annual report 09 10

1 JULY 2009 TO 30 JUNE 2010

ANNUAL REPORT

ANNUAL REPORT 1 JULY 2009 TO 30 JUNE 2010

TABLE OF CONTENTS

PA G E 2

Mayor’s Forward 3

CEO’s Report 4

Distribution 5

Feedback 5

Local Communities - Local Service 5

About Our Region 6

Vision 6

Guiding Principles 7

Positioning Statement 7

Your Councillors 8

Executive Team 9

Council Meetings 10

Councillors Remuneration 11

Councillors Expenses Reimbursement Policy 12

Councillor Code of Conduct & General Complaints Process Disclosures 13

Registers 14

Summary of Strategic Activities 15

SA 1 People and Communities 16

SA 2 Growth and Opportunity 20

SA 3 Planning for Liveability 21

SA 4 Our Environment 27

SA 5 Utility Services 28

SA 6 Infrastructure 35

SA 7 Empowering Our Team 43

SA 8 Business Systems and Technology 46

Appendices 50

1. Councillor Expenses Reimbursement Policy

2. Borrowing Policy 2009/10

3. Revenue Policy 2009/10

4. Audited Financial Statements For Period 1 July 2009 to 30 June 2010


MAYOR’S FORWARD

PA G E 3

It gives me great pleasure as the Mayor of the Western Downs, to present on behalf of Western Downs Regional Council our 2009/2010 Annual Report.

Over the past 12 months Council has adopted a ‘getting down to business’ approach as we navigate our way through an exciting

phase of planning the future course of our new organisation. This year has been a period of significant progress and consolidation. We have successfully moved beyond our transition phase to now be a financially viable, transparent and independent large regional council.

Despite the changes that have had to occur to become a regionally operating organisation, Council has committed to significant strategic planning to refocus services and resources on meeting the current and future needs of our local communities. The commencement of the Western Downs 2050 Community Plan for the Western Downs region with widespread community input will provide great future vision for our region moving forward.

High expectation surrounds our region’s booming energy industry and the significant investment these major developments will bring to the region. The $1.5 billion solar power station in the offing in the Kogan and Chinchilla area, construction of a $115 million pre-heater process project towards the Kogan Creek Power Station and a multi-million dollar windfarm project at Coopers Gap are among a series of emerging energy ventures encompassing coal seam gas industry projects.

Continued growth in the resource sector remains a key priority for Council as developments emerging across the region in infrastructure do come at a massive cost. It is Council’s goal to

maintain and create a modern convenient lifestyle for our rural and urban areas by providing infrastructure in the most cost-efficient way possible across all communities. Providing excellent facilities and essential services ensures that our communities reap the benefits from growth and continue to be great places to live and visit.

The region’s agricultural sector continues to surge ahead as one of the State’s strongest agricultural markets with the emergence of much needed industries and consistent rain events. This strong economic performance throughout the year gives Western Downs Regional Council great confidence in the future of the region’s agricultural industry. In a further positive for the rural community, the State Government released its new draft Strategic Cropping Land Policy which effectively protects our region’s fertile cropping land from mining.

I would like to thank my fellow Councillors for their continued leadership especially in making difficult but important decisions in the best interests of the region. Also I wish to commend Council’s hard working staff. This elected Council values the contributions of our dedicated and enthusiastic people who deliver a range of Council services to more than 30,000 residents located across a vast area of 38,000km2 and manage assets valued at approximately $1.3 billion.

We will continue working hard to ensure our towns remain liveable, family orientated communities that offer an attractive lifestyle and deliver essential services that go with modern country living.

I consider it a great honour to be the Mayor of this wonderful region and I look forward to serving the Western Downs community with hard work and enthusiasm in 2010/2011.

Cr Ray BrownMayor Western Downs Regional Counci

“…widespread community input will provide great future vision for our region moving forward.”


CEO’S REPORT

PA G E 4

Our second financial year of operation was a very challenging one for Western Downs Regional Council in many respects but also rewarding after reaching key milestones as we move forward as a regional council.

During 2009/2010 Council have developed strategic and operational plans to manage $1.3 billion in assets, while working hard to restructure the organisation, manage growth and change, and offering responsive services to residents and stakeholders.

The year began with a celebration as Council unveiled its new branding to our local communities in August, formally announcing our organisation as a unified team ready to serve the entire Western Downs community.

Significant internal restructuring continues within the organisation to our staff, service delivery and business practices evolving from

amalgamation. Central to this change, Council undertook an organisation-wide review and in the new financial year will launch a staff lead organisation transformation program designed to improve performance and service delivery to the community.

Council is heavily investing in local infrastructure to meet the future needs of its communities. The Community Survey in October showed that Western Downs residents value local services and facilities, and are generally satisfied with Council’s efforts. With the survey results Council will continue to identify areas that need improvement.

Council’s financial position is sound but has been adversely affected by the impact of the cost of amalgamation and the withdrawal of significant traditional grant funding and infrastructure subsidies. Despite this, Council managed to keep rates as low as possible in comparison to other Queensland regional councils and is working to contain its debt to manageable levels, achieve rating parity before

2012 and complete its capital works program to build the local infrastructure required in our communities.

This year significant progress has been made in the areas of environment and health, waste, utilities, community, engineering and planning services. Our planning team continues to be challenged with the number of applications submitted doubled that of the previous financial year. Animal control services were rolled out to most urban centres in the region. A strategic review of waste collection and disposal services was completed. The new Dalby Wastewater Recycling Treatment Plant was commissioned in February and construction on a second groundwater desalination plant at Dalby is earmarked for completion in the next financial year. Throughout the year $3.047 million was allocated to undertake 32 projects, 28 of which have been completed under the Federal Government’s Regional and Local Community Infrastructure Program. Engineering Services have committed to rolling out a 10-year capital and maintenance works program across the region.

Our Western Downs Library branches underwent a program of major refurbishments transforming them into welcoming and popular public spaces. The Library Service continues to exceed customers’ expectations receiving a glowing report card in its first Customer Satisfaction Survey. As part of a commitment by Council to long-term community planning, in November a 12-month Western Downs 2050 community planning project commenced providing an opportunity for residents to guide the future of their community.

I would like to thank the Mayor and Councillors who have worked hard and dedicated their time as leaders of our region throughout the year. Their commitment and support to Council operations is appreciated.

Pivotal to Council’s progress this year is the people we employ who I am immensely proud of and grateful for their energy and dedication.

Phil BertingChief Executive Officer, Western Downs Regional Council

“…heavily investing in local infrastructure to meet the future needs of its communities.”

ANNUAL REPORT 1 JULY 2009 TO 30 JUNE 2010 PA G E 5

Western Downs Regional Council’s Annual Report is available in hard copy or electronic format. Printed copies of the report may be obtained for a fee by writing to the Chief Executive Officer, Western Downs Regional Council, PO Box 551, Dalby Qld 4405, or by telephoning Council’s Organisational Services Sectionon (07) 4672 1201 during normal business hours. Alternatively, you can visit Council’s website at www.wdrc.qld.gov.au to download a copy for free. Copies are also distributed to the Department of Local Government and the Queensland State Library.

FeedbackIn the interest of continuous improvement Council welcomes your feedback. Please forward your commentary in writing to the Chief Executive Officer, Western Downs Regional Council, PO Box 551, Dalby Qld 4405 or email Council at [email protected].

Local Communities - Local ServiceTo contact the Western Downs Regional Council telephone 1300 728 500 to be connected to your nearest Customer Service Centre, or visit in person at your local Customer Service Centre:

Chinchilla 80-86 Heeney Street

Dalby 107 Drayton Street

Engineering 26 Wood Street (Dalby)

Jandowae 22 George Street

Miles 29 Dawson Street

Tara 19 Fry Street

Wandoan 6 Henderson Road

DISTRIBUTION

Address all correspondence to:

The Chief Executive OfficerWestern Downs Regional CouncilPO Box 551DALBY QLD 4405

Email: [email protected]


ABOUT OUR REGION

PA G E 6

Western Downs Regional Council is benefitting from the emerging resources industry of the Surat Basin, currently dominated by Coal Seam Gas production in the lead up to LNG export.

Western Downs is a region at the cutting edge of environmental, economic and social change, a rural economy punching above its weight. People are being attracted to the region for the mix of employment opportunity, clean environment and country lifestyle. The region’s population continues to defy history, increasing to 31,897 in June 2010, a 1.3 % increase on 2009.

The region’s economy also continues to grow, despite the negative global environment. Gross Regional Product was 1.875 billion up 17.4% in 2008/09; almost double the growth of Queensland. Mining led this extraordinary growth, increasing its GRP by over 400% to overtake Agriculture, Fishing & Forestry as the largest regional

contributor to GRP. Western Downs Regional LGA contributed approximately 0.8% of the Gross State product for Queensland in 2008/09.

Unemployment also defied the State and National averages. The regions unemployment rate was 3.3% in June 2010, still well below Queensland (5.4%) and Australia (5.2%). In the same period of time, the labour force has continued to grow at approximately 5% per annum, a result expected given the investment activity through the region.

Dwelling approvals for the Western Downs increased by over 170% in the year ending December 2009. The majority of activity was for separate houses and came in the second half of the year, building towards record approvals for 2009/10 financial year.

MOONIE

MEANDARRA

GLENMORGAN

DRILLHAM

DULACCA

KAIMKILLENBUN

JIMBOURBELLCONDAMINE

KOGAN

WARRA

BRIGALOW

Our vision expresses what Council

aspires to achieve for the Western

Downs Regional Council:

A proud region united by opportunity and lifestyle

VISION


GUIDING PRINCIPLES

PA G E 7

As Councillors and staff of Western Downs Regional Council we are committed to the following principles as a guide to our actions as representatives of our region:

• Investinourpeople• Thinkregionally-deliverlocally• Facilitategrowth-manageimpact• Excellenceinaffordableservicedelivery• Consistentandinformeddecisions

As a team we will work together to achieve:

• Qualityoutcomesforourcommunities• Aninclusiveteamculture• Prideinourorganisation• Continuousimprovement

‘Our Communities : Our Future’ is the positioning statement for Western Downs Regional Council. The aim of the statement is to define the business of Council. It’s an important message that says who we are and who we serve. Community and progress are the key themes which define Council’s direction and lie at the heart of our communications.

‘Our Future’ indicates Council’s forward looking approach to business while ‘Our Communities’ indicates a willingness to engage all communities in the journey.

Images of people from the region add further strength to the statement and support Council’s goal to encourage a greater connection between communities that share a common future.

POSITIONING STATEMENT


YOUR COUNCILLORS

PA G E 8

Mayor: Cr Ray BrownPortfolio: Governance

Cr George MoorePortfolio: Environment and Health

Deputy Mayor: Cr Mick CosgrovePortfolio: Finance and Information Communication Technology

Cr Charlene HallPortfolio: Community Services

Cr Ray JamiesonPortfolio: Planning

Cr Bill McCutcheonPortfolio: Utilities - Water, Wastewater and Gas

Cr Andrew SmithPortfolio: Economic Development and Tourism

Cr Ian StainesPortfolio: Works and Plant

Cr Carolyn TillmanPortfolio: Community and Cultural Development


EXECUTIVE TEAM

PA G E 9

Chief Executive OfficerPhil Berting

Director Corporate Services Stephen Hegedus

Director Planning and Environment Ian O'Donnell

Director Finance and Information and Communication TechnologyLee Vohland

Director Engineering ServicesGraham Cook

Director Economic and Community Development Ed Hoffmann


COUNCIL MEETINGS

PA G E 1 0

Western Downs Regional Council convened two Ordinary Meetings of Council, on the first and third Wednesdays of each month. Special Meetings were held when necessary to consider specific items such as budget and statutory processes. Ordinary and Special Meetings comprise of all members of Council. The first Ordinary Meeting of the month was usually held at the Corporate Office in Dalby, with the second Meeting held at one of Council’s regional Customer Service Centres on a rotational basis.

All Meetings are open to the public, unless it is otherwise resolved by Council that a Meeting be closed under Section 463 of the Local Government Act 1993. Council, from time to time, has need for discussions to be held “in confidence” and moves into Committee on confidential matters such as contracts, staff, industrial and legal proceedings.

Public notice of days and times of Meetings is given each month and copies of the agenda for each meeting are available for public inspection two (2) days prior to each scheduled meeting at Council’s Corporate Office and Customer Service Centres. A copy of the agenda index was also placed on Council’s website. Meeting Minutes are available on Council’s website along with statistical, local law and policy information.

Councillors are also involved in numerous advisory committees set up for special purposes such as major projects.

Summary of Meeting Attendance during 1 July 2009 to 30 June 2010:

Councillor Ordinary Meetings Special Meetings

R. Brown 22 5

M. Cosgrove 24 5

C. Hall 23 5

R. Jamieson 24 4

W. McCutcheon 23 5

G. Moore 24 5

A. Smith 21 5

I. Staines 21 3

C. Tillman 23 5


COUNCILLOR REMUNERATION

PA G E 1 1

Section 534(f) of the Local Government Act 1993 provides that a local government’s annual report must contain a copy of any resolution during the year relating to the remuneration of Councillors, the reimbursement of expenses and provision of facilities of local governments and the remuneration, reimbursement of expenses and provision of facilities for person serving on an advisory committee.

Council determined the remuneration level for Councillors at its Ordinary Meeting held 20 January 2010 and resolved:-

COUNCIL RESOLUTION

MOVED by Cr Moore and seconded by Cr Smith

That this Report be received and that

A. the remuneration level payable to Council members, commencing from the 1 January 2010 and paid fortnightly be as follows:-

B. the remuneration levels adopted by Council are within the required range set by the Local Government Remuneration Tribunal; and

C. that Council members be paid the following compulsory amalgamation loadings, set by the tribunal, to be paid from the 1 January 2010 as follows:-

CARRIED

Elected Representative % Rate Payable to MLA

Mayor 85%

Deputy Mayor 55%

Councillor 47.5%

Elected Representative

Amalgamation Loading p.a.

01/01/2010 to 30/06/2010

01/07/2010 to 31/12/2010

Mayor $6,890 $4,590

Deputy Mayor $4,630 $3,090

Councillor $3,920 $2,610

ANNUAL REPORT 1 JULY 2009 TO 30 JUNE 2010 PA G E 1 2

The Councillor Expenses Reimbursement Policy was adopted by Council at its Ordinary Meeting held 3 June 2008. At its meeting held 4 February 2010 the following resolution was made:-

COUNCIL RESOLUTION

MOVED by Cr Hall and seconded by Cr Tillman

That Council request approval from the Director-General of the Department of Local Government, Sport and Recreation that the following clause be inserted into Council’s Councillor Expenses Reimbursement Policy

“Home Telephone - Council will reimburse home telephone line rental, up to a maximum of $44.00 per month. Council will reimburse calls made in relation to official council business.”

CARRIED

The Western Downs Regional Council Councillor Expenses Reimbursement Policy is attached as an appendix to this Report.

Councillor Remuneration Phone*

Reimbursement for Travel,

Accom., Meals, Training

Superannuation Council 12%

R. Brown $118,288.71 $368.41 $1,948.45 $13,934.74

M. Cosgrove $75,508.93 - $453.00 $9,037.31

C. Hall $65,113.85 $89.82 $253.76 $7,795.70

R. Jamieson $65,044.75 $18.60 $62.00 $7,795.70

W. McCutcheon $66,499.29 $532.36 $2,026.35 $7,795.70

G. Moore $64,964.15 - - $7,795.70

A. Smith $64,964.15 - $351.50 $7,795.70

I. Staines $64,964.15 - $115.00 $7,795.70

C. Tillman 65,803.90 $321.75 $709.20 $7,795.70

TOTAL $651,151.88 $1,330.94 $5,919.26 $77,549.13

* In accordance with section five of Council’s ‘Councillor Expenses Reimbursement Policy’, refer to appendix item one of this report, a Councillor has two options in relation to the provision of a mobile phone.

Summary of Remuneration and Reimbursement during 1 July 2009 to 30 June 2010:

COUNCILLOR EXPENSES REIMBURSEMENT POLICY


COUNCILLOR CODE OF CONDUCT &

GENERAL COMPLAINTS PROCESS DISCLOSURES

Council is required under section 534 (n) of the Local Government Act 1993 to disclose the number of breaches made and resolved relating to Council’s Code of Conduct. The below table outlines those for this reporting period.

Total number of breaches of the Council’s Code of Conduct committed by Councillors as decided during the year by Council.

0

The name of each Councillor decided during the year by Council to have breached the Code a description of how the Councillor breached the Code, and details of any penalty imposed by Council on the Councillor

n/a

The number of complaints about alleged code of conduct breaches by Councillors, other than frivolous or vexatious complaints that were referred to the conduct review panel during the year by the Council or the Chief Executive Office under chapter 4, part 3A

0

The number of recommendations made to local government by conduct review panel that were adopted or not adopted

0

The number of complaints made to the Ombudsman and notified to local government about decisions made by local government in relation to enforcement of code of conduct

0

The number of complaints resolved under Council’s general complaints process during the year and the number of those complaints that related to an alleged breach by a councillor of Council’s Code of Conduct

4 (0 were related to an alleged breach by a

councillor)

Council maintains the following registers that are open for public inspection, except where marked with an asterisk:-

• RegisterofBuildingnotices(Section55BuildingAct1975)

• RegisterofEnvironmentalLicencesandApprovals(Section213 Environmental Protection Act 1994)

• RegisterofCouncillors’Interests(Section247LocalGovernment Act 1993)

• *RegisterofInterestsforRelatedPersons-Councillor(Section 247 Local Government Act 1993)

• RegisterofDelegationsofAuthoritybyCouncil(Section472Local Government Act 1993)

• RegisterofFeesandCharges(Section975LocalGovernmentAct 1993)

• RegisterofSubordinateLocalLaws(Section895LocalGovernment Act 1993)

• RegisterofRoads(Section921LocalGovernmentAct1993)

• RegisterofDelegationsofAuthoritybyChiefExecutiveOfficer (Section 1132 Local Government Act 1993)

• *RegisterofEmployees’Interests(Section1139LocalGovernment Act 1993)

• *RegisterofInterestsforRelatedPersons-Employees(Section 1139 Local Government Act1993)

• RegisterofExistingLawfulNon-ConformingUses(Section3.2 Local Government Planning and Environment Act 1990)

• MinutesofCouncilMeetings

• RegisterofLocalPlanningPolicies

• TownPlanningPolicies

• PlanningStudiespreparedinrelationtothePlanningSchemes in force

• StatePlanningPolicies

• InterimDevelopmentPermitRegister

• FinancialStatements

• CemeteryRegister


REGISTERS

PA G E 1 4


SUMMARY OF STRATEGIC ACTIVITIES

PA G E 1 5

To address priority issues identified during the corporate planning process, the Western Downs Regional Council team is committed to delivering services and initiatives devised within each of the following strategic activities:

SA 1 People and Communities

Ambition - Create an enriched and vibrant social fabric through regular interaction with our people and communities

SA 2 Growth and Opportunity

Ambition - Realise opportunities and build capacity for the sustainable growth of our prosperous region

SA 3 Planning for Liveability

Ambition - Build an effective planning solution that enhances the liveability and lifestyle of our regional communities whilst promoting sustainable development

SA 4 Our Environment

Ambition - Provide a healthy environment for our people today and the generations of tomorrow

SA 5 Utility Services

Ambition - Manage our water, sewerage and gas networks to achieve reliability, safety and cost

SA 6 Infrastructure

Ambition - Build and maintain civil infrastructure to create safe and liveable communities within our region

SA 7 Empowering Our Team

Ambition - Provide organisational support and leadership to build a strong and effective regional Council

SA 8 Business Systems and Technology

Ambition - Implement and manage effective business systems and accountable financial practices to serve the needs of Council and the community


SA 1 PEOPLE AND COMMUNITIES

PA G E 1 6

SA 1 People and Communities incorporates the strategic functions of Community Facilities, Cultural Development, Community Development and Community Services

The Western Downs 2050 Community Plan is intended to facilitate strategic and planned development of the region, and form the basis for more detailed corporate and operational plans. It will guide future plans at both the regional and local level. The Community Plan will inform the infrastructure requirements for both the current and future communities of the region. The Plan will provide the strategic direction needed to ensure that the Western Downs region grows in a sustainable way that meets the community’s expectations.

Furthermore, detailed strategies for Sport and Recreation, Community Facilities & Services, Health & Well-being and Cultural Mapping were developed as part of the project with key points from these areas incorporated into the Community Plan. All strategies have been linked to population projections based on growth of projects to capture a broad assessment of the likely future needs.

Community FacilitiesProvide safe, well serviced facilities for people to live, grow and connect within

Records and reporting mechanisms for regional Council facilities (e.g. public swimming pools, halls, civic centres and sport and recreation centres) have been developed to enable Council to more effectively manage the facilities and to be able to report to the community on a regular basis.

• TheWesternRegionalCouncilShowgroundsAdvisoryCommittee was established to ensure showgrounds across the region were managed effectively. This committee has representation from each of the seven showgrounds.

• Councilsupportedandownedswimmingpoolsacrosstheregion have been well supported with nearly 30,000 people through the gates.

Cultural DevelopmentEncourage and develop participative and culturally connected communities

Regional Arts Development Fund

The Regional Arts Development Fund (RADF) Program is administered by the regional RADF Committee (Chaired by Cr Tillman) with the assistance of local RADF Committees (Wandoan, Tara, Chinchilla, Miles, Dalby/Wambo). This tiered management system is unique in Queensland. The RADF program was well supported with 39 approved applications totalling $111,662 from three funding rounds.

Create an enriched and vibrant social

fabric through regular interaction with

our people and communities

AMBITION

2009/10 ACHIEVEMENTS


Art Galleries

The three Regional Art Galleries display work from local artists, larger travelling exhibitions and in some cases National and State touring exhibitions. Visitor numbers through the galleries have been exceptionally high totalling 47,080.

Western Downs Libraries

• AregionalCustomerSatisfactionSurveywascompletedwith over 500 responses returned, the results confirmed the relevance and high esteem that our libraries and their staff are held in by the communities they service and providing a valuable tool for future planning;

• Aregionwideplanfortherefurbishmentandrevitalisationof our library facilities was implemented with five libraries being completed so far, community response has been overwhelmingly positive, contributing to the growth of our business performance overall;

• Thedualapproachtocollectiondevelopment,ofboutiquingand profiling, has resulted in significant growth and excellent return on investment for the collection spend;

• TheLibrariesIdentityBrandingProjectwasscopedandcompleted, providing a cohesive and dynamic marketing brand for the library service while still being clearly identifiable as a business unit of Council, a full suite of marketing collateral has also been developed.

Statistics:

• Numberofloansincreasedby9.43%,withoutstandingperformance in all branches that were boutiqued, a clear indication that the ‘Boutiquing’ strategy provided sound growth and delivered on customer expectations;

• Profilespendingwasintroducedtoeffectivelymarketlocalcollections to their specific communities and to ensure best value for the collection spend;

• Regionalmembershipgrewby12.22%onthepreviousyear;

• Visitornumbersincreasedby15.42%,demonstratingstrong local user support and increasing non-local usage of internet services;

• Thetotalcollectionsizeincreasedby10.91%

• TheprimaryKPIofstockturnoversawfourquartersofgrowth to achieve an overall increase of 11.72% on the previous year from 2.9 to 3.24 issues per item.

Community DevelopmentImprove community health and wellbeing through group and individual participation in social and recreational activities

National Youth Week - WDRC Regional Tour Celebrations

Bring on the Noise 2010 Music Tour was a series of live music concerts and creative music writing workshops that were conducted and performed within the communities of Tara, Miles, Wandoan, Chinchilla and Dalby involving over 700 young people. The tour was completed in Dalby at the 2010 Unleash Event which involved the coordination of numerous volunteers and community organisations and over 1000 participants.

ANZAC Day

Western Downs Regional Council hosted a full program of ANZAC Day services and ceremonies on the 25 April 2010. Eighteen ANZAC Day ceremonies and services were conducted across the region in 2010 in remembrance of those men and women who fought and died to make Australia and our region what it is today. Council representatives were in attendance at the ANZAC Day services as it is seen as an integral part of their duty to connect with the community on such an occasion.

Funding Programs

Financial assistance is available to individuals and not for profit organisations through a number of funding programs that are implemented throughout the year including Minor Grants, In Kind Assistance, Community Loan Program and Sporting Assistance Program.

• TheMinorGrantsProgramhasbeenwellsupportedwith107 applications submitted in the two funding rounds with projects totalling $188,234 approved

• TheCommunityLoanProgramhasseenanadditional$120,000 given to local clubs throughout the region during 2009/10

SA1 PEOPLE AND COMMUNITIES CONT’D 2009/10

ACHIEVEMENTS


Community ServicesProvide safe and well serviced communities

• CouncilcontinuestosupportHACCandQGAPservicesandresources the management of Aged Care Facilities under Council’s control at Miles and Tara with private service provider contract management to reduce the financial burden.

• Councilcontinuestoprovideaffordablehousingtoits’ residents through the management of community housing in a number of communities in conjunction with Department of Communities.

During the year, Council undertook a number of capital projects including:

• Successfullycompleted28projectsacrosstheregionfunded under the Regional Local Community Infrastructure Project (RLCIP). Funding totalled $2.144 million with projects including: Upgrading Carinya Residential Aged Care Kitchen Upgrade to the Tarcoola Retirement Village Chinchilla, Tara & Dalby Main Street Improvements Construction of disability access toilet at Moraby Park Upgrade to the Jimbour Amphitheatre Walking tracks including Condamine Walking Track,

Bell Fitness Trail Development, Charleys Creek Riverside Walkway, Miles Walking Track and Myall Creek Bikeways and Walkways Development

Dalby Skate Park Westmar Community Centre Refurbishment Jandowae Memorial Hall and Brigalow Town Hall

Upgrades• CompletionoftheDalbySwimmingPoolupgrade• CompletionoftheDogwoodCrossing@MilesStage2

project• CompletionofanewhallatFlintonRacecoursereplacing

existing hall demolished by storm• CompletionandOfficialOpeningofMeandarraAnzac

Memorial Museum• CompletionofLibraryRefurbishmentsinWandoan,Miles,

Tara, Meandarra and Moonie• CompletionandOfficialOpeningofMultiPurposeSporting

Facility in conjunction with Tara Shire State College. Council’s contribution $737,000.

• ConstructionofpublicamenitiesfacilitiesatDulacca• MilesAerodromeFence• CompletionandOfficialOpeningofCypressPine

Interpretive Centre• CompletionoftheSawreyCountryConceptfortheKogan

Community• CommencementoftheDalbyPoliceCitizensYouthCentre

facility• SubstantiallycompletedStageOne(1)ofMyallYouth

Community Network construction project

Australian Citizenship Ceremonies

CouncilwaspleasedtoofficiateinfourAustralianCitizenshipceremonies from 1 July 2009 to 30 June 2010, at which 18 residents becameAustralianCitizens.


ACHIEVEMENTS


Regional Australia Day Awards:

• CitizenoftheYearAward–MrJeffreyBidstrupofWarra

• YoungCitizenoftheYearAward–MissEmilyJamiesonofMeandarra

• SportsAchievementAward–RowlandCookofMeandarra

• CommunityEvent/ProjectoftheYearAward–ChinchillaMelon Festival

• SeniorCulturalAward–SterleBuchanan

Local Awards:

Western Downs Regional Council Local Citizen of the Year Award

• ShirleyAllen–Chinchilla

• FrankChiverton–Dalby

• KerryMulholland–Miles

• MaryYoungberry–Tara

• LouiseOakman–Wandoan

• JeffreyBidstrup–Warra

Western Downs Regional Council Local Young Citizen of the Year Award

• AmandaTronc-Chinchilla

Western Downs Regional Council Local Junior Cultural Award

• JessicaPohlmann–Chinchilla

Western Downs Regional Council Local Senior Cultural Award

• RoxyBidgood-Miles

Western Downs Regional Council Local Junior Sports Achievement Award

• RileyDempsey–Dalby

• ClaytonMack-Tara

Western Downs Regional Council Local Senior Sports Achievement Award

• GaryGibbs–Chinchilla

Western Downs Regional Council Sports Administrator/Coach/Official Award

• KelsonGaske–Chinchilla

• MelBond–Miles

• KarenHuskisson–Tara

• RodneyWoodrow–Wandoan

Western Downs Regional Council Local Community Project/Event of the Year Award

• RelayforLife–Dalby

• MilesAnnualRaceDay–Miles

• MeandarraTripleMilestoneCelebrations–Tara


ACHIEVEMENTS

AUSTRALIA DAY AWARD

RECIPIENTS


SA 2 GROWTH AND OPPORTUNITY

SA 2 Growth and Opportunity incorporates the strategic functions of Tourism and Promotion and Business and Industry

Tourism and PromotionEncourage the development of tourism and promotion of the Region

• TheWesternDownsDestinationMarketingPlanwasdeveloped to ensure appropriate tourism and events contributed to the liveability and prosperity of the region without compromising its future.

• CommencedthedevelopmentofaStrategicMarketingPlan for the implementation of a Servicescape of the Visitor Information Centres across the Western Downs Regional Council area.

• ChinchillaandMilesbecomingRVFriendlyTownsandWarra and Jimbour RV Friendly Locations

Events

• Continuetosupportlocalandregionaleventsincludingthe Opera at Jimbour, Tara Festival of Culture and Camel Races, Beef, Bells and Bottletrees Festival, Remembrance Days and Seniors Week

Visitor Information Centres

Visitors to the region have been exceptionally high with over 56,000 recorded through the Visitor Information Centres. Council has commenced the process of developing the necessary Branding for the regions Tourism and industries while standardising the VIC Centres.

Business and IndustryEncourage and facilitate growth through development of business and industry

Saleyards

The Western Downs Regional Council Saleyards Advisory Committee successfully managed the Dalby Saleyards with a throughput of 220,000 head of cattle, registering number two (2) in Australia for the throughput and the largest single day selling centre. The saleyards business remains one of Councils key services to rural enterprises.

Throughout the year, Council initiated a review of the “Saleyards of the Western Downs” engaging consultants to prepare a report on the future development of the Dalby Saleyards that produced three (3) options:-

• RedevelopmentofexistingSaleyardsfacilities

• DevelopmentofanewWesternDownsSaleyardsonadetermined Greenfield site

• DevelopmentofanewWesternDownsSaleyardsthroughthe sale of the business on an acceptable Greenfield site

Realise opportunities and build

capacity for the sustainable growth of

our prosperous region

AMBITION


SA 3 Planning for Liveability incorporates the strategic functions of Strategic Planning, Planning Services and Building Services


SA 3 PLANNING FOR LIVEABILITY

Strategic Planning Review development policy and planning instruments in response to regional planning requirements

• SecondStateInterestsReviewPriorityInfrastructurePlan using a Regulated Infrastructure Charges Schedule (PIPRICS) for Dalby

• CommencementoftheWesternDownsPlanningScheme

Planning ServicesEffectively resource and manage planning, development assessment and compliance

• Twohundredandseventynine(279)developmentapplications for Planning Services were received in the 2009/10 year ending 30 June 2010, representing a doubling of the applications received in 2008/2009. This represents strong interest in development for the period.

Build an effective planning solution that

enhances the liveability and lifestyle

of our regional communities whilst

promoting sustainable development

AMBITION



SA3 PLANNING FOR LIVEABILITY CONT’D 2009/10

ACHIEVEMENTSApplications Received

Reconfiguring a Lot

Material Change of Use

Operational Works

# of DAs is: Number of Development Applications # of DUs is: Number of Dwelling Unit

Applications Approved

Reconfiguring a Lot

Material Change of Use

Operational Works

# of DAs is: Number of Development Applications # of DUs is: Number of Dwelling Unit

# of DAs# of

new lots

Residential 6 183

Rural Residential 11 25

Industrial 2 33

Commercial 1 1

Other 10 6

# of DAs # of DUs GFA

Residential 38 186

Commercial 13 9,337m2

Industrial 19 10,329m2

Other 23 20,405m2

# of DAs Value of Works

48 $9,944,594

# of DAs# of

new lots

Residential 16 731

Rural Residential 16 67

Industrial 4 43

Commercial 1 1

Other 20 17

# of DAs # of DUs GFA

Residential 66 396

Commercial 14 8,502m2

Industrial 35 14,363m2

Other 34 39,131m2

# of DAs Value of Works

73 $19,300,623

HEADINGBuilding ServicesEffectively resource and manage building, plumbing and drainage assessment, and inspection services

The following list details approvals issued for the Chinchilla Customer Service Area.

Note: The principal building feature in a combined application is selected for the purposes of this table. For example, where a detached house includes a garage, the detached house will be recorded as the approval type. This is done principally because value of works is not separated.



ACHIEVEMENTS

Building Type (Class) Number of Approvals YTD Value of Approvals YTD# of Dwelling

Units

Council Private Council Private YTD

Residential (1,2,4) 37 147 $6,283,803 $37,575,102 176

Serviced Accommodation (3) 0 1 - - -

Commercial (5,6) 4 9 $365,000 $1,385,637 -

Industry (7,8) 0 6 - $2,385,578 -

Public Buildings (9) 1 0 - - -

Outbuildings (10a) 30 24 $269,235 $468,135 -

Swimming Pools (10b) 1 4 - $1,500,756 -

Miscellaneous (10b) 2 0 $12,000 - -

TOTAL 75 191 $6,930,038 $43,315,208 176

YTD

Building Searches 63

Building Record Searched -

Special Reports 20

Building and Plumbing Inspections 532

TOTAL 615

Note: Plumbing inspections have been averaged over the reporting period.


The following list details approvals issued for the Dalby Customer Service Area.

Note: The principal building feature in a combined application is selected for the purposes of this table. For example, where a detached house includes a garage, the detached house will be recorded as the approval type. This is done principally because value of works is not separated.


Units


Residential (1,2,4) 78 233 $6,776,853 $54,778,385 30 + 201

Serviced Accommodation (3) 1 - $2,425,000 - -

Commercial (5,6) 6 4 $3,248,662 $2,799,267 -

Industry (7,8) 3 4 $91,000 $7,882,500 -

Public Buildings (9) 5 4 $604,361 $5,870,772 -

Outbuildings (10a) 93 71 $1,140,948 $1,233,203 -

Swimming Pools (10b) 11 14 $123,300 $413,804 -

Miscellaneous (10b) 11 3 $132,753 $35,000 -

TOTAL 208 333 $14,542,877 $73,012,931 231


ACHIEVEMENTS

YTD


Building Record Searched 25

Special Reports 75


TOTAL 1342

Note: There is no value for Class 7,8 privately certified approval for June 2010 as this approval relates to a stage development for power station.


The following list details approvals issued for the Miles Customer Service Area.


Units


Residential (1,2,4) 14 10 $934,640 $2,327,114 4

Serviced Accommodation (3) 1 - $35,000 - 2

Commercial (5,6) 3 - $343,107 - -

Industry (7,8) 5 - $179,234 - -

Public Buildings (9) 7 - $1,228,980 - -

Outbuildings (10a) 6 - $84,980 - -

Swimming Pools (10b) - - - - -

Miscellaneous (10b) 3 - $40,000 - -

TOTAL 39 10 $2,845,941 $2,327,114 6


ACHIEVEMENTS

YTD



Special Reports -

Building and Plumbing Inspections -

TOTAL 36


The following list details approvals issued for the Tara Customer Service Area.


Units


Residential (1,2,4) 17 6 $753,425 $816,080 19

Serviced Accommodation (3) - - - - -

Commercial (5,6) 6 0 $51,730 - -

Industry (7,8) - - - - -

Public Buildings (9) 1 4 $273,828 $2,429,826 -

Outbuildings (10a) 14 1 $129,938 $24,515 -

Swimming Pools (10b) - 2 - $120,000 -

Miscellaneous (10b) - - - - -

TOTAL 38 13 $1,208,921 - 19


ACHIEVEMENTS

YTD



Special Reports -


TOTAL 59


SA 4 OUR ENVIRONMENT

SA 4 Our Environment incorporates the strategic functions of Environmental Health, Rural Services and Waste Management

Environmental HealthImproving environmental health for the benefit of our regional communities and environment

Environmental Health continued its reform of the animal control service, expanding a full time animal control service into many areas for the first time. Council also embarked on an implementation program for the introduction of new Queensland Government animal management laws, the changes became fully effective 1 July 2010. These changes required the registration of cats, as well as all dogs, which has been a major change for our community.

The section retained a focus on its core environmental health responsibilities, with both enforcement and promotion of better environmental health practices for food hygiene, environmental protection, dangerous goods safety management, environmental nuisances and public health matters.

Statistics – (August to June only)

Dog and Cat Complaints: 578

Dogs impounded: 501

Cats impounded: 111

Food Handlers course participants: 69

Food Premises inspections undertaken during financial year: 148

ERA Inspections: 88

Flammable and Combustible: 48

Rural Services/Natural Resource Management Create a natural environment that is valued and sustainable by managing the region’s natural character, heritage and values

This year saw the continuing fight against the emerging animal and plant pests, including water hyacinth, parthenium, wild dogs, and rabbits. Work was also commenced on a region wide pest management plan. The group also maintained stock routes under Councils control, and offered rural services such as drummuster. It should be noted that Western Downs Regional Council processed

the most drums recycled out of any local government area in Australia in 2009/10. The section also worked with natural resource management (NRM) groups for the delivery of on ground environmental projects along sensitive areas, such as creeks and reserves.

Statistics (Aug to June only)

Wild Dogs trapped: 77

Wild Dog Scalp bounties paid: 885

Wild dog baiting program satisfaction rate: 97% (of 72 surveys returned)

Drummuster drums collected: 94,622

Waste ManagementMeet the current and growing needs of our region through a coordinated and considered approach to services and environmental infrastructure

Delivery of Council’s waste management strategy was a major accomplishment for the Waste Management team this year. This strategy was completed early 2009 and endorsed by Council in June 2009 and delivery began soon thereafter. This strategy outlined a number of key infrastructure programs for Councils Waste Management section. This includes a major waste transfer station for Dalby (Council was successful in obtaining 80% funding from the Queensland Government for this project), a single waste collection contract for the entire Council area (for approximately 12500 properties) and the continuing reform of Council landfill facilities. This strategy nominates a significant number of long term reform projects over the next 10 years.

Statistics

Kerbside Recycling: 529 tonnes

Concrete Recycling (at Dalby Landfill): 500 m3 est.

Green waste Recycling (at Dalby Landfill): 1051 m3

AMBITION


Provide a healthy environment for our

people today and the generations of

tomorrow


SA 5 UTILITY SERVICES

SA 5 Utility Services incorporates the strategic functions of Water, Wastewater and Gas

The 2009/10 year was a challenging year for the Utilities Services function of Council’s operation. Continued dry weather has seen the need to implement Water Restrictions across the region. With a view of sustainability in mind, the Utilities section are looking towards improved infrastructure in order to better meet the needs of the community. Matching improved system requirements with a better community understanding of the issues facing the region has allowed Council to get a better grip on our future needs. To this end the Utilities section has commenced planning for a number of upgrades to existing infrastructure in a planned approach to match existing needs with future requirements of our systems.

WaterManage water and recycled water treatment, networks, revenue and assets to achieve safe, reliable and cost effective water supplies

• RecycledWaterPlanttoprovideClassA+watertoDalbyBio Refinery has been completed;

• New2MlperdayReverseOsmosisplantnearingcompletion to supplement the Dalby Water Supply. Associated bores and pipelines have been completed

• NewoffstreamstoragetosecuretheWarratownwatersupply completed. Associated pumps still in progress;

• NewsubmersiblepumpstationinGilWeircompletedforthe Miles Water Supply;

• GABborewaterincorporatedintotheMileswatersupply;

• NewdieselemergencypumpinstallationinprogressinChinchilla water supply;

• MainsreplacementandnewtrunkmainsinstalledinWandoan Water supply;

• WatertoweratMeandarrarelined;

• NewautomaticreadmetersinstallationinprogressinMiles, Wandoan, Condamine, Dulacca, Kaimkillenbun, Moonie, Westmar, Flinton The Gums, and Glenmorgan water supplies;

• Newautomaticcardcontrolledstandpipesinstallationinprogress in Dalby, Chinchilla, Miles and Tara;

• Assetreplacementworksinallschemesongoing.

WastewaterManage wastewater treatment, collection and pumping, revenue and assets to achieve reliable and environmentally sensitive wastewater systems

• NewintakescreenatDalbyWastewaterplant

• NewpumpingstationatBlaxlandRdinDalby

• SewermainconditionsurveysinprogressinChinchillaandMiles

GasManage gas networks, revenue and assets to achieve safe, cost effective gas distribution systems.

• Districtregulatorsupgraded

• Crashprotectioninstalledtodistrictregulatorstations

Manage our water, sewerage and gas

networks to achieve reliability, safety

and cost

AMBITION



SA5 UTILITY SERVICES CONT’D WATER DATA

Litres/Conn/Day (L)

200

180

160

140

120

100

80

60

40

20

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500

0July Aug Sept Oct Nov Dec Jan Feb March April May June

Dalby Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

Monthly Consumption (KL)

80,000

70,000

60,000

50,000

40,000

30,000

20,000

10,000

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Chinchilla Water Consumption 2009/10Monthly Consumption Litres/Conn/Day


40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Tara Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

Dalby Statistics 2009/10

Total use for year 1,591.682 ML River water 159.443 ML Bores not treated 789.481 ML Desalination plant 637.614 ML Waste to evap ponds 117 ML

Average for year 881 l/conn/day

Chinchilla Statistics 2009/10

Total use for year 784,262 KL


Tara Statistics 2009/10


Average for year 1,162 l/conn/day




14,000

12,000

10,000

8,000

6,000

4,000

2,000

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Jandowae Water Consumption 2009/10Monthly Consumption Litres/Conn/Day


3,500

3,000

2,500

2,000

1,500

1,000

500

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Bell Water Consumption 2009/10Monthly Consumption Litres/Conn/Day


2,000

1,600

1,200

1,000

600

400

200

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Warra Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

1,800

1,400

800

Bell Statistics 2009/10



Warra Statistics 2009/10



Jandowae Statistics 2009/10






500

400

300

250

150

100

50

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Jimbour Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

450

350

200


500

400

300

250

150

100

50

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Kaimkillenbun Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

450

350

200

Kaimkillenbun Statistics 2009/10



Miles Statistics 2009/10




30,000

20,000

10,000

5,000

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Miles Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

25,000

15,000

Jimbour Statistics 2009/10






5,500

4,500

2,500

1,500

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Condamine Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

3,500


30,000

20,000

10,000

5,000

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Wandoan Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

25,000

15,000

Wandoan Statistics 2009/10



Dulacca Statistics 2009/10




3,500

3,000

2,500

2,000

1,500

1,000

500

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Dulacca Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

Condamine Statistics 2009/10






1,600

1,200

1,000

600

400

200

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Kogan Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

1,800

1,400

800


1,350

1,150

750

550

350

150

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Moonie Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

1,750

1,550

950

Moonie Statistics 2009/10



The Gums Statistics 2009/10




1,200

800

400

200

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


The Gums Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

600

1,000

Kogan Statistics 2009/10






600

500

300

200

100

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Flinton Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

800

700

400


1,400

800

400

200

0

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


Westmar Water Consumption 2009/10Monthly Consumption Litres/Conn/Day

600

1,000

1,200Westmar Statistics 2009/10



Flinton Statistics 2009/10




SA 6 INFRASTRUCTURE

SA 6 Infrastructure incorporates the strategic functions of Civil Works, Aerodromes, Asset Management, Cemetery Operations, Stormwater Networks, District Depots and Workshops, Commercial Works, Fleet and Plant and Quarry Operations

Engineering Services is well into the amalgamation process and working effectively as a section albeit still in different districts purely as a result of the large area and improved logistics. The Dalby and surrounding district underwent a process of combining workforces and grouping them into Construction or Maintenance, therefore better defining related activities and responsibilities.

With a focus on achieving regional consistency of systems while maintaining local delivery, each workforce has been retained in its former district. Resources, knowledge and material are now being sourced and shared across regional boundaries to create a culture of improved and efficient service delivery.

ThemainobjectiveofEngineeringServicesremainsthesame–toensure that a comprehensive and structured approach is taken towards planning and the development infrastructure. It is our goal that infrastructure projects are comprehensively planned and delivered as directed by Council to meet the community’s aspirations. Engineering Services aims to set appropriate standards, approve all designs and budgets prior to implementation to ensure that Council and the community achieves best value in service delivery.

Civil WorksPlan, design, construct and maintain regional civil infrastructure to service the regional community

Acknowledging the enormous road infrastructure and large asset base it maintains Council delivered a large number of civil projects throughout the 2009/10 financial year as summarised in the table below:

It should also be noted that an increasing road network, mainly as a result of new subdivisions, added to normal maintenance requirements. Currently Council owns one of the largest road networks in Queensland, totalling a 7,518 km, of which 2008 km is sealed and 5,510 km is unsealed. Adding to the abovementioned number is an additional 1,777 km of Federal and State roads under Council’s care and control, taking the total length of Council controlled roads to 9,295 km.

In an effort to better plan, budget and program future works, Engineering Services initiated a process of long term budgeting and implemented a 10-Year Works Program for each of the five districts. This program provides for all capital, major maintenance, Main Roads works and maintenance requirements for all community infrastructure for the next 10 years. The compilation of the 10-year program involves identifying and prioritising Council’s infrastructure needs according to clear and transparent methodology, which is consistent with Council policies, strategies and the Corporate Plan.

Build and maintain civil infrastructure

to create safe and liveable communities

within our region

AMBITION

ACTIVITY Dalby Chinchilla/Tara

Miles/ Wandoan

Capital Works $6,203,192 $8,609,880 $4,109,656

Maintenance $5,954,652 $3,868,560 $2,582,956

Drainage $170,887 $1,884 $4,496



Parks and Gardens

The Parks and Gardens function is resourced from Engineering Services and has developed a strategy to enhance the existing parks and gardens throughout the region. Recent dry seasons has increased the importance of this strategy includes maintaining existing levels of service to open space areas. The introduction of regional waterwise programs has been challenging but this important program is the key to the future sustainability of this function of Council.

Aerodromes Maintain and enhance aerodromes relevant to CASA and community requirements

Aerodromes are the responsibility of Council’s local workforce for operations and maintenance. Procedures and policies are developed through the Director of Engineering Services.

Council has developed a Western Downs Regional Council Airport Strategy which identifies the Chinchilla Aerodrome to be designated as the Regional Airport. As the resource sector develops, increasing pressure will be placed on existing airstrips throughout the region and Council will lobby for required upgrading to be funded from this industry.

All remaining aerodromes have continued to be maintained and a longer term view of infrastructure at each strip has been taken. This has resulted in an increased effort in maintaining the assets at these important facilities in order to provide improved services to users.

Asset ManagementDevelop a whole of organisation approach to implement best practice asset management

Council has commenced the development of a whole of organisation Asset Management Plan with associated financial modelling and service level standards. In addition to community expectations, aging Council infrastructure and the ever growing range of services, another initiative in the form of a substantially changed Local Government Act called for rapid action.

Changes to the Local Government Act have highlighted the importance of asset management in local government and Council has been set a deadline of 31 December 2010 to have developed core asset management plans. Due to these changes the asset management team has been reviewing the asset inventory register, which has involved a desktop audit of the road, water and sewer networks. A field audit of the road network was conducted that included GPS pickup of the entire council road network, collecting details such as the length, width and construction standard of roads, bridges and floodways. Work is continuing on the collection of inventory data for Council’s building assets.

The asset management team continued combining and standardising the asset inventory registers from the nine (9) former entities (including Boards). This inventory register was loaded into Councils asset register software and systems.

In addition, consultants have been engaged to conduct aerial surveys off 18 town and key council project areas. Data capture of this project was conducted in June and July 2009 and the final product will be delivered in the 2010/11 financial year.

CemeteriesMaintain cemetery operations to a level acceptable to the community

The cemeteries function continued to be delivered locally throughout the region. A plan for the extension of the Dalby Cemetery was prepared and will be constructed in the 2010/11 financial year.

SA6 INFRASTRUCTURE CONT’D 2009/10

ACHIEVEMENTS


Stormwater NetworksPlan and design regional stormwater area network infrastructure

Council’s aim is to provide stormwater infrastructure and strategies that ensure adequate protection and/or to minimise the effect of overland flow or flooding. During the past 12 months stormwater facilities were maintained throughout the region to ensure local flooding would not arise as an issue in the event of heavy rainfall. Planning for studies into several stormwater catchments occurred in Dalby and Chinchilla with major works to commence in the 2010/11 financial year.

Commercial Works Actively pursue commercial works opportunities within our region

Commercial works include external works for private developers under contractual arrangements and provide Council’s workforce the opportunity to compete and measure themselves against private industry. This arrangement not only keeps our workforce up to date with modern day construction techniques, but also empowers them and demonstrates that they are competitive in the construction market. This in turn ensures an effective workforce that delivers local projects cost effectively.

A substantial part of commercial works includes the completion of work by Council on behalf of the Department of Transport and Main Roads (TMR). An alliance is in place with TMR under a contractual agreement to deliver the Road Maintenance Performance Contract (RMPC) on an annual basis. This is a very important part of Council’s program delivery as it not only provides safer main roads within the region but maintains the ability of Council to provide employment in the region.

Below are the financial figures for commercial works across the region for the 2009/10 financial year:

FleetTo manage an efficient fleet and plant to support Council operations

The period between 1st July 2009 and 30th June 2010 has seen the Council continue its Plant and Vehicle Replacement Program as per Council’s adopted Plant and Vehicle Replacement Policy. During this period, Council replaced its 2009/10 budgeted plant and fleet to a replacement value of approximately $6 million.

Council has an adopted Plant and Vehicle Replacement Policy which was applied across the region during the 2009/10 financial year using an industry standard approach designed to reflect true costs. This will allow Council to maintain a sustainable modern fleet into the future and provides a consistent regional approach to fleet and vehicle replacement.

Quarry Operations To provide quality quarry products at competitive prices

A strong performance has been recorded by the Western Downs Regional Council’s Jimbour Quarry operations for the 2009/10 financial year. Product sales totalled almost $4 million, with 60% going directly to Council works and projects throughout the region and the remaining 40% to a wide range of customers and businesses. Crushing operations during the year produced 110,000 tonnes of road base material and 119,000 tonnes of aggregates and associated materials.

Towards 2010/11 and in order to meet the needs of a more discerning and increasingly demanding marketplace, Council will replace one of the existing gyratory crushers with a vertical shaft impactor, which will enhance its end product. Installation of this machine is programmed to take place during late 2010 early 2011.

In order to better utilise the significant material resources in gravel pits throughout the region, Council will also purchase a track mounted jaw crusher and its eventual inception into operations toward the end of 2010 is eagerly awaited.

Through close consultation with, and a mutual understanding of the many and varied sections and departments necessary to sustain a successful operation, the Western Downs Regional Council’s Jimbour Quarry remains committed to the safe production and supply of quality materials to our valued clients.


ACHIEVEMENTS

Private works & TMR Expenditure: $8,678,592

Private Works & TMR Income: $9,688,226



ACHIEVEMENTS

Road Name Work Description

Jimbour Station Road Reconstruction

Dalby, Hickey, Eva and Queen Sts Bitumen Construction

Ducklo-Gulera Road Bitumen Construction

Old Burrandowan Road Reconstruction

Hustons Road Reconstruction of Intersection and partial floodway

Dalby Nungil Road Reconstruction

Kaths Road Major Pavement Repairs

Jimbour Street Reconstruction

Sydney Street Reconstruction

Cedarvale Road Reconstruction

Wood Street Reconstruction

Geisel Street Reconstruction

Branch Creek Road Roundabout Construction

Lyons Crt Rehabilitation

Darlow Street Reconstruction

Black Street Reconstruction

Thorn Street Rehabilitation

Orphen Street Culverts New Culvert Installation

Various Bitumen Roads Bitumen Reseal Program 2009/10

Various Gravel Roads Gravel Resheeting Programm 2009/10

Branch Creek Road Footpath New Footpath Construction

Myall Creek Bikeway New Footpath Construction

Bell Fitness Trail New Footpath Construction

Markhams Hill Road Drainage Concrete Protection Works

Footpath Replacement Program Footpath Construction Various Streets

High Street New Footpath Construction

George Street New Footpath Construction

Isabelle Street New Footpath Construction

Moffatt Street New Footpath Construction

Dalby CBD Streetscape Footpath Paving

A large number of relatively major projects have been completed during the past 12 months, refer to the table below:

Dalby Road Projects

SIGNIFICANT PROJECTS



ACHIEVEMENTS


Auburn Road Resheet & Seal

Burra Burri Road Shoulder Sealing

DahlersRoad / Burnt Bridge Road

Intersection Realignment

Banana Bridge Road Resheet and Seal

Forrest Street Resheet and Seal

Carmichael Street Resheet and Seal

Zanoni Street Widen & Seal

Park Street Widen & Seal

Hunter Road Resheet & Seal

MizpahDrive Form & Gravel

Pelican Back Road Dust Suppression Seal

Chinchilla Tara Road (MR) Shoulder Sealing



Chinchilla Road Projects


Binnie Street K & C and Seal

Tara-Surat Road Widen & Rehabilitation

Cambridge Crossing Road Widen & Rehabilitation

Southwood Road Widen & Rehabilitation

Cecil Plains Road Resheet & Seal

Day Street K & C and Seal

Humbug Road Resheet & Seal

New Settlers Road Dust Suppression Seal

Leichhardt Highway (MR) Widen & Overlay

Meandarra Talwood Road (MR) Shoulder Sealing

Moonie Highway (MR) Reseal

Meandarra Talwood Road (MR) Reseal

Surat Developmental Road (MR) Reseal



Tara Road Projects




ACHIEVEMENTS


Arubial Road Bitumen Upgrade

North Dulacca Road Bitumen Upgrade

Yulabilla Road Bitumen Upgrade

Old Cameby Road Widen & Seal

Best Road Gravel Upgrade

Cormacks Road Gravel Upgrade

L Tree Creek Road Gravel Upgrade

Dulacca North Road Bitumen Reseal

Cemetery Road Bitumen Reseal

Fairymeadow Road Bitumen Reseal

Murilla Street Bitumen Reseal

Old Cameby Road Bitumen Reseal

Red Marley Road Bitumen Reseal

Arubial Road Gravel Resheet

Corbetts Road Gravel Resheet

Eyes Road Gravel Resheet

Harphams Road Gravel Resheet

Knights Road Gravel Resheet

Matthews Road Gravel Resheet

Sherwood Road Gravel Resheet

Willets Road Gravel Resheet

Miles Road Projects



K Road Bitumen Upgrade

Roche Creek Road Bitumen Upgrade

Gurulmundi Road Flood Damage

Roche Creek Road Gravel Upgrade

Roche Creek Road Bitumen Reseal

Downfall Creek Road Bitumen Reseal

Bundi Road Bitumen Reseal

Yeovil Road Bitumen Reseal

Moore Street Bitumen Reseal

Golf Club Road Bitumen Reseal

Nelders Lane Gravel Resheet

Goldens Road Gravel Resheet

Giligulgul Road Gravel Resheet

Gurulmundi Road Gravel Resheet

Wandoan Road Projects



ACHIEVEMENTS


Project Name Work Description

Dalby Region

Aerodrome Runway Runway Widening

Showgrounds Bitumen entrance construction

Niagra Road Gabion wall construction

Jimbour Station Road Grid Removal

Subdivision Construction Various Subdivisions constructed throughout region

DTMR Various bulk rehabilitation projects

Dalby Lawn Cemetery Earthworks Extension

Rotary Park Jandowae Playground installation

Soft fall replacement Various parks

Chinchilla Region

Helena Street Charleys Creek North Footpath (RLCIP)

Chinchilla CBD Heeney Street Street Beautification (RLCIP)

Chinchilla Weir Improvements to Picnic Facilities

Gaske Lane Stormwater Drainage

Planning for Stormwater Drainage Construction

Tara Region

Tara CBD Street Beautification

Tara Lagoon Concrete Footpath Extension

Tara Depot Skillion Extension to Existing Store

Tara Depot Smoko / Training Room Extension

Miles Region

Moraby Creek Bridge (DTMR) Timber Bridge Replacement

Murilla Street Streetscape Streetscaping

Wandoan Region

Wandoan Depot Fit-out of new workshop

Miscellaneous Projects



ACHIEVEMENTS



SA 7 EMPOWERING OUR TEAM

SA 7 Empowering Our Team incorporates the strategic functions of Strategic Management, Governance, Strategic Marketing, Information Management, Human Resources Management, Safety, Disaster Management and the regional Customer Service Centres

Strategic Management To provide effective strategic planning and leadership to establish a clear focus, shared across our regional organisation

• OrganisationalreviewcompletedandOrganisationalTransformation Study launched

• Quarterlyreviewof2009-2013CorporatePlanand2009/10Operational Plan conducted

• 9MonthlyExecutiveTeamMeetingsheldregionally

• 4QuarterlyManagementTeamMeetingsheldregionally

GovernanceTo implement best practice governance to achieve an effective and accountable Organisation

• Consolidationofformercouncilpoliciesunderwaywithatotal of 249 redundant policies rescinded and 44 regional policies operational

• LocalLawReviewProcesscommencedandaLocalLawReview Steering Committee established

• ImplementationofthenewRighttoInformationAct2009

• Establishmentofsystemsandprocedurestocomplywithintroduction of the new Information Privacy Act 2009

• TheprocessingoffourRighttoInformationrequestsunderthe Right to Information Act 2009

Strategic MarketingDeliver marketing, communication and PR strategies that enhance Council’s professional corporate image

• LaunchandimplementationofnewWesternDownsRegional Council Corporate Identity

• Developmentanddistributionof114mediareleasesand21 media alerts

• Achieved728directmentionsinbroadcastmediain2009

• Achievedtotalvalueof$1,045,313inbroadcastmediain2009

• Achieved684directmentionsinprintmediain2009

• Achievedtotalvalueof$372,286inprintmediain2009

• EnhancedCouncilwebsiteusingnewcontentmanagementsystem offering a suite of features to improve overall functionality and customer services

• AchievedincreasedpatronagetoCouncil’swebsiteof27,506 visitors per annum in comparison with last year. Total website visitors between July 2009 and June 2010 were 72,210

• Launchofnewstaffintranet-COLIN(CouncilOnlineInformation Network). COLIN is a one-stop communication and information hub for all Western Downs Regional Council staff to access Council related information and to provide a high level of internal and external customer service delivery

• 12issuesoftheMonthlyCouncilUpdatepublishedinvariousnewspaper,magazineandlocalcommunitynewsletter publications

• CouncilUpdatedistributionnetworkexpandedtoincludenewmonthlyTaraandDistrictMagazines.Totalmonthlycirculation on the new distribution network totals 19,744

• NewLocalCouncilUpdateforMilesandTaralaunched

• PublishedtwoeditionsofCouncil’sCommunityUpdateNewsletter with a total of 28,648 newsletters distributed regionally

• ThreeissuesofCouncil’sTeamUpdatestaffnewsletterpublished with the total number of newsletters published approximately 2,100. New electronic version of Team Update launched to administrative staff on COLIN in April 2010

Provide organisational support and

leadership to build a strong and

effective regional Council

AMBITION



Information and Customer Service ManagementEffective and timely management of all forms of correspondence generated and received by Council in order to deliver excellent customer service

• Continualstreamliningofdailymailandrecordsmanagement procedures

• Developmentandimplementationofnewautomaticworkflows complete with end points to improve reporting capabilities

• DevelopedDataworksUserGuideManualandhelpcards

• OperationalDataworksTrainingdeliveredtoallnewstaff

• RefresherDataworksTrainingdeliveredeachmonth

• Effectivesystemupgradeto3.07Dataworkswithminimumend-user downtime

• ImplementationrecordsstorageateachCustomerServiceCentre

• ContinualcleansingofNameandAddressRegister

• TotalIncomingdocumentsrecordedduring2009/10=28,451 (An increase of 6,910 documents from previous year)

• Totaloutgoingdocumentsrecordedduring2009/10=22,855 (An increase of 10,954 documents from previous year)

• TotalFormsrecordedduring2009/10=12,559

• OrganisationalCustomerServiceStrategydeveloped

• RegionalCustomerServiceCharteradopted

• CompletedConsultationSessionswitheachDirectorateon new Customer Contact Centre and Customer Request Management (CRM) system

• DeliveredCustomerContactCentreProposalpresentationsfor Council, Management Team and staff

• Conductedoff-siteinvestigationsintoCustomerContactCentre and CRM systems

• ReviewednewtelephonesysteminconjunctionwithITDepartment

• DevelopmentofHRStrategyforresourcingofCustomerContact Team

• CommencedthedevelopmentofaregionalCustomerRequest Management System

• CommencedreviewoftheCouncil’sbusinessprocessesand workflows

Human Resource ManagementAttract, retain and develop an effective team whilst promoting a positive and proactive culture

• HumanResourceModuleTraininginCivicaimplemented

• GovernmentTrainingFundingsubmissionsuccessful

• Internaltrainingidentifiedandexecuted

• MonthlyPerformanceAppraisalsystemimplementedacross the organisation

• Advertisingstreamlinedtofortnightlyscheduleresultinginreduced advertising spend

• CorporateInductionheldeachmonthforallnewemployees

• EmployeeOpinionSurveyconductedwithresultscommunicated back to staff

• EmployeeProbationstreamlined

• OrganisationChartsupdatedinlinewiththerecruitmentprocess

• Implementationofemployeeyearsofservicecardsystem

• Dataintegrityofthesystemundertaken

Equal Employment Opportunity

The Human Resources team are currently in the process of developing an Equal Employment Opportunity Policy. Preceding the implementation of this Policy, all Council staff will have the opportunity to take part in an EEO survey.

SA7 EMPOWERING OUR TEAM CONT’D 2009/10

ACHIEVEMENTS


SafetyImplement and maintain safe workplaces for our people through continual development of Council’s WHS System to best practice standards

• Safety‘Corporate’Proceduresreviewcompleteandavailable on COLIN

• SafetyformsanddocumentsreviewedandavailableonCOLIN

• SafetyCommitteeelectionsheldandnewtermcommitteeestablished

• StaffCorporateInductionroll-outscommenced

• ExternallyauditedbyLocalGovernmentWorkCare,returning a 68.9% result

• ThirdPartyLicenseRenewalAuditconducted

• WorkplaceHealthandSafetyQueenslandconductedPoolsSafety Audit in Dalby, Jandowae, Chinchilla and Miles

• ConceptSafetySystemsFireEvacuationprogramimplemented

• Safetynotebooksprovidedtostaff

• OfficestaffparticipatedinErgonomicTrainingacrosstheregion

• Safetytrainingstructuredeveloped.Trainingconductedincludes: First aid Confined space Traffic Control Manual on Uniform Traffic Control Devices

• LostTimeInjuryDurationratedecreasedfrom18.8to9.05

• ParticipationinRidetoWorkDay

• ParticipationinWalktoWorkDay

Disaster ManagementTo establish and maintain disaster planning and response systems to reduce the likelihood and consequence of disasters on the community

• One-Stop-ShopfacilitatedwiththeDepartmentofCommunities (Community Recovery)

• LocalDisasterManagementGroupmetasperlegislation(2x year).

• LocalEmergencyCoordinationCommitteemeetingsheldinMiles and Tara

• FloodeventinMarchcoordinated,LocalDisasterManagement Group held debrief

• LocalDisasterManagementPlandeveloped,draftproduced.

Customer Service CentresProvide efficient and effective Customer Service Centres that meet the needs of our communities

• Reviewedthecustomerservicecentrestructureincollaboration with Community Services to ensure continued delivering high quality customer service to our communities

SA7 EMPOWERING OUR TEAM CONT’D 2009/10

ACHIEVEMENTS


SA 8 BUSINESS SYSTEMS AND TECHNOLOGY

SA 8 Business Systems and Technology incorporates the strategic functions of Financial Planning and Performance, Rating and Utilities Revenue, Asset Management Coordination, Financial Services and Technology Support

Community Financial Report A community financial report contains a summary and analysis of a Local Government’s financial performance and position for the financial year. Sources of revenue – where our money comes from

Total revenue of $91,657,022 was recognised during the period 1 July, 2009 to 30 June, 2010 and consists of operating revenue (including rates and charges) of $80,373,555 and capital revenue (including grants and contributions) of $11,283,467.

The breakup of revenue is depicted in the graph below:

Operating expenditure – where our money is spent

Total expenditure of $103,845,153 was recognised during the period 1 July, 2009 to 30 June, 2010 and consists of operating expenditure (including employee costs) of $102,328,972 and capital expenditure of $1,516,181.

The breakup of expenditure is depicted in the graph below:

Net result for 2009-2010 is an operating deficit of $13,268,759.

Capital Works Program

Capital works of more than $49.6 million were undertaken during the period 1 July, 2009, to 30 June, 2010. Significant projects include:• RegionalRoadandBridgenetworkrenewaland

improvements ($18.7 million),• PurchaseofanewCorporateHeadquarters($4.7million);• MyallYouthandCommunityNetworkCentre($1.3million);• ReverseOsmosisWaterTreatmentPlant($1.3million);• RecycledWaterTreatmentPlant($1.3million);and• PCYC(Dalby)Redevelopment($1million).

Implement and manage effective

business systems and accountable

financial practices to serve the needs

of Council and the community

AMBITION


Rates and Levies, 39%

Sales of Major Services, 17%Fee and Charges, 5%

Rental and Levies, 3%

Interest Receivedincluding Investments, 2%

Grants and Subsidies, 33%

Other Income, 2%

Employee Costs, 32%Other Costs, 3%

Finance Costs, 1%

Depreciation, 36%

Materials and Services, 28%

Rates and Levies, 39%

Sales of Major Services, 17%Fee and Charges, 5%

Rental and Levies, 3%

Interest Receivedincluding Investments, 2%

Grants and Subsidies, 33%

Other Income, 2%

Employee Costs, 32%Other Costs, 3%

Finance Costs, 1%

Depreciation, 36%

Materials and Services, 28%


Key financial ratios

A financial statement ratio is calculated by dividing the dollar amount of one item reported in the financial statements by the dollar amount of the other. This expresses a relationship between two relevant items that is easy to interpret.

Debt position

Western Downs Regional Council’s outstanding debt as at 30 June, 2010 was $13,393,600.

The graph below shows the combined borrowings for the last two years.

Basic Statistics

AND TECHNOLOGY

CONT’D 2009/10 ACHIEVEMENTS

SA8 BUSINESS SYSTEMS

Ratio Period to June 30, 2010

Revenue ratio shows the percentage of Council’s revenue that is provided from grants and subsidies. This ratio shows Council’s reliance on grants and subsidies is high compared to other sources of income such as fees and charges and poses a risk if these grants were to be removed.

32.65%

Rates arrears ratio shows the percentage of rates outstanding and illustrates the effectiveness of Council’s debt collection processes.

5.81%

Debt servicing ratio shows the percentage of net rates and utility charges used to service Council’s interest and redemption payment on loans.

1.34%

Working capital ratio represents Council’s ability to service current debt from current assets. The ratio indicates an ample ability to meet short-term commitments as a result of sound cash flow management.

6.09

Rates Period to 30 June, 2010

Number of Rateable Assessments 17,337

Average rates and charges per residential property

$705

Level of rate arrears (millions) $2.07

Assets Total Asset Value Depreciation / Amortisation for year

Written down value as at 30 June, 2010

Land and site improvements $50,238,575 $174,227 $48,982,321

Buildings $153,168,005 $1,616,192 $133,050,809

Plant and equipment $47,057,055 $6,905,216 $32,233,972

Furniture and fittings $574,475 $84,170 $451,035

Road and bridge network $947,890,959 $25,839,893 $773,391,223

Water $104,472,106 $1,127,587 $84,708,883

Sewerage $72,883,357 $857,944 $55,328,053

Stormwater $54,719,943 $657,148 $38,157,740

Gas $9,818,008 $110,454 $6,974,160

Heritage and cultural assets $50,570 $518 $49,710

Intangibles $1,792,828 $136,801 $1,631,112

Total $1,442,665,881 $37,510,150 $1,174,959,018

Snapshot of the region’s assets

The table below illustrates Western Downs Regional Council’s assets as at 30 June, 2010.

2, 000, 000

02008/2009

Outstanding Debt Balance

4, 000, 000

6, 000, 000

8, 000, 000

10, 000, 000

12, 000, 000

14, 000, 000

16, 000, 000

2009/2010


Financial Planning and Performance To plan and monitor the Council’s financial performance

• Developedandadopteda10yearfinancialplan

• Coordinatedthedevelopment,adoptionandreviewofCouncil’s budget

• Implementedanewinvestmentpolicyandassociatedprocedure

• CoordinatedareviewofCouncil’sfeesandcharges

Council’s Borrowings Policy for the 2009/10 financial year is attached as an appendix to this report.

National Competition Policy

Chapters 9 and 11 of the Local Government Act 1993 dealt with the “Code of Competitive Conduct” (CCC) and “Complaints about Competitive Neutrality” respectively. Under Section 768, Council is required to identify in its Annual Report those activities that it considers are Type 3 Business Activities in terms of the National Competition Policy.

Type 3 business activities are defined as:

• Activitiestradingingoodsandservicestoclientsandcompetes in competition with the private sector;

• Anyroadworkswhereatenderissubmittedonstate-controlled roads or for roadworks called for by another local authority.

Roadworks not included in the above are not considered type 3 activities.

The application of the code for the categories of roadworks outlined above is mandatory. In effect the application of the CCC involves the implementation of full cost pricing to type 3 activities, however, may bemodifiedtoreflectthereducedsizeandscaleoftheoperations.

Application of Competitive Neutrality to Other Business Activities

Other business activities (OBAs) undertaken by local government which are not type 1, 2 or 3 activities are defined as services provided which are of a policy, regulatory, planning, community or social nature for which funding is provided predominantly from the Council Budget.

Council on 31 August 2009 resolved to adopt the Code of Competitive Conduct in accordance with Section 766 of the Local Government Act 1993 and to apply the Code of Competitive Conduct for the 2009/10 financial year to the Council businesses of:

• MainRoads

• WasteManagement

• NaturalGas

• CommercialWorks

• Water

• Sewerage

• JimbourQuarry

• DalbyRegionalSaleyards

Summary of Complaints and Decisions

Pursuant to Section 847 of the Local Government Act 1993 Council did not:

• receiveanyinvestigationnoticesforcomplaints

• receiveanyreferencesfromtheQueenslandCompetitionAuthority

Consultancy

From 1 July 2009 to 30 June 2010, Council expended a total of $3,206,686.14 in consultancy services.

Overseas Travel

During this reporting period no Council employees travelled overseas at the expense of Council.

At it’s meeting held on 2 June 2010 the following Council resolution was made:

COUNCIL RESOLUTION

MOVED by Cr Tillman and seconded by Cr Smith

That Council endorse Councillor Hall’s travel expenses whilst in America to and from Oklahoma and Wyoming to obtain information on the Coal Seam Gas Industry.

CARRIED

Total expenses claimed by Cr Hall were nil as at 30 June 2010.

Entertainment or Hospitality Services

Entertainment or hospitality services expenses during 2009/10 totalled $139,257.49.

Advertising

Advertising expenses during 2009/10 totalled $248,184.84.

SA8 BUSINESS SYSTEMS AND TECHNOLOGY CONT’D 2009/10

ACHIEVEMENTS


Rating and Utilities Revenue To implement the Council’s Revenue Policy in relation to rates and utility charges

• Issuedratesnotices,waterconsumptionandgasnotices

• Councilallowed$323,187.17inpensionerconcessionsforthe 2009/10 year

• Implementafurtherreviewofgeneralratingcategoriesinresponse to the required move towards rating parity

In accordance with section 534 of the Local Government Act 1993, Council’s Revenue Policy for the 2009/10 financial year is attached as an appendix to this report.

Financial ServicesTo provide financial service to support the Council’s operations

• Implementedpreferredsupplierandstandingofferprocurement arrangements

• ReviewedProcurementPolicy

• Maintaindaytodayfinancialservicefunctions(accountspayable and payroll) within service standards

• Establishedinventory(gravelandquarry)financialprocedures

Short-listing After Calling for Expressions of Interest

Pursuant to Section 489(1) of the Local Government Act 1993 Council resolved on two (2) occasions to, in the public interest, to invite expressions of interest prior to inviting tenders. Details of the resolutions are:-

i. Ordinary Meeting held 14 October 2009 - EOI 1.2/1/09-10 “Dalby PCYC Upgrade of Indoor and Outdoor Sport and Recreation Facilities”

ii. Ordinary Meeting held 23 June 2010 - EOI 2.7/1/10-11 “Dalby Saleyards Redevelopment”

Changes to Tenders

No invitations were offered to tenders under Section 488 (2) of the Local Government Act 1993 to change their tenders during the reporting period.

Asset Management CoordinationTo coordinate the financial management of the Council’s assets

• ReviewedCouncil’sassetregister

Land

• LandthatisareserveUndertheLandAct1994:-481hectares

• AreaofthereservecontrolledbyCouncilincludingLandleased by it to someone else:- 11,677 hectares

Technology Support To provide technical support to Council’s operations

• Successfullycompleteddomainmigrationtonewdomainwdrc.qld.gov.au

• SuccessfullycompletedStorageAreaNetworkstorageupgrade

• SuccessfullycompletedupgradeofAuthoritytothePortalInterface and version 6.1

• SuccessfullycompletedupgradeofDataWorkstoVersion3.07

• StandardWorkPracticeCompleted-CivicaLoggingofSupport Calls

• StandardWorkPracticeCompleted-RemoteAccess

• StandardWorkPracticeCompleted-StandardOperatingEnvironment

• Providesupporttonetworkuserswithinservicestandards

SA8 BUSINESS SYSTEMS AND TECHNOLOGY CONT’D 2009/10

ACHIEVEMENTS


APPENDICES

1. Councillor Expenses Reimbursement Policy

2. Borrowing Policy 2009/10

3. Revenue Policy 2009/10

4. Audited Financial Statements For Period 1 July 2009 to 30 June 2010

POLICY TITLE: COUNCILLOR EXPENSES REIMBURSEMENT POLICY

POLICY NO: OS C/1.1.3

DIRECTORATE: Organisational Services

LINK TO CORPORATE PLAN: SA 7 - EMPOWERING OUR TEAM

RESPONSIBLE OFFICER: Chief Executive Officer

AUTHORISED BY: Ordinary Meeting of Council - 3 June 2008

ISSUE DATE: 3 June 2008

AMENDMENT DATE/S: 15 October 20081 April 2009

DATE REVIEW DUE: 1 May 2010

POLICY OBJECTIVES/PURPOSE:

The purpose of this policy is to provide for the proper control of the reimbursement of expenses to Councillors inaccordance with State Government legislation.

The policy covers for:

Reimbursement for Councillors of legitimate expenses incurred

Facilities to be provided for Councillors.

ORGANISATIONAL SCOPE:

This policy applies to the Mayor and Councillors.

POLICY:

1. BACKGROUND

Section 250AR of the Local Government Act states:

250AR Chief executive to approve proposed expenses reimbursement policy or amendments of the policy

(1) A local government must give to the chief executive a copy of its proposed expenses reimbursementpolicy, or any proposed amendment of its expenses reimbursement policy, (the proposed policydocument) for consideration.

(2) The proposed policy document must comply with any relevant guidelines issued by the chief executive.

(3) If the chief executive considers the proposed policy document complies with the guidelines, the chiefexecutive must approve the proposed policy document and give the local government written notice of theapproval.

(4) Also, the chief executive may approve the proposed policy document subject to the local governmentmaking the minor changes to the proposed policy document that the chief executive identifies asnecessary to comply with the guidelines.

Council Policy

(5) If subsection (4) does not apply and the chief executive considers the proposed policy document does notcomply with the guidelines, the chief executive must give the local government written notice—

(a) advising how the proposed policy document does not comply; and(b) requiring the local government to give the chief executive a copy of the revised proposed policy

document for reconsideration.

2. DEFINITION

Official Council Business

Includes Council meetings, pre-arranged meetings with Chief Executive Officer, Directors and Customer ServiceCentre Managers, officially invited community events and functions where Council has resolved approval toattend.

3. STATEMENT OF PRINCIPLES

This policy was formulated to ensure compliance with the following statement of principles, set out in theQueensland Government guidelines.

Reasonable expenses reimbursement to Councillors

Public accountability and transparency

Public perceptions and community expectations

No private benefit to be derived

Equity and participation

4. PAYMENT OF EXPENSES

Expenses will be paid to a Councillor through administrative processes approved by the Chief Executive Officersubject to the limits outlined in the table below and Council endorsement by resolution.

Expense Categories DetailsRepresenting Council Where Council resolves Councillors are required to attend conferences or

workshops to either deliver a paper or as a delegate of Council, Councilmay reimburse expenses associated with attending the event sinceparticipation is a part of the business of Council.

Professional Development Mandatory Professional DevelopmentCouncil will reimburse expenses for attendance at the following Councilapproved mandatory professional development:

training courses or workshops for skills development related to aCouncillors role; and

LGAQ Local Government Symposium.

Discretionary Professional DevelopmentWhere a Councillor identifies the need to attend a conference, workshop ortraining to improve skills relevant to their role as a Councillor, other thanmandatory professional development as above, the Councillor may requestCouncil's approval to attend. Each Councillor is allocated a maximum of$5,000 per term towards registration costs.

Travel Costs Council will reimburse travel expenses deemed necessary to achieve thebusiness of Council where:

a Councillor is an official representative of Council; and

the activity / event and travel have been endorsed by resolution ofCouncil.

Councillors are required to travel the most direct route, using the mosteconomical and efficient mode of transport.

Any fines incurred while travelling in Council owned vehicles or privatelyowned vehicles when attending to Council business, will be theresponsibility of the Councillor incurring the fine.

All Councillor travel approved by Council will be booked and paid for byCouncil.

Any travel transfer expenses associated with Councillors travelling forCouncil approved business will be reimbursed.

Councillor's private vehicle usage will be reimbursed at the AustralianTaxation Office cents per kilometre rate if the:

travel has been endorsed by Council resolution; and

claim for mileage is substantiated with log book details; and

total travel claim does not exceed the cost of the same travel usingeconomy flights plus the cost of taxi transfers.

Council will reimburse parking costs incurred by Councillors whileattending to official Council business.

Accommodation All Councillor accommodation for Council business will be booked and paidfor by Council. Council will pay for the most economical deal availablewhere possible. The minimum standards for Councillor accommodation willbe three star rating.

Where particular accommodation is recommended by conferenceorganisers, Council will take advantage of the package deal that is themost economical and convenient to the event.

Councillor's travelling in excess of one and a half hours to attend a Councilmeeting will be eligible to claim one night's accommodation where theduration of the meeting exceeds 6 hours or the Mayor and CEO have givenprior approval.

Meals Council will reimburse costs of meals for a Councillor when:

The Councillor incurs the cost personally; and

the meal was not provided within the registration costs of theapproved activity/event; and

a copy of a tax invoice is provided.

The following limits apply to the amount Council will reimburse for meals:

Breakfast - $19.60

Lunch - $20.05

Dinner - $34.55

Incidental Allowance Council will pay an incidental daily allowance of $20 per day to Councillorswhen they are required to stay away from home overnight for officialCouncil business.

Hospitality Expenses The Mayor and Councillors may have occasion to incur hospitalityexpenses while conducting official Council business. Hospitality expensesincurred will typically take the form of meals and beverages. The maximumamount of hospitality expenses that may be reimbursed is $4000 / annumfor the Mayor and $500 / annum for Councillors. A copy of a tax invoice isrequired for reimbursement.

5. PROVISION OF FACILITIES

All facilities provided to Councillors remain the property of Council and must be returned to Council when aCouncillor's term expires.

Councillors will be provided facilities as detailed in the table below and have been based on the principle that noprivate benefit is to be gained from the facilities provided.

Facilities Categories DetailsAdministrative Tools Council will provide Councillors the following home office equipment in lieu

of a permanent individual office to enable Councillors to carry out their roleeffectively:

Laptop

Printer

Fax

Stationery

A meeting room will be provided at each Customer Service Centre forCouncillors, Chief Executive Officer and Directors to utilise when workingin the area. Meeting rooms will be required to be booked in advance withthe Customer Service Centre Manager.

Internet Access Councillors will be required to have Internet access to receive Councilmeeting agendas and communicate via email.

Councillors may choose one of the following options in relation to internetaccess:

Option 1 - Council connected InternetInternet access provided by a service in Council's name and paid forby Council.

Option 2 - Councillor connected InternetInternet access provided by a service in the Councillor's name andpaid for fully by Council.

Mobile Telephone Council will provide a mobile telephone to Councillors for official Councilbusiness. Councillors may choose one of the following options in relationto the provision of a mobile telephone:

Option 1 - Council connected Mobile PhoneCouncil provides the mobile phone and pays for all associated costs.Any personal calls made must be reimbursed to Council.

Option 2 - Councillor personal phoneCouncillor utilises a personally owned mobile phone and pays allassociated costs. Council will reimburse 50% of the costs incurred.

Home Telephone Council will reimburse home telephone line rental, up to a maximum of$44.00 per month. Council will reimburse calls made in relation to officialCouncil business.

Maintenance costs ofCouncil owned equipment

Council will be responsible for the ongoing maintenance and reasonablewear and tear costs of Council owned equipment that is supplied toCouncillors for official business use.

Corporate Uniform Council will provide Councillors with the following corporate equipment:

Name badge

Necessary safety equipment for use on official business e.g. safetyhelmet/boots

Corporate Jacket

Corporate shirt

Corporate tie/scarf

Corporate Polo Shirt

Business Cards

Vehicles Due to the vast area which Western Downs Regional Council covers(38,039sq kms) and to encourage Councillors to participate in all Councilactivities/events held throughout the region, Council has deemed itnecessary to provide a vehicle to Councillors for official Council business.

Council authorises the private use of Council vehicles if a Councillor hasentered into a lease back contract with Council, which defines the terms ofthe lease agreement. The Chief Executive Officer is responsible forensuring the relevant documentation has been completed.

The Mayor will be provided with a six cylinder luxury sedan vehicle.

Councillors will be provided with a six cylinder base model sedan vehicle.

The set leaseback fee will be deducted automatically from the fortnightlyCouncillor remuneration payments. The leaseback fee will be set byCouncil resolution and will be reviewed annually.

Insurance Cover Council will insure Councillors in the event of injury sustained whiledischarging their duties.

Council will pay the excess for injury claims made by a Councillor resultingfrom conducting official Council business.

RELATED LEGISLATION:

Local Government Act 1993.

RELATED DOCUMENTS (LOCAL LAWS, POLICIES, DELEGATIONS ETC):

Nil

ATTACHMENTS:

Lease Agreement - Private Use of Vehicle.

DEFINITIONS:

As per policy.

REVIEW TRIGGER:

List of factors which require the policy to be reviewed eg:- Periodic review - annually in line with budget. Change in legislation

POLICY TITLE: BORROWING POLICY

POLICY NO: FICT C/2.1.1

DIRECTORATE: Finance and ICT

LINK TO CORPORATE PLAN: SA 8 - BUSINESS SYSTEMS AND TECHNOLOGY

RESPONSIBLE OFFICER: Chief Executive Officer

AUTHORISED BY: Special Meeting of Council - 31 August 2009

ISSUE DATE: 31 August 2009

AMENDMENT DATE/S:

DATE REVIEW DUE: June 2010

POLICY OBJECTIVES/PURPOSE:

The purpose of this policy is to ensure the sound management of Council’s existing and future debt.

ORGANISATIONAL SCOPE:

Section 4(d) of the Local Government Finance Standard 2005 states that a local government must develop apolicy about borrowings. Furthermore, Council’s borrowing activities are governed by the Statutory BodiesFinancial Arrangements Act 1982 and Section 525 of the Local Government Act 1993.

POLICY:

This borrowing policy applies for the 2009/2010 financial year. This policy will be reviewed annually andamended as and when required to meet the prevailing circumstances of Council.

Borrowing PurposesBorrowing will only be used to finance capital works that will provide services now and into the future. Noborrowings will be used to finance recurrent expenditure and the operational activities of the Council.

When seeking funding for capital works, Council will, wherever possible, use its existing cash reserves. Theuse of any existing cash reserves will be subject to maintaining all relevant financial ratios and measureswithin adopted targets. A debt service ratio of 5% for new infrastructure will be maintained within Council'sbudgets.

Repayments and Repayment AbilityBorrowings will be undertaken for capital works only where the interest and debt principal repayments can beserviced and relevant financial ratios and measures are maintained within approved targets.

Council will discharge debts in the shortest possible time subject to overall budgetary constraints.

New loans will be taken up only if the subsequent increase in debt servicing payments allows the total debt-servicing ratio to remain within corporate targets.

Council Policy

Debt TermThe term of new loans will be a maximum of twenty years for Water and Sewerage borrowings and amaximum of fifteen years for all other requirements. The debt term shall not exceed the finite life of the relatedasset.

Borrowing SourcesCouncil shall raise all external borrowing at the most competitive rates available and from sources as definedby legislation.

Proposed BorrowingsBased on Council’s most recent review of its capital funding requirements, the following borrowings areidentified as being required for the current financial year and the next four financial years.

SCHEDULE OF BORROWINGS

Year Purpose AmountTerm

(years)2009-2010 Dogwood Crossing at Miles Extensions and Renovations

Construction - Stage 2$193,000 20

2009-2010 Dalby Police Citizens YouthClub Facility

Construction of extensionsand renovations.

$475,000 15

2009-2010 Dalby Water Evaporation ponds lining Lining of the threeexisting ponds.

$570,000 20

2009-2010 Dalby Water Construction of ReverseOsmosis Water TreatmentPlant

Augmentation of Dalbywater to provide anextra 2Ml per day oftreated water

$1,230,000 20

2009-2010 Dalby recycled water Construction of Recycledwater plant to supply water tothe Dalby Bio Refinery

As per Bio Refineryagreement

$1,510,000 10

2009-2010 Corporate Office Dalby Establishment of newCorporate Office (Acquisition& Renovation)

$5,000,000 20

2009-2010 Dalby Aquatic Centre Redevelop 50m heritagelisted pool

$875,000 20

2010-2011 Dalby Police Citizens YouthClub Facility

Construction of extensionsand renovations.

$1,000,000 15

2010-2011 Vehicle Washdown Facility- Chinchilla

Construction of vehiclewashdown facility atChinchilla to service theenergy and rural industries

$880,000 10

2010-2011 Vehicle Washdown Facility- Dalby

Construction of vehiclewashdown facility at Dalby toservice the energy and ruralindustries

$880,000 10

2011-2012 NIL

2012-2013 NIL

2013-2014 NIL

Council will review the requirements for borrowings throughout the 2009/2010 financial year to ensure thatloan funds are drawn down at the most advantageous time.

mailto:DC@M

RELATED LEGISLATION:

Local Government Finance Standard 2005Statutory Bodies Financial Arrangements Act 1982Section 525 of the Local Government Act 1993.

RELATED DOCUMENTS (LOCAL LAWS, POLICIES, DELEGATIONS ETC):

Authority in respect of this policy is delegated to the Chief Executive Officer.

ATTACHMENTS:

Nil

DEFINITIONS:

Nil

REVIEW TRIGGER:

Periodic review - annual in line with budget Change in legislation affecting this policy

Revenue Policy2009/2010

Western Downs Regional Council – Revenue Policy 2009/2010

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1.0 LEGISLATIVE AUTHORITY

Local Government Act 1993 - sections 513A, 513B, 520(1)Local Government Finance Standard 1994 - section 3(e), 8ALocal Government Reform Implementation Regulation 2008 - section 29Local Government Regulation 2005 - section 91A to 91D

2.0 INTRODUCTION

Under the Local Government Act 1993, Council is required to review and adopt its Revenue Policyprior to the end of each financial year. The Revenue Policy is intended to be a strategic document.Its adoption, in advance of setting the budget, allows Council to set out the principles that it will useto set its budget and to identify in broad terms the general strategy to be used for raising revenue.This Revenue Policy will be of interest to ratepayers, federal and state department, communitygroups and other interested parties seeking to understand the revenue policies and practices ofCouncil.

The Western Downs Regional Council was created on 15th March 2008 and is comprised of theformer Council areas of Chinchilla Shire, Dalby Town, Murilla Shire, Tara Shire, Taroom Shire(Division 2) and Wambo Shire. Specific reform implementation legislation has been enacted toassist Council make and levy rates and charges across its new area.

Western Downs Regional Council is required to adopt a Revenue Policy effective from 1 July 2009in accordance with section 513A (Preparation and adoption of revenue policy) of the LocalGovernment Act and the Local Government Finance Standard, section 12 (Requirements forrevenue policy)

This document is prepared in accordance with the requirements of the Local Government Act andFinance Standards and may be cited as the Western Downs Regional Council Revenue Policy.

3.0 PURPOSE

The purpose of this Revenue Policy is to set out the principles used by Council for:

The making of rates and charges; The levying of rates; The recovery of rates and charges; and Concessions for rates and charges.


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4.0 PRINCIPLES

4.1 Making of rates and charges

In general Western Downs Regional Council will be guided by the principles of user pays principlein the making of rates and charges so as to minimise the impact of rating on the efficiency of thelocal economy.

Council will also have regard to the principles of:

transparency in the making of rates and charges; having in place a rating regime that is simple and inexpensive to administer; equity by taking account of the different levels of capacity to pay within the local community;

and flexibility to take account of changes in the local economy, extraordinary circumstances and

impacts that different industries may have on shire infrastructure.

4.2 Levy of rates

In levying rates, Council will apply the principles of:

making clear what is the Councils and each ratepayers responsibility to the rating system; making the levying system simple and inexpensive to administer; timing the levy of rates to take into account the financial cycle of local economic activity, in

order to assist smooth running of the local economy; and equity through flexible payment arrangements for ratepayers with a lower capacity to pay.

4.3 Recovery of rates and charges

Council will exercise its rate recovery powers in order to reduce the overall rate burden onratepayers. It will be guided by the principles of:

transparency by making clear the obligations of ratepayers and the processes used byCouncil in assisting them meet their financial obligations;

making the processes used to recover outstanding rates and charges clear, simple toadminister and cost effective;

equity by having regard to providing the same treatment for ratepayers with similarcircumstances; and

flexibility by responding where necessary to changes in the local economy.


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4.4 Concessions for rates and charges

In considering the application of concessions, Council will be guided by the principles of:-

equity by having regard to the different levels of capacity to pay within the local community, the same treatment for ratepayers with similar circumstances; transparency by making clear the requirements necessary to receive concessions, and flexibility to allow Council to respond to local economic issues.

5.0 DATE REVIEWED

June 2009

6.0 NEXT REVIEW

April 2010


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Appendix 1 - Extracts of legislation relevant to this policy.1

Local Government Act 1993 - Chapter 7 Part 2A – REVENUE POLICY

513A Preparation and adoption of revenue policy(1) A local government must, for each financial year, prepare and, by resolution, adopt a revenue policy.(2) The local government must ensure each revenue policy is prepared and adopted in enough time, before the start of

the financial year for which it is prepared, to allow preparation and adoption of a budget for the financial yearconsistent with the policy.

(3) When the policy is adopted by the local government, it becomes the local government’s revenue policy for thefinancial year for which it is prepared.

513B Requirements and contents of revenue policy(1) A local government’s revenue policy, or an amendment of its revenue policy, must comply with the Local

Government Finance Standards.(2) The revenue policy must, if, under section 1035A, the local government intends to remit rates or defer payment of

rates for the financial year, state the purpose of the remittance or deferral.(3) A local government may, by resolution, amend its revenue policy for a financial year at any time before the financial

year ends.

513C Copies of revenue policy to be available for inspection and purchaseA local government must –(a) ensure its revenue policy is open to inspection; and(b) make copies available for purchase at its public office at a price not more than the cost to the local government of

producing the copy and, if a copy is supplied to a purchaser by post, the cost of postage.

1Local Government Finance Standards –Part 2, 8A Revenue policy – financial years from 1 July 2003

(1) A local government’s revenue policy for a financial year must include details of the principles applied by it for thefinancial year for the following –

(a) making and levying rates and charges;(b) exercising its powers to grant rebates and concessions;(c) recovery of unpaid amounts of rates and charges.

(2) This section applies to a financial year beginning on or after 1 July 2003.

Local Government Reform Implementation Regulation 2008 – Section 29 Revenue policy

(1) Until 1 July 2008, section 513A of the Act and the Local Government Finance Standard, section 12, do not apply to a newlocal government.

Editor’s note—section 513A (Preparation and adoption of revenue policy) of the Act and the Local Government FinanceStandard, section 12 (Requirements for revenue policy)

(2) From 1 July 2008, sections 513A, 513B(2) and (3) and 513C of the Act and the Community Government Finance Standard,section 10, apply to NPARC and TSIRC as if each was a community government under that standard.

Editor’s note—sections 513A (Preparation and adoption of revenue policy), 513B (Requirements and content of revenue policy)and 513C (Copies of revenue policy to be available for inspection and purchase) of the Act and the CommunityGovernment Finance Standard, section 10 (Revenue policy)

Local Government Regulation 2005 – sections 91A – 91 D

91A Declaration that this part is a transitional regulation—Act, s 159YQAThis part is a transitional regulation under section 159YQA of the Act.


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91B Application of definitions for ch 3, pts 1B and 1C of the ActWords defined for chapter 3, parts 1B and 1C of the Act have the same meaning in this part.

91C Definitions for pt 17AIn this part—reform matters includes the repeal of the Community Services (Torres Strait) Act 1984.

relevant adjusted area, for an adjusted local government, means a part of the local government’s local government area that,immediately before the changeover day for the local government area, was part of the local government area of anotheradjusted local government.

relevant area, for an indigenous regional council, means a part of the indigenous regional council’s local government area that,immediately before the changeover day for the local government area, was the local government area of a merging localgovernment.

relevant financial year means a financial year starting on or after 1 July 2008 and ending on or before 30 June 2012.

relevant merged area, for a new local government, means a part of the local government’s local government area that,immediately before the changeover day for the local government area, was all or part of the local government area of amerging local government.

91D Transitional provision for rates and charges for new local governments

(1) A new local government may, for a relevant financial year, and for a relevant merged area for the new local government,make and levy rates and charges under chapter 14 of the Act in the same way, and in the same amounts, that the merging localgovernment could have made and levied rates and charges if the reform matters had not taken effect.

Example—On the changeover day for the new local government area of Bundaberg Regional Council, the local government areaof a merging local government, Burnett Shire Council, was included in the local government area of BundabergRegional Council. This section allows Bundaberg Regional Council to make and levy rates and charges for the includedarea in the same way and in the same amounts that Burnett Shire Council could have made and levied rates andcharges for the included area if no creation of new local government areas, as provided for in chapter 3, part 1B ofthe Act, had ever taken place. This would include the power to raise or lower the levels of rates and charges, just asBurnett Shire Council could have done.

(2) This section does not purport to limit how a new local government may act under chapter 14 of the Act.


ANNUAL REPORT

Audited Financial StatementsFor Period 1 July 2009 to 30 June 2010

annual report 09 10

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