

Resolution: Cr Moriarty moved and seconded by Cr Sypher “That Central Highlands Regional Council approve the sponsorship request for $3,000 for the Emerald Tennis Club 2021 Bronze AMT Tournament.”

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Adjournment The meeting adjourned at 10.25am Meeting resumed at 10.48am

Attendance Cr Curtis returned to the meeting at 10.49am Cr Burns returned to the meeting at 10.50am

Request for Sponsorship - 2021 Gemfest Festival of Gems

Purpose: The purpose of this report is to seek approval for sponsorship for the 2021 Gemfest Festival of Gems.

Resolution: Cr Burns moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council agree to provide financial support in the amount of $10,000 (exclusive of goods and services tax) towards the sponsorship of the 2021 Gemfest Festival of Gems.”

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Regional Queensland Council of Mayors

Purpose: Central Highlands Regional Council (council) has received an invitation to join the Regional Queensland Council of Mayors (RQCOM).

The purpose of this report is to discuss the invitation to join the Regional Queensland Council of Mayors, with an invitation extended to 43 councils to become members.

Resolution: Cr Curtis moved and seconded by Cr Burns “That Central Highlands Regional Council decline the membership invitation to join the Regional Queensland Council of Mayors.”

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Attendance Coordinator Arts and Engagement K. Hatzipanagiotis and Arts and Cultural Officer K. Newman attended the meeting at 11.24am

INFORMATION REPORTS

Communities

Creative Cultural Futures and Heritage Action Plan 2020-2022 - Annual Update

Purpose: This report informs councillors of progress made on the Creative Cultural Futures and Heritage Action Plan 2020-22 from July 2020 to June 2021, highlighting actions from January to June 2021.

Resolution: Cr Moriarty moved and seconded by Cr Burns “That Central Highlands Regional Council receives the Creative Cultural Futures and Heritage Action Plan 2020-22 progress updated for the period between July 2020 to June 2021.”

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Attendance Coordinator Arts and Engagement K. Hatzipanagiotis and Arts and Cultural Officer K. Newman left the meeting at 11.48am Attendance Manager Finance V. Coleman attended the meeting at 11.48am General Manager Communities J. McDougall left the meeting at 11.50am and returned at 11.51am

Corporate Services

Monthly Finance Report

Purpose: This report is produced in accordance with section 204 of the Local Government Regulation 2012, meeting the requirement for financial reporting to be presented to council once a month. This ensures adequate MINUTES – GENERAL COUNCIL MEETING – WEDNESDAY 28 JULY 2021 – PAGE 13 oversight of council’s financial position and performance against the latest approved budget and reinforces sound financial management practices throughout the organisation.

Resolution: Cr Rolfe moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council receive the monthly financial report for the period ended 30 June 2021.”

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Attendance Manager Finance V. Coleman left the meeting at 12.01pm Manager Information and Communications Technology C. Nicol-Dickson attended the meeting at 12.01pm General Manager Customer and Commercial Services M. Webster left the meeting at 12.04pm General Manager Customer and Commercial Services M. Webster returned to the meeting at 12.06pm

Minutes - Information Communication Technology Steering Committee - 24 June 2021

Purpose: This report summarises the key updates and decision outcomes of the Information and Communications Technology (ICT) Steering Committee meeting held on the 24 June 2021.

Resolution: Cr Burns moved and seconded by Cr Moriarty “That Central Highlands Regional Council endorse the minutes of the Information and Communications Technology (ICT) Steering Committee meeting held on the 24 June 2021.”

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Attendance Manager Information and Communications Technology C. Nicol-Dickson left the meeting at 12.11pm Acting Manager People and Culture T. Lowe attended the meeting at 12.11pm Cr Sypher left the meeting at 12.30pm to attend the Indigenous Elders and Community Members Luncheon

Quarterly People and Culture Report

Purpose: This report provides the quarterly workforce update for the period ending 30 June 2021.

Resolution: Cr Rolfe moved and seconded by Cr Daniels “The Central Highlands Regional Council note the quarterly workforce update for the period ending 30 June 2021.”

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Attendance Acting Manager People and Culture T. Lowe left the meeting at 12.35pm Manager Customer Service R. Brosnan attended the meeting at 12.35pm Cr Sypher returned to the meeting at 12.57pm

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Customer and Commercial Services

Quarterly Customer Service Update

Purpose: This report provides the quarterly customer service update as at 30 June 2021.

Resolution: Cr Brimblecombe moved and seconded by Cr Moriarty “That Central Highlands Regional Council receive the quarterly customer service update for the period 1 April 2021 to 30 June 2021.”

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Attendance Cr Rolfe left the meeting at 1.01pm Manager Customer Service R. Brosnan left the meeting at 1.01pm Manager Safety and Wellness G. Westerberg attended the meeting at 1.01pm Cr Rolfe returned to the meeting at 1.03pm Minute Secretary M. Wills left the meeting at 1.19pm General Manager Infrastructure and Utilities J. Hoolihan left the meeting at 1.20pm Minute Secretary M. Wills and General Manager Infrastructure and Utilities J. Hoolihan returned to the meeting at 1.23pm

Adjournment Meeting was adjourned at 1.23pm Meeting resumed at 1.51pm

Attendance Cr Moriarty returned to the meeting at 1.51pm

Chief Executive Officer

Quarterly Safety and Wellness Update

Purpose: This report provides a summary of Central Highlands Regional Council’s health and safety performance. highlighting any issues, risks and opportunities impacting the safety and health of workers at Council.

Resolution: Cr Sypher moved and seconded by Cr Burns “That Central Highlands Regional Council receive the Quarterly Safety and Wellness Report for the period April 2021 to June 2021.”

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Attendance Manager Safety and Wellness G. Westerberg left the meeting at 1.53pm Cr Daniels left the meeting at 1.53pm Cr Brimblecombe returned to the meeting at 1.53pm Cr Daniels returned to the meeting at 1.54pm

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LATE AGENDA ITEMS

2020-2021 Operational Plan Quarter 4 Performance Report

Purpose: To present the quarterly progress toward implementation of Central Highlands Regional Council’s 2020- 2021 Operational Plan for the fourth quarter ending 30 June 2021.

Resolution: Cr Sypher moved and seconded by Cr Curtis “That Central Highlands Regional Council receive the 2020- 2021 Operational Plan Quarter 4 Performance Report.”

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DECISION ACTION – CLOSED SESSION

Into Closed Session Resolution: Cr Brimblecombe moved and seconded by Cr Burns “That Council close its meeting to the public in accordance with Section 254 (J) (3) (g) of the Local Government Regulation 2012 and that Council staff involved in the closed discussions remain in the room.”

(g) negotiations relating to a commercial matter involving the local government for which a public discussion would be likely to prejudice the interests of the local government;

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The meeting was closed at 1.59pm

Attendance Manager Planning and Environment K. Byrne, Coordinator Strategic Land Use H McLaren-Greiss and Principal Planner Strategic Land Use J. Hague attended the meeting at 1.59pm

REDI Application - Calvary Emerald Playcenter

Attendance Manager Planning and Environment K. Byrne, Coordinator Strategic Land Use H. McLaren-Greiss and Principal Planner Strategic Land Use J. Hague left the meeting at 2.14pm Manager Parks and Gardens L. Donlan attended the meeting at 2.14pm

Emerald Aquatic Centre Agreement Procedural motion: Cr Rolfe moved and seconded by Cr Daniels “That the matter be taken off the table.”

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Out of Closed Session Resolution: Cr Burns moved and seconded by Cr Moriarty “That the meeting now be re-opened to the public.”

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The meeting was opened at 2.25pm

REDI Application - Calvary Emerald Playcenter

Purpose: This report evaluates an application for the Regional Economic Development Incentive lodged by Calvary Church for the Calvary Play Centre - Emerald.

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

1. Approve the Regional Economic Development Incentive application associated with development application DA005 - 2021 a Material Change of Use – Indoor sport and recreation over Lot 3 RP606355 and Lot 1 SP210519 for Calvary Church to create the Calvary Play Centre – Emerald with a total refund amount of $21,429.40 which includes a 100% refund of application fees ($1,864.70), 70% of infrastructure charges ($17,969.70) and a full planning and development certificate valued at $1,595.00.

2. Require that the applicant must claim the payment by 30 June 2022.”

2021 / 07 / 28 / 027 Carried (8-0)

Emerald Aquatic Centre Agreement

Purpose: This report summarises the most recent negotiations between Central Highlands Regional Council officers and representatives of Bobtrac Pty Ltd, lessees of the Emerald Aquatic Centre.

Resolution: Cr Moriarty moved and seconded by Cr Burns “That Central Highlands Regional Council authorise the Chief Executive Officer to complete legal agreements between Central Highlands Regional Council and Bobtrac Pty Ltd in relation to the Emerald Aquatic Centre on the basis of the details provided in the report to Council on 28 July 2021.”

2021 / 07 / 28 / 028 Carried (8-0)

GENERAL BUSINESS

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

Cr Sypher • Has received a request from a resident to review the locality / addressing for the Bauhinia area. Mail is being addressed to a locality 4702 as opposed to Bauhinia 4718. Council to advocate to Australia Post to this regard

MINUTES – GENERAL COUNCIL MEETING – WEDNESDAY 28 JULY 2021 – PAGE 17

Cr Hayes • Central Highlands Development Corporation held the Farm to Fine Dining event in Brisbane on Thursday 22 July 2021, which was also attended by the Acting Premier Minister Dr Steven Miles. It is a great advocate for the producers in the region and the opportunity to highlight the produce from our region.

CLOSURE OF MEETING

There being no further business, the Mayor closed the meeting at 2.30pm.

CONFIRMED

MAYOR

DATE

Central Highlands Regional Council 2021-22 operational plan

Central Highlands Regional Council

centralhighlands.qld.gov.au 2021-22 Operational Plan – Our Organisation

Our Vision

A progressive region creating opportunities for all.

Our Mission

We are a council committed to continuous improvement, a sustainable future and efficient investment in our communities.

Our Values

Respect and Integrity

Building trust, teamwork, communication, and a shared understanding. Actively listening to our communities.

Accountability and Transparency

Equal opportunities, fair and open consultation, and communication. Accepting responsibility for our actions.

Providing Value

Best value for money outcomes for our community. Collaboration, managing expectations and working towards common goals. Deliver efficiency and effectiveness in all that we do.

Commitment and Teamwork

Continually improve on our achievements and drive innovative solutions. Lead change and continuous improvement in delivering for our community. Promote a positive health and safety culture.

Central Highlands Regional Council Page 1 of 16

2021-2022 Operational Plan – Planning for this year

The Annual Operational Plan provides an activity-based plan on how and what Council will do during the financial year to respond to the priorities in Council’s and the Communities long term planning documents.

The Annual Operational Plan is structured against the five key priority areas of Councils five-year Corporate Plan – 2017-2022: • Strong vibrant communities • Building and maintaining quality infrastructure • Supporting our local economy • Protecting our people and our environment • Leadership and governance • Our organisation

2021-2022 Operational Plan Major Initiatives

1.2.2 - Metal in March

2.1.2 - Beautification Planning

2.1.4 - Clean Growth Choices - Communities in Transition

3.1.2 - Regional Economic Development Incentive (REDI)

4.1.1 - Major Planning Scheme Amendment - Flood Hazard

4.1.1 - Finalisation of Planning Scheme Amendment - Business Improvement and Innovation

4.1.2 - Major Planning Scheme Amendment - Urban Design Guidelines

4.1.2 - Major Planning Scheme Amendment - Heritage, Scenic Amenity, and Indigenous Interests

4.1.2 - Planning Scheme Amendment - Revocation of Blackwater and Blackwater East Priority Development Areas

4.1.3 - Evacuation Planning

4.1.3 - Flood warning network maintenance support

4.1.3 - Emerald Evacuation Route Planning

4.1.4 - Pet Expo

4.2.2 - Pool Safety and General Compliance Education

5.3.2 - Strategic Corporate Planning - Corporate Plans Development

5.4.1 - Airport Route Development

Central Highlands Regional Council Page 2 of 16

2021-2022 Operational Plan – Planning for this year

Monitoring and Review

We will review our progress in completing the actions contained in the Operational Plan 2021-2022, on a quarterly basis. The outcome of this review will be documented within a quarterly Operational Plan report, which will include a status report on each activity. The status of each activity will be categorised as 'on target', 'below target' or complete', while actions that will be reported in a later quarter will be reported as 'not required to be reported on this quarter'.

This reporting meets the requirements of s.174(3) Local Government Regulation 2012, which requires that a written assessment of progress towards implementing the operational plan is presented at a council meeting held at regular intervals of not more than three months.

Managing Risks

The Local Government Regulation 2012 requires that the Operational Plan states how the local government will manage operational risk. Central Highlands Regional Council approach to risk management is based on the Australian/New Zealand Standard ISO 31000:2018 Risk Management- Principles and Guidelines.

Central Highlands Regional Council Risk Management Framework guides the identification, assessment, and management of strategic risks across the organisation. In accordance with this framework, annual risk assessments are undertaken, where risks are reviewed and assessed, and treatment plans are identified to mitigate risks.

Embedding a risk-management-approach, as well as good project management and business principles, is supported and driven by Council and the Executive Leadership Team. Council has strong External and Internal Audit Programs, with oversight by the Queensland Audit Office. These ensure that council's systems, processes, and operations are effective and transparent to deliver its commitments under the Annual Operational Plan and Corporate Plan.

Central Highlands Regional Council has in place a Risk Management Policy available on council's website www.centralhighlands.qld.gov.au. It encompasses the implementation and administration of an integrated risk management system across council that provides for:

• Ensuring risk management is integrated within all our decision-making processes • Using a structured risk management program • Identifying and taking advantage of opportunities as well as minimising any adverse effects • Training our staff to implement risk management effectively; and • Striving to continually improve our risk management practices.

In the implementation of this policy, council will:

• Ensure that the resources required to implement the requirements of the policy are provided • Develop procedures which are robust, feasible and consistent to ensure that council can measure improvements to business operations and ensure that practices are effective • Continually monitor and improve the Risk Management Framework (RMF) to align with legislation, best practice standards, Council Policy, and business requirements • Consult and engage with employees in making decisions about risk management; and • Ensure that this policy is communicated within the organisation, is published and available to the community and reviewed at least annually for continued suitability and relevance.

The council-wide Risk Management Framework supports the Risk Management Policy and details how risk management should be implemented across council. It is designed to assist employees in council to achieve strategic and operational goals and objectives with respect to risk management. Risks are recorded in council's corporate risk registers and are monitored and reported to the Audit Committee on a regular basis.

Central Highlands Regional Council Page 3 of 16

2021-2022 Key Operational Plan Activities

1. Strong vibrant communities

1.1 Support Diverse Communities PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 1.1.1 Provide and Youth Strategy Deliver programs Facilitation of two Communities 30 JUN maintain and Action Plan that directly target regional initiatives that 2022 accessible 2018-2023 health and wellbeing respond to the Resilient community needs of young Youth survey results. services and people. facilities that Facilitate growth of Increase Youthinc. Communities 30 JUN meet the needs of the Youthinc. group groups from 3 to 4 2022 our diverse model. communities. communities.

1.1.2 Position the Liveability Implement key 75% completion of key Communities 30 JUN community at the Strategy and actions of the actions that are not 2022 heart of the Action Plan liveability strategy for dependent on a planning advocacy the region. scheme amendment strategy. (these are identified as “ongoing” in the Action Plan).

1.2 Respecting our cultures PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 1.2.1 Preserve, Heritage Preserve and provide Publication through Communities 30 JUN maintain and Management access to local Montage: 2022 provide access to Framework heritage collections. 10 oral history interviews our region’s and 100 digitised library history. and community group historical resources. 1.2.2 Promote Reflect Increase awareness of Facilitation of Communities 30 JUN the heritage, arts Reconciliation Aboriginal and Torres 4 Aboriginal and Torres 2022 and cultures of Action Plan Strait Islander Strait Islander people our communities. 2019-20 people’s culture. cultural activities.

Creative Central Highlands Publication of Communities 30 JUN Cultural Regional Galleries 3 online profiles of local 2022 Futures development. artists/art groups Strategy 2016- Deliver art Delivery of Communities 30 JUN 2026 competitions within 2 competitions. 2022

the region. Deliver signature arts Delivery of Communities 31 MAR and culture events. two signature events - 2022 Arts Around August 2022 and Metal in March 2022. Maintain current Facilitation of online Communities 30 JUN Sister City interaction with 2022 relationship with Ichinoseki partners. Ichinoseki, Japan. Regional Arts Coordinate the Promotion of Communities 30 JUN Development Regional Arts 3 rounds for grant 2022 Fund (RADF) Development Fund applications. program (RADF) program.

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2021-2022 Key Operational Plan Activities

1.3 Active and inclusive communities PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 1.3.1 Lead active Community Continue to engage Attendance to Communities 30 JUN community Engagement regularly with the 3 community events. 2022 planning and Action Plan community through engagement by events such as (subject to Covid-19 encouraging AgGrow and rural restrictions) community shows. participation and Encourage Facilitation of Communities 30 JUN input into community 8 online engagements. 2022 council’s engagement. decision-making. Implement regional Publication of Facebook Communities 30 JUN engagement. events for all Community 2022 Reference Group meetings. Promote the Publication of Communities 30 JUN 13 Community 4 videos promoting 2022 Reference Groups Community Reference across the region. Groups.

1.3.2 Lead and Community Provide opportunities Facilitation of 3 Communities 30 JUN influence Engagement for community to community events. 2022 community Action Plan engage on key social participation in issues e.g. domestic healthy and violence, mental active lifestyles. health, and suicide.

Deliver community Facilitation of Communities 30 JUN programs and events 20 events with 2022 that promote active 600 attendees to and healthy lifestyles. Get Out Get Active. Facilitation of Communities 30 JUN 20 Events with 2022 1200 attendees to Healthy Active Highlanders.

1.3.3 Facilitate Libraries Action Implement year one Implementation of a Communities 30 JUN opportunities for Plan of the Library Action library resource 2022 learning, social Plan to standardise guideline. activities, collection community management across events, grants and all libraries. funding programs.

Central Highlands Regional Council Page 5 of 16

2021-2022 Key Operational Plan Activities

2. Building and Maintaining Quality Infrastructure

2.1 Well planned and connected communities PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 2.1.1 Develop Asset Integrate asset Alignment of the Capital Corporate 31 DEC and implement a Management management plans Works renewal program Services 2021 robust Plans with long-term funding to asset Infrastructure financial plan. management plans and Plan through long-term financial plan effective long- from the outcomes of term asset the Asset Physical management Condition Inspections practices. (APCI). Progress the new Completion of Communities 30 JUN super resource identification and 2022 recovery centre. feasibility for a new site. 2.1.2 Implement Open Space Beautification Endorsement of plans Communities 30 JUN an effective open Recreation Plan Planning in by council. 2022 space and / Master Plan Blackwater, Rolleston, recreational plan. Rubyvale, Tieri and Sapphire. Finalise plans and Completion of Communities 30 JUN continue works in approved plans. 2022 Bluff, Comet and Springsure. The Game Plan Undertake Sport and Development of a sport Communities 30 JUN Recreation master and recreation strategic 2022 planning for the action plan. Region. 2.1.3 Implement Capital delivery Establish the project Development of a project Infrastructure 31 DEC a decision- strategy management office. management governance and Utilities 2021 making framework. framework for Identification of a Infrastructure 31 DEC the prioritisation prioritised list of projects and Utilities 2021 of shovel-ready to develop to submission projects. standard (for all major recurrent grant funding opportunities). 2.1.4 Plan and Waste Develop a centralised Presentation of options Communities 31 DEC deliver essential Reduction and regional waste paper to Council. 2021 infrastructure Recycling Plan management facility that supports a 2016 - 2026 strategy. sustainable (WRRP) future. Water Security Develop a water Completion of a draft Infrastructure 31 JAN Strategy security strategy. Water Security Plan for and Utilities 2022 consideration and adoption by Council. Water Utilities Review of business Completion of the Infrastructure 30 JUN Business Plan plan and associated water treatment asset and Utilities 2022 asset management management plan. plans. Clean Growth Implement the Clean Identification of Communities 30 JUN Choices Growth choices initiatives for 2022 Program program. consideration by council.

Central Highlands Regional Council Page 6 of 16

2021-2022 Key Operational Plan Activities

2.1 Well planned and connected communities PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE Project Develop and 30% of projects to be Infrastructure 30 JUN Management implement a facilitated through and Utilities 2022 System standardised project Project Management management system Office processes. including framework, methodologies and processes. 2.1.5 Develop a CHRC Staff Implementation of Commencement of Customer and 30 JUN strategy for our Housing housing strategy. year two of the Commercial 2022 land and Strategy renewal program. Services property assets. 2.2 Affordable and well-serviced infrastructure PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 2.2.1 Develop Strategic Implement adopted Implementation of Infrastructure 30 JUN efficiencies in Business Plan strategic business year one funded and Utilities 2022 water and for Water plan actions. initiatives. wastewater Utilities operations. 2.2.2 Develop a Roads and Collaborate on Attendance to all Bowen Infrastructure 30 JUN roads and transport essential regional Basin Regional Road and Utilities 2022 transport strategy transport Group meetings, strategy ensuring infrastructure continue with and create the efficient and network with local new road user group effective use of road user groups. meetings. resources. Implement a grids Adoption of policy Infrastructure 30 JUN and gates policy and by council. and Utilities 2022 process. 2.2.3 Deliver Waste and Implement a waste Adoption of the Communities 30 JUN waste, recycling, Recycling recycling and reuse of Waste Strategy by 2022 and re-use Strategy resources strategy council. strategies across throughout the Facilitation of a school Communities 25 FEB the region. region. education program. 2022 2.2.4 Implement Central Develop asset and Adoption of plan Communities 30 JUN energy efficient Highlands facility energy by council. 2022 practices for our Regional efficient management assets and Council energy plan to reduce facilities. utilisation plan environmental impacts. Asset Align the asset Council to fund a Corporate 30 JUN sustainability sustainability ratio to minimum of 80% of Services 2022 ratio CHRC asset base and depreciation over the maintaining agreed Long Term Financial Plan service levels. across asset portfolio.

Central Highlands Regional Council Page 7 of 16

2021-2022 Key Operational Plan Activities

3. Supporting our Local Economy

3.1 Facilitate investment and employment opportunities PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 3.1.1 Support the Economic Support and facilitate Monitor the progress of Chief Executive 30 JUN Central Highlands Master Plan economic and tourism CHDC performance and Office 2022 Development development in provision of quarterly Corporation accordance with the reports to council. (CHDC) to CHDC Service Level facilitate Agreement 2021- Completion of the Chief Executive 30 JUN networks and 2025. CH invest Study. Office 2022 partnerships between local Completion of a Chief Executive 30 JUN business, industry Development Register. Office 2022 groups and government. Completion of a Chief Executive 30 JUN Development Profile. Office 2022 3.1.2 Promote the Regional Promotion of the Table a minimum of eight Communities 30 JUN Central Highlands Economic Regional Economic REDI applications for 2022 as a region for Development Development consideration by council. tourism and Incentive Incentive (REDI). development opportunities. 3.1.3 Encourage a Central Review Company Review of Constitution Customer and 30 JUN diverse supply of Highlands Constitution Object. Object to allow regional Commercial 2022 housing (QLD) Housing disbursement of assets. Services affordability and Company Ltd choice. Fulfil board Facilitation of quarterly Customer and 30 JUN governance board meetings. Commercial 2022 obligations. Services

3.1.4 Advocate CH Regional Support the Food Completion of a Chief Executive 30 JUN and support the Hub and Fibre+2.0 dedicated regional Office 2022 development of initiative. agtech incubator. the Central Highlands as a Development of food Chief Executive 30 JUN regional hub. and fibre cluster Office 2022 networking framework to enhance technology development and innovation in the food and fibre sectors.

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2021-2022 Key Operational Plan Activities

3.2 Support local business and emerging industries PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 3.2.1 Facilitate Local business Facilitate Completion of one on Chief Executive 30 JUN opportunities for and emerging connections and one mentoring support Office 2022 existing industries opportunities to initiatives, number of businesses and grow across the training initiatives, emerging resource sector number of networks industries to operational and alliances with consolidate and footprint. organisations. grow. Completion of a Chief Executive 30 JUN business survey to Office 2022 measure business conditions and overall health of CH health economy.

Presentation to council Chief Executive 30 JUN on the outcomes of the Office 2022 business survey.

3.2.2 Continue a Procurement Promote council’s Realisation of Corporate 30 JUN ‘local buy’ Policy local purchasing 40% local spend Services 2022 strategy for principles to support by dollar value. council business local business. to sustain local communities.

Central Highlands Regional Council Page 9 of 16

2021-2022 Key Operational Plan Activities

4. Protecting our People and our Environment

4.1 Well-managed and protected communities PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 4.1.1 Ensure the Council's Develop and Gazettal of the Planning Communities 30 JUN region’s Planning implement a series of Scheme Amendment (5) 2022 sustainability Scheme and amendments to the Flood Hazard. through Local Planning Scheme and integrated, well- Government LGIP that will address Gazettal of the Planning Communities 30 JUN planned Infrastructure sustainability, Scheme Amendment (6) 2022 development. Plan (LGIP) liveability, economic, Business Improvement social, and and Innovation. environmental objectives in Council and State strategic documents. 4.1.2 Employ Development Assessment of Achievement of Communities 30 JUN efficient assessment development 100% compliance. 2022 development applications in planning accordance with the processes and following mandated practices service levels: - Building work assessable against the planning scheme (BWAPs) - 10 Business Days (BD), - Referral agency responses (RARs) - 5 BD, - Code Assessable - no Information Request (IR) - 15 BD otherwise 25 BD, - Impact Assessable - 20 BD post notification / post receipt of referral response. Council’s Currency and Development of Major Communities 30 JUN Planning responsiveness of Planning Scheme 2022 Scheme planning instruments. Amendment: Continue to update - Urban Design the Planning Scheme Guidelines. with a series of Development of Communities 30 JUN amendments to align Major Planning Scheme 2022 with council policy Amendment: - Heritage, and economic needs. Scenic Amenity and Indigenous Interests. Development of Communities 30 JUN Planning Scheme 2022 Amendment: - Revocation of Blackwater and Blackwater East Priority Development Areas. Central Highlands Regional Council Page 10 of 16

2021-2022 Key Operational Plan Activities

4.1 Well-managed and protected communities PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 4.1.3 Implement Local Disaster Continue to work Completion of annual Communities 30 JUN initiatives for Management closely with QitPlus to performance review of 2022 flood mitigation (LDM) develop and improve system and Emergency and to plan, collaborative councils Incident Dashboard and report to prepare, regional Management System the Local Disaster respond, recover strategy (IMS) and Emergency Management Group and build Dashboard. (LDMG). resilience from Maintain appropriate Completion of Communities 31 DEC disasters for the service level of State comprehensive audit of 2021 communities of Emergency Service eight SES Facilities and Facilities, Plant and associated plant and our region. Equipment. equipment. Build and promote Delivery of evacuation Infrastructure 30 JUN community resilience planning tools. and Utilities 2022 through preparedness Provision of flood Infrastructure 30 JUN and evacuation warning network and Utilities 2022 planning. maintenance support. Completion of Emerald Communities 30 JUN evacuation route 2022 planning. Review all hazards Completion of a review Communities 31 DEC risk register in line of CHRC All Hazards risk 2021 with statutory register and table report amendments and with the LDMG. changes in community context. Continue to engage Attendance to Communities 30 JUN with the community five events. 2022 through events such as GemFest, AgGrow (Subject to COVID-19 and Regional Shows. restrictions) 4.1.4 Promote Public health Promote public safety Promotion of a Communities 31 DEC community risk and wellbeing community education 2021 safety and well- management through proactive program to improve being. compliance and community resilience education services to when dealing with ensure public health mosquito infestations. risks assessed and remediated as far as possible. Responsible Promote community Attendance to Communities 30 APR pet ownership safety through 3-5 schools to discuss 2022 continued education responsible pet around responsible ownership, pet ownership. rural shows and showcase at Nogoa November 2021.

(Subject to COVID-19 restrictions)

Central Highlands Regional Council Page 11 of 16

2021-2022 Key Operational Plan Activities

4.2 Environmental sustainability PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 4.2.1 Collaborate Community Continue to partner Delivery of pest Communities 30 JUN with collaboration with key management control 2022 stakeholders to stakeholders to initiatives across the manage our built deliver on pest region. and natural management control environment. across the region to protect and enhance the region’s natural values and biodiversity. Environment Improve community Facilitation of Communities 31 MAR awareness awareness on Clean-up Australia Day, 2022 environment and World Recycling week waste reduction and Nogoa November through hosting events. events to promote environmental awareness. 4.2.2 Ensure an Development Deliver educational Development of an Communities 30 NOV effective and planning programs to the educational plan for the 2021 regulatory role community on community on through assessment pool safety, building and education and requirements. plumbing requirements enforcement. and planning scheme understanding enabling broad communication with the community. Community Promote community Facilitation of education Communities 31 DEC awareness and awareness of programs to increase 2021 engagement environment and awareness on waste and program waste matters. recycling following the bin audit. Local Laws Continued focus on Increase in responsible Communities 30 JUN responsible pet pet ownership 2022 ownership, targeting compliance across the dog registration region. compliance, animal de-sexing, microchipping, wandering animals (cats and dogs), multiple animal permits, multi dwelling permits and regulated dog permits.

Central Highlands Regional Council Page 12 of 16

2021-2022 Key Operational Plan Activities

5. Leadership and Governance

5.1 Leadership and communication PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 5.1.1 Clearly Service Level Deliver the Service 100% completion Corporate 31 DEC define the Planning Level Planning against agreed project Services 2021 functions, project. milestones and services, roles, deliverables. and responsibilities of council.

5.1.2 Practice Internal and Review the internal Executive Leadership Communities 31 OCT effective internal external and external Team (ELT) endorsement 2021 and external communication communications plan. of communications plan. communication.

5.2 Advocate for our region PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 5.2.1 Advocate CHRC Advocacy Develop a CHRC Council endorsement of Communities 31 DEC for improved Action Plan Advocacy Strategy action plan. 2021 services and Action Plan. infrastructure. Bowen Basin Advocate for Attendance to Infrastructure 30 JUN Regional Road improved regional four technical and and Utilities 2022 and Transport transport network four board Group. infrastructure in meetings. collaboration with the Bowen Basin Regional Road and Transport Group. 5.2.2 Advocate Sustainable Complete Council endorsement of Infrastructure 30 JUN for secure and raw water development of a raw water pricing and Utilities 2022 sustainable pricing pricing framework framework. water supplies methodology with for the region. SunWater, subject to ministerial directions. 5.3 Accountability and integrity PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 5.3.1 Maintain CHRC Review the Facilitation of council and Corporate 31 DEC high standards of Governance effectiveness of the of elected members self- Services 2021 corporate Framework governance assessment surveys. governance. framework. Corporate Review and align Development of a Corporate 31 DEC Planning and council strategic process that allows Services 2021 Performance documents with the strategies review to Management corporate planning inform the budgeting Framework process. cycle.

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2021-2022 Key Operational Plan Activities

5.3 Accountability and integrity PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 5.3.2 Ensure Corporate Deliver an improved Implementation of a Corporate 30 JUN transparency and Planning and and integrated new corporate planning Services 2022 accountability Performance performance and performance through Management reporting process reporting management integrated Framework including legislative software. performance requirements of management reporting. reporting. Local Develop a new Adoption of new Corporate 30 JUN Government 5-year Corporate Corporate Plan. Services 2022 Act 2009 Plan. 5.4 Financial sustainability PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 5.4.1 Optimise Commercial Implement Airport 100% completion of Customer and 30 JUN management of Services Strategic Business year two actions. Commercial 2022 council’s strategic Plan actions. Services commercial business plans Implement Saleyards 100% completion of Customer and 30 JUN business units. Strategic Business year two actions. Commercial 2022 Plan actions. Services Airport compliance 0 non-conformance Customer and 30 JUN with all legislative and with aviation legislative Commercial 2022 safety obligations. and safety obligations. Services Saleyards compliance 0 non-conformance Customer and 30 JUN with all legislative and with Biosecurity and Commercial 2022 safety obligations. European Union Services legislative and safety obligations. Advisory Strengthen Facilitation of Customer and 30 JUN Committees communication and quarterly meetings Commercial 2022 engagement with key with key stakeholders. Services stakeholders for all commercial businesses. 5.4.2 Ensure the Long Term Align long-term Identification of Capital Corporate 30 JUN long-term Financial Plan financial forecasts works projects sourced Services 2022 financial and infrastructure from AMP’s which are sustainability of needs with asset aligned to the long term the region management plans. financial plan and through prudent outcomes from APCI. financial Sustain an Improvement of Corporate 31 DEC management and appropriate or sustain the current Services 2021 budgeting Queensland Treasury rating of 'Moderate with Corporation credit a Neutral Outlook'. rating. Queensland Provide accurate and Achievement of Corporate 31 DEC Audit Office timely reporting of no audit qualifications Services 2021 Audit financial information issued on audited Engagement and plans to council, annual financial Plan Queensland Audit statements. Office, and government.

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2021-2022 Key Operational Plan Activities

6. Our Organisation

6.1 Living our values PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 6.1.1 Provide Customer Conduct satisfaction Achievement of Customer and 30 JUN excellent Service survey to improve the >90% overall satisfaction. Commercial 2022 customer service Strategy and quality and efficiency Services to ensure Action Plan. of frontline services. professional service delivery. 6.2 Continuous improvement culture PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 6.2.1 ICT Strategy Development and 100% completion against Corporate 30 JUN Continuously and Action Plan implementation of agreed milestones and Services 2022 advance work 2017-2022 eservice utilising the deliverables for 2022. practices and oneCouncil platform. business systems Development of Endorsement of the Corporate 31 DEC to ensure a Closed-Circuit CCTV Strategic Plan. Services 2021 skilled, Television (CCTV) motivated and Strategic Plan. community- People Plan Review People Plan. Completion of an Corporate 30 JUN focused annual review. Services 2022 workforce to Implementation of Implementation of Corporate 30 JUN drive a 90-day employee onboarding program with Services 2022 coordinated and onboarding program. a six-month review. connected organisation.

6.3 One team approach PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 6.3.1 Develop Risk Develop and Implementation of the Corporate 30 JUN and implement Management implement a risk risk management system Services 2022 effective systems Framework management system solution. to manage risk to solution to automate enable the the complete risk efficient delivery management process of council for reviewing and services. monitoring of strategic and operational risk registers and escalation protocols in accordance with CHRC Risk Management Framework.

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2021-2022 Key Operational Plan Activities

6.3 One team approach PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 6.3.1 Develop CHRC Integrate the Implementation of an Corporate 30 JUN and implement Governance monitoring and audit actions Services 2022 effective systems Framework tracking of audit management system to manage risk to committee actions solution. enable the arising from internal efficient delivery audits for reporting. of council Public Records Develop and Implementation of a Corporate 31 OCT services. Act 2002 implement a records retention and disposal Services 2021 and retention and framework, disposal program in encompassing policies, accordance with strategy, and retention legislation. schedule, and increase information management capability to undertake retention and disposal initiatives. 6.3.2 Develop Elected Attend professional Attendance by the Chief Executive 30 JUN the elected Member development elected member group. Office 2022 member group Development seminars, consistent with conferences, and the One Team workshops. approach 6.4 Working Safely PERFORMANCE STRATEGY/ DUE KEY ACTIVITY TARGET/MEASURE RESPONSIBILITY MEASURE ACTION PLAN DATE 6.4.1 Sustain a Asset Implement ongoing Provision of quarterly Corporate 30 JUN productive, Management technology to reporting on Services 2022 efficient, and improve asset advancement in safe workforce management technology use for asset that is responsive practices, drone management. to council and usage, sensors, and community mobile recording of needs. data for fleet and plant utilisation. WHS Reduce health risks Improvement in the Chief Executive 30 JUN Management and improve business uptake of employee early Office 2022 Plan performance through intervention activities for targeted health employees at council. promotion programs. Improve safety Increase in reported Chief Executive 30 JUN maturity within hazards and near misses. Office 2022 culture of CHRC through application of learnings from meaningful reporting intended to promote information transfer, leading towards building trust and accountability.

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Central Highlands Regional Council 2020-21 operational plan Quarter 4 Performance Report

Central Highlands Regional Council

centralhighlands.qld.gov.au CEO's foreword Quarter 4 Performance Report 2020-21

Capital works delivery demonstrates commitment to continuous improvement ...

Welcome to the fourth quarter report While COVID-19 has certainly As we enter a new financial year with for 2020-2021, another milestone in brought with it many challenges and a new budget and operational plan, council’s commitment to be transparent interruptions, our organisation has our focus remains firmly on our vision and accountable to our community. remained resilient and adapted wherever of creating a progressive, sustainable we can. Technology has continued to region. I look forward to seeing what the Looking over the figures from this play a vital role in the way we conduct next 12 months bring. quarter, I was proud to see over 95% business, but we were also fortunate of our capital works were completed to get back out in our communities this or in the delivery stage as the financial quarter for several face-to-face events, year closed out. This is an excellent including the annual Mayoral Youth outcome and demonstrates continual Summit, councillor consultations and improvement in council’s ability to deliver a floodplain management community major facility and infrastructure projects. Michael Parker roadshow. Acting Chief Executive Officer One of the most significant of these was The Central Queensland Regional the $6 million Emerald Airport terminal Organisation of Councils (CQROC) redevelopment, a game-changer was also formally incorporated this for security at the facility. Despite quarter, providing a fit-for-purpose legal the continued impacts of the global structure to advance the collective pandemic on the aviation industry, it was priorities of member councils, including also pleasing to see our airport finish the Central Highlands. We look forward the financial year with a small surplus, to working with our neighbouring providing over 500 commercial flights councils to enhance our advocacy effort this quarter. and bring about better outcomes for our communities.

2 2020-2021 Quarter 4 Performance Report how we connect with our community

Each of our thirteen communities is unique and they are the heart of the Central Highlands region. We intend to inspire community spirit and promote a sense of belonging by addressing liveability, empowering local influencers, stimulating cultural diversity and pursuits, promoting healthy lifestyles, encouraging young people and supporting local prosperity by robust advocacy through well-planned support and funding.

communities OUTCOMES for Q4 - 2020-2021 250 Amended Local government ‘Our Region Our Resilience’ participants in Launch of the ‘Our Region, Our Infrastructure Plan and Resilience’ program on 23 May 2021 April online which is an initiative dedicated to school holiday Charges building stronger communities together. Central Highlands Regional Council The program will drive information, activities adopted a Local Government awareness, and a more collaborative Infrastructure Plan (LGIP) Amendment to approach to community engagement the Central Highlands Regional Council around natural disaster preparedness, Planning Scheme 2016 (Amendment No. responsiveness and resilience. There are 5) on 24 March 2021. This amendment over 40 flood related projects currently $33.7k commenced on 19 April 2021. or about to be undertaken by council. awarded for the The LGIP identifies and plans the trunk infrastructure that is needed now and Floodplain Management regional arts into the future to support development development fund within our region in a coordinated, Roadshow efficient and financially sustainable Engaged with 13 key communities from 20/21 round 1 manner. It assists decision-making for 23 May to 3 June 2021, regarding proposed developments and associated the new flood model outputs and trunk infrastructure requirements (such information relevant their communities, as water, sewerage and road networks), the new flood portal, and introduced enables council to recoup some of the the planning scheme amendment for cost of providing and maintaining trunk floodplain management. The roadshow $159k+ infrastructure from new development, included 11 community presentation and assists in long-term asset workshops, community BBQs, stall at management and financial planning. Emerald Show, Have Your Say including in Community The adoption also triggered an update to an online survey and community grants council’s Charges Resolution 12.2 (2017) information sheets, Youth Drawing to align with the amended LGIP. Charges competition and introduction of the awarded to Resolution 13 (2021) commenced on 19 Flood Portal. 19 community April 2021. groups Flood Portal Launch of the Central Highlands Regional Council Flood Portal as part of our new “Our Region. Our Resilience” program. The portal aims to improve the sharing of key flood information with our community across the entire region. This tool supports the draft planning scheme amendment for floodplain management and will evolve over time as new information is regularly added. Access to the portal is available free of charge at https://eplan.chrc.qld.gov.au/ planningscheme/.

3 2020-2021 Quarter 4 Performance Report Regional Economic Gemfields Flash-Flood Development Incentive Recovery Response . Following the flash flood in the Gemfields on 16-17 March 2021, council’s (REDI) program Human and Social Recovery Group was Over 15 potential applicants were identified activated.

and advised of the opportunity in 2020-21. In the days following the flood event, Eight development applications were sent residents in areas affected were visited to to council for consideration over the year identify their recovery needs. with three considered by council in quarter Once individual needs were identified, four. an online appeal was launched via GIVIT On 14 April 2021, a revised REDI policy Rangers increasing to source a range of items to support was adopted by council and the program flood-affected community, such as sofas, has extended for another two years from awareness washing machines, fridges, and grocery 2021/2022 with a budget of $250,000 per Ranger services respond to customer vouchers, as well as plumbing and annum. The revised policy expands the survey related to lack of visibility around electrical services. key strategic industries to include ‘what we do’. You may have noticed A total of 54 requests were fulfilled, residential subdivisions and multiple the high-profile ranger vehicles getting which included items such as grocery dwellings in Central Highlands around. We have attempted to make our vouchers, fridges, couches, solar items, townships other than Emerald, Blackwater presence more known in response to and a clutch for a Ford Tradesman. Three and Capella. feedback around our recent survey. households also had plumbing/electrical work arranged and funded. A total of Keep an eye out for the new awareness $5,110 was donated to affected residents signs to be placed around our region to Development & Planning in grocery vouchers. The team are still better inform the community and keep in contact with those affected as the them safe. You can expect to see the fly- Educational Program recovery process is ongoing. ing fox awareness signs located around The Development and Planning team our flying fox roost locations throughout continue to deliver on educational the region. While the swooping bird alert material with the publishing of signs will be utilised to inform and warn information factsheets on council’s the public of active swooping birds when website– Shipping containers; Rainwater nesting season commences. tank (installation and maintenance); Swimming pools; and Advertising devices. These factsheets provide the community with a simplified reference guide to address assessment requirements.

. 'Have Your Say' Central Highlands projects Four engagements have been facilitated through 'Have Your Say', Central Highlands. These projects received 170 responses during the period, with two of Development assessment these still being open for consultation. Quarter four has seen another These engagements are: successful quarter for the development • What would you like to see in the assessment unit maintaining 100% Central Highlands Galleries? compliance with statutory timeframes. • Your vision for arts, culture and A total of 24 development applications heritage in the Central Highlands were decided during the quarter, up 41% from the previous quarter. • Waste facility opening hours Waste management • Corporate Plan consultation. Waste staff have been attending the Capella, Springsure & Emerald shows promoting our illegal dumping and recycling messaging. The stalls have been very popular with the kids given we have had some ‘give always’ merchandise from our kerbside contractor Cleanaway. Connected to our illegal dumping awareness campaign.

4 2020-2021 Quarter 4 Performance Report Libraries at Under 8's Day On Friday 21 May 2021, the library service attended the Emerald Under 8s Day at Centenary Park. A total of 395 children and 122 adults visited the library stall during the community event. Gift bags, craft activities and book readings were available from the libraries, with some very happy local children joining in the fun. National Reconciliation Week Mayoral Student Leader Three events were celebrated across the region as part of Reconciliation Week Summit 2021 2021, with over 40 people taking part. Did you know that every year for the last On Saturday 15 May 2021, a group of nine 12 years the Central Highlands Regional explored some of Springsure's Aboriginal Council (CHRC) has hosted the Annual history touring Ka Ka Mundi with local Mayoral Student Leaders Summit? tour guide and Kairi Elder Darryl Black. This summit provides student leaders On Monday 31 May 2021, a morning tea from both primary and senior schools was hosted in Emerald and on Tuesday 1 across the Central Highlands region the June 2021 Blackwater hosted a morning opportunity to enhance their leadership tea with guest speaker local Ghungalu skills, meet the mayor and councillors, woman Bino Toby, from Queensland and network with each other. The Libraries Pugsley Platypus tour Indigenous Family Violence Legal Summit includes guest speakers, student Service in Rockhampton and Heath Daley Local Author, Jessica Keating, toured the presentations, leadership activities, as from Census Rockhampton. region with her children’s book Pugsley well as morning tea, lunch and dessert! Platypus. A total of 10 events were held On Friday 4 June 2021, council hosted across the region’s libraries and local this year's summit in Springsure. schools, allowing 118 people to join in The day wrapped up with an inspiring the storytelling and accompanying craft speech from guest speaker Luke S. activity. This was a First5Forever project Kennedy. Luke spoke about self-bullying that encouraged the message of 'Talk, and negative self-talk. Luke’s speech Sing, Read, Play' and the importance of inspired students to stop worrying about early literacy skill development. what people think, become resilient, be themselves, and focus on happiness. There were 18 schools in attendance with Domestic Violence awareness 114 students participating. With May being Domestic and Family Violence Prevention Month, council went purple to show support, lighting up trees communities' services and the Emerald office for the month. The „ Public assets and facilities awareness campaign began with a vigil held on Tuesday 4 May in partnership „ Libraries with CentacareCQ, Queensland Police and the Queensland Government. Other „ Community planning and events held across the community to development raise awareness included a colour run „ Arts and cultural services take over of Parkrun, a trivia night, and football game. The month concluded „ Sport and recreational engagement with a march down Egerton Street in „ Youth and indigenous development Libraries outreach at Avalon Emerald. Through partnership with the Bluecare „ Parks and recreational services team at Avalon aged care facility in „ Sport and recreational facilities Emerald, the library team was able to visit with residents. Seven residents „ Cemeteries joined in the scrapbooking activity and are encouraging others to attend the „ Town planning upcoming outreach events. „ Development assessment „ Strategic land use and planning „ Building and plumbing „ Ranger services Blackwater Pony Club „ Environmental health project „ Waste management Above is a photo of the Blackwater Pony „ Corporate communications and Club with their items from their project events 'Beautify Clubhouse', whose Community Grant project was acquitted this quarter. „ Advocacy

5 2020-2021 Quarter 4 Performance Report how we build a sustainable community

The cornerstone of a well-planned, functioning and sustainable region is the development and maintenance of its infrastructure and assets. We will continue to apply best-practice systems and technology to audit, plan, deliver and maintain the most cost- effective and efficient roads, waste, water, wastewater and land management facilities and services with the security of a sustainable future as a priority. Pilot Farm Road Rehabilitation

infrastructure and utilities OUTCOMES for Q4 - 2020-2021 Pilot Farm Road Pump Station PA-B Rehabilitation Rectification Works The commencement of the Pilot Farm Purpose of works was to repair critical Road project addressed the current settlement damage to an existing pump narrow width of this section and station structure, upgrade pipe work and 104 increased traffic volumes that are using valves and flowmeters. Hydrants & this road. The project includes widening, Valves replaced pavement strengthening and drainage Pump Station repairs improvements. It is scheduled for Purpose of works was to remove and completion in July 2021. replace aging pipe work and valves in the pump stations at BG-F (Fysh Street Emerald), BG-W (off Rifle Range Road Emerald), BG-X (Grey Street Emerald).

614km roads graded Regional Resheeting The regional gravel road resheeting program was completed with infrastructure and approximately 6km resheeted in Quarter 4 and approximately 40,000 tonnes of utilities services gravel procured and crushed for further resheeting projects across the region in „ Project development and contract 164 2021/22. delivery „ Infrastructure services Water tests conducted roadworks „ Water utilities A series of major road rehabilitation - results all within projects are completed: „ Disaster management guideline limits „ Pave and seal - Wyuna Road „ Emergency services „ Stormwater Repair - Industrial Drive „ Flood mitigation project „ Re-surfacing - Opal Street „ Quarries/borrow pits Roundabout

6 2020-2021 Quarter 4 Performance Report how our community connects with us

Optimise management of the commercial business units. Provide excellent customer service to ensure professional service delivery.

Emerald Aiport full wall photo wrap

customer and commercial services OUTCOMES Q4 - 2020-2021 Customer Satisfaction Emerald Community Survey Housing 3690 The annual Customer Satisfaction Council manages community housing Survey was open from 29th April 2021 across the Central Highlands. As part of customer requests received to 30 June 2021 and measured the council’s capital works upgrades, 11 bath- performance of our frontline customer rooms were upgraded at the community service teams across the region. The housing facility at Martin Place in Emer- survey received 160 responses with an ald. The 11 bathrooms were upgraded to overall satisfaction rating of 96%. ensure accessibility and safety for our elderly tenants. Of the 160 respondents, 87% agreed their query was resolved by the customer service representative at the first point Staff Housing of contact. 50% of respondents visited a Council officers undertook 189 routine 6108 branch 38% contacted council by phone housing inspections across the region and 12% by email. to identify any maintenance issues on calls received council’s housing stock. Council released 16 tenders for the sale of housing with house only and house and land sales. 10 tenders have closed, with three tenders being accepted. The remainder of the properties will be listed Cattle Sales with a real estate in the open market. Quarter four has seen the Emerald 93% facility sell 21,386 head with a total of $31,620,704 in transactions between Nogoa Rise Estate Stage 1 calls resolved at livestock sellers and buyers. Todate council has, sold six allotments at first point of contact The building of good relationships with Nogoa Rise, with Stage 2 being released various clients has seen the facility July 2021. continue to see major increases for dipping and spelling services. Quarter

four has seen 24,675 head dipped through the facility against a budget 12,500 head. This then flows into quarter four feeding of 1,149 bales of hay. The cattle market remains at record highs with strong demand on the eastern seaboard for all descriptions. Recent rain 21,386 events have added to the demand and general confidence within the industry, cattle SOLD AT THE SALEYARDS the strong demand is flowing on to unprecedented values now being paid for grazing properties.

7 2020-2021 Quarter 4 Performance Report The project also allowed council to Complying with the latest disability Emerald Airport establish several improved facilities and access standards. Aviation has been especially hard hit capabilities in order to comply with the by the global pandemic. However, the latest regulations and requirements Brisbane to Emerald route has been regarding building elements such as very resilient on the back of our occupant fire protection and disability diversified economy. The airport access. facilitated the provision of more than 500 commercial airline flights during On-site water supplies, diesel pumps the quarter and recorded a total of and hydrant boosters. 20,836 tonnes landing at Emerald Airport. The airport continues to not only add economic value to the region, but also provides community benefits such as medical evacuations with 105 visits from the Royal Flying Doctors Removing the previous security Service since April 2021. screening point from the departures lounge where it was too small to The airport also successfully delivered accommodate the new machines the Emerald Airport Terminal Rede- allowed the project team to showcase velopment Project. This project was some of our regions remarkable necessitated by new enhanced security tourism assets by way of full wall photo requirements laid down by the Federal wraps such the Eclipse Gap Lookout. Government (Department of Home Affairs). The design allowed more space to accommodate growing passenger The project focussed on creating the numbers without having to enlarge the space to install upgraded security departures lounge. screening equipment.

customer and commercial services

„ Customer service and call centre „ Area office support „ Rural transaction centre support „ Emerald Saleyards „ Emerald Airport „ Aerodrome landing strips „ Property services „ Native title „ Staff housing „ Community housing „ Support Central Highlands (Qld) Housing Company Ltd „ Commercial leasing „ Land acquisition and disposal „ Land tenure

8 2020-2021 Quarter 4 Performance Report how we serve our community

new image re- Clearly define the functions, services, roles and responsibilities of council. Maintain high standards of corporate governance. Ensure transparency and accountability through integrated performance management reporting. Ensure the long-term financial sustainability of the region through Queensland Training Awards Regional finalist Cleo Barraclough prudent financial management and budgeting. corporate services' OUTCOMES for Q4 - 2020-2021 staff Training Queensland Training Awards 32 Fraud and Corruption, Code of The Queensland Training Awards are one of the most prestigious and longest running training sector awards Conduct and Customer Service program in the state. Celebrating its Council has delivered fraud and 60th anniversary in 2021, the awards corruption, code of conduct and recognise the outstanding achievements customer service training to of individuals and organisations. new employees to council approximately 417 of its employees in Council has been recognised in a April and May. These three important variety of categories over recent years training topics were combined and which demonstrates the investment in delivered to all available employees vocational education and training (VET) across the region. and the depth of talent of our trainees. The fraud and corruption and code of This year, we’re celebrating the efforts conduct training used real life ethical of three individual nominees for the Bob scenarios and case studies to facilitate Marshman Trainee of the Year award discussions and cover expected that have strived for excellence through behaviours and expectations of training: employee’s conduct in the workplace. • Kim Willard (Cert III in Workplace 816 The customer service training covered a Health and Safety) variety of elements to ensure employees • Ryan Stroud (Cert III in Information, attendences to training are equipped to deliver customer service Digital Media and Technology) excellence. sessions • Cleo Barraclough (Cert III in Business) APCI ASSESSMENTS We are thrilled to announce that Cleo Council has completed electrical Barraclough has been selected as one condition assessment of sport and of three regional finalists – winner to be nominees recreation facilities. This data has been announced on 30 July 2021. 3 for the provided to the asset custodians for use in preparing operational and capital Bob works for future years. SAFETY AND WELLNESS Marshman Council are committed to reducing staff health risks and improve business Trainee of DRONE PROJECT performance through targeted health Asset Management is continuing promotion and immunisation programs. the Year its current partnership with Central award Highlands high school students both in During this quarter, the Safety and school and out of school in completing Wellness team facilitated various clinics their advanced drone training through for staff requiring immunisation against Drone Training Solutions. These students influenza, hepatitis A, hepatitis B and are surveying a variety of council assets tetanus (Boostrix) and serology. to give asset custodians an overall view of the current conditions.

9 2020-2021 Quarter 4 Performance Report Council Chambers Audio/Visual and Live . Stream Upgrade Upgrades were completed on the audio and visual equipment in the Emerald council chambers to provide an enriched live stream experience for those attending meetings virtually. The live stream now has capabilities to show dual views of the chambers and the ability to share presentation content with viewers. Scene changes have been introduced to keep viewers informed of when a meeting has been adjourned or entered a closed session, and crisper audio quality also allows viewers to hear conversations clearly without background noise interference. A mobile streaming kit is also now available, providing council the ability to take live streams on the road when council meetings are conducted at other venues. .

ceo's office

„ Safety and wellness

corporate services

„ Payroll „ People and culture „ Recruitment „ Learning and development „ Information communication technology (ICT) „ Financial services „ Governance „ Procurement and stores „ Information and records management „ Asset management „ Risk management

10 2020-2021 Quarter 4 Performance Report Quarter 4 Performance Report 2020-2021 2020-2021 Operational Plan Performance The overall operational plan results for the fourth quarter indicate the following performance: Key Priority Number of Activity Measures „ Key Priority 1: Strong, Vibrant Communities 24 „ Key Priority 2: Building and Maintaining Quality Infrastructure 23 „ Key Priority 3: Supporting our Local Economy 7 „ Key Priority 4: Protecting our People and our Environment 24 „ Key Priority 5: Leadership and Governance 26 „ Key Priority 6: Our Organisation 25 Total 129

Budget performance against operational plan delivery (includes operating and capital): actuals original accumulative Q1 actuals Q2 Actuals Q3 Actuals Q4 Actuals key priority + Revised (YTD) $ $ $ $ budget % $

Key Priority 1: Strong, Vibrant Communities 34,362,679 99 34,149,277 7,200,976 6,629,794 6,346,565 13,971,942

Key Priority 2: Building and Maintaining 122,366,392 98 119,605,472 23,818,222 31,916,812 29,840,260 34,030,178 Quality Infrastructure

Key Priority 3: Supporting our Local 12,596,476 96 12,123,142 2,225,680 3,993,661 2,485,576 3,418,225 Economy

Key Priority 4: Protecting our People and 36,684,443 97 35,418,335 7,283,009 8,417,447 8,889,211 10,828,668 our Environment

Key Priority 5: Leadership and Governance 13,212,635 88 11,561,847 4,202,011 2,394,599 1,997,890 2,967,347

Key Priority 6: Our Organisation 15,586,539 89 13,813,142 2,972,426 3,991,131 3,128,559 3,721,026

TOTALS 234,809,164 97 226,671,215 47,702,324 57,343,444 52,688,061 68,937,386

11 2020-2021 Quarter 4 Performance Report Financial PERFORMANCE This summary provides a review of council’s financial performance against the 2020-2021 budget review 4 for the quarter ended 30 June 2021. Year-to-date revenue is at 97% of the full-year budget and expenditure is at 98% of the full-year budget. This is not the final position for the financial year as accruals and adjustments will continue to be processed throughout July as part of the end of financial year process. summary of operating performance

full year 2020-21 ytd 2020-2021 operating performance budget (BR4) actuals variance variance $ $ $ %

Income 162,003,448 157,394,961 (4,608,487) -2.8 Expenditure 161,760,712 159,183,756 (2,576,956) -1.6 Operating Result Surplus/(Deficit) 242,736 (1,788,795) (2,031,531) 1.3 * Note: internal transactions have not been eliminated. Operating Revenue The operating revenue graph shows actual revenue performance at 30 June 2021 against the revised 2020-2021 budget. At the end of this reporting period, actual revenue is tracking $4.608 million below the revised budget forecast. Variances at the end of this reporting period are: - Unfavourable variance due to Road Performance Contracts (RPC) works being cancelled or delayed until next financial year. This is partially offset by a reduction in expenses..

OPERATING EXPENSES The operating expenditure graph shows actual expenditure performance at 30 June 2021 against the revised 2020-2021 budget. At the end of this reporting period actual expenditure is tracking $2.577 million below the revised budget forecast. This is not the final position for the financial year as accruals and adjustments will continue to be processed throughout July as part of the end of financial year process.

12 2020-2021 Quarter 4 Performance Report Capital Reporting Quarter 4 2020-2021 This section provides an overview of council’s capital program for the fourth quarter. The total budget review 4 capital budget is $73.048 million and the status of projects are reported against their progress throughout the project life cycle. The stages in the project life cycle are shown in the table below. Project status and expenditure as at 30 June 2021: quarter 1 quarter 2 QUARTER 3 Quarter 4 project progress Budget $M % BR1 $m % BR2 $M % BR4 $M % Expenditure $ %

Not commenced 0.086 0 1.311 2 1.976 2 1.469 2 0.635 Concept and feasibility 0.514 1 2.140 3 1.513 2 0.459 1 1.796 Procurement 3.891 5 11.227 13 1.846 2 2.263 3 1.672 Detailed planning and design 5.023 6 15.094 18 6.191 7 4.318 6 4.694 Delivery/Construction 63.486 81 40.174 46 56.728 68 50.627 69 42.706 Finalisation 3.769 5 11.490 14 9.631 11 9.523 13 14.438 Complete 1.766 2 3.107 4 5.774 7 4.224 6 1.472 On Hold 0 0 0.219 0 0.555 1 0.165 0 0.074

grand TOTAL 78.535 100 84.762 100 84.214 100 73.048 100 67.487 92

approved actuals + department 2020-21 original commitments at % spent Council completed capital + revised budgets 30/06/21 at 30/06/21 works totalling $67.487 million $'000's $'000's in 2020/2021, which is 92% of the budget of $73.048 million. Communities 12,809 12,495 98 The table below summarises works completed against Corporate Services 7,498 6,352 85 budget for each department. Customer and Commercial Services 10,304 9,773 95

Infrastructure and Utilities 42,437 38,867 92 grand TOTAL 73,048 67,487 92

Capital revenue Grants and contributions to the value of $14.884 million for capital projects have been received out of a full year budget of $15.515 million. This is 96% of the budgeted capital grants and contributions revenue.

13 2020-2021 Quarter 4 Performance Report 14 2020-2021 Quarter 4 Performance Report 2020-2021 Operational Plan – Performance Report

Council adopted its 2020-2021 Annual Operational Plan on 30 June 2020. The Operational Plan provides an activity- based plan on how and what council will do during the financial year to respond to the priorities in council’s and the communities long term planning documents.

The Operational Plan is structured against the five key priority areas of council’s five-year Corporate Plan – 2017-2022: • Strong vibrant communities • Building and maintaining quality infrastructure • Supporting our local economy • Protecting our people and our environment • Leadership and governance • Our organisation

The following provides an overview of council’s delivery of the 2020-2021 Operational Plan for the period ending 30 June 2021.

Each program/activity has been given a status on how each have progressed, identifying where targets were met or highlighting any exceptions or carry over activity. The following legend provides an overview on the actions and their status.

Quarter 4 Activity Status

Q1 Q2 Q3 Q4 LEGEND ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES Completed 4 14 25 99 On Target 91 87 72 0 Monitor 27 20 24 0 Below Target 7 8 8 3 Carry over / Not proceeding 0 0 0 26 / 1 Total 129 129 129 129

Quarter 4 Key Priority Status

2020-2021 Quarter 4 Performance Report 15 2020-2021 Operational Plan

1. Strong vibrant communities 1.1 Support Diverse Communities

1.1.1 Provide and maintain accessible community services and facilities that meet the needs of our diverse communities. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Youth Strategy Deliver avenues for Deliver a youth Communities Carry Over Due to resourcing and Action youth-based service service providers to impacts this event has Plan 2018- providers to connect summit 2021-2022 been rescheduled to 2023 regionally. be delivered on the 19 August 2021. (COVID-19 restriction may affect this event). Develop tools for Central Highlands Communities Completed Guidelines are council staff to Youth Engagement complete and will be increase youth and Communication launched at the youth participation in Guidelines service providers engagements across approved summit on the 19 all service areas. August 2021. Community Increase community 16 new listings Communities Completed Four new listings have Engagement uptake of been added this Action Plan Community quarter contributing Information to a total of 19 new Directory. listings for 2020-2021. Facilitate 10 interagency Communities Completed Emerald Interagency Interagency Network network meetings Network held two Meetings to promote meetings this quarter. collaboration and One on 21 April with understanding of 22 attendees from18 agencies to build agencies and another resilience within the on 9 June with 20 region. attendees from 17 agencies. The Blackwater Interagency Network meeting held one meeting on 25 May with 8 attendees from 6 agencies.

2020-2021 Quarter 4 Performance Report 16 2020-2021 Operational Plan

1.1.2 Position the community at the heart of the advocacy strategy. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Liveability Implement key 100% Completion Communities Carry Over Updating and Strategy and actions of the of key actions that to responding to The Action Plan for liveability strategy are not dependent 2021-2022 Liveability Strategy 2019-2020 for the region. on a planning and Action Plan for scheme 2019-2020 is ongoing amendment (these with various items in are identified as the action plan “ongoing” in the through various Action Plan) projects. In addition to planning scheme amendments strategic planning has input into the below documents that will deliver against numerous actions including: • open space and recreation plan • landscape manuals • urban design guidelines that will generate schematics of how to enhance the built form across our region • township beautification documents.

2020-2021 Quarter 4 Performance Report 17 2020-2021 Operational Plan

1.2 Respecting our cultures

1.2.1 Preserve, maintain and provide access to our region’s history. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Heritage Maintain local heritage 50 digitised Communities Completed Two oral history Management collections. historical records interviews were Framework 2 oral histories recorded this quarter. Implementation of the Conservation of Communities Carry Over The new Bridging conservation existing heritage to Conservation management plan for roofing and 2021-2022 Management Plan was the Springsure Hospital replacement of approved by the Museum. compromised Department of supporting Environment and structures Science. Extended settling time is required before further works can proceed in March 2022. 1.2.2 Promote the heritage, arts and cultures of our communities. Reflect Increase awareness of 4 Indigenous Communities Completed Three events were held Reconciliation Indigenous culture. culture activities as part of National Action Plan Reconciliation Week, 2019-20 May 2021 with over 40 in attendance from all events. All libraries supported activities with displays. Creative Central Highlands 3 online profiles of Communities Completed Blackwater Art Group as Cultural Regional Galleries local artists/art well as Natasha Stanton Futures development. groups videos have been Strategy Maintain current Sister published. 2016-2026 City international Online Japanese Communities Completed Completed and reported student exchange class with in quarter three (3). program with Ichinoseki Ichinoseki, Japan. 2 competitions Communities Completed Completed and reported Deliver art in quarter three (3). competitions. Regional Arts Coordinate the RADF Rollout 3 grant Communities Completed Round 3 applications Development program. rounds four applications were Fund (RADF) approved by council on program 16 June 2021 expending all allocated budget.

2020-2021 Quarter 4 Performance Report 18 2020-2021 Operational Plan

1.3 Respecting our cultures 1.3.1 Lead active community planning and engagement by encouraging community participation and input into council’s decision-making Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Community Coordinate and Conduct survey Communities Completed Completed and reported Engagement complete 2020 in quarter three (3). Action Plan Community Survey. Continue to engage 3 events attended Communities Completed Ranger services have regularly with the (subject to Covid- made appearances at community through 19 restrictions) Emerald show, events such as AgGrow Gemfields 'Who we are' and rural shows. and attended AgGrow from 24 June - 26 June. Implement regional Update Communities Not Strategic direction to be engagement. 3 place-based Proceeding informed through the strategic implementation of the directions strategic planning framework. Facilitate online 8 engagements Communities Completed Four engagements have community been facilitated through engagement. Have Your Say, Central Highlands: • your vision for arts, culture & heritage in the Central Highlands • waste facility operating hours • What would you like to see at the Central Highlands Galleries? • the online component of the corporate plan consultation. Two other online engagements had project pages listed, directing to an external survey: • Central Highlands Sport and Open Space Plan • Our Region, Our Resilience survey. Connect with council 4 staff information Communities Completed Four information staff regarding good sessions facilitated sessions were delivered community this quarter. engagement practices. Annual CRG 'Regional Presentation Communities Completed Completed and reported Round Up' shared on Have in quarter two (2). presentation. Your Say website

2020-2021 Quarter 4 Performance Report 19 2020-2021 Operational Plan

1.3.2 Lead and influence community participation in healthy and active lifestyles. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Community Report on community Annual report Communities Completed Annual report presented Engagement participation in active provided to to council. Action Plan recreation and its council influence on community health outcomes. Deliver community 20 Events Communities Completed Completed and reported programs and events delivered and 600 in quarter three (3). that promote active attendees to Get and healthy lifestyles. Out Get Active

20 Events Communities Completed Program was delivered, and successfully delivered 1200 attendees to throughout the region. Healthy Active Highlanders Promote opportunities 3 events delivered Communities Completed Completed and reported for improved in quarter two (2). awareness on key social influences e.g. family and domestic violence and depression. 1.3.3 Facilitate opportunities for learning, social activities, community events, grants and funding programs. Libraries Implement year two of Collection Communities Completed Completed and reported Action Plan the Libraries Action Development in quarter two (2). Plan to encourage Policy approved by learning, social council activities, and events.

Community Coordinate, promote 2 grant rounds Communities Completed 19 community groups Engagement and administer were awarded more Action Plan council's community than $159K in Round 1 – grants program and 2021. funding opportunities for learning, social activities and community events.

2020-2021 Quarter 4 Performance Report 20 2020-2021 Operational Plan

2. Building and Maintaining Quality Infrastructure 2.1 Well planned and connected communities 2.1.1 Develop and implement a robust Infrastructure Plan through effective long-term asset management practices. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments 10-year Network infrastructure Review and adopt CEO Office Completed Draft rural road infrastructure sustainability – long term asset hierarchy considered plan Continue to assess and renewal programs when prioritising develop long term asset annually projects as part of the renewal programs. budget development process. Asset Integration of asset Capital Works CEO Office Carry Over AMPs are being updated Management management plans renewal program to with outcomes from the Plans with long-term financial funding aligned to 2021-2022 asset physical condition plan. asset management inspections (APCI) and plans (AMP) and for further alignment long-term financial with the LTFP post plan (LTFP) comprehensive valuations between December 2020 and June 2021 using update revaluation information. Feasibility and Feasibility and Communities Carry Over Preferred site identified identification of a new identification to with comprehensive site for the new super completed with 2021-2022 feasibility being resource recovery steps taken to undertaken including key centre. acquire site stakeholders. Consultants to present to Council in July 2021. Construction of new Construction Communities Completed Completed and reported waste transfer station financially in quarter three (3). at Capella. completed Relocate the Bauhinia Relocation and Communities Carry Over This will need further bin station to a new, construction to work in the 2021-22 suitable location and financially 2021-2022 financial year. construct a new facility. completed Alternative sites have not been suitable to date. Reconfiguration of the fenced compound will be undertaken to better manage waste disposal. The Department of Transport and Main Roads (TMR) have requested assessment of the intersection which is currently being undertaken.

2020-2021 Quarter 4 Performance Report 21 2020-2021 Operational Plan

2.1.2 Implement an effective open space and recreational plan. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Open Space Stages of Stage 1 reflective Communities Completed Stage 1 completed this Recreation implementation of the park space to be quarter. Plan Old Blackwater aquatic completed centre site, Lions Park, and the Blackwater International Coal Centre development plan. Renewal of open space Revitalised park Communities Completed Completed and reported - Blackwater Art and space adjacent to in quarter one (1). Pottery area. the facilities The Game Implementation of a Complete review Communities Completed Review of actions Plan regional approach to of actions completed this quarter. supporting community (incorporating into and sporting the 3-year action organisations (Game plan) Plan) to ensure consistency and equity into existing assets and facilities. 2.1.3 Implement a decision-making framework for the prioritisation of shovel-ready projects. 2020-2021 Implementation of the Establishment of CEO Office Carry Over Phased-in approach Capital Capital Turnaround Project to taken for PMO due to delivery strategy. Management 2021-2022 inability to recruit strategy Office (PMO) appropriately qualified staff to critical positions. 2.1.4 Plan and deliver essential infrastructure that supports a sustainable future. Waste Development of the Options paper Communities Carry Over The WRRP is being Reduction centralised regional presented to to replaced by a new waste and Recycling waste management council 2021-2022 strategy. A draft strategy Plan 2016 - facility strategy. is currently under 2026 (WRRP) Implementation of the Commence Communities Carry Over development. New WRRP. engagement to target date for council sessions for the 2021-2022 consideration is October next planned 2021. facility closures Water Development of water Complete draft Infrastructure Completed Discussions on-going Security security strategy. Water Security and Utilities with SunWater and Strategy Plan for Department of consideration and Resources. Report to adoption by council in August 2020 council. renegotiated a target delivery of December 2021 for the draft Water Security Strategy. This has now been incorporated into the 5- year plan.

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2.1.4 Plan and deliver essential infrastructure that supports a sustainable future. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Local Finalisation of Amendment Communities Completed The LGIP 2 was adopted Government LGIP 2. gazetted by Council on 24 March Infrastructure 2021 and effective from Plan (LGIP) 2 19 April 2021. Clean Growth Implementation of the Investigate, Communities Completed Initiatives progressed Choices Clean Growth choices identify, and that align with the Clean Program program. report initiatives Growth Choices program aligned with the include: clean growth • applications to choices program Climate Risk Management Framework and Guideline on grants through Queensland Climate Resilient Councils • 20 Council sites for solar generation systems to enable 51-59% renewable energy usage on the sites under a Build, Own, Operate and Transfer model with no capital costs to Council. • ARENA grant funding under the Regional Australia Microgrid Pilots Program (RAMPP) for establishing microgrids in Central Highlands • zero net green house gases emissions – action plan. • further investigation on Waste to Energy plant for landfill diversion • correspondence with Livingstone and Rockhampton Councils to collaborate on Cities Power Partnership opportunities

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• two approved EV charging stations (Dingo and Emerald) in collaboration with the State Government • ongoing facilitation of investment of clean growth projects within the region from interested groups. 2.1.5 Develop a strategy for our land and property assets. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments CHRC Staff Implementation of Commencement Customer and Completed The first-year disposal of Housing housing strategy. of renewal Commercial staff housing is on track Strategy program for staff Services for all vacant houses to housing and be listed for tender this implementation of financial year. Action Plan.

CHRC Ongoing management Review of current Customer and Completed The current action plan Vacant Land of council-owned land action items and Commercial has been reviewed and Management through implemented implementation of Services reported via briefing Strategy and strategies. new Vacant Land note to Councillors on action plan Management 24 August 2020. The Strategy and action items will Action Plan continue to be implemented in line with the vacant land management strategy. Property Services will continue to engage with internal sections of council to identify council's need for land.

2.2 Affordable and well-serviced infrastructure 2.2.1 Develop efficiencies in water and wastewater operations. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Strategic Adoption and Council to adopt Infrastructure Carry Over Incorporated into the 5- Business Plan Implementation of draft Strategic and Utilities to year strategic planning for Water strategic business plan Business Plan and 2021-2022 to be adopted in 2021- Utilities actions. Actions 2022 Operational plan. Implementation of Infrastructure Carry Over Incorporated into the 5- year 1 funded and Utilities to year strategic plan to be initiatives 2021-2022 adopted in 2021-2022 Operational plan. Current operational projects are in line with current draft Business Plan.

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2.2.2 Develop a roads and transport strategy ensuring the efficient and effective use of resources. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Roads and Continued Attend all Bowen Infrastructure Completed All meetings attended transport collaboration on Basin Regional and Utilities as scheduled. strategy essential regional Road Group transport meetings, infrastructure network continue with and with local road user create new road groups. user group meetings 2.2.3 Deliver waste, recycling, and re-use strategies across the region. Waste and Improve waste Adoption of the Communities Carry Over A draft waste strategy is Recycling recycling and reuse of Waste Strategy to being progressed for Strategy resources. 2021-2022 council consideration in October 2021. 2.2.4 Implement energy efficient practices for our assets and facilities. Central Implementation of Inspection Communities Carry Over Tender for the Solar Highlands asset and facility regimes are to Panel installation was Regional energy efficient maintained within 2021-2022 awarded in mid-June Council management set parameters. 2021 with installation to energy strategies to reduce 5% per quarter, begin in July/August utilisation environmental over a 5-year plan 2021. plan impacts. Asset Asset sustainability Council funding a Corporate Completed Asset Physical Condition sustainability ratio aligned to CHRC minimum of 80% Services Inspection (APCI) data ratio asset base achieved. of depreciation collection to be over the Long- finalised early 2021 for Term Financial all asset classes except Plan across asset water and sewer which portfolio is the focus of analysis for reduction in depreciation to meet the minimum 80% of depreciation over the LTFP. Focus for the remaining asset classes for 6 months of 2021 will be to analyse data for population into the 2021-22 budget. 2.2.4 Implement energy efficient practices for our assets and facilities. Asset Undertake Reduction in Communities Completed Completed and Management modifications to the external cleaning reported in quarter Plan current animal costs by 20% three (3). management facility to improve animal welfare and comfort standards. Reduce the cost of running and maintaining the facility through in-house cleaning and maintenance practices.

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

3.1.1 Support the Central Highlands Development Corporation (CHDC) to facilitate networks and partnerships between local business, industry groups and government. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Economic Support and facilitate Monitor the Chief Completed Progress updates for the Master Plan economic and tourism delivery of CHDC Executive Central Highlands development. initiatives against Office Development the service level Corporation SLA have agreement (SLA) been reported to council and its quarterly. effectiveness 3.1.2 Promote the Central Highlands as a region for tourism and development opportunities. Regional Promotion of the Minimum of 15 Communities Completed 19 potential applicants Economic Regional Economic potential identified and advised of Development Development Incentive applicants the opportunity of REDI Incentive (REDI). identified and or taken to Council for advised of the approval/refusal after opportunity applicants submitted an REDI application. Minimum of eight Communities Completed Eight applications applications sent presented to council for to council for consideration after the consideration meeting of 30 June 2021. Seven were approved and one refused. 3.1.3 Encourage a diverse supply of housing affordability and choice. Central Provide support to Develop service Customer and Completed SLA has been signed and Highlands govern Central level agreement Commercial implemented. SLA is in (QLD) Highlands (QLD) (SLA) with Central Services place until 30 June 2022. Housing Housing Company Ltd. Highlands (QLD) Company Ltd Housing Company Strategic Plan Ltd 3.1.4 Advocate and support the development of the Central Responsibility Status Comments Highlands as a regional hub. Chief Completed This activity is managed Executive by the CHDC and reported Office to council quarterly as per the SLA.

3.2 Support local business and emerging industries 3.2.1 Facilitate opportunities for existing businesses and Responsibility Status Comments emerging industries to consolidate and grow. Chief Completed This activity is managed Executive by the CHDC and Office reported to council quarterly as per the SLA. 3.2.2 Continue a ‘local buy’ strategy for council business to sustain local communities. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Local Implementation and >50% local spend by Corporate Completed Target is not achievable. preference promotion council’s dollar and number Services Has been reset to 40% policy local purchasing of transactions. for 2021-22 financial policies to support year. local business.

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

4.1.1 Ensure the region’s sustainability through integrated, well-planned development. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Council's Development and Gazettal of the Communities Carry Over The following Planning implementation of a following to amendments will assist Scheme and series of amendments: 2021-2022 to improve levels of Local amendments to the • Planning regional sustainability, Government Planning Scheme and Scheme liveability, economic, Infrastructure LGIP that will address Amendment (5) social, and Plan (LGIP) sustainability, Flood Hazard environmental liveability, economic, • Planning objectives in a range of social, and Scheme council and state strategic documents: environmental Amendment (6) • LGIP 2 Amendment objectives in council Business 5 – Adopted and and State strategic Improvement effective. documents. and Innovation • LGIP • Planning Scheme Amendment 2 Amendment (6) Business Improvement and Innovation. To be sent back to the state for a formal state interest check in July 2021 • Amendment (7) Flood Hazard. To be sent back to the state for a formal state interest check in August 2021. • Amendment (8) Blackwater and Blackwater East Priority Development Area revocation. Awaiting resolution from Council and assurances from the EDQ about a number of matters.

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4.1.2 Employ efficient development planning processes and practices Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Development Process development 100% compliance Communities Completed 24 decisions made assessment applications in within the reporting accordance with the period all within Development timeframe, 2 decision Assessment Rules for periods extended by statutory timeframes- agreement with the 100% compliance. applicant. Council’s Currency and Initialisation and Communities Carry Over The following new draft Planning responsiveness of development of two to planning scheme Scheme planning instruments. new draft planning 2021-2022 amendments were Continue to update scheme initiated, and the Planning Scheme amendments Minor development started: with a series of and Major • Amendment (9) amendments to align Amendment Urban Design with council policy Guidelines and and economic needs. standards of service. Consultants briefed and engaged to commence this work • Amendment (10) Heritage, Scenic Amenity and Indigenous Interests. This has been initiated with quotes sought for the consultants, engagement with internal staff on the approach of local representatives of the first nation groups and interaction with first nations representatives on archaeological site visits • Project phasing will see completion of this project in 2021- 2022. Development Employ efficient MOU - Internal Communities Carry Over MOU has not been and Planning development referral adopted to signed-off with all planning processes with performance 2021-2022 internal referrals. and practices through targets being met. adopting a Memorandum of Understanding (MOU) for internal referral.

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4.1.3 Implement initiatives for flood mitigation and to plan, prepare, respond, recover and build resilience from disasters for the communities of our region. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Hazards Risk Maintain an all All hazards risk Infrastructure Completed Completed and reported Management hazards risk register/plan and Utilities in quarter one (1). plan management adopted by council. approach. Local Disaster Build and promote 100% Compliance Infrastructure Completed Completed and reported Management community resilience with Inspector- and Utilities in quarter one (1). (LDM) through preparedness General Emergency collaborative and evacuation Management audit. regional planning. strategy

Build and promote Deliver evacuation Infrastructure Completed all required information community resilience planning tools for and Utilities has been made available through preparedness Emerald and to the consultants and evacuation Sapphire engaged to prepare planning. hazard and evacuation route mapping for Sapphire; activation procedure for the Sapphire early warning sirens for flood and bushfire; a community information brochure. Facilitate the Evidence of regular Infrastructure Carry Over CHRC LDM Group development of local LDM Group and and Utilities to meeting scheduled for community support satellite LDM Group 2021-2022 June 2021 was groups and networks. meetings conducted postponed due to clashes with other meetings, rescheduled for 21 July 2021. Satellite Emergency Advisory Groups meetings were held May/June 2021. Identify opportunities Disaster Infrastructure Completed Multiple meetings were to collaborate with management and Utilities conducted with key disaster management partnerships stakeholders including partners for established, and LDM and District resourcing and benefits realised Disaster Management outcomes. Groups (Many conducted virtually due to COVID-19 restrictions).

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4.1.4 Promote community safety and well-being. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Public health Promote public safety Review the Communities Completed This review is complete. risk and wellbeing Mosquito A draft will be provided management through proactive Management Plan to for council compliance and to ensure alignment consideration at the July education services to with current general council meeting. ensure public health strategies. risks assessed and Develop a suite of Communities Completed Completed and reported remediated as far as factsheets for in quarter three (3). possible. environmental health and review all application forms. Promote public Carry out joint Communities Completed Completed and reported health and wellbeing education sessions in quarter two (2). through a partnership with the relevant approach to improve state agencies for the spread of the Food Safety Week messaging to all and Asbestos sectors of the Awareness week community. Promote Community Attendance at 5 or Communities Completed The Pet pep program community engagement more PetPep school has been cancelled by safety promoting visits discussing AVA and will now be run through responsible pet responsible pet internally with Ranger continued ownership and safety ownership across services and local vets. education related to dog the region, Ranger services will around ownership. showcase at Nogoa liaise with local schools responsible November 2020 and vets to promote pet (subject to Covid-19) responsible animal management (RAM). ownership. Ranger service have attended Emerald Primary school and delivered an education awareness around flying fox presence in the region. Rangers will attend St Brigid’s school in July to deliver RAM with other arrangements to be made with St Patrick’s.

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4.2 Environmental sustainability 4.2.1 Collaborate with stakeholders to manage our built and natural environment. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Community Continue to partner Pest management Communities Completed Ranger services Satisfaction with key control initiatives participated in a recent Survey stakeholders to across the region pest management event develop pest are delivered alongside FBA to management control landholders and other across the region to stakeholders around protect and enhance wild dog control the region’s natural measures including a values and trapping workshop. biodiversity. Grant funding Deliver on grant Targeted areas Communities Completed Completed and reported for pest expectations for subject to pest in quarter two (2). management funded projects to incursion. 100% manage and control implementation pest plants across the region. Environment Improve community Host the Clean-up Communities Completed Completed and reported awareness awareness on Australia Day, the in quarter two (2). environment and Great Northern waste reduction Clean Up, World through hosting Recycling week events to promote and Nogoa environmental November events awareness. Local Laws Review the Local Complete review Communities Below Target Ranger services have Management Laws and implement with requested a review of any recommended recommendations Subordinate local law changes. by January 2021. No. 2 around schedule Lodge wording and some amendment for confusion within permit Local Law by June requirements. A full 2021 review of local laws 1,3 & 4 is now complete, and amendments drafted. Drafted amendments now require legal and State review before council sign off. 4.2.2 Ensure an effective regulatory role through education and enforcement. Development Ensure educational Create an Communities Completed Factsheets have been and planning programs are educational plan finalised and are created and for the available to the public delivered to the community on via council's website. community on pool safety, assessment building and requirements. plumbing requirements and planning scheme understanding

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4.2.1 Collaborate with stakeholders to manage our built and natural environment. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Community Educate the Education Communities Completed A community education awareness community on program to program has been and environment and increase undertaken on illegal engagement waste matters. awareness on dumping issues under program waste and our 'give a hoot' recycling following promotional program. the bin audit School education on recycling has also been recently completed, with 5 schools participating in the program. Environmental Actively implement 100% completion Communities Below Target It is envisaged that the Health environment of all licensed inspections will be protection premises by 30 completed in the 2021- regulatory April 2021 2022 financial year. requirements for licensed premises in accordance with Queensland Health requirements. Development Audit of 60% of levied Communities Completed 5.4% (12 cases) of levied and Planning infrastructure charges recovered charges remain charges register to on commenced outstanding. Any recover levied approvals outstanding matters charges on post-June 20 will be commenced progressed by legal approvals. counsel.

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4.2.2 Ensure an effective regulatory role through education and enforcement. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Development Review the current Proactive Communities Completed Significant analysis has and Planning approach to compliance been undertaken in the development program final quarter of this compliance established operational plan management, reporting period to particularly identify and respond to unauthorised historic building, development, and plumbing and condition compliance matters. After significant data enforcement. interrogation and cleansing, all identified outstanding matters have been corresponded with and are being progressed to completion. Enforcement Continue to focus on Delivery of Communities Completed Ranger services invited of dog dog registration educational local real estate agents registrations compliance and awareness to real to attend a workshop other local laws estate, vets, and around dog registration associated with other housing and requirements responsible pet companies in the associated with ownership, multiple area through a properties. Topics animal permits, workshop and included multiple multi dwelling information pack animal permits and multi dwelling permits and (units/flats/townhouse) regulated dog permits. No agents permits. attended however a package has been made available to the agents for perusal. Increase dog Target responsible Increase dog Communities Completed Completed and registrations animal management registrations by reported in quarter with an increase in 10% from three (3). dog registrations to 2019/20 increase compliance on 2020/21.

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5. Leadership and Governance 5.1 Leadership and communication 5.1.1 Clearly define the functions, services, roles, and responsibilities of council. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Service Level Service planning and Development of Corporate Carry Over Rescoping of project and Planning review project service levels Services to associated milestones Project across all council aligning to 2021-2022 and deliverables with activities to enhance operating costs assistance from the understanding of per service Queensland Treasury current services and Corporation (QTC) costs of services. Business Improvement Program. 5.1.2 Practice effective internal and external communication. Internal and Complete Community Communities Completed Completed and reported external community survey in quarter one (1). communication communications completed benchmark survey. Internal >10% increase in Communities Completed Completed and reported communication. satisfaction with in quarter two (2). communication as indicated in previous staff engagement survey Central Promote Promotion of Chief Executive Completed Ongoing. Advocacy for Queensland collaborative ‘Reef to Red Office the 'Reef to Red Ridge' Regional ventures with Ridge’ continuing via CQROC. Organisation of CQROC. Regional Chief Executive Completed Ongoing. Continual Council attraction of Office focus on regional (CQROC) investment or attraction of investment successful and successful outcomes lobbying via CQROC initiatives. outcomes Formalisation of CQ Company Chief Executive Completed Company registration Alliance of Councils. registered with Office complete. ASIC and first Board Meeting conducted Fresh Chief Executive Below Target To be progressed at commitment Office future meetings of from members CQROC. and MOU executed

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5.2 Advocate for our region 5.2.1 Advocate for improved services and infrastructure. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments CHRC Advocacy Develop a CHRC CHRC Advocacy Communities Carry Over The advocacy strategy Action Plan Advocacy Strategy Strategy Action to was presented to Bowen Basin Action Plan. Plan endorsed by 2021-2022 council strategy Regional Road council meeting in April 2021. and Transport Councillors requested Group another workshop to test run a project in the advocacy framework. This was held 13 May 2021. Councillors requested another workshop with more examples of the framework using projects from the blue- sky document. Timeframe does not enable endorsement by council before 30 June 2021. Scheduled for October 2021 meeting. Advocate for 4 technical and Infrastructure Completed All meetings have improved regional 4 board and Utilities been attended as transport network meetings held scheduled. infrastructure in collaboration with the Bowen Basin Regional Road and Transport Group. 5.2.2 Advocate for secure and sustainable water supplies for the region. Sustainable Complete Endorsement of Infrastructure Completed Water Utilities raw water development of raw water pricing and Utilities continue to play an pricing pricing framework framework active role in providing methodology with feedback and SunWater, subject monitoring the to ministerial outcomes of directions. submission of response to the Australian Competition Authority. However, no set timeframes have been provided on the decision-making process or outcomes. We will continue to pursue this same objective in next year’s Operational Plan.

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5.3 Accountability and integrity 5.3.1 Maintain high standards of corporate governance. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments CHRC Implementation of Facilitate council Corporate Carry Over Activity will be carried Governance governance and elected Services to over to be completed Framework framework. members self- 2021-2022 before 31 December assessment 2021. surveys on the governance framework effectiveness Develop and All delegations Corporate Carry Over Implementation, implement assigned to Services to review, and Delegations relevant officers 2021-2022 consultation of Management and managed delegations System. automatically and progressing to final the exercise of stages of configuration delegations importing all delegations into system and conducting testing. Corporate Review and Develop a process Corporate Carry Over A draft framework to Planning and alignment of council that allows for the Services to assist in integrating Performance strategic corporate 2021-2022 strategic and Management documents. planning and corporate planning Framework strategies review with the budget cycle to inform the process has been budgeting cycle endorsed by the Executive Leadership Team (ELT) to be workshopped with council in 2021-22. 5.3.2 Ensure transparency and accountability through integrated performance management reporting. CHRC 2023- Commence Corporate Plan Corporate Completed Corporate Planning 2028 Corporate development of the planning process Services Framework and Plan new Corporate Plan endorsed by process endorsed by planning process. council council at the General Council Meeting 24 March 2021. Delivery of 100% Complete Corporate Completed Completed and improved integrated Services reported throughout quarterly 2020-2021. performance reporting including the legislative requirement of providing Operational Plan performance.

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5.4 Financial sustainability 5.4.1 Optimise management of council’s commercial business units. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Commercial Implementation of 100% completion Customer and Completed Reports adopted by Services Airport Strategic of year 1 actions Commercial General Manager, new strategic Business Plan Services templates to be used business plans actions. going forward. All plans in place. Implementation of 100% completion Customer and Completed Reports adopted by Saleyards Strategic of year 1 actions Commercial General Manager, new Business Plan Services templates to be used actions. going forward. All plans in place. Airport compliant 0 non- Customer and Completed 0 non-conformances with all legislative conformance Commercial reported for this and safety Services quarter. obligations. Commercial Saleyards compliant 0 non- Customer and Completed 0 non-conformances Services with all legislative conformance Commercial reported for this strategic and safety Services quarter. business plans obligations. Airport Communication and Quarterly Customer and Completed Fourth quarter Advisory engagement are meetings held Commercial meeting held 14 June Committee strengthened with Services 2021. key stakeholders for all commercial businesses. Saleyards Communication and Quarterly Customer and Completed Fourth quarter Coordination engagement are meetings held Commercial meeting held 28 June Committee strengthened with Services 2021. Meetings key stakeholders for all commercial businesses. 5.4.2 Ensure the long-term financial sustainability of the region through prudent financial management and budgeting. 3 Year rolling Development of 3- Operating Corporate Completed Target achieved. A 3- budget for year rolling budget programs budget Services year rolling budget has Operating for operating endorsed in been completed for programs programs in alignment with the the operating alignment with the annual budget programs in the 2021- annual budget process 22 approved budget. process. Long Term Alignment of long- Capital works Corporate Completed Asset Management Financial Plan term financial projects sourced Services Plans are being aligned forecasts and from asset to APCI and infrastructure needs management comprehensive with asset plans which are revaluations when management plans. aligned to long they are completed. term financial plan Land and buildings external comprehensive valuations are complete.

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5.4.1 Optimise management of council’s commercial business units. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Saleyards, airports, site improvements including facilities, road and bridge network asset classes will be completed by June 2021. Manage capital and Ratios within Executive Completed Operating Surplus and operational budgets target range: Leadership Net Financial Liabilities to achieve the Operating surplus Team ratios for BR4 are benchmark local ratio (0% & 10%), within target ranges. government Asset Asset Sustainability financial sustainability ratio ratio for BR4 is 79.3% sustainability ratios. (>90%), (Vs >90%) which is Net financial considered liability ratio appropriate for council due to its historical (<60%) approach to renewal funding, which has maintained the current good condition and services level of council's assets, which are predominately long-life assets. Actual performance to these ratios will not be known until the 30 June 2021 position is finalised in September. Maintain an Maintain or Corporate Completed QTC issued outcome of appropriate improve on Services credit review which Queensland current rating of resulted in council Treasury 'Moderate with a maintaining its current Corporation (QTC) Neutral Outlook' rating of 'Moderate credit rating. with a Neutral Outlook’. Queensland Provision of No audit Corporate Completed The audit was Audit Office accurate and timely qualifications Services completed mid- Audit reporting of issued on audited December 2020 with Engagement financial annual financial an unqualified audit Plan information and statements opinion issued. plans to council, Queensland Audit Office, and government.

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6. Our Organisation 6.1 Living our values 6.1.1 Provide excellent customer service to ensure professional service delivery. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Customer Implementation of 100% completion Customer and Completed Mandatory customer Service Customer Service of year two Commercial service training Strategy and Action Plan. actions Services delivered. Action Plan Annual satisfaction 2019-2021 survey completed. review of website completed, and refresh commenced. Conduct satisfaction >80% overall Customer and Completed Survey conducted from survey to improve satisfaction Commercial 16 March 2021 with. the quality and Services 160 respondents efficiency of advising an overall frontline services. satisfaction 95% with service provided. Provide reporting of Monthly reporting Customer and Completed Quarter four Customer Service provided to Commercial performance report performance against council Services scheduled for general adopted standards council meeting on 28 and benchmarks. July 2021. 6.2 Continuous improvement culture 6.2.1 Continuously advance work practices and business systems to ensure a skilled, motivated and community- focused workforce to drive a coordinated and connected organisation. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments ICT Strategy Scoping and Approval of TOTO Corporate Completed Completed and reported and Action Plan planning of phase II Phase II scope Services in quarter two (2). 2017-2022 of oneCouncil (TOTO) projects. Business Turn on new 100% completion Corporate Completed Completed this quarter. efficiency functions and against agreed Services program - features by utilising milestones and oneCouncil exiting deliverables capital TechnologyOne expenditure licenses TOTO project Phase II. implementation Business Stabilise phase 1 of 100% completion Corporate Completed Completed and reported efficiency oneCouncil core of TOTO transition Services in quarter two (2). program - functionality. period oneCouncil operating expenditure project implementation Business Proactively identify, 100% completion Corporate Completed Completed this quarter, improvement review, and against agreed Services target measure action plan understand milestones and achieved. business process deliverables

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6.2.1 Continuously advance work practices and business systems to ensure a skilled, motivated and community- focused workforce to drive a coordinated and connected organisation. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments needs and Updated Corporate Completed Completed this quarter, requirements and Information Services target measure improvement Communications achieved. opportunities from and Technology the business (ICT) policy and Improvement procedure and action plan. communicate to all staff Accurately record Corporate Completed Completed this quarter, and report on Services target measure efficiency gains achieved. People and Completion and 80% of People Corporate Carry Over The 2020-2021 People Culture implementation of Plan actions Services to Plan objectives have Strategy actions from the implemented, with 2021-2022 been partially achieved. People Plan 2020 - progress provided A revised people plan 2021, ensuring to relevant will be provided to communication stakeholders on council by the end of the with relevant initiatives first quarter. stakeholders on throughout year initiatives. Culture and Growing Our Own Increase in the % Corporate Completed All employees in Capability framework of employees who Services leadership roles have Action Plan developed and are participating in participated in multiple endorsed by the leadership activities and have Executive development training events Leadership Team program activities scheduled through (ELT) for quarters three and four. implementation in 100% of eligible Corporate Completed The Individual 2020/2021. employees have a Services Development Plan (IDP) learning and has been launched and development plan communicated to all CHRC employees. The ELT has elected for the IDP process to be optional for employees to complete in the 2021/2022 year. Attraction and Implementation of Succession Corporate Completed Succession Planning Retention initiatives from Planning process Services framework and process Action Plan Attraction and (including overview approved by Retention Action designated roles ELT. Plan to address and talent current risks across identification) identified roles developed and within council. endorsed by ELT for implementation

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6.2.1 Continuously advance work practices and business systems to ensure a skilled, motivated and community- focused workforce to drive a coordinated and connected organisation. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments 80% of Attraction Corporate Carry Over Revised attraction and and Retention Services to recruitment processes Action Plan items 2021-2022 are being tested and implemented. utilised by the recruitment team. The finalised Recruitment Guidelines will be presented to the whole of management team (WOMT) following the implementation of the recruitment software system in quarter one 2021/2022. Employee Utilise regular Increase in Corporate Completed The final survey results Engagement employee pulse employee job Services for the financial year Survey surveys to measure satisfaction from have been delivered to organisational previous ELT for discussions with cultural employee pulse their departments. performance on a survey range of criteria Increase in Net Corporate Completed The final survey results including eNPS and Promoter Score Services for the financial year job satisfaction. (eNPS) from have been delivered to previous ELT for discussions with employee pulse their departments. survey

6.3 One team approach 6.3.1 Develop and implement effective systems to manage risk to enable the efficient delivery of council services. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Risk Evaluate Bi-monthly reports Corporate Completed Ongoing reporting to Management effectiveness of the presented to Risk Services the RMSG to facilitate Framework Risk Management Management continual improvement Framework and Steering Group to risk management integrate into (RMSG) on the practices and reporting. business as usual. council’s risk profile Monitoring of the Quarterly reporting Corporate Completed Quarterly report enterprise risk provided to Audit Services provided to the May management Committee for high 2021 Audit Committee systems and and extreme risks meeting on high and practices for extreme risks. operational risks and strategic risks to identify emerging issues and treatment plans.

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6.3.1 Develop and implement effective systems to manage risk to enable the efficient delivery of council services. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments CHRC Delivery of Internal 100% complete Corporate Completed Updated plan Governance Audit plan for the Services progressing with Framework 2020-2021 financial scheduled reviews due year. for completion and presentation to the next Audit Committee meeting in September 2021. Annual test Annual desktop Corporate Completed All BCPs have been outcomes and testing exercises Services reviewed for currency improvements for all locations- post annual desktop implemented to based business testing exercise. ensure business continuity plans continuity planning (BCP) is advanced and tested on an annual basis. 6.3.2 Develop the elected member group consistent with the One Team approach. Elected Attendance at Attendance at Chief Completed Conferences attended Member professional professional Executive by Councillors during Development development development Office this quarter: seminars, seminars, • CQ Clean Energy conferences, and conferences, and Summit - 21 - 22 workshops. workshops April 2021 (Gladstone)- Cr Daniels • LGAQ Disaster Management Conference - 9 - 11 June 2021 (Brisbane) Crs Rolfe, Burns and Brimblecombe • ALGA National General Assembly - 20-23 June 2021 (Canberra) Crs Hayes, Rolfe, Burns, Brimblecombe and Carpenter (virtual attendance).

2020-2021 Quarter 4 Performance Report 42 2020-2021 Operational Plan

6.4 Working safely 6.4.1 Sustain a productive, efficient, and safe workforce that is responsive to council and community needs. Strategy / Action Plan Key Activity Target/Measure Responsibility Status Comments Health Implementation of Develop wellness Chief Carry Over A health monitoring Monitoring a health monitoring strategy Executive to tender has been Program program for at risk encompassing Office 2021-2022 awarded. employees. health monitoring Immunizations for and early employees considered at risk due to their job intervention descriptions are up to initiatives date. In new financial year, health monitoring activities will be a focus for the first quarter. Health Implementation of Health monitoring Chief Carry Over A contract has been Monitoring a health monitoring activities include Executive to awarded to a successful Program program for at risk at least 55% of Office 2021-2022 vendor following a employees. employees tender for health monitoring activities, which will set the council up for a platform to support ongoing health monitoring. WHS Implementation of Early intervention Chief Completed Early intervention Management the early activities include Executive activities have been Plan intervention at least 55% of Office ongoing. Target of 55% strategy and employees of employees has been initiatives. reached for the financial year. This work will continue as business as usual work within council. Employee Development and Consolidated Corporate Completed Completed and reported Value communication of employee benefits Services in quarter three (3). Proposition council's employee Vine portal and employee value proposition created, and benefits and employee benefits benefits offering to communicated to support our employees attraction and retention strategy objectives.

2020-2021 Quarter 4 Performance Report 43 Central Highlands Regional Council

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