LVRC Annual Report by Lockyer Valley Regional Council

2012/13 Annual Report

About this report The Lockyer Valley Regional Council 2012/13 Annual Report presents organisational performance information for the period 1 July 2012 to 30 June 2013. This report contains an accurate record of Council achievements and activities for the financial year set against the strategic objectives developed during operational planning. In line with our Corporate Plan 2012-2017, this report presents information, including future priorities and challenges, against our eight themes: Lockyer Community

Lockyer Business

Lockyer Leadership

Lockyer Nature

Lockyer Farming

Lockyer Planned

Lockyer Livelihood

Lockyer Council

The introduction of this report contains Our Vision, Our Values, About Us, Mission Statement and a Performance Overview. This section also contains a key message from the Mayor and Chief Executive Officer as well as a profile on our Councillors and Executive Leadership Team. There is a case studies section and information about who we are including location, agricultural and business profile and history. Lockyer Valley Regional Council is committed to providing accessible services to residents from culturally and linguistically diverse backgrounds. If you have difficulty understanding this report, please contact us on 1300 005 872 and we can organise an interpreter to communicate this report to you.

Lockyer Valley Regional Council | 2012/13 Annual Report

Contents Mission Statement....................................................................................3 Our Vision....................................................................................................3 Our Values...................................................................................................3 2013 flood story..........................................................................................4 An insight into the struggles faced by Council following the Australia Day long weekend flood event. Performance Overview.............................................................................8 A list of some of Council’s achievements set against strategic priorities and objectives for 2012/13 as well as aims for 2013/14. About Us....................................................................................................10 An overview of Council’s role including our operational framework, organisational structure and our role within the local community. Who we are...............................................................................................14 A snapshot of the region including who we are, our environmental profile and agricultural and business profile. Key events for 2012/13............................................................................20 Mayor’s message and bio.......................................................................22 Councillor bios & portfolios...................................................................24 CEO’s message and bio...........................................................................26 ELT bios and portfolios...........................................................................28 Case studies..............................................................................................30 Community Financial Report.................................................................34 A simplified version of Council’s Financial Statements. Statutory information.............................................................................43 Information Council is required to report on. Lockyer Community................................................................................53 Working together for an inclusive, safe and healthy community. Lockyer Leadership..................................................................................67 Working together to unify our community. Lockyer Farming.......................................................................................74 Securing our farming future. Lockyer Livelihood...................................................................................81 Strengthening education, training and career pathways. Lockyer Business.....................................................................................85 Enhancing, attracting and diversifying business and tourism opportunities. Lockyer Nature.........................................................................................91 Enhancing and protecting our environment and landscape. Lockyer Planned.......................................................................................97 Working together for well planned and connected communities. Lockyer Council......................................................................................105 Creating a high performing organisation with a customer focus. Financial Statements.............................................................................121 An analysis of Council’s financial position for year ending 30 June 2013. Management Certificate.......................................................................166 Independent Auditor’s Report.............................................................167 Index.........................................................................................................173

Introduction

Lockyer Valley Regional Council | 2012/13 Annual Report

Mission statement To be the region of choice for vibrant rural living.

Our vision

Our values We have a strong set of values that remind us of what is important as an organisation. We strive to enable opportunities within our region with a strong customer service focus.

Values: • Taking pride in the work we do for the community – we developed and operate under our Community Plan which provides multiple strategies to inform, consult and involve the community on key Council decisions, initiatives and developments. • Our interesting jobs, the people we work with and the teams we work in – we continue to provide opportunities for staff to engage in training, education and career/professional development opportunities. • Our staff being engaged and treated with respect – we operate a reward and recognition framework for teams and individual staff members that celebrates and encourages innovation and excellence. • Being creative and innovative in our approach – we continue to develop local community partnerships to help facilitate information flow and engagement of the community. • A work-life balance – we continually strive for competitive workplace conditions and practices with a strong emphasis on a good work-life balance making us an employer of choice.

Forest Hill

Introduction

Flood devastates region twice in as many years On 27 January 2013, the Lockyer Valley felt the full brunt of ex-Tropical Cyclone Oswald as the centre of the storm engulfed the region, bringing extensive rain, in some areas as much as 1400mm, sadly resulting in the loss of two lives. In total, 1170 local businesses were affected by the flood along with hundreds of homes. The region experienced unprecedented soil erosion devastating crops and pastural land worth millions of dollars.

Renowned globally for having some of the most fertile soils in the world, the agricultural community was deflated and heartbroken. The flood destroyed 546 hectares of crops, an area equivalent to more than 9000 suburban blocks, and washed away millions more in productive top soil.

businesses at risk due to large

As the top soil moved towards the coast, Brisbane came within six hours of running out of treated drinking water, putting millions of homes and thousands of

some 40 kilometres. With 23,000

Lockyer Valley Regional Council | 2012/13 Annual Report

sediment loads blocking the Mt Crosby Water Treatment Plant, located half way between the Lockyer Valley and Brisbane. The Warrego Highway, the gateway to the west, was cut off for more than 20 hours leaving a backlog of trucks stretching vehicles a day relying on the Highway, the cost to business, both within the Lockyer Valley and external, was staggering.

Armed with vital information including increasing creek heights, Council activated the Local Disaster Coordination Centre on Sunday 27 January 2013. Collating information as it was coming to hand, Council made the decision to open a series of evacuation centres in preparation for what was to come. By establishing the centres early, basic infrastructure including emergency bedding, food and water supplies were ready for the arrival of those hardest hit by rising floodwaters.

On top of this, tens of millions of dollars were lost with the rail line shut down for a three week period until repairs could be carried out. The impact on the Lockyer Valley was enormous, compounded by the reality that the region was yet to fully recover from the flood of 10 January 2011, just two years prior. To say the Lockyer Valley was severely impacted by that flood is an understatement. Close to 80 per cent or 1080 kilometres of road infrastructure was damaged. Thatâ&#x20AC;&#x2122;s an area stretching from Brisbane to Wollongong, an hour and a halfâ&#x20AC;&#x2122;s drive south of Sydney. Following the worst flood in living memory, Council constructed a state-of-the-art disaster coordination centre, a move that would pay dividends. Rainfall and river height gauges installed in strategic and pivotal positions relayed information back to the coordination centre where, coupled with live video footage, Council could closely monitor the unfolding disaster of Australia Day 2013, giving us the situational

awareness to make informed decisions about issuing evacuation notices and emergency alerts. With rainfall as much as a metre and a half in some areas, there was always going to be flooding but it was the way we, as a Council, were equipped to handle the event which would make the difference. Two years on and with more than half the roads having been repaired at a cost of more than $70 million, the 2013 Australia Day weekend flood event left a damage bill of approximately $200 million in its wake. Determined to create an organisation with the ability to tackle whatever is thrown at it and as part of a suite of measures adopted to better serve the community during a disaster event, disaster management training was made compulsory for all Council staff. This decision allowed Council to manage the 2013 disaster event with greater dexterity thanks to a team of dedicated and trained staff on hand to coordinate the situation through the Disaster Coordination Centre.

At the height of flooding on Sunday 27 January, 121 people arrived at the Laidley Evacuation Centre, a facility which would remain open until midday Sunday 3 February. Within hours of the 2013 flood, Council was able to determine catastrophic structural damage to road infrastructure in the Mount Sylvia, Black Duck Creek and Left Hand Branch areas. As a result, Council engaged a fleet of helicopters to distribute lifesaving supplies including generators, medical supplies, food and water to people who were cut off. From the moment the Coordination Centre was activated for the event, alerts and general information were released, ensuring the community was up to date with the latest information including the location of evacuation centres, local road closures and other important information such as the need to boil water and emergency contact numbers.

close to

80% or

1080 kms

of road infrastructure

was damaged

Introduction

Throughout the crisis, Council’s Communication Team engaged with the broader community through social media platforms including Facebook and Twitter. The ‘likes’ on Council’s Facebook page increased by 227 per cent from 1722 to 5631 with the ‘people talking about this’ increasing by a staggering 9160 per cent. While our increased use of social media is by no means the only channel of communication to the wider community, it was certainly seen as an effective tool in being able to deliver timely key messages to our intended audience. Even in cases where there was no power, residents were able to receive important information from Council through their electronic devices. Council established a communications centre in Laidley as soon as practicable allowing residents to charge mobile devices and use the free wi-fi service. By Tuesday 29 January, a Community Recovery Centre was established housing key support services including Red Cross, St Vincent de Paul and the Queensland Department of Communities. The Centre provided key information and services to people impacted by the flood including emergency housing, funding assistance and counselling services. In an effort to provide similar services to those still stranded by floodwater, Council airlifted in staff to the Junction View Hall where

they remained for close to a week providing essential services and distributing aid to local residents. With floodwaters finally receding in Laidley, Council’s attention turned to the massive clean-up effort ahead. Dozens of Council staff worked tirelessly in an effort to have the township of Laidley back up and running as quickly as possible. Hundreds of volunteers from across Queensland joined the clean-up effort. Dubbed the ‘Mud Army’ and exuding the true Aussie spirit, people from all walks of life rolled up their sleeves wading in knee deep mud to help complete strangers. On Wednesday 30 January and as floodwaters continued to fall, Council closed the Forest Hill and Grantham Evacuation Centres with 15 people still remaining in the Gatton Centre and 82 still calling the Laidley site home.

Lockyer Valley Regional Council | 2012/13 Annual Report

As news of the widespread devastation continued to be aired through media outlets, Council staff continued to coordinate the volunteer effort which was continuing to grow. Council’s re-supply team continued airlifting in vital supplies to residents with private contractors and the Australian Army also being used to ferry medication, food, water and fuel supplies. During the course of the disaster event unfolding and through the recovery and emergent works phase, Council’s Corporate Communication Team posted regular updates on Facebook and liaised closely with local media outlets regarding the dissemination of important information including road closures, health warnings, including the need to boil water, and the location and opening of Council operated evacuation centres. During the event, Council’s Facebook ‘Likes’ rose by 3847

with the ‘weekly reach’ rising by a staggering 7280 per cent and ‘People talking about this page’ rising by 9232 per cent. After days of intense negotiation between Council and the Commonwealth Government, Disaster Recovery Payments were made available from Saturday 2 February for eligible residents experiencing genuine hardship. A week after the region was first inundated by millions of litres of brown murky water,

the last resident left the Laidley Evacuation Centre. With some residents returning to uninhabitable homes, plans were put in place to accommodate those hardest hit in Council dongas located close to Gatton. There is no doubt the events of the 2013 Australia Day weekend flood will be forever etched in to the memories of those of us who live in the Lockyer Valley. But what we have done is gather strength from each other and in

true Queensland spirit, rise to the challenges we face rebuilding our lives and our community, one piece at a time. There’s no question it has been a busy two years for Lockyer Valley Regional Council as we continue the journey of recovery, but despite the impact of the latest flood event, we remain committed to uniting and promoting the Lockyer Valley and are on track to deliver on our vision of creating a growing lifestyle and for being the region of choice for vibrant rural living.

Introduction

Performance overview Themes

Targets 2012/13 Maintain public health and food safety standards Promote a community development approach to building community resilience and capacity Provide community groups and local organisations with access to grants and funding Improve communication with community through the use of technology and traditional means Develop and deliver a professional, customer service model Scope a food destination strategy that creates and coordinates the region as a centre of food excellence

Aims for 2013/14

Develop policy, strategy, local laws and guidelines in relation to waste and health

Conduct safety audits for regional townships to identify and address safety concerns

Facilitate a regional approach to improve the coordination of services for residents

Collaborate with regional industry, institutions and government to promote, improve and develop services

Promote Council and local government

Advocate to protect prime agricultural land and aquifers from incompatible uses such as coal seam gas extraction

Engage with the agricultural community

Develop policy, strategy and guidelines to protect and enhance our farming and agricultural industry

Provide traineeships, apprenticeships and graduate positions

Continue to foster strong ties with local schools to develop further traineeships

Advocate with strategic partners for the establishment of a range of educational and training opportunities, including a TAFE

Develop partnerships with regional universities

Achieved 2012/13

Lockyer Valley Regional Council | 2012/13 Annual Report

Themes

Targets 2012/13 Develop a regional development strategy that promotes the business, economic and locational advantages of the region

Achieved 2012/13

Aims for 2013/14

Streamline Council’s policies and regulations to enable and attract business opportunities and investment

Advocate to government and tourist industry peak bodies to leverage support, public relations and tourist infrastructure to the region

Increase biodiversity and biosecurity by taking informed action to protect, enhance and manage local ecosystems

Continue with the implementation of projects under the Lake Apex Master Plan

Develop and implement pest management policies, strategies and guidelines

Develop a coordinated plan for nature-based recreation

Engage with the community to develop disaster management plans for each township and greater region to ensure the community are able to prepare, respond and recover from any disaster

Advocate to secure funding for priority infrastructure needs

Adopt a planned approach to the ongoing development of regional townships and villages, capitalising on the diversity, identity, opportunities and cultural heritage of each area

Develop practices and policies to support responsible management in relation to clearly defined service standards

Develop a workforce plan to focus on recruitment, succession planning and employment conditions

Develop a coordinated and planned approach to the development of land for business and tourism opportunities

Develop the Temporary Local Planning Instrument to prevent and control development in flood zones

Strive to ensure Council is financially sustainable through the provision of core business while seeking alternative funding sources and commercial opportunities Develop a reward and recognition framework for teams and staff members that celebrate innovation and excellence

Introduction

About us As a council, we understand that staff are our key and we strive to ensure we have the right work/life balance in place as we create a flexible and dynamic workplace. In achieving our vision of creating a high performing organisation with a strong focus on strategy and service delivery, we are about to go through a period of renewal and development. By undertaking an organisational restructure, we can streamline Council and improve our financial position. A financially strong Council means increased job security and opportunities for staff and promotes the organisation as a local employer of choice. Once the restructure is complete, we will continue driving future development of the area while keeping the natural beauty and appeal that makes the Lockyer Valley the special place it is. We are also committed to keeping pace with changing technology and will be investing in ICT systems and processes to further streamline operations. The restructure is also about providing a more efficient service to our customers. The role of local government has changed considerably over the years and we embrace the pivotal role we play in the region as a whole. In meeting ever increasing community demand, Council believes it has a number of roles that will help guide the delivery of services to meet community expectation. In aligning these roles to assist with our strategic focus, we developed the following six responsibilities which form an integral part of our strategic and corporate plans:

Provider

Regulator

Facilitator

Funder

Partner

Advocate

Lockyer Valley Regional Council | 2012/13 Annual Report

Operational framework Council operational framework consists of: Community Plan – 10 years plus Corporate Plan – 5 years plus Operational Plan, Business Unit Plans, Budget – 12 months Staff Performance Plans – 6/12 month reviews Community Plan – Our long term plan, Lockyer: Our Valley Our Vision 2012-2022, defines our aspirations for the region for the next ten years. Developed following extensive community consultation, the Plan guides Council towards good decision making in line with community expectation while having a direct influence over other planning processes. Corporate Plan – Our medium term plan, the Corporate Plan is our strategic document outlining what we need to do as an organisation to ensure we are working towards meeting the goals and aspirations outlined in the Community Plan. Operational Plan – Our short term plan outlining how as an organisation we will achieve the goals within the Corporate Plan. Business Unit Plans – Our short term plan outlining how each business unit within Council is developing and streamlining mechanisms to ensure they are meeting the goals and objectives of the Operational Plan. Budget – Forms part of our Financial Sustainability Plan to assist Council deliver its long term strategic focus. Staff Performance Plans – Our six to 12 monthly evaluation of staff performance set against duties outlined in each job description.

Forest Hill

Introduction

Forest Hill

Our organisational structure IAN FLINT CHIEF EXECUTIVE OFFICER

Executive Support

Executive Leadership and Direction

Jason Bradshaw Executive Manager Governance and Policy (Cr Tanya Milligan) Corporate Governance Quality Assurance Policy Research and Special Projects Decision Support â&#x20AC;&#x201C; Council Meetings Internal Audit and Risk Management Corporate Communications Legal Services Special Projects Elected Members Support

Mark Piorkowski Executive Manager

Dan McPherson Executive Manager

Tony Trace Acting Group Manager

Strategy and Planning

Organisational Development and Performance

Infrastructure Services

(Cr Kathy McLean)

(Cr Peter Friend)

(Cr Janice Holstein)

Coordination and Integration of Strategic Planning

Organisational Reform

Road Works

Change Management

Asset Management and Strategic Planning

Community and Stakeholder Engagement Register of Strategic instruments Disaster Management Regional Development and Tourism Inter-Governmental Relations Special Projects Sister City Program

Workforce Planning Continuous Improvement Program Organisational Performance Reporting Organisational Development

Emergency Response Planning, Programming and Design Survey Plant Fleet and Workshops Depots

Performance Management

Parks, Gardens and Reserves

Enterprise Bargaining

Public Conveniences

Special Projects

Stormwater Drainage Infrastructure Recovery Facilities Management and Maintenance

Special Projects As at 1 July 2013.

Lockyer Valley Regional Council | 2012/13 Annual Report

Community Facilities

Our role Advocacy Support

There are 73 Councils operating in Queensland representing more than 4.6 million people. Of all three tiers of government (federal, state and local), local government is the closest to the people it represents playing a major role in their day-to-day lives.

Service Delivery and Organisational Support

Leo Jensen Group Manager

David Lewis Group Manager

Community and Development Services

Corporate Services

(Cr Jim McDonald)

(Cr Derek Pingel)

Lockyer Valley Regional Council is responsible for the planning and delivery of services for 16,041 rateable properties over 2272 square kilometres.

Development Engineering

Financial Services

Development Assessment

Customer Service

• Animal control

Building Certification

QGAP

• Art gallery

Plumbing Certification and Design

Procurement and Stores

• Building and Plumbing services

Regulatory Plumbing and Building

Information, Communication, Technology

• Business and industry assistance

Strategic Land Use Planning

GIS

• Cultural centres

Planning Scheme and Policies

Data and Records

• Customer services

Regional Planning

Management

Environment Planning and Policy

HR Services / Policies

• Disaster management, recovery and resilience

Environmental Health

Recruitment

• Events and promotion

Local Law Enforcement

Training Programs

Natural Resource Management

WH&S / Rehabilitation

Pest and Weed Management

Industrial Relations

Land Use Compliance

Services provided by Council include:

• Child care centres

• Footpaths and bikeways • Health and welfare services • Immunisation program • Libraries

Libraries

• Parks and gardens

Arts and Culture Youth, Aged and Multicultural Services

• Regional development and investment attraction

Child Care Services

• Roads and drainage

Community Development Community and Environmental Recovery Animal Control Waste Management

• Swimming centres • Tourist attractions • Town planning • Volunteering opportunities • Waste collection and recycling services Introduction

Who we are Council’s history Lockyer Valley Regional Council formed in March 2008 following the amalgamation of the former Gatton and Laidley Shire Councils as part of sweeping State Government reforms.

SOMERSET REGIONAL COUNCIL

Murphys Creek

Withcott TOOWOOMBA = 35 MINS FROM GATTON

Helidon

o Highway eg W arr

Gatton

Plainland Forest Hill

BRISBANE = 65 MINS FROM GATTON

Grantham Laidley GOLD COAST = 75 MINS FROM GATTON

With a total workforce of approximately 370 full time equivalent staff in a variety of roles, we are one of the region’s major employers.

IPSWICH CITY COUNCIL

LOCKYER VALLEY REGIONAL COUNCIL TOOWOOMBA REGIONAL COUNCIL

Our area Nestled at the foot of the Great Dividing Range, the Lockyer Valley is little more than an hour’s drive from Brisbane and the Gold Coast and approximately 30 minutes from Ipswich and Toowoomba. Renowned for its rural landscape, the Lockyer Valley is the perfect destination for people looking to

SOUTHERN DOWNS REGIONAL COUNCIL

escape the city rat race for the day or to relax and unwind at one of the many boutique B & B’s or farmstays. The Lockyer Valley has an average daily temperature range of 12°C to

Lockyer Valley Regional Council | 2012/13 Annual Report

SCENIC RIM REGIONAL COUNCIL

25°C and receives an average yearly rainfall of 813mm. There are a number of localities within the Lockyer Valley serviced by the major centres of Gatton, Laidley and Plainland.

Working closely with Brisbane Marketing and Tourism Queensland, Council continues to build and develop its domestic wholesale inbound market. The Lockyer Valley’s primary tourism market is derived from visiting friends and relatives. Located just an hour from the heart of the Brisbane CBD, the Lockyer Valley provides the ideal short stay market.

40,000

Actual

2031

2026

2021

2012 36,404

2016

2011 35,795

2010 35,208

2009 34,575

2008 33,433

2007 32,637

2006 31,932

2005 31,110

10,000

2004 30,032

20,000

2003 29,595

30,000

Projected

Source for ‘Actual’: Australian Bureau of Statistics. Source for ‘Projected’: ABS 3218.0, Dept of Planning & Infrastructure.

50,000

Population – Annual Growth 4 3 2 1 0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Lockyer Valley

Queensland

Source: Australian Bureau of Statistics.

Tourism profile

60,000

2002 29,302

Projections to the year 2031 show the Lockyer Valley’s population is expected to increase by more than 27,000 people or an average rate of close to 3.0 per cent. That’s a population increase of more than 70 per cent on 2012 figures.

70,000

2001 28,668

There were approximately 36,404 people residing in the Lockyer Valley in 2012, representing an increase of 1.7 per cent on 2011 population figures. Over the past five years, the population in the Lockyer Valley Region has been growing at an average annual rate of 2.2 per cent.

Population – Lockyer Valley

Per cent

Population

Environmental profile Covering more than 2000 square kilometres, the Lockyer Valley represents approximately a quarter of the Brisbane River catchment. Bounded by steep mountain ranges to the South, West and North, the Lockyer Valley boasts wide alluvial plains with more than 50 per cent of the region retaining native vegetation including 35,000 hectares at Helidon Hills. The Lockyer National Park is home to an extraordinary range of plants and animals, some of which can only be found locally. Other species including the Glossy Black Cockatoo, Brush Tailed Rock Wallaby, both the Powerful and Sooty Owl, Koala Fern, Mountain Guinea Flower and Helidon Ironbark are considered vulnerable or threatened. Lake Dyer and Seven Mile Lagoon provide the perfect habitat for tens of thousands of waterbirds including the Little Curlew, Oriental Pratincole and Painted Snip.

Forest Hill

Introduction

Businesses by Industry â&#x20AC;&#x201C; Lockyer Valley, June 2011

Boasting some of the most fertile soils in the world, the Lockyer Valley is a leading agricultural production area in Australia, affectionately known as the Salad Bowl.

Mining Manufacturing Electricity, gas, water and waste services Construction Wholesale trade Retail trade Accommodation and food services Transport, postal and warehousing Information media and telecommunications Financial and insurance services Rental, hiring and real estate services Professional, scientific and technical services Administrative and support services Public administration and safety

Business profile

Education and training Health care and social assistance Arts and recreation services

The most recent Australian Business Register indicated there were an estimated 3018 businesses operating in the Lockyer Valley in June 2011, representing an annual increase of 1.2 per cent. The total estimated turnover for all industry in the Lockyer Valley was up 2.0 per cent in 2011/12 to $976.2 million with the average turnover of all business up 0.7 per cent to $323,500.

Other services Non classifiable industry 0

150

300

450

600

750

900

Businesses by Turnover â&#x20AC;&#x201C; Lockyer Valley, 2010/11 4.1% 10.9%

52.2%

$0-$99,999 $100,000-$199,999

16.6%

$200,000-$499,999 $500,000-$2 million $2+ million

16.2%

Source: Australian Bureau of Statistics.

The Lockyer Valley represents 10 per cent of Australian and 40 per cent of Queensland farmers providing approximately 12-14 per cent of the Queensland agricultural economy and supplying the majority of Australiaâ&#x20AC;&#x2122;s vegetable requirements during winter.

Agriculture, forestry and fishing

Lockyer Valley Regional Council | 2012/13 Annual Report

Source: Australian Bureau of Statistics.

Agricultural profile

Gross Regional Product is the market value of all goods and services produced in a local economy. This differs from total turnover figures which includes goods still in production and the sale of goods between companies. The estimated Gross Regional Product (GRP) of the Lockyer Valley was $1.2 billion in 2011/12, representing a 0.4 per cent contribution to the gross state product of Queensland of $183.6 billion. The Lockyer Valley recorded real annual growth of 3.3 per cent in 2011/12. The largest contribution to GRP was made by the Agriculture, Forestry and Fishing industry with approximately $166.1 million or 14.3 per cent of total GRP. The Accommodation and Food Services industry experienced the highest annual increase in GRP during 2011/12, rising by an impressive 16.7 per cent from levels recorded in 2010/11.

Transport hub With direct access to the Warrego Highway and easy connections to all other major interstate highways, coupled with rail access, close proximity to Brisbane and the Gold Coast International Airports, the Port of Brisbane and the abundance of affordable ideally located land, the Lockyer Valley is in a strong position to be the preferred option as a viable and economic transport hub.

$1.2 billion

Lockyer Valley Gross Regional Product worth Gross Regional Product â&#x20AC;&#x201C; 2011/12 ($ million) Arts and recreation services

Goods Sector

Information media and telecommunications

Services Sector

Non classifiable industry

Other

Administrative and support services Electricity, gas, water and waste services Rental, hiring and real estate services Other services Mining Financial and insurance services Accommodation and food services Professional, scientific and technical services Public administration and safety Health care and social assistance Construction Retail trade Transport, postal and warehousing Education and training Manufacturing Ownership of dwellings Wholesale trade Agriculture, forestry and fishing 0

100

150

200

Source: Lawrence Consulting.

Gross Regional Product

Gross Regional Product Annual Industry Growth â&#x20AC;&#x201C; 2011/12 Accommodation and food services Information media and telecommunications Wholesale trade Construction Professional, scientific and technical services Transport, postal and warehousing Retail trade Manufacturing Agriculture, forestry and fishing Gross Regional Product Rental, hiring and real estate services Health care and social assistance

The Jagara, Kitabul and Birren people are the traditional custodians of the land on which the Lockyer Valley is situated. Aboriginal and Torres Strait Islander people represent 2.9 per cent of the Lockyer Valley population.

Administrative and support services Education and training Public administration and safety Other services Arts and recreation services Mining Financial and insurance services Electricity, gas, water and waste services -30% -20% -10%

10%

20%

Source: Lawrence Consulting.

Aboriginal heritage

Introduction

Type of Private Dwellings 3.0% 1.3%

Ownership of Private Dwellings 3.0% 1.3%

94.1%

Occupies of Private Dwellings 4.2% 94.1%

75.6%

20.2%

Separate houses

Family households

Flats/units

Single people

Semi detached

Group households

Housing

Monthly Repayments

There are close to 12,000 occupied private dwellings in the Lockyer Valley Local Government Area with 94.1 per cent separate houses, 3.0 per cent flat/units and 1.3 per cent semi detached.

2000

1500

1000

Of those, 32.4 per cent are owned outright, 37.9 per cent are owned with a mortgage and 25.4 per cent rented. The average mortgage repayment is $1517 per month compared to $1850 for Queensland and $1800 for Australia. The median rent for the Lockyer Valley is $250 per week compared with $300 for Queensland and $285 for Australia. Of all occupied private dwellings, 75.6 per cent are family households, 20.2 per cent are single people and 4.2 per cent are group households.

Education The Lockyer Valley is home to 26 public and private schools, 16 early childhood education and care centres and the University of Queensland Gatton Campus, world

500

Lockyer Valley

Queensland

Australia

Average mortgage repayment Median rent

renowned for its veterinary courses. At present, there are approximately 1400 students and 500 staff on campus researching or studying veterinary science, agriculture, animals and the environment. Thirty one per cent of people in the Lockyer Valley were attending an educational institution. Of those, 30.9 per cent were in primary school, 20.7 per cent were in secondary school and 16.7 per cent in a tertiary or technical institution.

Educational Institutions 16.7%

30.9%

20.7% Primary school Secondary school Tertiary or technical institution

Lockyer Valley Regional Council | 2012/13 Annual Report

Snapshot median age

2.2%

estimated annual growth

rate

estimated population today

36,404

6.5%

average people per household

2.7

unemployment

rate

63,551

estimated population in 2031

Introduction

2012/13 Key Events A showcase of events held throughout the year in the Lockyer Valley region.

JUL

Laidley Show, Laidley Showgrounds

AUG National Seniors Week – a week of activities for seniors

OCT Motorcycle Swap Meet – one of Australia’s largest, Laidley Showgrounds

DEC Gatton Christmas Carnival, North Street, Gatton

APR Big Day In – drug and alcohol free youth event, Gatton

SEP Laidley Spring Festival – gardens, flowers, craft and parade, Laidley

OCT

Celtic Festival, Helidon

DEC Forest Hill Christmas Festivities, Forest Hill

APR

Heritage Weekend, Laidley

SEP Big Band at Spring Bluff – outdoor entertainment, Spring Bluff

NOV Christmas in the Country Art and Craft Show, Gatton

JAN

Australia Day Celebrations

APR Anzac Day Services, various locations

MAY Emu Gully Air and Land Spectacular – ANZAC and war re-enactments, Helidon

Lockyer Valley Regional Council | 2012/13 Annual Report

JUL

Gatton Show, Gatton Showgrounds

SEP HCVAQ Historic Truck, Tractor and Machinery Show, Gatton Showgrounds

NOV The Handmade Expo Market, Forest Hill

FEB Lights on the Hill 10th Memorial Convoy Gatton Showgrounds

MAY The Handmade Expo Market, Forest Hill

JUL Ma Ma Creek Exhibition and Bush Dance, Ma Ma Creek

OCT Lockyer 300 Off Road Rally, Mulgowie

NOV Lockyer Valley Business Awards, Gatton

MAR

Gatton Street Sprints, Gatton

MAY Clydesdale and Heavy Horse Field Days, Gatton Showgrounds

AUG

Helidon Heritage Fair, Helidon

OCT Health and Wellbeing Expo, Gatton Shire Hall

NOV

Food and Wine Festival, Brisbane

MAR

Lockyer Multicultural Festival, Gatton

MAY Gatton Campdraft, Golf Links Dr, Gatton

The calendar of events is not a complete list of events in the Lockyer Valley region. This is purely a showcase of some of the key events held in the area.

JUN Lockyer Powerfest â&#x20AC;&#x201C; high speed power boat racing and hot rods, Laidley

Introduction

Mayorâ&#x20AC;&#x2122;s message Strategic direction Despite being devastated by another major flood event over the Australia Day long weekend, Council is well on track to deliver many of the projects outlined in the Corporate Plan 2012-17. There is nothing fair about being ravaged by two major flood events in as many years, but as a community and as an organisation, we have picked ourselves up and continued the journey of recovery and resilience. A range of options are being explored to help reduce the risk from future flood events as we continue to build on the success of initiatives such as the Strengthening Grantham Project following the 2011 flood event. While all available options have positive and negative attributes to them, what is certain is that no one single element will work on its own. The stark reality is that without funding from both the State and Commonwealth Governments, these options, which have been identified as being able to reduce risk to Lockyer Valley residents, simply wonâ&#x20AC;&#x2122;t happen. With some areas of the Lockyer Valley recording rainfall totals in excess of 1400mm over the 2013 Australia Day weekend, flooding was inevitable,

but thanks to measures introduced by Council after the 2011 flood event, the region was better prepared. Council is undergoing extensive studying and modelling of flood impacts across the region and is working with the State and Commonwealth Governments to provide betterment as well as reconstruction works. I would like to reiterate that Council is committed to delivering on its promise of extensive community consultation prior to any decisions on mitigation options being made. Despite the impact of the latest flood, Council continues to meet objectives outlined in the Corporate Plan in uniting and promoting the Lockyer Valley and is on track to deliver on its vision of creating a growing lifestyle and becoming the region of choice for vibrant rural living.

Managing change In streamlining internal operations and providing a better end result for ratepayers, Council developed a change management agenda to assist with the transition to new technologies and new ways of doing business. As an organisation, it is imperative we are able to utilise the benefits of technology to deliver efficiencies in the way we conduct business with ratepayers and improve upon our effectiveness in providing customer service.

Financial sustainability Council has managed to maintain a sound financial position receiving a rating of Moderate with a Neutral Outlook from the Queensland Treasury Corporation. The moderate rating is reflective of the financial impact of the 2011 and 2013 flood events and the challenges we face in returning back to operating surplus. Council incurred significant increases in operating costs and capital expenditure during the

2012/13 Financial Year, a trend expected to continue throughout the 2013/14 Financial Year due to the two flood disasters. Prior to the flood events, Council had a proud history of operating surpluses and low debt levels. Council is striving for a balance between rating and service levels and between capital and operating expenditure to improve its financial position into the future.

Rebuilding Lockyer Better As a Council we will continue to roll out ongoing flood restoration and mitigation works as well as develop a coordinated and planned approach to the development of land and enablement of business and tourism opportunities for residential and economic growth. We will continue to lobby State and Commonwealth Governments for funding of flood mitigation initiatives and improved regional services while also remaining committed to our core duty of providing customer and community service to serve regional needs and enhance lifestyle, driving the flood recovery and resilience effort, improving local infrastructure and being financially responsible.

Acknowledgements I would like to take this opportunity to thank my fellow Councillors for their contribution. It hasnâ&#x20AC;&#x2122;t been an easy year with yet another devastating flood event but together, we are working as a team and getting the job done for the region as a whole. I would like to also thank our Chief Executive Officer for his strong guidance and leadership during the past 12 months with the support of his Executive Leadership Team and staff for their ongoing effort in serving the community.

Steve Jones Mayor 22

Lockyer Valley Regional Council | 2012/13 Annual Report

Cr Steve Jones Mayor Civic Leadership and Regional Development portfolio

In a local government career spanning 16 years, Steve is passionate about the Lockyer Valley and is a staunch advocate for the region and all it has to offer. Steve worked in the Stock and Veterinary Sciences Branch of the Department of Primary Industry for 23 years prior to being elected to Gatton Council in 1997 and has been the Mayor of the Lockyer Valley Regional Council since its coming into being following the 2008 amalgamations and elections. Passionate and knowledgeable about transport opportunities, the local agricultural industry, tourism and growing the Lockyer Valley in line with the productive potential and aesthetic beauty of the area, he leaves no stone unturned in his quest to make the Lockyer Valley the region of choice for vibrant rural living.

Areas of responsibility Council communication and advocacy, Intergovernmental and media relations, Regional collaboration, Regional development, Business and industry development, Tourism and events and Council land development.

Introduction

Councillor portfolios The Lockyer Valley Regional Council area is represented by six elected Councillors and an elected Mayor. There are no wards or divisions within the Lockyer Valley. Council elections are held every four years, the next to be held in 2016. For a full list of Councillor entitlements, remuneration packages and meeting attendance, please refer to the Statutory Information section.

Cr Peter Friend

Cr Janice Holstein

Cr Jim McDonald

Lifestyle portfolio

Infrastructure portfolio

Environment portfolio

Peter is no stranger to the operations of Council having held senior positions in the plumbing and water sections before being first elected in 2008. He is a staunch advocate for local sporting groups and community organisations.

Passionate about local tourism and heavily involved in local community groups, Janice has represented the Lockyer Valley over a local government career spanning 13 years.

As the Officer in Charge of the Laidley Police Station, Jim has widespread knowledge of the region coupled with a local government career spanning 16 years.

Areas of responsibility Areas of responsibility

Areas of responsibility Sport and Recreation, Community Facilities, Health and Waste Management, Disaster Management and Total Water Quality Management.

Roads and Drainage, Public Infrastructure, Transport, Flood Mitigation, Communication Services, Asset Management and Council Facilities.

Lockyer Valley Regional Council | 2012/13 Annual Report

Environmental Management, Weed/Pest Management, Waterways, Nature Conservation Strategy, Biosecurity, Natural Resource Management.

Cr Kathy McLean

Cr Tanya Milligan

Cr Derek Pingel

Planning portfolio

Deputy Mayor

Starting her local government career in 2012, Kathy has a strong business connection with the Lockyer Valley. She is a member of a number of community groups and the Chamber of Commerce.

Community and Council Development portfolio

Finance and Corporate portfolio

Areas of responsibility Planning Frameworks, Planning Scheme and Policies, Townships and Villages (cultural and heritage streetscape) and Regional Planning.

In a local government career spanning 13 years, Tanya is a staunch advocate for youth and disability services in the region and is heavily involved in local community organisations.

Areas of responsibility Arts and Culture, Governance, Cultural Development, Youth and Disability/Multicultural, Community Engagement and Public Safety.

First elected to Council in 2012, Derek has an un-wavering commitment to the region and was honoured with being nominated one of the Lockyer Legends having won the 2006 Formula 4000 Championship.

Areas of responsibility Customer Service, Council Business and Systems, Corporate Plans and Performance, Finance, Information, Communication and Technology.

Introduction

CEO’s message Service delivery Two years on from the horrific flood event of January 2011, lessons learnt and new processes implemented had a significant bearing on how the region was prepared for the unthinkable, another major flood event in January 2013. Leaving a damage bill in the order of $200 million, Council remained steadfast in our drive and determination to continue looking after the needs of our region and providing a regional standard of service to our residents. We are committed to rebuilding the Lockyer better with assistance from the State and Commonwealth Governments and in consultation with our community. As part of this commitment, a number of new methodologies were established throughout the 2012/13 Financial Year including the introduction of new corporate technologies and business systems to deliver improvements and efficiencies in the way we interact with our community, serve our customers and perform our business.

Operational efficiencies In delivering improved operational efficiencies throughout the organisation, we are continually

developing ways to streamline operations and achieve outcomes. As part of this journey, we have undertaken an internal review to optimise resources and responsibilities and investigate opportunities for forward planning and performance improvement. We have also looked at the efficiency and effectiveness of our current service delivery, particularly as we complete our recovery and restoration programs. We investigated ways of doing more with less and will introduce more innovative approaches to issues as part of our commitment to creating and sustaining a high performing and service driven organisation that is moving from good to great as the region moves from its rural past, to its regional future to reach its full potential. We look forward to the recommendations of the review coming in to full force and effect from 1 July 2013 and furthering our business reform and financial stewardship for continued organisational betterment.

Rebuilding Lockyer better As an organisation, we have long held the opinion that rebuilding flood damaged infrastructure ‘like for like’ was a short term notion that had no benefits to either Council or the broader community. To have the same roads and the same bridges damaged time after time was costing the community a lot of money with people inconvenienced and unable to go about their normal businesses while we carried out often lengthy repairs. We know how to build things back better and that was no more evident than with the success of the Strengthening Grantham Project which saved around 80 families from being flooded earlier this year. We are very pleased the State and Commonwealth Governments are complementing funding for

Lockyer Valley Regional Council | 2012/13 Annual Report

restoration works with funding for “betterment” projects, however we look forward to funds and priorities being escalated. As part of our journey of rebuilding the Lockyer better, we are also achieving a number of significant projects pursuant to our Corporate Plan 2012-17 aimed at enhancing our regional facilities and advancing our regional growth. We are about to invest $12 million into the biggest, and most advanced aquatic centre of its size in South East Queensland, helping to foster future swimming champions. Boasting a 10 lane heated Olympic size pool and a smaller learn to swim pool, the facility is scheduled to open in time for the 2014/15 swim season. We are also committed to the construction of the Laidley Multipurpose Sports and Recreation Centre with construction of the $3 million phase one slated to get underway next financial year.

Acknowledgements I would like to take this opportunity to thank staff for their outstanding contribution during what has been another challenging year. We still have a way to go in rebuilding the region and reforming Council, but collectively, we are achieving our goals and meeting the high expectations placed upon us by the community and other levels of government. I would also like to thank the Councillors and in particular, the Mayor, for providing the leadership and making the hard decisions not only to get the region back on track following yet another major flood event, but also position the region to take advantage of opportunities for future growth and development. Together, we are working hard to deliver on our promise of growing the lifestyle of the Lockyer Valley to be the region of choice for vibrant rural living.

Ian Flint CEO

Ian Flint Chief Executive Officer Portfolio Councillor, The Mayor, Cr Jones

From humble beginnings as a water meter reader and parking meter attendant, Ian has worked his way through the ranks over a local government career spanning more than 36 years. Ian has held executive management positions for more than 26 years including holding the office of Chief Executive Officer of Boonah Shire Council for 17 years. He brings a proud history of achievements to the Lockyer Valley and played a pivotal role during the 2013 Australia Day weekend flood event as the Local Disaster Coordinator. Ianâ&#x20AC;&#x2122;s extensive experience provides Lockyer Valley Regional Council with a broad range of strategic opportunities to assist developing the Lockyer Valley as the region of choice for vibrant rural living.

Areas of responsibility Inter Governmental Relations, Regional Collaboration, Organisational Management, Council Leadership, Major Projects and Priorities, Recovery and Resilience.

Introduction

ELT portfolios Each Executive Leadership Team member works in partnership with a dedicated Councillor ensuring both parties are across every issue.

Jason Bradshaw

Leo Jensen

David Lewis

Executive Manager

Group Manager

Governance and Policy

Community and Development Services

Corporate Services

Portfolio Councillor, Tanya Milligan In a local government career of more than 20 years, Jason has held a number of senior management positions including Chief Executive Officer and brings in-depth experience in the fields of finance, corporate governance and management.

Portfolio Councillor, Jim McDonald With a wealth of knowledge in the planning industry working in both the public and private sectors, Leo brings expertise in the areas of strategic land use and environmental planning.

Corporate Governance, Corporate Communication, Legal Services, Elected Member Support, Special Projects, Policy Research Quality Assurance and Internal Audit and Risk Management.

Having a strong background in local government in the areas of finance, corporate management, customer service and governance, David continues to drive reform within the organisation.

Areas of responsibility Areas of responsibility

Areas of responsibility

Portfolio Councillor, Derek Pingel

Development Engineering, Building Certification, Land Use Compliance, Regional Planning, Local Law Enforcement, Animal Control, Waste Management, Libraries, Arts and Culture.

Lockyer Valley Regional Council | 2012/13 Annual Report

Financial Services, Customer Service, Procurement and Stores, Information, Communication and Technology, GIS, HR Services, Training Programs, Data and Records Management.

Dan McPherson

Mark Piorkowski

Tony Trace

Executive Manager

Acting Group Manager

Organisational Development and Performance

Strategy and Planning

Infrastructure Works and Services

Portfolio Councillor, Peter Friend Having held senior management positions in Australia and overseas in the private and public sectors, Dan brings over 30 years of extensive experience in human resources, performance management, productivity improvement and strategic organisational development.

Areas of responsibility Organisational Reform, Change Management, Workforce Planning, Continuous Improvement Program, Organisational Performance and Enterprise Bargaining.

Portfolio Councillor, Kathy McLean Mark has held senior management positions in Australia and overseas in the private and public sectors and has extensive experience in the field of regional development, corporate and strategic planning and local government administration.

Portfolio Councillor, Janice Holstein During a local government career of more than 12 years and with experience in the banking and financial sector, Tony has held a number of senior positions including Local Disaster Coordinator.

Areas of responsibility

Regional Development and Tourism, Sister City program, Disaster Management, InterGovernmental Management, Coordination and Integration of Strategic Planning and Community and Stakeholder Engagement.

Roadworks, Asset Management and Strategic Planning, Emergency Response Planning, Plant Fleet and Workshops Depots, Community Facilities, Infrastructure Recovery and Parks and Gardens.

Introduction

Case Studies Churned out to be a good idea In a project worth approximately $2 million, Council, in partnership with the Rotary Club of Toowoomba, set about restoring one of the region’s former premier attractions. Opened in 1907 and run by the Queensland Farmers Corporation, the Grantham Butter Factory was the Lockyer Valley’s jewel in the crown.

As the local dairy industry dwindled and agriculture took hold, the Grantham Butter Factory eventually closed its doors for the last time on 30 June 1971.

As the centre of the region’s bustling dairy industry and with good water supply for the steam boiler, washing butter and sterilising vats, Grantham was the perfect location for a butter factory.

Following the 2011 flood event, more than $1.5 million was raised through the Rotary Flood Appeal with Rotarians setting about restoring the building back to its former glory, a building which to this day holds a very special place in the hearts of locals.

By the 1950’s, the factory was producing more than 1000 tonnes of butter a year under the Jacaranda brand name.

With builders engaged, Lockyer Valley Regional Council and the Rotarians set about turning the

rundown building into a regional activity centre. Taking months to complete, the building was re-opened by Lockyer Valley Mayor Steve Jones and Ms Penelope Wensley, Governor of Queensland on 30 June 2013, exactly 42 years to the day since it last closed its doors.

Summer storm campaign Severe weather is part of life in Queensland and while we accept the dangers it brings, we all need to play our role in minimising damage to properties and lives during the summer storm season. Council’s Communications Unit filmed a series of summer storm safety messages that would be uploaded to Council’s YouTube page and distributed through Facebook. Scripted, filmed and edited by the Communications Team, the Manager Disaster Management delivered the information on camera. The video campaign was an outstanding success receiving thousands of views, many shared between friends and local community groups.

During evaluation, it was evident the campaign had a profound impact on not only the Lockyer Valley, but on residents in other areas of Queensland, Australia and for that matter, the world, with positive online comments coming from as far away as Europe and Russia.

and even the Australian Emergency Management Institute, an arm of the Australian Government’s Attorney General’s Department.

Council was later informed that the videos were being used by Emergency Management Queensland, the Queensland State Emergency Service, various community and charitable organisations including the Queensland branch of the RSPCA

At no cost to Council or the community to produce, consideration is now being given to expanding the campaign to include winter safety tips. Information from the Get Ready campaign was also distributed through Council’s regular communications channels. Videos can be accessed through Council’s YouTube page available at www.lockyervalley.qld.gov.au

Lockyer Valley Regional Council | 2012/13 Annual Report

Showing off Boasting the 7th most fertile soil in the world, agriculture plays an enormous role in the Lockyer Valley. One of the real success stories for Council has been showcasing everything the region has to offer at Queensland’s largest agricultural event, the Royal Brisbane Show. Attending the Show for the first time this financial year, Council was able to promote the region, its agricultural profile and tourism attractions to the 400,000 visitors that attend the event. As a way to focus on the whole paddock to plate experience, Council enlisted the services of a chef to conduct a cooking demonstration featuring locally sourced produce and took a number of local farmers and produce merchants to the Show

to source local business and tourism opportunities. As a direct result of attending the Show, local Visitor Information Centres recorded increased interest from people living in Brisbane and other areas of South East Queensland coming to the Lockyer Valley to source produce they experienced at the Show. One local farmer has also developed an online service for customers looking to source fresh produce and encounter a real farming experience. Following on from the enormous success of attending the Royal Brisbane Show, plans are currently

being developed for Council to highlight the Lockyer Valley, its produce and tourist destinations to Australia’s largest market, the Sydney Royal Easter Show. With close to a million people walking through the gates each year, the flow on benefits for the Lockyer Valley are enormous, especially as we develop strategies to tap in to the growing backpacker market.

Good job Lockyer Valley Regional Council prides itself on being an employer of choice providing staff opportunities to engage in training and further education as well as offering career advancement. By the end of the 2012/13 Financial Year, about 10 per cent of Council’s 370 strong workforce started in the organisation as either a trainee, apprentice or cadet with 30 celebrating between 10 and 40 years service with Council. One of the reasons such a large number of staff choose to remain with Council is because we not only continually strive for competitive workplace conditions and practices, but we also place a high importance on achieving the right work/life balance.

From an organisational perspective, we retain skills and tacit knowledge, information that simply can’t be found in books. We are able to implement succession management with knowledge and skills passed from one employee to another, a vital factor given it costs in the order of $50,000 to re-train a lost staff member within the general workforce. Only recently, a member of Council’s management team celebrated 40 years of service with Council. Starting as an

apprentice, he has risen through the ranks, testament to the environment we have created and pathways for advancement. We continually look at ways of reinventing the wheel, giving staff new training and career progression opportunities. We are totally committed to our staff and will continue to move forward ensuring we remain a local employer of choice.

Introduction

GWIZ Nestled at the foot of the Great Dividing Range, the Lockyer Valley is little more than an hour’s drive from the Port of Brisbane and both Brisbane and Gold Coast International Airports. Capitalising on the region’s easy access to all major interstate highways, and coupled with affordable land options, Council began the process of planning for the establishment of a local transport hub. Building on the success of the Strengthening Grantham project, which saw Council buy a 935 acre parcel of land, out of the flood zone, and in an historic Australian first land swap deal, move residents to higher, safer ground, Council set about establishing the Gatton West Industrial Zone (GWIZ). Located on 247 acres, GWIZ is safely nestled between the

Warrego Highway and a major rail network. By establishing a transport hub in the Lockyer Valley, we have the opportunity to help deliver a more sustainable future for the region by partnering fresh produce from some of the most fertile soils in the world, with the enormous appetite of one of the most densely populated countries on earth, Japan. Building on the already strong relationship enjoyed by the Lockyer Valley and its Japanese Sister City, Ageo, Council is putting together a delegation to visit the area next financial year. The trip, coinciding with Ageo City’s 55th Anniversary ceremony,

will see the Council form tighter bonds with our Japanese counterparts and work towards the signing of a trade agreement between the two cities, on track to be finalised by the end of the 2014/15 Financial Year. The agreement bringing enormous potential to the Lockyer Valley. With the concept now finalised and submitted for assessment, work is anticipated to get underway on site during 2015.

What a pest Renowned globally for having among the most fertile soils in the world, it’s vital weeds such as Parthenium and Giant Rats Tail Grass are kept under control and where possible, eradicated. Native to South and North America, Parthenium contains allergens that are known to cause reactions including dermatitis and hay fever and quickly invades pastures with the African Giant Rats Tail Grass producing up to 85,000 seeds per square metre, rapidly taking over prime grazing land. As a way to encourage residents to be vigilant and report the declared weeds, Council set about establishing a subsidy scheme

offering rebates of up to 75 per cent off the price of herbicides used to control the declared weeds. Acknowledging that not everyone has access to large spray units, chemical treatment provided only part of the solution. With pre-established units too expensive to buy, Council employed the skills of its boilermakers to construct specially designed trailers from scratch. Constructed specifically for spray applications, the units were

Lockyer Valley Regional Council | 2012/13 Annual Report

made available to the public to hire free of charge, proving to be an enormous success, especially in rural areas. With the units now complete, focus has turned to the development of the subsidy scheme. At this stage, it’s anticipated the scheme will be available for residents within the first few months of next financial year.

Rebuilding Lockyer Better There is nothing fair about being devastated by two major flood events in as many years. With a damage bill running into hundreds of millions of dollars, as a Council we had two choices, stick with current funding arrangements and rebuild infrastructure like for like, or lobby government to be able to rebuild infrastructure to a higher standard that would better withstand the forces of Mother Nature. The Queensland Government finally agreed and flood devastated Councils throughout South East Queensland were able to rebuild infrastructure with higher resilience levels. As part of our Rebuilding Lockyer Better program, we also started looking at flood mitigation

options including levee banks and better drainage solutions. With five construction crews working tirelessly to get the region back on track, they have already completed some 100,000 man hours this financial year alone. Of the 1080 kilometres of road infrastructure destroyed by flood, close to 1000 kilometres have already been repaired or are in the process of being fixed. Some 12,500 tonne of gravel, cement and concrete have been used throughout the program as we get Council’s road network back in good working order.

Rebuilding local floodway’s, replacing stormwater drainage, re-sheeting gravel roads and re-constructing almost 80 per cent of the region’s road infrastructure, we are well and truly on track to deliver the program by June 2015. In partnership with all levels of government, private business and the local community, we are in good shape to rebuild the Lockyer better.

Job well done There are times when a valued employee should be rewarded for going above and beyond what is expected of them, but due to awards or where they are already at their top pay level, providing adequate reward can prove difficult. Believing in rewarding hard work, Council investigated ways to be able to recognise staff who continually perform at a high level. As a result, we introduced the Individual Merit Payment, a system allowing us to provide financial reward where normal pay increases wouldn’t normally apply. Where staff are nominated by their supervisor for continually going above and beyond what is expected of them, and where they meet the strict criteria, Council is able to award a staff

member an increase over and above their current level. The scheme is confidential with only Council’s Executive Team, the employer and their direct supervisor aware of their nomination. Council’s latest recipient showed exemplary work ethic over a number of years with the organisation, in many instances, working on his own time to get the job done. The bonus providing the field worker with the opportunity to enrol their child into their

preferred school of choice. A credit to the organisation, Council is only too happy to reward staff of such a high calibre. Council also implemented other merit based incentives including Employee of the Year, Team of the Year and Employee of the Quarter.

Introduction

Lockyer Valley Regional Council | 2012/13 Annual Report

Is a simplified version of Councilâ&#x20AC;&#x2122;s Financial Statements.

Contents 36 What is a Community Financial Report? 36 Statement of Comprehensive Income 37 Statement of Financial Position 39 Statement of Changes in Equity 39 Statement of Cash Flows 39 Financial Sustainability Ratios

Community Financial Report

What is a Community Financial Report? The Community Financial Report aims to simplify Council’s official Financial Statements by providing a visual representation of our financial performance for the period 1 July 2012 to 30 June 2013. Each report in Council’s Financial Statements provides information on a specific aspect of our performance and collectively provides a detailed profile on the financial performance and health of Council. This Community Financial Report consists of the following five key statements or elements:

These results can be highlighted through the following: • Reduction in the operating deficit through improved management of the financial process relating to Council’s reconstruction activities. • Completion of $14.2 million of capital works as well as over $50.0 million in reconstruction projects. • Significant reduction in long outstanding rates arrears. • Increases in Council’s financial reserves to fund future expenditures.

Statement of Comprehensive Income The Statement of Comprehensive Income measures how Council performed in relation to income and expenses during the financial year. This statement illustrates how money received from Council operations is spent.

• Statement of Comprehensive Income

Comparative Trend Analysis

• Statement of Financial Position

Revenue and Expenditure – Recent Results $’000s

• Statement of Changes in Equity

Financial Year

2010/11¹

2011/12²

2012/13³

Revenue

89,993

121,027

101,106

Expenditure

91,586

137,518

106,398

Net Result

(1593)

(16,491)

(5292)

• Statement of Cash Flows • Financial Sustainability Ratios.

Executive Summary of Key Highlights During the 2012/13 Financial Year, Lockyer Valley Regional Council maintained its financial position and delivered a significant program of services to the community. This was in spite of a further flood event over the 2013 Australia Day long weekend, and the ongoing restoration effort from the 2011 floods.

¹ The net loss in the 2010/11 Financial Year is attributable to the loss of $18.9 million from the transfer of assets to Queensland Urban Utilities (QUU). ² The net loss in 2011/12 is due to funding issues associated with flood recovery works. ³ The net loss in 2012/13 is also due to funding issues associated with flood recovery works.

Revenue Sources – Where does the money come from? Throughout the 2012/13 Financial Year, Council received $97.1 million in operating revenue, $3.1 million in capital revenue with a further $0.9 million from a share of profit from Queensland Urban Utilities. The more significant contributors to the revenue stream include: • Operational grants, subsidy contributions and donations $53.3 million • Rates, levies and utility charges $28.9 million • Capital grants, subsidy contributions and donations $3.1 million • Fees and charges $3.6 million. During the 2012/13 Financial Year, total revenue decreased by $19.9 million due mainly to decreased grants from the Queensland Reconstruction Authority and capital grants and contributions.

Lockyer Valley Regional Council | 2012/13 Annual Report

Expenditure – Where does the money go?

Sources of Revenue 2012/13

Council incurs both operating and capital expenditure in the provision of goods and services to our community. The more significant expenditure items during the 2012/13 Financial Year were:

1% 3% 3% 28%

53%

• Employee costs of $24.4 million 4%

• Goods and services costs of $68.0 million

4% 4%

• Other capital expenditure of $1.7 million. During the 2012/13 Financial Year, total expenditure decreased by $31.1 million or 22.6 per cent on last year. This is mainly due to the one off adjustment to the quarry restoration provision experienced in 2012 and a reduction in operational costs related to the flood restoration program.

Rates, levies and charges Fees and charges Interest and investment revenue Contracts and recoverable works Grants and contributions – operating Grants and contributions – capital Other revenue Other capital adjustments

Expenses 2012/13 1.60%

10.24%

22.93%

1.32%

Employee costs Materials and services

Statement of Financial Position

Finance costs Depreciation and amortisation Other capital adjustments

The Statement of Financial Position measures what we own (our assets) and what we owe (our debts) and our net worth at the end of the financial year, 30 June 2013. The major components of our assets include:

63.91%

Assets 2012/13 0.09% 3.46%3.02% 4.80% 0.15% 4.97% 0.02% 0.65%

• Property, plant and equipment $411.0 million • Cash $32.1 million • Investment in QUU $24.7 million • Trade and other receivables $23.8 million. During the year, our assets increased in value by $46.8 million or 9.6 per cent.

82.84%

Cash assets and cash equivalents Cash investments Trade and other receivables Inventories Non-current assets classified as held for sale Enquity investments Investment properties Property, plant and equipment Intangible assets

Community Financial Report

Liabilities – What we owe The major components of our liabilities include:

Liabilities 2012/13 0.14% 15.80%

• Loans $29.0 million • Amounts payable to our suppliers $8.7 million

Trade and other payables Provisions

• Provisions for items such as employee long service $3.6 million

Borrowings Other

• Provisions to restore Council’s quarries and landfills $13.9 million. During the 2012/13 Financial Year, our liabilities decreased by $0.5 million or 1.0 per cent due to the increase in loan borrowings for capital projects being offset by a decrease in the amount owing to our suppliers.

Our net worth $,000s Financial Year

2010/11

2011/12

2012/13

Our debt

Assets

396,919

449,817

496,086

Like many other Local Government Authorities across Queensland, Lockyer Valley Regional Council utilises loan borrowing to fund the construction of new infrastructure to service the needs of our community.

Liabilities

19,261

55,895

55,347

377,658

393,922

440,739

• Council will not utilise loan funds to finance operational activities

Community Equity (balance)

Comparative Debt Levels 2011 Financial Year

Council’s debt policy is based on sound financial management practices with borrowings restricted as follows:

• Council will endeavour to fund all capital renewal works from operating cash flows and borrow only for new or upgrade projects. The comparative debt levels are shown in the graph (right) represents our debt levels over the last three financial years.

31.71%

52.34%

Lockyer Valley Regional Council | 2012/13 Annual Report

2012

2013 0

15 $ (Millions)

In the 2012/13 Financial Year, our net worth increased by $46.8 million or 11.9 per cent with increases of $24.6 million in our asset revaluation surplus, $4.3 million in reserves which were offset by a decrease in our retained earnings of $6.3 million. A further adjustment of $24.6 million was made to retained earnings to account for infrastructure assets discovered during the year. A comparative of recent trends in our equity is given in the graph (right).

Statement of Cash Flows This statement outlines how we received and spent cash throughout the year. The closing balance reflects how much cash Council had at year end. The key points to note from the statement are as follows: • At 30 June 2013, Council’s cash balance was $17.1 million with a majority of these funds reserved for specific purposes such as future capital works

2011 Financial Year

The Statement of Changes in Equity measures the changes in our net wealth and shows the movements in our retained earnings, reserves and asset revaluation surplus.

Comparative Equity Trends

2012

2013 340

360

380

400

420

440

460

$ (Millions)

Comparative Cash Balances

2011 Financial Year

Statement of Changes in Equity

2012

2013 0

$ (Millions) Cash assets and cash equivalents

Cash investments

Financial Sustainability Ratios Section 112 of the Local Government (Finance, Plans and Reporting) Regulation 2010, requires Council to calculate and disclose financial sustainability indicators. Council’s performance as at 30 June 2012 against these measures is shown in the table on the following page.

• Taking in to account Council’s cash investments, there was a net decrease in cash of $8.8 million during the 2012/13 Financial Year.

Community Financial Report

Ratio

Explanation

Calculation

Operating surplus ratio

Measures the extent to which revenues raised cover operational expenses only or are available for capital funding purposes or other purposes.

Operating Surplus (Net result excluding all capital items) divided by total operating revenue (excluding capital items).

This ratio reflects the extent to which infrastructure assets Asset sustainability managed by Council are being replaced as ratio they reach the end of their useful lives.

Capital expenditure on the replacement of assets (renewals) divided by depreciation expense.

Measures the extent to which net Net financial financial liabilities liabilities ratio of Council can be repaid from operating revenue.

Total liabilities less current assets divided by total operating revenue.

Summary During the financial year ending 30 June 2013, Council has maintained its financial position while continuing the reconstruction and recovery work associated with the January 2011 natural disaster. Further flooding experienced over the 2013 Australia Day long

Target

Between 0% and 10%

>90%

< 60%

2013

-7.77%

26.00%

15.30%

weekend has meant the recovery efforts have been extended which has the potential to place some strain on Council’s finances. The financial aspects of the recovery works are being closely monitored to ensure that any impact on Council’s cash flows are minimised. As in previous years, Council is using its Long Term Financial Plan to guide our ongoing financial

Lockyer Valley Regional Council | 2012/13 Annual Report

Target Comment Met

This ratio is below target due mainly due to the reconstruction and recovery works. The method of accounting for the receipts of the funding and the payment of the expenses means that they were accounted for in different years.

This ratio is currently below target as Council has focussed on recovery and reconstruction works for Council’s infrastructure. As this expenditure is considered operational, it is not included in the calculation of this ratio.

This ratio is well within the target parameter and shows that Council has the capacity to increase its borrowings should circumstances demand it.

sustainability. The Plan is regularly reviewed to take into account changing circumstances such as the impact of natural disasters. With this Plan in place, action can be taken early to avoid sudden financial shocks which may affect Council’s long term financial position.

Thornton

Community Financial Report

Lockyer Valley Regional Council | 2012/13 Annual Report

Information Council is required to report on.

Contents 44 Statutory Information 44 Councillor remuneration and allowances 44 Councillor expenses 45 Councillor Meeting Attendance 45 Ordinary/Extraordinary Meetings 46 Conduct and performance of Councillors 46 Equal Employment Opportunity 46 Employee Code of Conduct 46 Registers open for inspection 46 National competition policy 46 General complaints process 46 Grants to community organisations 47 Mayoral Discretionary Fund 49 Summary of concessions for rates and charges 49 Special and separate rates and charges 49 Overseas travel 50 Orders and recommendations 50 Water distributor retailer payments 50 Financial management strategy

Statutory Information

Statutory Information Councillor remuneration and allowances Under Section 114 of the Local Government (Finance, Plans and Reporting) Regulation 2010, the Lockyer Valley Regional Council 2012/13 Annual Report must contain: • The total remuneration paid to each Councillor during the year; and • The total superannuation contributions paid for each Councillor.

Councillor expenses The Expenses Reimbursement Policy authorises the payment of reasonable out of pocket expenses incurred while Councillors perform their civic duty with the following five underpinning principles: • Reasonable expenses reimbursement to Councillors – Council gives consideration to what is deemed as reasonable and fair given the size and population of the Council area also taking into consideration the responsibilities of Councillors. • Public accountability and transparency – covers specific expenses Councillors are entitled to and is easily understood by the community. • Public perceptions and community expectations – Councillor entitled expenses have been clearly identified and are fully transparent and acceptable to the community.

• No private benefit to be derived – Councillors incurring and claiming expenses are not to gain financially as a result of their role serving the community.

The Mayor is provided with full time individual secretarial support with Councillors provided with a full time personal assistant covering the group.

• Equity and participation – the policy is non-discriminatory and provides an opportunity for all serving Councillors to claim.

All Councillors are entitled to:

All Councillors are entitled to be reimbursed for all travel costs (including local, regional, interstate and overseas travel) when representing Lockyer Valley Regional Council. Where a Councillor is required to travel by air, Economy Class is to be used except on flights longer than three hours where Business Class may be booked with approval. Bookings are to be made as early as possible in order to take advantage of discounted tickets and where a Councillor cancels travel or accommodation, they are liable to reimburse Council any associated costs that are not recoverable through travel insurance. Councillors are entitled to stay in a hotel/motel when representing Council at conferences or workshops and where accommodation is provided outside the region, Council may pay an additional incidental allowance of $20.00 a day to cover items including phone calls, dry cleaning/ laundry expense and newspapers. A meal allowance of up to $100 a day is payable on submission of appropriate documentation. Councillors are also entitled for the reimbursement of hospitality expenses (meals and gifts but not alcohol) of up to $500 per annum for Councillors and $4000 per annum for the Mayor.

Lockyer Valley Regional Council | 2012/13 Annual Report

• A mobile phone or blackberry • A lap top or desktop computer with internet access • Home office facilities such as photocopier/scanner • Stationery • Access to publications including legislation required to undertake their duties; and • Office space and access to meeting rooms. In addition: • The Mayor and Deputy Mayor are provided with a fully maintained vehicle for business and private use • Councillors not provided with a vehicle will be paid $300 a month to cover the cost of fuel for the use of their private vehicle; and • Council will make available a Council vehicle for official use. The Mayor is also provided with a fully funded mobile phone with Council contributing $150 a month to Councillors (excluding Mayor) as a contribution towards costs associated with the use of private mobiles, landlines and internet expenses. A corporate credit card is also provided to the Mayor for use in charging costs and expenses while in official capacity.

Councillor Meeting Attendance Councillor

Salary ($)

Allowances ($)

Super ($)

Total ($)

$104,414.42

$6000.00

$19,996.47

$130,410.89

Cr Tanya Milligan (Deputy Mayor)

$69,425.37

$10,260.00

$8331.83

$88,017.20

Cr Peter Friend

$50,026.99

$15,510.00

$16,066.42

$81,603.41

Cr Jim McDonald

$56,987.01

$15,510.00

$9106.40

$81,603.41

Cr Janice Holstein

$48,364.53

$15,510.00

$17,728.88

$81,603.41

Cr Kathy McLean

$59,011.40

$16,342.50

$7082.01

$82,435.91

Cr Derek Pingel

$55,470.33

$16,342.50

$10,623.08

$82,435.91

Phone/ICT costs

Accommodation/ travel/ conferences

Reimbursement

$6737.28

$21,131.79

$129.16

Tanya Milligan (Deputy Mayor)

$540.50

$11,811.88

$149.64

Cr Peter Friend

$490.50

$494.02

Cr Jim McDonald

$1810.21

$696.30

Cr Janice Holstein

$490.50

$6139.19

$146.91

Cr Kathy McLean

$490.50

$6314.19

$205.71

Cr Derek Pingel

$490.50

$3563.80

Cr Steve Jones (Mayor)

Councillor

Cr Steve Jones (Mayor)

Ordinary/Extraordinary Meetings Between 1 July 2012 and 30 June 2013, a total of 15 ordinary and two extraordinary meetings were held. Councillor

Attendance (Ordinary)

Attendance (Extraordinary)

Cr Steve Jones (Mayor)

Cr Tanya Milligan (Deputy Mayor)

Cr Peter Friend

Cr Jim McDonald

Cr Janice Holstein

Cr Kathy McLean

Cr Derek Pingel

Statutory Information

Conduct and performance of Councillors Lockyer Valley Regional Council outlines to all Councillors the standard of behaviour expected of them while carrying out their duties and endorses a strict code of conduct. The Code of Conduct is in addition to the responsibilities and obligations of elected members under the Local Government Act 2009.

Council’s Code of Conduct is available on our intranet site with staff undergoing compulsory training as a condition of employment.

• Building Certification

Registers open for inspection

• No new significant business activities were established

Lockyer Valley Regional Council makes the following registers available for public inspection: • Burials in Council cemeteries • Impounded animals

Remuneration packages to senior contract employees

• Cats and Dogs Register

Council has six contract employees reporting to the Chief Executive Officer (three Executive Managers and three Group Managers).

• Land Records

• Delegated Authorities

• Fees and Charges • Local Laws and Subordinate Local Laws

CEO and Senior Contract employees ($)

Total remuneration package ($)

$150k to $200k

$200k to $250k

• Register of Gifts and Personal Benefits

$250k to $300k

• Register of Council Policies

• Register of Interests • Register of Electoral Gifts

• Roads Register

Equal Employment Opportunity Lockyer Valley Regional Council is committed to providing a working environment where all current and future staff are treated fairly and with the respect they deserve and are free from discrimination, harassment, vilification and bullying.

Employee Code of Conduct All Council employees are bound by an employee code of conduct outlining the way they must behave when representing the organisation during and outside standard working hours.

• Pest Control and Entry Notices • Show Cause and Enforcement Notices • Environmentally-relevant activities • Development applications received • Decision Notices and Negotiated Decision Notices.

National competition policy During the 2012/13 Financial Year, Council conducted the following business activities: • Other roads • Child Care • Staging Post Cafe

Lockyer Valley Regional Council | 2012/13 Annual Report

• Waste Management. Between 1 July 2012 and 31 June 2013:

• No Council business activities were accredited by the Queensland Competition Authority; and • No investigation notices were received by the Queensland Competition Authority.

General complaints process Lockyer Valley Regional Council is committed to providing the highest level of service to the community and welcomes feedback. Administrative action complaints encompass all complaints made to Council in relation to administration actions, with Council committed to dealing with complaints fairly, in a timely manner and at a local level wherever possible. Internal reviews of Administrative Actions are undertaken at two levels. The initial review undertaken by the operational area, with the Governance Branch undertaking subsequent reviews. The Governance Branch also carrying out reviews of Information Policy, Right to Information applications and other matters ensuring fair outcomes are delivered without the need to progress to the court system. In accordance with Council’s Complaint Management Process, no complaints were received during the 2012/13 Financial Year.

Grants to community organisations Lockyer Valley Regional Council provided a total of $744,452 to community groups via grants.

Mayoral Discretionary Fund For the 2012/13 Financial Year, over $28,300 was expended from the Mayoral Discretionary Fund by way of cash payments and in kind assistance. As required under Section 117 of the Local Government (Finance, Plans and Reporting) Regulation 2010, a summary of expenditure including the name of each community organisation, the amount and the purpose is provided in the following table. Grant Recipient

Amount ($)

Purpose of Grant

Aussie-Scot Events

$1760

Bagpiper to play at local nursing homes

Blue Care Central Support

$1605

Fifty per cent fee refund of plumbing fee

Brisbane Special Childrenâ&#x20AC;&#x2122;s Christmas Party

$275

Christmas Party

Currumbin RSL Sub-Branch

$100

Collage to commemorate 100 years since Gallipoli landings

Downs Arabian Club Inc

$550

Youth and Amatuer Show

Drug Arm

$250

Sponsorship of 5 manuals to be distributed to local schools

$2000

Donation towards Dirranbandi Cultural Trip

FAUNA

$300

Assistance with maintaining rescue vehicle

Forest Hill Christmas festivities

$200

Face painting

Faith Lutheran College

Fossil Downs Bush Rodeo

$1000

Rodeo at Murphys Creek

Gatton Bowls Club

$200

Ladies Australia Day Mixed Triples

Gatton Campdraft Association Inc

$200

Donation to prize money for Robert Higgins Memorial Novice Draft

Gatton Jubilee Golf Club

$400

Farmers Cup Day

Gatton Kindergarten

$100

Bike-a-thon

Gatton Rugby League Club

$200

Sponsorship of trophy

Gatton Springdale Rural Fire Brigade

$465

Repayment of plumbing fee

Gatton Swimming Club

$800

Australia Day carnival

Grandchester Social Club

$200

Fundraiser for Brendan Young, a 14 year old who lost his eyesight

Laidley Bowls Club

$500

Buhse Motors Prestige Mens Fours

Laidley Bowls Club

$300

Two day carnival

Laidley Golf Club

$300

Flood golf day

Laidley Crisis Care and Accommodation

$200

Donation for Christmas hamper

Laidley Show Society

$4240

Reimbursement of building and plumbing fees

Statutory Information

Grant Recipient

Purpose of Grant

Lockyer Darts Association Inc

$250

Donation towards darts tournament

Lockyer District High School

$100

Gold Card system to reward excellent student behaviour. Council donated 10, $10 gift certificates

Lockyer District High School

$150

Sports presentation evening

Lockyer Valley Community Activities

$1014.15

Opening costs for Menâ&#x20AC;&#x2122;s Shed

Lockyer Valley Tourism

$500

Contribution to establishment of a website

Vintage model search

$500

Sponsorship of Laidley entrant

Mulgowie Gift

$500

Donation

Murphys Creek Neighbourhood Centre

$800

Donation to assist community during financially difficult period

$2117.60

Donation towards purchase of trees/plants plus $500 donation for Awards Night

National Tree Day Lockyer Our Lady of Good Counsel Gatton

$200

Spring Fair

Peace Lutheran Primary School

$878.08

Peace Lutheran Primary School

$100

Golf day

Pinto Horse and Pony Association Inc

$200

Sponsorship for annual show

Ronald McDonald House Charities

$100

McHappy Day

Rotary Club of Toowong

$500

Movie day for local underprivileged children

Rotary District 9830

$500

Donation to cover cost of Mayor attending a conference in Tasmania

Special Childrenâ&#x20AC;&#x2122;s Christmas Party

$275

Donation

Tenthill Turnout

Amount ($)

$3000

Arts and Crafts Christmas Fair

Music event

Thornton State School

$200

Donation for catering costs for official opening of new multipurpose courts

Withcott School Playgroup

$300

Purchase of toys

Lockyer Valley Regional Council | 2012/13 Annual Report

Summary of concessions for rates and charges Council ensures it provides fair and equitable rates to all Lockyer Valley ratepayers by: • ensuring there is transparency in the making of rates and charges • having a rating regime in place that is simple and inexpensive to administer

Sporting/charitable/ non profit organisations In line with Council’s Community Grants Policy, upon written application, consideration will be given to discounting part or all of the rates and charges levied on property owned or leased by non profit community, cultural and sporting organisations. During the 2012/13 Financial Year, Council provided discounts of $9864.

Natural disaster

• incorporating flexibility to take into account changes in the local economy

In response to the Australia Day 2013 flood event, Council offered an extended discount period of 90 days. In order to be eligible, the ratepayer’s residence, business or farm had to be in the area mapped by Council which identified the impact of the flood.

• providing full cost pricing and user pays where appropriate.

In total, 2241 rate payers were granted the extended discount period.

• providing equity in the distribution of the rates liability throughout the community

In levying rates, Council will apply the principles of: • clearly communicating Council’s and ratepayer’s obligations in relation to rates and charges • timing the levy of rates in a predictable way to allow rate payers to plan for their rating obligations • equity through flexible payment arrangements for ratepayers with a lower capacity to pay.

Pensioner rebate A pensioner rebate scheme is available to all eligible ratepayers who qualify for the State Government Pensioner Rate Subsidy Scheme. During the 2012/13 Financial Year, Council provided pensioner rebates totalling $113,592.

Special and separate rates and charges Where appropriate, Lockyer Valley Regional Council will fund certain services, facilities or activities by way of separate or special rates or charges including: • Rural Fire Service Levy – to assist with the operational expenses of the Rural Fire Service. This Special Charge is levied on properties not subject to the State Government Urban Fire Levy with the exception of properties in a Differential Rating Category 6 and mining leases valued separately to the land over which the lease applies. • State Emergency Service Levy – to assist with the operational and capital expenses of the State Emergency Service operating within the Lockyer Valley. This Separate Charge is levied on all rateable properties with the exception of properties in a Differential Rating Category 6 and mining leases valued separately to the land over which the lease applies.

• Waste management facilities – to assist with recurrent and capital expenditure and administration costs associated with the operation, maintenance and upgrading of Council’s waste management facilities. This Separate Charge is levied on all rateable properties with the exception of properties in a Differential Rating Category 6, mining leases valued separately to the land over which the lease applies and non rateable land where there is no waste collection service. • Environment Levy – to assist with implementation of physical/ biological, cultural, social and economic environmental initiatives. This Special Charge is levied on properties not subject to the State Government Urban Fire Levy with the exception of properties in a Differential Rating Category 6 and mining leases valued separately to the land over which the lease applies. • Disaster Management Levy – to assist with disaster management initiatives that improve the Lockyer Valley’s preparedness for and response to future natural disaster events as well as the implementation of recommendations made by the Queensland Floods Commission of Inquiry. This Special Charge is levied on properties not subject to the State Government Urban Fire Levy with the exception of properties in a Differential Rating Category 6 and mining leases valued separately to the land over which the lease applies.

Overseas travel No overseas travel was taken during the 2012/13 Financial Year.

Statutory Information

Orders and Recommendations

Financial management strategy

Made under S180 and 181 of the Act (inappropriate conduct of a Councillor and disciplinary action taken): nil Complaints about the conduct of performance of Councillors Number (as required by S186 of the Local Government Regulation 2012) Orders and recommendations made under Section 180(2) or (4) of the Act, and orders made under Section 181 of the Act.

The name of each Councillor for who an order or recommendation was made under Section 180 of the Act or an order was made under Section 181 of the Act.

N/A

Description of the misconduct or inappropriate conduct engaged in by each of the Councillors.

N/A

Summary of the order or recommendation made for each Councillor.

N/A

Complaints about the conduct or performance of Councillors for which no further action was taken under Section 176c (2) of the Act.

Complaints referred to the CEO

Executive under Section 176c (3)(a)(i) of the Act

Complaints referred to the Mayor under Section 176c(3)(a)(ii) or (b)(i) of the Act.

Complaints referred to a departments Executive Manager under Section 176c (4)(a) of the Act.

Complaints assessed by the CEO as being about official misconduct.

Complaints heard by a regional conduct review panel.

Complaints heard by the Tribunal.

Complaints to which Section 176c (6) of the Act applied.

Water distributor retailer payments Item

Description

Amount

Profits distributed

$931,724

Tax equivalents

$411,509

Interest paid

$999,531

Plant Hire

$13,370

Rental

$51,840

Reimbursement of costs

Loan

Water Rates

Wastewater Rates

Lockyer Valley Regional Council | 2012/13 Annual Report

$5498 $14,734,969 $160,519 $83,986

To achieve Council’s vision of ‘Lockyer Valley – A Growing Lifestyle’, the organisation must be sustainable in its own right. The Lockyer Valley Regional Council Long Term Financial Plan, our financial management strategy, is an essential tool that Council uses to achieve and maintain sustainable operations, asset management and service delivery to our community now and into the future. The Long Term Financial Plan defines our high level financial policies, agreements, positions and parameters that guide the development of future Council budgets. As part of this plan, Council recently engaged the Queensland Treasury Corporation (QTC) to undertake regular credit reviews of Council so that the implementation of the agreements contained in this plan can be assessed against future reviews to gauge the overall improvement in Council’s financial position and sustainability. During the financial year, Council’s Queensland Treasury Corporation (QTC) Credit Rating was slightly downgraded from “moderate with a neutral outlook” to “moderate with a negative outlook” as a result of the ongoing impacts of the January 2013 natural disaster (our second in the space of 24 months). Careful adherence to our Long Term Financial Plan together with ongoing regular credit reviews by QTC, will build upon our 2012/2013 result to secure our long term financial sustainability.

Murphys Creek Escape

Statutory Information

Lockyer Valley Regional Council | 2012/13 Annual Report

Working together for an inclusive, safe and healthy community.

Contents 54 Community and Development Services 62 Infrastructure Services 63 Strategy and Planning

Key initiatives • Regional Aquatic Centre • Laidley Indoor Sports Centre • Local Disaster Management Plan

Performance Indicators • Community safety • Community attendance at events • Usage of recreational activities • Library participation • Youth participation

Lockyer Community

Community and Development Services Animal Control Lockyer Valley Regional Council’s Animal Control Unit is responsible for the administration of the Animal Management (Cats and Dogs) Act 2008 and animal related local Council laws within the Lockyer Valley. The Unit investigates complaints made about animal attacks, straying animals, nuisance animals, issues permits for excess animals and operates the animal pound. A primary role of the unit is the promotion of responsible pet ownership ensuring animals are micro-chipped, de-sexed and secured on properties. We take our responsibility to educate the community on responsible pet ownership very seriously and have been an active partner with the Australian Veterinary Association’s Pets and People Education Program since 2009, with the Unit conducting regular school visits Presentations are held in conjunction with local veterinarians, the RSPCA, dog obedience groups and other animal related groups.

71%

registered dogs are de-sexed

Lockyer Valley Regional Council | 2012/13 Annual Report

94% registered cats are de-sexed

Quick facts • There were 5675 dogs registered with Council during the 2012/13 Financial Year with 71 per cent listed as de-sexed. For the same period there were 862 cats registered with 94 per cent listed as de-sexed. • Animal Control Officers visited six local schools delivering presentations to more than 470 children. • The Animal Control Unit attended to more than 3440 customer service requests relating to animal issues. • Council issued 177 vouchers of up to $30 to assist offset the cost of de-sexing animals. • Council recorded a 22 per cent decrease in the number of animals impounded, due in part, to the ongoing promotion of responsible pet ownership including the need to have adequate fences and enclosures.

Lockyer Valley Art Gallery

Arts and culture There were 10 exhibitions held at the Lockyer Valley Art Gallery during 2012/13 with an average showing of five weeks. Of those, four were from local artists, four were from outside the region with one from inmates at the Southern Queensland Correctional Centre and one from art students at Lockyer District High School in Gatton. Council openly encourages local artists to submit artwork for showing with the Centre currently booked through until the end of 2015. In a bid to increase patronage to the Art Gallery and increase awareness of the arts in general, Council will engage a consultant to develop an Arts and Cultural Plan. The Plan will identify areas of Arts and Culture that the community has an interest in and will assist with the future development of the arts.

Building and plumbing

assisting flood affected residents rebuilding, repairing or relocating their flood damaged homes. The Unit continued to successfully negotiate outcomes with residents and provided an average plumbing development application turnout time of just four and a half days, compared to the ten day requirement under the Plumbing and Drainage Act. The Unit continues to: • Perform inspection services for plumbing and building works • Provide general advice for future building and plumbing approvals • Assist the community in the interpretation of legislation • Perform regulatory compliance inspections in response to customer service requests • Process preliminary building applications and site variations; and • Issue building approvals and plumbing permits.

Design services Throughout the 2012/13 Financial Year, Council’s Plumbing and Building Services Unit provided advice on a wide range of topics including

Council’s plumbing section is unique in that it is able to provide reports and designs for subdivisions within the Lockyer Valley and neighbouring

areas and a hydraulic design service for commercial buildings.

Approvals During the 2012/13 Financial Year, 93 per cent of applications were decided by delegation with only seven per cent referred to Council for a decision. This is an excellent outcome for Council and genuinely reflects the level of maturity and confidence in our internal processes and staff ability. Last financial year, 73 per cent of plumbing applications were finalised. In the 2012/13 Financial Year, 135 per cent of applications were finalised (representing an increase of 62 per cent) due to Council assisting applicants finalise older applications.

Bushfire Assessments To minimise the impact of bushfires on newly constructed properties, Council carries out Bushfire Assessments to proposed properties deemed to be in a high risk area providing the client with a Bushfire Attack Level (BAL). The BAL then forms part of the Australian Standard AS3959 outlining how the property must be constructed in order to protect it from the threat of future fires.

Lockyer Community

At a glance â&#x20AC;&#x201C; Plumbing There were 1587 plumbing inspections carried out in 2012/13, a decrease of 3.1 per cent from 1639 last financial year.

Plumbing Inspections

There were 302 plumbing applications lodged and approved this financial year representing a decrease of 33.6 per cent last financial year. Of those, 211 were dwellings compared to 335 in 2011/12 representing a decrease of 37.0 per cent. This year there were 400 Final Certificates issued for plumbing applications compared to 335 last financial year, an increase of 19.4 per cent, with Council assisting applicants finalise older applications.

Building Inspections

2000

1500

1000

500

2011/12

2012/13

Plumbing Applications 500

2011/12

2012/13

Pool Related Customer Service Requests 50

At a glance â&#x20AC;&#x201C; Building

400

Council conducted 827 building inspections during 2012/12, down 23 per cent from 1076 in 2011/12.

300

40 30 200 20

During the 2012/13 Financial Year, Council responded to 41 pool related customer service requests, up 98 per cent on the 21 requests last financial year. Council staff issued 11 pool safety certificates with 84 per cent approved. Twenty four pools were investigated for non compliant fencing including one immersion incident. Council received 233 building applications, down from 335 or 30 per cent during the 2011/12 Financial Year. The decrease due in part to Council no longer providing private certification services outside the region.

100 10 0

2011/12

2012/13

2011/12

Applications lodged

2012/13

Number of houses

Final Certificates 400

Building Applications 350 300

300

250 200

200

150 100

100

50 0

Lockyer Valley Regional Council | 2012/13 Annual Report

2011/12

2012/13

2011/12

2012/13

Childcare Lockyer Valley Regional Council operates two not-for-profit child care centres, the Gatton Child Care Centre and the Kensington Grove Community Kindy. The Gatton Child Care Centre operates Monday to Friday between 6am and 6pm catering for up to 60 children a day ranging in age from birth to school age. The Kensington Grove Community Kindy operates between 7am and 6pm Monday to Friday for up to 21 children ranging in age from birth to five. Both centres operate 50 weeks a year. Occupancy levels for the 2012/13 Financial Year ran at 90 per cent for the Gatton Centre and 74 per cent at the Kensington Grove facility.

Childcare Occupancy Levels – First Quarter (%) 100

• National Sunnies for Sight Day – donating to and raising awareness of eye care issues in East Timor • Clean Up Day – cleaning up the area promoting environmental awareness and pride in the region they live • Crazy Hair Day – raising money for Cancer research • Harmony Day – celebrating diversity within the community

• Purple Day – raising awareness of Epilepsy

60 40

• Earth Hour – to unite people and protect the planet through driving a sustainable future; and

20 0

Through the two centres, we are able to increase community awareness on a range of programs that impact a community at a local, national and global level including:

Gatton Child Care Centre

Kensington Grove Community Kindy

Average Occupancy Level

• Dress Differently Day – supporting children with Autism. By operating the two child care centres, Council is able to continue its ongoing support to the community through the provision of a high quality and safe learning environment for pre-school children.

Lockyer Community

the community that a library service would continue to operate.

Libraries One of the primary objectives of Council is to provide accessible and welcoming libraries for residents to enjoy. Council operates two libraries located in Gatton and Laidley and a mobile library used to access outlying areas of the region to provide facilities to those unable to access town for varying reasons. Lockyer Valley Regional Council remained committed to providing Laidley residents with its own library following the 2013 Australia Day weekend flood event. This was the second time in two years the Laidley Library was forced to close with an assurance given to

Library Memberships 20,000 15,000 10,000

Membership totals during the 2012/13 Financial Year were down 34.1 per cent, 13,051 in 12/13 compared to 19,818 in 11/12. The decrease in patronage is in part due to the extensive damage from the 2013 Australia Day weekend flood event. The use of the Mobile Library in Laidley also meant it was unavailable to service the outlying areas of the region, again adding to the decrease in patronage. Lockyer Valley Regional Council prides itself on providing more than just a service where people can borrow books and magazines. Our local libraries are a place where people can meet and where parents and children can interact and enjoy the company of others as well as being a place of learning. There have been a number of activities held in our local libraries including:

5000 0

As an interim measure, Council’s Mobile Library was deployed to Laidley while a section of the Laidley Administration Centre was renovated until a more permanent measure can be found.

2011/12

2012/13

• Rhyme Time and Story Time – program held every Tuesday morning allowing new parents to socialise with other new parents

and where children can coordinate actions with songs as well as socialise with other children. • Mobile phone classes – a Telstra grant project aimed at teaching elderly residents how to use and operate a mobile phone. • School holiday program – including the Summer Reading Club, the library runs a number of holiday activities aimed at making the school holidays fun. • Author visits – a number of authors visited through the 2012/13 Financial Year to talk about their latest works and why they enjoy writing. Authors include Nicole Alexander, Geoff Barlow and Don Tate. • Storm warning information sessions – Council’s Manager of Disaster Management held a number of free information talks about storm safety in the lead up to the summer storm season. The Queensland Police Service, State Emergency Service, Queensland Ambulance Service and Queensland Fire and Rescue Service representatives were on hand to outline their role in time of need and to answer questions. • Main Street project – an opportunity for local residents to come together and recollect and document the history of buildings within the main street.

Available Borrowings 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0

2011/12

2012/13

Lockyer Valley Regional Council | 2012/13 Annual Report

Gatton Library

Multicultural Services Council recognises that an effective and happy community is one that embraces the diversity of its people. It is one community made up of a number of different cultures all working together towards the same goals. In uniting the community and celebrating all the wonderful attributes different cultures bring, Council held a number of multicultural events including: • Lockyer Multicultural Festival – going from strength to strength, the event is a great way to promote positive intercultural relations in a fun and relaxing family friendly atmosphere. This year some 2000 people attended the free event which included a variety of activities, entertainment and international food tastings. • Living Books – for the first time, Council held a Living Books series thanks to a $19,500 grant provided by the Department of Immigration and Citizenship.

Held during Refugee Week, the series saw a number of refugees outline the turmoil and struggles they had on their journey to Australia where they found peace and harmony. The series was an outstanding success with attendees genuinely surprised at the heartache and hardships people in the local community have endured and were inspired at the lengths people would go to find happiness. • School visits – Council attended a number of local primary schools to promote positive intercultural relations and to grow an understanding and tolerance of cultural diversity on our community. As part of Council’s induction program, training is given on multicultural relations. The course outlines the cultural diversity within the Lockyer Valley and gives staff the understanding and ability to respond to different cultures beliefs and needs, including building awareness of the translation and interpreter services available.

Settlement Grants Program Council was successful during 2012/13 in securing $90,000 from the Department of Immigration and Citizenship to deliver the Settlement Grants Program. The program aims to increase the independence, knowledge and self-reliance of people from different cultural backgrounds that relocate to the Lockyer Valley. Clients eligible to receive this service include permanent residents who have arrived in Australia in the last five years as: • Refugees or humanitarian entrants • Family stream migrants with low English proficiency; and • Dependants of skilled migrants with low English proficiency As part of the program, Council provides a referral service to mainstream service providers and holds a Homework Club during school terms to assist school aged children from culturally and linguistically diverse backgrounds understand and complete their homework.

Lockyer Community

Waste, Health and Regulatory Services Council is responsible for the health and safety of people residing in the Lockyer Valley and monitors aspects of the natural and built environment that may have adverse health implications.

• Continued the popular school based vaccination program run in partnership with Queensland Health. Over 2250 vaccinations were carried out including:

In achieving this, Council:

oo 588 Hepatitis B

• Investigated 1084 complaints, representing an increase of 23.9 per cent on last year. Complaints include unsightly allotments, abandoned vehicles and nuisance complaints.

oo 233 Chicken Pox oo 307 Diptheria-Tetanus-

• All personal appearance service businesses including hairdressers, beauty therapists,

2250

school based vaccinations carried out

Investigations 1500 1000 500

Pertussis 0

oo 1125 Human Papiloma. The

spike in Human Papiloma (129 per cent on last year) is due to the vaccine now being administered to Year 8 and 10 male students.

• Investigated 106 illegal dumping complaints. • Licensed and inspected 169 food businesses for compliance with the Food Act 2006, an increase of 15 per cent. This increase was due to an influx of new food business applications and an increase in follow up inspections.

over

tattoo and body piercing outlets, were licensed and inspected for compliance with the Public Health (Infection Control for Personal Appearance Services) Act 2003.

The Waste, Health and Regulatory Services Unit also administered 117 flu vaccine injections for staff and inspected 180 residential properties, 35 food businesses and four commercial businesses during the initial flood response phase for the 2013 Australia Day weekend flood event.

2011/12

2012/13

Food Business Inspections 175 150 125 100 75 50 25 0

2011/12

2012/13

School Based Vaccination Program 1200 1000 800 600 400

2011/12

Lockyer Valley Regional Council | 2012/13 Annual Report

Human Papiloma

DiptheriaTetanusPertussis

Chicken Pox

Hepatitis B

200

2012/13

Meal from Staging Post Cafe

Lockyer Valley Regional Youth Council

Youth Council Established in July 2008 as a way for youth to get involved in the local community, Youth Council is open to youth aged between 12 and 21 interested in having a say on the future development of the Lockyer Valley and in particular, youth services. Lockyer Valley Regional Youth Council was established to: • Act as a bridge between Council and local youth • Advise Council on local issues affecting youth

• Promote the community spirit and sense of belonging among local youth in a bid to eradicate alienation • Encourage local youth to take an active interest in the region they live in • Provide a forum enabling the views and opinions of youth to be heard; and • Provide an understanding of the functions of local government and the vital role Council plays in the local community. During the 2012/13 Financial Year, the Lockyer Valley Regional Youth Council participated in a range of activities designed to build networks, develop confidence and

leadership skills and encourage ideas and solutions including: • Big Day In – held in conjunction with National Youth Week, the Big Day In is the region’s premier youth event, this year attracting 670 young people. The event features adventure rides, young singers, bike displays, op shop fashion show, a climbing wall and includes a three hour disco. The Big Day In is completely planned and organised by the Youth Council and is fully supervised. • Workshops – a number of workshops were held throughout the year including staying safe on social media, fundraising and raising awareness of bullying and racism.

Lockyer Community

Infrastructure Services Parks and Gardens Council is serious about establishing the Lockyer Valley as a region of choice for vibrant rural living and one way that we aim to achieve that, is to ensure parks and open spaces are safe and well maintained for families, residents and visitors to enjoy. During the 2012/13 Financial Year, Council’s Parks and Gardens unit:

Acres of Parkland Maintained

• Maintained (mowed/slashed) 542 acres of parkland (equivalent to approximately 3655 average suburban house blocks) representing an increase of 65 per cent on last year, and 2253 acres of road shoulders (equivalent to 15,195 average suburban house blocks). • Cleaned 24,734 kilometres of kerb and channel and pavement area.

2011/12

2012/13

• Emptied public garbage bins more than 26,000 times. • Serviced public toilets 6916 times, representing an increase of 9.9 per cent on last year’s figures.

emptied public bins more than

26,000 times

Lockyer Valley Regional Council | 2012/13 Annual Report

mowed/maintained acres of parkland

542

cleaned

an area equivalent to

kms of kerb and channel

3655 average

suburban blocks

24,734

Strategy and Planning Regional Development

Digital Hub Opening to the public in April 2013, the Lockyer Valley Digital Hub, located at the Gatton Library, has gone from strength to strength in providing basic computer training to local residents, in particular the elderly. In the three months the Hub has been operating this financial year, 238 classes have been held to help people with limited or no computer skills gain experience in a friendly and supportive environment. As a society we are more reliant on computers than ever before and unfortunately, it is often the elderly that are left behind. The Digital Hub was established to provide the skills needed to operate electronic devices at a basic level and provide the confidence needed to undertake more in depth training. An analysis of clientele has shown 65 per cent are female with 76 per cent of attendees over the age of 55. Digital Hub topics include: • An introduction to computers – find out how a computer works, learn how to turn it on and off, use a mouse and keyboard. • An introduction to the internet – learn how to get on to the net, how to look for information and how to navigate around a website. • An introduction to iPads – learn how to turn it on, get an overview of iTunes, learn how to download apps, take photos and video and access the internet. • Email for the first time user – learn how to create an email account and send and receive messages.

• Facebook for the first time user – learn how to create a Facebook account, how to post and share documents and photos and learn about privacy settings. • Photo editing for beginners – learn how to import a photo, then crop and resize it. • Internet safety and security – learn how to maintain secure passwords, gain an understanding of internet crime and what to be aware of and how to safely manage your online privacy. • The NBN explained – learn all about the National Broadband Network, how it works and what it means for you. • E-Health – enrol in the e-health program allowing older residents to receive a variety of care from the safety and comfort of their own home. Talk to a doctor or nurse and receive medical assistance without the need to leave your home. As one of the first areas in Australia to receive the NBN rollout, there are a number of new technology opportunities that it brings. We are seeing a shift to more video conferencing and interactive connections bringing together business and customers, people with family, patients with doctors, students with teachers and residents with government agencies, and the Digital Hub is playing a pivotal role in that connection. The Digital Hub is part of a larger over arching strategy to ensure there is a planned approach for growth and resilience well into the future. By planting the seeds of technology today, as a community, we will all prosper tomorrow. The Digital Hub will remain operational until late 2015 and was made possible thanks to funding from the Commonwealth Department

of Broadband, Communications and Digital Economy.

Events Lockyer Valley Regional Council is committed to delivering professional and highly successful events while at the same time helping local communities gain the capacity to run their own events. Events run by Council include: • Laidley Spring Festival – a local community event marketed to the wider Brisbane population, the event is a major attraction on the region’s tourism calendar. • Anzac Day Services – a number of local services were held throughout the region in partnership with local RSL clubs to ensure the memories and tradition of our diggers are not forgotten. • Lockyer Valley Business, Training & Apprenticeship Awards – for the first time, Council ran the awards independently and introduced a number of new categories including People’s Choice. Council secured sponsorship for the Awards resulting in a cost neutral event. • Australia Day 2 – as a result of the devastating 2013 Australia Day weekend flood, Council received a grant from the Queensland Government to run an Australia Day II event in Laidley. The event featured a lamb BBQ cook off with Sam Kekovich and helped flood devastated businesses get back on their feet. Thousands of people attended the event which assisted to bring the community together. Events supported by Council include: • Gatton and Laidley Shows – Council showcased available services including youth and multicultural with the use of the Mobile Educational Resource Centre (MERC) van.

Lockyer Community

Gatton Pool

• Lockyer Off Road 300 – one of Australia’s premier rally championships, Council helped secure the event in the Lockyer Valley and is a major partner each year. • Gatton Christmas Carnival – run in partnership with the Lockyer Better Business Chamber, the family focused events attracted more than 2000 people. • Good Food and Wine Show – attracting approximately 20,000 people, Council was able to highlight its local produce including cheese, meat and fresh produce. • Lockyer Powerfest – close to 4000 attended the powerboat championships held at Lake Dyer in Laidley. The event also included a street party.

Planning and Environment Lockyer Valley Aquatic Centre At a cost of more than $11 million, plans are underway for the construction of the new Lockyer Valley Sports and Aquatic Centre. The centre, located next to the Gatton Sports Centre, is expected to take 12 months to complete and will replace the ageing Gatton Pool once completed. During the construction phase of the Sports and Aquatic Centre, the Gatton pool will remain open.

The Aquatic Centre Project will include:

servery and cold stores with male and female amenities

• A 10-lane Olympic sized swimming pool (50m)

• Upgrade car park

• A learn to swim sized pool

• Existing services upgrade

• Plant rooms

• Refurbishment of the existing grand stand; and

• A clubhouse/control room; and • Interior refurbishment of the sports centre to upgrade the kitchen and offices.

Laidley Sport and Recreation Centre Lockyer Valley Regional Council has made a commitment to Laidley’s future with a $3 million Multipurpose Sports and Recreation Centre to be built at the Laidley Recreation Reserve. After going through two floods in as many years, the establishment of a modern sports centre is an important piece of infrastructure for the local community. At a cost of $3 million, the investment ensures the town will have a state-of-the-art facility for generations to come. Stage One of the Laidley Multipurpose Sports and Recreation Centre will be built in association with the Commonwealth Government thanks to $500,000 in funding received from round three of the Regional Development Australia Fund (RADF) program. Stage one of construction includes: • A new single level clubhouse to accommodate multi-purpose room, kitchen, food preparation,

Lockyer Valley Regional Council | 2012/13 Annual Report

• Landscaping throughout the new car park on entry to the new clubhouse.

Disaster Management As part of Council’s aim to build community resilience in the wake of the two flood events, the Disaster Management Unit has set up Local Disaster Community Coordination Committees (LDCCC). The LDCCC is made up of between six and ten community members with extensive knowledge of their local area who are able to assist in the coordination of disaster events affecting their local community. Council has established LDCCC in: • Murphys Creek • Forest Hill • Junction View; and • Mulgowie (to be established early in the new financial year). Teams undergo regular and extensive training in Council’s Disaster Coordination Centre. In time of need, the groups are able to assist in the dissemination of information to the community and help with the rapid establishment of disaster evacuation centres.

Looking Forward

• Promote external funding opportunities to the community and facilitate access to providers. • Develop a regional plan for bikeways and pathways that encourage their use. • Maintain public health and food safety standards. • Provide services facilities and opportunities enabling people to gather together and connect with each other. • Facilitate a regional approach to improve coordination of services for residents. • Develop a regional response to Council, community and affordable housing.

Lake Dyer

Lockyer Community

Lockyer Valley Regional Council | 2012/13 Annual Report

Working together to unify our community.

Contents 68 Community and Development Services 69 Corporate Services 71 Governance and Policy

Key initiatives • Customer Service Charter • Branding/corporate identity established • Online customer request management

Performance indicators • Community engagement in Council decisions • Understanding of Council’s role • Customer satisfaction with Council’s leadership

Lockyer Leadership

Council’s MERC Van

Community and Development Services Community Development Services Tasked with the job of facilitating and supporting the delivery of community led initiatives, the Community Development Team builds on the strengths and capacities of the Lockyer Valley community. Throughout the 2012/13 Financial Year, the team conducted a number of community based projects including: • Community capacity building workshops – eleven workshops were conducted with the primary aim of providing community groups with the skills to better market themselves through media outlets and fundraising opportunities.

• Mentoring for Grant Writing – empowering community groups with the skills and knowledge to successfully write and attract funding through improved grant writing. • Wellbeing Expo – hosted the second annual Expo to increase understanding and access to services and facilities that promote wellbeing, self care and lifestyle.

e-Newsletter Council continued the ‘Council Community Connect’ Newsletter as a mechanism to effectively target community groups and service providers within the region. The newsletter outlines services and Council initiatives that will increase their membership base and assist with strengthening their individual groups through funding opportunities, community events and Council support services.

Lockyer Valley Regional Council | 2012/13 Annual Report

MERC van As a way to better engage with the community, in particular to engage with the farming community and people from culturally and linguistically diverse backgrounds, funding was attracted for the development of a Mobile Education Resource Centre (MERC). This trailer, which was launched late June 2013, will be used across the region as an engagement and community education tool and is equipped with a range of technologies including TV and data projection. Being mobile, the MERC van can visit remote locations and provide engagement sessions in a fun and interactive environment on issues such as disaster awareness and preparedness.

Corporate Services

responded to

48,471 customer service

Customer service

requests

Lockyer Valley Regional Council has a strong customer service focus with a desire to improve accessibility to Council services. We continually strive to meet or exceed customer expectations while offering the best value for service. Council has developed a strong customer focus throughout the organisation and continually strives to support excellence in service delivery and customer communication. Lockyer Valley Regional Council is a flexible organisation that is able to adjust and meet our customersâ&#x20AC;&#x2122; changing requirements.

Customer Service Requests 2012/13 19%

15% Customer Service Animal Control 9%

Infrastructure Services Rates

Waste

Planning Services 14%

Plumbing Building Serivces Environmental Health

Other Council Services 8%

12%

Customer Service Centre Councilâ&#x20AC;&#x2122;s Customer Service Centre continues to provide a centralised and integrated service model for customers with staff raising 48,471 new service requests. Introduced in 2012, the new service request system allows Council to track customer requests and report on service problems or issues. The system increases our accountability for service delivery and improves the quality of customer interaction. Of all service requests lodged, 53 per cent were made via telephone.

Lockyer Leadership

Contact Centre Located within the Gatton Customer Service Centre, is our Contact Centre. Staffed by trained personnel, the Contact Centre answered 55,790 telephone enquiries during the 2012/13 Financial Year with the average call being answered within 1 min and 23 seconds.

Top 6 Calling Exchanges 2012/13 2742 10,598 3486 Toowoomba Gatton Brisbane 3917

Lowood

The average call length was seven minutes and 12 seconds with 1760 calls received outside of Council’s normal operating hours.

Laidley Hattonvale

4012

Customer Service staff processed 84,388 receipts and processed 11,649 QGAP transactions at the Laidley Office. QGAP is the Queensland Government Agent Program providing information, help and advice on State Government services.

Service standards As a way to provide the best level of customer service we can, Council introduced a Customer Charter. By doing so, we are able to bring consistency and reliability to our product by enhancing our service delivery and ensuring there is accountability with each request. It also ensures there is consistency in our responses and sets out very clear and formal expectations for staff including: In all our dealings we will: • be honest and act with integrity • show respect and acceptance, with an open minded approach • provide clear and open communication. Customers can expect: • courteous and professional service • accurate and consistent information • confidentiality • accessible, plain English information.

6055

Our Counter Service team: • will deal with all enquiries accurately and efficiently • aim to resolve 80 per cent of enquiries through our Customer Service Team. When you call us: • if you are making a request that we will need to action, we will give you a reference number to quote should you need to re-contact us. When you write to us: • we will respond within 10 working days of Council receiving the correspondence.

Corporate Applications Project As a way to improve our core business processes, we have commenced the Corporate Applications Project which is taking us from using a number of older systems, left over from amalgamation, to a cutting edge business environment. The Technology One systems – OneCouncil & ECM will integrate corporate systems with real-time connectivity allowing us to better service our customers both internally and externally.

OneCouncil encompasses our Financial, Property & Customer related systems requirements while ECM meets all of our compliance standards for appropriate document management as a public authority. Council introduced ECM in April 2013 with the OneCouncil system coming on line early in the new financial year.

Documenting and streamlining processes Council is committed to providing the highest level of customer service to our residents which is why we are documenting how services are provided. Information is analysed and used to help the organisation streamline business processes allowing us to provide better and more transparent service to our customers. By documenting our processes, we are building a customer centric organisation focused on service delivery from the customers perspective.

answered

55,790

phone calls 70

Lockyer Valley Regional Council | 2012/13 Annual Report

Governance and Policy Corporate Communication Council’s Corporate Communication Unit plays a pivotal role in ensuring the community is well informed of Council decisions, initiatives and events. During the 2013 Australia Day weekend flood event, the Corporate Communication Unit relayed information to the community from the Disaster Coordination Centre. One of the most effective communication channels was the delivery of information through Facebook. From the moment the Disaster Coordination Centre

total weekly

was operational, Corporate Communication was issuing alerts and general information. Our ‘likes’ went from 1722 to 5631, an increase of 227 per cent with the weekly total reach rising from 2457 to 141,218, an increase of 5647 per cent. While Council’s increased use of social media was by no means the only channel of communication to the wider community, it was increasingly seen as an effective tool in being able to deliver key messages to its intended audience. Even in cases where there was no power, residents were able to access vital information from their mobile devices.

Facebook likes rose

Facebook reach rose

5647%

from 2457 to 141,218

227% from 1722 to 5631

Annual Report Award Over the years, annual reports have evolved from a medium solely promoting an organisation’s financial position to a platform that analyses all areas of an organisation’s performance. An annual report looks at an organisation’s ability to operate sustainably into the future by analysing how strategy, governance, policy and past performance coupled with key projects assist guiding it towards its future goals. The role of local government has changed considerably over the years with Councils playing a bigger role in the local community than ever before. The Lockyer Valley Regional Council 2011/12 Annual Report contained an accurate record of Council’s achievements and activities for the financial year set against strategic objectives and after an exhaustive review process, was presented with a Bronze Award in the Australasian Reporting Awards. To be recognised in this field is a major achievement for a council of this size competing against multi-national companies such as BHP Billiton, Myer, Macquarie and Westpac Banks, all past recipients of a bronze award.

Your Valley News Originally delivered to more than 36,000 residents each quarter, the Council designed newsletter proved so popular it is now issued monthly. Keeping residents informed of Council projects, programs, services and events, Your Valley News remains a well-liked and important communication channel for Council. The publication allows Council to target key projects including a Budget and flood edition.

Innovative Communication Channels Council’s Communication Team is continually looking at innovative ways to communicate with the community. One way that has proved extremely successful is the development of YouTube clips. In the lead up to and during the summer storm season, the Corporate Communication Team developed, filmed and edited a series of important summer storm safety messages in collaboration with the Manager of Disaster Management. Each episode was filmed in house in a light hearted and friendly manner, but with a serious undertone message. Messages were uploaded to our YouTube page with a link issued through our Facebook account. The series was extremely successful with a number of leading State and Commonwealth Government agencies using the messages as part of their disaster management education. Access to the videos can be found on our website at www.lockyervalley.qld.gov.au

won a

bronze award in the Australasian Reporting Awards

Lockyer Leadership

Valley Voice

General

Collaborative activities

As another means of communicating with the wider community, Council has a full page informative ad each week in the local paper, the Gatton Star.

One of the primary functions of the Corporate Communication Team is to provide marketing and communication support to all sections of Council and protect the corporate and brand image of the organisation.

Lockyer Valley Regional Council has worked in close partnership with key stakeholders as we endeavour to continue to improve services and opportunities in the region. During 2012/13, Council:

To facilitate this, each section has an allocated communication representative available to assist with writing media releases, drafting high level documents and marketing collateral and developing interactive projects.

• Provided support to local education outlets to assist with the successful establishment of the Lockyer Valley BEST (Bring Employers and Schools Together) group. The group builds cooperative and productive relationships between schools and local industry to develop and promote career pathways and employment opportunities.

The page allows Council to promote upcoming events and communicate key messages to the community in one centralised location without the need for other areas of the organisation to have to spend money on additional advertising.

Community Service Announcements As part of Corporate Communication’s objective of communicating to the community in an efficient and cost effective way, the Corporate Communication Team actively promotes community focused events free of charge on the local radio station, River 949, through targeted Community Service Announcements.

New Resident Kit One of the most daunting aspects of moving to a new area is determining what services are available, where points of interest are located, how to contact Council and what day the bin needs to go out. As a way to make moving to the Lockyer Valley easier, the Corporate Communication Team put together a ‘New Resident Kit’. Outlining a raft of services offered by Council including important contact information and places to go, the kit is mailed to all new residents and is also available from local Visitor Information Centres.

As part of this role, the Communication Team is working in close collaboration with the Human Resources Unit to develop a DVD outlining the diverse range of careers available within Council to be shown at an upcoming careers expo. The DVD will be written, shot, edited and voiced by the Corporate Communication Unit saving Council approximately $20,000.

Strategy and Planning

Regional Development Council’s Regional Development Team is the first contact point for businesses wanting to establish themselves in the region and to assist those already in operation.

• Partnered with the Business Enterprise Centre Ipswich to apply for funding to assist businesses with disaster recovery and resilience activities. • Provided financial assistance to Lockyer Better Business to engage a facilitator to improve services for business and industry.

Industry Forums

The Unit streamlines Council operations and provides a single point of entry and ‘one stop shop’ for businesses doing business with us.

Council hosted six industry forums throughout the financial year presenting a variety of topics including businesses support programs and initiatives.

Online Business Directory

The business forums also provide a platform for networking opportunities and for businesses to build partnerships with other local service providers.

As a way to assist people find local services and for businesses to promote themselves, Council developed an online business directory. There has been a 25.2 per cent increase in business listings last financial year with 273 local businesses and 84 community groups listed.

• Established the Lockyer Valley Regional Development Strategy Advisory Panel. Comprising members from the business community, the panel facilitates improved stakeholder engagement between local business, industry and Council.

Lockyer Valley Regional Council | 2012/13 Annual Report

Looking Forward

• Develop an annual Engagement Plan for high level strategic community engagement. • Implement a new customer request system. • Identify Council’s response to climate change and carbon tax policy. • Collaborate with regional industry, institutions and government to promote, improve and develop resources.

Cunningham’s Lookout, Laidley

Lockyer Leadership

Lockyer Valley Regional Council | 2012/13 Annual Report

Working together to secure our farming future.

Contents 76 Community and Development Services 77 Strategy and Planning

Key initiatives • Regional Food Strategy • Facilitate the development of a regional fruit and vegetable canning and processing plant

Performance indicators • Farming business engagement • Good quality agricultural land used for farming

Crop dusting at Forest Hill

Lockyer Farming

Community and Development Services Community Development Services Farming workshops The Lockyer Valley has the seventh most fertile soils in the world and as part of our commitment to continue to work in partnership with primary

producers, Council consulted with famers asking how they like to receive information. Attending local cattle yards and meeting farmers on the land, the overwhelming consensus was that printed collateral didnâ&#x20AC;&#x2122;t work and that they preferred a more interactive approach. After completing the consultation process and taking into account

Lockyer Valley Regional Council | 2012/13 Annual Report

the opinions of farmers, a Mobile Education and Resource Centre (MERC) Van was developed, see page 68. The MERC Van is portable and able to deliver interactive education and disaster preparedness training to farmers on site and at a time that is beneficial to all parties.

Forest Hill

Strategy and Planning Regional Development

Agricultural Shows • Regional Flavours As a way to promote the Lockyer Valley and the wide array of fresh produce available, Council attended the 2012 Regional Flavours Exhibition located on the banks of the Brisbane River at Southbank. Council invited a number of local food producers and suppliers to be part of our exhibition giving them the opportunity to promote their produce and food to the more than 10,000 visitors to the event. During the event, Council promoted the region as an ideal tourism destination to the Brisbane and South East Queensland market. • Ekka

• Royal Easter Show As Australia’s largest annual event attracting close to one million people, Sydney’s Royal Easter Show is renowned as Australia’s premier agricultural show and is the ideal event to expand on the success of the Ekka. Council will be meeting with organisers of the Royal Easter Show in August 2013 to discuss attending the 2014 event. As with the Ekka, a number of local primary producers and food suppliers will accompany Council to the Show.

Partnering with The University of Queensland, the Regional Development Team facilitated a comprehensive two day Rural Business Training Workshop aimed at helping local rural businesses weather future challenges. Held on Tuesday 4 September and Wednesday 5 September 2012, attendees were accredited with two units of competency:

The first, to highlight the Lockyer Valley as the ideal short break destination located just over an hour’s drive from Brisbane and the Gold Coast.

• Keep records for a primary production business, and

The Ekka is an ideal platform to highlight the abundant variety of fresh produce available within the Lockyer Valley and to showcase the region to the close to half a million people that attend the show over a ten day period.

Feasibility study for a National Food and Innovation Centre The Lockyer Valley has a long and proud agricultural history boasting some of the most fertile soils in the world. The Lockyer Valley produces 98 per cent of Australia’s winter vegetable requirements and is ideally poised for the establishment of a National Food and Innovation Centre to be: • A national food showcase

Rural Business Training Workshop

Attending the 2012 Royal Brisbane Show for the first time, Lockyer Valley Regional Council had two stands in operation.

The second, located in the agricultural hall, highlighted the region’s food production and local produce suppliers.

• Identifying estate planning requirements, clarifying arrangements and implementing estate planning.

• Manage estate planning Funding secured by Council reduced the cost from $1430 per person to just $200 or $150 as an early bird package.

• An education and training facility; and • An integral part of Council’s tourism strategy. Located just over an hour’s drive from Brisbane and the Gold Coast and just 45 minutes from Ipswich and 30 minutes from Australia’s largest inland city, Toowoomba, the Lockyer Valley is perfectly poised to capture the growing driving market. Council commissioned The Stafford Group to carry out a feasibility study on the creation of a National Food and Innovation Centre including providing recommendations on a suitable location and assessment of the long term economic sustainability the project. The feasibility study will also:

Topics covered in the workshop include:

• Identify potential investment partners

• Preparing and processing financial transactions

• Analyse concept components

• Managing cash flow • Identifying business goals • Identifying and planning strategies for business growth; and

• Evaluate all options • Identify the complete scope of works • Estimate capital costs and potential visitor numbers

Lockyer Farming

• Estimate recurrent cost implications; and • Align with other Council strategies and plans. The feasibility study is expected to be completed early next financial year.

Regional Food Sector Strategy To further enhance the sustainability of the agricultural sector within the Lockyer Valley, Council commissioned The Stafford Group to undertake a Regional Food Strategy. The Strategy will outline initiatives that Council, local farming groups and other key stakeholders can undertake to ensure the region’s fruit and vegetable production remains viable for generations to come.

In developing the strategy, Council, in partnership with The Stafford Group, have commenced an extensive consultation process with primary producers of all sizes as well as industry and key stakeholders representatives. While the final report won’t be completed and tabled before Council until early next financial year, initial challenges include: • The reliability of water supply for the agricultural sector • A general fear of change within the agricultural fraternity • A lack of product diversity driven by the demands of the major supermarket chains • Increased production costs for farmers

Lockyer Valley Regional Council | 2012/13 Annual Report

• A rising level of farm debt ratios; and • An ageing farming demographic, now recognised as 60+ years. While the challenges facing the Lockyer Valley farming community are not unique, in fact all farming communities are facing the same challenges, what sets us apart is our geographical location. Located a little over an hour from Australia’s third largest city, Brisbane, the Lockyer Valley has easy access to Brisbane and Gold Coast International Airports, the Port of Brisbane and all major Australia highway networks. The Lockyer Valley is ideally situated to take full advantage of transport logistics including rail, road, air and sea.

Looking Forward

• Develop and drive a Lockyer regional food brand. • Continue to enhance the local agricultural sector through the implementation of the Regional Food Sector Strategy. • Drive and promote the agricultural produce of the region to an overseas market. • Advocate to protect good agricultural land and aquifers from incompatible uses such as coal seam gas extraction.

Lockyer Farming

Lockyer Valley Regional Council | 2012/13 Annual Report

Working together to strengthen education, training and career pathways.

Contents 82 Corporate Services 82 Strategy and Planning

Key initiatives • Develop partnerships with regional universities • Annual summit of education and training providers

Performance indicators • School-based traineeships and apprentices • Partnerships established • Education and training providers within the region

Lockyer Livelihood

Corporate Services Organisational Development School based traineeships, apprenticeships and cadetships Lockyer Valley Regional Council believes in the strengths and abilities of local youth and offers school based traineeships and apprenticeships across a number of sections of the organisation. One of the largest employers in the region, Council has a strong sense of community pride and relishes the opportunity to employ and train people with a strong passion and determination to make the Lockyer Valley the region of choice for vibrant rural living. At the beginning of each year, Council approaches local high schools asking them to nominate students they feel would be well suited to undertake a traineeship or apprenticeship. We then short list applicants and along with their parents, outline what Council is able to offer and what is expected of them during their tenure. An agreement is then undertaken between Council, the school and the successful candidate. Students commence their traineeship at the beginning of Year 11 and have until the end of Year 12 to have it completed.

During 2011/12, Council took on five school based traineeships in the field of Business Administration with students attending Council one day a week. Traineeships are also offered in horticulture and child care. Council also indentured an apprentice chef at the Council owned and operated Staging Post Café located at the Lockyer Valley Cultural Centre. Council also takes on apprentice mechanics, plumbers, electricians, builders and child care workers when a position is required. Our ongoing commitment to providing education and training pathways for local youth has paid dividends with Council currently employing 39 staff who started their career at this level. Council employee, Don Neumann, started as an apprentice mechanic 42 years ago and over the years has undertaken a number of courses as he worked his way through the ranks to where he currently holds the position of Plant and Fleet Coordinator. For Council staff wishing to further their skills or who have shown a natural talent in a chosen field, cadetships may be offered proving a full degree in the field of accounting, planning and engineering. During 2011/12, Council had four cadets.

Strategy and Planning Regional Development Regional Workforce Development Plan Lockyer Valley Regional Council has been working in collaboration with local business at the annual Skills Summit to draft a Regional Workforce Development Plan. The plan has been designed to assist both Council and businesses ensure the region’s workforce has the skills and experience required now and into the future as the area develops and grows. Input from local businesses has been crucial in developing a range of strategies, priorities and actions for achieving our required outcomes.

Education partnerships Council plays an active and important role in the Lockyer Valley BEST Group (Bringing Employers and Schools Together), also see page 72. The Group is a collaborative partnership between our local high schools, Council and local business and industry with the sole purpose of building cooperative and productive relationships between all groups to promote and create employment pathways for the region’s youth. The Group conducted a number of beneficial and productive seminars during 2012/13 including presenting student perspectives of work experience at the Lockyer Valley Skills Summit. Council also participated in industry validation for Vocational Education Courses and conducted mock interviews for students entering the workforce.

Lockyer Valley Regional Council | 2012/13 Annual Report

Looking Forward

• Continue to increase knowledge and career pathways, provide learning opportunities and relevant workplace skills to local youth through the continuation of the Bring Employees and Schools Together (BEST) program. • Increase the number of trainees and apprentices Council accepts in the 2013/14 Financial Year. • Continue to promote the good work of local apprentices and trainees through a dedicated award as part of the Lockyer Valley Business Training and Apprenticeship Awards.

Lockyer Livelihood

Lockyer Valley Regional Council | 2012/13 Annual Report

Working together to enhance, attract and diversify business and tourism opportunities.

Contents 86 Strategy and Planning

Key initiatives • Gatton West Industrial Zone • Development of a motel in the Lockyer Valley • Facilitate backpacker accommodation • Business development strategy

Performance indicators • Number of regional businesses • Tourist and visitor numbers • Number of businesses assisted • Regulatory time for business set up

Patrick Street, Laidley

Lockyer Business

Strategy and Planning Strategy and Planning

• Budget accommodation

Council’s Strategy and Planning Unit provides the organisation with high level advice and coordination on both long term and whole-of-organisation strategy and planning matters. A key area of focus during 2012/13 was the strategic planning of Council’s commercial development prospects including the market testing, urban design and planning of Council owned land including:

Lockyer Valley Regional Council | 2012/13 Annual Report

Lockyer Valley Regional Council acknowledges there is a strong demand for budget accommodation within the region and we are doing everything we can to facilitate such lodgings. Boasting some of the most fertile soils in the world and with such a large agricultural base, transient workers play an integral part in keeping the region moving forward. We need to be able to welcome backpackers to the

region and encourage them to stay, and in turn, spend money locally. We also need to ensure they are able to find affordable accommodation that complies with all legislative requirements and that is close to town. Budget accommodation has been identified within Council’s economic strategy and we will continue to do what we can as a local government body to attract investment of backpacker and transient worker infrastructure.

• Lake View Accommodation Precinct A 7607 square metre parcel of land was strategically purchased by Council and re-zoned allowing for the development of a 4 to 4.5 star motel in Gatton. Council’s decision to offer the land for the development of a motel follows significant consultation with the community, key industry leaders and businesses, all of which have identified the need for quality short to medium term accommodation. At present there is only one motel in the region providing a 20 room 3.5 star facility, the remainder being predominately pub style accommodation better suiting the backpacker market rather than the corporate or leisure market. Council is eager to work in partnership with developers to facilitate a motel development and will assist streamline Council processes to see the project come to fruition. Council has even agreed to provide and has budgeted for the construction of road infrastructure for the project.

GWIZ A major component of the Lockyer Valley Economic Development Precinct is the creation of the Gatton West Industrial Zone (GWIZ).

Potential features of the development will include: • A heavy vehicle rest area • Service station

The GWIZ concept, with the support from State and Commonwealth Government Agencies, will generate job creation, including opportunities for local youth and will not only substantially grow the economy of the Lockyer Valley, but the entire western corridor.

• Warrego Highway overpass connecting East and West bound traffic

Located on 247 acres (approximately one million square metres or 1666 average suburban house blocks), the site is perfectly located to capitalise on the Lockyer Valley’s perfect geographical location.

The majority of the site is flood free and bordered by the Warrego Highway and western rail line and is an example of how Council is taking a proactive role in attracting investment opportunities and jobs to the region.

Nestled at the foot of the Great Dividing Range, the Lockyer Valley is a little over an hour’s drive from the Port of Brisbane and both the Brisbane and Gold Coast International Airports. The region also has easy access to all major interstate highways making it an affordable and viable transport hub, see map on page 14.

• An industrial hub • A showground; and • Future residential development.

The GWIZ concept has been finalised and submitted for assessment as part of a staged development that we anticipate will see activity on site during 2015.

Lockyer Business

Regional Development Industry forums Lockyer Valley Regional Council continued to host industry forums throughout 2012/13 as a way to engage with business and industry representatives. Some 245 business operators attended the forums with successful outcomes including increased local business with Council, improved service for our business customers and successful applications for business grants. Events during 2012/13 include: • Procurement Information – supplying goods and services to local government • Council update – hosting Lockyer Better Business Networking Breakfast

• Professional development workshop – dealing with difficult people and situations • Trade and Export Industry Assistance – how to be export ready and the Enterprise Connect Program • Simplifying approvals for local business – Council’s single point of contact for local business and update on the progress of Council’s new Planning Scheme • Skills Summit 2013 – a full day professional development conference focusing on a Regional Workforce Development Plan; and • Queensland Week celebrations – initiated by Council, colouring the Lockyer Valley Maroon was seen as a fun way to get the retail and business community united in a common theme.

Lockyer Valley Regional Council | 2012/13 Annual Report

Business kits Council is utilising information provided by the Australian Business Register to identify and provide new business operators in the region with an information business kit. Each kit provides the registered owner with a business check list as well as practical information on business assistance and information on how Council can assist. Kits also provide an economic brief of the region with valuable statistical information, as well as a tourism and economic development DVD and a direct link to Council’s Regional Development Team.

Business bulletin As a way to further assist local business and industry, a quarterly e-newsletter has been developed. The newsletter provides information on business events and support initiatives.

Looking Forward

• Develop a regional development strategy that promotes the business, economic and locational advantages of the region. • Provide local businesses with practical support and incentives to incubate and develop business. • Streamline Council’s policies and regulations to enable and attract business opportunities and investment. • Develop strategic partnerships with key industries and government departments to explore regional business.

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Working together to enhance and protect our environment and landscape.

Contents 92 Community Development Services

Key initiatives • Pest Management Plan • Lake Apex Master Plan • Nature conservation strategy

Performance indicators • Waterway health rating • Outdoor recreation satisfaction • Weed and pest numbers • Land covered by conservation agreements

Lake Clarendon

Lockyer Nature

Community Development Services Planning and Environment Lockyer Valley Regional Council provides environmental planning services in order to deliver sustainable environmental outcomes for the maintenance and enhancement of the region’s valuable natural environment. The environmental planning program protects and promotes the environment for its natural value, for community enjoyment and for the protection of local flora and fauna for future generations to enjoy. To achieve these outcomes, Council works in close partnership with: • National Parks Queensland – specifically in the management of the Helidon Hills natural reserve system

• Local property owners – in the management and restoration of local creek networks through tree planting, weed removal and bank stabilisation • Healthy Waterways – to ensure our local waterways are of a high environmental standard; and • Biosecruity Queensland – in the identification, management and eradication of declared pests including Fire Ants. Council is also an active member of the Council of Mayors South East Queensland Environmental and Sustainability Committee, to ensure environmental and sustainability issues that cross local government boundaries are addressed with a strong South East Queensland focus.

Lockyer Valley Regional Council | 2012/13 Annual Report

Lake Apex

Creek Revegetation Council is currently looking into the feasibility of utilising the labour and plants supplied by Queensland Corrective Services as a way to reduce the long term operating costs of revegetating creek banks.

considerable works were undertaken to remove key vegetation which required an intensive approval process through the State and Commonwealth Governments.

greater community networks, providing environmental education that assists with improving soil and enhancing biodiversity conservation and wildlife corridors throughout the Lockyer Valley.

Council replaced vegetation with low growing natives.

Lake Apex Master Plan

Ecological Mapping

Land for Wildlife

Lockyer Valley Regional Council has commenced the preparation of a mapping tool allowing staff to identify and manage the regions natural resources.

Lockyer Valley Regional Council facilitates the Land for Wildlife (LFW) conservation program which continued to grow with a further five property owners taking part in the project during 2012/13.

The mapping tool is expected to be completed early in the 2013/14 Financial Year.

Flying Fox Management Plan

The program encourages residents with properties greater than one hectare to set aside an area for the ongoing preservation of local native wildlife.

As a way to permanently relocate a colony of roosting flying foxes located next to a child care centre,

As part of the program, Council organised two field days during 2012/13 with the aim of building

As part of the broader Lake Apex Master Plan, initial scoping and design works have been completed on improving storm water quality entering the Lake and improving public amenities. The Lake Apex Master Plan provides the strategic framework for the future development of the site which plays an important role within the community. Lake Apex is used as a recreation area by local families and is used for research and student projects by local schools studying the environment and the Gatton Campus of the University of Queensland.

Lockyer Nature

Forest Hill

Planning Scheme The draft Lockyer Valley Regional Council Planning Scheme aligns our land use and environmental management policy with the Queensland Government’s State Planning Policy. The new scheme will ensure appropriate environmental assessments are included in all new development applications.

Road Reserve Landscaping Policy During 2012/13, Council introduced a Road Reserve Landscaping Policy providing information on the type and environmental value of vegetation located on local road reserves. Information also includes management techniques for the effective ongoing conservation of roadside vegetation.

Waste and Regulatory Health Services In accordance with the Land Protection (Pest and Stock Route Management) Act 2002, Council

adopted its Pest Management Plan 2013-17 on 24 April 2013. The Pest Management Plan identifies both animal and plant pests within the Lockyer Valley and prioritises their control to minimise adverse social, economic and environmental impacts. World renowned for an abundance of rich fertile soils, Council takes pest management seriously and carries out a number of programs throughout the year including: • Wild Dog Baiting – A total of four programs were undertaken during 2012/13 with a total of 2300 baits issued. • Feral Pig Baiting – A total of 110 baits were released through four programs initiated during 2012/13. • Spraying – Council has four specially designed and constructed spray units available for hire free of charge to assist with the spraying of declared weeds for residents who don’t have access to spray units. Council is also looking into

Lockyer Valley Regional Council | 2012/13 Annual Report

establishing a $50,000 subsidy program to assist landowners purchase chemicals required to control declared weeds. The two primary declared weeds in the Lockyer Valley are: oo Parthenium – native to

South and North America, Parthenium grows to between 1 and 1.5 metres in height, invades pastures, reduces beef production, contains allergens that can cause reactions such as dermatitis and hay fever and costs cropping industries millions of dollars annually. oo Giant Rats Tail Grass –

native to Africa, Giant Rats Tail Grass grows up to 1.7 metres tall and is capable of producing up to 85,000 seeds per square metre each year, with seeds remaining viable for up to a decade. Giant Rats Tail Grass very quickly takes over prime grazing land and can loosen the teeth of grazing cattle and horses.

Looking Forward

• Identify the regions ecological resources. • Establish a program of land acquisition to maximise ecological outcomes in balance with growth needs. • Develop a coordinated plan for nature based recreation. • Protect our natural environment by restoring degraded landscapes, contaminated land and managing fire, pests and hazards.

Grantham memorial

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Working together for well planned and connected communities.

Contents 98 Community and Development Services 101 Infrastructure Services 102 Strategy and Planning

Key initiatives • Disaster resilience works • Master Plan and Planning Scheme • Finalise land swap arrangements to Grantham Estate

Performance indicators • Approvals for housing and buildings • Number of planning appeals • Processing time for applications

Lake Apex

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Community and Development Services Disaster Management While there was no way Council was ever going to be able to prevent the devastation caused by ex-Tropical Cyclone Oswald, thanks to measures and systems put in place following the devastating flood event of 2011, we were able to better deal with what occurred. Following the January 2011 flood, Council employed a specialist in the field of emergency management and established a dedicated disaster coordination centre which was officially brought on line on Wednesday 14 December 2011.

Disaster management training became compulsory for all staff with some volunteering to undertake more specialist training in specific operational aspects of the Centre including logistics and planning.

Leadership Team could closely monitor the unfolding disaster giving them the situational awareness to make informed decisions about issuing evacuation notices and emergency alerts.

Boasting full radio communication and access to state of the art weather gauges, the Disaster Coordination Centre played a crucial role during the 2013 Australia Day flood event.

From the moment the Centre was operational, information was being analysed and the community were being kept informed (see page 71).

With Council staff relaying information back to the Disaster Coordination Centre from out in the field, coupled with trained staff analysing data coming in from specialist rain and river height gauges, Councilâ&#x20AC;&#x2122;s Executive

Lockyer Valley Regional Council | 2012/13 Annual Report

Council will continue to work closely with agencies including the Queensland Police Service, Queensland Fire and Rescue Service and SES to ensure the Centre and staff are operationally ready to respond to any crisis that may occur.

Centres can be found on a number of scales based on their location and surrounding land uses.

Strategic Planning Council has proposed a draft Lockyer Valley Planning Scheme which meets the requirements of the Sustainable Planning Act 2009 and the Queensland State Planning Policy. The draft scheme will be referred to the Deputy Premier for State Interest Review before going out for public consultation.

Suburban Neighbourhoods Provides the most variance in residential block sizes and uses for residential occupants. Generally is low density and includes rural residential housing.

The Town Centres are able to integrate these uses by providing retail, commercial and entertainment occupancies at ground level with residential or commercial occupancy in the upper level. Each Centre is capable of servicing a sub-region in the Planning Scheme area.

The Scheme is broken into the following six elements:

Urban Neighbourhoods

Natural Places Recognising and providing for the protection and management of sensitive and valuable areas, predominantly natural.

Provides a wide range of dwelling types including multiple dwellings, small scale services and facilities catering for local residents.

Allows for general rural enterprise including rural living, recreation, tourism and short term accommodation.

Incorporates specific and specialised uses which are not accommodated within other place types in the Planning Scheme. These include the University of Queensland and the Helidon Explosives Magazine Precinct. Development in these areas are protected from encroachment by incompatible uses or uses which may impact the existing or continued operation of these facilities.

Town Centres

Rural Places

Specific Use Places

Provides for a mix of uses and activities including business, retail, professional services, administrative, community, entertainment, cultural and residential activities.

It also provides for special development areas such as the Gatton North Enterprise Precinct.

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Temporary Local Planning Instrument Flood Regulation Taking effect on 5 January 2013, the Temporary Local Planning Instrument provides improved flood regulation based on the identification of flood inundation areas through the region. The primary objective of the Planning Instrument is to provide Council with sound planning principles that would minimise risk to life and property and increase community resilience in the aftermath of a flood event.

Waste Management In order to provide the Lockyer Valley with a more environmentally sustainable future in waste management, the Waste Recycling and Reduction Plan was adopted on 25 July 2012 following extensive public consultation. The Plan was developed in response to legislation introduced by the Queensland Government and identified the cheapest long term option for Council to remain compliant was to introduce a dual bin service. Council commenced the tender process and accepted J.J Richards as the chosen contractor in November 2012.

A design for the trucks was undertaken with both the waste collection and recycling trucks having the same corporate branding only in differing colours. An audit, carried out in June 2013, showed the introduction of a dual bin system, due to come on line as of 1 July 2013, would substantially reduce the amount of recyclable material going to landfill. The report showed it is expected that 27 per cent of additional recyclable material will be removed from the waste stream solely through the introduction of the dedicated 240 litre recycling bin. Prior to the dual bin system, residents living in the old Laidley Shire Council area were using a single split bin system with those in the old Gatton Shire Council area using a single rubbish bin and separate bag for recyclables. The move to the dual bin system brings the entire region in line with a single 240 litre weekly rubbish service and fortnightly 240 litre recycling service.

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1438 km of roads maintained

44 km Infrastructure Services Rebuilding Lockyer Better As a result of the devastating flood event of January 2010, 77 per cent or 1080 kilometres of road infrastructure was damaged, a distance stretching from Brisbane to Wollongong, just over an hour’s drive south of Sydney. Two years on and with more than half the roads having been repaired at a cost of more than $70 million, including $25 million alone during the 2012/13 Financial Year, the region was again severely impacted by another major flood event. Immediately following the flood, Council staff started assessing the situation and found there were over 500 individual areas sustaining damage resulting in the delivery of $14.5 million in emergent works completed by early May 2013. The emergent works restored damaged infrastructure to a standard where they were again useable by residents until restoration works to fully repair damaged infrastructure were approved and financed. As at 30 June 2013, an estimated $34.3 million in works remained to finalise the 2011 Restoration Program with all works due for completion no later than 30 June

2014, as per the Queensland Government’s requirements. Of the forecast $39.5 million 2013 Restoration Program, $21.1 million in works has been approved by the Queensland Government with a further $6.6 currently being assessed and $11.7 million in the development process. One of the major obstacles during both the 2011 and 2013 programs was that as part of the funding agreement, the State Government would only allow Council to rebuild infrastructure to the standard it was prior to the flood events. This meant that we were essentially rebuilding local infrastructure to old engineering standards despite better and more successful methods now being available. After extensive lobbying by flood affected Councils across Queensland, the State Government introduced a 2013 Betterment Program allowing flood affected Councils to rebuild damaged infrastructure to the newer and higher standard. In other words, we were now able to utilise newer engineering techniques that would make infrastructure stronger. Lockyer Valley Regional Council has until 30 June 2015 to fully complete the 2013 Restoration Program.

of footpaths maintained The Capital Improvement Program normally undertaken by Council has been severely impacted by the 2011 and 2013 flood events. Resources that would typically be used in our capital improvements have been utilised in other programs such as the Restoration Program either as a direct input or as complementary Council funding.

Regional Reseal Program A key component of Council’s long term strategy to manage our extensive sealed road network, $400,000 was spent resealing rural roads with a further $400,000 resealing urban roads during 2012/13. The program provides improved and smoother road surfaces and also protects the underlying road pavement.

Footpath Renewal Program During 2012/13, Council spent in excess of $100,000 upgrading sections of footpaths in a prioritised and strategic manner. These upgrades help to contribute to Council’s objectives relating to transport accessibility and a healthy lifestyle.

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Flood evacuation at Forest Hill

Strategy and Planning Helipad

and Augusta Westland AW139, the helipad will be fully completed early in the 2013/14 Financial Year.

further 12 months allowing residents affected by the 2013 flood take up the land swap offer if they chose.

Following the 2011 flood event, it became apparent that there was a real need for a dedicated helipad in the region that could accommodate large helicopters that are utilised in a crisis.

Once operational, the helipad will be a crucial piece of community infrastructure able to be utilised in times of need including flood, bushfire and emergency medical transfers.

To qualify, owners will have experienced the following:

Council sought and was successful in attracting funding for the construction of a helipad facility with a parcel of land generously donated by the proponents of the Lockyer Valley Regional Airport at Lake Claredon. Designed to carry helicopters to the size of a Blackhawk, Bell 412

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• complete destruction of their house; and/or

Strengthening Grantham

• the remains of their houses are deemed unsafe/uninhabitable/not fit for habitation and only suitable for demolition; and/or

Following the 2013 Australia Day weekend flood event, Council voted to extend the Strengthening Grantham land swap offer for a

• the property value of the affected house is assumed to have been destroyed and the house to be unsaleable as a dwelling fit for habitation.

Lockyer Valley Regional Council | 2012/13 Annual Report

Looking Forward

• Launch the emergency helipad at Lake Clarendon and conduct a feasability study into the construction of a second site if warranted. • Monitor recycling rates following the introduction of the new two bin system. • Finish reconstruction projects funded through the Natural Disaster Relief and Recovery Arrangements. • Develop and operationalise the 10 year Asset Management Plan for all Council infrastructure including roads. • Plan for the relocation of communities vulnerable to disasters such as flooding.

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Working together to create a high performing organisation with a customer focus.

Contents 106 Corporate Services 108 Organisational Development 113 Organisational Development and Performance 116 Governance and Policy

Key initiatives • Develop a Workforce Plan • Enhance IT infrastructure systems • Risk Management Framework

Performance indicators • Staff turnover and retention • Workplace health and safety indicators • Financial sustainability • Performance management Reporting

Gatton Administration Centre

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Corporate Services GIS Council’s Geographical Information System Unit played a vital role in the roll out of the new dual bin system. The unit worked closely with the Waste Services Team during the tender process undertaking a range of roles including data processing, data analysis, geo-coding and extensive data cleansing which resulted in the creation of key tender documentation including cartographic maps. The GIS unit continues to provide high quality mapping products and GIS technical support and training to the Waste Services Team.

Dial Before You Dig The ‘Dial Before You Dig’ service is Australia’s national service for information on underground pipes and cables. The service was established to prevent damage and disruption to underground assets owned by local government authorities and other service providers. Lockyer Valley Regional Council has been an active member of the service for a number of years and receives valuable information on work being carried out in the vicinity of underground assets. In processing ‘Dial Before You Dig’ requests for Council and on behalf of Queensland Urban Utilities (QUU), Council is required to supply contractors and excavators with detailed maps highlighting the location of underground assets. In the past this was a slow and manual task. As a way to streamline the operation and speed up the process, Council integrated specialist software into the existing corporate mapping suite to provide a partially automated service saving 150 man hours each year. During 2012/13, Council processed 1816 ‘Dial Before You Dig’ requests, representing an increase of 28.0 per cent on 2011/12 and 1124 staff and customer requests, an increase of 8.4 per cent.

Dial Before You Dig Requests 2011/12

2012/13

Staff requests

Dial Before You Dig 0

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500

1000

1500

2000

to facilitate video conferencing and to facilitate the effective capture and retention of corporate information and records. The increase also allows Council to provide staff with online training and educational initiatives. • Server upgrade – to ensure continued support and to improve security and functionality. By doubling the number of servers in operation, Council is able to take advantage of functionality improvements included in newer versions of operating systems, utilise functionality and performance of new hardware to improve performance of the servers and to utilise upgraded versions of other business software that have functionality and usability improvements built into them.

Information and Communication Technology As a result of the January 2011 and 2013 Australia Day weekend flood events, Council’s ICT team undertook a significant planning and project schedule to reduce identified risks with Council’s corporate software and systems. A number of projects were undertaken which would provide Council with the necessary ICT infrastructure essential to supporting ongoing business efforts while at the same time delivering the organisation a robust systems architecture. Projects undertaken include: • Corporate software upgrade – in order to streamline Council operations and move the organisation to a more efficient paperless environment, the following programs were introduced: oo Enterprise Content

Management (ECM) – provides Council with a major

upgrade to the Dataworks system it replaces. The system forms a reliable framework for the consistent creation, management, disposal, storage, preservation and retrieval of government information. The project was brought on line during the 2012/13 Financial Year at a cost of $670,000. oo One Council – is a fully

integrated financial and payroll system that will enable Council to streamline its business processes and improve performance and efficiency across all areas of Council. The introduction of One Council began in June 2013 and will be finalised in the 2013/14 Financial Year at a cost of $1,400,000. • Internet bandwidth – one of the ongoing issues with Council as it continues to grow was the increased need for additional bandwidth. Operating with just 14 megabits per second (mb/s) down and 1 mbs up, the upgrade to 100 mbs each way allows Council to introduce new services with reliable speed and agility,

• Mobile Device Management Software – allowing Council to provide appropriate controls over mobile devices that access Council’s information assets in order to prevent unauthorised access and data loss.

Desktop replacement A key aspect in effectively managing Council’s network equipment and desktop computer assets has been the introduction of a comprehensive hardware lifecycle management plan. The plan gives Council the ability to replace desktops and network infrastructure in a financially sustainable manner while still meeting the operational requirements of the organisation. In keeping with the strategy, 90 computers (desktop and laptop) were replaced in the 2012/13 Financial Year. Council has now adopted a leasing program where computers are leased externally and not purchased outright. As part of the policy, computers are on a three year lifecycle as opposed to the current five year program. The end result being more current and functional computers for staff.

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Organisational Development • Certificate III Civil Construction

• Regional Development

• Certificate III Horticulture

• Infrastructure Services.

Recruitment for the 2012/13 Financial Year remained relatively stable with Council retaining the services of the majority of additional staff brought on board for the 2011 flood event, to assist with the 2013 event. It is anticipated there will be a drop in staff numbers at the completion of the flood recovery works.

• Senior First Aid

The successful candidates will undertake a Certificate 3 in Business Administration during their tenure at Council.

Employment status

• Confined Space

Recruitment

• Personal Safety Sessions • LGMA Management Challenge • Propeller/Ignite Program • Microsoft Office • Coordinator Intro to HR (AIM)

• AEMI Training Please see Diagrams 1 and 2 on page 111.

• Conflict Resolution Training • Cash Handling

Training More than 45 per cent of Council staff undertook formal training during the 2012/13 Financial Year. Courses included: • Queensland Disaster Management Arrangements • See Change Program • Trainee – Cert III Business • Record Keeping Traineeship • Dual Diploma Bus/Mgmt • Diploma Project Management • Diploma HRM • Diploma in Children’s Services • Diploma Local Government Administration • Certificate IV Customer Contact • Certificate IV Safety and Environment Auditor • Certificate III Mechanical • Certificate III Commercial Cookery

• Dealing with Difficult People • Presenting Complex Content Clearly • Other technical and infrastructure related training

Collaboration with other Councils Council was successful in securing a State Government Grant of $99,000 to support a traineeship program implemented by the Queensland Government to assist disaster affected Councils. The program gives local residents the opportunity to work with Council on a full time basis for 12 months while undertaking an accredited TAFE course. During 2012/13, Council started the recruitment process to secure six full time business administration positions in the areas of: • Human Resources • Disaster Management • Waste and Regulatory Services • Finance

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As a result of the 2013 Australia Day weekend flood event, Council had a number of opportunities to pool resources and share opportunities with neighbouring Councils serving to strengthen our relationships and provide a strong basis for future development opportunities. Over the next financial year, we expect further opportunities to arise with neighbouring Councils including Somerset, Scenic Rim, Southern Downs, Ipswich and Toowoomba as we continue to invest in our future.

Best practice Lockyer Valley Regional Council prides itself on continually striving for best practice and in achieving this, has established a Joint Consultative Committee. The Committee, made up of representatives from Council’s Management Team, staff and various unions, has been designed to review and implement new policies and practices that directly relate to the employer/employee relationship. Council has already reaped benefits from the committee through a more consultative approach to issues and more amicable changes being made to policies that are satisfactory to both sides while still complying with legislative and industrial requirements. As part of our benchmarking process, Council also implemented the Continuous Improvement Program which provides a platform for the ongoing improvement of policies, procedures, practices and general documentation.

Developing emerging leaders Council identifies emerging leaders throughout the organisation by openly encouraging participation in the following programs: • See Change Program – please see page 110. • The LGMA Australasian Management Challenge – the major objective of the challenge is to provide Council staff with a highly relevant learning experience in management and teamwork that translates back to their day-today work duties. The Challenge is based on a series of professional management capabilities shown to be critical for people in leadership positions including: oo Effective team skills oo Planning and project

management skills oo Negotiation and

influencing skills oo Listening and interpersonal

communication skills oo Emotional intelligence oo Written and verbal

presentation skills oo Problem solving skills oo Political awareness

The LGMA Ignite Program The Ignite Program is a leadership learning path for new supervisors, team leaders and coordinators offered to local government employees. The program provides staff in leadership positions with limited experience in managing and leading people, the skills needed to be successful in their supervisory role. The role of a new supervisor, team leader or co-ordinator is as much about leading people as it is about managing the delivery of a service. The Ignite Program comprises a series of practical lessons and components including: • A residential immersion experience • A series of workshops designed to teach, support and motivate participants • Two one hour individual coaching sessions to reinforce positive habits on the job; and • Active involvement of managers throughout the program. This is Council’s second year with the program.

oo Professional ethics and values oo Time management skills.

Council is now in its second year of nominating a team to take part in the Challenge.

The LGMA Propeller Program The LGMA Queensland Propeller Program is a dynamic

professional development course giving participants a broad understanding of the nuances, challenges and opportunities that exist within the Queensland Local Government sector. Using a blend of expert input and experiential learning, the program is able to maximise outcomes and provide extensive interaction between participants. Key elements of the program include: • Exposing participants to a broad range of local government experiences and insights at a Shire, City, Regional and Aboriginal Council perspective • Participants self-manage sessions necessitating the use of good communication, negotiation and influencing skills, project management and interpersonal skills; and • Local government case studies and other learning material that can be readily applied to daily leadership and management practices in a work environment being explored and evaluated. Additionally, Council also supports the professional development of office and field staff with certificate level courses, higher education study programs and other courses and programs offered through professional institutions.

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See change Conducted by See Change Consulting, the program allowed our Executive Leadership Team and Management Teams to further strengthen working relationships and take the organisation forward into the future. Key elements of the program include: • Providing a clear direction of where the Combined Leadership Management Team is heading including its vision, mission, values, purpose and responsibilities • Understanding the structures that need to be in place in order to create an effective team • Developing the leadership and management skills required to lead change at differing levels of management • Better understanding the roles and responsibilities of each person in the Combined Leadership Management Team to enhance relationships

Fostering Reward and Recognition Within any organisation there are employees that continually go above and beyond what is required of them and Council needed a way to be able to reward those staff. To achieve this, we developed and implemented a Reward and Recognition Scheme. The program rewards staff who meet strict criteria based on Council’s values, excellent customer service and staff that represent the culture we are trying to achieve. Several new awards have been introduced within the workplace for teams and individuals with nominations taken each quarter for valued employees and nominations taken annually for the Employee of the Year and Team of the Year awards.

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Improving work, family and lifestyle balance One of the major goals of Council is to be recognised as a local employer of choice. The only way this can truly occur is if employees sell our brand and what we stand for to the community, in essence building a desire for people to want to work for Council. For this to happen, staff need to believe in Council, its values, what it stands for and what it is trying to achieve in the community, but they also need to live it. One way we worked with staff to help create this brand was to negotiate and lead an Enterprise Agreement that provides flexible work arrangements and additional family benefits including paid Paternal Leave for spouses and additional paid Maternity Leave. In fact, most additional lifestyle benefits included in the Enterprise Bargaining Agreement were instigated by Council showing not only are we serious about becoming a local employer of choice, but that we also believe staff should be rewarded for their good work.

Learning and Development As an organisation, Lockyer Valley Regional Council is committed to going from good to great and as a way forward, is set to introduce a Learning and Development Program next financial year, including the recruitment of a dedicated Coordinator. Once established, we will be able to provide better end service to the community by investing and Learning and Development opportunities for staff. Once operational, our first priority is to conduct a skills gap analysis. We will then develop and deliver relevant

Lockyer Valley Regional Council | 2012/13 Annual Report

training programs and measure our return on investment.

Employee Assistance Program The Council initiated Employee Assistance Program has been immensely valuable to staff and their families following the 2011 and 2013 flood events. The program provides 24 hour assistance to all employees and their immediate families for: • Trauma • Work issues • Stress • Financial matters • Substance abuse • Parental assistance • Child/teen assistance • Managerial assistance.

Maintaining a healthy workplace Council recently developed and implemented a wellbeing program with the aim of uniting staff while maintaining a level of health and fitness. As the program develops, there will be more regular sporting events, walk to work groups, health checks, diet information, fruit for staff and special events for families as well. Council also runs a very active Social Club which provide regular outings for staff and their families.

Supporting a positive culture By introducing initiatives such as the Wellbeing Program, improving the work/life balance, reward and recognition for staff, professional development opportunities and leadership programs, we are able to help staff better engage in their workplace and support a positive work culture. Council has a desired culture to be a high performing and service orientated workplace for individuals and teams that continually deliver a superior service to our community.

Workforce As at 30 June 2013, Lockyer Valley Regional Council retained 401 employees in comparison to 407 employees at 30 June 2012, a decrease of 1.5 per cent. There has not been a significant change to the total number of employees Council retained which is directly attributable to community recovery activities since the flood event of January 2013. While it was Council’s intention to reduce the number of temporary fixed term staff, the 2013 Australia Day weekend flood event made that task impossible in the short term. Diagram 2 serves to emphasise the fact that Council has the issue of an aging workforce with 109 staff, or 27 per cent of staff, falling within the 51-75 age group range. When considering the potential impact this has on the organisation, strategies have been developed to manage the loss of tacit knowledge and experience from the workforce. Strategies to assist in this process include the introduction of a phased retirement program, mentoring program and a complete review of all position descriptions across the entire organisation.

Diagram 1 – Employees by Employment Status 27 26

Contract

261 271

Permanent 32 33

Fixed Term 13 14

Part Time Casual

9 4 2 4 5 5

Cadet Apprentice Trainee

June 2013

July 2012

100

150

200

250

300

Diagram 2 – Employees by Age 14-20

38 80 76

21-30 65 61

31-40

118

41-50 87

51-60

125

14 16

61-65 4 3 71-75 1 0

66-70

July 2012 25

June 2013 100

125

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While the outdoor workforce remains predominantly male, gender equity is always considered when recruiting for these positions. However, local demographics play a big part on the availability and desire for females to apply for these positions.

Diagram 3 – Employees by Gender 41%

59%

42%

58%

Council is proud to be an equal opportunity employer within the community.

Workplace Health and Safety

June 2013 Male

Diagram 4 – Staff by Gender

Diagram 5 – Lost Time Injury Days 300

24% 2%

256 250

Council would like to keep that standard and encourages staff at all levels to maintain WH&S principles and practices at all times.

Days

200

34%

Out of a possible 91,200 working days, 167 days were lost to injury representing 0.18 per cent of possible lost time, a reduction of 89 days or 0.1 per cent on last year.

112

Male Depot

Female Office

Female Depot

2011/12

2012/13

Diagram 6 – WH&S Activities 2012/13 350

314

300 250

Lockyer Valley Regional Council | 2012/13 Annual Report

200 150 100

Risk Assessments

78 45

Worksite Inspections

First Aid Training

0 Audiometric Testing

Council continues to maintain its vigilance in looking for new ways to reduce the risk of injury to staff. Diagram six is a breakdown of work undertaken by Council during 2012/13 to reduce the risk of injury to employees.

150

40%

Male Office

Activity

As part of Council’s ongoing commitment to safety, supervisors undertake regular toolbox sessions as a refresher on safety tips and rules.

167

100

Hazard Inspections

While Council is striving for zero harm, during 2012/13 there were 74 incidents reported with 22 of those being approved claims.

Female

Toolbox Talks

Lockyer Valley Regional Council takes the health and safety of its staff very seriously and has adopted a zero harm policy to minimise the risk of injury. Council was awarded a Gold Award for Safety in 2010 and is coming up for the next scheduled audit review.

July 2012

Organisational Development and Performance The role of Council’s Organisational Development and Performance Unit is to work in collaboration with the Executive Leadership Team to infuse the organisation with a highperforming culture and develop an organisation committed to continuous learning and improvement.

Change Management Based on our desired culture and values of creating a high performing organisation continually striving for excellence, a Change Management Program was introduced. To ensure transparency and to evaluate organisational benefit prior to changes being made, a climate survey was undertaken by all staff to establish a base line going forward. In addition, a custom designed Organisational Development Plan, formulated to address the lifecycle of employees from induction to separation, was developed and is in the process of being implemented.

Organisational Reform Following the amalgamation of the former Gatton and Laidley Councils, a restructure focusing on strategy and service delivery commenced. Acknowledging that local government is more than just roads, rates and rubbish, Council started the process of organisational reform, and as a way of ensuring we achieve our goal, a survey of staff was undertaken. The survey asked staff to list what they thought was needed for Council to achieve its goal of becoming a high performing organisation. The top eight responses included: • Open information • Customer focus • Project based work • Flexible deployment • Learning and development • Performance focus • Commitment • Human spirit and work

A follow up Climate Survey to assess and close the gap on the achievement of our desired culture will be conducted next financial year which will mark the two year anniversary since the eight themes were identified. In addressing organisational reform, the following initiatives have commenced: • The completion of the new Organisational Structure with the roll out due to commence 1 July 2013. • The implementation of a rewards and recognition framework for staff. • The completion of a CEO Roadshow outlining the future direction of the organisation and the creation and embedding of the leadership model ‘Good to Great’. • The further up-skilling of the management team through a structured training program designed to boost the capacity of the organisation and to manage change. • In partnership with LGAQ and other QLD Councils, a detailed Workforce Plan is in the process of being completed.

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Continuous improvement program Council recognises the key to a high performing organisation is great staff and as one of the largest local employers in the region, Council values its employees. Created to reward staff and provide significant career advancement opportunities, Council instigated the Continuous Improvement Program to identify and address staff training needs. The program ensures Council achieves efficient outcomes in service delivery and fosters an attitude of continuous improvement throughout the organisation.

CEO Roadshow To achieve organisational reform, we needed to communicate Council’s vision of creating a high performing organisation to staff. A total of five Roadshow sessions were conducted and facilitated by the CEO and Executive Management Team explaining how we are going to achieve that vision and to outline how each employee fits into and contributes to the organisation’s long and short term goals and objectives. More than 350 staff and management participated in the Roadshows with the theme ‘Good to Great’. The purpose of the theme was to not only strive for continuous improvement, but to not dwell on mistakes of the past.

Two workshops were conducted as part of the CEO Roadshows:

Workshop 1: What have you achieved in the past 12 months? This proved to be a great way to get staff interacting with each other and assist in engaging with all participants as it focused on their achievements. Some of the significant achievements over the past year included: • Strengthening Grantham Project • Development of Community Plan • New EBA • Introduction of DELTA system (customer request system) • $10 million dollars of free ad space which was generated • Active Healthy Lockyer program establishment.

Workshop 2: What can I do to go from a good Council to a great Council? The aim of this workshop was to get participants thinking about how collectively we can go from a good organisation to a great organisation. This workshop generated some fantastic ideas with more than 250 responses received. From this workshop six top themes identified were as follows: • Teamwork, collaboration, relationships, partnerships – one Council • Policy and procedure improvement – embrace change – continuous improvement • Proactive – solution focussed people • Increased communication • Fun and positive morale • Increased training and development.

Feedback: The general feedback regarding the CEO Roadshow has been very positive. Staff commenting the Roadshow had given them the opportunity to: • Meet other staff from Council including members of Council’s Executive and Management Team • See how their everyday contributions add to the overall success of the organisation • See what others have achieved and what they are working on in the coming year. From a management level perspective, the CEO Roadshow’s provided a platform to: • Provide recognition to their teams on great work performed • Let all staff know of the priorities for the upcoming year which only higher classified staff may have been privy to • In some cases, meet staff they may not have previously met.

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Workforce Planning With base demographics having now been established, a detailed Workforce Plan covering the next five years will be rolled out next financial year in conjunction with the Local Government Association of Queensland and other Queensland Councils.

Reward and Recognition Framework A formal reward and recognition framework was established in 2012/13 to provide Council with greater scope to reward employees who bring specialist skills to their role.

Organisational development Formulated to instil Council with a culture of high performance by building workplace relationships and capacity, the Organisational Development Plan focuses on four key areas of organisational development including:

Through regular reporting of human resource metrics to Council’s Executive Leadership Team, vital staff information including demographics, attrition and Workplace, Health and Safety incidents are able to be monitored. Regular reporting is also in place covering all Council initiatives and projects.

The framework also provides scope to formally recognise high performing individuals through the Valued Employee of the Quarter Award and on an annual basis recognise the Team of the Year and Employee of the Year which is presented at the end of year Christmas function. The recognition framework has been well received by staff, evidenced with the large number of nominations being received. The criteria for the awards are based on the eight themes identified through the climate survey, being:

• Attract – recruit and select the right staff at the right time to do the right job

Performance management

• Engage – with our staff to ensure accountability and responsibility in the roles they perform

In a first of its kind since the amalgamation of the former Gatton and Laidley Councils, Lockyer Valley Regional Council developed and implemented a Performance Management System.

• Open information

The System links skills assessment and development training with current and future organisational needs.

• Learning and development

All staff position descriptions and classifications have been reviewed to ensure alignment with organisational requirements. Within the first year of the system being introduced there have been benefits to Council through the increase in uptake and identification of training courses by staff and management.

• Commitment

• Commitment – to the role resulting in excellent community outcomes • Develop – and invest in our staff to ensure service excellence and a sense of urgency.

Organisational performance reporting In order for Council to adequately track its performance against set targets, a suite of Corporate Performance Indicators were established.

• Customer focus • Project based work • Flexible deployment

• Performance focus

• Human spirit and work

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Governance and Policy Audit and Risk Committee The Audit and Risk Committee was established on 25 January 2012 in accordance with Section 105 of the Local Government Act 2009 and Section 155 of the Local Government (Finance, Plans and Reporting) Regulation 2010. Meeting four times a year, the Audit and Risk Committee meet to ensure Council operates within an appropriate framework of internal control and risk management.

Business Continuity Management Business Continuity Management is a process identifying potential impacts that threaten an organisation. It also provides a framework for building resilience and the capability for an effective

116

response safeguarding the interests of key stake holders, reputation, services and responsibilities. Council’s Business Continuity Management is the high-level management process helping to identify potential threats and providing the framework for how all Business Continuity Plan’s (BCP’s) will be formulated. The process ensures critical functions of the organisation are able to continue or recover within a specified period of time to an acceptable level following an unforeseen interruption.

BCM Management Team The role of the BCM Management Team during an incident is as follows: • Provide a single point of information, decision-making and leadership for business continuity activities to enable a coordinated approach to business recovery

Lockyer Valley Regional Council | 2012/13 Annual Report

and resumption • Coordinate the timely provision of information, advice and support to the Office of the Mayor, and other relevant stakeholders regarding business continuity activities • Allocate resources and undertake necessary actions to ensure the provision of critical business functions and processes • Monitor the implementation of continuity plans • Approve essential expenditure • Ensure business resumption is undertaken within the agreed priorities unless mitigating circumstances have arisen • Approve actions that are not pre-planned; and • Lead and participate in BCP testing and review of the plan and other related plans.

Through the introduction of Business Continuity Management and associated plans, as an organisation we are able to:

perceived human mismanagement including:

• Reduce the impact of interruptions to critical and key services for customers, the community and on Council’s internal operations

• Unauthorised release / hacking of confidential information

• Reduce adverse financial impacts on Council to acceptable levels, and consequently limit any adverse ‘knock-on’ financial impacts which might otherwise be incurred by the community; and • Meet compliance requirements expected of regulators and external auditors. There are a number of plans sitting underneath the overarching Business Continuity Management Plan including: Emergency Management Plan – which seeks to prevent, mitigate or respond to a potential or actual threat of harm to people or assets and in some circumstances, extends to animals and vegetation. Having first aid, emergency plans and general workplace safety management is required under the Work Place Health and Safety Act 2011. Disaster Management Plan – responds to serious disruptions to the community by having a disaster response capability and plans as described in the Disaster Management Act 2003. Effective disaster management requires a co-ordinated response by the State, Council and other entities including district Councils and government departments.

Other threats There can be other major incidents that may not be caused by natural disasters or service interruptions. They often involve actual or

• Fraud or theft

• Misconduct or police / regulator investigation • Public criticism / allegation of Council, the Mayor or CEO • Unplanned loss of income or increase in costs • Failure of a major investment, capital project or regional strategy; and • Communication omission, error, delay, misleading, incomplete or misunderstood.

The nature of continuity incidents Council’s Business Continuity Management takes an all hazards approach with potential interruptions coming from a variety of sources. To assist understanding Council’s disruption exposures, we use where applicable, the following concepts when undertaking Business Impact Analysis: • Recovery Point Objective (‘RPO’): the maximum loss of data, or some other value (e.g. potable water) allowable before the major incident, which results from the incident. This recognises that in some cases, an incident could retrospectively damage a product or service.

Community Recovery Review As a result of the devastating flood event of 2011, a number of commitments were made to the community as part of the rebuilding process. In rebuilding the community, Council has achieved enormous success across a number of fields and in the process has come out of the tragedy a stronger, more resilient and better prepared organisation. Approximately 96 per cent of commitments made have been completed by Council or are continuing, which by anyone’s standards is an excellent outcome. The health and well-being of all affected community members was of paramount importance to Council. Lockyer Valley residents have been well supported through the introduction of a number of programs targeting a broad section of the wider community including, vulnerable individuals, farming communities, youth, business owners and families. One of the most successful projects instigated and managed by Council has been the Grantham Land Swap and Grantham Master Plan. As a result of this historic program, flood affected residents had the opportunity to re-locate to a safe, new community.

Risk Management

• Recovery Time Objective (‘RTO’): the length of time services are not available before service obligations/expectations begin to be impaired.

With the introduction of the Local Government Act 2009, there is a legislative requirement to proactively manage risk.

• Maximum Tolerable Period of Disruption (‘MTPOD’): the duration after Council’s viability/ tolerable performance will be threatened.

The focus is no longer predominantly on operational risks, such as operational hazards and workplace health and safety. Provisions of the legislation require Council to implement

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systems to meet financial sustainability criteria, and by extension, this relates to the region’s growth outlook, the management of assets and the assessment and treatment of risks that Council is exposed to. Effective risk management is governed by an organisational Risk Management Framework which explains the relationship between Council’s risk management components and other management systems and frameworks.

Internal Communication The success of any organisation is heavily reliant on its staff and as a way to ensure they are made aware of operational and social issues, internal communication plays a pivotal role in our organisation moving from good to great.

118

Council has adopted a number of measures to communicate with internal staff including: • CEO announcements – during 2012/13, a total of 101 CEO announcements were issued to staff on a variety of topics. • Ask the CEO – introduced this financial year as a way for staff to ask questions about the direction of Council or to raise issues of concern, emails are submitted anonymously. The questions are placed on the intranet along with the answer and are available for all staff to read. • The Watercooler – issued weekly via email, the Watercooler provides information on operational aspects of Council as well as providing an insight into social issues. Stories are short and more information based. Throughout the year, more than 500 stories were issued through this channel.

Lockyer Valley Regional Council | 2012/13 Annual Report

• In the loop – issued via email monthly, In the Loop is a story based internal communication channel focusing on staff issues, social events and operations issues. During the year some 240 stories were issued via this medium. • Intranet – Council’s intranet page acts as a vital communication tool providing staff with information including forms, social pages, upcoming events and a training calendar. Council continues to issue two internal newsletters as a way to communicate to as many staff as possible. We understand that not all staff will read internal communications but by offering two differing styles, we aim to capture as many as possible. Copies are also printed for outdoor staff, placed in lunchrooms and for those without email access.

Looking Forward

• Commence roll out of Windows 7 and Office 2010 upgrade • Upgrade or replace Council’s server rooms and data centres to reduce risk of critical component failure and increase security. • Develop a workforce plan to ensure the organisation has the right number of staff moving forward. • Introduce a Learning and Development Program to capitalise on staff strengths, to undertake gap analyses and to continue to provide staff with professional development opportunities. • Maintain Gold standard at next year’s Safety Audit.

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120

Lockyer Valley Regional Council | 2012/13 Annual Report

Councilâ&#x20AC;&#x2122;s Financial Statements.

Contents 123 Statement of Comprehensive Income 124 Statement of Financial Position 125 Statement of Changes in Equity 126 Statement of Cash Flows 127 Notes to the Financial Statements 166 Management Certificate 167 Auditorâ&#x20AC;&#x2122;s Report

Financial Statements

121

Table of Contents Financial Statements For the year ended 30 June 2013 Statement of Comprehensive Income..................123

22 Trade and other payables...................................153

Statement of Financial Position............................124

23 Provisions..........................................................153

Statement of Changes in Equity...........................125

24 Borrowings........................................................154

Statement of Cash Flows.......................................126

25 Other liabilities...................................................155

Notes to the Financial Statements.......................127

26 Asset revaluation surplus..................................155

Significant accounting policies..........................127

27 Retained surplus................................................155

Analysis of results by function...........................143

28 Reserves...........................................................156

Revenue analysis...............................................144

29 Commitments for expenditure..........................158

Grants, subsidies, contributions and donations....................................................145

30 Events after balance date..................................158

Capital income...................................................145

Gain (loss) on the disposal of capital assets.................................................145

Employee benefits ............................................145

Materials and services.......................................146

Finance costs....................................................146

32 Superannuation.................................................159 33 Trust funds........................................................160 34 Reconciliation of net result for the year to net cash inflow (outflow) from operating activities....................................160

10 Depreciation......................................................146

35 Background to Water reform in South East Queensland.................................160

Capital expenses...............................................146

36 Related Party Disclosure...................................161

Loss on write-off of capital assets....................146

37 Minor correction for assets not previously recognised..................................161

13 Cash assets and cash equivalents.....................146 14 Trade and other receivables...............................147 15 Inventories.........................................................148 16 Cash investments..............................................148 17

Non-current assets classified as held for sale..................................................148

18 Equity investments............................................148 19 Investment properties.......................................149 20 Property, plant and equipment..........................150 21 Intangible assets...............................................153

122

31 Contingent liabilities..........................................158

Lockyer Valley Regional Council | 2012/13 Annual Report

38 Financial Instruments........................................162 39 National competition policy comprising: (a) Activities to which the code of competitive conduct is applied..................165 (b) Financial performance of activities subject to competition reforms.................165 Management Certificate.........................................166 Independent Audit Report.....................................167 Current-year Financial Sustainability Statement.......................................173

Statement of Comprehensive Income For the year ended 30 June 2013

Financial Statements

123

Statement of Financial Position For the year ended 30 June 2013

124

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Financial Statements

125

For the year ended 30 June 2013

Statement of Changes in Equity

Statement of Cash Flows For the year ended 30 June 2013

126

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

127

Notes to the Financial Statements For the year ended 30 June 2013

128

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

129

Notes to the Financial Statements For the year ended 30 June 2013

130

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

131

Notes to the Financial Statements For the year ended 30 June 2013

132

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

133

Notes to the Financial Statements For the year ended 30 June 2013

134

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

135

Notes to the Financial Statements For the year ended 30 June 2013

136

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

137

Notes to the Financial Statements For the year ended 30 June 2013

138

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

139

Notes to the Financial Statements For the year ended 30 June 2013

140

Lockyer Valley Regional Council | 2012/13 Annual Report

Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

141

Notes to the Financial Statements For the year ended 30 June 2013

142

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

143

Notes to the Financial Statements For the year ended 30 June 2013

144

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

145

Notes to the Financial Statements For the year ended 30 June 2013

146

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

147

Notes to the Financial Statements For the year ended 30 June 2013

148

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

149

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For the year ended 30 June 2013

Statement of Changes in Equity

Financial Statements

151

For the year ended 30 June 2013

Statement of Changes in Equity

Notes to the Financial Statements For the year ended 30 June 2013

152

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

153

Notes to the Financial Statements For the year ended 30 June 2013

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

155

Notes to the Financial Statements For the year ended 30 June 2013

156

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

157

Notes to the Financial Statements For the year ended 30 June 2013

158

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

159

Notes to the Financial Statements For the year ended 30 June 2013

160

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

161

Notes to the Financial Statements For the year ended 30 June 2013

162

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

163

Notes to the Financial Statements For the year ended 30 June 2013

164

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Notes to the Financial Statements For the year ended 30 June 2013

Financial Statements

165

Financial Statements For the year ended 30 June 2013

166

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Financial Statements

167

168

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Financial Statements

169

170

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Current-year Financial Sustainability Statement For the year ended 30 June 2013

Financial Statements

171

Long Term Financial Sustainability Statement Prepared as at 30 June 2013

172

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Index A About this report

About us

Achievements

see Performance Overview

Animal control

13, 28, 54, 69

Arts and culture

16, 25, 28, 55

Awards

63, 71

B Bikeways

9, 93

Budget Accommodation

Building

55-56 see Economic development

Case studies - Churned out to be a good idea - Good job - GWIZ - Job well done - Rebuilding Lockyer Better - Showing off - Summer storm campaign - What a pest

30 31 32 33 33 31 30 32

CEO’s message

Code of conduct

13, 46, 57, 82 46

Corporate Communication

6, 12, 28, 71-72

Community - Awareness - Development - Education - Facilities - Recovery

57 8, 13, 68, 76, 92 68 12, 24, 29 6, 111, 117

Community and Development Services 13, 28, 54-61, 68, 76, 98 Complaints Community Financial Report Corporate - Governance - Services

8, 13, 22, 24, 28, 68, 70

D Disaster 4-7, 49 - Coordination committees 64 - Levy 49 - Management 9, 12, 13, 24, 29, 30, 58, 64, 98, 108, 117

E Economic Development

87, 88

Employees see Workforce Employee benefits

145

Employment status

108

Environment

Childcare

Customer service

24 46 44 45 44

13, 65

Biodiversity

Business development

Councillors - Conduct and performance - Expenses - Meeting attendance - Remuneration and expenses

46, 50, 54, 60 35-41

Environment levy

Environmental health

see Waste, Health and Regulatory Services

Environmental planning

28, 92

Equal Employment Opportunity Education

Events

8, 16, 17, 18, 82, 109, also see MERC van and Childcare

Elected members

see Councillors

13, 20-21,63-64, see also Multicultural services

Executive Leadership Team

28-29

F Facebook

4-7, 63, 71, see also Case studies

Financial Management Strategy Financial Sustainability Ratio

50 39, 50

Financial Statements 121-169, see also Community Financial Report Food safety Footpaths

12, 28 13, 28, 68, 82, 106

15, 92-94

Funding

see Waste, Health and Regulatory Services 13, 101

8, 9, 33, 40, 63, 64, 65, 68, 72, 77, 101, 102, see also Mayor’s message and CEO’s message

Financial Statements | Index

173

GIS 106

Lakeview Accommodation Precinct

Goals

Landfill

65, 73, 79, 83, 89, 95, 103, 119, see also Performance overview

Governance

see Statutory Information

Governance and Policy Grants

71-72, 116-118 36, 46, 47-48, 59, 145

Gross Regional Product

GWIZ

32, 87

see Waste Management

Libraries

13, 28, 58

Local Government Act 2009 Local Government (Finance, Plans and Reporting) Regulation

Health and safety

60, see also Workplace Health and Safety

Helipad Highlights

102 see Performance overview

History

Housing

Immunisation 13, also see Waste, Health and Regulatory Services

Information and Communication Technology Indigenous heritage

39, 44, 47, 116 85-89

Lockyer Community

53-65 105-119

Lockyer Farming

75-79

Lockyer Leadership

67-73

Lockyer Livelihood

81-83

Lockyer Nature

91-95

Lockyer Planned

97-103

Looking Forward

see Goals

Infrastructure services

46, 116, 117

Lockyer Business

Lockyer Council H

12, 62, 101 107 17

Management

see Executive Leadership Team

Management Certificate

166

Mayorâ&#x20AC;&#x2122;s message

Mayoral Discretionary Fund

MERC Van Mission Statement Multicultural Services

63, 68, 76 3 13, 59

N National Competition Policy

174

Lockyer Valley Regional Council | 2012/13 Annual Report

46, 165

Organisational Development

12, 29, 82, 108-112

Organisational Development and Performance

113-115

Safety

see Workplace Health and Safety

Service delivery

10, 26, see also Customer Service

Organisational structure

12-13

Operational Framework

State Emergency Service

Our Role

State Emergency Service levy

Our Values

Our Vision

Overseas travel

44, 49

P Parks and Reserves Planning

12, 13, 62 see Operational framework

Planning and Environment

64, 92-95

Performance Overview

Pet ownership

Social media

6, 7, 61, 71

Statement - Cash Flows - Changes in Equity - Comprehensive Income - Financial Position

39 39 36-37 37-38

Statutory Information

43-51

Strategy and Planning

12, 29, 63-64, 72, 77-78, 82, 86-89, 102

Strategic Planning

Strengthening Grantham

102

Sustainability, Financial Ratio

39, 40, 50

Plumbing

55-56

Pool safety

Population

15, 19

T Temporary Local Planning Instrument Flood Regulation 100 Tourism

9, 15, 29, 31, 63, 77

Training

Profile - Agricultural - Business - Environmental - Tourism

16 16 15 15

Transport

Queensland Reconstruction Authority

17, 32, also see GWIZ

V Vaccination

13, 31, 33, 66, 78, 84, 110, 115, 116

see Waste, Health and Regulatory Services

Values

Vision

R Rates and charges Recycling Registers open for inspection Regional Development Remuneration - Councillor - Executive Risk management

49 see Waste Management 46 63-64, 77-78, 82, 88

Waste management

13, 49, 100

Waste, Health and Regulatory Services

Water distributor retailer payments

Workforce 111 44-45 46 116-118

Roads 101 Rural fire service levy

Workplace Health and Safety

112

Y Youth Council

Index

175

Financial Statements

177

For more information phone 1300 005 872, email annualreport@lvrc.qld.gov.au or visit www.lockyervalley.qld.gov.au Lockyer Valley Regional Council, PO Box 82, Gatton Qld 4343 Gatton office: 26 Railway Street, Gatton Laidley office: 9 Spicer Street, Laidley

Editor: Rick Machin | Design: Brio Group Print: Big and Little Media | Stock: Monza Satin ÂŠ Lockyer Valley Regional Council | 6215BRIO