finance & administration committee 22 may 2008

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Agenda – Finance & Administration Committee 22/5/08 - #1702413

FINANCE & ADMINISTRATION COMMITTEE

22 MAY 2008

6 GENERAL POLICIES OF A FINANCE AND ADMINISTRATION NATURE Linda Kirchner : 1/3/87: #1694256

RECOMMENDATION: 1. That Council adopt the following policies: FINANCE

• Independent Rate Relief Tribunal • Finance – Rates – Premium Policy • Community Service Obligation Policy • Full cost pricing • Internal Works Recovery Policy • Fraud

CORPORATE PERFORMANCE

• Security – The Council Administration Building • Statement of Affairs – Freedom of Information Act 1992 • Risk Management Policy • Mayoral Discretionary Fund

COMMUNITY RELATIONS

• Media Policy • Mayoress of Cairns Youth Achievement Fund • Entertainment and Hospitality Expenditure • Advertising • Visual Style Guide and Writers’ Style Guide • Community Engagement Policy • Civic Reception Area – Spence Street Building • Asset Management Policy

2. That Council note the following policies that had existed under either Cairns

City Council or Douglas Shire but are not considered required by Cairns Regional Council:

• Public Submissions – Petitions • Audio Recording of Council Meetings • Records Management • Email • Study Assistance • WHS dealing with complaints

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3. That Council note additional work is required in consultation with the full

Council on the following policies before they can be presented for adoption: • Councillors involvement in Executive recruitment • Borrowings Policy for year ended June 2008 • Revenue Policy 2007/08 • Revenue Statement 2007/2008 • Financial Policy – Rates Discount • Reserves • Interest Earned on Constrained Works Reserve Funds • Procurement Policy • Dividend Policy for year ended June 2008 • Debt Recovery Policy • Leasing Guidelines • Revenue – Contributions and Donations • Taxation Policy • Competitive Neutrality Complaints • Private use of Council Vehicles • Information Security Policy • Intellectual Property Rights • Information Privacy Policy • Workplace Health and Safety Commitment • Employee Provisions • Fitness for Work Policy • Equal Employment Oportunity (EEO) and Workforce Diversity Policy • Cairns Regional Council Staff Exchange and Secondments Policy

INTRODUCTION: Council needs to set policy direction to guide and inform Council and the community.

BACKGROUND: A review has been conducted of the General Policies and it is proposed that the policies listed above be adopted by Cairns Regional Council. In undertaking this review consideration was given to the Policies of both the former Cairns and Douglas Councils. COMMENT: GRAMMATICAL / ORGANISATIONAL CHANGES ONLY REQUIRED The policies recommended for adoption are based on the existing policies of Douglas and Cairns and it is considered that they should be adopted by the Cairns Regional Council. Slight amendments have been made to ensure consistency with the new Cairns Regional Council organisational structure.

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It should be noted that the Mayoress of Cairns Youth Achievement Fund is one of the policies recommended for adoption. The Mayoress of Cairns Youth Achievement Fund was established under a Trust Deed dated 8 October 1993 as the “Mayoress of Cairns Community Chest”. (The name change was varied under a Second Deed of Variation of Trust dated 1 December 2005). A number of legal changes will now need to be made to the Trust Deed:

• Trustee - now to be Cairns Regional Council • Title – proposed Cairns Regional Council Youth Achievement Fund • Area of Benefit – to included the whole CRC area

In addition the following matters will need to be addressed

• Appointment of Chair and executive committee • Fund raising program.

It is therefore recommended that work commence to implement these changes and that when completed the General Policy be brought back to Council for further ratification. Councillors should note that the General Manager Community and Cultural Services is now responsible for the General Policy – Pole/Banner. This General Policy was formerly managed by Community Relations Branch. POLICIES NO LONGER REQUIRED The former Cairns City Council had a policy Public Submissions – Petitions and the former Douglas Shire Council had a policy – Audio Recording of Council Meetings. These two polices are not required to be adopted as they are now covered by the Cairns Regional Council Standing Orders General Policy and Model Local Law 2 Meetings. The former Douglas Shire Council had a number of Policies which on review are really internal work instructions. It is proposed that these will now be covered by Administrative Instructions by Cairns Regional Council. All Administrative Instructions are approved by the Executive Management Team. It is therefore proposed that the following former Douglas Shire Council General Policies will converted to Administrative Instructions and not adopted by Cairns Regional Council as General Policies:

• Records Management • Email • Study Assistance • WHS dealing with complaints

POLICIES WHICH WILL REQUIRE FURTHER WORKSHOPPING AND THEN ADOPTION BY COUNCIL The former Douglas Shire Council had some General Policies which the former Cairns City Council adopted by specific Council resolution. It is recommended that these matters be considered in more detail as part of the overall delegations review:

• Councillors involvement in Executive recruitment

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CONSIDERATIONS: Statutory: The requirements of the Local Government Act 1993 have been considered in the drafting of this report. Financial and Risk: The adoption of this suite of policies will provide clarity to Council and the community therefore minimising potential financial risk or uncertainty.

CONSULTATION: The report has been prepared in detailed consultation with the relevant Managers and the Executive Management Team. All Council policies are available for viewing on Council’s web page.

OPTIONS: 1. That Council proceed as per the recommendation. 2. That Council defer action on some of the policies proposed in the recommendation.

ATTACHMENTS: A copy of all of the policies have been attached for Council consideration. Linda Kirchner Manager Corporate Performance Brett Grosser General Manager Corporate Services

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FINANCE CAIRNS REGIONAL COUNCIL NO.1:02:06

General Policy

INDEPENDENT RATE RELIEF TRIBUNAL Intent To establish a policy framework to support an independent tribunal of appointed parties who

will make recommendations to Council regarding the most appropriate assistance to be offered to residential ratepayers who are unable to meet their rates and charges commitments due to serious financial hardship beyond their control.

Scope This policy is to apply to those ratepayers who are experiencing serious financial hardship and as a result are unable to pay their rates and charges. The policy will only apply to residential properties where the property is the ratepayer’s principal place of residence and no commercial benefit is derived from the property.

PROVISIONS ROLE The role of the Tribunal is to recommend to Council the most appropriate form of assistance that Council should provide to Ratepayers who make application to the Tribunal and whom the Tribunal consider are experiencing serious financial hardship COMPOSITION OF THE TRIBUNAL The Independent Rate Relief Tribunal will consist of a minimum of three voluntary members and four current Councilors. Voluntary appointees may come from a number of backgrounds. When a vacancy arises on the Tribunal, Council may at its discretion, appoint Tribunal members as nominated by various interest groups, Councillors or other Tribunal members. Appointment of new tribunal members will be through Council adopting a recommendation from the Finance and Administration Committee. The Council will reaffirm tribunal membership each year. It is envisaged that the nominees would not be salaried or waged employees of the Council. This would help to ensure that a level of independence from the Council Administration is realized by the Tribunal and to prevent what may be seen as a conflict of interest for the employee. The Tribunal chair will be appointed by Council each year from the four Councillors appointed to the tribunal. A quorum would consist of the Chair and any four of the other members. In the event of a split decision the Chair will carry the vote. Secretarial and support services suitable to the Tribunal’s needs shall be provided from within the Corporate Services Department, however no other staff will have access to the applications put before the Tribunal. RELATIONSHIP TO COUNCIL ADMINISTRATION The Tribunal shall meet on an “as required basis”. Due to the sensitive nature of a person’s financial affairs the Tribunal’s hearings are not to be open to the public or to any other party, including other Councillors. Other than the tribunal members, attendance at the Tribunal Meetings is restricted to the tribunal secretary, a representative from the Debt & Revenue Control section, and the applicant if they have requested to present their case to the tribunal personally. The Tribunal should endeavor to schedule appointments in order to avoid any embarrassment to the ratepayer. The hearings will also be conducted in a ‘without prejudice’ manner.

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The Tribunal will act independently from the Council as an advisory committee. The Tribunal will make its recommendations to the Finance & Administration Committee via a report prepared by the Tribunal Secretary and the Debt & Revenue Control representative. The Finance and Administration Committee will, after consideration of the recommendations, make a recommendation to the full Council meeting. All recommendations made to the Finance & Administration Committee will be accompanied by a statement showing total relief granted in the current financial year versus funds allocated in the budget to be used for this purpose. FUNDING OF RECOMMENDED DECISIONS The Council shall make a specific budget allocation annually from which the relief or other assistance recommended by the Tribunal, and subsequently approved by Council, will be funded. The Committee will be expected to live within the budgetary limits allocated by Council. GUIDELINES TO BE USED BY THE TRIBUNAL A ratepayer may apply to the Tribunal for assistance with payment of their rates, charges and/or interest, or for payment terms outside of the Debt Recovery Policy. The ratepayer must be able to show that the payment of the full amount owed in the time required would entail “serious hardship” because of:

• Any loss the ratepayer has suffered, • The circumstances of the ratepayer; and • The circumstances of dependants of a deceased ratepayer who would have been liable to

rates had the deceased ratepayer lived. Preference be given to applicants:

1. To whom other avenues of assistance are not available; 2. Who have not been able to make other satisfactory arrangements for liquidation of their rates

debt; or 3. Those on long-term low incomes.

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The Tribunal can recommend the following ranges of assistance for the listed categories of ratepayers: Categories of ratepayers Assistance that can be recommended

Residential ratepayers i) With six (6) months or more in arrears, OR ii) Who have suffered a recent adverse incident leaving them

unable to meet these basic needs, OR iii) Ratepayers experiencing serious hardship where the

payment of the rates and charges would leave the ratepayer unable to meet reasonable needs for food, clothing, medicine, accommodation, education for children and other basic requirements

- The ratepayers may be eligible for assistance with interest, rates and charges, and/or payment terms outside the scope of the normal Debt Recovery Policy.

Pensioners and Self Funded Retirees i) Endeavouring to meet their rate account by regular

instalments, OR ii) Part owner of the property they reside in and because of

extreme hardship are unable to pay rates and/or do not qualify for full pensioner remission, OR

iii) In serious financial hardship

- The ratepayer may be eligible for assistance with interest, rates and charges, and / or payment terms outside the scope of the normal Debt Recovery Policy.

- Review the circumstances of applicants and make recommendations as to

whether certain pensioners, otherwise ineligible due to policy reasons, should be entitled to Council pensioner remission.

- The Tribunal may recommend the deferral of payment of the rates and

charges for the lifetime of a pensioner experiencing hardship under Section 1032 of the LGA, with the rates and charges to remain a charge on the land.

(Section 1032 of the Local Government Act allows Council the ability to defer rates and charges upon meeting certain pre conditions. The report resulting from the Tribunal’s recommendations should ensure the legislative power to provide the assistance is incorporated into the report.)

Ratepayers who feel aggrieved by Council for refusing their discount and have had their circumstances reviewed and refused by Council.

- These ratepayers may apply in writing to request the Tribunal to further review the matter. The tribunal can fund the disallowed discount amount from its budget along with any accrued interest. The Tribunal has the right to not assist with any applications that are deemed to be frivolous.

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Additional guidelines • Applications will only be accepted for owner occupied single unit dwellings. • Where relevant, the financial standing of other family members residing in the property may be taken

into account. • In the case of pensioners, it is important to consider eligibility for Council and State Government

remissions, as these are the standard forms of financial assistance to eligible pensioners. For further assistance by the Tribunal the applicant must be able to demonstrate that they are suffering serious financial hardship.

• In determining whether there is a capacity to pay out of current income the Tribunal may disregard

above-average expenditures. • The Tribunal will also consider whether the ratepayer could meet the rate liability by rescheduling

commitments or by selling non-essential assets such as (but not limited to): non-residential caravans; holiday homes; luxury cars; boats; substantial life assurance or annuity entitlements; shares; or other investments. The Tribunal will not necessarily accept valuations at face value, though professional valuations will not be required.

• Even in those cases where serious hardship is established, relief may be denied if the ratepayer has

deliberately placed himself or herself in that position, or if the hardship can be expected to abate within a short term.

• In cases of doubt, the Tribunal may defer its recommendation (e.g., where there is an unresolved

valuation objection or the assessment is disputed on some other grounds). Recovery action will be deferred until the tribunal has considered the application.

• Questions relating to claimed inequities in rating law or practice are not to be considered by the

Tribunal. • In considering applications the Tribunal will at all times comply with the rules of natural justice. • Upon request Council, via the tribunal chair, will provide reasons for the Tribunal recommendation and

subsequent Council decisions to an applicant. The Tribunal Chair may also provide these explanations upon their own initiative to applicants.

• It is outside of the scope of the tribunal to consider assistance for Commercial/Industrial

properties, vacant land or multi unit dwellings. FORM OF ASSISTANCE THAT CAN BE PROVIDED Within the limitations of the specific assistance detailed in the table above the Tribunal can consider structuring the assistance as one or more of the following:

• Repayment plans that are outside of the current debt recovery policy. • Interest costs either as a direct reimbursement for interest already charged or for interest that

may accrue between the Tribunal’s decision and satisfactory completion of an agreed repayment plan;

• Court costs or other related legal expenses already charged to the ratepayer for recovery of outstanding rates and charges;

• Actual financial assistance to a ratepayer to meet either rates and/or service charges levied;

• Assistance to ratepayers in meeting other charges that are attached to the land (e.g. unpaid noxious weed charges or some unrecovered costs which the Council is entitled to attach to the land).

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(Note: Where the Council agrees to full or partial relief from interest charges for some period in the future, the costs of the interest foregone will be considered as part of the assistance funded by the Council from the allocated budget in that year.)

PROCESSES FOR AN APPLICATION It is important to keep the process simple, low key and accessible to people who at the very least are experiencing financial difficulties. Eligible ratepayers are requested to complete and lodge applications on the prescribed form. Upon receipt of an applicant’s confidential financial information the Finance branch will do limited cross checking of the data and prepare a summary of the ratepayer’s current situation, payment history, other property known to be owned and any other relevant information within the Council’s knowledge. The high level process following receipt of an application by Council is as follows:

• The tribunal secretary is to acknowledge receipt of application • Debt Recovery Officer is to review the application and detail a brief history and any other

relevant details for presentation to the Tribunal; • Applications are reviewed by the Tribunal members prior to the meeting; • Tribunal Secretary is to arrange an interview with applicant if requested by the applicant or

the Tribunal • The tribunal meets to consider the applications and make recommendations • Tribunal Secretary and Debt & Revenue Control officer are to present the Tribunal’s

recommendations in a report to Finance & Administration Committee; • Finance & Administration Committee to consider Tribunal recommendations.

If at any stage a ratepayer’s application does not meet with above Tribunal policy, the ratepayer will be notified accordingly with the application forwarded to the Tribunal for its noting and information. Where an application is within the guidelines or is outside of the guidelines but is of an exceptional nature the application should be presented to the Tribunal for consideration. If the application is deemed to be worthy of assistance but is outside of the tribunal’s guidelines a recommendation for Council to grant assistance may be made, but should include full reasons for the recommendation and the reason the application does not meet the guidelines. Care should be taken not to include any identifying personal or confidential information in the recommendation to protect the applicant’s privacy. If the Tribunal decides not to have a ratepayer present in order to expedite a run of straight forward applications care would need to be taken that the applicants are afforded their rights as to natural justice. The attendance of an applicant at a hearing by the Tribunal should be in a non-threatening atmosphere while providing the Tribunal the opportunity to discuss individual options, forms of assistance or other matters at large. The applicant should not be present when other applications are being considered or discussed. Such exchanges of information will help in further refining and targeting Council policies on rates and charges within and across the community. A Tribunal recommendation may include immediate relief and/or a review of the applicant’s situation after a set period of time (say 6-12 months hence) to ensure that applicants are assisted until their position has fully recovered. Following the Council’s decision, the ratepayer should be notified of that decision as soon as possible.

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PROCESS IF RATEPAYERS DON’T ACCEPT OR COMPLY WITH TRIBUNAL DECISIONS

• If a ratepayer doesn’t respond to the Tribunal’s offer the Financial Services Branch will continue with normal recovery action with a report to the next meeting of the Tribunal.

• If a ratepayer fails to completely comply with the Tribunal’s offer the Financial Services

Branch will report to the next meeting of the Tribunal, with their recommendation, for guidance as to the action to be taken in each case.

This policy is to remain in force until otherwise determined by Council. General Manager Responsible for Review: General Manager Corporate Services CURRENT ADOPTION: DUE FOR REVISION: REVOKED/SUPERSEDED:

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CAIRNS REGIONAL COUNCIL NO: 1:02:12

General Policy

FINANCE – RATES

PREMIUM POLICY Intent The intent of this policy is to establish clear and precise practice regarding the levying of a

premium due to a deferral of liability to pay rates and charges Scope This policy applies to all rates and charges adopted by Council. PREMIUM (a) A premium for the purpose of this policy is defined as the amount of interest that would be

charged in the event of a deferral to pay the rates and charges. (b) The premium is equal to the amount of interest that would have been charged if the deferral

arrangement had not been entered into. (c) The premium allowing pensioners to accumulate rates and charges during the lifetime of a

pensioner is equal to the amount of interest that would have been charged if the deferral arrangement had not been entered into.

(d) The premium is equivalent to the interest rate set out under the Local Government Regulation

2005.

This policy is to remain in force until otherwise determined by Council. General Manager Responsible for Review: General Manager Corporate Services ORIGINALLY ADOPTED: 19/9/2002 CURRENT ADOPTION: DUE FOR REVISION: REVOKED/SUPERSEDED:

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CAIRNS REGIONAL COUNCIL NO.1:02:30

General Policy

COMMUNITY SERVICE OBLIGATION POLICY Intent To determine the services provided by Council at a subsidised cost in order to meet social,

equity or environmental goals associated with the business activity’s delivery of services. Scope Applicable to those business activities to which the Code of Competitive Conduct applies and

to those significant business activities(Type 1 & 2 business activities). PROVISIONS The following set out the policy on Community Service Obligation as required by the Local Government Finance Standard 2005 (Part 12). “A Community Service Obligation arises when-

a government specifically requires a public enterprise to carry out activities relating to outputs or inputs which it would not elect to do on a commercial basis; and

which the government does not require other businesses in the public or private sectors

to generally undertake; or

which it would only do commercially at higher prices." The above definition also means that:

1. Delivery of a CSO has to be directed by a government to a public enterprise. This means that a public enterprise can not initiate its own CSOs or choose a loss-making activity as a CSO;

2. A CSO must result from a specific, material and binding government directive, satisfy a

clearly defined policy objective, and not be a normal cost of carrying on a business; and 3. The activity must provide a social benefit to be classified as CSO. .

Where an activity has recognised a CSO and the activity’s financial performance result to a net operating loss position, this amount is not considered a CSO but a subsidy. Procedure:

1. At the time of the original budget formulation, Council resolves to apply the Code of Competitive Conduct, which includes the identification of CSOs to each business activity.

2. Each activity needs to determine the description of the CSO, the basis of its calculation

and the amount. 3. Where a CSO was not initially identified at the original budget formulation, these can be

identified during the budget review process.

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4. At the end of each financial year, details of the CSO’s are to be published in the Annual

Report.


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CAIRNS REGIONAL COUNCIL NO. 1:02:35

General Policy

FULL COST PRICING Intent To provide guidance on the requirements for full cost pricing under Chapter 8, Part 5 of the

Local Government Act 1993 and Parts 9 and 10 of the Local Government Finance Standards 2005.

Scope Applicable to all significant business activities (Type 1 & 2) and identified business activities to

which the code of competitive conduct applies. PROVISIONS Definitions Significant business activities – are those activities on which the threshold expenditure set by the Minister of Department of Local Government and Planning are met. Such thresholds vary each year. These are referred to as commercialised business units. Business activities - are those activities trading in goods and services to clients in competition with the private sector or the submission of a competitive tender in the local government’s own tendering process in competition with others for the provision of goods and services to itself. Excluded activities are library services or an activity or part thereof prescribed by legislation. These are referred to as Type 3 activities. Philosophy Under Part 9 Division 1 and Part 10 Division 1 of the Local Government Finance Standards, matters affecting full cost pricing are:

a) relevant pricing provisions b) Treatment of community service obligation c) Elimination or taking into account of advantages or disadvantages of public ownership d) Financial reporting

In deciding charges to clients for goods and services, Council must ensure that the projected total revenue is enough to cover the projected total costs for the financial year. Total costs of carrying on an activity include:

• Operational costs • Reasonable allocation of administrative and overhead costs • Cost of resources • Depreciation • Commonwealth and State taxes equivalent of which Council is not liable to pay because it is a

local government • Equivalents for cost of funds advantage the Council obtains over commercial rates of interest

because of State guarantees on borrowings • Return on capital

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The total costs must be adjusted for other advantages and disadvantages of public ownership that are not eliminated. Cost of resources mean that if resources are provided by or to a local government for carrying on an activity, the cost of resources used in carrying on the activity includes an equivalent cost. If the cost has an identifiable cost, the cost maybe taken as the equivalent cost. If the cost is not identifiable and the resources are readily available in the open market, the price at which they can be obtained in the market may be taken to be the equivalent cost. Example of cost of resources is internal charges. Administrative and overhead costs are based on various cost drivers. These are fixed during the year and is only changed where there are reasonable grounds to believe that such costs are unreasonably high for the relevant significant business activities or business activities. Commonwealth Taxes are calculated on a monthly basis and reported accordingly.


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General Policy

INTERNAL WORKS RECOVERY POLICY Intent To recover labour and plant costs for internal and external works through work orders and

projects. Scope This applies to all divisions where costs are required to be recovered via CHRIS Payroll

system and PEAR system. PROVISIONS

1. CHRIS ORACLE INTERFACE LINK (COIL)

A branch can recover its employee costs by charging the hours worked by an employee to a work order or a project number through the timesheet. Where the cost centre differs between the work order/project and employee home cost centre, COIL will recover the cost by debiting the home cost centre of the work order or project and crediting the home cost centre of the employee, using the wages account (2000-2032). Employee on cost is also included in the recovery process. Small plant cost and overhead costs are also recovered through COIL by assigning a small plant rate to particular employees. Relevant home cost centres are linked to a small plant/overhead cost rate, which automatically generates a plant /overhead cost when such home cost centres are used. If the work order is externally chargeable, COIL will create another entry to debit the work in progress asset (e.g. private works and RMPC) and credit revenue of the division performing the work.

Procedure: COIL Process Manual (doc# 419377)

2. PLANT ENTRY AND RECORDING (PEAR)

The PEAR system captures the Fleet Hire costing of Council. Several distinct components in the Fleet Hire costing are:

• The recovery of maintenance costs by fleet for dedicated plant and vehicles used by other divisions. On a monthly basis, Fleet Services will charge the different departments by processing a journal through the PEAR system, debit Internal Fleet Hire (customer), credit Internal Revenue (Fleet Services).

• Where the dedicated plant and vehicles are re-hired to other divisions, the plant vehicle usage is also charged to a work order or project number in the timesheets. The home cost centre of the dedicated plant is that of the long- term hirer and not Fleet Services. PEAR recovers the plant cost by debiting the home cost centre of the work order or project number and crediting the Internal Revenue of the long-term hirer.

• The recovery of maintenance costs by fleet for non-dedicated plant and vehicles including carpool used by other divisions. Hire of heavy plant is recovered by recording the equipment to a work order or project number and also in the timesheets. PEAR recovers the cost by debiting the work order or project number and crediting the Internal Revenue to Fleet Services. Carpool usage can either be booked directly to an employee home cost centre, work order or project number. The charges are entered into the PEAR system by Fleet Services.

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Procedure: Fleet Operations Internal Costing Manual (doc # 519620) COIL/PEAR Plant Screen

Entry (doc#440737)

3. JOB CHARGING

If the work order is recovered via the job charging process, the process as in item (1) above occurs, except that Internal charges/Internal revenue account codes are used. Costing also includes material costs. In addition, the client/customer needs to accept the charge at the completion of the job or on a monthly basis whichever one comes first. Procedure: Chargeable Work Orders Training Manual (doc#594947)


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General Policy

FRAUD POLICY Intent To: demonstrate Cairns Regional Council’s (CRC) commitment to rigorously manage fraud

risk; provide guidance on how CRC will manage the prevention of fraud; establish procedures for appropriate reporting and investigation of fraud; assist compliance with statutory obligations; eliminate or minimise internally and externally instigated fraud against CRC; and, assist in the detection of all instances of fraud and corruption against Council.

Scope This policy covers all employees and Councillors of CRC. PROVISIONS Fraud is characterised by some form of deliberate deception to facilitate or conceal the misappropriation of assets. This includes corruption which involves a breach of trust in the performance of official duties. It also means that a person in a fiduciary relationship with Council (such as an employee, manager or elected member) acts contrary to the interests of Council in order to achieve some personal gain or advantage for themself or for another person or entity. Effective control of fraud risk is important in order to:

• protect the reputation of Council, • promote ethical conduct within Council, • reduce financial and non-financial loss, and • ensure compliance with legal and statutory obligations.

Fraud includes:

(a) theft (b) obtaining property, a financial advantage or any other benefit by deception (c) causing a loss, or avoiding or creating a liability by deception (d) knowingly providing false or misleading information to CRC, or failing to provide information

where there is an obligation to do so (e) disclosing confidential information for other than a proper business purpose sometimes in

exchange for some form of non-financial benefit or advantage accruing to the employee releasing the information

(f) making, using or possessing forged or falsified documents (g) bribery (h) unlawful use of CRC’s computers, telephones and other property or services (i) material and deliberate misstatement of accounting information for an improper purpose (j) conflicts of interest where acting in self interest rather than CRC’s interest (k) payment or receipt of secret commissions (bribes) – can be in money or some other form of

value (l) manipulation of the procurement process by favouring one tenderer over others or selectively

providing information to some tenderers - this frequently involves allowing tenderer to resubmit a “non-complying” tender after being provided with details of other bids

(m) acceptance of lavish gifts or entertainment intended to achieve an unstated objective

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Council acknowledges that a Policy and accompanying plan must be in place that addresses the following elements of effective Fraud Control: 1. Policy Statement 2. Risk Assessment 3. Internal Controls 4. Internal Reporting 5. External Reporting 6. Public Interest Disclosures 7. Investigations 8. Code of Conduct 9. Staff Education and awareness 10. Client & Community Awareness Policy Statement Cairns Regional Council is committed to the elimination of all forms of fraud and to create an ethical environment and culture that discourages and prevents fraud. All staff are responsible for the prevention and detection of fraud. All allegations and suspicions of fraud will receive attention and all substantiated cases will be dealt with appropriately either by criminal, disciplinary or administrative mechanisms suitable to the particular case (having due regard for the rights of all persons, including any person reporting a fraud and of any alleged perpetrator of fraud). Risk Assessment Council will undertake a fraud risk assessment at least every two years. After each review, CRC will update its risk register, detailing the effective control treatment of such risks and its current risk rating in accordance with Australian Standard 4360-Risk Management. Internal Controls Council will establish (where not in place already) and maintain an internal control structure to provide for the following: 1. Control Environment – which consists of strong emphasis on lines of accountability, organisational

structure, internal audit function, audit committee and risk management committee and suitably qualified and competent staff with their performance assessed against operational performance criteria.

Of all internal controls, adequate division of duties is possibly one of the most important and should

be factored into all stages of systems development, operation and ongoing assessment. 2. Appropriate Information, Communication and Technology (ICT) systems – which consists of

transactions, records, operating systems producing the ICT information, data collection and exchange, internal and external communications, human and physical resources, reporting, including adequate audit trails and an effective policy framework that helps to provide assurance as to the integrity and security of data and that appropriate access controls are in place over data.

3. Internal control procedures comprising of basic checks and balancing activities that are carried out

to ensure the completeness, relevance, accuracy and timeliness of the accounting and other transactions. Control procedures include prevention and detection.

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Internal Reporting Council has in place an Administrative Instruction (AI) “Reporting Issues and Concerns”. This AI provides guidance to staff who believe they need to report matters of concern. This AI should be read in conjunction with the Fraud Policy. Reporting is a critical step in defeating fraud. All staff are encouraged to report to their Team leader or any Team Leader that they feel comfortable dealing with, all concerns or suspicions that they may have about behaviour which may be inappropriate. Concerns and suspicions should be reported as soon as possible. An employee should not attempt to investigate further himself or herself. If such suspicions are reported, Council will give such report attention and will endeavour to ensure that the report is dealt with the appropriate degree of confidentiality. If the report is a “public interest disclosure”, Council will deal with that disclosure in accordance with Council’s “Reporting Issues or Concerns” AI.

External Reporting This includes reporting of fraud and recovery of proceeds of fraudulent activity, reporting to Queensland Audit Office (QAO), Crime & Misconduct Commission (CMC). Contact details for the various agencies are attached at Appendix 1. External reporting is another reporting channel that facilitates reporting and increases the likelihood that fraud and corruption will be detected. It is used where staff may find the internal reporting mechanism to be too stressful to allow them to speak up openly. Whilst external reporting may be an option for some employees, the CMC requires the Chief Executive Officer to notify the CMC if they suspect a matter may involve official misconduct. Official Misconduct is defined as any misconduct connected with the performance of an officer’s duties that: • is dishonest or lacks impartiality, • involves a breach of trust, or • is a misuse of officially obtained information. To be considered official misconduct, the conduct must constitute a criminal offence or be serious enough to justify dismissal. Public Interest Disclosure Public Interest Disclosures (PID) is defined under Sections 14-27 of the Whistleblowers Protection Act 1994, and is any disclosure made by a public officer to a supervisor, an internal auditor or investigator, the chief executive or an external investigation agency, which contains information about: • official misconduct • maladministration that adversely affects anyone’s interests in a substantial and specific way • negligent or improper management resulting or likely to result in a substantial waste of public funds

(provided that the disclosure is not based on mere disagreement) a substantial and specific danger to public health or safety or to the environment and or a reprisal taken against anyone for having made a public interest disclosure.

The underlying grounds for a PID come from the policies, Acts and directives of government. Queensland legislation covering a PID includes the Whistleblowers Protection Act 1994(WP Act) and the Crime & Misconduct Act 2001(CM Act). The WP Act provides the ethical framework and spells out the protection principles. The CM Act provides an external reporting mechanism and an independent investigative and enforcement body. Council’s practices must ensure that anyone making a disclosure receives the protection afforded under the WP Act to the full extent possible.

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Council’s “Reporting Issues or Concerns” AI covers Public Interest Disclosures more thoroughly should you require more information. Investigations This section should be read in conjunction with Council’s “Investigation of Serious Issues” AI. This includes appropriate procedures to protect disclosers of fraud, and ensures that avenues exist for external scrutiny of fraud control activities. If the conduct could possibly constitute official misconduct, there is a statutory obligation under the CM Act for the CEO to report the matter to the CMC. As fraud and corruption fall within the definition of official misconduct, these matters will automatically need to be reported. A full investigative response is best when dealing with serious matters where the conduct, if proved, could result in dismissal or demotion. Complaints are best dealt with by prompt managerial action. Investigations must be in accordance with the rules of procedural fairness or natural justice. For further information on investigations, refer to Council’s “Investigation of Serious issues” AI. Code of Conduct Council has in place a Code of Conduct for staff, a Code of Conduct for Contractors and has adopted the Model Code of Conduct for Councillors. The Code of Conduct articulates the expectations and standards of ethical behaviour within Council. Fraud and corruption can result from departures from the expected standards of behaviour, and the code provisions underpin many of the operational practices designed to minimise the integrity risks. The Code of Conduct in conjunction with Council’s policy framework, establishes the expectation and the steps that will be taken where deviations from these behavioural expectations occur. Council acknowledges the importance of, and commits to, consistent application of standards to issues as they arise. Staff Education and awareness Council will continue to ensure that all staff are aware of their obligations and the expectations with respect to ethical behaviour. This is achieved through introducing staff to this at induction and through the use of regular refresher training. However, Council is committed to make a more significant commitment to staff development programs that foster an ethical organisational culture. This commitment will be developed and articulated in the implementation plan associated with this policy. Education is oriented towards awareness and understanding of principles, like ethics, whereas training normally focuses on application and operational issues. Examples of these are ethics, privacy and fraud awareness activities. Client & Community Awareness Council is committed to ensuring that our community is aware of our high standards with regard to the elimination of all corruption and fraud together with easily accessible information on the means of raising any concerns or suspicious behaviour. Client and Community awareness means a wide-ranging knowledge and supportive understanding of the Council’s standards of corporate and staff behaviour. External stakeholders will receive clear messages about Council’s stance on fraud and corruption and are given unambiguous guidance about acceptable and unacceptable business practices.

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This policy is to remain in force until otherwise determined by Council. General Manager Responsible for Review: General Manager Corporate Services ADOPTED: DUE FOR REVISION: REVOKED/SUPERSEDED:

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APPENDIX 1: Internal Contacts: Manager Corporate Performance Phone Extn 3036 Chief Executive Officer Phone Extn 3010 Chairman Audit Committee – Bruce Peden Phone 40-953-735

Mobile 0419-024-218 External Contacts: Crime & Misconduct Commission Phone 1-800-061-611 Email [email protected] Website www.cmc.qld.gov.au Queensland Audit Office Phone 07-3405-1103 Executive Officer to the Auditor General Email [email protected] Website www.qao.qld.gov.au

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CORPORATE PERFORMANCE CAIRNS REGIONAL COUNCIL NO.1:02:10

General Policy

SECURITY – COUNCIL ADMINISTRATION BUILDINGS Intent To establish a policy to minimise person induced risks to public order, community safety and

security in Council’s Administration Buildings. Scope This policy shall apply to all people present in building, car parks or grounds of Council’s

Administration Buildings and shall include all visitors, staff, and Councillors Provisions 1. The Chief Executive Officer shall develop and keep up to date, procedures relating to person

induced risks to public order, community safety and security in Council’s Administration Buildings. Such procedures shall address the following issues:

1.1 The identification of occupants of, and people visiting Council’s Administration Buildings.

1.2 Limits to access to parts of Council’s Administration Buildings and the surrounds.

1.3 Access to the building and various parts of building and the surrounds during work hours.

1.4 Access to the building and various parts of building and the surrounds after work hours.

1.5 Parking arrangements as they relate to issues of personal safety.

1.6 Building security hardware.

1.7 Security patrols.

1.8 Duress Alarms

Definitions The term “Council’s Administration Buildings” shall include the whole Building, the surrounding grounds and associated car parks and other infrastructure. The two Administration Buildings are 64-66 Front St, Mossman and 119-145 Spence Street, Cairns. The term “Council” shall refer to the Cairns Regional Council and its various departments.

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1. AREAS SHALL BE IDENTIFIED WITHIN COUNCIL’S ADMINISTRATION BUILDINGS AS

PRIVATE, SEMI-PRIVATE, SEMI-PUBLIC OR PUBLIC. Procedures

Private areas shall include personal offices, private ensuites and cashiers desks.

Semi-private areas shall include: open plan office areas, staff toilets, undercover parking areas, staff lunch rooms, training areas, department meeting rooms, photocopying rooms, records and other storage areas, technical libraries, layout areas, laboratories and department tea rooms.

Semi-public areas shall include: the Council Chamber, the Reception areas, Councillor meeting

rooms, disaster co-ordination areas, function rooms and conference rooms.

Public areas shall include: customer service areas, reception foyers, cafeterias, outdoor public car parking, designated public toilets, designated public open space, designated internal congregation areas.

Staff shall be trained to recognise the security requirements of specific areas and to assist in

controlling access to those areas. 2. ACCESS TO COUNCIL’S ADMINISTRATION BUILDINGS SHALL BE CONTROLLED DURING

WORK HOURS. Procedures Staff

The Council staff shall have unrestricted access to public, semi-public and semi-private areas within Council’s Administration Buildings during working hours as required for the purpose of performing their respective allocated duties.

The Council staff access to private areas within the Council Administration Building and environs

shall be at the discretion of the individual assigned to that area or by authority of the Chief Executive Officer.

Councillors

Councillors shall have unrestricted access to public and semi-public areas within the Council Administration Building during working hours.

Councillor access to semi-private areas within Council’s Administration Buildings shall be at the

discretion of General Managers, by the authority of the Chief Executive Officer or by prior appointment with a Council Officer.

Councillor access to private areas within Council’s Administration Buildings shall be at the

discretion of the individual assigned to that area or by the authority of the Chief Executive Officer in accordance with the Councillor Staff Interaction General Policy.

General Managers are to ensure all staff are aware of the roles, responsibilities and identity of all

Councillors to ensure that the performance of the Councillors’ duties are not fettered by these procedures.

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Visitors

Visitors shall have unrestricted access to public areas within Council’s Administration Buildings during working hours.

Visitors’ access to semi-public areas of Council’s Administration Buildings shall be as signed or

as directed by the Council Officers.

Visitors entitled to access semi-private and private areas within Council’s Administration Buildings during working hours shall be escorted by the Council Officers from the Reception areas to the areas they are to visit and back to reception areas.

Where the visitor’s business involves the need for an unsupervised stay or independent

movement within Council’s Administration Buildings the visitor must be issued with, and wear at all times a ‘Visitor Identification Badge’, which shall be returned to the point of issue at the conclusion of the visit. The issue and return of ‘Visitor Identification Badges’ together with details (including identification number) and the timing of the visit shall be recorded in a register kept for that purpose.

Visitor access to Council’s Administration Buildings shall be via access points determined by the

Chief Executive Officer.

Staff working at Customer Service Counters and Reception Areas shall receive training on the contents of this Policy and the implementation of its associated procedures.

3. COUNCILLORS, THE COUNCIL STAFF AND PEOPLE VISITING COUNCIL’S ADMINISTRATION

BUILDINGS SHALL BE IDENTIFIABLE. Procedures

All the Council staff who will routinely be working in the building, shall be issued with, and required to wear, photographic identification badges during working hours.

All Councillors shall be issued with, and required to wear, photographic identification badges

whilst in Council’s Administration Buildings.

All persons who are not staff of the Cairns Regional Council but who are working within Council’s Administration Buildings or grounds shall be issued with, and required to wear, a visitor badge whilst in the Building. These badges shall be issued to contactors, students on placement, consultants and others requiring unsupervised access to semi-private and/or private areas (refer Section 1).

Visitor badges are to be issued at the Mossman Customer Service Counter or level 3 Reception

counter at Spence Street. Standardised “Visitor Log” records are to be maintained. Visitors are to provide their name, organisation, phone contact details, purpose of visit, time of arrival, time of departure and signature.

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4. ACCESS TO COUNCIL ADMINISTRATION BUILDINGS SHALL BE CONTROLLED AFTER

WORK HOURS.

Procedures All after hour’s access to Council’s Administration Buildings shall be via access points determined by the Chief Executive Officer and controlled via electronic access rights.

Staff

The Managers shall provide and update a list of the Council Officers authorised to access Council’s Administration Buildings after normal working hours for Manager approval.

Staff after hour’s access shall be limited to their Departmental area within the Council

Administration Buildings and environs unless specifically authorised by the General Manager.

Staff after hour’s access to other Departmental areas, to the secure carpark, to the Council Chambers and other areas within Council’s Administration Buildings and environs shall be by the authority of their General Manager.

Councillors

Councillors shall have unrestricted, after hours access to their offices and facilities.

Councillors’ after hour access to any and all other areas of Council’s Administration Buildings shall be by the authority of the Chief Executive Officer.

Visitors Visitor access to Council’s Administration Buildings shall be at the discretion of the Manager or

with the approval of the General Manager.

The Council Staff and/or Councillors shall be responsible for the conduct of visitors they introduce to Council’s Administration Buildings outside of normal working hours.

5 CAR PARKING ARRANGEMENTS ARE TO BE MANAGED TO ENSURE THAT PERSONAL

SAFETY IS MAXIMISED.

Procedures

All the Council Officers, Councillors and visitors using Council’s Administration Building and the environs after hours shall be required to ensure that their vehicle is parked within close proximity to the Administration Building and in a lit area prior to sunset.

Procedures

All external access points shall be secured with locks.

Designated staff entrance points shall be fitted with access control pads.

The undercover carpark shall be fitted with access control pads.

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Council’s Administration Buildings are fitted with alarm systems. The alarm may be deactivated

in individual Departmental areas to permit after hours access to specific work areas without compromising the security of others.

The alarm and access control systems shall be programmed and co-ordinated to permit the

identification and monitoring of staff, Councillors and visitors accessing the building after hours.

Duress alarms are fitted in cashiers’ counters, reception areas, the Council Chamber and the Executive area.

6. AFTER-HOURS SECURITY ARE PROVIDED AT COUNCIL’S ADMINISTRATION BUILDINGS.

Procedures

Random, after hours patrols of Council’s Administration Buildings and environs are conducted as

required.

Security Officers conducting security patrols of Council’s Administration Buildings shall be bound by Council’s “Code of Conduct”.

This policy is to remain in force until otherwise determined by Council General Manager Responsible for Review: General Manager Corporate Services CURRENT ADOPTION: DUE FOR REVISION: REVOKED/SUPERSEDED:

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General Policy

Statement of Affairs – Freedom of Information Act 1992 Intent To ensure Council complies with Section 18 of the Freedom of Information Act 1992. Scope This policy applies to the yearly publishing of Council’s Statement of Affairs under the

Freedom of Information Act 1992. Refer to #789080 for Statement of Affairs. PROVISIONS

(1) Council, must publish an up to date statement of affairs annually. (2) The statement must contain -

a) A description of Council’s structure and functions; b) A description of the way’s in which the Council functions (including its decision making

functions) affect members of the community; c) A description of any arrangements that exist to enable members of the community to

participate in the formulation of Council policy and the exercise of Council functions; d) A description of the various kinds of documents that are usually held by Council,

including – (i) the kinds of documents that are available for inspection at Council under an

enactment other than this Act, whether or not inspection of any document is subject to a fee or charge; and

(ii) the kinds of documents that are available for purchase from an agency; and (iii) the kinds of documents that are available for the agency free of charge;

e) A description of literature available from the agency by way of subscription services or

free mailing lists; f) A list of all boards, Councils, committees and other bodies constituted by two or more

persons that (i) are a part of, or that have been established for the purpose of advising the agency;

and (ii) whose meetings are open to the public or the minutes of whose meetings are

available for public inspection;

a description of arrangements that exist to enable a member of the community to obtain access to Council documents and to seek amendment of Council documents which concern the person’s personal affairs; and a description of Council’s procedures in relation to the giving of access to Council documents and to the amendment of Council documents concerning the personal affairs of a member of the community, including

(i) the designation of officers to whom inquiries should be made; and (ii) the addresses at which applications under this Act should be lodged.

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(3) Nothing in the Statement of Affairs requires the publication of exempt matter under the Freedom

of Information Act 1992.


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STATEMENT OF

AFFAIRS

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This Statement of Affairs is published by Cairns Regional Council (“Council”) in accordance with the requirements of Section 18(1) of the Freedom of Information Act 1992.

Council is pleased to comply with the legislation and welcomes enquiries.

An updated Statement of Affairs under the Freedom of Information Act 1992 will be published at least every 12 months.

N P Briggs Chief Executive Officer Council Chambers 119-145 Spence Street CAIRNS QLD 4870

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INTRODUCTION The Freedom of Information Act requires Council to annually publish a “Statement of Affairs” which includes such things as a description of Council’s structure and functions and the various kinds of documents that are usually held by it. The Statement of Affairs is open to public inspection. GENERAL POWERS A local government has, in the exercise of its jurisdiction, all the powers of an individual. A local government may, for example -

• Enter into contracts; • Acquire, hold, deal with and dispose of property; • Make charges for services and facilities it supplies; and • Do other things necessary or convenient to be done in the exercise of its

jurisdiction A local government has the powers given to it under the Local Government Act 1993 and other Acts. The Council The Council is a legal entity with perpetual succession. The Council comprises a popularly elected Mayor and ten Councillors elected for a four-year term. Councillors are elected for each of the ten electoral divisions and represent the overall public interest of the whole region as well as their electoral Division. The present Council was elected in March 2008 and will serve until elections in March 2012. Council decisions are made at Council meetings. The Planning and Environment Committee meets generally on the second Thursday of the month (commencing at 10.00a.m.). It has delegated powers to make decisions on behalf of the full Council. The Finance & Administration; Sports, Arts, Culture & Community Services; Works & Services and Water & Waste Committees meet generally on the third week of the month. The Finance & Administration Committee meetings commence at 10.00a.m. followed by the Sports, Arts, Culture & Community Services Committee meeting. The Works & Services Committee meetings commence at 2.00p.m. followed by with the Water & Waste Committee meeting. These committees have delegated powers. The Ordinary meeting is generally held on the fourth week of the month commencing at 10.00a.m.

Council meetings are open to the public. The meeting agenda items can be inspected at the Customer Service Centre and are generally available on Council’s web site one week prior to each meeting (www.cairns.qld.gov.au). Copies of the open session agenda are available at the meeting. Minutes (unconfirmed) are available at the Customer Service Centre, City and Mossman Libraries and on the web site two working days after the meeting.

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Membership of Council Committees

PLANNING & ENVIRONMENT

• The Mayor (Chair) • All other Councillors

FINANCE & ADMINISTRATION

• Cr A Blake. (Chair) • All other Councillors

SPORTS, ARTS, CULTURE & COMMUNITY SERVICES

• Cr M Cochrane. (Chair) • All other Councillors

WORKS & SERVICES

• Cr P Gregory. (Chair) • All other Councillors

WATER & WASTE SERVICES

• Cr P Gregory. (Chair) • All other Councillors

Council also has a number of stakeholder reference groups to which relevant state agencies are also encouraged to attend. Whilst the minutes of these meetings are not generally publicly available, interested members of the public are encouraged to make submissions to or seek representation on these committees.

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THE MAYOR AND COUNCILLORS

P O Box 359, Cairns 4870 Councillors Fax at Council: (07) 4044 3089

MAYOR Cr Val Schier o 4044 3083 f 4044 3049 m 0407 100 886 [email protected]

Division 1 Cr Paul Gregory

Division 2 Cr Nancy Lanskey

o 4044 3071 w/h 4056 2081 m 0427 755 141 f 4056 2118 (H) [email protected]

o 4044 3072 h 4055 4634 m 0408 782 479 f 4055 4634 [email protected]

Division 3 Cr Robert Pyne

Division 4 Cr Kirsten Lesina

o 4044 3073 w/h 4036 3360 m 0438 360 376 f 4045 3390 [email protected]

o 4044 3074 m 0437 029 293 f 4044 3089 [email protected]

Division 5 Cr Alan Blake

Division 6 Cr Linda Cooper

o 4044 3075 w 4051 1171 m 0414 708 529 f 4051 1170 [email protected]


Division 7 Cr Diane Forsyth

Division 8 Cr Margaret Cochrane


DEPUTY MAYOR o 4044 3080 h 4039 0928 m 0419 706 372 f 4044 3089 [email protected]

Division 9 Cr Sno Bonneau

Division 10 Cr Julia Leu

o 4044 3079 h 4055 3608 m 0412 653 413 f 4059 2416 [email protected]


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THE ORGANISATION

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Corporate Plan 2004 – 2009, Future Cairns The following statements are drawn from Council’s primary direction setting document. Our Vision for Cairns: Cairns will be the best regional city in Australia and the Asia Pacific. It will have a reputation for:

balancing the demands of its growing population and the desire to maintain its quality lifestyle;

maintaining unique natural and cultural environments; and

having the highest standards of excellence applied in the management of the

region. The Role of Council Providing for today, planning for tomorrow …

By delivering quality, affordable services and public infrastructure to Cairns, in partnership with the community, governments and the private sector;

By encouraging and facilitating environmentally sustainable economic, social and

cultural development and prosperity for Cairns; and

By ensuring the operations of Council are environmentally, socially, culturally and economically sustainable.

Values that will govern how Council will go about its business Cairns Regional Council recognises the value of our heritage in the development of today’s diverse cultural and community environment. This diversity includes the inherent association of Australia’s Indigenous people with this land as well as the cultural richness gained through peoples from other lands. This will be a key factor in the achievement of our Vision. Furthermore, Council through its actions will value people by:

Working together with individuals and organisations, Ensuring all people have opportunity to contribute, Ensuring all people are considered, Encouraging adaptability, flexibility and initiative, Showing respect, Requiring professional and ethical behaviour, and Promoting positive images of targeted groups – e.g. young people, older people,

Indigenous people, non-English speaking people, people with a disability

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Council through its actions will value quality processes by:

Placing our residents first, Encouraging the continuous improvement of processes, Being clear in communications, Considering the concept of sustainability in all decision making, Ensuring Council employees are appropriately skilled for their job, Ensuring processes are transparent to the community, and Building partnerships across all government sectors.

Council through its actions will value high performance by:

Recognising achievement and innovation, Ensuring accountability for Council actions is clear, Striving for consistency at a high standard, and Asking our staff to lead the way.

CORPORATE PLAN GOALS, OBJECTIVES AND STRATEGIES The following key goals for the community were identified following a review of the Cairns environment and an assessment of the major changes that are either likely to occur or need to occur in the future. Achieving these goals will contribute significantly to the achievement of our Vision for the Region. 1. Community and land use planning: The community needs land use and related plans that take better account of community preferences and requirements for: - community facilities, - open space, - design, - ongoing management, - protection of the natural environment, - community health and safety, - equity in access for all citizens, - ordered development, - changing lifestyles, and - responding to climate induced hazards. 2. Transport and mobility: As the region grows, the community needs roads, pathways, parking and public transport systems that: - expand to cope with the extra people - provide greater choice, accessibility and flexibility for all people to get around the

region, and - provide protection of the natural environment.

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3. Stormwater management: The community desires a reduction in the level of disruption and damage to the community and to the natural environment caused by polluted stormwater and by flooding. 4. Caring for the environment: The community desires better conservation of the natural environment as the region grows and more people live and visit here; we need to ensure the sustainability of our natural resources so that future generations can benefit from them as well. 5. Our water supply: The community needs a secure, high quality water supply that provides a more consistent all year round supply for the growing region; efficient use of water will be promoted. 6. Health, safety and community development: The community desires a region that - is a healthier and safer place for residents and visitors alike as it grows, and - provides expanded opportunities for sport, recreation and cultural activity for the benefit of all. 7. Economic Development: The community needs a healthy regional economy including more jobs in Cairns to match the growing population, with jobs to be more varied and better paid overall. 8. Community engagement: The community requires a Council that works with it to improve: - Council’s knowledge of the community’s needs and preferences, and - the community’s knowledge of what Council can provide and how decisions about this are made. 9. Council’s Effectiveness: The community requires a Council that is better able to identify and address issues to do with the quality of service provided by it; Council will have in place excellent systems that engage all staff in seeking improvements to services. 10. Governance: The community requires a Council (elected and employed) that has in place an effective decision making framework for ensuring Council objectives and legislated requirements are met.

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Objectives and Strategies The above Key Goals are refined in the Corporate Plan through a series of more detailed Objectives. In turn, for each Objective there is a list of Strategies that Council will carry out to achieve the objective. Where appropriate Council lists those organisations that it will work with in respect of the carriage of the Strategy. Implementation and Reporting The Corporate Plan is being implemented through Council’s annual Operational Plan and Budgets, commencing from the 2004/05 financial year. That is, the Strategies listed in this Plan are being used to guide the identification of specific actions and capital works that form the basis of operational plans and budgets. Progress with respect to these annual action plans are reported to Council on a quarterly basis and then in Council’s Annual Report. Both Council status reports and the Annual Report are available publicly. Progress with respect to the achievement of Goals and Objectives as listed in the Corporate Plan for 2008/09. Operational Plan Council’s Corporate Plan is operationalised through the development of an annual Operational Plan. The Operational Plan identifies all activities of Council, establishes the service level to be delivered, identifies any key operating initiatives and establishes performance measures by activity. A report on progress against the operational plan is provided to Council by each organisational Department monthly. Main Locations: Chambers 119-145 Spence Street, Cairns Qld 4870. Mossman Office 64-66 Front Street, Mossman Qld 4873 Depots Martyn Street 158 Martyn Street, Parramatta Park QLD 4870 Gordonvale Highleigh Road, Gordonvale QLD 4865 Arnold Street Stratford Arnold Street, Cairns QLD 4870 Magazine Street Stratford Magazine Street, Stratford QLD 4870 Babinda Council Lane, Babinda QLD 4861 MacNamara Street 38 MacNamara Street, Manunda QLD 4870 McCoombe Street (Pound) McCoombe Street, Westcourt QLD 4870 Mossman Depot 96 Alchera Drive, Mossman QLD 4873

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Libraries City Library 151 Abbott Street, Cairns QLD 4870 Manunda Festival Faire, Cnr Alfred & Koch Streets, Manunda 4870 Gordonvale 88 Norman Street, Gordonvale QLD 4865 Earlville Stockland Shopping Centre, Earlville QLD 4870 Edmonton 175 Bruce Highway, Edmonton QLD 4869 Babinda 24 Munro Street, Babinda QLD 4861 Stratford 11 Kamerunga Road, Stratford QLD 4870 Smithfield Library Cheviot Street, Smithfield QLD 4878 (Please note that Smithfield, Earlville and Gordonvale Libraries

have a receipting facility for the payment of accounts) Mossman Library 14 Mill Street, Mossman QLD 4873. Other Facilities Hambeldon House, 177 Bruce Highway, Edmonton, QLD 4869 The Tanks Art Centre, Collins Avenue, Edge Hill QLD 4870 Sugarworld, Edmonton QLD 4869 Flecker Botanic Gardens, Collins Avenue, Edge Hill QLD 4870 Civic Theatre, Cnr Florence and Grafton Street, Cairns QLD 4870 Inner City Management Office City Place, Central Business District, Cairns QLD 4870 Esplanade Office, Adjacent to the Lagoon on the Esplanade, CBD Cairns. Marlin Coast Recreation Centre Leisure Park Rd, Smithfield QLD 4878 Barlow Park, Cnr Scott and Severin Sts, Portsmith QLD 4878 Fretwell Park, Robert Rd, Edmonton QLD 4869 Cairns Water Laboratory, 38 MacNamara St, North Cairns QLD 4870

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Public Participation in Policy Development Issues of Council’s Functions Council has two Integrated Planning Act 1993 compliant Planning Schemes, Planning Scheme Policies, Strategic / Management Plans, Corporate Plan, Operational Plan, and various General Policies for the whole of the Council region. The Council formulates policy and Council Officers carry out and enforce the policies. Council has approved local laws and subordinate local laws, which can be viewed at the Spence Street Customer Service Centre at 119 - 145 Spence Street or via the internet. Local laws are regularly reviewed. Local law(s) and subordinate local law(s) assist Council in the general administration of its functions. During the establishment or review of local law(s) and subordinate local law(s), the public has an opportunity to provide input by way of submission. Council adopts local law(s) and subordinate local law(s) after considering all aspects including representations from the public. Cairns Regional Council has adopted a committee system, which comprises of five standing committees; Planning & Environment Committee; Finance & Administration Committee; Sports, Arts, Culture & Community Services Committee; Works & Services Committee and Water & Waste Committee. Committee meetings are held monthly as well as an Ordinary Council Meeting. Special Meetings of Council are held from time to time as required. The press and the public are invited to attend all meetings of Council (except the discussion period of closed sessions of a meeting). The press receive copies of the agenda before such meetings. The open session agenda is released on the Friday prior to the relevant meeting and are available for viewing at the Customer Service Centre or via the internet. Copies are also placed in the public gallery prior to the commencement of the meeting. All meetings are scheduled during business hours to give the general public an opportunity to attend and hear discussion on the various issues/agenda items. The commencement time of all meetings is advertised on Council’s website. Minutes of Council Meetings are available to the public for viewing at the Spence Street Office and Council City and Mossman libraries during normal working hours - Monday to Friday 8.00am – 5.00pm. Minutes (not confirmed) of the previous meetings are generally available for viewing as soon as possible following such meetings and are also made available on Council’s website. Copies of minutes or part thereof may be purchased after the minutes have been confirmed by Council. A nominal fee is charged to cover photocopying costs.

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COUNCIL MEETINGS Members of the public have a number of opportunities to put forward their views on particular issues before Council as follows: (a) Deputation - A member of the public may write to the Chief Executive Officer

requesting permission to address a Committee meeting of Council. Such request will then be referred to the Mayor for determination.

(b) Petitions - Written petitions may be forwarded or handed to the Chief Executive

Officer of the Council on any issue within Council’s jurisdiction; or may be presented to a Councillor, for presentation at a meeting of Council.

(c) Planning Scheme matters – The applicant for an impact assessable application

must advise adjoining landowners and place notices (as prescribed by the Integrated Planning Act 1997) on the property and in a locally distributed newspaper. When the application is publicly notified, any member of the public has the opportunity to provide a properly made submission to Council, expressing their views on the application.

(d) Written Requests - A member of the public may write to Council on any Council

policy, activity or service. (e) Elected Members - Members of the public may contact the Mayor or any other

Councillor to discuss any issue relevant to Council. COMMUNITY CONSULTATION Council has developed and adopted, a policy framework that assists community members establish appropriate expectations about their specific dealings or contacts with Council. This framework also assist Council to make more informed decision making. It applies to elected members of Council, to all employees and to all consultants engaged by Council. The overarching element in this policy framework is the “Community Engagement General Policy”. The intention of this policy is to broadly define Council’s approach to the engagement of the community. It has application across the full range of policy, program and service issues encountered by local government. Council expects more informed decision making as a consequence of the application of this policy. This policy also introduces the branding of Council’s Community Engagement approach – Engaging the Community. A two-way street. In early 2006, the former Cairns City Council adopted the “Cairns Cultural Diversity Policy – A Unique – Changing – Productive – Vibrant – People General Policy”. The intention of this policy is that Council has an inclusive, integrated, collaborative and culturally sensitive approach to the development and delivery of Council related services, programs and initiatives that engage, involve, impacts on and represents residents and visitors from diverse cultural and linguistic backgrounds.

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For the purpose of this Policy people from diverse cultural and linguistic backgrounds include:

- People who were born overseas (citizens, residents, refugees) - Descendants of people who were born overseas - Long and short term visitors from overseas (tourists, international students,

delegations, people on working visas) - Aboriginal and Torres Strait Islander People

The third element in this policy framework is the Access General Policy. The intention of this policy is to ensure all residents and visitors to the Cairns region have equitable access to Council facilities, services, programs and activities.

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DOCUMENTS AVAILABLE FOR INSPECTION (All prices include GST) Identification Form/s of Access Cost 1. Correspondence F.O.I. Application

Application Research/ Fee (Minimum charge applies after 2 hours research) Application Research/ Supervision of applicants(s) review (Minimum 2 hours work prior to charging) Photocopy fees: A4 (or smaller) Black & White A3 or larger Photos: Colour Photos(Scanned image Reproduction)

Free (personal) $36.50 (Non Personal) $22.40 $22.40 $0.20 $0.50 As per information Services colour plot fees

Transmitted by facsimile Production of a CD Black & White Photos (reproduction of scanned image)

$2.18 $0.50 $0.42

2. General photocopying at Customer Service

A4 Black & White

$0.20

3. Annual Reports

(includes Financial Statement)

Inspection free of charge CD version

No Charge No Charge

4. Viewing of Council Registers,

Agendas, Minutes, Local Laws etc

Inspection fee

No charge

5. Budget Copy $26.00 6. Rate Search Owner

Adjoining Owner No Charge No charge

Inspection of land record Computer printout Supply of land record search

$12.50 $55.00

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7. Copy of rate notice or

equivalent information issued prior to 1st July 2006 (other than in relation to rating recovery matters)

Inspection free of charge to owner. $10.50

8. Building Services search Fee Charge

$35.00

9. Copies of Building plans Charge

A1 page A4 or A3

$19.00 $2.00

10. Search – provide date and

original cost of building construction

Application $78.00

11. Building Permit Search – no

inspection – records search only.

Application $86.00

12. Commercial Building Permit

Search – no inspection Application $322

13. Building Approval List. Per Month

Per Year $34.00 $332.00

14. Planning & Development

Certificates & Searches Limited Limited within 2 days Standard Full

$160.00 $270.00 $540.00 $1090.00

See House Number Plans below 15. Cairns Plan – CD Charge $35.00 16. Cairns Plan – Hard copy Charge $820.00 17. Flood Zone Search Charge $110.00

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18. GIS MAPPING AND PLANS Quick Maps:

Standard Maps A0 Charge $77.00 Standard Maps A1 Charge $47.00 Standard Maps A2 Charge $30.00 Standard Maps A3 Charge $18.00 Standard Maps A4 Charge $12.00 Geospatial Maps: Standard Maps - geospatial A0 Charge $114.00 Standard Maps - geospatial A1 Charge $85.00 Standard Maps - geospatial A2 Charge $66.00 Standard Maps - geospatial A3 Charge $55.00 Standard Maps - geospatial A4 Charge $49.00 19. House Number Plans Inspection free of charge Free to community

based organisations House Number plans: Full black/white

Charge $110.00

Full set colour Charge $240.00 House number plans A3 colour sheet – Scale 1:10 000

Charge $16.00

House number plans – 2 - 5 sheets – A3 colour sheet – Scale 1:10 000

Charge $13.00

House number plans – 6 -10 sheets – A3 colour sheet – Scale 1:10 000

Charge $11.00

House number plans – 10 – 20 sheets – A3 colour sheet - Scale 1:10 000

Charge $8.00

House number plans >20 sheets – A3 colour sheets - Scale 1:10 000

Charge $5.00

Other Publications A range of brochures on all Council Services are available.

Free Free

OTHER INFORMATION REQUESTS In accordance with the requirements of the Local Government Act 1993, Council also holds a series of Registers, which are available for public inspection.

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The following registers are available for public inspection on request:

- Register of Interests, Councillors (containing register of gifts/hospitality received) - Register of Local Government Electoral Gifts Returns - Register of Delegations - Register of Enterprises - Register of Minutes of Council meetings - Register of Subordinate Local Laws - Register of Assets (including roads and parks and reserves local law policy data) - Keeping, Control and Impounding of Animals Local Law Register - Esplanade Local Law Register - Vegetation Protection Local Law Register - Off Street Regulated Parking Register

No fee is charged for the viewing of these documents. A nominal photocopying fee may be charged if considered appropriate by the Chief Executive Officer to recover administrative costs. The Act does not however make copying services mandatory. Requests for access to other information will be in accordance with the Freedom of Information Act 1992. Under this legislation, any person may make an application, which must be in writing, seeking access to documents held by or under the control of Council. Application forms are available at the front counter of Council’s main office, 119 - 145 Spence Street, Cairns. An application need not be written on the official form. It is suggested that if an individual wishes to make application under Freedom of Information, he/she should contact the Council’s Freedom of Information Co-ordinator. An application fee of $36.50 is required with the application, except where the application is related to the personal affairs of the applicant. Contact with the Freedom of Information Co-ordinator, (telephone no. (07) 4044 3114), will allow the applicant to ensure the application will cover the documents for which access is sought. The Freedom of Information Co-ordinator is available to assist applicants in making an application for Freedom of Information so as to ensure that both the Council and the applicant are aware of the documents to which access is requested. Council supports the object of the Freedom of Information Act 1992, which is “to extend as far as possible the right of the community to have access to information held by Queensland Government”. Cairns Regional Council is therefore committed to the spirit of what the Act provides, and it will discharge its duties in strict accordance with the provisions of the Act. In certain cases, Council must consult with a third party before consenting to disclosure of the document to the applicant. In such circumstances Council may be obliged to take steps to avoid disclosure of the author’s identity, address, etc, and both the applicant and the third party consulted may have a right of review of the decision taken before any action is implemented.

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Freedom of Information applications should be addressed to: Attention: F.O.I. Co-ordinator Chief Executive Officer Cairns Regional Council PO Box 359 CAIRNS QLD 4870 AMENDMENT TO COUNCIL RECORDS Members of the public may gain access to Council documents to seek amendments concerning their “personal affairs” by making a request under the Freedom of Information Act 1992. They may then request correction of any information about themselves, which is incomplete, incorrect, misleading or out of date. To gain access to these Council records, a member of the public should make a Freedom of Information application as indicated above detailing the records that he/she wishes to inspect. No fee is payable in such cases which are deemed to be for ‘personal affairs’ as defined by the Freedom of Information Act 1992. N P Briggs Chief Executive Officer (Principal Officer under the Freedom of Information Act 1992)

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General Policy

RISK MANAGEMENT POLICY Intent To set guidelines for implementing consistent risk management processes throughout Cairns

Regional Council. Scope This Policy applies to all Cairns Regional Council activities (excluding Controlled Entities). PROVISIONS Background Cairns Regional Council is committed to implementing systematic risk management methodologies to identify and address all areas of potential risk within Council. Any methodologies adopted will be consistent with the Australian Standard for Risk Management - AS4360. Sources of risk include, but are not limited to:

Risks arising from natural events;

Risks in delivering services and infrastructure;

Achieving legislative compliance;

Risks arising from wilful damage;

Technology and technical issues;

Management activities and controls;

Commercial and legal relationships between Cairns Regional Council and its clients, customers and service providers; and

Risk arising from political environment.

These above risk categories are directly related to the objectives of Council’s Corporate Plan. The above risks may adversely impact on; Members of the public or staff;

Council’s financial position;

The ability of the organisation (Council) to deliver the expected level of services and infrastructure;

The political environment within which the Council operates; and

Legal outcomes sought.

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Objectives Cairns Regional Council applies a risk management framework to achieve the following objectives: 1. Maintain or improve reliability and quality of services provided by Cairns Regional Council; 2. Minimise or eliminate adverse impacts from Council’s services or infrastructure on residents,

visitors and the environment; 3. Safeguard Cairns Regional Council assets (employees, financial and property); 4. Create an environment where all Cairns Regional Council employees will take responsibility for

managing risk (create a risk management culture); 5. Meet and surpass legislative compliance; 6. Ensure resources and operational capabilities are identified and responsibility for managing risk is

allocated; and 7. Demonstrate transparent and responsible risk management processes that align with accepted

best practice. Principles

A framework, consistent with the current Australian Standard, must exist for making decisions on how best to identify, assess and manage risk throughout all Departments of Council.

Departmental outcomes must be capable of being integrated at an organisational level for reporting purposes.

Relevant legislative requirements and political, social and economic environments are to be taken into account in managing risk.

Integration of risk management with existing planning and operational processes is to occur.

Risk Treatment Plans to address identified risks will be prioritised and implemented progressively based on the level of risk assessed and the effectiveness of the present treatments.

Roles and Responsibilities Councillors adopt the policy and ensure sufficient resources are applied to managing the risks identified. The Chief Executive Officer has overall responsibility for developing risk management systems, policies and procedures and reporting on the identification, assessment and management of risks as well as the status and effectiveness of risk treatments. General Managers and Branch Managers are responsible for implementing risk management systems, policies and procedures. Employees with management or supervisory responsibilities will be held accountable for the management of risks within their areas of responsibility as determined under any risk treatment plans.

Employees will be tasked, based on treatment plans and will be responsible for the timely completion of activities contained within these risk treatment plans. Awareness sessions will be conducted routinely to ensure that employees are familiar with Risk Management and how it is applied within Cairns Regional Council.

Definitions

Controlled Entity An entity that is controlled by a local government or statutory body (for example, Advance Cairns Ltd, Cairns Regional Gallery Limited). Risk Risk is the chance that an event will occur that will impact upon the Cairns Regional Council objectives. It is measured in terms of consequence and likelihood. Risk Assessment Risk assessment is the process used to determine risk management priorities by evaluating and comparing the level of risk against predetermined acceptable levels of risk.

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Risk Identification The process of determining what can happen, why and how. Risk Management The identification, assessment and treatment of all areas of risk in an organisation. It aims to minimise loss. Risk Management Process The systematic application of management policies, procedures and practices to the tasks of establishing the context, identifying, analysing, evaluating, treating, monitoring and communicating risk. Risk Register A list of identified and assessed risks. Risk Register (Corporate) A list of identified and assessed risks directly related to the whole of Cairns Regional Council. Risk Register (Departmental) A list of identified and assessed risks directly related to each department of Cairns Regional Council, namely, Water and Waster, Corporate Services, Works & Services, Planning & Development and Community and Cultural Services. Risk Treatment Plans Plans or activities to treat (reduce or eliminate) each risk. Risk Treatment Plans are an outcome from the risk management process.

Related Documents The Risk Management Policy is supported by:

Risk Management Steering Committee Terms of Reference (Doc # 664029).

Corporate Risk Register and Risk Treatment Plans (Doc #667261).

Departmental Risk Registers and Risk Treatment Plans.

Risk Management Framework (Doc #693550).

Annual Risk Management Review Deployment Flowchart (Doc #1219007)


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CAIRNS REGIONAL COUNCIL NO.1:02:49 General Policy

MAYORAL DISCRETIONARY FUND Intent To provide the necessary guidelines for use of the Mayoral Discretionary Fund. Scope This Policy provides details of authorisation requirements for the Mayoral Discretionary Fund

and the areas under which expenditure may be authorised. OPERATIONAL PROVISIONS 1. The Mayoral Discretionary Fund (MDF) is an annual amount provided in each budget to enable the

Mayor to respond to contingent requirements that may arise from time to time. 2. As the name implies, the fund may be used only at the discretion of the Mayor. 3. The MDF is to be managed by the Personal Assistant to the Mayor. 4. All requests for expenditure under the MDF are to be presented to the Mayor for her approval or

otherwise; 5. Once an approval has been received, the relevant officer is to raise a written request (in SKIDS) for

funds and forward it to Accounts, together with all necessary supporting documentation; 6. Upon receipt of the funds, the relevant officer is to forward the funds to the receiving organisation

or individual, ensuring that the necessary receipt or tax invoice provisions are complied with; 7. The relevant officer is to monitor expenditure to ensure total expenditure remains within budget; 8. If the annual allocation is not expended within the financial year, the residual is to be “rolled over”

to the next budget cycle. GUIDELINES FOR EXPENDITURE APPROVAL Whilst the MDF is a discretionary fund, the guidelines for its usage should be subject to the tests of either “community benefit” or “functional need” in terms of duties and responsibilities of the Mayor. In such terms, funding grants may be authorised, in the absence of alternative appropriate funding options, to:- 1. Provide support for Cairns region based charitable institutions, organisations or individuals; 2. Assist in the development of initiatives or ventures for Cairns regional community based sporting,

cultural, philanthropic or youth institutions, organisations or individuals; 3. Facilitate the promotion of community relations, within the context of Sister Cities and/or

communities with which there is established an understanding of exchange or cooperative venture; 4. Assist with the promotion of economic or community development initiatives within the Cairns

region; 5. Further potential in the establishment or conduct of initiatives that will provide benefit to the Cairns

regional community.

This policy is to remain in force until otherwise determined by Council. General Manager Responsible for Review General Manager Corporate Services CURRENT ADOPTION: DUE FOR REVISION: REVOKED/SUPERSEDED:

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COMMUNITY RELATIONS CAIRNS REGIONAL COUNCIL NO. 1:02:17 General Policy

MEDIA POLICY Intent This policy outlines a formal process to ensure all media releases, statements and inquiries

regarding Cairns Regional Council issues are managed professionally and appropriately.

To this end, the Council has identified the Community Relations Branch as having the expertise and programmes in place to facilitate the above.

Scope Applies to all staff. Reasons for Policy: For the Cairns Regional Council to provide prompt, accurate responses to all media on matters which are of public interest. The key objective is to provide the Cairns Regional Council with a positive public image in line with its corporate objectives and mission statement through presentation of media statements, media liaison, promotional literature, official speeches, interviews and other internal and external communications strategies. Operating Methodology: For the issuing of media statements and responses to media inquiries, the MAYOR is the official spokesperson for Council on all matters of policy and external relations. NO Council staff member, outside Community Relations, below the level of General Manager has any authority to talk to the media on any Council matter. Staff may be delegated by Manager Community Relations and Chief Executive Officer to discuss a specific issue. However, the General Managers and the Chief Executive Officer should make themselves available to answer inquiries from media where such inquiries affect immediate area of operations and such answers should be confined to facts and approved Council Policy. All decisions adopted by Council are public property and can readily be quoted, or made available, to the media by the MAYOR, CHIEF EXECUTIVE OFFICER or GENERAL MANAGERS without the need to seek further authority. As a matter of policy, the Chief Executive Officer should remain the ULTIMATE AUTHORITY in question of doubt on handling any media issue. Operating Structure: It is vital that all media inquiries be treated efficiently and courteously with due regard to the fact that all media work to stringent deadlines which require prompt responses. The Council’s Community Relations Branch has the expertise in media affairs and is well versed in handling inquiries from print and electronic media, and is responsible for the flow of a wide range of information between Council and the community, therefore ALL media are to be encouraged to direct initial inquiries through Community Relations which has the programmes in place to access and speed up effective and efficient responses.

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The Community Relations Manager and the Media Management Officer shall issue statements only on matters of approved Council Policy, or at the Mayor’s or the Chief Executive Officer’s discretion, on issues of direct benefit to the Council as a whole. Community Relations may issue statements on the Mayor’s or the Chief Executive Officer’s behalf as an official spokesperson, but also at the discretion of the Mayor or the Chief Executive Officer. The Mayor may give delegated authority to a specific elected member to make a statement to the media on Council matters, but such statements should be coordinated through Community Relations. Press releases where appropriate will include statements and input from divisional Councillors, or recognised delegated spokespersons. The Community Relations Branch shall NOT engage in any media activity which is deemed by the Chief Executive Officer to be specifically for the personal advantage of any elected member, or staff member. Out of courtesy, any press release, media monitoring reports, or talk-back radio comments relating to specific projects, or divisions, are to be faxed or e-mailed to the relevant Councillors/Officers as a matter of policy.

This policy is to remain in force until otherwise determined by Council. General Manager Responsible for Review: Chief Executive Officer CURRENT ADOPTION: DUE FOR REVISION: REVOKED/SUPERSEDED:

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MAYORESS OF CAIRNS YOUTH ACHIEVEMENT FUND Intent Provide clear direction to the operational process for the Mayoress of Cairns Youth

Achievement Fund. Scope These procedures apply to Council officers and the Executive Committee of the Mayoress of

Cairns Youth Achievement Fund. PROVISIONS

1. PURPOSE OF GROUP To provide financial assistance for students in Year 11 and 12 to help to ease the burden for

parents who found it difficult to supply everything necessary for those wishing to continue attending High School and to further assist students identified in Years 11 or 12 with scholarships for future University fees. This assistance could be used to pay for school or university fees, books, uniforms, to enable a student to attend a school camp or other school related expenses.

2. MEETINGS OF THE EXECUTIVE The records of the meetings of the Executive Committee will be made available to the Chief

Executive Officer for review. 3. FINANCIAL STATEMENTS The Chief Executive Officer will appoint a member of staff to undertake the role of Treasurer.

The Treasurer will be required to:

• Raise student scholarship cheques • Prepare an annual expenditure report for the Chief Executive Officer • Reports required under the Local Act Government 1993, Financial Guidelines and Audit

Committee reports.

4. ANNUAL GENERAL MEETING AND EXECUTIVE COMMITTEE PROCEDURES

The Mayor’s Personal Assistant will coordinate the Annual General Meeting (AGM). This meeting will be held in September / October.

The Executive Committee consists of the Chair and five (5) Ordinary Committee Members

each appointed by the Chair for a term of one year. The Chair of the Executive Committee is the nominee of the Mayor of Cairns. If the Chair is

absent from a meeting, a member of the Executive Committee then present shall be elected to be the Chair of that meeting. The decisions of the Executive Committee shall be determined by majority vote and in the case of a tied vote, by the casting vote of the Chair.

Any causal vacancy will be filled by a person appointed by the Executive Committee.

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5. PROCESSING OF APPLICATIONS FOR ASSISTANCE

In the final quarter of each year, the Mayor’s Personal Assistant sends a letter to the Principal of all Cairns secondary schools (#1235633). Attached to this letter is a copy of the Notice Board information and student application form (#49005). A closing date for applications in February the following year is determined.

Applications will be assessed against the following criteria:

• Proof of valid financial hardship • Proof of academic record and current attendance at school. • Merit of the nature of the application

Consideration will be given to providing funds for school fees, uniforms, purchase of

educational equipment or other education related expenses. The applications are received and a short-listing assessment sheet (#602703) is prepared by

the Mayor’s Personal Assistant with a copy of all of the applications. The originals are placed on file and a copy is given to the Mayoress for short listing.

A meeting of the Executive Committee is then held to assess the short listed applications. A

quorum of three (3) members is required. The completed assessment sheet (#602703) is then provided to the Chief Executive Officer for review and a copy placed on file.

The Treasurer arranges for the cheques for acquittal of funds to be drawn from

02.0000.0000.9892.

This Policy is to remain in force until otherwise determined by Council. General Manager Responsible for Review: General Manager Corporate Services CURRENT ADOPTION: DUE FOR REVISION: REVOKED/SUPERSEDED:

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ENTERTAINMENT AND HOSPITALITY EXPENDITURE Intent To provide clarity as to what is considered reasonable entertainment, why it is important to the

role of Council and the administrative processes that support this. Scope Applies to all entertainment. DEFINITIONS Civic Reception – formal function hosted by the Cairns Regional Council welcoming a person or persons to the region or recognising significant achievements of locals. Council hosted functions - Occur in the following capacities:

Civic – function hosted by Council normally to demonstrate hospitality, courtesy, or provide recognition for a milestone. For example, Citizenship Ceremonies, a launch of a book, courtesy welcome for service club conference etc. Business – function hosted to further relationships and links with business that are important to the region and the outcomes being delivered to ratepayers by the Council. Employer – functions hosted for Council employees occasionally including members of their family. These functions are in recognition of service, both length and quality, and are provided along with other rewards to encourage aspiration to best value service for the ratepayers and residents of the Cairns Region. This policy does not attempt to cover the issue of working meals including morning or afternoon tea or lunch provided as part of a training program or meeting.

Entertainment – is generally the provision of meals and beverages as part of official business. Reasonable expenditure – to assess whether expenditure is reasonable, the person claiming the expenditure must be comfortable in disclosing the expense, should that be required, and be able to identify the benefit for Council, and the public generally. They should be satisfied that the claim was reasonable, prior to the authorisation of any such payment or reimbursement. Matters which should be considered include the quantum of the claim, the frequency of claims and the impact of Fringe Benefits Tax. PRINCIPLES Council recognises that there are circumstances where the provision of entertainment is appropriate and can result in significant benefits to the Cairns Region. As a publicly funded body, however, it must ensure that public sector standards of accountability are maintained and that practice is consistent across the organisation. The guiding principles are that expenditure must be reasonable, able to be justified as of benefit to the Cairns Region, and properly documented.

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PROVISIONS Cairns Regional Council is a significant regional city in a national context and is increasingly interacting at a community, cultural, business and political level with parties throughout Australia and the world. Council’s role extends to the following:

- Building relationships with Australian and International dignitaries that will be valuable if the region is to reach it’s potential,

- Forming links within the region, across Australia and internationally to ensure the strong economic performance of the region,

- Working with the Cairns community to strengthen the social fabric of the Cairns Region, and - Working with employees to encourage them to aspire to provide the best value service and

performance for the residents and visitors to the Cairns Region. In performing the role outlined above it is necessary from time to time for Council to engage in entertainment activities. The following types of entertainment are considered appropriate: 1. Civic Receptions Are held from time to time during the year and are allowable under this policy where they:

- support the roles outlined above, - have been authorised by the Mayor, and - the expenditure associated with these receptions falls within the total budget allocated for such

functions within a given financial year. Responsibilities

- Responsibility for monitoring the budget associated with Civic Receptions rests with the Chief Executive Officer.

- These functions would always be organised by the Community Relations Branch of Council. - Community Relations will maintain details of: the purpose of the reception, the number of

invitees, the number of attendees and a description of the groups that were in attendance together with a breakdown of the costs associated with the function.

2. Council hosted functions - Civic Are held from time to time during the year and are allowable under this policy where they:

- support the roles outlined above, - have been authorised by the Mayor or the Chief Executive Officer, and - the expenditure associated with these functions falls within the total budget allocated for such

functions within a given financial year. Responsibilities

- Responsibility for monitoring the budget associated with Civic functions rests with the Chief Executive Officer.

- These functions would always be organised by the Community Relations Branch of Council. - Community Relations will maintain details of the purpose of the function, the number of invitees,

the number of attendees and a description of the groups that were in attendance together with a breakdown of the costs associated with the function.

3. Council hosted functions - Business Are held from time to time during the year and are allowable under this policy where they:

- support the roles outlined above, - have been authorised by the Mayor or Chief Executive Officer and - the expenditure associated with the function falls within the total budget allocated for such

functions within a given financial year. Authorisation limits for entertainment of this nature are:

- Chief Executive Officer or Mayor - $100 per head where expenditure is within budget. - General Managers - $100 per head where expenditure is within budget. Expenditure to be

countersigned by Chief Executive Officer. - Full Council – where expenditure exceeds the limits outlined above.

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Responsibilities

- Responsibility for monitoring the budget associated with these activities rests with the Chief Executive Officer and the respective General Manager.

- The appropriate expense claim and Fringe Benefits Tax Declarations will need to be completed for this type of function by the Council representative that has co-ordinated the function. Generally the basic record keeping requirements include: purpose of the entertainment, names of attendees, no. of Council attendees versus external attendees, and cost of the entertainment.

- Staff or Councillors who incur costs associated with Entertainment must ensure that Tax invoices are obtained from suppliers.

- Staff or Councillors incurring the expenditure on behalf of Council are able to utilise Council provided credit cards where this is preapproved for the function in question.

4. Council hosted functions - Employer Are held from time to time during the year and are allowable under this policy where they:

- support the roles outlined above, - have been authorised by the Chief Executive Officer and - the expenditure associated with the function falls within the total budget allocated for such

functions within a given financial year. Authorisation limits for entertainment of this nature are:

- Chief Executive Officer - $100 per head where expenditure is within budget. - General Managers - $100 per head where expenditure is within budget. Expenditure to be

countersigned by Chief Executive Officer. - Full Council – where expenditure exceeds the limits outlined above.

Responsibilities

- Responsibility for monitoring the budget associated with these activities rests with the Chief Executive Officer and the respective General Manager.

- The appropriate expense claim and Fringe Benefits Tax Declarations will need to be completed for this type of function by the Council staff member that has co-ordinated the function. Generally the basic record keeping requirements include: purpose of the entertainment, names of attendees, no. of Council attendees versus external attendees, and cost of the entertainment.

- Staff who incur costs associated with Entertainment must ensure that Tax invoices are obtained from suppliers.

- Staff incurring the expenditure on behalf of Council are able to utilise Council provided credit cards where this is preapproved for the function in question.


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General Policy

ADVERTISING Intent To provide guidelines outlining the control on expenditure on advertisements placed by

Council in various media to ensure that this advertising is in the public interest. Scope The policy applies to any paid advertisement or notice in any media to promote goods or

services (including facilities) provided by the Council. This policy does not apply to advertising for: recruitment of staff, acquisition or disposal of property plant and equipment, tenders or expression of interests as part of Council’s procurement activities.

DEFINITIONS Advertising: The Local Government Finance Standards defines advertising as “promoting to the public

an idea, goods or services by using a medium commonly used for promoting ideas, goods or services and for which a fee is paid. Examples of mediums commonly used for promoting ideas, goods or services— magazine, newspaper, radio, television”

For the purposes of this policy, the following advertising definitions apply:

• A “classified” advertisement is any advertisement appearing in the public notices section of the city’s largest circulating daily newspaper;

• A display advertisement is one appearing in the early general news section of a newspaper, periodical or magazine;

• Electronic media is any means of communication characterised by the use of technology, radio, computers, etc. This is generally related to sounds or images that can be presented live on radio and television or in video, film and slide productions

1. Legislative background The Local Government Finance Standard 2005 requires Council to have a policy on advertising. 2. Principles Advertising should be used where the purposes of the Council or the benefit of the community is advanced. It should not be used to promote the particular achievements or plans of particular Councillors or groups of Councillors. In particular advertising that is paid for by the Council should not be used to influence the voters in an election. 3. Provisions

3.1 The Council may incur expenditure for advertising only if—

a) the advertising is for providing information or education to the public; and b) the information or education is provided in the public interest c) the advertising falls into one of the categories below:

- To advise the public of a new or continuing service or facility provided by the Council;

- To advise the public about changes to an existing service or facility provided by the Council;

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- To increase the use of a service or facility provided by the Council on a commercial basis with a view to profit;

- To change the behaviour of people in the Council’s area for the benefit of all or some of the community or to achieve the objectives of the Council;

- To advise the public of the time, place and content of scheduled meetings of the Council;

- To advise the public of the decisions made by the Council at its meetings; - To request comment on proposed policies or activities of the Council; - To advertise matters required by legislation to be advertised.

3.2 The Council must not:

a) during the period of three months preceding an election of the local government other than a by-election; or during the period after the date of a by-election is advertised until the day of the election:

(i) Place advertisements relating to future plans unless, and only to the extent that,

those plans have been formally adopted by the Council; (ii) Advertise the activities of the Council otherwise than in the manner and form it is

customary for the Council to advertise its activities; (iii) Place advertisements which seek to influence support for particular candidates,

groups of candidates or potential candidates in the election; or (iv) bear the cost of advertisements featuring one or more Councillors or containing

quotations attributed to individual Councillors. Note: This does not preclude Councillors appearing in unpaid publicity or other publicity where the cost is not borne by the Council.

3.3 Authorisation of Advertising All advertising must be approved by the relevant Branch Manager. The Manager Community Relations will monitor the appropriateness and cost effectiveness of advertising undertaken and report to the Chief Executive Officer when concerns arise.

The approving officer must ensure that:

(i) The expenditure is in accordance with this policy; (ii) The cost of the advertisement is appropriate for the number of people it is intended

to inform and provides a commensurate benefit to the Council or to the public. (iii) The cost is available in the relevant budget item and meets the usual requirements

for expenditure approvals. 3.4 Reporting

The Local Government Finance Standard 2005 requires a summary of advertising expenditure to be included in the Annual Report. 3.5 Advertising Flowchart All persons delegated authority to book advertising on behalf of their Branch must adhere to the processes outlined in the EMT approved Advertising Flowchart document number 1267193, and abide by the advertising deadlines as provided to all Branches by the Community Relations Branch. Any extraordinary requests which sit outside of these deadlines must be approved by the relevant Manager.

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PRINT ADVERTISING FLOWCHARTINTENT – THE PROCEDURE FOR PRINT ADVERTISING PROCESS

TIMINGCOMMENTSACCOUNTS PAYABLE

INFORMATION SERVICESPURCHASINGPRINT

SUPPLIERCOMMUNITY RELATIONS

COUNCIL STAFF

YES

Match?

Send request to Print Supplier

Okay

A requisition must be raised before

advert will be placed in paper

Review proof & quote, forward onto staff & advise of monthly order number

for Cairns Post & Sun

Ensure publication date is included in request

to CR

Enter and match invoice to purchase order

Review & approve advert proof

Publish on Web Site

No

Process Request

Yes

Forward Advert to IS

For Cairns Post & Sun adverts, in the

item description field, include

monthly Order No, quote advert no . date of printing &

description of advert. See request training manual doc

no. 1168244

Receive CHQ or EFT Payment Raise CHQ or EFT

Payment

End

CR to enter advert info onto skids

document 1235196

Forward approval via email to CR with Requisition

Number

Monitor Media for ad run

Monthly order not to be sent to supplier .

Ensure that description has required

information, also due date is within 1 day of

advert being run

Receipt order within 24 hours of advert being

published

Receives advert request, develop proof, fax back

quote & proof to CR

Prepares advert & saves into skids

End

Amend Details

Order to be receipted within 24 hours of advert placed in

paper

Email skids reference of advert to Community

Relations

Request to CR should be received

within 2 days of publication date

NO

Sends Monthly Invoice to Accounts Payable

Start

MATMANRaise Request

Convert Request to Purchase Order Line

Outstanding order report to be monitored to obtain data relating

to late receipting

Payment dates to be monitored to obtain data relating to late

payments

Sign proof, ensuring order number is quoted

& send to supplier

Receives Approval to proceed with Advert

End

Runs Advert

End

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General Policy

VISUAL STYLE GUIDE AND WRITERS’ STYLE GUIDE Intent This policy is intended to guide and inform all Council staff when developing advertising,

promotional materials and publications, websites, stationery, generally whenever the public encounters a reference to the Cairns Regional Council. It will ensure consistency of Council’s corporate image and visual branding.

Scope This policy applies to all Council staff that may be involved in the development of any

communication tool for and on behalf of Cairns Regional Council, its Branches and Business Units.

PROVISIONS Background The Visual Style Guide provides guidelines for the appropriate and professional use of the Cairns Regional Council corporate logo, Branch and Business Unit secondary logos and visual branding for all official Council communications. The Writers’ Style Guide provides tips to help ensure all written communications with customers follow a clear and uniform style. The Visual Style Guide and Writers’ Style Guide is available for download from Council’s Corporate Library or can be located at Document Number #1571483. The document is of a dynamic nature and may change from time to time to reflect visual branding trends or changes to logos. Principles A consistent image across Council’s corporate communications must be portrayed so whenever the public encounters a reference to the Cairns Regional Council via advertising, promotional publications, websites, stationery etc they instantly recognise that it is an official document or publication. All Council’s business units and branches must be portrayed to the community in a professional manner. It is important to develop and maintain a strong identity for Council and present it to the community as a single organisation. To achieve this, business units and branches should always use and promote the corporate logo in conjunction with their secondary logo. It is recognised that many of these business units have a requirement to market their venues or businesses to a varied audience.


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CAIRNS CITY COUNCIL NO.1:05:01

General Policy

COMMUNITY ENGAGEMENT POLICY Intent The intention of this policy is to broadly define Council’s approach to the engagement of our community. It has application across the full range of policy, program and service issues encountered by local government. As such, it is intended that this policy will lead to the establishment of a framework that will assist community members establish appropriate expectations about their specific dealings or contacts with Council. In turn, Council expects more informed decision making as a consequence of the application of this policy. This policy also introduces the branding of Council’s Community Engagement approach –

Engaging the Community. A two-way street. Scope This policy applies to elected members of Council, to all employees and to all consultants engaged by Council. PROVISIONS Background This policy recognises that there are obligations under a number of state and federal Acts and Regulations for public notification to be undertaken. This legislation includes, but is not limited to, the Local Government Act 1993, Integrated Planning Act 1997 and Land Act 1994. This policy also recognises the key role of Councillors in community engagement and decision-making, Section 229(1) of the Local Government Act states that

“a Local Government Councillor: (a) represents the overall public interest of the Local Government’s area, and, if the Councillor is a

Councillor for a division of the area, also represents the public interest of the division; and (b) takes part in deciding facilities, services and enterprises that are appropriate for the area; and

(c) takes part in formulating, adopting and reviewing:

(i) the Local Government’s corporate plan and organisational plans; and (ii) the policies and goals of the Local Government; and

(d) takes part in making decisions for achieving the goals and implementing the policies of the

Local Government.”

Also acknowledged (and evidenced in Council’s Corporate Plan 2004 – 2009, Future Cairns Key Goal No 8) is the community’s expectation that Council will work with it to improve:

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(a) Council’s knowledge of the community’s needs and preferences; and (b) The community’s knowledge of what Council can provide and how decisions about this are

made. With respect to employees of Council, Council encourages its employees, as residents of the Cairns Region, to participate in community engagement processes to the extent permitted by the employees’ Code of Conduct, Document Number 101513. Definition of Community Engagement (From the Local Government Association of Queensland, adapted to reflect Cairns Regional Council’s commitment to community engagement.) Community engagement refers to connections between governments, citizens and communities on a wide range of policy, program and service issues. It can be formal or informal. Cairns Regional Council understands community engagement to contain the following three elements:

1. Information: To provide the community and key stakeholders with balanced and objective information on decisions, policies, plans and strategies.

2. Consultation: To obtain feedback from the community and key stakeholders on analysis and

alternatives to inform a decision. 3. Participation: Responsibility for the final decision rests with Council but may, in some instances be

shared with the community and key stakeholders. It is critical that the final decision maker is predetermined and agreed in the planning process and recognised in the community engagement plan. Participation is made up of several parts …

• Involvement: To work directly with the community and key stakeholders so that their

concerns/issues are consistently understood and considered. • Collaboration: To partner with the community and key stakeholders in each aspect of the

decision process – including the development of alternatives and identification of a solution. • Empowerment: All final decisions rest with Council or a delegated officer of Council; Council

may adopt recommendations from the community, unchanged, should the circumstances warrant such an approach, or authorise a community entity to proceed with a task that requires the entity to exercise a degree of decision making in dealing with matters contained within the task.

The Community Engagement continuum can be understood more comprehensively by incorporating the following actions as examples:

Community Engagement Spectrum Participation Information

Education Consultation

Involvement Collaboration EmpowermentExamples: -Briefings -Fact sheets -Websites -Media campaigns -Shop front -Shopping centre displays -Letters to the Editor

Examples: -Road shows -Interviews -Surveys -Public meetings -Web based consultation -Research -Focus Groups

Examples: -Workshops -Deliberate polling

Examples: -Citizen advisory committees -Consensus building -Participatory decision making -Community reference / advisory groups

Examples: -Delegated decisions -Community entities undertaking defined tasks on Council’s behalf

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Community engagement is about the way things are done. It operates on a premise that the best decisions will be made if those involved in the outcome have every opportunity to participate in the decision making process. It must be recognised that the ‘community’ consists of a variety/numerous sub groups, each group holds a unique perspective of issues and each has its own needs and wants within the broader community. Principles The Cairns Regional Council encourages individuals, groups and communities to be involved in the business of local government. It recognises that residents of the Cairns Region have diverse opinions, innovative ideas and a wealth of life experience - and this information allows Council to better understand issues and provide services that are tailored to community needs. Council will have regard to the following engagement principles:

1. Council will be inclusive and connect with those in the community who are hardest to reach;

2. Council will endeavour to find new ways to improve the ways in which Council and the community work together, focusing on solutions and making a difference.

3. Council will listen, understand and act on experiences that may be different from our own.

4. Council will follow ethical principles of conduct, making engagement processes open and

accountable, identifying together the rules of engagement and reporting on the outcomes.

5. Council processes will recognise the diverse range of values and interests present in the community.

Application Council will apply community engagement methodologies (of the type identified in the preceding community engagement spectrum table) appropriate to the circumstances and desired outcomes of any specific engagement. By way of example, engagement methodologies may differ significantly across the following activities of Council:

- Policy development, implementation and application - Local Law development, implementation and application - Planning scheme development, implementation and application - Development and design of Council services and facilities - Ongoing delivery of Council services and operation of Council facilities - Capital works projects – concept design, detailed design and construction - Community planning / identification of community needs - Organisational planning - Communication of Council’s vision, goals and objectives for the community - Public reporting of Council decisions - Public reporting of Council’s performance - Transaction of Council business.

Where the activities are significant and community engagement necessary, Council will formulate a community engagement plan for that activity identifying the specific engagement methodologies to be employed and assigning responsibilities for the various tasks. Community engagement plans for specific activities will ensure that:

- any statutory notification process is dealt with in as efficient manner as possible, - the role of Councillors in the engagement process is explicitly addressed, and - where appropriate, the engagement activity applies the brand “Engaging our Community. A two-way

street”, and - planned engagement activities will be based on the Community Engagement Spectrum.

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Implementation of this Policy This policy will be implemented through a series of specific policies, administrative instructions, process flowcharts, guidelines, toolkits, training resources and ongoing programs developed for:

1. Specific community engagement events 2. Ongoing community engagement programs / processes 3. Specific community engagement methodologies

It is acknowledged that Council must take responsibility for ensuring that staff assigned responsibility for carrying out community engagement activities possess the necessary competencies to be able to carry out the tasks assigned to them to a high level of proficiency.


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General Policy

CIVIC RECEPTION AREA – SPENCE STREET BUILDING. Intent The intent of this policy is to clarify the criteria for the use of the Civic Reception Rooms and Civic

Reception Foyer at the Council Chambers, Spence Street. Scope This policy refers only to the areas mentioned above. PROVISIONS 1. The Civic Reception Rooms are to be reserved primarily for use by Council for civic, ceremonial

and administrative purposes. Other Government agencies and bona fide community groups can be approved, through the appropriate channels, provided such activities do not conflict with Council requirements.

2. The Civic Reception Foyer provides space for visual images and information relating to

community organisations, which do not exhibit at other venues. The Foyer also provides space for Council’s Community Engagement activities when required.

3. The areas are not to be made available for hire in competition with established commercial

venues for events, functions, parties and weddings etc. 4. The Manager Community Relations must approve the use of all areas. 5. The Manager Community Relations is responsible for the administration of bookings and

equipment for these areas. All external organisations shall be responsible for their own IT requirements and other electronic equipment. Community Relations Branch can provide access to lighting, sound, tables and chairs.

6. Use of the Civic Reception Rooms and Foyer for other than Council purposes is restricted to

normal working hours (8.30 am to 5 pm) Monday to Friday. 7. Access to the Civic Reception Rooms and Foyer out-of-hours will require the attendance of a

Council representative to disarm security before the function and to secure the area after the use concludes.

8. Any external group using the Civic Reception Rooms and Foyer for meetings, displays or

functions shall demonstrate to Council that they have current public liability insurance to the value of $10,000,000.

9. Exhibitions that comply with the established guidelines for ‘Civic Reception Foyer Community

Exhibitions Program’ may be staged in the foyer (See Doc No. 1500573), administered by the Arts & Cultural Planning & Development officer in consultation with the Community Relations Logistics Support Officer. In principle emerging or established artists and community groups’ art exhibitions should not be exhibited.

10. Exhibitors must be responsible for the ‘bump-in / bump-out’ of their exhibitions.

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General Policy ASSET MANAGEMENT POLICY

Intent To set guidelines for implementing consistent asset management processes throughout Cairns

Regional Council. Scope This Policy applies to all Cairns Regional Council Activities (excluding Controlled Entities). PROVISIONS Background Cairns Regional Council is committed to implementing a systematic asset management methodology in order to implement appropriate asset management best-practices across all areas of Council. This includes ensuring that assets are planned, created, operated, maintained, replaced and disposed of in accordance with Council’s priorities for service delivery.

Council owns and uses approximately $ 2,450 M of assets to support its core business of delivery of services to the community. The following table provides an indication on of the mix of assets that are managed:

Table 1. Asset Asset Base Value Roads and Bridges $747 M Drainage $422 M Land $242 M Buildings $137 M Water Supply $475 M Sewerage $369 M Vehicle, Plant, Equipment $20 M Computer Assets $3 M Waste Assets $12 M Library Books $2 M Swimming Pools $14 M Park Equipment $4 M Other $2 M Total: $2,449 M

Asset management impacts directly on the core business of Council, and appropriate asset management is required to deliver our asset management vision:

“To have sustainable community infrastructure enabling service delivery that positions Cairns as the best regional City in Australia and the Asia Pacific”

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Asset Management relates directly to the objectives of Council’s Corporate Plan, and will ensure that Council delivers the appropriate level of service through its assets. This will provide positive impact upon:

Members of the public and staff; Council’s financial position; The ability of the organisation (Council) to deliver the expected level of services and

infrastructure; The political environment within which the Council operates; The legal liabilities of Council.

Purpose (Objectives)

Cairns Regional Council applies the asset management framework to achieve the following objectives: 1. Ensure that Council delivers effective & efficient services and infrastructure, at the appropriate levels to

residents, visitors and the environment. 2. Safeguard Council assets including physical assets and employees by implementing appropriate asset

management strategies, and appropriate financial treatment of those assets. 3. Create an environment where all Council employees will take an integral part in overall management of

Council assets (create an asset management awareness throughout Council); 4. Meet or surpass legislative compliance for asset management; 5. Ensure resources and operational capabilities are identified and responsibility for asset management is

allocated. 6. Demonstrate transparent and responsible asset management processes that align with appropriate best

practice;

Principles

A consistent framework must exist for implementing systematic asset management, and appropriate asset management best-practices throughout all of Council.

Outcomes must be capable of being integrated at an appropriate organisational level for reporting purposes.

Relevant legislative requirements and political, social and economic environments are to be taken into account in asset management.

Integration of asset management within existing planning and operational processes is to occur. Asset renewal plans will be prioritised and implemented progressively based on the required service

levels, and the effectiveness of the current assets to provide that level of service. Systematic and cyclic reviews will be applied to all asset classes, to ensure that the assets are

managed, valued, and depreciated in accordance with appropriate best practice and applicable Australian Standards.

Council’s Asset Management Strategy is being implemented through the Asset Management Development Program.

Roles and Responsibilities

Councillors adopt the policy and ensure sufficient resources are applied to manage the assets. The Chief Executive Officer has overall responsibility for developing asset management business processes, systems, organisational policies and procedures and reporting on the status and effectiveness of asset management within Council. General Managers and Branch Managers are responsible for developing asset management plans, implementing asset management business processes, systems, organisational policies and procedures.

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Employees with management or supervisory responsibilities (includes Asset Owners, Asset Managers and Service Providers as detailed in the Administration Instruction No.2:04:06) will be held accountable for the management of assets within their areas of responsibility as determined under the asset management plans. Employees will be tasked, based on Asset Management Development Program Branch Project Plans and will be responsible for the timely completion of activities contained within these plans. Correspondingly awareness sessions will be conducted to ensure that employees are familiar with Asset Management and how it is applied within Cairns Regional Council.

Definitions

Refer Cairns Regional Council Asset Management Dictionary, #1547282.

Related Documents

The Asset Management Policy is supported by:

• Asset Management Strategy and associated Asset Management Action Plans (Doc #656087v6) • (Draft) Asset Management Systems Strategy (Doc # 656096) • Asset Management Development Program Plan (Doc # 1212449) and related Quality Management

System (Docs#1234971)

The policy to remain in force until otherwise determined by Council

General Manager Responsible for Review: Chief Executive Officer

CURRENT ADOPTION: DUE FOR REVISION: REVOKED/SUPERSEDED: