Annual Report - Queanbeyan City Council

Transcription

Annual Report
2009
Country Living—City Benefits
How to contact us:
Postal address:
City Offices:
Telephone:
Facsimile:
Email:
Web:
The General Manager, Queanbeyan City Council,
PO Box 90, Queanbeyan NSW 2620
257 Crawford Street, Queanbeyan NSW 2620
02 6299 6000
02 6298 4666
[email protected]
www.qcc.nsw.gov.au
Country Living—City Benefits
Queanbeyan City Council Annual Report 2008-2009
Translation service
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Queanbeyan City Council can make arrangements to have information contained in this document translated into your
language. To arrange for a translation please contact Council on 6299 6000.
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Contents
Page
Translation service
1
Contents
2
Mayoral report
4
General Manager’s report
5
Your elected representatives in 2009
7
Council Meetings and Committees during 2008-2009
8
Queanbeyan at a glance
10
Management structure and responsibilities
13
Governance
14
Governance
15
Office of the General Manager
16
Strategic Planning
17
Internal Audit
23
Engineering and Recreational Services
Director – Engineering and Recreational Services
26
Engineering Management
27
Engineering Services
28
Water and Sewer
31
Engineering Operations
35
Parks and Recreational Services
42
Environmental Services
51
Director – Environmental Services
52
Environment and Health
53
Development Control
60
Social and Community Services
63
Director – Social and Community Services
65
Aged and Disability Services
66
Regional Respite and Carelink
72
Family Services and Community Development
75
Library and Cultural Services
81
Venue and Events
84
Corporate Services
2
24
87
Director – Corporate Services
88
Business Analyst Unit
89
Legal and Internal Services
90
Corporate Planning and Customer Communications
92
Finance
93
ICT Services
95
Human Resources
98
Statutory disclosures
100
Legal proceedings
100
Contributions/donations
102
Rates and charges written off
105
Human Resource activities
105
Activities to implement Equal Employment Opportunities Management Plan
108
External bodies exercising Council functions
109
Controlling interest in companies
109
Freedom of Information statistical report
110
Partnerships, co-operatives and joint ventures
112
Fraud Control
112
Overseas visits by Councillors and others
113
Senior staff remuneration packages
113
Mayoral and Councillors fees
113
Council Meetings and Committees
118
Multicultural Services
118
Aboriginal and Torres Strait Islander Programs and Services
118
Statement of Affairs Information
119
National Competition Policy
119
Access and Equity Summary and Statements
120
Emergency Management
124
Strategic Planning issues
126
Environmental Planning and Assessment (Planning Agreements)
131
2008-2009 State of the Environment report
131
Privacy and personal information
134
Complaints handling
134
Condition of Public Works
135
Works – Section 67
139
Major contracts awarded
139
Companion Animals
139
Council sponsorships
140
Financial statements
3
144
Mayoral report
Welcome to Queanbeyan City Council’s 2008-09 Annual Report. This report is an important document
as it provides an assessment on how Council performed over the period 1 July 2008 – 30 June 2009.
The 2008-09 financial year presented many challenges for the Council but provided many opportunities
to introduce new initiatives for our city.
On the ‘challenge’ side of the ledger the biggest issue which Council needed to address was the impact
of the Global Financial Crisis (GFC). Although Council has in place a prudent investment strategy, we
were still not exempt from the impact of plummeting interest rates. At the beginning of the financial
year in July 2008 we had budgeted for an income from our investments of over $4 million, but as
Christmas approached international markets were experiencing meltdowns. This saw our return on
investments plummet to $257,000 which was around $1.7 million below estimates. By financial year’s end although interest rates had
started a slow climb back upwards, our income from investments had been reduced by over $2 million. Coupled with this the slow
down in economic activity left a $5.25 million hole in developer contributions compared to the 2007-08 year. The combined impact of
these two factors contributed to a $10.39 million loss for the 2008-09 year.
The impact of the GFC saw Council move quickly to address the situation and make the required hard decisions. A Management
Plan Review Working Party was established to examine the operating budget and also the capital budgets to see if works could be
deferred or reduced. In regard to the operating budget Council moved to review core services and service standards to see if
additional savings could be achieved. The outcome of this process saw Council reduce its reliance on general revenue by nearly
$577,000 and a decision to move out of the provision of child care by closing the South Queanbeyan Children’s Centre. In respect of
the latter Council was able to achieve a successful transfer of all permanent childcare placements and the majority of staff to a
private service provider.
2008-09, although challenging, provided many new opportunities and allowed a number of key initiatives to be introduced. Council
was able to implement a number of important projects which will deliver improvements to the quality of life for residents. The most
significant of these were:
• The ongoing development of the CBD Master Plan which sets the strategic direction for the revitalisation of our city centre.
• Further concept planning for the Crawford Street Lifestyle Precinct (between Morisset and Monaro Streets)
• The ongoing planning and implementation of the Residential & Economic Strategy 2031 to provide for the development of
new towns in the Googong and Tralee areas in order to accommodate the city’s projected rapid growth.
• Development of a Draft Strategic Traffic Plan 2031 to address the city’s road needs for the next 21 years.
• The establishment of the Queanbeyan Development Board creating a new partnership between Council and business to
promote investment within our city, and
• The development and implementation of an $800,000 willow removal and river restoration program for the Queanbeyan
River in partnership with the Murrumbidgee Catchment Management Authority.
• Successfully obtaining of $721,000 in federal grants for small infrastructure improvement projects around the city. The most
significant of which were the reconstruction of amenities at Riverside Oval, upgrades to the Showground infrastructure, and
construction of a new culvert at Glenrock Creek.
• Winning a $2.2 million Federal grant to commence the design and construction of a new indoor sports centre at Taylor Park.
• Commencement of Council’s 10,000 trees initiative to beautify entrance ways and streetscapes across the city.
• Successfully obtaining a $90,000 Environmental Trust Grant to address soil erosion problems in the Jumping Creek
Catchment.
Coupled with all these initiatives Council also provided nearly $349,000 in grants and donations to a wide variety of community
groups and organisations to help contribute to the welfare and broader social fabric of the Queanbeyan community.
This Annual Report shows that Council is actively facing up to the financial challenges posed by the GFC whilst continuing to
address the needs and aspirations of the Queanbeyan community to deliver a quality lifestyle for residents. I commend this 2008-09
Annual Report to residents for their consideration.
Cr Tim Overall
Mayor
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General Manager’s report
The 2008-09 Financial Year has seen Council continue to work hard to implement the strategic
priorities identified by the community. During the latter part of 2008 Council undertook a
comprehensive community survey to ascertain residents’ perceptions of Queanbeyan as a place to live
and the performance of the Council in delivering services and facilities.
It was pleasing to see that residents generally have a positive view of the Council and the work it
undertakes giving it an 87% approval rating. The survey did note however there are areas where we as
an organisation can look to further improve our performance. In particular, customer service and
communications with residents were identified as two areas where we could improve. Over the coming
year we have developed initiatives which aim to address these consisting of the development of an
integrated customer service centre, new telephone systems, the introduction of a new website and the
implementation of a communications strategy.
In terms of the city itself, survey respondents suggested possible improvements Council could make to Queanbeyan consisting of:
• Making the city centre more attractive
• Better managing traffic
• Providing indoor sports facilities and opportunities for the young, and
• Attracting more shops and businesses to the area.
During 2008-09 Council commenced a range of initiatives to turn these suggestions into reality. Over this period Council
commenced work on the development of a CBD Master Plan. This plan sets the strategic direction for the revitalisation of our city
centre. Extensive community consultation was undertaken during 2008 to seek input on what people want to see happen within the
city centre. This input has now been incorporated into the Plan with implementation works due to commence in 2010. Also, The Q
completed its first year of full operation where it attracted over 25,000 patrons to performances at the venue. Its reputation is
growing as a first rate venue which is adding vibrancy to our city centre.
Traffic has always been seen as a perennial problem facing Queanbeyan. With our city expected to double in population over the
next 25 years traffic management and planning has become a critical issue needing to be addressed. In June Council released the
draft Strategic Traffic Plan 2031 for public comment. The draft plan addresses Queanbeyan’s strategic road needs for the next 22
years and how the city will cope with an additional 24,500 vehicles using its roads. The plan identified a number of key projects
which Council will need to give priority to consisting of:
• The four-laning of Old Cooma Road to the new suburb of Googong
• The construction of the two lane extension of the Edwin Land Parkway to join up with Old Cooma Road
• The two lane extension of Ellerton Drive to join up with Old Cooma Road and the Edwin Land Parkway extension, and
• Upgrading parts of Monaro Street to four lanes in the Atkinson Street – Queens Bridge area.
2008-09 saw design for the Edwin Land Parkway finalised and commencement of planning for the Old Cooma Road upgrade.
The provision of better recreational facilities and improvements to our parks and sportsfields took a massive step forward during
2008-09. During the year Council was successful in obtaining over $3.2 million in grant funding to undertake a range of works across
the city consisting of $2.2 million to construct a new indoor sports centre and $1 million to undertake upgrades to sport fields, lighting
and their amenities blocks. All of these works will greatly enhance the quality of recreational opportunities provided by the city and
provide users with top grade facilities. Many of the smaller projects have now been completed or are in their final stages of
completion whilst work on the indoor sports arena is due to commence in early 2010.
At the beginning of 2009 Council took a major step to provide for the promotion of Queanbeyan as a place to invest and do business
by establishing the Queanbeyan Development Board. The Board, which is made up of representatives from the business community
and Council marks the creation of a new partnership between Council and business to better promote investment in our city.
Coupled with this, work is still continuing with the implementation of the Economic & Residential Strategy 2031 as staff work towards
the rezoning of lands in Googong and Tralee to cater for our rapidly growing population. Over the past year a number of key
planning milestones were achieved which will see these new suburbs moving towards being a reality.
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All of the above show how Council is continually striving to listen to the community and implement initiatives and projects to make
Queanbeyan such a great place to live. Although 2008-09 proved to be a financially challenging year, Council was still able to
remain focused on the strategic priorities as identified by the community and work towards their implementation. This Annual Report
shows the wide range of work the council staff are undertaking to implement the policy direction set by the Council and the
community.
Gary Chapman
General Manager
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Your elected representatives
Mayor
Tim Overall
Councillors
7
Cr Sue Whelan
Deputy Mayor
Cr John Barilaro
Cr Peter Bray, AM
Cr Tom Mavec - JP
Cr Ann Rocca
Cr Steve Stavreas
Cr Trudy Taylor
Cr Velice (Vic) Trajanoski
Cr Kerry White - JP
Council meetings and Committees during 2008-2009
Ordinary Meetings of the Council were held at 5.30pm on every fourth Wednesday in the Council Chambers, 253
Crawford St, Queanbeyan. Ordinary Meetings were open to the public except for confidential Committee of the Whole
sessions. Council welcomes members of the public to attend its Ordinary Meetings to see how policy decisions are
arrived at and provide for the day-to-day needs of the Queanbeyan community.
Members of the public were provided an opportunity to address the Council at Ordinary Meetings. Presentations and
deputations were received between 5.30pm and 6pm on any matter listed on the agenda for the meeting. Council meeting
dates for 2008-2009 were provided on the Council’s website. Additional time to receive presentations and deputations
was granted until 7pm by resolution of Council.
In cases where an Ordinary or Extraordinary meeting commenced at a time other than at 5.30pm deputations and
presentations were received for a period of half an hour from the commencement of the meeting. At Ordinary Meetings of
the Council, standing orders were suspended at approximately 8pm and a period of 15 minutes is allocated for
Councillors, members of the public and the media to ask questions of anyone in the Council Chambers.
Council had in place the following Statutory Committees consisting of a Planning and Development Review Committee
Occupational Health & Safety Committee, Workplace Consultative Committee and Local Traffic Committee as well as a
range of Advisory Committees (see below).
The Planning and Review Development Committee which assesses under delegation from Council all development
applications and planning issues is open to the public and meets on the second Wednesday of each month (except
January).
Council and Planning and Development Review Committee meeting dates were advertised in local newspapers and could
also be obtained from Council’s website and the Customer Service Centre. Copies of Agendas and Minutes for these
meetings were available on Council’s website www.qcc.nsw.gov.au
In 2008-2009 Council had in place a number of Advisory Committees for the purpose of facilitating community
consultation and public input to its decision-making process consisting of:
• Aboriginal Consultative Committee
• Australia Day Committee
• Bike Path Steering Committee
• Cultural Development Council
• Environmental Advisory Committee
• Heritage Advisory Committee
• Queanbeyan Development Board
• Road Safety Steering Committee
• Sister City Committee
• Sports Advisory Committee
In addition, there were a number of Committees operated by the Council which more specifically related to Queanbeyan
City Council’s Community Service activities:
• Jerrabomberra Community Centre Advisory Committee
• Letchworth Neighbourhood Centre Advisory Committee
• Queanbeyan/Yarrowlumla Library Committee
• South Queanbeyan Children’s Centre Accreditation Committee
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Following the Local Government elections in September 2008 a review of Council’s committee structure was undertaken.
During October – November 2008 a working party reviewed Council’s Advisory Committees. As part of this process
Council’s new Committee structure now consists of:
Statutory Committees
• Local Traffic Committee
• Occupational Health & Safety Committee
• Planning & Development Review Committee
• Workplace Consultative Committee
Advisory Committees
• Road Safety Steering Committee
• Sister City Committee
• Sports Council
• Strategic Sporting Development Working Party
There are a large number of other business, community and regional bodies not established by the Council, but on which
the Council had representatives, including:
• Aboriginal Consultative Committee
• Australia Day Organising Committee
• Canberra/Queanbeyan Migrant Resource Centre
• Cultural Development Committee
• Environmental Advisory Committee
• Lake George Zone Bush Fire Liaison Committee
• Library Service Development Committee
• Queanbeyan Landcare
• South East Recycling Group
• South Eastern Resource Recovery Regional Organisation of Councils
• South East Weight of Loads Group Management Committee
• Southern Tablelands and South Coast Noxious Weeds Committee
• Upper Murrumbidgee Catchment Management Committee
• Southern Tablelands Regional Arts Committee
Council’s delegates and representatives to these organisations are appointed annually in September and details appear
in the minutes of the ordinary meeting.
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Queanbeyan at a glance
Queanbeyan is a dynamic city located on the eastern border of the Australian Capital Territory (ACT) covering an area of
172.38km² (See Map 1).
Map 1: Location of Queanbeyan
On September 28 1838 Queanbeyan came into existence as a settlement. On that day the Colonial Secretary of NSW,
Deas Thomson declared that a site had been fixed upon for the establishment of a village in the County of Murray and
that the minimum price would be £2 sterling ($4) per acre.
‘Quinbean’, which is Aboriginal for ‘clear waters’ or ‘beautiful women’, was the original name given to the area of the
settlement by Timothy Beard. Surveyor Robert Dixon changed the name to Queanbeyan in 1834 and in 1838 James
Larmer designed a plan for the new settlement. His plan was based on a square mile of land arranged in a grid pattern
with its streets named after local landowners.
Queanbeyan was declared a municipality on February 3 1885. By that time the town had grown to cover nine square
miles and had 223 rateable properties including three public halls, seven hotels, two banks, two grist mills, and 55 shops
and factories. By 1891 the population had grown to 1300 with the town providing services to the surrounding farming
community. In the first half of the 20th Century Queanbeyan played a critical role in the establishment of Australia’s new
capital city - Canberra. It was the residents of Queanbeyan who built our nation’s capital. The city’s growth really took off
after World War II and on July 5 1972 Queanbeyan was declared a city. Since that time Queanbeyan has steadily grown,
with the city one of the fastest growing regional centres in NSW. In 1991 the population was 26,000 and by 2001 it had
grown to 32,000. By the time of the 2006 Census the population had expanded to 35,962 (See Figure 1) and the city’s
population is expected to double by 2031.
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Figure 1: Queanbeyan’s population growth 1891-2006
40000
35962
32445
35000
28477
30000
26000
25000
20000
16000
Population 20000
15000
9000
10000
5000
1300
0
1
1890
2
1961
3
1971
4
1981
5
1991
6
1996
7
2001
8
2006
Year
Between 2002 and 2007 Queanbeyan was the 14th fastest growing local government area in NSW and the sixth fastest
growing LGA outside of Sydney. Queanbeyan averaged 2.1% growth per year between 2002 and 2007. As at June 30
2007 the estimated residential population of Queanbeyan LGA was 38,593.
Much of Queanbeyan’s growth between 2001 and 2006 was due to migration, with 1080 people moving to the city from
overseas and net migration gains from most parts of Australia.
The 2006 Census noted that 27,250 Queanbeyan residents (75.5%) were born in Australia and 6156 (17.1%) were born
overseas (See Figure 2). The most common foreign birthplace of Queanbeyan residents was the United Kingdom with
1200 people followed by New Zealand, Macedonia and Italy.
Figure 2: Birthplace of Queanbeyan residents
Place of Birth Queanbeyan Residents (2006 Census)
Not Specified, 2556,
7%
Overseas Born, 6156,
17%
Australian Born,
27250, 76%
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The biggest increases since the 2001 Census are among those born in New Zealand (up by 83), Philippines (up by 69)
and India (up by 59). The nationalities with the biggest falls in population in Queanbeyan were Italy, Macedonia and
Greece. Queanbeyan’s indigenous population in 2006 was 955 which constituted 2.6% of the total population.
Income data from the 2006 Census showed that Queanbeyan’s economic profile has changed significantly over time.
Within the city 61% of households had a gross weekly income in excess of $1000. This compared to the NSW average of
46.2%.
This data also shows that Queanbeyan has become a predominately professional-based community with most of its
population employed in either government or defence followed by retail, property and business services.
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Management structure and responsibilities
General Manager
•
•
•
•
•
Director of Corporate
Services
Director of Engineering and
Recreational Services
Director of
Director of Social and
Community Services
Lisa Gibson
Phil Hansen
Mike Thompson
Jenny Grinlinton
• Finance
• Information and
Communication
Technology
• Customer Service and
Communication
• Internal Business Services
• Human Resources
• Legal and Risk
Management
• Public Officer
• Records Management
• Administration
• Corporate Planning
• Business Improvement
• GIS
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Gary Chapman
Governance
Directors
Strategic Planning
Economic Development
and Promotion
Internal Audit
•
•
•
•
•
•
•
•
•
City Services
Local/Regional/State Roads
Water
Sewerage
Stormwater and Drainage
Parks and Gardens
Aquatic Centre
Public Cemeteries
• Waste Management
• Environmental
Improvement
• Food Hygiene and
Surveillance
• Pollution Control and
Monitoring
• Catchment
Management
• Development Control
• Aged and Disability
Services
• Regional Respite and
Carelink Services
• Family Services and
Community Development
• Library and Cultural
Services
• Queanbeyan Conference
Centre and Community
Centres
• Queanbeyan Performing
Arts Centre
• Sister City
Governance
Mr Gary Chapman - General Manager
•
•
Governance
Mr David Carswell, Executive Manager - Strategic Planning
•
•
•
•
•
Strategic Planning
Conservation
Land Use Planning
Economic Development and Promotion
Queanbeyan Tomorrow Community Vision
Mr Kerry McMurray, Executive Manager - Internal Audit
•
Internal Audit
Governance Program goal:
•
Good governance leadership through Council and Management.
Governance Program functions:
•
•
Council - the elected governing body
Strategic Planning Program goals:
•
•
Management of Queanbeyan's growth and future direction in ways which seek to achieve the Queanbeyan
Tomorrow Community Vision 2021 and the Queanbeyan Residential and Economic Strategy 2031 as well as
achieving a balance of social, economic and environmental factors.
Promotion of Queanbeyan's local economy. Continued achievement of the Queanbeyan Tomorrow Community
Vision 2021 through the activation / implementation of its key directions and strategies (actions) where Council
has a leadership or critical partner role.
Strategic Planning Program functions:
The primary program functions include:
• Promotion of Conservation (involving Heritage promotion and advice both on built and non-built, European
and Aboriginal, as well as consideration of the Natural Environment in land use decision making).
• Strategic Land Use Planning (Local, Regional and other land use plans). Encouraging the implementation of
those key directions and strategies of the Queanbeyan Tomorrow Community Vision 2021 where Council has
a leadership or critical partnership role. Managing Queanbeyan's growth and future direction to achieve the
principles of the Queanbeyan Residential and Economic Strategy 2031.
• Undertaking programs which meet budgetary outcomes.
Internal Audit Program goal:
•
To provide an independent, objective assurance and consulting activity designed to add value and improve the
Council’s operations.
Internal Audit Program functions:
•
14
To ensure through the independence of Council’s Internal Audit Committee and the internal audit process that
Council meets all its governance, compliance and legislative responsibilities.
Governance
Key program goal
Key program objective
Elected members effectively
represent the community by
formulating policies for the provision
of essential community services, and
compliance with statutory
requirements
Responsible officer
To have a system of government and
management that meet community
expectations
General Manager
Program functions
Councillors
Councillors are elected for a four (4) year term. The costs directly incurred by Queanbeyan Council’s elected
members (eg. fees and expenses) are recorded in this program
Donations
Council has a yearly program that makes donations to local community organisations, groups and projects
Key performance measurements/indicators
Program/activity
Councillors1
Donations
Measure
Performance targets/service level or
completion date
Target
Achieved
Attendance at Council and
committee meetings and workshops.
100%
95%
Percentage of decisions made in
open Council sessions.
95%
96%
Donations made as percentage of
total expenditure to community
groups in Queanbeyan Local
Government Area to assist in the
provision of services and projects for
the benefit of the Queanbeyan
community.
See full list of Donations
pgs 102-104.
1 - Attendance by Councillors has been greater than 90% with the percentage of decisions made in open Council sessions greater than 96%.
15
Key program goal
Effectively and efficiently manage the
strategic and operational aspects of
Council affairs
Responsible officer
To perform the day-to-day management
of the Council’s affairs, so as to satisfy
the responsibilities of the General
Manager, as detailed in the Local
Government Act, 1993.
General Manager
Program functions
General management
To provide the link between the organisation and Council’s elected representatives to achieve the common aims of
Council and the community
Program/activity
General
management1
Measure
completion date
Target
Achieved
The degree of customer satisfaction as
measured by the community survey.
70%
87% TNS Survey
Outcomes and compliance with annual
budget providing a satisfactory auditor's
report.
100%
100%
1 - Customer satisfaction survey was undertaken during 2007/08, with the consultants presenting to Council in 2008/09.
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Strategic Planning - Conservation
Key program goal
Promotion of the conservation of
Queanbeyan's built and non-built
environments with heritage
significance in ways which achieve a
balance between development and
conservation
Responsible officer
To promote the conservation and
recognition of Queanbeyan's built and
non-built heritage in a balanced manner
Executive Manager –
Strategic Planning
Program functions
Natural Environment
Involves monitoring and where appropriate updating Council's local environmental plans which affect the City's
natural environment in order to recognise and to take actions to conserve these important aspects of the natural
environment.
Heritage
Involves continuing to provide a heritage advisory service and grants which promote active heritage as well as
monitoring and where appropriate reviewing Council's local environmental plan to recognise Queanbeyan's built
and non-built heritage.
Program/activity
Measure
completion date
Target
Achieved
Natural
Environment1
Appropriate zoning of land containing
flora/fauna listed in the Threatened
Species Conservation Act 1995 and in
Council's draft local environmental
plans by the end of 2008-09.
100%
80%
Heritage2
Utilisation of heritage grants as a
proportion of available funds.
80%
71% – During June
no grants were taken
up
A minimum of 115 annual written
advices to clients from the Heritage
Advisor
100%
148%
A listing of all known sites having local
heritage significance listed in a draft
17
100%
85%
Program/activity
Measure
completion date
Target
Achieved
Local Environmental Plan by end 200809
1 - KPI partially achieved at the moment but cannot be fully achieved until the comprehensive LEP and the LEPs for South Tralee and Googong are gazetted which is likely
later in 2009. Significant work was done on achieving this with the completion of the Biodiversity Study.
2 - KPIs on target although with KPI 3 about 85% of all known sites are currently listed although this is likely to increase with the finalisation of the draft comprehensive LEP
which won't be finalised until about December 09.
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Strategic Planning – Land Use Planning
Key program goal
Responsible officer
Development of a new local
government wide local environmental
plan and new development control
plans which guides Queanbeyan's
growth and development and moves
Queanbeyan towards achieving
Queanbeyan Tomorrow Community
Vision 2021 and the Queanbeyan
Residential and Economic Strategy
2031 as well as meeting legislative
provisions.
Substantial progress on finalising various
actions required for the gazettal of a new
local government wide local
environmental plan and the adoption of
development control plans in a manner
which seeks to achieve the Key Program
Goal.
Strategic Planning
Program functions
Local / Regional Land Use Planning
Involves actions which are directed towards ensuring Council's local environmental plan and development control
plans satisfy legislative provisions and achieves the Queanbeyan Tomorrow Community Vision 2021 and the
Queanbeyan Residential and Economic Strategy 2031 as well as Council representation and participation on
regional forums with land use planning implications.
Program/activity
Local / Regional
Land Use Planning1
Measure
completion date
Target
Achieved
Completion of 9 key actions
necessary for the gazettal of a
revised Local Environmental Plan
100%
95%
Completion of a draft development
control plan for a new urban release
area identified in the Queanbeyan
Residential and Economic Strategy
2031.
100%
0%
Participation of staff in a minimum of
four forums or meetings with regional
land use planning implications
4 forums/meetings
annually
7 forums/meetings
1 - KPI 1. and 3. achieved. Resources diverted from 2. to deal with projects involving the revision of the endorsed Queanbeyan Residential and Economic Strategy 2031
and the urban release area draft local environmental plans.
19
Strategic Planning – Economic Development
Key program goal
Responsible officer
Promotion of Queanbeyan's local
economy in general with particular
emphasis on the application of the
economic development / promotion
type key strategies and directions
from Queanbeyan Tomorrow
Community Vision 2021 and actions
from Council's other economic
planning strategies.
Promotion of business investment in
Queanbeyan and the progressive
activation of relevant key strategies and
directions (actions) from the Queanbeyan
Tomorrow Community Vision 2021 and
other economic planning strategies.
Strategic Planning
Program functions
Economic Promotion and Development
Involves the establishment of networks as well as assistance by Council to market and promote Queanbeyan's
local economy in ways which assist with the progressive activation of key strategies and directions (actions) from
the Queanbeyan Tomorrow Community Vision 2021 and other economic planning strategies.
Program/activity
Economic
Promotion and
Development1
Measure
completion date
Target
Achieved
Number of business and business
owners assisted, target 48 business
owners assisted per annum.
48 business owners
assisted
67 assisted
Number of business/industry
directions/strategies (actions) activated
from Queanbeyan Tomorrow Community
Vision 2021.
2 strategies activated
2 activated
2 actions taken
2 actions
Other actions taken to promote/market
business in Queanbeyan.
1 - During the month 11 business owners were phoned or otherwise assisted bringing the total number of business owners assisted for the year to 67 which exceeds the
KPI for 1. This does not include approximately 300 subscribers each month to the e news letter Business Talks. In relation to 2. the required KPI has been met through such
actions as the Business Retention and Expansion Survey and through a number of new information tools and/or sources available from Council's web page eg. Small
Business Kit, Business Talks Newsletter etc. In relation to 3. Again the KPI has been met through such actions as the formation of a Queanbeyan Development Board and
the Economic Development Officer actively promoting Queanbeyan at various functions.
20
Strategic Planning – Queanbeyan Tomorrow Community Vision 2021
Key program goal
Achievement of the Queanbeyan
Tomorrow Vision 2021.
Responsible officer
Progressive activation and
implementation of Queanbeyan
Tomorrow's key directions and strategies
(actions) not already in other subprograms.
Strategic Planning
Program functions
Queanbeyan Tomorrow Community Vision 2021
Involves the progressive activation and implementation of those key directions and strategies (actions) where
Council is a Manager / Leader or Critical Partner by all Divisions of Council which are not already being addressed
in other sub-programs
Program/activity
Queanbeyan
Tomorrow
Community Vision
2021
21
Measure
Number of actions activated from
Queanbeyan Tomorrow Community
Vision 2021 not already being done
as part of other sub-programs
completion date
Target
Achieved
2 Actions Activated
4 Actions
Strategic Planning – Visitor Information Centre
Key program goal
To be the Centre that represents
Queanbeyan as a regional
destination for the enjoyment of
domestic and international visitors.
To provide a one-stop centre for the
dissemination of accurate tourist and
business development information for the
Queanbeyan region.
Responsible officer
Strategic Planning
Program functions
External Management
In 2006, Council entered an agreement with the Queanbeyan Business Council (QBC) to operate and manage
Council's Tourist Office and tourist promotion.
22
Internal Audit
Key program goal
Responsible officer
To provide an independent, objective
assurance and consulting activity
designed to add value and improve
the Council’s operations. It is to
assist the Council accomplish its
objectives by bringing a systematic,
disciplined approach to evaluate and
improve the effectiveness of risk
management, control and
governance processes.
To ensure through the independence of
Council’s Internal Audit Committee and
the internal audit process that Council
meets all its governance, compliance and
legislative responsibilities.
Executive Manager – Internal
Audit
Program functions
To provide the following services to Council:
• The examination and evaluation of the adequacy and effectiveness of systems of internal control, risk
management, governance, and the status of ethical behaviour.
• Ascertaining conformity with the goals and objectives of Queanbeyan City Council.
• Assessment of the economic and efficient use of resources.
• The examination of compliance with policies, procedures, plans and legislation.
• Assessment of the reliability and integrity of information.
• Assessment of the safeguarding of assets.
• Any special investigations as directed by the Audit Committee.
• Assessment of all activities of Council, whether financial or non-financial, manual or computerised.
23
Engineering and Recreational Services
Mr Phil Hansen, Director - Engineering and Recreational Services
•
Director of Engineering and Recreational Services
Mr Derek Tooth, Manager - Engineering Services
•
•
Plant and Motor Vehicles
•
Road Safety
•
Mr Grant Moller, Manager - Water and Sewer
•
Water
•
Sewerage
Mr Nathan Cooke, Manager - Engineering Operations
•
City Services Centre
•
Local Roads
•
Regional Roads
•
State Roads
•
Other Infrastructure
•
Stormwater Drainage
•
Carparks
•
Property Management
Mr Tim Geyer, Manager - Parks and Recreation
24
•
Parks, gardens and sportsgrounds
•
Reserves, playgrounds, showground and trees
•
Pest and weed control
•
Animal pound
•
Community regulation
•
Public conveniences
•
Cemeteries
•
Sport and recreation
•
Queanbeyan Aquatic Centre
•
Caravan parks
Engineering and Recreational Services program goal
•
To provide the necessary infrastructure in roads, water supply and sewerage to cater for the growth of the city
and to maintain this infrastructure in satisfactory condition
Engineering and Recreational Services program functions
25
•
The management of Council assets to maintain them in a serviceable condition.
•
Management of construction contracts in roads, water supply and sewerage.
•
The provision of a safe and serviceable road network.
•
Provision of water and sewerage to the city.
•
The provision of plant and vehicles for all sections within Council.
•
The provision of spatial and property information system.
Director - Engineering and Recreational Services
Key program goal
Responsible for the efficient
and effective operations and
carry out all responsibilities
and duties.
Responsible officer
To manage and provide leadership to the
respective Division.
Director – Engineering and
Recreational Services Division
Program functions
General Management
Management and leadership of the respective Division.
Program/activity
General Management
26
Measure
completion date
Target
Achieved
Outcomes by item of annual
Management Plan and Budget
calculated as a percentage of
compliance with programs and Capital
Works.
90%
100%
Outcomes and compliance with Local
Government Act addressed in
Auditor's report.
100%
100%
Annual Report and Management Plan
comply with all provisions of Local
Government Act and Regulations
100%
100%
Key program goal
provided to meet Council's
requirements.
Responsible officer
To effectively and efficiently manage resources
to provide quality engineering services to the
community.
Director – Engineering and
Recreational Services Division
Program functions
Engineering Operations
Administration of Engineering Operations.
Engineering Services
Administration of Engineering Services
Engineering Planning
Engineering planning to maintain current services and provide for new services.
Contract Management
Administration and management of contracts.
Program/activity
Measure
completion date
Target
Achieved
Engineering
Operations
Customer complaints are addressed
within 2 weeks
90%
90%
Engineering
Planning
Annual reports to Department of Local
Government and DEUS submitted in
accordance with timetable
100%
100%
Maintain 3 yearly advance program
100%
100%
Contracts are completed within allocated
budget.
95%
95%
Projects completed to schedule in
accordance with Management Plan.
95%
95%
5% of total budget
10%
Contract
Management
Contract variations are minimised.
27
Engineering Services - Plant and Motor Vehicles
Key program goal
Well maintained and serviced
plant and motor vehicles
available for council use.
Responsible officer
To provide functional and well maintained plant
Manager – Engineering Services
and motor vehicles which meet Council's
requirements and to ensure they are fully utilised
and provide an optimum return on hire and
replacement.
Program functions
Motor Vehicles
Council utilises a number of motor vehicles, including sedans, wagons and utilities
Plant and Equipment
Council's diverse operational areas result in a fleet of varied plant and equipment from mowers to heavy vehicles.
Program/activity
Motor Vehicles
Plant and Equipment
28
Measure
completion date
Target
Achieved
Percentage of motor vehicles
serviced in accordance with
manufacturer's requirements
95%
95%
Utilisation of LPG in dual fuel
vehicles.
90% of total fuel
95%
95%
100%
Percentage of plant serviced in
accordance with manufacturer's
requirements
Engineering Services - Road Safety
Key program goal
Road safety issues identified
in the community are
addressed.
Responsible officer
To improve road safety and road safety
awareness in the community.
Program functions
Road Safety Administration
Administration and management of the Road Safety Program.
Road Safety Projects
Various projects undertaken with a common theme of road safety.
Program/activity
Road
Administration1
Measure
Safety Percentage of completed tasks in
Road Safety Action Plan.
Road Safety Projects2
Number of submissions for grants
calculated annually.
completion date
Target
Achieved
90%
30%
3 grant submissions
100%
1 - Long term absence of Road Safety Officer (RSO) has led to delays in acheiving road safety objectives. Current RSO has been with Council for 2 1/2 months and has achieved
some work on the Go Bus and road safety manual for Council fleet.
2 - 6 Grants received NRMA ACT ROAD SAFTEY TRUST - $40k for Kids, Night Seen Night Safe NRMA MOTORING GROUPS - Stay 3 for me RTA - GO BUS, Graduated License
Scheme, Safe Seniors
29
Engineering Services - Emergency Management
Key program goal
Responsible officer
The best planned and coTo provide prompt, professional and efficient
ordinated emergency provision service to the community, through protection of
for the City.
life and property by removal of known threats to
the community from natural or man-made
dangers or disasters.
Program functions
Operations
Management of operations within the emergency services program.
State Emergency Service
Assist with the functions of the State Emergency Service.
Rural Fire Service
Assist with the function of the Rural Fire Service.
Program/activity
Operations
Rural Fire Service
30
Measure
completion date
Target
Achieved
Response time to request for assistance
for Emergency Management.
1 hour
50 mins
Local Emergency Management
Committee meetings are conducted in
accordance with the State and Emergency
Management Act, 1989.
100%
100%
Council represented at Rural Fire Service
Management Committee meetings.
100%
100%
Water and Sewer - Water
Key program goal
The potable water needs of
the community are fully met.
To provide, operate and maintain a clean, safe
and healthy potable City water supply system.
Responsible officer
Manager – Water & Sewer
Program functions
Water Telemetry System
A remote monitoring system that alerts staff to potential problems with reservoir water levels and other incidents.
Water Services
Provide services, water meters and associated equipment at the consumption point.
Water Mains
256 km of water mains and associated infrastructure.
Water Reservoirs
11 water storage facilities.
Water Pump Stations
4 pumping stations
Water Revenue and Collection
Water revenue and water fund loan repayments.
Water Contributions
Capital and operational contributions from external entities.
31
Program/activity
Measure
completion date
Target
Achieved
Water Services
Number of service complaints per 1000
connections.
15 Complaints
15 Complaints
Water Mains1
Main breaks per km reported over a full
year, target 0.1 breaks/km.
0.1 breaks/km
0.04 breaks/km
Operating costs per connection, target
$200/connection.
$200/connection
$140/connection
Number of Water service complaints,
target <100 complaints per annum.
<100 Complaints
received
222 complaints.
E.coli compliance with Drinking Water
Guidelines
100%
100%
1. This reflects the age and condition of Council’s water assets. Future replacement and works programs will improve this KPI.
32
Water and Sewer - Sewer
Key program goal
The sewerage needs of the
community are fully met
Responsible officer
To provide, operate and maintain an ecologically Manager – Water & Sewer
responsible and effective sewerage system.
Program functions
Sewer Telemetry System
A remote monitoring system that alerts staff to potential problems with sewerage infrastructure.
Sewer Mains
287 km of sewer mains and associated infrastructure that collects and transports sewage for treatment.
Sewer Pump Stations
15 pumping stations to transfer sewage from sewer main low points into the gravitational mains.
Sewer Treatment Works
Facilities to treat sewage to allow discharge into the Molonglo River in accordance with the environmental
authorisation.
Sewer Revenue and Collection
Sewerage revenue and sewerage fund loan repayments.
Sewer Investments
Loans and investments made that have utilised the sewer funds assets (cash).
Sewer Contributions
Capital and operational contributions from external entities.
33
Program/activity
Measure
completion date
Target
Achieved
25 complaints received
22 complaints received
Operating cost per connection.
$300/connection
$175/connection
Number of main blockages per km.
2 blockages/km
1 blockage/km
Sewer Pump
Stations
Number of environmental overflows as a
result of pumping station failures.
0 Environmental
overflows
0 Environmental
overflows
Sewer Treatment
Works
Operating cost per connection.
$100/connection
$100/connection
Compliance with 90 percentile licence
limit.
95%
95%
Performance in Period
100%
100%
Sewer Mains
Sewer Revenue
and Collection
34
Number of service complaints per 1000
connections.
Engineering Operations - City Services Centre
Key program goal
Provision of a service facility to To operate a secure, well-maintained and
maintain engineering
suitable equipped store, workshop and depot
infrastructure.
able to maintain Queanbeyan's engineering
infrastructure, provide effective engineering
services and quickly respond to emergencies.
Responsible officer
Manager – Engineering
Operations
Program functions
City Services Centre Administration
Administration of the City Services Centre in Ellerton Drive.
Store Operations
Stores procured and utilised as required for operational requirements.
Depot Operations
The City Services Centre in Ellerton Drive provides support for administrative services to optimise the operation of
the store, workshop and operations whilst maintaining an environment with effective work practices.
Workshop Operations
To ensure that repairs and maintenance to plant and motor vehicles are carried out with minimum interruption to
programs.
Chargeable Works
Private works provided on a cost recovery basis.
Palerang Council Bush Fire Plant
Repairs and general maintenance of bushfire plant (Re-imbursement by NSW Government - cost neutral).
35
Engineering Operations - Roads
Key program goal
Safe and effective road
networks are provided to the
community.
Responsible officer
To provide and maintain safe and effective road
networks for the community's needs.
Operations
Program functions
Local Road Infrastructure
Council's local roads consist of 197.64km of sealed urban roads, 49.06 km of sealed rural roads and 18.4 km of
unsealed rural roads.
Regional Road Infrastructure
Council's regional roads consist of 21.2km of sealed roads.
State Road Infrastructure
Council's State roads consist of 13.5km of sealed roads.
Program/activity
Local Road
Infrastructure1
Measure
Maintenance cost/km of Urban roads.
Km of Urban road resealed.
Maintenance cost/km of Rural unsealed
roads.
Km of Rural sealed roads resealed.
Maintenance cost/km of Rural sealed
roads.
36
completion date
Target
Achieved
$8000/km
$8186/km
13km
11km
$1600/km
$3465/km
0.5km
0km
$8000/km
$1213/km
Regional Road
Infrastructure2
Maintenance cost/km of Regional roads.
Km of Regional roads resealed.
State Road
Infrastructure3
Maintenance cost/km of State roads.
$6000/km
$11,547/km
0.5km
1km
$5000/km
$5372/km
1 - Slightly over target for urban roads as more kilometres of road had required rehabilitation works.
- Over target for rural unsealed roads. This cost reflects the actual cost of maintenance.
- Under budget for rural sealed roads as fewer works required, with no rural road reseals required this financial year.
2 - Regional Roads Block Grant of $246,000 all spent except for $1212. Regional roads are generally in a good condition.
3 - Maintenance costs for State Roads are now paid by the RTA under the new Roads Maintenance Council Contract at cost for all works.
37
Engineering Operations - Other Infrastructure
Key program goal
Infrastructure needs of the
community are fully met.
Responsible officer
To provide and maintain safe and effective
infrastructure for the community's needs.
Operations
Program functions
Street Infrastructure
This includes the most ancillary transport infrastructure such as traffic facilities, footpaths, kerb and guttering, as well
as items such as street furniture and bus facilities.
Program/activity
Street
Infrastructure1
Measure
completion date
Target
Achieved
Metres of new bicycle path constructed
to be reported over a full year.
250m
0m
Number of new bus shelters installed to
be reported over a full year.
5 bus shelters
3 bus shelters
Metres of new footpaths constructed to
be reported over a full year.
1200m
2200m
Km of kerb swept street cleaning to be
reported over a full year.
15,500km
17,500km
1 - No bicycle path was constructed due to budget cut-backs. Three bus shelters were installed as part of the annual Bus Shelter Program. No further suitable locations
were found for installation of additional bus shelters. Other two targets were met.
38
Engineering Operations - Stormwater Drainage
Key program goal
Stormwater drainage
infrastructure needs of the
community are fully met
Responsible officer
stormwater drainage infrastructure for the
community's needs.
Operations
Program functions
Stormwater Infrastructure
There are approximately 193km of stormwater pipes and over 4550 stormwater pits in the Council local government
area.
Program/activity
Stormwater
Infrastructure1
Measure
completion date
Target
Achieved
Cost per km for maintenance for
combined system.
$850/km
$1029/km
Tonnes of silt and rubbish removed from
stormwater pollution controls.
5 tonnes
10 tonnes
Tonnes of silt and rubbish removed from
stormwater pits.
2 tonnes
4 tonnes
1 – Increase in cost per km was due to Gross Pollution Traps being cleaned in March 2009 and weekly stormwater pit cleaning being undertaken to remove silt and rubbish
resulting in a doubling of volumes.
39
Engineering Operations - Carparks
Key program goal
Carparking needs of the
community are fully met.
Responsible officer
carparking infrastructure for the community's
needs.
Operations
Program functions
Carparking Infrastructure
Adequate carparking facilities are essential for businesses to thrive and patrons to utilise sporting areas. There are
1358 carparking spaces in the CBD carparks and 885 carparking spaces in carparks outside the CBD.
Program/activity
Carpark
Infrastructure1
1
Measure
completion date
Target
Achieved
Cost of maintenance per parking space
for CBD carparks.
$100/space
$102/space
Cost of maintenance per parking space
for other carparks.
$90/space
$55/space
– Cost of maintaining other carparks is under budget as there was not a lot of pavement maintenance required.
40
Engineering Operations - Property Management
Key program goal
Well maintained and serviced
properties available for council
use.
Responsible officer
To efficiently maintain Council's properties to a
standard that provides functional, safe and
comfortable facilities with appropriate services.
Operations
Program functions
Property Management
Efficient management and maintenance of Council's properties for safe and functional use.
Program/activity
Property
Management
41
Measure
Percentage of maintenance cost to
property value for buildings.
completion date
Target
Achieved
1%
1%
Parks and Recreational Services – Parks, Gardens and Sportsgrounds
Key program goal
Responsible officer
The best possible horticultural
service to the Queanbeyan
community.
To provide and maintain a diverse range of
facilities for recreational, educational, sporting
and social activities for the active and passive
enjoyment of residents and visitors in response
to their perceived and identified needs.
Manager – Parks & Recreational
Services
Program functions
Parks and Gardens Operations
The management of open space within the City.
Sportsgrounds
Broad acre mowing of sport fields and reserves.
Parks and Recreation Management
Oversee operations of the Parks and Recreation Section.
Vandalism
Respond to and rectify vandalism within the City's parks and reserves.
Queanbeyan River
Undertake debris clearing and weed removal within budget limitations.
Program/activity
Measure
completion date
Target
Achieved
Parks and Gardens Maintain mowing regime seasonally to
Operations
agreed service level.
80%
100%
Sportsgrounds
Sports fields mown weekly
100%
100%
Vandalism
Respond to vandalism reports within 48
hours.
48 hours
100%
42
Parks and Recreational Services – Reserves, Playgrounds, Showground and Trees
Key program goal
Provision of professional
horticultural management and
planning.
Responsible officer
To provide and enhance the streetscape and
reserve areas throughout the City so that
vegetation provides significant amenity and
shade and built structures are to current
community standards.
Services
Program functions
Reserves Operations
Management and administration of reserves within the City.
Playgrounds
Management, provision, repair and maintenance of playground facilities within the City.
Showgrounds
Management, repair and maintenance of the Showground.
Program/activity
Measure
completion date
Target
Achieved
Reserves
Operations
Maintain mowing regime seasonally to
agreed service level.
80%
100%
Playgrounds
All playgrounds inspected for safety
monthly
100%
100%
Showgrounds
Showground mown fortnightly
80%
100%
43
Parks and Recreational Services – Pest and Weed Control
Key program goal
Achieve best practice in the
control and eradication of
noxious pests and weeds
within the City.
Responsible officer
To meet Council's obligations under the Noxious
Weeds Act 1993, in respect to noxious weeds
on Council, State and privately owned land and
to address all weed and pest control needs of
Council.
Services
Program functions
Noxious Weeds
Control and eradication of declared noxious weeds. Undertake chargeable works on Crown and private property as it
relates to weed control.
Program/activity
Noxious Weeds
44
Measure
completion date
Target
Achieved
Compliance with noxious weed grant
conditions.
100%
100%
Percentage of private land inspected to
identify noxious weeds infestation
reported annually.
50%
50%
Parks and Recreational Services – Animal Pound
Key program goal
Achieve community standards
for operation of pound facility.
Responsible officer
To meet Council's obligations under the
Companion Animals Act 1998.
Services
Program functions
Animal Control
General pound operations.
Companion Animals Act
Administration and cost operation of the Act.
Program/activity
Measure
completion date
Target
Achieved
Animal Control
Complaints responded to within 24hrs
95%
100%
Companion
Animals Act
Number of animals re-homed, sold or
returned relative to animals taken in.
80%
100%
45
Parks and Recreational Services – Community Regulation
Key program goal
Provision of well coordinated
public regulatory service to the
community.
Responsible officer
To provide cost effective and responsive public
order and safety services which meet statutory
and community standards.
Services
Program functions
Ranger Services Operations
Administration of applicable traffic and regulatory Acts.
Environmental Issues
Administration of Environmental Acts.
Program/activity
Measure
completion date
Target
Achieved
Ranger Services
Operations
All complaints responded to within 24hrs
95%
100%
Environmental
Issues
All complaints responded to within 24hrs
95%
100%
46
Parks and Recreational Services – Public Conveniences
Key program goal
Achieve highest possible
public health standard
throughout all public toilets
and facilities within the City.
Responsible officer
To provide safe, clean and well maintained
public toilets and conveniences in appropriate
locations throughout the City.
Services
Program functions
Public Conveniences
Public toilet and change-room facilities within the City.
Program/activity
Public
Conveniences
47
Measure
All amenities cleaned daily
completion date
Target
Achieved
95%
100%
Parks and Recreational Services – Cemeteries
Key program goal
Provide a caring and
compassionate service to the
community and partnering the
funeral industry that
incorporates best practice
guidelines and high levels of
community satisfaction.
Responsible officer
To provide a well maintained, caring, sincere and Manager – Parks &
affordable place of interment for those of the
region who wish, or whose families wish their
loved ones to use these facilities.
Program functions
Riverside Cemetery
Management and ongoing maintenance of the Riverside Cemetery.
Queanbeyan Lawn Cemetery and Memorial Gardens
Management and ongoing maintenance of the Lawn Cemetery and Memorial Gardens.
Program/activity
Measure
completion date
Target
Achieved
Riverside
Cemetery
Cemetery mown weekly
80%
100%
Queanbeyan Lawn
Cemetery and
Memorial Gardens
Lawns mown weekly
95%
100%
48
Parks and Recreational Services – Sport and Recreation
Key program goal
Responsible officer
Respond to community needs
as they relate to sport and
recreation within the
community.
To provide and maintain a diverse range of
facilities for recreational, educational and
sporting activities for the enjoyment of residents
and visitors in response to their identified needs.
Services
Program functions
Sport and Recreation
Management and administration of sport and recreation facilities with the City.
Program/activity
Sport and
Recreation
49
Measure
Utilisation of Sportsgrounds on
weekends
completion date
Target
Achieved
80%
100%
Parks and Recreational Services – Queanbeyan Aquatic Centre
Key program goal
Achieve the highest standard
recreational swimming facility.
Responsible officer
To provide a safe, educational and
environmentally pleasant facility for residents
and visitors to the Queanbeyan Aquatic Centre.
Manager – Parks &
Program functions
Aquatic Centre
Operational management and administration of the Queanbeyan Aquatic Centre.
Program/activity
Aquatic Centre
completion date
Measure
High level of Customer service,
complaints responded to within 24 hrs
Target
Achieved
95%
100%
Parks and Recreational Services – Caravan Park
Key program goal
Service visitors to the City
looking for budget
accommodation.
To provide an accommodation facility for
travelling tourists visiting the City.
Program functions
Caravan Park1
Operations of the Riverside Caravan Park.
1 – Council does not operate any Key Performance Indicators for the caravan park as it operates under a private lease.
50
Responsible officer
Services
Mr Michael Thompson, Director - Environmental Services
•
Director of Environmental Services
Mrs Natasha Abbott, Manager - Environment and Health
•
Environmental Health
•
Environmental Improvement Program
•
Domestic Waste Management
•
Business Waste Management
Mr Phil Gibbons, Manager - Development Control
•
Land Use Regulation
•
Contestable Services
Environmental Program goal
•
To maintain and enhance the natural and built environments for present and future generations, and to protect
and promote the health and well-being of the Queanbeyan Community
Environmental Program functions
51
•
Regulatory control of premises which have impacts on community health, eg. foods shops, cooling towers
•
Regulatory control over activities which have environmental impacts, eg. pollution control, water sampling
•
Education and liaison with the community and other organisations regarding catchment management and
environmental sustainability
•
Provision of waste and recycling services throughout the city
•
Regulatory control over development within the city
•
Provision of competitive inspection and approval services for legislated building functions
Director - Environmental Services
Key program goal
and duties
Responsible officer
respective Division
Director - Environmental
Services
Program functions
General management
Management and leadership of the respective division
Program/activity
General management
52
Measure
completion date
Target
Achieved
Outcomes of annual Management
Plan and Budget calculated as a
percentage of KPIs which meet
targets.
90%
79%
Outcomes and compliance with
Local Government Act addressed in
Auditor's report.
100%
100%
Annual Report and Management
Plan are of high quality and comply
with all provisions of Local
Government Act and Regulations.
100%
100%
Environment and Health - Environmental Health
Key program goal
A healthy and sustainable
living environment is provided
for the community
To maintain and enhance the natural and built
environments for present and future
generations, and to protect and promote the
health and well-being of the Queanbeyan
community
Responsible officer
Manager - Environment and
Health Services
Program functions
State Environment Reporting and Sustainability
Each year Council is required to prepare a report on the condition of the City’s environment and how it has changed
over a period of time. Council also has a commitment towards sustainability and best practice environmental
management. A review of all Council activities is underway to promote sustainable environmental management.
Food hygiene and surveillance of food premises
This program endeavours to minimise risks to the community from the spread of disease and sale of unfit food
Surveillance of public health premises
This program endeavours to reduce the potential spread of disease from premises regulated by legislation including
beauty salons, mortuaries, tattooists and cooling towers.
Water quality monitoring
Council is required by legislation to regularly sample the reticulated water supply to monitor its microbiological safety
for human consumption. Council has a routine drinking water sampling program testing for microbial quality on a
weekly basis and chemical samples monthly.
Swimming Pool Safety Program
This program assists the public in ensuring that their swimming pools are safe and comply with the Swimming Pools
Act 1992.
Pollution control and surveillance of environmental hazards
This program looks at the preventative actions that can be put in place to minimise the risk to the environment and to
enforce environmental regulations where pollution incidents occur
Catchment management
The management of waterways and their catchments is an increasing focus in the community. As such Council needs
to provide support to local and regional catchment organisations
53
Program/activity
Measure
completion date
Target
Achieved
State of Environment Report required to
be completed each year
1 report to be
completed by 30
November 2008
1 report completed
Finalise councils internal Sustainability
Audit Report and provide a report to
Council with recommendations for
reducing Council's greenhouse gas
emissions, resource consumption and
implementation of sustainable
environmental programs.
1 report completed by
30 November 2008
1 report completed
Food hygiene and Percentage of food handling premises
surveillance of food inspected on an annual basis
premises1
100%
44%
Surveillance
of Percentage of skin penetration
Public
Health businesses inspected on an annual
basis.
Premises2
100%
0%
100%
55%
100%
100%
171 inspections
92%
100%
100%
State of
Environment
Reporting
Percentage of cooling towers inspected
on an annual basis.
Water
monitoring
quality Number of water samples taken as a
percentage of samples required to be
taken.
Swimming
Pool Number of inspections undertaken on
Safety Program3
each private swimming pool in the City
over a three year rolling period.
Inspect all public pools and test for
water quality.
54
.
Pollution Control
and Surveillance
of Environmental
Hazards
To finalise the report for implementation
of the On-site Sewage Management
Plan before June 2009
100%
100%
Catchment
Management
To provide assistance to local
catchment groups and Landcare with
the provision of meeting rooms and
contributions towards projects such as
weed swap.
Liaise with groups and
provide assistance with
joint projects
100%
1 – Of the 162 premises required to be inspected only 72 premises were actually inspected due to staff shortages which have now been filled.
2 – Staff shortages resulted in resources being redirected to food premises rather than skin penetration premises.
3 - 158 of the required 171 inspections were undertaken during the year. Program complete for 2008/09. Numbers were down due to the responsible officer resigning during
peak inspection period. Made up some time using Building Inspection staff between their other duties.
55
Environment and Health - Environmental Improvement Program
Key program goal
Responsible officer
Conservation, preservation,
To manage the environmental projects set down
rehabilitation and monitoring of in the Management Plan so as to enhance the
the natural environment
city’s natural environment
Health
Program functions
This program includes; Queanbeyan River Water Quality Monitoring Program, Management of Jerrabomberra Creek,
Air Monitoring Program, Willow Removal - Queanbeyan River and tributaries, Fencing of Mt Jerrabomberra Bushland
Reserve to restrict motorbike and 4WD access, Aquatic plant removal - Queanbeyan River CBD, Mt Jerrabomberra
Education Centre, and Urban salinity project.
Program/activity
Environmental
Improvement Program1
Measure
completion date
Target
Achieved
Monthly and quarterly sampling of
river water's physical
characteristics is carried out.
1 sample taken per
month
1 sample taken per
month
Remove Willows and Rehabilitate
along Queanbeyan River Bank.
Target 200m accumulated per
annum.
200m
700m
Length of fencing and barriers
installed for Mt Jerrabomberra
Bushland to control motorbike and
4WD access. Target is 100m
accumulated per annum.
100m
300m
Quarterly sampling of Peizometers.
100%
100%
Complete Urban Salinity
Management Plan
100%
90%
1 - River sampling completed as required. Willow removal work progressing downstream - A total of 700m has been cleared in this financial year Fencing work to bushland
cemetery has been completed - 300 metres Sampling for this quarter completed. Urban salinity management plan draft has been competed but still needs to be sent to
Council for adoption.
56
Environment and Health - Domestic waste management
Key program goal
Promotion of sustainability
through minimisation of waste
to landfill and reduction in
nuisance and disease caused
by incorrect storage,
processing and disposal of the
waste
To ensure that any waste produced in the city is
stored, collected, recycled and disposed of in a
manner which does not present a hazard to the
community or environment and which
encourages the reuse of valuable resources in
the waste stream
Responsible officer
Health
Program functions
Domestic Waste Management Operations
Administration and management of the program
Domestic Waste Service
Administer the domestic waste garbage contract to ensure all domestic premises have facilities to dispose of
putrescible waste and that waste is disposed of in an environmentally acceptable manner
Recyclables
Administer the recycling collection contract to ensure all domestic premises have access to facilities to dispose of
selected recyclable materials from those premises
Clean Up Australia Day
An annual event to remove refuse from public areas
Greenwaste
Administer the green waste collection contract to ensure that most domestic premises have access to facilities to
dispose of green waste materials from those premises
Rural Waste Services
Assess rural waste needs to ensure all domestic rural premises have facilities to dispose of putrescible waste and
that waste is disposed of in an environmentally acceptable manner.
Green Waste Recycling
This function provides resources for a facility to which residents of the City can bring their green waste seven days a
week. The material is processed into different streams at the WAMI, Council's Nursery and the Sewerage Treatment
Plant into materials which can be reused by Council and the community to enhance gardens, landscaping, bushland
and other recreation areas.
Recycling Drop Off
This function provides facilities for residents to drop off recyclable materials which are in quantities that exceed the
normal fortnightly capacity.
57
Program/activity
Measure
completion date
Target
Achieved
Domestic waste service
Quantities of waste placed out for
collection per capita per annum
reported annually
240 kg
240 kg
Recyclables
Quantities of recyclables placed
out for collection per capita per
annum reported annually
>80 kg
96kg
Percentage of residents who place
bin out for collection at least once
in each 3 collection cycles.
80%
97%
Clean Up Australia Day
Co-ordinate Campaign in March
each year
100%
100%
Greenwaste1
Percentage of residents who place
bin out for collection at least once
in each three collection cycles
reported annually
60%
33%
Participation in the Groundswell
trial to incorporate food scraps in
the green waste bins for
composting.
100%
50%
Rural Waste Services2
Provide a report to Council on the
options and costs for provision of
rural waste services.
100%
0%
Green waste recycling
Quantity of green waste redirected
from landfill as a percentage of
total waste to landfill.
20%
26%
Recycling Drop Off
Improve facilities and signage at
recycling drop off centres to
discourage dumping and
inappropriate use of these sites.
4 Sites
4 Sites
1 - Given that the audit was actually carried out during winter Council believes this is still a reasonable result. The Groundswell trial was unable to be progressed due to
delays in having the DA for the processing facility in Palerang Shire approved. This facility is a waste facility and as such it has to go through a full EIS and is treated as a
designated development. It is unlikely to be approved until second half of 2009 and Council's participation will be delayed until this is completed.
2 – Council needs to carry out a feasibility of rural waste and recycling kerbside collection.
58
Environment and Health - Business waste management
Key program goal
Responsible officer
Provision of a basic
putrescible waste and
recycling service designed to
minimise waste to landfill and
reduce nuisance and disease
caused by incorrect storage,
processing and disposal of
waste to business premises
To ensure business premises have access to a
minimum level of facilities for the disposal of
waste and recyclables and that these materials
are disposed of in an environmentally
acceptable manner
Health
Program functions
Business Waste Management Operations
Administration and management of the program
Business waste
Administer the business waste garbage contract to ensure that all business premises have access to facilities to
dispose of putrescible waste if they desire to use the service and that where waste is collected it is disposed of in an
environmentally acceptable manner
Recycling
Administer the recycling collection contract to ensure that all business premises have access to facilities to dispose of
selected recyclable materials from those premises if they wish to use the service
Program/activity
Measure
Performance targets/service level or completion
date
Target
Achieved
Business Waste
Maintain number of services
provided ensuring basic waste
facilities are available for most
businesses
100% of June 2008
levels
100%
Recycling
Increase the number of
businesses using Council’s
recycling services by 1% over
12 months
328
451
59
Development Control - Land Use Regulation
Key program goal
Carry out Council’s legislative
requirements relating to the
assessment of relevant
applications and enquiries
under the Local Government
Act and Environmental
Planning and Assessment Act
Responsible officer
To assess applications coming before Council in
a timely and effective manner within the
constraints set down in legislation and Council
policies
Manager – Development Control
Program functions
Development control
Includes the receipt, processing and determination of land use, building construction and subdivision applications.
Also includes advice and regulation of water and sewerage installations located on development sites
Determination of applications for certificates under the Local Government Act and Planning and Assessment Act
This includes zoning certificates, drainage diagrams, building certificates and outstanding notice certificates
Private certifiers
Registration and maintenance of regulatory information lodged by private certifiers
Program/activity
Development control
60
Measure
completion date
Target
Achieved
Percentage of minor applications
(<$100,000) approved within 40
days.
80%
77%
Percentage of major applications
(>$100,000) approved within 40
days
60%
46%
Number of Modification applications
approved within 40 days
80%
84%
Median time in calendar days for
DA's determined. Target is 34
Calendar Days.
100%
130%
Value of DA's received compared to
previous year.
$81,781,230 - 2007/2008
Number of DA's received compared
to previous year.
514 - 2007/2008
Determination
of Percentage of Sec 149 Zoning
Applications
for Certificate Applications approved
Certificates under the within 7 days.
Local Government Act
and
Environmental
Planning
and
Assessment Act
Percentage of drainage diagram
conveyancing applications issued
within 7 days.
Private Certifiers
61
Time to register and file documents
submitted by private certifiers.
67%
$55,375,668 - 2008/2009
78%
403 – 2008/2009
85% of applications
100%
85% of applications
100%
100%
100%
Development Control - Contestable services
Key program goal
Ensuring Council’s legislative
obligations to provide an
alternative to private
certification of Construction
and Complying Development
certificates and acting as a
private certifying authority are
met
Responsible officer
To provide a building control and compliance
service which is competitive with private
certifiers
Manager - Development Control
Program functions
Complying Development Certificate
Provide an alternative to the private sector as required by legislation
Construction Certificate
Provide an alternative to the private sector as required by legislation
Program/activity
Measure
Complying Development Number of competitive inspections
Certificate
completed
Construction Certificate
62
Number of applications received
compared to development activity
reported annually
Performance targets/service level or completion
date
Target
Achieved
Number of Inspections
46
55%
58%
Social and Community Services
Mrs Jenny Grinlinton, Director - Social and Community Services
•
Director of Social and Community Services
Ms Amanda Charles, Manager - Aged and Disability Services
•
Aged and Disability Services Management
•
Aged and Disability Services Programs
•
Queanbeyan Multi Service Outlet
Ms Ros Watson, Manager - Regional Respite and Carelink Services
•
Regional Respite and Carelink Services
Ms Philippa Moss, Manager - Family Services and Community Development
•
Family Services
•
•
Children’s Services
•
Social Community Planning and Community Safety
Mr Peter Conlon, Manager - Library Services
•
Library
•
Culture and The Arts
(Vacant), Manager - Venue and Events
63
•
Queanbeyan Conference Centre
•
Queanbeyan Performing Arts Centre
•
Queanbeyan Community Centre
•
Jerrabomberra Community Centre
•
Letchworth Neighbourhood Centre
Social and Community Services Program goals
•
Provision of appropriate accessible quality community services which meet the needs of the people of
Queanbeyan and assist them to remain active, healthy and independent.
•
Provision of social planning, development and implementation of community development projects, events and
activities that enhance the community through partnerships and community engagement and promote a sense of
belonging, community and pride in their neighbourhood/place and city
Social and Community Services Program functions
64
•
Providing a range of community services to assist children, young people, families, frail aged people and their
carers, people with disabilities and their carers, people from culturally and linguistically diverse backgrounds and
people from Indigenous communities
•
Providing a range of facilities for the use by the community
•
Providing projects to address community identified needs in partnership with the community and other agencies
to build community capacity and sustainability
•
Providing events and activities in conjunction with the community and other agencies to enhance community
engagement and a sense of belonging
Director - Social and Community Services
Key program goal
and duties
Responsible officer
Director - Social and Community
Services
Program functions
General Management
Program/activity
General
Management
65
Measure
completion date
Target
Achieved
Number of programs that meet budgets
and achieve KPI's programs and Capital
Works.
90%
90%
Government Act addressed in Auditor's
report.
100%
100%
Annual Report and Management Plan
are of high quality and comply with all
provisions of Local Government Act and
Regulations.
100%
100%
Key program goal
Responsible officer
Effective and efficient
management of all Aged and
Disability Services Programs.
To provide professional support and
management support to Council's Aged and
Disabilities Services Section and to ensure that
all services are managed in accordance with
Council's policies, budget and Management
Plan budgets.
Manager – Aged & Disability
Services
Program functions
Providing management and leadership for the Aged and Disability Services Section. Directly provide or facilitate other
agencies to provide or lobby Commonwealth and State Government to provide a wide range of Aged and Disability
services that meet the needs of the following groups: Aged people, People with disabilities and their carers, People
from Culturally and Linguistically Diverse Backgrounds, Indigenous people.
Program/activity
Aged and
Disability Services
Management
66
Measure
Percentage of programs that meet
budget and achieve outcomes.
completion date
Target
Achieved
90%
90%
Aged and Disability Services Programs
Key program goal
High quality and effective
services and support are
provided to frail aged people,
people with disabilities and
their carers.
To provide services which improve the quality of
life for frail aged people, people with disabilities
and their carers.
Responsible officer
Manager – Aged & Disability
Services
Program functions
Senior Citizens Centre
Providing a venue for Senior Citizens activities with access to photocopier and other support as required.
Community Transport
Providing door-to-door transport for people to medical and other appointments and for recreational activities.
Post School Options
Individual funding packages providing support for people with disabilities to develop life skills.
Special Vacation Care
Individual funding packages providing support for people with disabilities to develop life skills.
Carers Support and Training
Providing centre based respite for carers of frail elderly people from Culturally and Linguistically Diverse (CALD)
backgrounds and assisting access to other respite and service options.
Community Options
Providing a case management service to people with complex care needs.
Flexible Respite Services
Providing respite for people with complex needs and support for their carers in Queanbeyan and surrounds.
Neighbour Aid (Social Support)
Providing social support services for frail older people and their carers and younger people with a disability.
HACC Development Officer
Providing information, support and development services to Home and Community Care agencies.
Dementia Respite Program
Providing regular and on-going in-home respite to carers of people who have dementia.
67
Program/activity
Community
Transport
Measure
Number of transport trips provided
Number of clients accessing the service.
completion date
Target
Achieved
9000 trips/annum
9395 trips
150 average per month
185 per month
Post School
Options
Number of hours of service provided
1125 target hours per
annum
1373 hours
Special Vacation
Care
Number of clients accessing the service
5 clients per holiday
period
15 clients
Carers Support
and Training
Number of carers accessing respite individual support or care recipient
attending groups.
20 average clients per
week
52 clients
Community
Options
Number of hours of service provided
2200 hours per annum
2434 hours
30 clients per month
30 clients
Number of hours of respite provided
2200 hours average per
month
4901 hours
Number of new clients accessing the
service.
30 carers per annum
34 carers
Number of clients accessing the service.
Flexible Respite
Services
68
Neighbour Aid
(Social Support)
Dementia Respite
Program
69
Number of hours of social support
provided
4765 hours
Number of clients accessing social
support.
30 clients average per
week
63 clients
1698 hours
Number of carers accessing respite.
15 average carers per
month
18 carers
Aged and Disability Services - Queanbeyan Multi Service Outlet
Key program goal
The independence of frail
aged people and younger
people with disabilities is
enhanced by the services
provided.
Responsible officer
To provide an integrated program of support
which assists frail aged people and younger
people with disabilities who are at risk of
premature or inappropriate residential care to
maintain their independence.
Manager – Aged and Disability
Services
Program functions
Aged Services Program
Facilitating access to services through provision of information, assessment, referral, short-term care co-ordination
and advocacy and providing social and recreational day programs.
Respite and Disability Service
Providing a variety of respite opportunities for families with a younger person with a disability.
Client Support Program
Providing subsidised and non-subsidised personal alarm units to enhance the safety of frail aged people and younger
people with disabilities and their carers.
Program/activity
Aged Services
Program
Respite and
Disability Service1
70
Measure
completion date
Target
Achieved
Number of hours of social support,
assessment, short term coordination
provided.
4800 hours per
annum
4800 hours
Number of hours of day program support
provided
7000 hours per
annum
7728 hours
2900 hours per
annum
3774 hours
Number of new carers accessing respite
Client Support
Program2
Number of clients with monitored personal
alarm systems.
30 new carers per
annum
36 carers
20 clients per month
44 clients
1 – The over achievement of hours in the respite and disability service comes as a result of providing more opportunities for group and peer support activities and having
funds available via an extended vacancy in the program to support additional school holiday and peer support activities.
2 The system of providing support through the Client Support Program was changed to make it more cost effective, therefore allowing a greater number of clients to access
the service.
71
Regional Respite and Carelink Services – Regional Respite and Carelink
Key program goal
High quality and effective
services and support are
provided to carers and care
recipients in the region.
Responsible officer
To provide services for the region which improve Manager – Regional Respite
the quality of life for aged people, people with
and Carelink Services
disabilities and their carers and encourage
independence.
Program functions
Commonwealth Carelink Service
To provide information on the Aged and Community Care System to the community to support them to live
independently at home.
Commonwealth Carer Respite Centre
Organising emergency respite for carers.
Carers Training
Providing carers with education and information.
Profound Disability Program
Providing respite care and support to the carers of younger people who have a moderate to profound disability.
Young Carers at Risk
To support young carers under 25 years at risk of leaving school due to their caring role, to remain in education.
Mental Health Respite
Providing a range of flexible support to family based carers of people with a mental illness / psychiatric disability or an
intellectual disability.
Regional Flexible Respite Program
Providing respite care options and support to carers of younger people.
72
Program/activity
Measure
completion date
Target
Achieved
Commonwealth
Carelink Service1
Number of calls received from carers.
1550 calls per month
980 calls
Commonwealth
Carer Respite
Centre2
Number of hours/units of respite
provided
30,000 hours/units per
annum
26,340 hours
Number of carers accessing the service
600 carers per annum
578 carers
Carers Training3
Number of carers accessing training
100 carers per annum
80 carers
Profound
Disability Program
provided
2064 hours
75 carers per annum
56 carers
provided
500 hours per annum
446 hours
Number of young carers accessing the
service.
15 carers per month
70 carers
provided
7844 hours
Number of carers accessing the
services.
35 carers per annum
177 carers
Young Carers at
Risk4
Mental Health
Respite5
73
Regional Flexible
Respite Program6
provided
3829 hours
25 carers per annum
288 carers
1 – Two 1-800 number services were amalgamated and the reporting structure was changed as a result of this.
2 – The achieved figure does not include equipment and other services provided by Carelink.
3 – 100 carers were booked for training at Carerfest and only 80 attended.
4 – Under this program tutoring is not counted as hours but rather as an event and it’s reconciliation within a new database is still being assessed.
5 – Demand for this service was underestimated and target will be reassessed for 2009/10 year.
6 - Demand for this service was underestimated and target will be reassessed for 2009/10 year.
74
Family Services and Community Development – Family Services
Key program goal
Referred families are
supported in an appropriate
and professional manner.
Responsible officer
To support families with young children who are
in crisis, and to provide referrals, advocacy and
supported accommodation to clients
experiencing homelessness with a view to
encouraging independence and integration into
the community.
Manager – Family Services and
Program functions
Family Support Services Operations
Providing management, administration and planning for the family support services program.
Family Accommodation and Support Service
Providing accommodation and general assistance for families experiencing homelessness.
Family Support Service
Providing support and general assistance for families with young children who are in crisis.
Program/activity
Measure
completion date
Target
Achieved
Family
Accommodation
and Support
Service
Number of homeless families assisted
during the year.
120 families per annum
112 families
Family Support
Service
Number of families assisted during the
year
150 families per annum
151 families
75
Family Services and Community Development - Community Development
Key program goal
Use and development of local
structures and resources to
enable Queanbeyan residents
to meet current and future
needs.
Responsible officer
To collaborate and negotiate with a range of
target groups and service agencies to provide
Council with information on community needs.
Facilitation and provision of appropriate youth
services.
Program functions
Community Development Operations
Facilitating capacity building projects, positive outcomes and linking individuals with organisations in partnership to
work towards community goals as identified in the social community plan.
Community Development - Aboriginal Projects
Facilitating community building projects with the Aboriginal community that improve health, well being, and safety that
enhance the community's culture.
Youth Services
Providing a suitable venue, youth activities, programs and services for the youth of Queanbeyan.
Community Youth Outreach Project
Providing assistance and support for young people transitioning from primary to high school.
Links to Learning
Providing a program aimed at assisting 'at risk' school students key competency skills.
Program/activity
Community
Development
Operations1
76
Measure
completion date
Target
Achieved
Number of community development
projects implemented annually as
identified in the social community plan
5 projects per annum
4 projects
Number of events held for specific
target groups and diverse communities
in Queanbeyan.
5 events per annum
0 events
Community
Development Aboriginal
Projects
Number of community development
projects implemented annually
5 projects
Number of events held with the
Aboriginal community.
3 events per annum
3 events
Number of young people accessing the
youth centre/youth café.
200 per month
200 per month
Number of programs and activities
offered at the youth centre per month.
5 per month
2
Community Youth
Outreach Project
Number of activities provided to assist
young people through the Youth
Outreach
1 activity per school
term
5 activities
Links to Learning2
Number of young people who attend the
Links to Learning program that continue
in some form of education.
60%
99%
Youth Services
1 - There were no scheduled activities during the final quarter of the year.
2 - Links to Learning operates on a calendar year and therefore the participation rate of 99% is midway through the education process.
77
Family Services and Community Development - Children’s Services
Key program goal
Provide a variety of licensed
high quality children's services
which meet the needs of the
community.
Responsible officer
To ensure children's services and facilities
comply with Government and National
Standards and meet the needs of the community
and staff.
Program functions
Children's Services Development
Ensuring children's services comply with Departmental Regulations and National Standards, organising staff training,
representing services and Council on committees and liaising with other children's services external to Council.
South Queanbeyan Childcare Centre
Providing quality childcare services and facility that complies with Department of Community Services Regulations for
families with children birth to 6 years prior to enrolment at school.
Family Day Care
Providing quality flexible child care options that comply with Department of Community Services Regulations for
families with children aged birth to 12 years of age. Care is provided by registered, skilled carers, in their own homes,
for small children.
Playschool Programs
Providing quality childcare that complies with Department of Community Services Regulations for families with
children aged 3 to 6 years prior to enrolment at school.
Aboriginal Playschool Program
Providing quality childcare that complies with the Department of Community Services Regulations for Aboriginal
families with children aged 3-6 years of age prior to starting school.
Program/activity
Children's
Services
Development
Measure
Facilitate children's day in the park
annually.
South Queanbeyan Utilisation - average number of children
Childcare Centre
accessing the service per week against
the capacity of service.
78
completion date
Target
Achieved
100%
100%
85% utilisation
83% utilisation
Family Day Care
Utilisation - average number of children
85% utilisation
95% utilisation
Playschool
Programs
85% utilisation
95% utilisation
Aboriginal
Playschool
Program
75% utilisation
85% utilisation
79
Family Services and Community Development - Social Community Planning and Community
Safety
Key program goal
To implement the Social
Community Plan to address
identified community issues
and promote community
safety.
Responsible officer
To implement the strategies identified in the
Social Community Plan.
Program functions
Social Planning
Providing a mechanism for implementing strategies that promote strategic partnerships and co-ordinated approaches
to social planning in Queanbeyan.
Healthy Communities and Safe Communities and Neighbourhoods
Providing a mechanism through the Healthy Communities Committee and Safe Communities & Neighbourhoods
(SCAN) Committee to develop and implement strategies that promote strategic partnerships and co-ordinated
approaches to building Queanbeyan capacity and community safety in Queanbeyan.
Program/activity
Measure
completion date
Target
Achieved
Social Planning
Number of projects implemented
through the Healthy Communities
Committee to address strategies in the
Social Plan
4 projects
Healthy
Communities and
Safe Communities
and
Neighbourhoods1
Number of projects implemented
through the Healthy Communities and
Safe Communities and Neighbourhood
Committee to address strategies within
the Social Plan.
3 projects
1 - There were no scheduled activities during this reporting period.
80
Library and Cultural Services – Library
Key program goal
A high quality library and
information service is provided
for the people of Queanbeyan.
To provide high quality lending, information and
children's services that provide resources and
activities to best meet the information, education
and recreation needs of the people of
Queanbeyan and region.
Responsible officer
Manager – Library and Cultural
Services
Program functions
Scholarships
Providing scholarships for university students with work experience in Council.
Library Information Services
Provide an extensive information service using print, electronic and other resources to meet the information demands
of the community. Provide access to the Local History and specialist information services.
Palerang Library Services
Provide a lending service to the Palerang community that makes a range of materials for loan available and promotes
community involvement in reading, continuing education and cultural activities.
Library Lending Services
Provide a lending service that makes available a broad range of in-demand materials for loan to the community and
promotes community involvement in reading, continuing education and cultural activities.
Children's Library Services
Provide a broad range of library services, activity programs and resources appropriate for children and also provide
young adult services and resources.
81
Program/activity
Measure
completion date
Target
Achieved
Scholarships1
Number of students offered scholarships
per year
2 scholarships per
annum
0 scholarships
Library
Information
Services
Provide information services using print,
electronic and other resources to meet
the information demands of the
community
12,000 information
enquiries per annum
14,974 enquiries
Palerang Library
Services
Services delivered as per Queanbeyan
Palerang Library Agreement.
50%
38%
Library Lending
Services
Library membership exceeds NSW State
Average of 50% of resident population.
50%
57%
Children's Library
Services
Number of children/participants
attending programs
90%
94%
1 - Scholarships Programme has been discontinued and has been incorporated into the Traineeship programme from 2009.
82
Library and Cultural Services - Culture and the arts
Key program goal
Queanbeyan develops as a
vibrant cultural centre for the
community and the region
Responsible officer
To facilitate and support the development of
cultural activities, projects and events in
Queanbeyan and region.
Manager – Library and Cultural
Services
Program functions
Culture and Arts Operations
To facilitate and support the development of cultural activities, projects and events.
Museums
Support, develop and maintain Museums.
Support for Cultural Activities
Provide ongoing support and development assistance to local cultural activities, including access to available grants
and funding.
Cultural Planning
Implement the Cultural Plan for Queanbeyan.
Program/activity
Measure
completion date
Target
Achieved
Museums1
Promote and increase visitor numbers
at Museums
1000 visitors per annum
1403 visitors
Support for
Cultural Activities2
Number of community arts/cultural
events that are supported and assisted
during the year
10 events
23 events
Cultural Planning3
Number of priority actions implemented
2 actions implemented
per annum
0 actions
1 - There were 176 visitors to the Museums in June including school visits and group visits bringing the total annual visitors to 1403 this year.
2 - One new exhibition was organised at The Q Exhibition Space and the 2nd Act Up classes organised accumulating to a total of 22 events supported for the year.
3 - A total of 4 priority actions are currently being implemented from the Cultural Plan - refer to sections 2.3, 2.6, 2.14, 2.21 of the Plan
83
Venue and Events – Queanbeyan Conference Centre
Key program goal
Responsible officer
The Conference Centre to be
the leading function centre
within Queanbeyan and district
for a variety of functions and
events
To raise the profile of the Conference Centre to
local and interstate businesses and prospective
event organisers, whilst maintaining flexible and
professional service.
Manager - Venue and Events
Program functions
Sporting Gallery
Providing events to celebrate and acknowledge sporting heroes in the local community.
HACC Christmas Party
Providing a Christmas lunch and entertainment for current Home and Community Care clients each year.
Queanbeyan Conference Centre Operations
Providing a venue for community and commercial hire.
Queanbeyan Conference Centre Bar Operations
Providing bar services for functions.
Australia Day
Providing a community event to celebrate Australia Day and the citizen's ceremony for new Australians.
Program/activity
Queanbeyan
Conference Centre
Operations
84
Measure
Revenue raised
completion date
Target
Achieved
$166,500 per annum
$266,220.16
Venue and Events - Queanbeyan Performing Arts Centre
Key program goal
Provision of a major facility for
community and commercial
utilisation that enhances the
culture of the community and
promotes a sense of
belonging, community and
pride in their neighbourhood /
place and city.
To be integral in enriching the cultural
experiences, vitality and development of the
Queanbeyan community and region. To raise
the profile of the Performing Arts Centre to
Local, Regional, National and International
artists and to attract cultural performance and
gallery exhibitions to Queanbeyan events.
Responsible officer
Program functions
Queanbeyan Performing Arts Centre Construction
Building a major cultural facility for community and commercial utilisation.
Queanbeyan Performing Arts Centre Operations
Providing a major facility for community and commercial utilisation that enhances the culture of the community.
Queanbeyan Performing Arts Centre Bar Operations
Providing bar services for functions
85
Venue and Events - Community Centres
Key program goal
The community has modern,
functional and relevant multipurpose venues to utilise for
community events.
Responsible officer
To enhance the lifestyle of local residents
through the provision of multi-purpose venues
for community activities.
Program functions
Letchworth Community Centre
Providing a multi-purpose community centre in Letchworth.
Jerrabomberra Community Centre
Providing a multi-purpose community centre in Jerrabomberra.
Queanbeyan Multipurpose Community Centre
Providing a multi-purpose community centre in Queanbeyan.
Program/activity
Measure
completion date
Target
Achieved
Letchworth
Community
Centre1
Utilisation of the Letchworth Community
Centre.
85% utilisation
65% utilisation
Jerrabomberra
Community Centre
Utilisation of the Jerrabomberra
Community Centre.
85% utilisation
85% utilisation
Queanbeyan
Multipurpose
Community Centre
Utilisation of the Queanbeyan
Multipurpose Community Centre.
85% utilisation
85% utilisation
1 - Performance is under target for 2008/09 due to the centre being less attractive to hirers than other Council venues
86
Corporate Services
Ms Lisa Gibson, Director - Corporate Services
•
Director of Corporate Services
•
Business Analyst Unit (GLIS)
Mr Bill Warne, Executive Manager - Legal and Internal Services
•
Legal and Insurance Services
•
Risk and Emergency Management
Mr Paul Spyve, Executive Manager - Corporate Planning & Customer Communications
•
Corporate Planning
•
Customer Service and Communications
Mr Mark Johnson, Manager - Finance
•
Expenditure Accounting
•
Revenue Accounting
•
Financial Reporting
•
Investments
Mr Wayne Jennings, Manager - ICT Services
•
Information and Communications Technology Services
•
Records Management
Mr Chris Duncan, Manager - Human Resources
•
Human Resources Administration
•
Occupational Health, Safety and Rehabilitation
•
Training and Development
•
Recruitment
Corporate Services Program goals
•
To manage and provide leadership to the corporate services division for the provision of corporate and internal
business support services for the entire organisation
•
To provide for the sound management of the organisation as well as meeting statutory requirements in respect of
its function areas
•
To provide corporate support services to the organisation in a cost effective and timely manner
Corporate Services Program function
•
87
Provision of a comprehensive range of internal business services, including corporate planning, business analysis
and solutions, legal advice, communications, technical and human resources to compliment and continually
improve the delivery of Council’s core activities and services.
Director - Corporate Services
Key program goal
and effective operations of the
Corporate Division
Responsible officer
Director - Corporate Services
Program functions
Operational Management
Program/activity
Operational
Management
88
Measure
completion date
Target
Achieved
Outcomes of annual Management Plan
and Budget calculated as a percentage of
compliance with programs and Capital
Works.
95%
100%
Government Act addressed in Auditor's
report.
100%
100%
Annual Report and Management Plan are
of high quality and comply with all
provisions of Local Government Act and
Regulations.
100%
100%
Business Analyst Unit
Key program goal
A geographical and land
information system which is
current and meets the needs
of both internal and external
customers.
Responsible officer
To provide an accurate and up to date spatial Director – Corporate Services
and property information system to meet the
needs of internal and external customers.
Program functions
Spatial Data Management
Ensuring the accuracy and integrity of spatial information.
Corporate Data Acquisition and Maintenance
Ensuring the accuracy and integrity of property information and owners' names and addressed by processing
changes and corrections to property data texturally and spatially, particularly involving new subdivisions.
Program/activity
Corporate Data
Acquisition and
Maintenance
89
Measure
Percentage of name and address
changes are processed within 48 hours
completion date
Target
Achieved
90%
100%
Legal and Internal Services
Key program goal
Ensure Council is supported
with appropriate legal advice
and Council operates in an
environment and culture that
minimises risk for the benefit
of the residents of
Queanbeyan.
Responsible officer
To provide Council with efficient and effective
legal services and risk management services
and respond to requests for information in a
timely manner.
Executive Manger - Legal and
Internal Services
Program functions
Legal and Insurance Services
Renewal of Council's Insurance portfolio and claims management and legal advice and representation is provided
externally and outsourced as required.
Risk Management
Consists of management of the Business Continuity Plan, Council's Risk Management Committee and risk
management policies and procedures.
Public Access
The duties of the Public Officer, Freedom of Information Applications, Protected Disclosures and Privacy matters are
all contained within this program.
Program/activity
Risk Management1
90
Measure
completion date
Target
Achieved
Risk management priorities are
identified and analysed.
Recommendations are made to
responsible functional area Manager.
100%
50%
Insurance renewals arranged by due
date.
100%
100%
Record trends and report on type of
public liability claims, recommended
areas of improvement.
100%
100%
Annual Risk Management Audit.
100%
100%
Bonus received from Statewide Mutual.
100%
100%
Public Access
Determination of Freedom of
Information applications.
28 days
1 – Program is being established and parameters are being addressed in a systematic fashion to reach target.
91
28 days
Corporate Planning and Customer Communications
Key program goal
Responsible and achievable
development, implementation,
management and monitoring
of Council Customer Service
and Communications
strategies.
Responsible officer
Provide timely and accurate information
guidance and assistance regarding Council's
activities and functions to our stakeholders.
Executive Manger - Corporate
Planning and Customer
Communications
Program functions
Internet & Intranet Services
Provision and support of information and business activities between Council and its external (internet) and internal
(intranet) customers, to facilitate the electronic dissemination of knowledge, information and business interactions
within and between Council, businesses and the community.
Customer Service and Communications
Responsible and achievable development, implementation, management and monitoring of Council's Customer
Service and Communication strategies.
Program/activity
Internet & Intranet
Services1
Measure
Customer satisfaction level reported
annually.
completion date
Target
Achieved
100%
20%
1 - No customer satisfaction survey has been undertaken for 2008/09. Redesign of the intranet including population of the new web content manager application is
underway with more operational areas being encouraged to add their own content. The redesign of the Internet is currently underway with this due to be completed by early
2010.
92
Finance - Expenditure Accounting
Key program goal
Implement sound financial
management strategies to
meet Council's objectives.
Responsible officer
To provide the Community, Council and
Management with accurate and timely financial
information.
Manager - Finance
Program functions
Finance and Accounting
The co-ordination of Council's financial activities including the provision of financial reports to Council and senior
management.
Accounts Payable
The payment of suppliers of goods and services in accordance with agreed terms.
Investments
The monitoring of cashflow to maximise investment returns and minimise overdraft.
Payroll
A comprehensive payroll service for all staff, including processing and funds transfer, leave entitlements,
superannuation, salary reviews and administration of Council's salary system.
Program/activity
Finance and
Accounting
Investments1
Measure
completion date
Target
Achieved
Audited financial reports presented to
Council by 31 October each year.
100%
100%
Maintain Council's Debt Service Ratio at
the industry accepted level. Calculated
annually.
10%
10%
Maintain Council's Unrestricted Current
Ratio at the industry accepted level.
Calculated annually.
2 ratio
3 ratio
Return on investments exceeds BBSW.
The amount represents the number of
basis points above BBSW.
25 points above BBSW
20 points
1 - Earnings on investments to the end of June 2009 was 2.38% pa which was well below the 90 day BBSW for the year. The average 90 Day BBSW rate for the year was
4.77%
93
Finance - Revenue Accounting
Key program goal
The rates and charges are
levied and collected in
accordance with statutory
requirements and Council
policies.
Responsible officer
To provide ratepayers with an equitable rating
system.
Manager - Finance
Program functions
Accounts Receivable
The processing of Council's general debtors (excludes rates), including the issuing of invoices and debt collection.
Rates
Maintain up to date and accurate rating records of the purposes of issuing and collecting the general and
supplementary rating levies.
Water Billing
Maintain up to date and accurate water billing records for the purposes of issuing and collecting the quarterly water
user charges.
Debt Recovery
Monitor the collection of all rates and water billing debtors.
Program/activity
Debt Recovery
94
Measure
Maintain the level of rates, annual
charges, interest & extra charges
outstanding percentage at the industry
accepted level. Calculated annually.
completion date
Target
Achieved
6%
4.69%
Information and Communication Technology Services
Key program goal
To provide the best possible
information technology and
telecommunications services
to Council.
Responsible officer
To ensure the best possible information
Manager - ICTS
technology and telecommunications services are
available for use by Queanbeyan City Council to
enable optimal business and service delivery to
the community.
Program functions
Helpdesk Service
To resolve incidents and restore provision of telecommunications and information technology services to Council as
quickly and efficiently as possible.
Network, Telecommunications and Systems Service
To investigate telecommunications and information technology infrastructure and all available information to identify
causes of actual and potential incidents or failures to enable Council to more efficiently carry out its business and
customer service activities. Assess, propose and implement any infrastructure changes, with consideration to
continually improving services and ensuring their minimal adverse impact, while protecting information in terms of
confidentiality, integrity and availability.
Corporate Applications Service
To investigate corporate information and knowledge applications and identify causes of actual and potential incidents
or failures to enable Council to more efficiently carry out its business and customer service activities. Assess,
propose and implement any infrastructure changes, with consideration to continually improving services and ensuring
their minimal adverse impact, while protecting information in terms of confidentiality, integrity and availability.
Program/activity
Measure
completion date
Target
Achieved
80%
62%
Network,
Scheduled network (including server)
Telecommunication availability during business hours (Mon
s and Systems
- Sat, 7am - 7pm).
Service2
310 hours per month
312 hours
Unscheduled network (including server)
availability during business hours (Mon
- Sat, 7am - 7pm).
310 hours per month
290 hours
Helpdesk Service1
95
Customer satisfaction level as per
Helpdesk customer satisfaction survey.
Corporate
Applications
Service3
Scheduled core applications availability
during business hours (Mon - Sat, 7am
- 7pm).
310 hours per month
305 hours
Unscheduled core applications
availability during business hours (Mon
- Sat, 7am - 7pm)
310 hours per month
312 hours
1 - Only 5 staff completed the survey, which is not a fair sample to make any valued judgement. The survey will be marketed better and run again in August 2009.
2 - Email server was down for close to two days.
3 - Overall very good. Pathway was upgraded to SP02. Unavailable for staff use on 6 June 2009.
96
ICTS - Records Management
Key program goal
Implement the State Records
Act and provide a records
management system that
ensures timely access to
Council's paper and electronic
information.
Responsible officer
To ensure the integrity of Council's records Manager - ICTS
whilst facilitating the access to the relevant
information that staff require for the day to day
performance of their duties.
Program functions
Records Management
Maintain and control an Electronic Document Management System to enable quick and easy access for the
registration and retrieval of all records.
Corporate Support
Administrative support and facilities to the organisation.
Administration
Administrative support for Governance including the preparation of Council meeting Agenda and Minutes and some
committee reports. Support is also provided to Council Reserve Trusts.
Program/activity
Measure
completion date
Target
Achieved
100%
100%
Records
Management
Incoming correspondence entered into
TRIM by 12 noon daily.
Administration
Agenda prepared in accordance with
Council meeting timetable.
3 days notice
3 days notice
Accurate Minutes prepared following
meeting.
7 days following
meeting
7 days
97
Human Resources
Key program goal
Complete all Human
Resources functions within
legislative and operational
guidelines.
Responsible officer
To maintain employee records, remuneration,
training and development, recruitment policies,
workers' compensation insurance, rehabilitation
and safe work practices for the Council.
Manager – Human Resources
Program functions
Human Resources Administration
To co-ordinate and provide advice and practical support on Human Resources Services to all employees.
Occupational Health, Safety and Rehabilitation
Administration of workers' compensation, WorkCover legislative requirements, first aid, safety committee directions
and safety hazards. Provide rehabilitation advice to management and employees in accordance with Workers'
Compensation Act.
Training and Development
To coordinate the development of the Staff Training and Development Plan.
Recruitment
Provide an effective recruitment, selection and appointment service to management, undertaken in accordance
with statutory and organisational policies.
Employee and Industrial Relations
Attend to all employee and industrial relation matters via negotiations with unions and employee and employer
associations in an unbiased manner to attain mutual objectives.
Program/activity
Measure
completion date
Target
Achieved
Occupational
Health, Safety and
Rehabilitation
Achievement of Statecover average
benchmark across Councils in Annual
Audit
100%
100%
Training and
Development
Training plan completed annually in
accordance with NAPSA and Council
Requirements
90%
100%
98
Completion of required training and
development activities identified in the
training plan.
Recruitment1
Reduction in the time taken from the
close of applications to conducting
interviews i.e. from 4 to 6 weeks to 3
weeks.
Employee and
Industrial
Relations
Percentage of grievances and disputes
resolved at the workplace level in
accordance with the Dispute and
Grievance Resolution Procedure.
85%
85%
3 weeks
2 weeks
90%
100%
1 - 78 % of appointments were interviewed within three (3) weeks of close of applications. 100% of applications received were forwarded to interview panels within one (1)
week of close of applications.
99
Statutory Disclosures
Legal proceedings
A summary of the amounts incurred by Council in relation to legal proceedings taken by or initiated against Council and a
summary of the state of progress of each legal proceeding and the result
In the financial year ended 30 June 2009, the Council expended an amount of $992,844 on legal costs which included
$758,351 expended on court proceedings.
The most significant matter is the legal challenge to the levying of the water abstraction charge and utility network facilities
tax by the ACT Government on the Council for bulk water purchases from ACTEW. The Council believes that it is illegal to
levy these charges outside the Australian Capital Territory.
The Council has already expended $880,325 to fund the legal challenge including $593,962 in the current year. The
annual cost of the Water Abstraction Charge and Utilities Network Facilities Tax is $3.1million. The matter was heard in
the Federal Court in March 2009 and at years end the judgement had not been delivered.
Whilst not significant in monetary terms, the case of Nacua and O’Grady v Queanbeyan City Council is important.
Objectors to the granting of a Development Approval by the Council sought reimbursement of their costs in preparing an
objection in the Small Claims Division of the Queanbeyan Local Court. If successful, the claim could have created an
undesirable precedent for all determining authorities. The application was dismissed.
Action in the NSW Land and Environment Court has been initiated by the Environment Protection Authority against the
Council for a sewer spill at the pumping station in Morisset St, Queanbeyan in November 2007. The Council disputes the
assertions and has sought a permanent stay of the action, which is yet to be determined. Legal costs for 2008/09 were
$68,882
The following matters have been or are proposed to be dealt with by the courts:
General
description of
matter
Action
Result
Expenses
2008/09
$
Federal Court - Canberra
Challenge to the
Heard by
Awaiting
$593,962
legality of Water
Federal Court judgement
Abstraction Charge in March 2009
and Utilities Tax
levied by ACT
Government
Queanbeyan Local Court- Small Claims Division
Reimbursement of
Heard in local Application
$3,509
expenses
court
dismissed
associated with
objection to a
development
application.
NSW Land and Environment Court
Building without
Heard in Land Penalty Notices
$43,919
consent – 72 Lowe & Environment issued and an
St, Queanbeyan.
Court
order for costs
100
Costs
Awarded
$
$250
$4,636
General
description of
matter
Illegal building
works 3A
Stornaway Road,
Queanbeyan
Action
Result
Heard in Land
& Environment
Court
Respondent
successful and
the Council
ordered to pay
costs.
Originally fine
issued ($128,000)
and costs
($107.673)
awarded to
Council
Defendant
Pleaded guilty to
contempt of court
for continued
breach of DA
Prosecution
successful
Non compliance
with Development
Approval; contempt
of Court – 63 - 69
High St,
Queanbeyan
Heard in Land
& Environment
Court
Illegal Building
Works – 32
Thoroughbred
Drive, Royalla
Illegal Building
Works – 1126 Old
Cooma Rd,
Googong
Heard in Land
& Environment
Court
EPA Prosecution
for sewer spill
Morisset St,
Queanbeyan
Sub total
Total
Application for
permanent
stay pending
To be
determined
Originally order to
remove building
and costs
($10.000)
awarded to
Council . The
respondent has
removed shed
panel and sought
approval for two
sheds and has
appealed the
Council decision
to refuse consent.
To be determined
Expenses
2008/09
$
$13,832
Costs
Awarded
$
$2,436
Costs
awarded to
respondent
$16,904
Appeal
pending
regarding
amount of
costs and
payment
arrangeme
nts
$12,917
No award
on costs
$4,344
$68,964
$160,880
$758,351
The balance of legal costs were for general legal advice, trademark issues, property valuations, costs associated with
land acquisitions, and similar matters. The cost of pursuing overdue rates and charges through a debt collection agency
was $29,969. These costs are recovered from individual property owners.
101
Contributions/Donations
The Council operates an annual donations program each year which is available to community groups in accordance with
the Council’s donations policy.
In addition, it provides rental rebates and donations to community groups for the payment of Council regulatory fees and
charges.
The donations, made pursuant to section 356 of the Local Government Act for 2008-2009 were:
ANNUAL DONATIONS PROGRAM
Donation Recipient
1st Jerrabomberra Scout Group
Amount
($)
800.00
ACT Eden Monaro Cancer Support
2,565.00
American Car Club Of Australia Inc
645.00
Australian Breastfeeding Assoc (Qbn)
690.00
Australian Red Cross Donation - Victorian Bushfire Appeal 2009
10,000.00
Building Works - Queanbeyan Art Gallery
3,142.27
Campbell Street Childrens Centre Limited
1,165.00
Canberra International Clay Target Club
Communities @ Work
Community Groups - Donations Equivalent To Rent Levies.
D Bowman, Paralympics Representative
Disability Services Australia
585.00
1,485.00
34,812.05
1,500.00
835.00
Donation - Earthquake Appeal
1,000.00
Festival Of Ability
1,625.00
General Scholarships
2,000.00
Harris Park Pre-School
2,890.00
Heritage Assistance Grants
Jerrabomberra Public School Donation - Annual Presentation 2008
102
12,104.00
100.00
Jerrabomberra Residents Association Inc
Karabar High School
Lions Club Of Queanbeyan Inc
3,055.00
710.00
1,375.00
McNally Trust
181.89
Meals On Wheels Queanbeyan Inc
530.00
NAIDOC Week Support
3,247.64
Nursery Plant Vouchers
199.09
Q Writers Group
440.00
Queanbeyan Activities Centre
450.00
Queanbeyan Arts Society
Queanbeyan Business Council1
1,000.00
185,062.18
Queanbeyan Carnivale
1,000.00
Queanbeyan Childrens Special Needs Gp Inc
2,265.00
Queanbeyan Cricket Club DA Fees
4,552.20
Queanbeyan East Primary School
Queanbeyan High School - Various Activities
Queanbeyan Italian Pensioners Association
100.00
4,315.00
575.00
Queanbeyan Multilingual Centre Inc
1,105.00
Queanbeyan Public School - Various Activities
4,750.00
Queanbeyan Racing Club
5,454.55
Queanbeyan Show Society
6,000.00
Queanbeyan South Public School & C Association
315.00
Queanbeyan Support Group For Carers
705.00
Queanbeyan West Public School Donation
200.00
Respite Care
225.00
103
Schools As Community Centres
520.00
Sewer Rate Relief - 20 Dillwynia
2,085.24
South East Academy of Sport
14,867.60
Southern Care Helicopter
12,727.27
St Gregory's Primary School
Support for the Arts - Various
100.00
11,628.84
Universal Transition To School Project
450.00
Wildcare Queanbeyan Inc
645.00
Total
$348,779.82
1. Queanbeyan Business Council, $185,062.18 covers the license agreement between Council and the Queanbeyan Business Council for the operation of the Queanbeyan Visitor’s
Centre.
NOTE
1.
Queanbeyan FM – Council provided free rent, parking and power for the financial year 2007/2008.
2.
Queanbeyan Multi-Lingual Centre – Council provided free rent for the financial year 2007/2008.
104
Rates and charges written off
The following amounts were written off during the course of 2008-09:
Nature of write-off
Amount
($)
Community rate relief
Rates and charges (pensioner concessions)
Total
5,583.10
321,678.04
327,261.14
Human Resource Activities
A Statement of Council’s Human Resource activities
The Human Resource (HR) section provides a diverse range of Human Resource Management Services that ensure not
only confidentiality of personnel records and practical support to management on employee related matters but also
assists Council maintain a workforce that; operates in-line with Councils values, is highly skilled and motivated to meet the
needs of the Community.
Our services for 2008/2009 included:
Human Resources Administration: During 2008/2009 administration continued to be an important part of our
operations. The accurate preparation, storing and recording of confidential information in Council’s document
management system TRIM in line with legislative requirements.
Recruitment Services: Recruitment and selection was completed in-line with organisational and legislative requirements
during 2008/2009. The HR section provided the organisation with effective assistance throughout the recruitment and
selection process to enable suitable appointments with the necessary skills to meet the organisations strategic and
operational objectives.
Training and development: A total of $234,000 was spent on training and development opportunities in 2008-09 to
enhance skills of employees and to contribute towards future strategic and operational objectives. This was a decrease of
$89,000 from 2007-08. In 2006/2007 the total was $216,000.
Training included attendance at a variety of training courses and associated costs identified as
technical/professional/corporate, Administration and Occupational Health & Safety. The above amounts do not include $
47K allocated to professional development in 2008/2009.
Council’s Training and Development plan is identified by a number of mechanisms including, but not limited to, annual
performance reviews, statutory requirements and direct workplace requirements etc.
Employee and Industrial Relations: In 2008-09 the HR section was involved in a variety of Employee and Industrial
Relations matters that were resolved at the local level. During 2008/2009 one matter could not be resolved at the local
level and proceeded to the Industrial Relations Commission (IRC) for arbitration.
Employees have an opportunity, through representatives of the Workplace Consultative Committee, to raise matters to
management they believe will improve the workplace for all employees. The Workplace Consultative Committee met on
seven occasions during 2008-09.
Workplace Improvement Groups (WIP) also continued in 2008/2009 to look at ways to develop and improve workplace
conditions for all employees.
Employee Assistance Program: In times of difficult personal circumstances, Council employees are able to utilise
assistance through the professional services of Davidson Trahaire Corpsych. In 2008/09 21 clients accessed the service
this was consistent with the 2007-2008 reporting period.
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Peer Support: Further confidential employee assistance is available to all employees through Council’s Peer Support
Group. The Peer Support Group is made up of trained employees (peers) who assist in providing resources to employees
who need assistance.
Occupational Health Safety and Rehabilitation (OHS&R): Our OHS & R Management System has been audited
internally for the period 2008-09 where Council achieved an overall result of 84.63% (an improvement of 5.91% from
2007/2008). The audit is based on AS/NZ4801 and conducted in conjunction with our insurance provider. In addition to
statutory training that has been provided to employees, OHS & R achievements have included. but are not limited to. the
following:
•
Review, update and implementation of all OHS & R Management System including policies, directives
and procedures.
•
“Return to work of injured employees” training for supervisors.
•
Promotion and development of activities for Work Safe Australia Week that included optional employee
health testing and a presentation from the Cancer Council etc.
•
Continuation of an electrical testing/tagging system service across all Council workplaces.
•
Warden training offered to all employees with evacuation responsibilities.
•
Flu vaccine offered to all staff.
•
Implementation of Emergency Procedures Manual.
•
Introduction of defibrillator unit into Aquatic Centre.
•
Implementation of responsive strategy to minimise Swine Flu outbreak amongst internal and external
clients.
•
Beyond Blue Program, link set up on Council intranet to assist employees who require additional
information on depression.
•
All Workers Compensation claims have been managed in accordance with the Workers Compensation
Act in a proactive manner in returning injured employees to work.
•
Safe Work Method Statements are constantly being introduced, reviewed and updated.
•
The OH&S Committee met on 10 occasions during 2008/2009, all committee are accredited members.
•
Pre-employment medicals were undertaken for all new employees.
•
Workers Compensation claims for the last financial year totalled five and resulted in a total lost time of
309 hours (a reduction of 1649 hours from 2007/2008), all injured employees have returned to the
workplace as at 30 June 2009.
•
Our insurer StateCover provided an incentive payment of $41,429.08 following the satisfactory
completion of their key performance indicators. The incentive payment is to provide financial incentive to
assist with the implementation of proactive OHS processes.
•
The OHS & R Coordinator continues to consult and benchmark with Council representatives in the South
East Region of Councils (SEROC) Safety Group.
Remuneration Management: In 2008/2009 a new salary structure was developed and review of salaries was
undertaken. The revised salary structure has resulted in a remuneration system that is fair and equitable, has improved
Council’s capacity to be competitive in the local labour market and reflects industry remuneration trends.
Executive Support and Information: Statistical and other relevant information is provided to Council’s Executive
Management team and Management team, on a regular basis, to assist these groups to make decisions in their
respective sections, based on current data.
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Policy/ Directive/Procedure Development: In 2008/2009 a total of 19 Human Resource Policies, Directives or
Procedures were created/reviewed and implemented, each implemented policy, directive or procedure were
communicated to directors, managers and employees during the reporting period.
Internal Committee Partnership: In 2008/2009 the Human Resources section was actively involved and provided a
facilitation role in the following Committee’s –
•
Managers Committee, including Managers Professional & Organisational Development.
•
Occupational Health & Safety Committee.
•
Workplace Consultative Committee.
•
Workplace Improvement Program Committee.
•
Risk Management Committee.
•
Peer Support Committee.
Community Collaboration: During 2008/2009 the Human Resources Section presented a Career day in-conjunction with
Local Government Week. Members of the community were invited to attend to learn more about employment within the
Council and how to apply for positions at Council when they become available.
Collaboration is also undertaken through a successful Workplace Learning Program and Work Experience with the
Capital Region LCP, this involves working with local school-based students to assist them in determining a future vocation
and presenting the opportunities available at Council.
Major Human Resources highlights for 2008/2009
Major Human Resources highlights for 2008/2009 included:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
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Updated and implemented salary structure and salary review.
Developed an on-line performance appraisal system.
Revised Equal Employment Opportunity Policy (EEO) and Revised EEO Management Plan.
Reviewed and updated HR Policies, Directives and Procedures.
Reviewed and updated Council’s Human Resources Strategy.
Introduced improved flexible working conditions.
Introduced a purchase leave program.
Improved access to information via electronic data management.
Updated HR Intranet page.
Communicated updated HR Policies, Directives and Procedures.
Provided policy manuals to off-site locations.
Updated Corporate Induction Process.
Completed Code of Conduct Training for all employees.
Provided employees with OH&S Charter information.
Trained all employees in Council’s Values.
Completed a Workforce Planning Strategy.
Completed Council’s Aboriginal Employment Strategy.
Commenced Outdoor IT training in conjunction with TAFE NSW.
Indentured the first Council apprentice plumber for several years.
Reviewed, updated and implemented an improved work experience work placement program.
Years of Service awards for employees with 10,15,20,25 & 30 years service.
Increased reporting support to senior management.
Updated Council’s Human Resource Information System (HRIS).
Facilitated Councils Professional & Organisational Development Workshops for Managers.
Activities to implement Equal Employment Opportunities (EEO) Management Plan
A statement of the activities undertaken by Council to implement its Equal Opportunity Management Plan
Queanbeyan City Council is committed to a policy of equal employment opportunity, fair treatment and non-discrimination
for all existing, potential and future employee, and to a policy to eliminate all forms of illegal workplace harassment. All
employment practices (recruitment, selection, training, employee development, promotion, transfer and all other terms
and conditions of service) are based solely on the merit of the individual against specific job requirements. Existing,
potential and future employees will not be discriminated against in their employment on the grounds of race, colour,
national origin, sex, religion, marital status, age, physical and intellectual impairment, carer responsibilities, political
convictions and sexual preferences.
The aim of Council’s EEO Management Plan is to have a motivated and highly skilled workforce free of harassment,
bullying and discrimination. Council supports staff in striving to meet their full potential and to provide equal access to
career opportunities.
Council’s activities in relation to Council’s EEO Management plan in the workplace for 2008-09 have included:
Objective A – Communication & Awareness
Communicate the responsibilities of Council’s EEO principles and practice to all current and potential employees through
proactive presentations and other communication mechanisms.
In 2008/2009 all employees were provided the opportunity to attend EEO training, all employees were provided with a
copy of Council’s EEO policy and advised of their EEO responsibilities. EEO policy and programs are communicated to
employees via staff meetings, newsletters, intranet site, emails and presentations.
Objective B – Recruitment & Selection
To ensure all recruitment and selection at Council is undertaken in accordance with Council’s policy and procedures, is
inclusive and reflects Councils EEO and merit principles.
During the reporting period Council’s recruitment and selection directive and procedure was reviewed, updated and
communicated to Senior Management and Managers responsible for recruitment.
All recruitment was undertaken in accordance with the recruitment & selection documentation. All applicants selected for
interview are provided with the tools necessary to be successful at interview, all position descriptions require employee
commitment to EEO principles and interview panels ensure a gender balance where a gender mix of applications are
received. In addition to above, a representative of identified EEO target groups are included on selection panels where
appropriate.
Objective C – Training & Development
To review training & development policies and procedures to ensure they conform with EEO principles, which
incorporates opportunities for training and development for EEO target group members.
In 2008-2009 Council’s Training & Development directive was reviewed to ensure EEO principles are considered where
training and development opportunities arise. All employees are required to attend a minimum of one EEO related training
program over a two year period and also have opportunities to self nominate for appropriate training and development
courses.
Objective D – Promotion Advancement & Higher Duties
To ensure all instances of promotion, transfer and the allocation of higher duties are offered following fair and consistent
processes where eligible employees receive due consideration where applications are received and merit is established.
During the reporting period allocation of higher duties, transfer and promotion were undertaken in accordance with EEO
and merit principles. Council’s performance review system is non-discriminatory with regard to process, administration
and content.
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Objective E – Grievance Procedures
To ensure any grievance that is raised is treated equitably and in accordance with Council’s procedure.
In 2008-2009 Council’s Grievance and Dispute procedures were reviewed and updated in line with the Local Government
(State) Award 2007. Training was completed by Directors and Managers in Council’s Grievance Procedures. Two (2)
grievances were lodged in accordance with Council procedure.
Objective F – Internal Partnerships
Council is committed to working with target groups to assist in implementing and considering EEO principles in their
decision making processes.
During the reporting period the Workplace Consultative Committee was available when required for matters that required
EEO advice and support. In addition the Aboriginal Employment Strategy was adopted during 2008-2009 with strategies
outlined for implementation.
Objective G – Terms & Conditions of Employment
To ensure all employees conditions of service conform with EEO principles.
All employment conditions completed in 2008-2009 conformed with EEO principles.
EEO Statistical Information
Council has a diversified workforce structure, as at 30 June 2009, comprising of 52% females and 48% male of which
12% of employees disclosed they identify as being from a non-English speaking Background (NESB) and 2% of
employees disclosed they identify as an Aboriginal person, additionally during the reporting period Council contracted 10
Aboriginal people to work in the Queanbeyan River Restoration Project. Refer Note 4, page 34 of Queanbeyan City
Council’s General Purpose Financial Report for total number of equivalent full time employees.
External bodies exercising Council functions
By agreement the Queanbeyan Business Council utilises and operates the Queanbeyan Visitor Information Centre at the
corner of Farrer Place and Lowe St, Queanbeyan of behalf of Queanbeyan City Council.
Controlling interest in companies
The Council does not have a controlling interest in any company.
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Freedom of Information Statistical Report
In accordance with the Freedom of Information Act, 1989, the annual statistics for the year are listed hereunder. During
the year, six FOI applications were received.
Numbers of new FOI requests
FOI STATISTICS - Period ended 30 June 2009
FOI Request
New (including transferred in)
Brought forward
Total to be processed
Completed
Transferred cut
Withdrawn
Total processed
Unfinished (carried forward)
2008
Personal
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
2009
Other
3
Nil
Nil
3
Nil
Nil
3
Nil
Total
3
Nil
Nil
3
Nil
Nil
3
Nil
Personal
2
Nil
Nil
2
Nil
Nil
2
Nil
Other
4
Nil
Nil
4
Nil
Nil
4
Nil
Total
6
Nil
Nil
6
Nil
Nil
6
Nil
Completed requests
Results of FOI requests
Granted in full
Granted in part
Refused (no record in existence)
Deferred
Completed
Personal
2
Nil
Nil
Nil
2
Other
4
Nil
Nil
Nil
4
Amendment of personal records – number of requests for amendment processed during the period.
Result of amendment request
Result of amendment - agreed
Result of amendment - refused
Total
Total
Nil
Nil
Nil
Notation of personal records – number of requests for amendment.
Number of requests for notation
Nil
FOI requests granted in part or refused – basis of disallowing access – number of times each reason cited in relation to
completed requests, which were granted in part or refused.
Basis of disallowing or restricting
access
Section 19 (application incomplete,
wrongly directed)
Section 22 (deposit not paid)
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Personal
Other
Nil
Nil
Nil
Nil
Section 22 (unreasonable diversion of
resources)
Section 25(1)(a) (exempt)
Section 25(1)(b), (c), (d) (otherwise
available)
Section 25(1)(e) (documents more
than 5 years old)
Section 24(2) – deemed refused, over
45 days
Totals
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Assessed
costs
$328.18
FOI fees
received
$328.18
Costs and fees of requests processed during the period
All completed requests
Discounts allowed – number of FOI requests processed during the period where discounts were allowed.
Type of discount allowed
Public interest
Financial hardship – pensioner/child
Financial hardship – non-profit
organisation
Total
Significant correction of personal
records
Personal
Nil
Nil
Nil
Other
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Days to process – number of completed requests (A4) by calendar days (elapsed time) taken to process.
Elapsed time
1 - 30 days
31 - 45 days
Over 45 days
Totals
Personal
1
1
Nil
2
Other
3
1
Nil
4
Section K – Processing time – number of completed requests (A4) by hours taken to process.
Processing Hours
0 - 10 hours
1 - 20 hours
21 - 40 hours
Over 40 hours
Totals
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Personal
Other
1
1
Nil
Nil
2
2
1
1
Nil
4
Reviews and appeals – number finalised during the period.
Number of internal reviews finalised
Number of Ombudsman reviews
finalised
Number of District Court Appeals
Nil
Nil
Nil
Details of internal review results
Basis of internal review
Grounds on which the
internal review was
requested
Access refused
Deferred
Exempt matter
Unreasonable charges
Charge unreasonably incurred
Amendment refused
Totals
Personal
Upheld Varied
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Other
Upheld Varied
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Partnerships, co-operatives and joint ventures
The Council has an interest in the following organisations, facilities and arrangements in accord with the under-listed
arrangements:

Statewide Mutual - A mutual pool scheme providing liability insurance cover to NSW Councils.
Statecover Mutual – A company providing workers compensation insurance cover to NSW Councils.
South East Weight of Loads – The Council has a management role and has four inspectors in two vehicles patrolling
roads in eleven constituent Councils of the region.
a formal library sharing agreement exists with Palerang Council for library services. Palerang Council pays a
contribution to Queanbeyan City Council which provides its residents complete access to the full range of
Queanbeyan library services, including staffed branch libraries in Bungendore and Braidwood as well as access to a
book deposit and collection service at Captains Flat.
Palerang Council has access to services at Queanbeyan Animal Pound on a fee-for-service basis.
a joint emergency management agreement is in place with Palerang Council. This agreement formalises mutual
assistance arrangements in relation to the functions of the Lake George Local Emergency Management Committee
and in relation to emergency responses in the local government areas. Palerang Council pays a contribution for this
service.
Regional Planning Committee with ACT and Palerang Council.
Regional Waste Depot with ACT.
South East Resource Recovery Regional Organisation of Councils (SERRROC) – The Council has a management
role in respect of this organisation comprising 12 member Councils which is a voluntary group aimed at waste
reduction.
Fraud Control
Council has a zero tolerance in relation to fraud. The organisation has adopted a fraud control policy and implemented
fraud prevention systems and strategies including the establishment of an internal audit function. In addition Council has
established an audit committee that includes an external chairperson and external committee member.
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Council’s primary aim is to ensure the culture of the organisation is such that all Councillors and staff have regard for the
organisation and their colleagues to such a degree that they resist the urge to commit any fraudulent activity.
Council funded overseas visits by Councillors and others
No Council-funded overseas visits were undertaken by councillors or staff during the report period.
Senior staff remuneration packages
The remuneration details of senior staff including salary, superannuation and non-cash benefits as at 30 June 2009 are as
follows:.
General Manager
$228,580.00
Mayoral and Councillors fees
Item
Fee payments:
Mayor
Councillors
Total payments
Expenses and facilities:
Office equipment
Telephone calls, mobiles and Internet
Accompanying Person expenses
Conferences and seminars
Training
Total expenses and facilities
Delegations and visits:
Interstate visits
Overseas visits
Total delegations and visits
2008
2009
46,280
130,860
$177,140
47,686
132,420
$180,106
0
553
0
9,039
2,181
$11,773
0
606
0
7,444
0
$8050
293
0
$293
$189,206
0
0
0
$188,156
The individual Councillor fee is $14,713 per annum.
Policy for payment of expenses and provision of facilities to the Mayor and Councillors.
Policy objectives
(a) To ensure that there is accountability and transparency in the reimbursement of expenses incurred or to be incurred
by Councillors.
(b) To ensure that the facilities provided to a Councillor to carry out their civic duties are reasonable.
(c) To provide for the fair and equitable payment and reimbursement of certain expenses not considered to be included
in the annual fees payable under Sections 248-254A of the Local Government Act, where such expenses are incurred
by the Mayor, Deputy Mayor and Councillors in discharging the functions of civic office.
(d) To fulfil the statutory responsibilities of the Local Government Act and the Local Government (General) Regulations
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Facilities for the Mayor and Councillors
The Mayor is entitled to receive the benefit of the following in addition to normal facilities provided to Councillors:
•
use of the Mayoral office
•
a mobile telephone for use in relation to official duties
•
secretarial services associated with office of the Mayor
•
cost of transport to official functions (if required)
•
provision and maintenance of mayoral chain and robes
•
access to Council meeting rooms as provided by the General Manager, and
•
catering services as provided by the General Manager
•
Membership of the Qantas Club
Councillors will receive the following benefits:
•
use of official Council stationery, provision of business cards
•
postage of official correspondence – all mail is to be directed through the Council’s own mailing system
•
meals/refreshments prior to Council and committee meetings, workshops and trust meetings
•
cost of transport to official functions (if required) when deputising for the Mayor
•
vehicle parking pass for Council controlled parking areas
•
access to the Councillors’ meeting room, computer access and photocopier and telephone
•
minor secretarial services associated with duties of Councillors
•
Council email account
•
access to appropriate training programs for Councillors, and
•
provision of journals and publications relevant to Councillor’s duties and local government responsibilities
Private Use of equipment and facilities
Councillors should not obtain a private benefit from the provision of equipment and facilities nevertheless the Council
acknowledges that incidental private use of equipment and facilities may occur from time to time and such use is not
subject to compensatory payment. The General Manager shall determine the standard and quality of equipment
provided.
Frequent flyer schemes
Where travel hours and benefits accrue from Council funded travel through “frequent flyer” schemes or any other loyalty
programs then free flights or other subsidised travel should benefit Council related business travel and that an annual
report be submitted to Council by the Mayor on travel bonuses and their intended use.
Return of equipment and facilities by Councillors
Councillors are required to return all Council issued equipment to Council after the completion of the Councillors term of
office or at the cessation of their civic duties.
Councillors may choose to purchase Council equipment previously allocated to them at the cessation of their duties.
Items will be offered at the written down value at the time of purchase.
Accompanying persons expenses
An accompanying person is a person who provides carer support to the Councillor.
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Where certain costs are incurred on behalf of an accompanying person assisting a Councillor in the performance of his or
her functions, then those costs will be reimbursed including:
•
reasonable costs for attending official Council functions that are of a formal and ceremonial nature, within the
local government area. Examples include Australia Day award ceremonies, Citizenship ceremonies, civic
receptions and charitable functions for charities formally supported by the Council.
•
payment of expenses for attendance at an official function of Council or an official ceremonial duty while
accompanying the Mayor outside the local government area, but within the State and ACT. Examples include
charitable functions, award ceremonies and the like to which the Mayor has been invited to represent the
Council.
•
registration and the official conference dinner at the Local Government Association’s annual conference. Travel
expenses, any additional accommodation expenses, and the cost of partner/accompanying person tours etc.
would be the personal responsibility of individual Councillors.
The Councillors accompanying person may attend seminars, conferences or the like with the Councillor subject to any
additional travel, accommodation, accompanying person tours sustenance costs, and the like being met by the individual
Councillor.
The payment of expenses for accompanying persons for attending appropriate functions, as permitted above, is confined
specifically to the ticket, meal and/or the direct cost of attending the function. Peripheral expenses such as grooming,
special clothing and transport are not considered reimbursable expenses.
Mayor and Councillors
The Councillors are paid an annual fee and, in addition, the Mayor receives an annual allowance. Member’s fees and the
Mayoral allowance are set by resolution of Council in accordance with the determination of the Local Government
Remuneration Tribunal for the category of Council each year. In 2008-09 the fees were:
Mayoral allowance
$32,972
Councillors fee
$14,713
Transport
The Council shall reimburse Councillors for use of their private vehicle for the following:
•
to and from their place of residence or work and the Council Chambers in order to attend meetings
•
to and from inspections within the area that relate to Council business
•
to and from meetings which Council has endorsed the Councillor’s membership
•
to and from civic receptions hosted by Council, or meetings or functions approved by the Mayor or General
Manager
•
Out-of-pocket expenses associated with travel by motor vehicle such as parking fees and road toll charges
•
councillors are personally responsible for all traffic or parking fines while travelling in private or Council vehicle on
Council business
•
reimbursement will be at appropriate rate set by the appropriate Local Government Industrial Award or equivalent
Reimbursement of expenses is subject to a formal claim being lodged no later than two (2) weeks after the expense was
incurred.
Conferences and seminars
Who May Attend!
Councillors may be nominated to attend conferences, seminars and similar functions by:
1. the Council, through resolution duly taken, or
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2. the Mayor and General Manager acting under delegated authorities and subject to budget requirements being
adhered to.
In addition, the Mayor may nominate the Deputy Mayor as a substitute attendee for functions within the Council area or
the ACT Sub Region, or on those occasions where the Mayor is unable to be in attendance.
Council may also resolve to delegate authority to the Mayor to appoint Councillors to attend specific conferences,
seminars or similar functions.
What conferences and seminars may be attended!
The conferences, seminars, workshops, courses and similar to which this policy applies shall generally be confined to:
•
Local Government Association Annual Conferences (federal and state)
•
Local Government and Shire Conference (state)
•
special ‘one-off’ conferences called by Local Government Association on important issues
•
NSW Country Mayors’ Association
•
annual conferences and congresses of the major industry associations and professions in local government
•
seminars which further the training and development efforts of the Council and within the budget framework
In 2008-09 Councillors attended the following conferences, seminars workshops and training:
October 2008
March 2009
June 2009
Conference
Conference
Conference
LGA Annual Conference
ALGWA Annual Conference
Country Public Libraries Symposium and AGM
Overseas travel
Overseas travel for conferences and delegations to Council’s Sister City shall be agreed to by the Council and subject to
a detailed report on all aspects of the trip relevant to Council business within three (3) months of the completion of the
travel. Travel cost and accommodation are to be paid for at the delegate’s own expense.
An official delegation visited Minami Alps in Japan as part of Council’s Sister City Exchange. The visit took place on 15 25 May 2009. All delegates and accompanying persons funded their costs associated with this visit. The official
delegation consisted of:
Mayor, Cr Tim Overall
Cr Trudy Taylor
Cr John Barilaro
Cr Tom Mavec
General Manager, Gary Chapman.
Expenses incurred and reimbursement
The Council will pay all Conference, Seminar and Workshop registration costs for Councillors, including the costs of
official luncheons, dinners and tours which are relevant to the interests of the Council or assist Councillors to discharge
the functions of their civic office.
Payment or reimbursement of expenses incurred or to be incurred shall be subject to the requirements that:
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•
travel expenses for the conference or seminar of local government at which attendance has been approved
•
the travel is undertaken with all due expedition, and by the shortest route and the most practicable and
economical transport
•
only reasonable amounts being the costs of meals, travel, registration fees, accommodation, stationery and
the like are claimed or accepted towards necessary out-of-pocket expenses
•
any time occupied or travel incurred in other than Council business is not included in the calculation of
expenses to be paid
•
the claim is made not later than two (2) weeks after the expenses were incurred, and upon an approved claim
form, supported by appropriate receipts and tax invoices
•
any expenses should only be incurred by Councillors in accordance with the provisions of this policy. All
claims shall be submitted for approval to the General Manager
•
any costs of vehicle hire parking and toll costs and/or taxi fares which are reasonably incurred will be
reimbursed by Council
Payment in Advance
Where this is not appropriate or possible to pay costs in advance, a cash allowance or cheque equivalent thereto will be
provided to the attendee in advance.
Any advance payments are subject to a reconciliation statement accompanied by tax invoices/receipts, verification of
expenses and the refund of any unexpended amount being submitted within two (2) weeks of the close of the conference,
seminar or function.
Accommodation
Reasonable accommodation costs (including meals), including the night before and/or after the conference where this is
necessary, will be met by the Council.
Out-of-pocket expenses
Reasonable out-of-pocket expenses will be reimbursed for costs associated with attending the conference including
meals but excluding expenses of a normal private nature.
Accompanying persons
All other costs for the accompanying persons are to be borne by the attendee.
Expense allowance
Due to the nature of some travel and, where applicable, a daily allowance may be paid in accordance with the Federal
Public Service standard travel and allowance scale applicable from time to time.
Child care costs
Councillors will be reimbursed to a limit of $3000 per annum, child/dependant care costs incurred because of official
duties such reimbursement includes child/dependant care paid where the provider is not an immediate family member,
spouse or partner. The period shall include up to one hour before and after the official event and reimbursement subject
to appropriate documentation/receipts.
The maximum entitlement for reimbursement for each Councillor is $3000 per annum and in 2008-09 no child care
expenses were incurred.
Insurance
Councillors are to receive the benefit of insurance cover for:
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•
personal injury
•
professional indemnity
•
public liability
•
Councillors and officers liability
Legal expenses and assistance
The Council will indemnity a Councillor for reasonable legal expenses including:
•
defending an action arising from the performance, in good faith, of a function under the Local Government
Act 1993, or
•
defending an action of defamation provided any statements were made in good faith in the course of
exercising a function under the Local Government Act 1993, or
•
proceedings before the Local Government Pecuniary Interest Tribunal or an investigative body provided the
subject of the proceedings arises from the performance in good faith of a function of under the Local
Government Act 1993 and a favourable finding is delivered.
Council meetings and committees
Council held a total of 90 meetings during the 2008-2009 year consisting of 13 Ordinary Meetings, 2 Extraordinary
Meetings, 20 Workshops, 1 Public Meeting and 54 Committee Meetings.
Multicultural Services
•
Council plays an important role in providing services and programs to our culturally diverse communities in
Queanbeyan.
•
There is a wide multicultural mix within the workforce within Council and this is reflective of the community.
•
Council provides accommodation for the Multilingual Centre in Council owned premises.
•
Family Day Care provides a range of options including several carers from non-English speaking backgrounds.
•
The Ageing and Disability Services have 10% to 15% of clients from culturally and linguistically diverse
backgrounds. There is a Macedonian Women’s Group and an Italian Women’s Group that meet monthly and a
social group for isolated clients that includes several women from multi-cultural backgrounds.
•
The Council’s Library has a large collection of publications in the major community languages. Newspapers in five
community languages are available at the Library. Magazines and videos are also available in a number of
community languages.
Aboriginal and Torres Strait Islander Programs and Services
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•
Council employs a Community Development Officer for Aboriginal Projects
•
Council consults with representatives of the local Aboriginal communities and with service providers through the
Aboriginal Consultative Committee and special interest groups
•
Council has implemented a ‘Welcome to Country’ protocol and this is now being broadened to include other
cultural protocols
•
Council has endorsed a Memorandum of Understanding with the Local Lands Council and the wider Aboriginal
community
•
Council supports Reconciliation Week and NAIDOC Week
Statement of affairs information
Documents available from Council
Section 12 of the Local Government Act 1993 lists information which people are entitled to inspect at no cost. Many
corporate documents may be inspected and copies of these documents or publications may be taken away from Council’s
office. These include annual reports, management plans, financial reports, code of conduct, register of delegations,
development applications and approvals and many more. A copy of the Local Government Act 1993 is available for
perusal in the Council’s Library.
Arrangements that enable a member of the public to obtain access to Queanbeyan City Council’s records.
The Council’s Executive Manager Corporate Planning & Customer Communications is available during business hours to
assist members of the public to obtain access to Council information under section 12 of the Act.
Freedom of Information or Privacy and Personal Information Protection Act applications for access to or
correction of documents.
Applications must comply with section 17 of the Freedom of Information Act – the current application fee is $30.00.
Application forms are available from Council’s Customer Service Centre in the main administration building at 257
Crawford Street, Queanbeyan. Application fees must accompany all applications and will not be acted upon until the
appropriate fee has been collected by Council.
Council’s Public Officer may be contacted by telephone on (02) 6298 4516 or by email at [email protected]
Competition Policy
Introduction
The NSW Government has issued guidelines that Councils have to follow to comply with the National Competition Policy.
These guidelines require the Council to report on business activities and to adopt the principles of competitive neutrality.
Competitive neutrality
Competitive neutrality is the principle of creating a ‘level playing field' so that councils do not have an advantage over
other businesses because of their public ownership. To achieve this we are required to:
•
determine which of our activities qualify as businesses (using set criteria)
•
put in place effective costing systems that allow us to identify the true cost of providing services
•
show any subsidies provided by us
According to the audited financial statements the Council’s trading enterprises are both Category 1 and 2 type
businesses. Financial information on these business activities can be found in the Special Purpose Financial Statements
in this annual report.
Competitive neutrality complaints
A complaints handling policy is included in our policy register which is freely available.
No competitive neutrality complaints were received during 2008-09.
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Business turnover
Activity
Annual sales turnover
Category 1 >$2M
Water supply
$9.6 million
Sewer services
$6.96 million
Category 2 <$2M
Council has no Category 2 activities for 2008-09
Access and Equity Summary and Statements
Queanbeyan City Council is committed to the promotion of the city by encouraging development through effective
leadership, community involvement and facilitation of services. To assist in meeting this aim Council takes into account
the needs of its residents and visitors and provides or advocates for appropriate accessible services and facilities for the
benefit of the community.
Access and equity activities are those that benefit the broad community and/or specific target groups and help us to:
•
promote fairness in the distribution of resources, particularly for those most in need (equity).
•
recognise and promote people’s rights and improve the accountability of decision makers (rights).
•
ensure that people have fairer access to the economic resources and services essential to meet their basic needs
and improve their quality of life (access).
•
give people opportunities for genuine participation and consultation on decisions affecting their lives
(participation).
Queanbeyan City Council’s Social and Community Services works within a capacity building and asset based community
development model to implement the ‘Social Plan 2005–2010 - Towards a Healthy Community’ and to increase the
capacity of other organisations and community groups to address relevant social issues.
The Social Plan identifies the needs of the community, and recommends strategies and actions to guide Council when
facilitating the management planning and annual reporting process. The plan contains priority focus areas of safety,
health, education, employment, housing, transport and recreation/leisure; and summarises the key issues facing the
general community as well as specific population groups.
Council has moved towards implementing the new Integrated Planning and Reporting requirements. The introduction of
the new system will see all councils required to develop a Community Strategic Plan which has an emphasis on dealing
with the ‘quadruple bottom line’ which consists of Economic, Social, Environmental and Civic Leadership or Governance
considerations. Under this new approach Councils will no longer be required to complete a separate Social/Community
Plan as social and community planning will become an integral part of the Community strategic Plan. Queanbeyan City
Council is actively moving towards integrating the recommendations and actions outlined in its Social Plan into its new
Community strategic Plan.
Aboriginal and Torres Strait Islander Communities
Council employs a Community Development Officer for Aboriginal Projects, a position fully funded and supported by
Council.
Council continues to consult with representatives of the local Aboriginal communities and with service providers through
the Aboriginal Consultative Committee as well as special interest meetings.
Council continues to work on the development an Aboriginal Employment Strategy designed to ensure fair and equitable
access to employment opportunities for Aboriginal people.
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Council continues to have outstanding success with the Aboriginal playschool program with funds provided by
Department of Community Services, Families NSW.
Council is working in partnership with the Murrumbidgee Catchment Management Authority (CMA) to employ ten
Indigenous trainees to undertake the Queanbeyan River Restoration Project. Skills learned and qualifications gained as
part of this project include Certificate II in Conservation and Land Management, weed identification, vegetation
assessment and monitoring, machinery operation and chemical handling.
Children and families
Council provided support through social planning, community development, children’s services and family support
services for the ongoing implementation of the Families First NSW strategy with NSW State Government departments.
The Community Centres at Letchworth and Jerrabomberra continued to provide ideal locations for children’s activities
including playgroups and access to an Early Childhood Nurse at the Early Childhood Clinic at the centres.
Council’s Social and Community Services provides and supports many initiatives for children and families.
Council conducted Learn to Swim Programs for 0-11 year olds during spring and summer.
Council’s Library offered a wide selection of resources for children, including a Toy Library, Story Time Programs and
Children’s Book Week activities. The Library also conducted regular holiday programs for children.
People with disabilities
Council facilitated a variety of services which benefit people with disabilities including a variety of respite programs,
community transport, home modification services and post school options programs.
Council managed and funded a school holiday program for young people with disabilities.
Council also managed programs that assist people with disabilities throughout the 11 local government areas of the
Southern Highlands Region. This included the Commonwealth Carer Respite Centre and Carelink Centre.
The Queanbeyan Swimming and Leisure Centre conducted Learn to Swim programs which were available to people of all
ages and to people with disabilities.
Council staff actively participated in the Queanbeyan and Region Disability Networking Group.
Council provided funding and staff participated in the annual Festival of Ability.
Council’s Community Development staff provided support and resources to organisations and agencies to build the
capacity of the service they provide to people with disabilities.
People from Culturally and Linguistically Diverse Backgrounds
Recognition of the needs of people from Culturally and Linguistically Diverse Backgrounds (CALD) is incorporated into the
community services policy and procedures documents.
Council plays an important role in providing services and programs to our culturally diverse communities in Queanbeyan.
There is a wide multicultural mix within the workforce within Council and this is reflective of the community.
Council provided translations of selected Council documents, and translations of other documents upon request.
Council provided direct support to the Queanbeyan Multilingual Centre by providing premises for its operation.
The Queanbeyan Library provided over 3,500 books and other resources in community languages as well as magazines,
newspapers, video’s and other resources.
A free public Internet service was available in the Library and at the Axis Youth Centre for young people. This provided
access to global resources in languages other than English.
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Young people
Council successfully facilitated several programs and activities for youth. Major events held included youth week, liquid
fest, dance parties and movie nights.
A homework room for young people continues to operate successfully at the Axis Youth Centre.
Council facilitates a Youth Interagency Networking Group (YING) which brings youth service providers together for
networking, support and to be a voice in the community.
The Library provided a separate Young Adult collection for Youth, and a free Internet service was available at the Library.
Council has a formalised Youth Council and a dedicated Youth Worker to develop the Youth Council and Youth
leadership strategies. Council continues to look at ways to increase entertainment options for young people.
Council continues to fund an initiative for youth activities in Jerrabomberra operating during the week and during school
holidays.
Older people
Council held events to celebrate older people build capacity of services and raise the profile of older people in the
community.
Council managed a variety of state and Commonwealth funded direct client services for frail aged people including a
variety of respite services, day programs, community options program, neighbour aid social support program, community
transport, home modification and aged services.
Council continued its funding and support for the popular Home and Community Care Christmas Party for frail aged
people and younger people with disabilities who are current clients of the Home and Community Care Services.
Council continued to support the very popular Christmas Lights Tours for frail aged people during December.
Council staff actively participated in regional planning forums and local consultative groups concerning services for aged
people.
Council provided administrative and financial support to the Senior Citizens Club which is co-located within the Home and
Community Care Service Centre.
The community centres at Letchworth and Jerrabomberra provided ideal locations for activities for older persons including
the Over 50s Groups.
Council’s Library Service provided services for older people including the provision of large print and talking books, and
through the operations of its Home Bound Library Services.
Women
Council provided a wide variety of services which are all available to all women in the community.
The Library provided access to a wide variety of resources on issues and matters relevant to women, including health,
parenting and self-development.
Council’s Cultural Development Officer provided support to local arts and cultural groups.
Council’s Community Development staff provided support and resources to organisations and agencies to build the
capacity of the service they provide to women.
Community safety
Queanbeyan City Council continued its long-standing commitment to improving community safety and reducing crime in
the Queanbeyan Local Government Area through a number of mechanisms including the Monaro Local Area Community
Safety Precinct Committee, Queanbeyan Liquor Accord and working groups to address community safety issues.
Council has endorsed a Malicious Damage Crime Prevention Plan. This plan was submitted and subsequently endorsed
by Attorney-Generals Department and Council has been successful in apply for funding to implement the Plan in 2009/10.
This plan takes a ‘whole of community’ approach to malicious damage crime prevention and works within a multi-faceted
and preventative framework.
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Council has been working with business owners to address community safety and facilitated a series of buzsafe
seminars.
Health and well-being
Good health and well-being are essential for a thriving community. Local governments play a key role in creating
physical, social, economic and cultural environments that not only enable people to prevent ill health but also promote
health and well-being among the whole community. Councils influence the way in which people can take part in the life of
the community through such factors as the election process, civic and community events and consultation and other
public accountability mechanisms.
Queanbeyan City Council has addressed health issues through the Social Plan by providing a framework for tackling
disadvantage, increasing access and providing equality of opportunity, thereby addressing access and equity and meeting
the legislative requirements that are mandatory for all Councils.
Education and life long learning
Council’s main role within this area has been to advocate for additional resources to improve education opportunities,
promote school retention rates and support education and lifelong learning within the Queanbeyan community.
Council played an important role in education through the provision of the Youth Services, Library and Cultural Services.
The Library provided resources, Internet access, information, literacy and language materials, programs for toddlers and
their parents, and for children and students at all levels. The Queanbeyan Library assisted with educational presentations
and distribution of information to the community. Cultural Services assisted with art projects for education and lifelong
learning in arts, crafts, performance and other cultural activities.
Housing and accommodation
Local government’s capacity to be involved in the provision of housing and housing services is somewhat limited as it is
primarily the responsibility of state and Commonwealth governments.
Queanbeyan City Council auspiced the Family Accommodation and Support Service which assists families who are
homeless to find accommodation and support. In addition, Council has advocated to state and Commonwealth
governments for funding to develop an affordable housing strategy.
Employment, work experience and volunteering
Council played a key role in the creation of an environment that enables local business, industry, employment, work
experience and volunteer opportunities to flourish. In addition, as an employer Council may provide employment and
volunteer opportunities for people with disabilities, Aboriginal people and Torres Strait Islanders, and CALD groups, and
workplace training and development.
Council provided work experience opportunities for students and supported volunteers and recognised and valued their
contribution to the community. Council facilitated a scholarship program and provided work experience for these students
in Council.
Recreation and leisure
Council continued its role in addressing the recreation, leisure and public space needs of the community. Council employs
a landscape architect and a Sport and Recreation Officer and other employees work on public space design and
management.
Council’s museums and other cultural places provided recreation and leisure opportunities for community members and
visitors. Library, community and cultural services provided a broad range of resources for recreation and leisure and
community use of public space. This included the development of a Cultural Plan for Council and guidelines for public art
programs to improve and enhance public space.
Transport and mobility
Council is not a direct provider of public transport. However, Council does auspice the Community Transport Service and
various sections of Council play a role in supporting, lobbying, and planning for transport services in Queanbeyan and
across the region.
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Council continued with its primary role for the Queanbeyan Local Government area of advocating for additional resources
and encouraging the improvement and integration of public transport networks. Council also advocated and worked with
other organisations such as cycling and walking groups, the Heart Foundation, Greater Southern Area Health Service and
schools to promote alternative transport programs. Council was also an active partner in the Local Transport Working
Group coordinated by the Ministry of Transport.
In 2008/09 Council worked on a project to promote public transport to the Aboriginal community facilitating access to a
range of services including, shopping, medical, social and government services. This project was funded by Ministry of
Transport and several other key State and Commonwealth Government agencies. The outcome was Indigenous artwork
on one Deane’s bus, one taxi and one community transport vehicle. The artwork was developed in partnership between
the Mawamball Elders Art Group, Council, school students and other selected community members. The artwork focused
on the local area, including references to transport, local flora and fauna.
Rural Fire Service
A joint Bush Fire Management Committee is operating for the Lake George Zone of the NSW Rural Fire Service in
accordance with the Rural Fires Act 1997 (the Act). The Lake George Zone incorporates the local government areas of
Palerang Council and Queanbeyan City Council.
In the 12 months brigades have attended 212 incidents. Approximately 22% of those incidents were motor vehicle
accidents, 5% were structure fires, 3% were vehicle fires and 25% were vegetation fires. The zone provided out of area
assistance to Shoalhaven, Eurobodalla Section 44 incidents, and a total 47 staff and volunteer personnel were dispatched
to the Victorian fires
Replacement vehicles received from the RFS: 1 x Brand New Cat, 1 X Tanker was received for the Queanbeyan City
Brigade – The value of the new tanker was $256869. Replacement of the Zones Radios was completed throughout the
period which required the removal of all radios fitted to all mobile appliances and base radios this was an extensive
project resulting in the new Motorola XTL 5000 radios upgrading the radios to being digitally capable across the Lake
George Zone.
As part of the community education process the RFS conducted education programs and encourages private landowners
to undertake hazards reduction works on their properties each year. Community Safety Facilitators finished 30 education
events ranging from Brigade open days and Rural Shows stands to public meetings.
Extensive training courses were conducted across the Zone with a total of 8800 hours of training being conducted
throughout the period. The Zone is currently finalising the implementation of offensive structural fire fighting capability
within the Queanbeyan City and Ridgeway Brigades with 12 current breathing apparatus operators with the capability of
entering burning structures and carrying out rescue of persons trapped if required.
Council support of the brigades assists in delivering quality fire protection to the rural and semi rural parts of Queanbeyan
City.
State Emergency Service
The Queanbeyan State Emergency Services Unit assisted the community through a number of storm events in the course
of the year. Unit volunteers continue to train across the full range of skills required to undertake their response roles in
the community and have conducted a range of public information displays to inform the community of ways in which they
can be better prepared for emergencies. Council assisted the SES unit with the purchase of an additional vehicle
following the provision of a grant from the State Government.
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Bushfire mitigation
The following Asset Protection Zones have been created and are maintained on a regular basis.
Name
Temora Pl to Jerra Scar
Bass St to Cooper Pl
Lonergan Dve to Hellman Cl
Hakea Reserve
Bushland Cemetery
Firth Park
Bicentennial Park
Bellbush Cl
Constance Rd to Barrigan Pl
238 Bicentennial Dve
Macadamia Cl to 219 Bicentennial
Dve
Kalang Pl to Coora Pl
Tully Pl
Ormond Ct to Guise Pl
Waterfall Dve
Caltex
Ellerton Dve to Old Sydney Rd
Greek Orthodox Church
Tamarind Pl
Kinlyside Ave
Tasker Pl to Byrne Pl
Ullumulla Cres to Johnson Pl
150 Edwin Land Parkway
Other Areas
Greenleigh Emergency Access Trail
Total
Assets
Protected
24
20
13
30
20
10
47
5
13
48
79
Distance
1832.16m/2.748ha
1421.53m/1.422ha
2132.23m/2.132ha
705.67m/0.344ha
1184.1m/1.776ha
177.71m/0.088ha
1055.26m/0.528ha
504.18m/0.504ha
563.4m/0.563ha
2253.06m/2.253ha
2564.57m/2.56ha
92
15
22
6
8
11
1
2
18
24
10
16
2965.22m/2.965ha
663.58m/0.664ha
888.03m/0.888ha
167.09m/0.167ha
203.7m/0.204ha
227.06m/0.114ha
198.03m/0.099ha
110.49m/0.055ha
446.91m/0.223ha
868.34m/0.868ha
435.34m/0.218ha
299.93m/0.075ha
N/A
534
860.9m
22728.49m/21.458ha
While the dumping of rubbish and green waste has decreased as a result of fences being erected, it has still posed a
major issue. Other works that are to be completed are Stringybark Reserve maintenance and repairs, Bicentennial Park
APZ maintenance and repairs and Waterfall Drive.
Risk management
Queanbeyan City Council has progressed in changing the culture and achieving a more corporate systematic and
integrated approach to risk management by:
Updating our Risk Management Policy and putting mechanisms in place to measure performance against the Risk
Management Plan and Program.
The implementation of a new Risk Management Strategy has placed an emphasis on the importance of leadership from
senior management, service support and improved project management. All staff have had training in what is required to
deliver effective risk management.
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The Council has implemented a Risk Management Plan to formalise and communicate a consistent approach to
managing risk and to establish a reporting regime to assist in this process; the Risk Management Plan defines the
approach that the Council will take to manage risks across all the functional areas within Council.
A Business Continuity Plan and Disaster Recovery Plan have been rolled out with a focus on risk assessment and
reduction, emergency preparedness, response and recovery. The Council has planned workshops for senior
management and expects to test the Business Continuity Plan this year.
In addition, tools have been introduced to allow the development of a risk-smart workforce within and environmental and
culture supportive of mature risk management practices.
Strategic Planning issues
Queanbeyan Residential and Economic Strategy 2031
This Strategy was updated and re-endorsed by the Minister for Planning during the period of this report.
On the 6th April 2006 the then Minister for Planning Frank Sartor directed that an inquiry be held into future residential
development for the City of Queanbeyan. The inquiry report was released by the Minister on 1 September 2006 and as
part of the release of this report, Queanbeyan City Council was requested by the Minister to prepare a long term
residential and employment lands strategy to accommodate up to 25 years of residential and employment growth.
The Strategy:
Council completed this strategy in November 2006 and following a Department of Planning review, the NSW Government
conditionally endorsed the new 25-year residential and employment lands strategy for Queanbeyan in April 2007.
In 2008, a review of the Strategy and map was conducted at the request of the Department of Planning in response to the
endorsement for technical accuracy, by Air Services Australia, of new Australian Noise Exposure Forecasts (ANEFs)
prepared for Canberra International Airport.
(The ANEF system is a scientific measure of the aircraft noise exposure levels around aerodromes. It is the only
endorsed measure that is used for Land Use Planning and can also be used to give an indication of assessing average
community response to aircraft noise. In NSW a Ministerial Direction or Section 117 Direction applying to draft Local
Environmental Plans requires consideration of these ANEFs in relation to certain types of ANEFs.)
The review resulted in an amended Strategy Map, was completed in accordance with Ministerial Direction 3.5 –
Development Near Licensed Aerodromes and was adopted by Council on 12 November 2008. The Department of
Planning reviewed this in an Addendum Report. As a result the NSW Planning Minister Kristina Keneally approved the
reviewed Strategy map with 13 conditions in December 2008.
Strategy Documents:
As the Queanbeyan Residential and Economic Strategy 2031 has been reviewed and further revised. It now comprises a
number of documents, which need to be read in conjunction with each other and the respective maps. The documents
can all be found on Council’s web page under services/strategic planning and include:
•
the original strategy document produced by Council and completed in November 2006.
•
Departmental Review Queanbeyan City Council Residential and Economic Strategy 2031 - April 2007 – this
endorsement contained a number of conditions and a revised Strategy Map.
•
Council review of the endorsed Queanbeyan Residential and Economic Strategy map which was endorsed by the
Minister for Planning in April 2007.
•
Department Review Queanbeyan City Council Residential and Economic Strategy 2031 - Addendum Report December 2008 - which reviews and endorses of the revised Strategy Map and also contains conditions and revised
Strategy Maps.
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Googong Draft Local Environmental Plan
This is a major project which will facilitate a new town catering for 5,550 dwellings including a commercial area and other
land uses. Work on this project has occurred over many years.
However, the land was also identified in the Queanbeyan Residential and Economic Strategy 2031 which identifies land
for the future growth of Queanbeyan out to the year 2031. This strategy was endorsed by the Minister for Planning in
April 2007 and again in December 2008 when it was revised.
A draft local environmental plan for Googong was prepared to implement the Strategy’s recommendations and rezone the
land to allow urban development.
This plan was prepared in accordance with the local environmental study produced in 2004 and then amended to take
into account the endorsed Residential and Economic Strategy 2031, the standard environmental planning instrument
(introduced by the Government in March 2006) and other changes since the original local environmental study was done
in 2004.
Further input into the draft local environmental plan was obtained during the consultation phase with government
agencies in late 2007. Following this an extended period of Section 65 consultation (or the first period of public
consultation as required under the Environmental Planning and Assessment Act 1979) occurred between December 2007
and February 2008.
Thirty submissions were received and were reviewed in detail and the draft plan further refined. Council resolved on 2
July 2008 to proceed with the draft local environmental plan and prepare the Section 68 submission to the Department of
Planning to consider and request the Minister to gazette the rezoning. This submission was lodged in September 2008.
To date the Department of Planning are still currently considering Council’s submission and reviewing the policy and legal
implications of the draft local environmental Plan which has also involved considerable work from Council. It is expected
that the Draft plan will be gazetted in 2009 which will rezone the land for urban development.
South Jerrabomberra Draft Local Environmental Plans
The South Jerrabomberra area incorporates land known as Poplars, North and South Tralee, Environa, Robin and Tralee
Station. This area was identified in the Queanbeyan Residential and Economic Strategy 2031 to provide (along with
Googong) urban release land to accommodate Queanbeyan’s growth out to 2031. In the Department of Planning’s
endorsement of the Strategy in December 2008, a Stage 1 area in South Jerrabomberra was identified. The Department
requested that Council progress the rezonings in Stage 1 with the target of an initial rezoning in South Jerrabomberra
occurring in mid 2009.
To implement the recommendations and this request Council resolved to prepare draft local environmental plans to
rezone Poplars, North Tralee and South Tralee located within the Stage 1 area on 28 January 2009. All of these sites
had progressed to different stages in the rezoning process. However it should be noted that, the new spatial Residential
and Economic Strategy 2031 endorsed in December 2008 as a result of Air Services endorsement for technical accuracy
of Canberra Airport’s ANEF, required new resolutions of Council to commence and recommence the rezoning process for
the three sites. This was notwithstanding many years work preceding this.
As such Council commissioned local environmental studies to be carried out to support the rezonings and to update the
previous studies carried out on the land. As part of this process Council consulted with Agencies under section 62 in
early 2009 to allow any issues raised to be considered and addressed in the local environmental study and the
preparation of the draft Local Environmental Plan.
It is expected that the draft local environmental plan for South Tralee will be on public exhibition in mid to late 2009 and
the draft local environmental plans for North Tralee and Poplars shortly thereafter subject to the completion and findings
of the respective Local Environmental Studies and consideration and resolution of issues raised by agencies earlier in the
year by Council.
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Progress on comprehensive review of Queanbeyan’s Local Environmental Plans
In accordance with NSW Government’s planning reform legislation, Council like all local governments in NSW is currently
undertaking a comprehensive review of its three principle local environmental planning instruments. This is a major
project due for completion around March 2010 and is known as the comprehensive local environmental plan.
It will be informed by a range of studies and many of the background studies have been completed. These include a
community heritage study, the ‘Queanbeyan Tomorrow Community Vision 2021’ and a biodiversity study.
These studies are being incorporated into the Queanbeyan Strategic Land use Plan which will form the basis of future
land use policy in Queanbeyan for next 25 years and will inform the comprehensive local environmental plan. Significant
preliminary work has been done on this.
The Queanbeyan Strategic Land Use Plan will include and bring together the findings of:
•
‘Queanbeyan Tomorrow Community Vision 2026’
•
Residential and Economic Strategy 2031
•
Queanbeyan Community Heritage Study
•
Transport Strategy and studies
•
Biodiversity study
•
The CBD Master plan
•
Flood Study (nearing completion)
•
The draft Strategic Land use Plan is due to be completed towards the end of 2009 for public exhibition
This plan also includes consideration and assessment of in excess of thirteen (13) rezoning Expressions of Interest
(proposals to rezone various parcels of land).
Some of these have been considered at Council workshops in the previous years.
Queanbeyan Development Board
In September 2008 a submission by the then Interim Working group which included Council, the Queanbeyan Business
Council and the Capital Region BEC was presented to the Minister for Local Government seeking approval for Council to
be party in the establishment of the Queanbeyan Development and Advisory Board as an Association.
The submission was unsuccessful. As a result in February 2009 Council agreed to the formation of the Queanbeyan
Development Board as a committee of Council. Additionally, Council resolved the role of the Queanbeyan Development
Board.
The role includes:
1. Being an advocate for economic growth of the region
2. Facilitating appropriate development within the City of Queanbeyan
3. Liaising with Government and Government agencies at local, regional state and federal levels.
4. Support the Queanbeyan City Council with the implementation of economic development strategies
5. Facilitate the retention, expansion and diversification of the existing industries and economic activity along with
the encouragement of the establishment of the new industrial and economic enterprises, leading to an
employment growth and growth of the local economy
6. Identifying and promoting investment opportunities within the local government area
7. Establish strong working relationships as well as effective consultations with the business community and other
key stake holders.
Membership of this Committee was sought from the Capital Region BEC (1); the Queanbeyan Business Council (2) and
the business community (3) with 3 nominations from Council. These being the Mayor, a Councillor and the General
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Manager. The Queanbeyan Development Board had its inaugural meeting on 12 May 2009 and elected an interim
Chairman until September 2009.
Members attended a workshop in June to formulate direction and translate this into a set of measurable strategic priorities
which they will use to set the direction of the Queanbeyan Development Board for the coming 12 months. Three key
results areas (KRA) agreed to by the members include.
1. (KRA) Investment Attracted: Project outcome: Government and private capital investment in commercially
attractive infrastructure, facilities, “employment” land (commercial, industrial, retail, residential), natural resources
assets etc.
2. (KRA) Queanbeyan (LGA) portrays a positive image and identify for its goods and services and as a place to
invest reside and visit: Project outcome – A Marketing Strategy to address the perceived negative image of the
city/region and provide direction to promote a positive impression of Queanbeyan (LGA) as an attractive place to
invest, reside, visit and purchase goods and services
3. (KRA) Leadership co-ordination, advocacy and direction) provided: Project outcome – The Queanbeyan
Development Board is the coordinated unified and focused voice, representative partner, first point of contact and
conduit for all stakeholders to work co-operatively addressing identified economic and business investment and
growth needs and concerns.
Business Retention & Expansion Survey (BR&E)
As a result of Council’s community visioning process there were a number of strategies identified in relation to business
within the Queanbeyan region. Entitled An Enterprising Environment, Council’s goal is to attract and stimulate the growth
of identified key sectors for the 21st century economy.
In collaboration with and financial sponsorship from NSW Department State and Region Development, and inkind support
from the Queanbeyan Business Council and the Capital Region BEC, Council undertook a Business Retention &
Expansion Survey from August to September 2008.
The goal of the BR&E survey was to look at the current needs, wants and opportunities of the local businesses and then
to develop actions to mitigate identified business constraints and concerns, take advantage of identified opportunities and
develop strategies to proactively support business growth and investment.
Surveys were mailed to 794 local businesses within the Queanbeyan LGA with 77 being collected and processed.
Businesses were also able to respond to the survey through an online process. The return percentage, although low, is
considered adequate due to the fact that the BR&E is designed to be a snap shop of the local area. The BR&E does not
purport to be an in-depth study of the Queanbeyan LGA.
Key observations of responses included:

High expectations for growth in turnover and profit over the next two years
Minimal full time employment growth for the corresponding period
Business confidence not necessarily driven by sound business management principles
Canberra perceived as major contributor both positively and negatively
Majority of businesses considered their management skills as low and wanted to increase their skills
Queanbeyan was seen as a good place to conduct business.
Key actions identified
1. Establish and promote a business skills development program
2. Establish a local mentoring program for new and developing businesses
3. Promote, develop and implement a cooperative business attitude
4. Develop and implement a Marketing Action Plan for the Queanbeyan CBD / Business community
5. Establish a working party of local education providers, local business, the BEC and Council to develop
employment related strategies
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6. Encourage and develop a culture of liaison and communication between Council and local business
community.
A number of these key actions have been taken up by each of the supporters. Council has introduced a on-line business
newsletter and run business only consultation and information workshops. Council is further working on developing a
business specific web presence.
Community Satisfaction Survey
This survey aimed to set the direction for all future surveys and in particular to satisfy two key strategies from the
Queanbeyan Tomorrow Community Vision 2021.
Community consultation is playing an ever-increasingly important part in local government activities and there is a need to
respond to community expectations in regard to service delivery. Queanbeyan Council’s Charter commits it to keeping
the community informed and to facilitate involvement of the community in the development, improvement and coordination
of local government.
One way to gauge this is to conduct regular community surveys. In order to ensure that we have a robust survey into the
future Council engaged TNS Social Research in 2008 to undertake a survey.
What was sought was a questionnaire that was robust and able to be used into the future and therefore considerable
effort was put into the development of the questionnaire.
The methodology used in the development of the questionnaire included:
•
workshop with community stakeholders
•
four mini groups discussions with participants for each of the groups falling into the following demographic:
•
aged 18 - 25 no children
•
aged 25+ no children
•
empty nesters
•
parents with children under 18
•
Queanbeyan Blog (online discussion forum)
•
three forums were held:
•
¾
Queanbeyan general community
¾
young people in Queanbeyan
¾
People interested in culture and the arts
Two Councillor workshops were held.
The satisfaction survey was adopted by Council at its meeting of January 2009. Future surveys will be based on the
methodology developed for this survey.
130
Environmental Planning and Assessment (Planning Agreements)
There were no voluntary planning agreements in force during the 2008-09 year, although negotiations have begun on two
new agreements.
2008-09 State of the Environment Report
Council’s 2008-2009 Regional State of the Environment Report (RSoER) is due to be released in November 2009. It is
being compiled by the Office of the Commissioner for Sustainability & the Environment ACT.
The following is a summary of the data contained in the report.
Please note that the full report will be available on the website of the Office of the Commissioner for Sustainability and the
Environment ACT late in November.
Land: There has been no significant change to land supply over the last year. As a result the quantity of new single
dwellings continues to drop significantly because of land shortages while applications for multi unit dwellings (substantially
infill development) have increased.
Atmosphere: Smoke from domestic wood-burning heaters is a localised problem during winter in the Queanbeyan area,
when temperature inversions that trap air pollution close to the ground may occur.
Emissions from motor vehicles continue to have an impact on outdoor air quality across Australia, although this is most
apparent in the larger population centres. Queanbeyan City Council is unlikely to be exposed to noticeable reductions in
air quality due to vehicle emissions, although large numbers of seasonal visitors or an increase in traffic through flow may
cause some reduction in outdoor air quality.
Weather: Available data show that the LGA has been drier than average. It was also warmer than average, with both
daytime and night-time temperatures above the long-term average.
The daily maximum temperature is usually measured in the early afternoon, while the minimum temperature is usually
recorded just before sunrise. The warmest year on record for mean daily maximum temperatures was 2006, and 2007
was the warmest on record for both mean daily minimum temperatures and overall mean daily temperatures (calculated
as the average of the maximum and minimum temperature each day).
Water: The Murrumbidgee Catchment Management Authority (CMA) has provided Queanbeyan City Council with funding
for a willow removal and restoration program the Queanbeyan River. A wide range of activities have been undertaken
during the reporting period with the willows poisoned and contractors engaged to cut and mulch the trees. Substantial
landscaping and planting of local endemic species has been undertaken along the river corridor.
Queanbeyan water supply is provided through ActewAGL, which also supplies the whole of Canberra. Queanbeyan uses
approximately 8% of the total use in the system. Both Canberra and Queanbeyan are subject to the same restrictions to
water use, and both have policies in place to encourage domestic and commercial users to reduce water consumption.
More than 30% reduction in use occurred over the last 5 years. Recycling of wastewater is low.
Council’s Waterwise Program continues to evolve, now extending to rebates on the purchase of certain washing
machines and earning a prestigious state environmental award.
Dinking Water Quality - The quality of local drinking water continues to be of excellent and consistent quality. Water usage
for the year was 3,657 ML. This was an increase of approximately 241 ML on the previous years. The average
consumption per Queanbeyan resident is 93 KL/annum, which is below the National average of approximately 104
KL/annum.
Drinking water quality is monitored as part of the New South Wales (NSW) drinking water monitoring program and
detailed results can be accessed through the website http://www3.health.nsw.gov.au/waterqual/samples/register.cfm.
131
Discharges to Water - Queanbeyan City Council operates the Queanbeyan Sewage Treatment Plant to treat sewage from
the City before it is discharged into the Molonglo River. The plant is located in Oaks Estate, across the Australian Capital
Territory (ACT) border.
Mass loads of nitrogen and phosphorus increased significantly across the reporting period. Comprehensive details for
Queanbeyan City Council can be viewed at the National Pollutant Inventory website.
Surface Water Quality - The Queanbeyan River lies within the Murrumbidgee Catchment. Over the reporting period,
Council undertook water quality monitoring at seven locations on the Queanbeyan River. These seven locations are at
Wickerslack Lane, Barracks Flat, Dane Street, Weir Pool, Riverside Cemetery, Jerrabomberra Weir Pool and
Jerrabomberra Lake.
Groundwater - Groundwater in the Queanbeyan City Council area is generally of good to moderate quality and low yield
(DLWC 1999), with a steadily decreasing water table (DWE 2008).
Contaminated Sites: A total of 31 sites in the Queanbeyan Council area are thought to be contaminated or have been
confirmed contaminated. Of these, 12 have undergone partial or complete remediation. There were no remediation works
in progress at the end of this reporting period, but funding has been sought for further remediation and it is anticipated
that this will begin sometime in 2009.
Land Degradation: For the reporting period, drought was experienced throughout the Council area. Landuse in the
Council area remained largely compatible with its capability class. Since the last reporting period there has been no
noteworthy data released on erosion, acidic or sulphate soils.
Biodiversity: Bushland comprises some 17% of the Council area, while land under some form of conservation reserve
comprises approximately 12% of the area. The City Council area supports six different vegetation types, approximately
511 plant species (native and introduced), and fauna species recorded include 74 bird species, four fish species, 30
mammal species, 19 reptile species and 19 amphibian species.
The LGA contains occurrences of two endangered ecological communities, and populations of four plant and 20 animal
species that are threatened at the state or national level. An additional 11 plant species and 15 animal species listed as
vulnerable or endangered are also predicted to occur in the Council area.
Six vegetation communities have been recorded within the LGA, of which five are considered to be of conservation
significance. The LGA may also contain occurrences of four ecological communities listed as endangered nationally or in
New South Wales (NSW).
The full extent of native animal and plant species diversity in Queanbeyan City Council area is not known. About 511 plant
species (native and introduced) and 132 vertebrate animal species have been recorded there, but these lists are not
comprehensive. Differences in reported species diversity compared with the last reporting period reflect factors such as
improved use of data sources and additional survey effort since 2004.
Four plant and 20 animal species that occur in the City Council area are listed as Vulnerable or Endangered and an
additional 26 threatened plant and animal species are predicted to occur in the City Council area.
Pest Animals - Pest animals are not a major concern in the Quenabeyan LGA due to its size and urban nature. Seven
types of pest animal were reported to be present during the current reporting period. Abundance and distribution of these
are not known.
The activities of six pest animals known from the Queanbeyan City Council are listed as New South Wales (NSW) Key
Threatening Process. Furthermore, there is one priority action to manage habitat and feral control for one threatened
species listed occurring within the City Council area.
Pest Plants - Six plant species were identified as high priority pests in Queanbeyan City Council Area during the reporting
period: African Lovegrass (Eragrostis curvula), Blackberry (Rubus fruticosus), Cape Broom (Genista monspessulana),
Paterson's Curse (Echium spp), St John's Wort (Hypericum perforatum) and Serrated Tussock (Nassella trichotoma).
All of the priority weed species have the potential to reduce primary productivity. St John's Wort, Paterson's Curse and
Serrated Tussock are also poisonous or potentially harmful to livestock. Two of the priority weed species also have the
potential to negatively impact on two threatened ecological communities that occur in the Council area.
132
Waste: Solid Waste - The amount of waste generated by Queanbeyan Council area residents has risen a small amount
over the reporting period. About half of the waste stream in the Queanbeyan area is recycled, including garden organics,
and the remainder goes to landfill in the Australian Capital Territory (ACT).
Hazardous Waste - Queanbeyan City Council holds a Household Hazardous Waste collection once a year, where
residents may dispose of unwanted, potentially hazardous materials around the home free of charge. All hazardous
wastes are transported out of the Queanbeyan Council area for disposal as council has no facilities for this type of waste
disposal.
The collection is run by a licensed contractor, and funded jointly by the City Council and the Department of Environment
and Climate Change (DECC). It is well supported by residents. Batteries, oil and paints are the most commonly disposed
of items. Quantities and types of materials vary from year to year but there has been an overall increase of 42% in the
amount being disposed of by residents. This may indicate a greater level of awareness of this relatively new service in the
population.
Noise: Barking dogs and roosters continue to be a major source of noise complaints in Queanbeyan City Council area. In
order to try and curb these trends a Keeping Animals Policy was adopted by City Council in 2007.
Anecdotal evidence suggests that commercial and industrial noise is on the decline. This may be due to the stringent
guidelines being enforced. These determine the hours of operation for both plant and machinery.
Residential noise complaints continue to rise in part due to infill development becoming more commonplace with greater
densities, block sizes decreasing whilst house size increases. Despite the complaints there is anecdotal evidence that
people’s tolerance of noise has remained the same.
Heritage: Changes to the listed heritage estate for Queanbeyan City Council over the past four years show that 119
places have been added to the Local Environmental Plan.
Twenty five places in the Queanbeyan City Council area are listed on Commonwealth heritage lists. All 25 places are
entered in the Register of the National Estate (RNE).
133
Privacy and Personal Information
The Privacy and Personal Information Protection Act 1998 was introduced to provide central safeguards to an individual’s
privacy in relation to a wide variety of personal information held by public sector agencies including Councils. The Council
must ensure compliance with the requirements of the Act.
The Council has adopted the Model Privacy Management Plan issued by the Department of Local Government.
The Council is required under the provisions of the PPIP Act to include information about the following:
• the nature of personal information we collect
• the purpose for which we collect personal information
• an individual’s right to access their personal information
•
We collect personal information for the following purposes:
• building certificates
• compliance certificates
• consents and approvals
• land transactions
• licences held
• occupation certificates
• notification of adjoining premises of development proposals
• rates records
• record of approvals
• records of impounding
• register of pecuniary interests
• subdivision certificates
• zoning certificates
• job applications
• employment
The purpose for collecting the information is to allow the Council to complete our statutory responsibilities under the Local
Government Act 1993 and other legislation. Under the provisions of the PPIP Act individuals have the right to access their
own personal information that we hold.
No applications have been made for information under the Act during 2008-09 and there has been no review of the Act or
the Council’s procedures have been required.
Further information on gaining access to this information can be obtained from the Council Public Officer on 6298 4534.
Complaints handling
Council has in place a policy, procedure and guidelines for complaint handling which is based upon the best-practice
model advocated by the NSW Ombudsman’s office.
The system separates customer requests from complaints. For the period 1 July 2008 – 30 June 2009, eight complaints
were received and referred to staff for actioning. In addition, twenty-one compliments regarding Council service, staff and
facilities were received during this period.
Information about the complaint-handling procedures is available from the Council’s Customer Service Centre.
134
Water supply
Queanbeyan is fully serviced with a water supply network comprising mains, reservoirs, pump stations, valves, hydrants,
meters and monitoring equipment.
There are approximately 280 km of mains of various sizes and materials as shown in the following table.
Water supply pipelines
AC
CICL
DICL
Pipe dia
UPVC
Reticulation mains
450
375
765
713
300
1,402
967
250
2,452
1,759
225
883
25
200
7,048
3,005
150
43,636
6,336
100
55,970
11,352
75
1,020
50
762
32
Total
112,918
25,177
Total length of reticulation mains(km)
Steel
314
568
1,616
816
5,423
5,867
48,136
33,705
348
769
96,445
37
158
1,312
0
Total(m)
314
2,046
3,985
5,027
6,331
15,920
98,456
101,796
1,020
799
158
Total
235.85
Bulk supply mains
900
743
806
1,087
600
1,048
450
3,248
612
375
2,112
735
4,645
300
5,711
4
4,473
250
2,938
883
1,806
225
101
839
1,542
200
735
78
5,385
150
2,437
59
862
2,046
100
9
Total
19,082
2,598
19,325
1,087
2,046
Total length of bulk supply mains(km)
% of
Length
47.14%
9.92%
41.35%
0.39%
1.20%
Definitions for Water Supply Pipelines and Sewer Mains:
•
UPVC
- unplasticised polyvinyl chloride
•
AC
- asbestos cement
•
CICL
- cast iron concrete lined
•
DICL
- ductile iron concrete lined
•
CI
- cast iron
•
EW/S W - earthen ware/sewer
•
HDPE
- high density polyethylene
•
MS
- mild steel
•
RC
- reinforced concrete
•
VC
- vitreous clay
135
743
1,087
1,048
3,860
7,492
10,188
5,627
2,482
6,198
5,404
9
Total
44.14
100%
The system is operating satisfactorily and most mains and fittings are in good to excellent condition. Older pipelines and
pipelines of materials where breakages are more frequent than what is considered acceptable are scheduled for
replacement. A continuing program of investigation and renewal is being undertaken. Replacement of valves and
hydrants in poor condition has continued.
Upgrading the mains and fittings to a satisfactory standard is estimated to cost $1.415m. The existing mains and
reservoirs have been able to service new developments.
Council’s current expenditure maintains the system at a satisfactory standard. The operations and maintenance costs for
the year were $1.418m. Maintenance of mains, valves, services, reservoirs, pump stations and rehabilitation expenditure
was $2.009m.
The maintenance program for the year included: mains flushing, hydrant marking and repair, mains and service repairs,
meter calibration and repair, pump station maintenance, telemetry maintenance, and control valve maintenance.
Sewerage system
SEWER MAINS
Materials
Diameter
75
100
150
AC
CICL
Concrete
DICL
EW/S
W
HDPE
MS
RC
UPVC
VC
1,048
211
138,803
53
6,505
581
1,370
872
941
2,422
327
3,229
160
739
552
4,476
25
6
200
225
300
9,195
3,717
375
450
525
600
750
3,543
1,827
146
2,414
1,451
Subtotals
CI
161,307
38
15
4
22
83
44
8
70
892
1,902
662
123
10,833
Total length of reticulation mains (km)
% of
0.14 0.04
Length
%
%
49.48%
2,914
2,422
487
83
881
1,147
300
3,286
425
10,559
TOTAL
(m)
121,609
1,048
792
278,794
195
6,328
1,268
451
18,235
5,575
1,297
282
5,897
3,339
1,338
7,982
2,538
310
5,524
131,289
325,989
325.99
3.32%
0.89%
0.74
%
0.15%
0.03
%
3.24%
1.69
%
40.27%
100.00
The Queanbeyan Sewerage System serves all the developed areas of the city and consists of a gravity reticulation
system of approximately 326km of pipelines, 15 pumping stations and the sewage treatment plant at Oaks Estate.
The pipe system has developed with the growth of Queanbeyan with mains being laid from 1935 through to recently
completed developments.
The majority of pipelines up to 34 years old are of vitreous clay and are in excellent condition. Older pipelines are
generally reinforced concrete or AC and are generally in good condition. Sections of pipelines have been identified as
affected by infiltration and tree root infestation and have been programmed for relining or replacement.
The upgrading of Council’s main pump station at Morisset Street has been completed. The upgrade work increased the
capacity and storage of the pump station. The new pump station is operating well and no difficulties have been
experienced.
136
The treatment plant has been progressively upgraded since the 1930s. A study has been completed that has identified
the future needs of the treatment plant concerning any necessary augmentation. A program of works for future
augmentation to cater for growth and anticipated discharge licence changes has been identified and further work on
estimated cost is to be completed.
Council’s current expenditure maintains the system at an acceptable standard. The operation, maintenance and
rehabilitation costs for the year were $6.60 million.
The maintenance program for the year included mains cleaning, mains root cleaning, mains repairs, sewer relining, pump
station maintenance, telemetry maintenance, sewage treatment plant maintenance, testing of effluent from sewage
treatment plant and biosolids management.
Roads
The Queanbeyan City Local Government area is well serviced by a local road network. The local road network consists of
a total length of 265km, which includes 198km of urban sealed roads, 49km of rural sealed roads and 18km of rural
unsealed. The road network is generally made up of urban roads with a full width seal and kerb and guttering.
State roads such as the Kings Highway, Lanyon Drive and Yass Road bring the total length of roads in the Queanbeyan
City Council area to 301km.
Approximately 220km of the local roads network is in a good condition. The remaining roads are generally in a fair to poor
condition.
The sealed wearing surface of the local road network is generally in a satisfactory condition; however, the limited life of
bitumen surfacing requires an extensive resealing program to be maintained.
Rehabilitation and reconstruction of local roads is an ongoing requirement with the work estimated at $3.30 million to
bring the roads up to a satisfactory standard.
The maintenance program for the year consisted of pothole patching, heavy patching, a reseal program and stabilisation
works.
Drainage
Queanbeyan drainage consists of a system of pipes, culverts, pits, detention basins and open water courses distributed
across 10 urban catchments and draining to two major watercourses, the Queanbeyan River and Jerrabomberra Creek.
Both watercourses contribute to flow into Lake Burley Griffin.
Council has installed gross pollutant traps in various catchments in order to trap litter and silt before it enters the
Queanbeyan River and Jerrabomberra Creek.
The existing system includes 238km of pipeline and 9,016 stormwater pits and headwalls. The age of the system ranges
from essentially new to structures over 65 years old.
Sixty per cent of the system is in good to excellent condition with a further 28% in satisfactory condition. The age of the
remaining 8% is of concern, with approximately half of these pipes in poor condition. Specific sections have been
identified for upgrading because of insufficient hydraulic capacity or public safety.
The estimated cost to bring stormwater management to a satisfactory standard is $0.14 million.
This year, approximately $1,000,000 was spent on maintenance of the drainage system, which is considered sufficient to
maintain the system at an acceptable standard.
137
The maintenance program for the year included: clearing of blockages in pipes, pits and kerbs inlets together with
cleaning of gross pollutant traps.
Concrete footpaths
Council has 147.4km of concrete footpaths throughout Queanbeyan. An audit and risk assessment of the full length has
been completed. The assessment identified 1.0% of the footpaths as having a risk of medium to very high that need to be
repaired in the next 12 months.
There is strong demand for additional concrete footpaths throughout the city and Council has a program to construct new
paths. This year, $242,790.80 was spent on the construction of new concrete footpaths.
The assessment concluded that 99.0% of concrete footpaths are in a satisfactory condition. Of the remainder, 1.0%
contains defects requiring priority attention and repair.
It is estimated that $200,000 is required to repair damaged footpaths to bring them up to a satisfactory condition. This
year $102,557 was spent to repair the footpaths and shared paths.
In order to meet the community expectation of a satisfactory network of concrete footpaths, additional paths are required
at an estimated cost of $2.0 million.
To maintain the concrete footpaths to a satisfactory standard is estimated to cost $200,000 per annum.
The maintenance program for the year included repairs due to cracking and differential joint movement.
Buildings
Council owns and maintains 126 buildings within the city and these buildings provide for all of Council’s functions with two
buildings tenanted under lease. The buildings are generally in two categories of which 30 provide for administration,
community services, governance and council, city service and depot facilities and 21 provide change rooms with ablution
and public convenience facilities.
The condition and state of repair is excellent to satisfactory for office/administration buildings and excellent to poor for
change rooms/public facilities. The variable condition relates to building age that ranges from one to 120 years.
An assessment of the buildings in poor condition has been carried out. These buildings are in the public convenience
category only and the estimated cost to restore to a satisfactory standard is $500,000.
Property management control for the 30 office/administration buildings allowed for annual maintenance costs in the
amount of $518,371 and the 21 change room/public convenience buildings were funded by the various programs within
the Parks and Recreation Services budget in the amount of $199,919.
The maintenance program for the above expenditure requires the services of both contractors and day labour staff.
Contractors were engaged in the following functions:
• air conditioning maintenance
• painting
• electrical
• cleaning
• carpentry and tiling
• glazing
Day labour staff were involved in the following:
• plumbing and drainage
• minor internal alterations/maintenance
138
Works – Section 67
No contestable or private works were carried out by Council where the works were fully or partially subsidised by the
Council.
Major contracts awarded
Section 428(2) (L) of the Local Government Act requires Council to include in its annual report details of contracts over
$150,000 awarded by Council during the reporting year to be provide. These contracts were:
Contract no.
Name of contractor
02-2009
Sc02-2009
2008/09 Concrete footpath
program
Sewer re-lining program
Spray bitumen
Sc03-2009
Insitu stabilisation
01-2009
03-2009
06-2007/2008
Asphalt resurfacing- Canberra
Ave-Yass Rd
Jerrabomberra Community
Centre Car Park
Nature of contract
Contract
amount
Sunny Concrete
$242,790.80
Insituform Pacific
Patches Asphalt
Stabilisation
Pavements Australia
$533,851.80
$609,128.28
$279,804.25
Patches Asphalt
$676,645.02
Brindabella Civil &
Landscape Pty ltd
$489,212.00
Companion Animals
Council continued its educational approach with respect to cat and dog ownership with the aim of providing responsible
pet ownership. Council ran a Pet Fair and Pond open day on 17 November 2008 inviting residents to come along and
learn about responsible pet ownership.
The number of dogs seized was slightly up on the previous year whilst the number of orders issued dropped significantly.
Dogs Seized
2006-07
644
2007-08
614
2008-09
629
2006-07
22
2007-08
15
2008-09
2
Orders Issued
139
Council sponsorships
Name of
Organisation
Relationship
What the Sponsor agreed to
provide
What Council agreed to provide
Financial
commitment from
the organisation to
Council:
Approximate value
provided to Council
•
Nil
Approximate equivalent
value of airtime - $50,000
Financial
commitment from
the organisation to
Council:
Nil
Approximate value
provided to Council
Queanbeyan Performing Arts Centre
PRIME TV
Major sponsor
and media
partner for The
Q
•
•
•
•
Sponsor The Q for the full
2009 Season – airtime only
Provide sponsorship schedule
for the 12-month period from
January 2008- January 2009.
This schedule will run the
generic branding commercial
15 or 30 seconds through the
12 months in Run of Station
Capacity
Book in a sponsorship bonus
schedule to support every
paid campaign
Provide ongoing support for
The Q through priority bonus
and fill in airtime for the full
2009 season.
•
•
•
•
•
•
Advertise on television exclusively with Prime for the 2009
season
List Prime as the major sponsor for the season, through the
newsletter, website and other forms of media in 2009
Prime logo to appear in the venue at a suitable vantage point
Provide requested number of tickets to all opening nights
including VIP after functions to meet the cast.
Provide additional tickets to entertain clients – based on
availability
Use of theatre’s VIP room to entertain clients during the year
A minimum spend commitment of $22,500 for the season
($1,500 per production)
Name of
Organisation
Relationship
provide
Queanbeyan
City Travel
Local sponsor
for The Q
Early Bird Subscription Prize - A
weekend for two in Sydney which
includes accommodation for one
night and dinner with Captain Cook
Cruises on Sydney Harbour
•
140
•
•
List as a sponsor in the season brochure, through the
newsletter, website and other forms of media in 2009 when
relevant
Logo to appear in the venue at a suitable vantage point
Two tickets provided to all opening nights including VIP after
functions to meet the cast.
value of prize - $500.00
Nibblez
Catering
Local sponsor
for The Q
Catering for the launch of the 2009
Season
•
•
•
Eclipse
Lighting and
Sound
Local sponsor
for The Q
Discounted lighting and sound
technical equipment and support to
the venue for all professional
productions
•
•
•
relevant
relevant
Nil
value of catering $500.00
Nil
value of discount on
professional services $42,000 - $66 per hour
regular charge –
discounted rate $44 per
hour.
Name of
Organisation
Relationship
provide
Financial
commitment from
the organisation to
Council:
Approximate value
provided to Council
Wine Alliance
Local sponsor
for The Q
Discounted wine was provided for
the season launch
•
relevant
Nil
value of $200 – the
sponsorship was not
realised, no tickets were
accepted, logo only
displayed in the season
brochure
•
•
Youth Centre - Liquidfest
Hammer N
Cycle
Liquid Blue
Clothing Co
141
Sponsor for
Liquidfest
(annual youth
event at the
Queanbeyan
Pool).
Sponsor for
Liquidfest
(annual youth
event at the
Queanbeyan
• One set handlebars.
• Two sets handlebar grips.
• One bike helmet
•
•
Logo on Liquidfest promotional materials.
Promotion of organisation during BMX comp as part of
Liquidfest.
Nil
$300
• One wallet
• One hat
•
•
Promotion of organisation during talent competition for
Liquidfest.
Nil
$100
Pool).
Revolution CD
Name of
Organisation
Sponsor for
Liquidfest
(annual youth
event at the
pool).
Relationship
• Two $20 CD vouchers
•
•
provide
Sponsorship fee
Use of logo
Active participation on Steering
Committee.
Nil
$40
Financial
commitment from
the organisation to
Council:
Approximate value
provided to Council
•
Invitation to exhibit in the Expo Trade Fair and priority positioning
for this.
Invitation to the a formal media opening/launch
Three tickets to the networking function
Primary placement of logo in all advertising and promotion of the
event.
Verbal acknowledgment of sponsorship throughout event.
$5000
$5000 + approximately
$4000 in SERRROC staff
time.
for this.
Three tickets to the networking function
Primary placement of logo in all advertising and promotion of the
event.
$5000
$5000
for this.
Two tickets to the networking function
Secondary placement of logo in all advertising and promotion of
the event.
$2500
$2500
Promotion of organisation during talent competition for
Liquidfest.
Environmental Expo
SERRROC
Gold Sponsor –
Enviro Expo
2009
•
•
•
•
Actew
Corporation
Gold Sponsor –
Enviro Expo
2009
Sponsorship fee
Use of logo
•
•
•
•
•
DECC
Silver Sponsor
– Enviro Expo
2009
Sponsorship fee
Use of logo
•
•
•
•
•
142
Village
Building
Company
Silver Sponsor
– Enviro Expo
2009
Sponsorship fee
Use of logo
ActewAGL
Silver Sponsor
– Enviro Expo
2009
Sponsorship fee
Use of logo
Bronze Sponsor
– Enviro Expo
2009
Sponsorship fee
Use of logo
Mayor sponsor
Queanbeyan
Gift
Venue for official launch of the Gift
CEMEX
•
•
•
•
•
•
•
•
•
•
•
•
•
•
for this.
the event. Logo will also be larger than that of other sponsors.
for this.
the event.
for this.
One ticket to the networking function
Tertiary placement of logo in all advertising and promotion of the
event.
$2500
$2500
$2500
$2500
$1000
$1000
$10,000
$10,000
Queanbeyan Gift
Queanbeyan
Leagues Club
143
•
•
Queanbeyan Leagues Club mentioned when the Gift was
promoted.
Representative present and acknowledged when prizes were
presented.
Queanbeyan City Council
GENERAL PURPOSE FINANCIAL REPORT
for the year ended 30 June 2009
“Country Living, City Benefits”
Financial Report 2009
General Purpose Financial Report
for the financial year ended 30 June 2009
Contents
1. Statement by Councillors & Management
Page
2
2. Primary Financial Statements:
- Income Statement
- Balance Sheet
- Statement of Changes in Equity
- Cash Flow Statement
3. Notes to the Financial Statements
3
4
5
6
7
4. Independent Auditor's Reports:
- On the Financial Report
(Sect 417 [2])
- On the Conduct of the Audit (Sect 417 [3])
76
78
Overview
(i)
This Financial Report covers the consolidated operations for Queanbeyan City Council.
(ii)
Queanbeyan City Council is a body corporate of NSW, Australia - being constituted as a Local Government
area by proclamation and is duly empowered by the Local Government Act (LGA) 1993 of NSW.
Council's Statutory Charter is specified in Section 8 of the LGA and includes;
i carrying out activities and providing goods, services & facilities appropriate to the current & future
needs of the Local community and of the wider public
i responsibility for administering regulatory requirements under the LGA and other applicable legislation, &
i a role in the management, improvement and development of the resources of the local government area.
A description of the nature of Council's operations and its principal activities are provided in Note 2(b).
(iii)
All figures presented in this Financial Report represent Australian Currency.
(iv)
This Financial Report was authorised for issue by the Council on 12/10/09.
Council has the power to amend and reissue the financial report.
page 1
General Purpose Financial Report
Statement by Councillors and Management
made pursuant to Section 413(2)(c) of the Local Government Act 1993 (as amended)
The attached General Purpose Financial Report has been prepared in accordance with:
i
The Local Government Act 1993 (as amended) and the Regulations made thereunder,
i
The Australian Accounting Standards and professional pronouncements, and
i
The Local Government Code of Accounting Practice and Financial Reporting.
To the best of our knowledge and belief, this Report:
i
presents fairly the Council’s operating result and financial position for the year, and
i
accords with Council’s accounting and other records.
We are not aware of any matter that would render this Report false or misleading in any way.
Signed in accordance with a resolution of Council made on 23 September 2009.
Tim Overall
MAYOR
Sue Whelan
COUNCILLOR
Gary Chapman
GENERAL MANAGER
Mark Johnson
RESPONSIBLE ACCOUNTING OFFICER
page 2
Income Statement
Budget(1)
2009
$ '000
Notes
Actual
2009
Actual
2008
Income from Continuing Operations
28,742
11,862
4,006
864
8,681
1,504
-
Revenue:
Rates & Annual Charges
User Charges & Fees
Interest & Investment Revenue
Other Revenues
Grants & Contributions provided for Operating Purposes
Grants & Contributions provided for Capital Purposes
Other Income:
Net Share of interests in Joint Ventures & Associated
Entities using the Equity Method
3e,f
28,882
10,491
1,834
1,128
11,987
4,112
27,728
12,360
3,845
906
9,776
6,205
19
-
-
58,434
60,820
20,006
159
22,171
15,253
5,979
1,149
17,202
105
18,752
14,042
5,206
319
3a
3b
3c
3d
3e,f
55,659
Total Income from Continuing Operations
19,740
94
22,307
7,701
5,788
-
Employee Benefits & On-Costs
Borrowing Costs
Materials & Contracts
Depreciation & Amortisation
Impairment
Other Expenses
Net Losses from the Disposal of Assets
55,630
Total Expenses from Continuing Operations
64,717
55,626
Operating Result from Continuing Operations
(6,283)
5,194
Expenses from Continuing Operations
29
4a
4b
4c
4d
4d
4e
5
Discontinued Operations
-
Net Profit/(Loss) from Discontinued Operations
29
Net Operating Result for the Year
29
-
(1,475)
24
-
-
(6,283)
5,194
Net Operating Result attributable to Council
Net Operating Result attributable to Minority Interests
(6,283)
-
5,194
-
Net Operating Result for the year before Grants and
Contributions provided for Capital Purposes
(10,395)
(1,011)
(1) Original Budget as approved by Council - refer Note 16
This report should be read in conjunction with the accompanying Notes.
page 3
Balance Sheet
as at 30 June 2009
$ '000
Notes
Actual
2009
Actual
2008
ASSETS
Current Assets
Cash & Cash Equivalents
Investments
Receivables
Inventories
Other
Non-current assets classified as "held for sale"
Total Current Assets
Non-Current Assets
Investments
Receivables
Inventories
Infrastructure, Property, Plant & Equipment
Investments accounted for using the equity method
Other
Total Non-Current Assets
6a
6b
7
8
8
22
6b
7
8
9
19
8
TOTAL ASSETS
LIABILITIES
Current Liabilities
Payables
Borrowings
Provisions
Total Current Liabilities
Non-Current Liabilities
Payables
Borrowings
Provisions
Total Non-Current Liabilities
10
10
10
10
10
10
TOTAL LIABILITIES
Net Assets
5,137
54,046
3,636
151
538
63,508
1,347
57,160
4,467
249
62
63,285
11,500
716
468,201
480,417
15,000
740
465,133
480,873
543,925
544,158
4,833
333
3,557
8,723
5,638
340
3,079
9,057
645
240
885
595
190
785
9,608
9,842
534,317
534,316
464,111
70,206
534,317
-
470,394
63,922
534,316
-
534,317
534,316
EQUITY
Retained Earnings
Revaluation Reserves
Council Equity Interest
Minority Equity Interest
Total Equity
20
20
page 4
Statement of Changes in Equity
Council
Notes
Retained
Earnings
20 (c)
470,394
-
63,922
-
534,316
-
-
20 (d)
470,394
63,922
534,316
-
- Transfers to/(from) Asset Revaluation Reserve
20b (ii)
20b (ii)
- Other Income/Expenses recognised
20b (ii)
- Other Adjustments
20b (ii)
6,284
6,284
6,284
-
-
- Transfers to/(from) Other Reserves
-
$ '000
Reserves
(Refer 20b)
Equity
Interest
Minority
Interest
Total
Equity
2009
Opening Balance (as per Last Year's Audited Accounts)
a. Correction of Prior Period Errors
b. Changes in Accounting Policies (prior year effects)
Revised Opening Balance (as at 1/7/08)
534,316
534,316
c. Current Year Income & Expenses Recognised
direct to Equity
Net Income Recognised Directly in Equity
-
d. Net Operating Result for the Year
Total Recognised Income & Expenses (c&d)
$ '000
Notes
(6,283)
-
(6,283)
-
(6,283)
-
(6,283)
6,284
1
-
1
-
-
-
-
-
464,111
70,206
534,317
-
534,317
e. Distributions to/(Contributions from) Minority Interests
f. Transfers between Equity
Equity - Balance at end of the reporting period
6,284
-
6,284
6,284
Retained
Earnings
Reserves
(Refer 20b)
Council
Equity
Interest
Minority
Interest
Total
Equity
2008
Opening Balance (as per Last Year's Audited Accounts)
b. Changes in Accounting Policies (prior year effects)
20 (c)
20 (d)
Revised Opening Balance (as at 1/7/07)
475,542
(10,342)
465,200
41,941
41,941
517,483
(10,342)
507,141
-
517,483
(10,342)
-
-
21,981
-
507,141
c. Current Year Income & Expenses Recognised
direct to Equity
- Transfers to/(from) Asset Revaluation Reserve
20b (ii)
- Transfers to/(from) Other Reserves
20b (ii)
- Other Income/Expenses recognised
20b (ii)
- Other Adjustments
20b (ii)
-
Net Income Recognised Directly in Equity
-
d. Net Operating Result for the Year
Total Recognised Income & Expenses (c&d)
21,981
21,981
-
-
21,981
-
21,981
5,194
-
5,194
-
5,194
5,194
21,981
27,175
-
27,175
-
-
-
-
-
470,394
63,922
534,316
-
534,316
e. Distributions to/(Contributions from) Minority Interests
f. Transfers between Equity
Equity - Balance at end of the reporting period
21,981
-
page 5
Cash Flow Statement
Budget
2009
$ '000
Notes
Actual
2009
Actual
2008
Cash Flows from Operating Activities
Receipts:
28,904
11,775
4,006
10,186
924
User Charges & Fees
Interest & Investment Revenue Received
Grants & Contributions
Other
28,847
12,575
1,021
16,427
2,906
27,596
12,316
2,086
11,830
3,519
(19,529)
(26,090)
(159)
(6,509)
(17,034)
(20,551)
(105)
(5,225)
9,489
14,432
17,943
237
1
311
1
Payments:
(19,740)
(13,296)
(94)
(14,439)
8,226
Borrowing Costs
Other
Net Cash provided (or used in) Operating Activities
11b
Cash Flows from Investing Activities
Receipts:
218
-
Sale of Investment Securities
Sale of Infrastructure, Property, Plant & Equipment
Deferred Debtors Receipts
Payments:
(6,771)
(6,553)
Purchase of Infrastructure, Property, Plant & Equipment
(10,500)
(13,011)
(66,400)
(16,248)
Net Cash provided (or used in) Investing Activities
(5,330)
(82,336)
Purchase of Investment Securities
Cash Flows from Financing Activities
Receipts:
Nil
Payments:
(10)
(499)
Repayment of Borrowings & Advances
Repayment of Finance Lease Liabilities
(10)
(359)
(10)
(432)
(509)
Net Cash Flow provided (used in) Financing Activities
(369)
(442)
1,164
1,347
2,511
Net Increase/(Decrease) in Cash & Cash Equivalents
3,790
(68,346)
Cash & Cash Equivalents - beginning of year
11a
1,347
69,693
Cash & Cash Equivalents - end of the year
11a
5,137
1,347
plus:
Please refer to Note 11 for information on the following:
- Non Cash Financing & Investing Activities.
- Financing Arrangements.
- Net cash flow disclosures relating to any Discontinued Operations
page 6
Notes to the Financial Statements
Contents of the Notes accompanying the Financial Statements
Note
Details
Page
1
2(a)
2(b)
3
4
5
6(a)
6(b)
6(c)
7
8
9(a)
9(b)
9(c)
10(a)
10(b)
11
12
13
13a
14
15
16
17
18
19
20
Summary of Significant Accounting Policies
Council Functions / Activities - Financial Information
Council Functions / Activities - Component Descriptions
Income from Continuing Operations
Expenses from Continuing Operations
Gains or Losses from the Disposal of Assets
Cash & Cash Equivalent Assets
Investments
Restricted Cash, Cash Equivalents & Investments - details
Receivables
Inventories & Other Assets
Restricted Infrastructure, Property, Plant & Equipment
Infrastructure, Property, Plant & Equipment - Current Year Impairments
Payables, Borrowings & Provisions
Description of (& movements in) Provisions
Reconciliation of Cash Flow movements & additional information
Commitments for Expenditure
Statement of Performance Measures - Indicators
Statement of Performance Measures - Graphs
Investment Properties
Financial Risk Management disclosures
Material Budget Variations
Statement of Developer Contributions
Contingencies and Other Liabilities/Assets not recognised
Investments in Subsidiaries, Associated Entities & Joint Ventures
Equity - Retained Earnings and Revaluation Reserves
8
26
27
28
34
38
39
39
41
43
44
45
46
46 n/a
47
48
49
51
54
55
56
57
61
63
66
68
69
Non Current Assets and Disposal Groups classified as "Held for Sale"
Events occurring after Balance Sheet date
Discontinued Operations
Intangible Assets
Reinstatement, Rehabilitation & Restoration Liabilities
70 n/a
70
70 n/a
71 n/a
71 n/a
21
22
23
24
25
Additional Disclosures
26
27
Review of Council's Financial Result, Financial Position & Cash Flows
Council Information & Contact Details
72
75
n/a - not applicable
page 7
Note 1. Summary of Significant Accounting Policies
The principal accounting policies adopted by Council
in the preparation of this financial report are set out
below in order to assist in its general understanding.
Under Australian Equivalents to International
Financial Reporting Standards (AIFRS), accounting
policies are defined as those specific principles,
bases, conventions, rules and practices applied by a
reporting entity (in this case Council) in preparing
and presenting it’s financial reports.
different requirements on (a) Impairment of Assets
relating to Not-For-Profit AASB 136 (IAS 36) and
(b) AASB 116 (IAS 16) regarding accounting for
the Revaluation of Assets.
Accordingly in preparing this Financial Report and
Accompanying Notes, Council has been unable to
comply fully with International Accounting
Standards, but it has complied fully with
Australian Accounting Standards.
Under the Local Government Act, Regulations and
Local Government Code of Accounting Practice &
Financial Reporting, it should be noted that Councils
in NSW only have a requirement to comply with
Australian Accounting Standards.
(a) Basis of preparation
(i) Background
This financial report is a general purpose financial
report which has been prepared in accordance with;
(iii) Application of AAS 27
applicable Australian equivalents to International
Financial Reporting Standards (AIFRSs),
AAS 27 – Financial Reporting by Local Government
was withdrawn from use from 1 July 2008.
other authoritative pronouncements of
Australian Accounting Standards Board,
All key elements however of the former Standard
have been incorporated into other current Standards
including AASB 1051, 1052 and 1004.
the
Urgent Issues Group Interpretations,
(iv) Basis of Accounting
the Local Government
Regulations and
Act
(1993)
and
the Local Government Code of Accounting
Practice and Financial Reporting.
(ii) Compliance with International Financial
Reporting Standards (IFRSs)
Australian Accounting Standards (AASB’s) include
Australian equivalents to International Financial
Reporting Standards (IFRS’s).
Because AASB’s are sector neutral, some standards
either (i) have local Australian content and
prescription that is specific to the Not-For-Profit
sector (including Local Government) which are not in
compliance with IFRS’s or (ii) specifically exclude
application by Not for Profit entities.
Examples include;
excluding Local Government from applying AASB
120 (IAS 20) for Grant Accounting and AASB 118
(IAS 18) for Segment Reporting, &
These financial statements have been prepared on an
historical cost basis except for (i) financial assets
and liabilities at fair value through profit or loss,
available-for-sale financial assets and investment
properties which are all valued at fair value, (ii) the
write down of any Asset on the basis of Impairment (if
warranted) and (iii) certain classes of Infrastructure,
property, plant & equipment that are accounted for at
Fair Valuation.
The accrual basis of accounting has also been
applied in their preparation.
(v) Changes in Accounting Policies
Council’s accounting policies have been consistently
applied to all the years presented, unless otherwise
stated.
Unless otherwise stated, there have also been no
changes in accounting policies when compared with
previous financial reports.
page 8
Note 1. Summary of Significant Accounting Policies (continued)
(vi) Critical Accounting Estimates
The preparation of this financial report (and financial
statements) requires the use of certain critical
accounting estimates (in conformity with AIFRS).
It also requires Council management to exercise
their judgement in the process of applying Council’s
accounting policies.
manner or used over a particular period and those
conditions were undischarged at balance date, the
unused grant or contribution is disclosed in Note 3(g).
Note 3(g) also discloses the amount of unused grant
or contribution from prior years that was expended on
Council’s operations during the current year.
The Council has obligations to provide facilities from
contribution revenues levied on developers under the
provisions of S94 of the EPA Act 1979.
(b) Revenue recognition
Revenue is measured at the fair value of the
consideration received or receivable.
Revenue is measured on major income categories
as follows:
Rates,
Annual
Contributions
Charges,
Grants
Whilst Council generally incorporates these amounts
as part of a Development Consents Order, such
developer contributions are only recognised as
income upon their physical receipt by Council, due to
the possibility that individual Development Consents
may not be acted upon by the applicant and
accordingly would not be payable to Council.
and
Rates, annual charges, grants and contributions
(including developer contributions) are recognised
as revenues when the Council obtains control over
the assets comprising these receipts.
Control over assets acquired from rates and annual
charges is obtained at the commencement of the
rating year as it is an enforceable debt linked to the
rateable property or, where earlier, upon receipt of
the rates.
A provision for the impairment on rates receivables
has not been established as unpaid rates represent
a charge against the rateable property that will be
recovered when the property is next sold.
Control over granted assets is normally obtained
upon their receipt (or acquittal) or upon earlier
notification that a grant has been secured, and is
valued at their fair value at the date of transfer.
Income from Contributions is recognised when the
Council either obtains control of the contribution or
the right to receive it, and (i) it is probable that the
economic benefits comprising the contribution will
flow to the Council and (ii) the amount of the
contribution can be measured reliably.
Developer contributions may only be expended for the
purposes for which the contributions were required
but the Council may apply contributions according to
the priorities established in work schedules.
A detailed Note relating to developer contributions can
be found at Note 17.
User Charges, Fees and Other Income
User charges, fees and other income (including
parking fees and fines) are recognised as revenue
when the service has been provided, the payment is
received, or when the penalty has been applied,
whichever first occurs.
A provision for the impairment of these receivables is
recognised when collection in full is no longer
probable.
A liability is recognised in respect of revenue that is
reciprocal in nature to the extent that the requisite
service has not been provided as at balance date.
Sale of Infrastructure,
Equipment
Property,
Plant
and
The profit or loss on sale of an asset is determined
when control of the asset has irrevocably passed to
the buyer.
Where grants or contributions recognised as
revenues during the financial year were obtained on
condition that they be expended in a particular
page 9
Interest and Rents
Rents are recognised as revenue on a proportional
basis when the payment is due, the value of the
payment is notified, or the payment is received,
whichever first occurs.
Interest Income from Cash & Investments is
accounted for using the Effective Interest method in
accordance with AASB 139.
separate and distinct Trust Fund is maintained to
account for all money and property received by the
Council in trust which must be applied only for the
purposes of or in accordance with the trusts relating to
those monies.
Trust monies and property subject to Council’s control
have been included in these reports.
Trust monies and property held by Council but not
subject to the control of Council, have been excluded
from these reports.
(c) Principles of Consolidation
These financial reports incorporate (i) the assets and
liabilities of Council and any entities (or operations)
that it controls (as at 30/6/09) and (ii) all the related
operating results (for the financial year ended the
30th June 2009).
A separate statement of monies held in the Trust
Fund is available for inspection at the Council office
by any person free of charge.
(iii) Joint Venture Entities
Jointly Controlled Assets & Operations
The Financial Reports also include Council’s share
of the assets, liabilities, income and expenses of any
Jointly Controlled Operations under the
appropriate headings.
In the process of reporting on Council’s activities as
a single unit, all inter-entity year end balances and
reporting period transactions have been eliminated
in full between Council and its controlled entities.
The proportionate interests in the assets, liabilities
and expenses of a Joint Venture Activity have been
incorporated throughout the financial statements
under the appropriate headings.
Jointly Controlled Entities
(i) The Consolidated Fund
Any interests in Joint Venture Entities & Partnerships
are accounted for using the equity method and is
carried at cost.
In accordance with the provisions of Section 409(1)
of the LGA 1993, all money and property received by
Council is held in the Council’s Consolidated Fund
unless it is required to be held in the Council’s Trust
Fund.
Under the equity method, the share of the profits or
losses of the partnership is recognised in the income
statement, and the share of movements in retained
earnings & reserves is recognised in the balance
sheet.
The Consolidated Fund and other entities through
which the Council controls resources to carry on its
functions have been included in the financial
statements forming part of this report.
Details relating to such Entities and Partnerships
(where applicable) are set out in Note 19.
The following entities have been included as part of
the Consolidated Fund:
Where Council has the power to participate in the
financial and operating decisions (of another entity),
ie. where Council is deemed to have “significant
influence” over the other entities operations but
neither controls nor jointly controls the entity, then
Council accounts for such interests using the Equity
Method of Accounting – in a similar fashion to Joint
Venture Entities & Partnerships.
General Purpose Operations
Queanbeyan City Council Water Supply
Queanbeyan City Council Sewerage Service
(ii) The Trust Fund
In accordance with the provisions of Section 411 of
the Local Government Act 1993 (as amended), a
(iv) Associated Entities
Such entities are usually termed “Associates”.
page 10
(v) County Councils
Lease income from operating leases is recognised in
income on a straight-line basis over the lease term.
Council is not a member of any County Councils.
(vi) Additional Information
(e) Cash and Cash Equivalents
Note 19 provides more information in relation to
Joint Venture Entities, Associated Entities and Joint
Venture Operations where applicable.
Cash and cash equivalents includes;
cash on hand,
deposits held at call with financial institutions,
(d) Leases
All Leases entered into by Council are reviewed and
classified on inception date as either Finance or
Operating Leases.
other short-term, highly liquid investments with
original maturities of three months or less that
are readily convertible to known amounts of cash
and which are subject to an insignificant risk of
changes in value, and
Finance Leases
bank overdrafts.
Leases of property, plant and equipment where the
Council has substantially all the risks and rewards of
ownership are classified as finance leases.
Bank overdrafts are shown within borrowings in
current liabilities on the balance sheet but are
incorporated into Cash & Cash Equivalents for
presentation of the Cash Flow Statement.
Finance leases are capitalised at the lease’s
inception at the lower of the fair value of the leased
property and the present value of the minimum lease
payments.
(f) Investments and Other Financial Assets
The corresponding rental obligations, net of finance
charges, are included in borrowings.
Council (in accordance with AASB 139) classifies
each of its investments into one of the following
categories for measurement purposes:
Each lease payment is allocated between the liability
outstanding and the recognition of a finance charge.
financial assets at fair value through profit or
loss,
The interest element of the finance charge is costed
to the income statement over the lease period so as
to produce a constant periodic rate of interest on the
remaining balance of the liability for each period.
loans and receivables,
Property, plant and equipment acquired under
finance leases is depreciated over the shorter of
each leased asset’s useful life and the lease term.
Operating Leases
Leases in which a significant portion of the risks and
rewards of ownership are retained by the lessor are
classified as operating leases.
Payments made under operating leases (net of any
incentives received from the lessor) are charged to
the income statement on a straight-line basis over
the period of the lease.
held-to-maturity investments, and
available-for-sale financial assets.
Each classification depends on the purpose/intention
for which the investment was acquired & at the time it
was acquired.
Management
determines
each
Investment
classification at the time of initial recognition and reevaluates this designation at each reporting date.
(i) Financial assets at fair value through profit
or loss
Financial assets at fair value through profit or loss
include financial assets that are “held for trading”.
page 11
A financial asset is classified in the “held for trading”
category if it is acquired principally for the purpose of
selling in the short term.
Derivatives are classified as held for trading unless
they are designated as hedges.
Assets in this category are classified as current
assets as they are primarily held for trading &/or are
expected to be realised within 12 months of the
balance sheet date.
(ii) Loans and receivables
Loans and receivables are non derivative financial
assets with fixed or determinable payments that are
not quoted in an active market.
They arise when the Council provides money, goods
or services directly to a debtor with no intention (or in
some cases ability) of selling the resulting
receivable.
They are included in current assets, except for those
with maturities greater than 12 months after the
balance sheet date which are classified as noncurrent assets.
determinable payments and management intends to
hold them for the medium to long term.
Accordingly, this classification principally comprises
marketable equity securities, but can include all types
of financial assets that could otherwise be classified in
one of the other investment categories.
They are generally included in non-current assets
unless management intends to dispose of the
investment within 12 months of the balance sheet
date or the term to maturity from the reporting date is
less than 12 months.
Financial Assets – Reclassification
Following on from amendments made to AASB 139 Financial Instruments: Recognition & Measurement in
October 2008, Council may choose to reclassify a
non-derivative trading financial asset out of the heldfor-trading category if the financial asset is no longer
held for the purpose of selling it in the near term.
Financial assets other than loans and receivables are
permitted to be reclassified out of the held-for-trading
category only in rare circumstances arising from a
single event that is unusual and highly unlikely to
recur in the near term.
(iii) Held-to-maturity investments
Held-to-maturity investments are non-derivative
financial assets with fixed or determinable payments
and fixed maturities that the Council’s management
has the positive intention and ability to hold to
maturity.
In contrast to the “Loans & Receivables”
classification, these investments are generally
quoted in an active market.
Held-to-maturity financial assets are included in noncurrent assets, except for those with maturities less
than 12 months from the reporting date, which are
classified as current assets.
(iv) Available-for-sale financial assets
Council may also choose to reclassify financial assets
that would meet the definition of loans and
receivables out of the held-for-trading or available-forsale categories if it has the intention and ability to hold
these financial assets for the foreseeable future or
until maturity at the date of reclassification.
Reclassifications are made at fair value as of the
reclassification date. Fair value becomes the new cost
or amortised cost as applicable, and no reversals of
fair value gains or losses recorded before
reclassification date are subsequently made.
Effective interest rates for financial assets reclassified
to loans and receivables and held-to-maturity
categories are determined at the reclassification date.
Further increases in estimates of cash flows adjust
effective interest rates prospectively.
Available-for-sale financial assets are nonderivatives that are either designated in this category
or not classified in any of the other categories.
Actual Reclassifications
Investments must be designated as available-forsale if they do not have fixed maturities and fixed or
Council did not take up the option to reclassify some
financial assets out of the held-for-trading category
from 1 July 2008, following amendments made to
AASB 139 in October 2008.
page 12
General Accounting & Measurement of Financial
Instruments:
in the fair value of a security below its cost is
considered in determining whether the security is
impaired.
(i) Initial Recognition
Investments are initially recognised (and measured)
at fair value, plus in the case of investments not at
“fair value through profit or loss”, directly attributable
transactions costs
Purchases and sales of investments are recognised
on trade-date - the date on which the Council
commits to purchase or sell the asset.
Financial assets are derecognised when the rights to
receive cash flows from the financial assets have
expired or have been transferred and the Council
has transferred substantially all the risks and
rewards of ownership.
(ii) Subsequent Measurement
Available-for-sale financial assets and financial
assets at fair value through profit and loss are
subsequently carried at fair value.
Loans and receivables and held-to-maturity
investments are carried at amortised cost using the
effective interest method.
Realised and unrealised gains and losses arising
from changes in the fair value of the financial assets
classified as “fair value through profit or loss”
category are included in the income statement in the
period in which they arise.
Unrealised gains and losses arising from changes in
the fair value of non monetary securities classified
as available-for-sale are recognised in equity in the
available-for-sale investments revaluation reserve.
If any such evidence exists for available-for-sale
financial assets, the cumulative loss - measured as
the difference between the acquisition cost and the
current fair value, less any impairment loss on that
financial asset previously recognised in profit and loss
- is removed from equity and recognised in the
income statement.
Impairment losses recognised in the income
statement on equity instruments are not reversed
through the income statement.
(iii) Types of Investments
Council has an approved Investment Policy in order to
undertake its investment of money in accordance with
(and to comply with) Section 625 of the Local
Government Act and S212 of the LG (General)
Regulations 2005.
Investments are placed and managed in accordance
with the Policy and having particular regard to
authorised investments prescribed under the Local
Government Investment Order.
Council maintains its investment Policy in compliance
with the Act and ensures that it or its representatives
exercise care, diligence and skill that a prudent
person would exercise in investing Council funds.
Council amended its policy during the current
reporting year following revisions to the Investment
Order arising from the Cole Inquiry recommendations.
Certain investments the Council holds are no longer
prescribed (eg. managed funds, CDOs, and equity
linked notes), however they have been retained under
grandfathering provisions of the Order.
When securities classified as available-for-sale are
sold or impaired, the accumulated fair value
adjustments are included in the income statement as
gains and losses from investment securities.
These will be disposed of when most financially
advantageous to Council.
Impairment
(g) Fair value estimation
Council assesses at each balance date whether
there is objective evidence that a financial asset or
group of financial assets is impaired.
The fair value of financial assets and financial
liabilities must be estimated for recognition and
measurement or for disclosure purposes.
In the case of equity securities classified as
available-for-sale, a significant or prolonged decline
page 13
The fair value of financial instruments traded in
active markets is based on quoted market prices at
the balance sheet date.
The fair value of financial instruments that are not
traded in an active market is determined using
valuation techniques.
Council uses a variety of methods and makes
assumptions that are based on market conditions
existing at each balance date.
Quoted market prices or dealer quotes for similar
instruments are used for long-term debt instruments
held.
If the market for a financial asset is not active (and
for unlisted securities), the Council establishes fair
value by using valuation techniques.
These include reference to the fair values of recent
arm’s length transactions, involving the same
instruments or other instruments that are
substantially the same, discounted cash flow
analysis, and option pricing models refined to reflect
the issuer’s specific circumstances.
The nominal value less estimated credit adjustments
of trade receivables and payables are assumed to
approximate their fair values.
The fair value of financial liabilities for disclosure
purposes is estimated by discounting the future
contractual cash flows at the current market interest
rate that is available to the Council for similar
financial instruments.
(h) Receivables
Receivables are initially recognised at fair value and
subsequently measured at amortised cost, less any
provision for impairment.
Receivables (excluding Rates & Annual Charges)
are generally due for settlement no more than 30
days from the date of recognition.
The collectibility of receivables is reviewed on an
ongoing basis. Debts which are known to be
uncollectible are written off in accordance with
Council’s policy.
A provision for impairment relating to receivables is
established when there is objective evidence that the
Council will not be able to collect all amounts due
according to the original terms of each receivable.
The amount of the provision is the difference between
the asset’s carrying amount and the present value of
estimated future cash flows, discounted at the
effective interest rate.
Impairment losses are recognised in the Income
Statement within other expenses.
When a receivable for which an impairment allowance
had been recognised becomes uncollectible in a
subsequent period, it is written off against the
allowance account.
Subsequent recoveries of amounts previously written
off are credited against other expenses in the income
statement.
(i) Inventories
Raw Materials and Stores, Work in Progress and
Finished Goods
Raw materials and stores, work in progress and
finished goods in respect of business undertakings
are all stated at the lower of cost and net realisable
value.
Cost comprises direct materials, direct labour and an
appropriate proportion of variable and fixed overhead
expenditure, the latter being allocated on the basis of
normal operating capacity.
Costs are assigned to individual items of inventory on
the basis of weighted average costs.
Net realisable value is the estimated selling price in
the ordinary course of business less the estimated
costs of completion and the estimated costs
necessary to make the sale.
Inventories held in respect of non-business
undertakings have been valued at cost subject to
adjustment for loss of service potential.
page 14
Land Held for Resale/Capitalisation of Borrowing
Costs
Land held for resale is stated at the lower of cost
and net realisable value.
Until these designated future reporting periods, the
above remaining asset classes are stated at cost (or
deemed cost) less accumulated depreciation and any
accumulated impairment losses.
Initial Recognition
Cost is assigned by specific identification and
includes the cost of acquisition, and development
and borrowing costs during development.
When development is completed borrowing costs
and other holding charges are expensed as incurred.
Borrowing costs included in the cost of land held for
resale are those costs that would have been avoided
if the expenditure on the acquisition and
development of the land had not been made.
Borrowing costs incurred while active development
is interrupted for extended periods are recognised as
expenses.
(j) Infrastructure, Property, Plant and
Equipment (I,PP&E)
Acquisition of assets
Council’s non current assets are being progressively
revalued to fair value in accordance with a staged
implementation as advised by the Department of
Local Government.
At balance date, the following classes of I,PP&E
were stated at their Fair Value;
-
Investment Properties – refer Note 1(p),
-
Water and Sewerage Networks which are
carried at Fair Value (generally based upon
Depreciated Replacement Cost).
-
Operational Land (External Valuation)
-
Buildings – Specialised/Non Specialised
On initial recognition, an assets cost is measured at
its fair value, plus all expenditure that is directly
attributable to the acquisition.
Where settlement of any part of an asset’s cash
consideration is deferred, the amounts payable in the
future are discounted to their present value as at the
date of recognition (ie. date of exchange) of the asset
to arrive at fair value.
The discount rate used is the Council’s incremental
borrowing rate, being the rate at which a similar
borrowing could be obtained from an independent
financier under comparable terms and conditions.
Where infrastructure, property, plant and equipment
assets are acquired for no cost or for an amount other
than cost, the assets are recognised in the financial
report at their fair value at acquisition date - being the
amount that the asset could have been exchanged
between knowledgeable willing parties in an arm’s
length transaction.
Subsequent costs
Subsequent costs are included in the asset’s carrying
amount or recognised as a separate asset, as
appropriate, only when it is probable that future
economic benefits associated with the item will flow to
Council and the cost of the item can be measured
reliably.
All other repairs and maintenance are charged to the
income statement during the financial period in which
they are incurred.
(External Valuation)
-
Plant and Equipment (as approximated by depreciated
historical cost)
The remaining asset classes to be revalued in future
reporting periods include;
-
2009/10: Roads,
Drainage assets
Bridges,
Footpaths
and
-
2010/11: Community land, Land improvements,
Other structures and other assets
Asset Revaluations (including Indexation)
In accounting for Asset Revaluations relating to
Infrastructure, Property, Plant & Equipment:
Increases in the carrying amounts arising on
revaluation are credited to the asset revaluation
reserve.
To the extent that the increase reverses a
decrease previously recognised via the profit or
page 15
loss, then increase is first recognised in profit or
loss.
Decreases that reverse previous increases of the
same asset are first charged against revaluation
reserves directly in equity to the extent of the
remaining reserve attributable to the asset, with
all other decreases charged to the Income
statement.
Water and sewerage network assets are indexed
annually between full revaluations in accordance
with the latest indices provided in the DWE Rates
Reference Manual.
For all other assets, Council assesses at each
reporting date whether there is any indication that a
revalued asset’s carrying amount may differ
materially from that which would be determined if the
asset were revalued at the reporting date.
If any such indication exists, Council determines the
asset’s fair value and revalues the asset to that
amount.
Full revaluations are undertaken for all assets on a 5
year cycle.
Water & Sewer Assets
Reticulation extensions
Other
> $5,000
> $5,000
Stormwater Assets
Drains & Culverts
Other
> $5,000
> $5,000
Transport Assets
Road construction & reconstruction
Reseal/Re-sheet & major repairs:
> $10,000
> $10,000
Bridge construction & reconstruction
> $10,000
Depreciation
Depreciation on Councils infrastructure, property,
plant and equipment assets is calculated using the
straight line method in order to allocate an assets cost
(net of residual values) over its estimated useful life.
Land is not depreciated.
Estimated useful lives for Councils assets include:
Items of infrastructure, property, plant and
equipment are not capitalised unless their cost of
acquisition exceeds the following;
Plant & Equipment
- Office Equipment
- Office furniture
- Computer Equipment
- Vehicles
- Heavy Plant/Road Making equip.
- Other plant and equipment
5 to 10 years
10 to 20 years
5 years
5 years
5 to 10 years
5 to 15 years
Land
- council land
- open space
- land under roads (purchases after 30/6/08)
Other Equipment
- Playground equipment
- Benches, seats etc
5 to 15 years
10 to 20 years
Buildings
- Buildings : Masonry
- Buildings : Other
50 to 100 years
20 to 40 years
Stormwater Drainage
- Drains
- Culverts
80 to 100 years
50 to 80 years
Transportation Assets
- Sealed Roads : Surface
- Sealed Roads : Structure
- Unsealed roads
20 years
50 years
20 years
- Bridge : Concrete
100 years
Capitalisation Thresholds
Plant & Equipment
Office Furniture
Office Equipment
Other Plant &Equipment
Buildings & Land Improvements
Park Furniture & Equipment
Building
- construction/extensions
- renovations
Other Structures
100% Capitalised
100% Capitalised
100% Capitalised
> $2,000
> $2,000
> $2,000
> $2,000
100% Capitalised
> $10,000
> $2,000
page 16
- Bridge : Other
50 years
- Road Pavements
- Kerb, Gutter & Paths
60 years
40 years
Water & Sewer Assets
- Dams and reservoirs
- Bores
80 to 100 years
20 to 40 years
- Reticulation pipes : PVC
- Reticulation pipes : Other
- Pumps and telemetry
80 years
25 to 75 years
20 to 30 years
Other Infrastructure Assets
- Bulk earthworks
Infinite
(l) Land under roads
Land under roads is land under roadways and road
reserves including land under footpaths, nature strips
and median strips.
Council has elected not to recognise land under roads
acquired before 1 July 2008 in accordance with AASB
1051.
Land under roads acquired after 1 July 2008 is
recognised in accordance with AASB 116 – Property,
Plant and Equipment.
(m) Intangible Assets
All asset residual values and useful lives are
reviewed, and adjusted if appropriate, at each
balance sheet date.
An asset’s carrying amount is written down
immediately to its recoverable amount if the asset’s
carrying amount is greater than its estimated
recoverable amount – refer Note 1(s) on Asset
Impairment.
Disposal and De-recognition
An item of property, plant and equipment is
derecognised upon disposal or when no further
future economic benefits are expected from its use
or disposal.
Any gain or loss arising on derecognition of the
asset (calculated as the difference between the net
disposal proceeds and the carrying amount of the
asset) is included in Council’s Income Statement in
the year the asset is derecognised.
IT development and software
Costs incurred in developing products or systems and
costs incurred in acquiring software and licenses that
will contribute to future period financial benefits
through revenue generation and/or cost reduction are
capitalised to software and systems.
Costs capitalised include external direct costs of
materials and service, direct payroll and payroll
related costs of employees’ time spent on the project.
Amortisation is calculated on a straight line bases
over periods generally ranging from 3 to 5 years.
IT development costs include only those costs directly
attributable to the development phase and are only
recognised following completion of technical feasibility
and where Council has an intention and ability to use
the asset.
(n) Crown Reserves
(k) Land
Land in accordance with Part 2 of Chapter 6 of the
Local Government Act (1993) is classified on
purchase as either Operational or Community.
This classification of Land is disclosed in Note 9(a).
Crown Reserves under Council’s care and control are
recognised as assets of the Council.
While ownership of the reserves remains with the
Crown, Council retains operational control of the
reserves and is responsible for their maintenance and
use in accordance with the specific purposes to which
the reserves are dedicated.
Improvements on Crown Reserves are also recorded
as assets, while maintenance costs incurred by
page 17
Council and revenues relating the reserves are
recognised within Council’s Income Statement.
A working party of interested representatives from
both State and Local Government is being formed to
consider the accounting issues related to the Crown
Reserves, with the intention of developing a
consistent approach to their recognition and future
accounting treatment across both tiers of
government.
(o) Rural Fire Service assets
Under section 119 of the Rural Fires Act 1997, “all
fire fighting equipment purchased or constructed
wholly or from money to the credit of the Fund is to
be vested in the council of the area for or on behalf
of which the fire fighting equipment has been
purchased or constructed”.
(q) Provisions for close down, restoration
and for environmental clean up costs –
including Tips and Quarries
Close down, Restoration and Remediation costs
include the dismantling and demolition of
infrastructure, the removal of residual materials and
the remediation of disturbed areas.
Estimated close down and restoration costs are
provided for in the accounting period when the
obligation arising from the related disturbance occurs,
whether this occurs during the development or during
the operation phase, based on the net present value
of estimated future costs.
Provisions for close down and restoration costs do not
include any additional obligations which are expected
to arise from future disturbance.
Costs are estimated on the basis of a closure plan.
At present, the accounting for such fire fighting
equipment is not treated in a consistent manner
across all Councils.
Until such time as discussions on this matter have
concluded and the legislation changed, Council will
continue to account for these assets as it has been
doing in previous years, which is to incorporate the
assets, their values and depreciation charges within
these Financial Reports.
(p) Investment property
Investment property comprises land &/or buildings
that are principally held for long-term rental yields,
capital gains or both and is not occupied by Council.
Investment property is carried at fair value,
representing an open-market value determined
annually by external valuers.
Annual changes in the fair value of Investment
Properties are recorded in the Income Statement as
part of “Other Income”.
Full revaluations are carried out every three years
with an appropriate index utilised each year in
between the full revaluations.
The cost estimates are calculated annually during the
life of the operation to reflect known developments, eg
updated cost estimates and revisions to the estimated
lives of operations, and are subject to formal review at
regular intervals.
Close down, Restoration and Remediation costs are a
normal consequence of tip and quarry operations, and
the majority of close down and restoration expenditure
is incurred at the end of the life of the operations.
Although the ultimate cost to be incurred is uncertain,
Council estimates the respective costs based on
feasibility and engineering studies using current
restoration standards and techniques.
The amortisation or ‘unwinding’ of the discount
applied in establishing the net present value of
provisions is charged to the income statement in each
accounting period.
This amortisation of the discount is shown as a
borrowing cost.
Other movements in the provisions for Close down,
Restoration and Remediation costs including those
resulting from new disturbance, updated cost
estimates, changes to the estimated lives of
operations and revisions to discount rates are
capitalised within property, plant and equipment.
page 18
These costs are then depreciated over the lives of
the assets to which they relate.
Where rehabilitation is conducted systematically
over the life of the operation, rather than at the time
of closure, provision is made for the estimated
outstanding continuous rehabilitation work at each
balance sheet date and the cost is charged to the
income statement.
Provision is made for the estimated present value of
the costs of environmental clean up obligations
outstanding at the balance sheet date.
These costs are charged to the income statement.
Movements in the environmental clean up provisions
are presented as an operating cost, except for the
unwind of the discount which is shown as a
borrowing cost.
Remediation procedures generally commence soon
after the time the damage, remediation process and
estimated remediation costs become known, but
may continue for many years depending on the
nature of the disturbance and the remediation
techniques.
As noted above, the ultimate cost of environmental
remediation is uncertain and cost estimates can vary
in response to many factors including changes to the
relevant legal requirements, the emergence of new
restoration techniques or experience at other
locations.
The expected timing of expenditure can also
change, for example in response to changes in
quarry reserves or production rates.
As a result there could be significant adjustments to
the provision for close down and restoration and
environmental clean up, which would affect future
financial results.
Specific Information relating to Councils provisions
relating to Close Down, Restoration and
Remediation costs can be found at Note 26.
(r) Non-Current Assets (or Disposal Groups)
“Held for Sale” & Discontinued
Operations
Non-current assets (or disposal groups) are classified
as held for sale and stated at the lower of either (i)
their carrying amount and (ii) fair value less costs to
sell, if their carrying amount will be recovered
principally through a sale transaction rather than
through continuing use.
The exception to this is plant and motor vehicles
which are turned over on a regular basis. Plant and
motor vehicles are retained in Non Current Assets
under the classification of Infrastructure, Property,
Plant and Equipment - unless the assets are to be
traded in after 30 June and the replacement assets
were already purchased and accounted for as at 30
June.
For any assets or disposal groups classified as NonCurrent Assets “held for sale”, an impairment loss is
recognised at any time when the assets carrying
value is greater than its fair value less costs to sell.
Non-current assets “held for sale” are not depreciated
or amortised while they are classified as “held for
sale”.
Non-current assets classified as “held for sale” are
presented separately from the other assets in the
balance sheet.
A Discontinued Operation is a component of the entity
that has been disposed of or is classified as “held for
sale” and that represents a separate major line of
business or geographical area of operations, is part of
a single co-ordinated plan to dispose of such a line of
business or area of operations, or is a subsidiary
acquired exclusively with a view to resale.
The results of discontinued operations are presented
separately on the face of the income statement.
(s) Impairment of assets
Assets that are subject to amortisation are reviewed
for impairment whenever events or changes in
circumstances indicate that the carrying amount may
not be recoverable.
page 19
An impairment loss is recognised for the amount by
which the asset’s carrying amount exceeds its
recoverable amount.
The recoverable amount is the higher of an asset’s
fair value less costs to sell and value in use.
For non-cash generating assets of Council such as
roads, drains, public buildings etc - value in use is
represented by the “deprival value” of the asset
which is approximated as it’s written down
replacement cost.
Other assets are tested for impairment whenever
events or changes in circumstances indicate that the
carrying amount may not be recoverable.
Goodwill & other Intangible Assets that have an
indefinite useful life and are not subject to
amortisation are tested annually for impairment.
(t) Payables
These amounts represent liabilities and include
goods and services provided to the Council prior to
the end of financial year which are unpaid.
The amounts for goods and services are unsecured
and are usually paid within 30 days of recognition.
(u) Borrowings
Borrowings are initially recognised at fair value, net
of transaction costs incurred.
Borrowings are subsequently measured at amortised
cost.
Amortisation results in any difference between the
proceeds (net of transaction costs) and the
redemption amount being recognised in the Income
Statement over the period of the borrowings using
the effective interest method.
Borrowings are classified as current liabilities unless
the Council has an unconditional right to defer
settlement of the liability for at least 12 months after
the balance sheet date.
(v) Borrowing costs
Borrowing costs incurred for the construction of any
qualifying asset are capitalised during the period of
time that is required to complete and prepare the
asset for its intended use or sale. Other borrowing
costs are expensed.
The capitalisation rate used to determine the amount
of borrowing costs to be capitalised is the weighted
average interest rate applicable to the Council’s
outstanding borrowings during the year.
(w) Provisions
Provisions for legal claims and service warranties are
recognised when:
Council has a present legal or constructive
obligation as a result of past events;
it is more likely than not that an outflow of
resources will be required to settle the obligation;
and
the amount has been reliably estimated.
Provisions are not recognised for future operating
losses.
Where there are a number of similar obligations, the
likelihood that an outflow will be required in settlement
is determined by considering the class of obligations
as a whole.
A provision is recognised even if the likelihood of an
outflow with respect to any one item included in the
same class of obligations may be small.
Provisions are measured at the present value of
management’s best estimate of the expenditure
required to settle the present obligation at the
reporting date.
The discount rate used to determine the present value
reflects current market assessments of the time value
of money and the risks specific to the liability.
The increase in the provision due to the passage of
time is recognised as interest expense.
page 20
and take their leave entitlements in the next 12
months.
(x) Employee benefits
(i) Wages & salaries, annual leave and sick leave
(iii) Retirement benefit obligations
Liabilities for wages and salaries (including nonmonetary benefits), annual leave and vesting sick
leave are recognised in the provision for employee
benefits in respect of employees’ services up to the
reporting date.
These provisions are measured at the amounts
expected to be paid when the liabilities are settled.
All employees of the Council are entitled to benefits
on retirement, disability or death.
Council contributes to various defined benefit plans
and defined contribution plans on behalf of its
employees.
Defined Benefit Plans
Calculations therefore incorporate (where the leave
is expected to be paid more than 12 months after the
reporting date) the use of discounted cash flows.
Liabilities for non vesting sick leave are recognised
at the time when the leave is taken and measured at
the rates paid or payable, and accordingly no
Liability has been recognised in these reports.
Wages & salaries, annual leave and vesting sick
leave are all classified as Current Liabilities.
(ii) Long service leave
The liability for long service leave is recognised in
the provision for employee benefits in respect of
services provided by employees up to the reporting
date.
Long Service Leave is measured at the present
value of the expected future payments to be made
using the projected unit credit method.
Consideration is given to expected future wage and
salary levels, experience of employee departures
and periods of service.
Expected future payments are
market yields at the reporting
government bonds with terms
currency that match as closely
estimated future cash outflows.
discounted using
date on national
to maturity and
as possible, the
Due to the nature of when and how Long Service
Leave can be taken, all Long Service Leave for
employees with 4 or more years of service has been
classified as Current, as it has been deemed that
Council does not have the unconditional right to
defer settlement beyond 12 months – even though it
is not anticipated that all employees with more than
4 years service (as at reporting date) will apply for
A liability or asset in respect of defined benefit
superannuation plans would ordinarily be recognised
in the balance sheet, and measured as the present
value of the defined benefit obligation at the reporting
date plus unrecognised actuarial gains (less
unrecognised actuarial losses) less the fair value of
the superannuation fund’s assets at that date and any
unrecognised past service cost.
The present value of the defined benefit obligation is
based on expected future payments which arise from
membership of the fund to the reporting date,
calculated annually by independent actuaries using
the projected unit credit method. Consideration is
given to expected future wage and salary levels,
experience of employee departures and periods of
service.
However, when this information is not reliably
available, Council can account for its obligations to
defined benefit plans on the same basis as its
obligations to defined contribution plans – i.e. as an
expense when they become payable.
Council is party to an Industry Defined Benefit Plan
under the Local Government Superannuation
Scheme,
named
the
“Local
Government
Superannuation Scheme – Pool B”
This Scheme has been deemed to be a “multi
employer fund” for the purposes of AASB 119.
Sufficient information is not available to account for
the Scheme as a defined benefit plan (in accordance
with AASB 119) because the assets to the scheme
are pooled together for all Councils.
Accordingly, Council’s contributions to the scheme for
the current reporting year have been recognised as
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an expense and disclosed as part of Superannuation
Expenses at Note 4(a).
given to the time when each asset or liability is
expected to be settled.
The Local Government Superannuation Scheme has
advised member councils that, as a result of the
global financial crisis, it has a significant deficiency
of assets over liabilities amounting to around $290
million at 30 June 2009.
The asset or liability is classified as current if it is
expected to be settled within the next 12 months,
being the Council’s operational cycle.
As a result, they have asked for significant increases
in contributions from 2009/2010 onwards to recover
that deficiency.
Council’s share of that deficiency cannot be
accurately calculated as the Scheme is a mutual
arrangement where assets and liabilities are pooled
together for all member councils.
In the case of liabilities where Council does not have
the unconditional right to defer settlement beyond 12
months (such as vested long service leave), the
liability is classified as current even if not expected to
be settled within the next 12 months.
For this reason, no liability for the deficiency has
been recognised in Council’s accounts.
Exceptions
In the case of inventories that are “held for trading”,
these are also classified as current even if not
expected to be realised in the next 12 months.
Council has, however, disclosed a contingent liability
in note 18 to reflect the possible obligation that may
arise should the Scheme require immediate payment
to correct the deficiency.
(z) Taxes
Define Contribution Plans
Council does however have to comply with both
Fringe Benefits Tax and Goods and Services Tax
(GST).
Contributions to Defined Contribution Plans are
recognised as an expense as they become payable.
Prepaid contributions are recognised as an asset to
the extent that a cash refund or a reduction in the
future payments is available. (iv) Employee Benefit On-Costs
Council has recognised at year end the aggregate
on-cost liabilities arising from employee benefits,
and in particular those on-cost liabilities that will
arise when payment of current employee benefits is
made in future periods.
These amounts include Superannuation and
Workers Compensation expenses which will be
payable upon the future payment of certain Leave
Liabilities accrued as at 30/6/09.
(y) Allocation between current and
non-current assets & liabilities
In the determination of whether an asset or liability is
classified as current or non-current, consideration is
The Council is exempt from both Commonwealth
Income Tax and Capital Gains Tax.
Goods & Services Tax (GST)
Income, expenses and assets are all recognised net
of the amount of GST, except where the amount of
GST incurred is not recoverable from the Australian
Tax Office (ATO).
In these circumstances the GST is recognised as part
of the cost of acquisition of the asset or as part of the
revenue / expense.
Receivables and payables within the Balance Sheet
are stated inclusive of any applicable GST.
The net amount of GST recoverable from or payable
to the ATO is included as a current asset or current
liability in the Balance Sheet.
Operating cash flows within the Cash Flow Statement
are on a gross basis, ie. they are inclusive of GST
where applicable.
Investing and Financing cash flows are treated on a
net basis (where recoverable form the ATO), ie. they
are exclusive of GST. Instead, the GST component of
page 22
investing and financing activity cash flows which are
recoverable from or payable to the ATO are
classified as operating cash flows.
Commitments and contingencies are disclosed net
of the amount of GST recoverable from, or payable
to, the taxation authority.
(aa) New accounting standards and UIG
interpretations
Certain new (or amended) accounting standards and
interpretations have been published that are not
mandatory for reporting periods ending 30 June
2009.
Council has not adopted any of these standards
early.
The revised AASB 123 has removed the option to
expense all borrowing costs and - when adopted – will
require the capitalisation of all borrowing costs directly
attributable to the acquisition, construction or
production of a qualifying asset. There will be no
impact on the financial reports as Council already
capitalises borrowing costs relating to qualifying
assets.
AASB 2008-1 Amendments to Australian
Accounting Standard – Share-based Payments:
Vesting Conditions and Cancellations (effective
from 1 January 2009)
AASB 2008-1 clarifies that vesting conditions are
service conditions and performance conditions only
and that other features of a share-based payment are
not vesting conditions.
Council’s assessment of the impact of these new
standards and interpretations is set out below.
It also specifies that all cancellations, whether by the
entity or by other parties, should receive the same
accounting treatment.
Applicable
to
implications:
with
There will be no impact on the financial reports as
Council makes no share based payments.
Revised AASB 101 Presentation of Financial
Statements and AASB 2007-8 Amendments to
Australian Accounting Standards arising from
AASB 101 (effective from 1 January 2009)
AASB Interpretation 15 Agreements for the
Construction of Real Estate (effective 1 January
2009)
Local
Government
The September 2007 revised AASB 101 requires the
presentation of a statement of comprehensive
income and makes changes to the statement of
changes in equity, but will not affect any of the
amounts recognised in the financial statements.
AASB-I 15 clarifies whether AASB 118 Revenue or
AASB 111 Construction Contracts should be applied
to particular transactions.
If an entity has made a prior period adjustment or
has reclassified items in the financial statements, it
will need to disclose a third balance sheet
(statement of financial position), this one being as at
the beginning of the comparative period.
Council intends to apply the interpretation from 1 July
2009. It has reviewed its current agreements for the
sale of real estate in light of the new guidance and
concluded that there would be no change to the
accounting for these agreements if AASB-I 15 was
adopted in the current financial year. Consequently, it
does not expect to make any adjustment on the initial
application of AASB-I 15.
Council will apply the revised standard from 1 July
2009.
Applicable to Local Government but not relevant
to Council at this stage;
Applicable to Local Government
implications for Council;
Revised AASB 3 Business Combinations, AASB
127 Consolidated and Separate Financial
Statements and AASB 2008-3 Amendments to
Australian Accounting Standards arising from
AASB 3 and AASB 127 (effective 1 July 2009)
but
no
Revised AASB 123 Borrowing Costs and AASB
2007-6 Amendments to Australian Accounting
Standards arising from AASB 123 (effective from
1 January 2009)
page 23
The revised AASB 3 continues to apply the
acquisition method to business combinations, but
with some significant changes.
For example, all payments to purchase a business
are to be recorded at fair value at the acquisition
date, with contingent payments classified as debt
subsequently remeasured through the income
statement.
There is a choice on an acquisition-by-acquisition
basis to measure the non-controlling interest in the
acquiree either at fair value or at the non-controlling
interest’s proportionate share of the acquiree’s net
assets.
All acquisition-related costs must be expensed. The
revised AASB 127 requires the effects of all
transactions with non-controlling interests to be
recorded in equity if there is no change in control
and these transactions will no longer result in
goodwill or gains and losses.
The standard also specifies the accounting when
control is lost. Any remaining interest in the entity is
remeasured to fair value, and a gain or loss is
recognised in profit or loss.
Council has no exposure to these types of
transactions.
AASB 2008-6 Further Amendments to Australian
Accounting Standards arising from the Annual
Improvements Project (effective 1 July 2009)
AASB 2008-7 Amendments to Australian
Accounting Standards - Cost of an Investment in a
Subsidiary, Jointly Controlled Entity or Associate
(effective 1 July 2009)
In July 2008, the AASB approved amendments to
AASB 1 First-time Adoption of International Financial
Reporting Standards and AABS 127 Consolidated
and Separate Financial Statements. Council will apply
the revised rules prospectively from 1 July 2009.
After that date, all dividends received from
investments in subsidiaries, jointly controlled entities
or associates will be recognised as revenue, even if
they are paid out of pre-acquisition profits, but the
investments may need to be tested for impairment as
a result of the dividend payment.
AASB Interpretation 16 Hedges of a Net
Investment in a Foreign Operation (effective 1
October 2008)
AASB-I 16 clarifies which foreign currency risks
qualify as hedged risk in the hedge of a net
investment in a foreign operation and that hedging
instruments may be held by any entity or entities
within the group.
It also provides guidance on how an entity should
determine the amounts to be reclassified from equity
to profit or loss for both the hedging instrument and
the hedged item.
Council has no hedges of a net investment in a
foreign operation.
The amendments to AASB 5 Discontinued
Operations and AASB 1 First-Time Adoption of
Australian-Equivalents to International Financial
Reporting Standards are part of the IASB’s annual
improvements project published in May 2008.
AASB 2008-8 Amendment to IAS 39 Financial
Instruments: Recognition and Measurement
(effective 1 July 2009)
They clarify that all of a subsidiary’s assets and
liabilities are classified as held for sale if a partial
disposal sale plan results in loss of control.
AASB 2008-8 amends AASB 139 Financial
Instruments: Recognition and Measurement and must
be applied retrospectively in accordance with AASB
108 Accounting Policies, Changes in Accounting
Estimates and Errors.
Relevant disclosures should be made for this
subsidiary if the definition of a discontinued
operation is met
Council does not have any subsidiaries it is
proposing to dispose of.
The amendment makes two significant changes. It
prohibits designating inflation as a hedgeable
component of a fixed rate debt. It also prohibits
including time value in the one-sided hedged risk
when designating options as hedges.
page 24
Council will apply the amended standard from 1 July
2009. It is not expected to have any impact on the
financial reports.
individually reported for the first time within this
Financial Report and/or the Notes.
AASB Interpretation 17 Distribution of Non-cash
Assets to Owners and AASB 2008-13
Amendments
to
Australian
Accounting
Standards arising from AASB Interpretation 17
(ad) Disclaimer
AASB-I 17 applies to situations where an entity pays
dividends by distributing non-cash assets to its
shareholders.
Nothing contained within this report may be taken to
be an admission of any liability to any person under
any circumstance.
These distributions will need to be measured at fair
value and the entity will need to recognise the
difference between the fair value and the carrying
amount of the distributed assets in the income
statement on distribution.
Council has no exposure to these types of
transactions.
Not applicable to Local Government per se;
AASB 8 Operating Segments and AASB 2007-3
Amendments
to
Australian
Accounting
Standards arising from AASB 8 (effective from 1
January 2009)
AASB 8 will result in a significant change in the
approach to segment reporting, as it requires
adoption of a 'management approach' to reporting
on financial performance. The information being
reported will be based on what the key decision
makers use internally for evaluating segment
performance and deciding how to allocate resources
to operating segments.
(ab) Rounding of amounts
Unless otherwise indicated, amounts in the financial
report have been rounded off to the nearest
thousand dollars.
(ac) Comparative Figures
To ensure comparability with the current reporting
period’s figures, some comparative period line items
and amounts may have been reclassified or
page 25
Note 2(a). Functions / Activities - Financial Disclosures
$ '000
Income, Expenses and Assets have been directly attributed to the following Functions / Activities.
Details of these Functions/Activities are provided in Note 2(b).
Income from Continuing
Operations
Functions/Activities
Original
Budget
2009
Actual
2009
Actual
2008
110
1,343
508
71
5,321
6,503
29
255
590
39
4,957
6,659
9,944
6,443
4,388
442
Expenses from Continuing
Operations
Original
Budget
2009
Operating Result from
Continuing Operations
Original
Actual
2008
Budget
2009
Actual
2009
Actual
2008
Actual
2009
Actual
2008
Actual
2009
Actual
2008
2,622
8,292
1,044
608
5,513
7,417
6,566
5,925
6,815
1,334
8,340
1,150
(2,810)
(8,403)
(657)
(661)
(1,055)
(3,105)
(9,477)
(868)
(640)
(1,306)
(1,586)
1,719
1,231
(1,591)
531
110
(5,391)
(984)
(2,282)
21
(3,483)
(2,593)
(8,037)
(454)
(569)
(556)
(758)
4,221
3,035
(4,851)
(760)
658
-
132
68,687
219
84
3,934
34,572
121,780
151,732
70,339
974
91,460
12
532
43,009
773
6
6,098
42,675
120,425
152,723
73,290
-
(3,153)
(220)
32
130
21
4,634
1,856
78
78
2,473
903
-
29
193
19
4,247
1,320
78
78
112
-
3,792
1,057
3,215
10,820
1,376
711
6,627
8,094
9,413
6,333
7,871
1,609
8,095
553
(20,858)
(26,633)
(14,695)
10,205
6,734
543,925
544,158
20,350
19,889
3,789
2,861
-
-
(6,283)
5,194
13,994
9,595
543,925
544,158
2,813
198
10,787
8,960
1,964
574
5,187
930
Total Functions & Activities
34,772
38,084
40,931
55,630
64,717
55,626
20,887
20,350
19,889
-
-
-
20,887
55,659
58,434
60,820
55,630
64,717
55,626
29
General Purpose Income
2,836
8,861
1,099
703
5,611
6,802
10,491
5,652
7,201
1,525
(1,167)
(5,282)
(355)
5,789
97,482
1,356
Operating Result from
page 26
Continuing Operations
1. Includes: Rates & Annual Charges (incl. Ex-Gratia), Untied General Purpose Grants & Unrestricted Interest & Investment Income.
26
458
442
42
4,556
5,216
12,210
6,883
1,810
541
1,510
1,078
1
Total Assets held
(Current &
Non-current)
Actual
2009
Governance
Administration
Public Order & Safety
Health
Community Services & Education
Housing & Community Amenities
Water Supplies
Sewerage Services
Recreation & Culture
Fuel & Energy
Mining, Manufacturing & Construction
Transport & Communication
Economic Affairs
Share of gains/(losses) in Associates &
Joint Ventures (using the Equity Method)
Grants included in
Income from
Continuing
Operations
Note 2(b). Components of Functions / Activities
Details relating to the Council's functions / activities as reported in Note 2(a) are as follows:
GOVERNANCE
Costs relating to the Council’s role as a component of democratic government, including elections, members
fees and expenses, subscriptions to local authority associations, meetings of council and policy making
committees, area representation and public disclosure and compliance, together with related administration
costs.
ADMINISTRATION
Costs not otherwise attributed to other functions / activities.
PUBLIC ORDER & SAFETY
Fire protection, animal control, beach control, enforcement of local government regulations, emergency
services, other.
HEALTH
Administration and inspection, immunisations, food control, insect/vermin control, noxious plants, health
centres, other.
COMMUNITY SERVICES & EDUCATION
Administration, family day care, child care, youth services, other family and children, aged and disabled,
migrant services, Aboriginal services, other community services, education.
HOUSING & COMMUNITY AMENITIES
Housing, town planning, domestic waste management services, other waste management services, street
cleaning, other sanitation and garbage, urban stormwater drainage, environmental protection, public
cemeteries, public conveniences, other community amenities.
WATER SUPPLIES
SEWERAGE SERVICES
RECREATION & CULTURE
Public libraries, museums, art galleries, community centres, public halls, other cultural services, swimming
pools, sporting grounds, parks and gardens (lakes), other sport and recreation.
FUEL & ENERGY - Gas Supplies
MINING, MANUFACTURING & CONSTRUCTION
Building control, abattoirs, quarries and pits, other.
TRANSPORT & COMMUNICATION
Urban roads, sealed rural roads, unsealed rural roads, bridges, footpaths, aerodromes, parking areas, bus
shelters and services, water transport, RTA works, street lighting, other.
ECONOMIC AFFAIRS
Camping areas, caravan parks, tourism and area promotion, industrial development promotion, saleyards &
markets, real estate development, commercial nurseries, other business undertakings.
page 27
Note 3. Income from Continuing Operations
$ '000
Notes
Actual
2009
Actual
2008
(a). Rates & Annual Charges
Ordinary Rates
Residential
Farmland
Business
Total Ordinary Rates
12,352
75
3,808
16,235
11,888
72
3,834
15,794
3,156
65
4,052
5,136
238
12,647
2,929
3,881
4,913
211
11,934
28,882
27,728
Special Rates
Nil
Annual Charges (pursuant to s.496 & s.501)
Domestic Waste Management Services
Stormwater Management Services
Water Supply Services
Sewerage Services
Waste Management Services (non-domestic)
Total Annual Charges
TOTAL RATES & ANNUAL CHARGES
Council has used 2006 year valuations provided by the NSW Valuer General in calculating its rates.
page 28
(continued)
$ '000
Notes
Actual
2009
Actual
2008
5,115
216
5,331
4,958
194
5,152
430
280
77
63
850
565
151
79
68
863
442
462
53
45
19
460
155
95
77
835
20
1,029
236
6
199
177
4,310
520
451
25
46
9
362
877
81
58
2,484
22
901
153
48
171
137
6,345
10,491
12,360
(b). User Charges & Fees
Specific User Charges (per s.502 - Specific "actual use" charges)
Water Supply Services
Sewerage Services
Total User Charges
Other User Charges & Fees
(i) Fees & Charges - Statutory & Regulatory Functions (per s608, 610A & 611)
Planning & Building Regulation
Private Works - Section 67
Section 149 Certificates (EPA Act)
Section 603 Certificates
Total Fees & Charges - Statutory/Regulatory
(ii) Fees & Charges - Other (incl. General User Charges (per s.610C))
Cemeteries
Community Services and Child Care
Gas Mains
Green Waste Sales
Health Inspections & Licenses Fees
Lease Rentals
Nursery Sales
Plant & Equipment Hire
Pound Fees
RTA Charges (State Roads not controlled by Council)
Sewer
Swimming Centres
The Q Ticket Sales
Waste Disposal Tipping Fees
Water
Other
Total Fees & Charges - Other
TOTAL USER CHARGES & FEES
page 29
(continued)
Actual
2009
Actual
2008
206
798
164
1,420
829
1
2,260
1
1,834
3,845
Unrestricted Investments/Financial Assets:
Overdue Rates & Annual Charges
General Council Cash & Investments
206
321
164
1,226
Restricted Investments/Funds - External:
Development Contributions
- Section 94
- Section 64
Water Fund Operations
Sewerage Fund Operations
Domestic Waste Management operations
Edwin Land Parkway
Other Externally Restricted Assets
67
186
277
564
25
141
42
241
613
378
934
51
230
-
5
1,834
8
3,845
383
295
77
14
72
287
259
228
31
22
35
331
1,128
906
$ '000
Notes
(c). Interest & Investment Revenue (incl. losses)
Interest & Dividends
- Interest on Overdue Rates & Annual Charges
- Interest earned on Investments (interest & coupon payment income)
Fair Value Adjustments
- Fair Valuation Movements in Investments (unrealised capital gains/(losses)
Other
TOTAL INTEREST & INVESTMENT REVENUE
Interest Revenue is attributable to:
Restricted Investments/Funds - Internal:
Internally Restricted Assets
Total Interest & Investment Revenue Recognised
(d). Other Revenues
Rental Income - Other Council Properties
Fines
Legal Fees Recovery - Rates & Charges (Extra Charges)
Diesel Rebate
SEWOL Administration Fee
Other
TOTAL OTHER REVENUE
page 30
$ '000
(continued)
2009
Operating
2008
Operating
2009
Capital
2008
Capital
(e). Grants
General Purpose (Untied)
Financial Assistance - General Component
Financial Assistance - Local Roads Component
Pensioners' Rates Subsidies - General Component
Total General Purpose
Specific Purpose
Pensioners' Rates Subsidies:
- Water
- Sewerage
- Domestic Waste Management
- Other
Aged Care
Bushfire & Emergency Services
Community Care
Employment & Training Programs
Environmental Protection
Heritage & Cultural
Library
Noxious Weeds
SERROC
Street Lighting
Transport (Roads Safety)
Transport (Roads to Recovery)
Transport (Other Roads & Bridges Funding)
Local Community Infrastructure Program
Other
Total Specific Purpose
Total Grants
2,736
888
165
3,789
2,038
646
177
2,861
-
-
78
78
62
730
100
3,805
13
714
904
16
199
21
95
134
58
97
7,104
10,893
78
78
48
857
118
3,390
75
685
501
11
112
123
131
43
21
58
6,329
9,190
30
1,600
710
761
3,101
3,101
50
30
250
30
45
405
405
2,911
7,231
751
10,893
2,497
5,999
694
9,190
3,031
70
3,101
60
295
50
405
Grant Revenue is attributable to:
- Commonwealth Funding
- State Funding
- Other Funding
page 31
$ '000
(continued)
2009
Operating
2008
Operating
2009
Capital
2008
Capital
(f). Contributions
Developer Contributions:
(s93 & s94 - EP&A Act, s64 of the NSW LG Act):
S 94 - Contributions towards amenities/services
S 64 - Water Supply Contributions
S 64 - Sewerage Service Contributions
S 64 - Stormwater Contributions
Other Developer Contributions
Total Developer Contributions
17
274
274
171
8
179
172
151
91
414
2,080
1,136
1,995
450
5,661
Other Contributions:
Family Day Care
Library - Palerang Council
Regional Home Mod
RTA Contributions (Regional/Local, Block Grant)
Sister City
Human Resources
Road Safety
Animal Control
Other
Total Other Contributions
148
98
397
18
38
41
20
60
820
250
103
10
20
24
407
100
470
27
597
123
16
139
1,094
586
1,011
5,800
11,987
9,776
4,112
6,205
Total Contributions
TOTAL GRANTS & CONTRIBUTIONS
page 32
(continued)
$ '000
Actual
2009
Actual
2008
(g). Restrictions relating to Grants and Contributions
Certain grants & contributions are obtained by Council on condition
that they be spent in a specified manner:
Unexpended at the Close of the Previous Reporting Period
28,461
26,852
2,852
4,271
(2,926)
(2,662)
add: Grants and contributions recognised in the current period which have
not been spent:
less: Grants an contributions recognised in a previous reporting period
which have been spent in the current reporting period:
Net Increase (Decrease) in
Restricted Assets during the Current Reporting Period
Unexpended at the Close of this
Reporting Period and held as Restricted Assets
Comprising:
- Specific Purpose Unexpended Grants
- Developer Contributions
(74)
1,609
28,387
28,461
9,477
18,910
28,387
9,076
19,385
28,461
page 33
Note 4. Expenses from Continuing Operations
$ '000
Notes
Actual
2009
Actual
2008
(a) Employee Benefits & On-Costs
Salaries and Wages
Travelling
Employee Leave Entitlements (ELE)
Superannuation - Defined Contribution Plans
Superannuation - Defined Benefit Plans
Workers' Compensation Insurance
Fringe Benefit Tax (FBT)
Payroll Tax
Training Costs (other than Salaries & Wages)
Other
Total Employee Costs
less: Capitalised Costs
TOTAL EMPLOYEE COSTS EXPENSED
Number of "Equivalent Full Time" Employees at year end
15,389
93
1,882
900
660
539
83
51
281
128
20,006
-
13,529
77
1,344
850
343
462
94
39
379
85
17,202
-
20,006
17,202
304
289
3
155
1
159
159
4
101
105
105
159
105
(b) Borrowing Costs
(i) Interest Bearing Liability Costs
Interest on Loans
Charges relating to Finance Leases
Other Debts
Total Interest Bearing Liability Costs
Total Interest Bearing Liability Costs Expensed
(ii) Other Borrowing Costs
Nil
TOTAL BORROWING COSTS EXPENSED
page 34
Note 4. Expenses from Continuing Operations (continued)
$ '000
Notes
Actual
2009
Actual
2008
(c) Materials & Contracts
Raw Materials & Consumables
Contractor & Consultancy Costs
Auditors Remuneration
i. Audit Services - Council's Auditor
Legal Expenses:
- Legal Expenses - Planning & Development
- Legal Expenses - Other
Operating Leases:
Operating Lease Rentals - Minimum Lease Payments (1)
Water Abstraction Charge
Water Charges - ACTEW
Other
Total Materials & Contracts
TOTAL MATERIALS & CONTRACTS
14,097
1,966
14,046
1,575
30
36
140
795
191
336
16
4,763
364
22,171
-
60
(294)
2,793
9
18,752
-
22,171
18,752
1
15
16
47
13
60
1. Operating Lease Payments are attributable to:
- Computers
- Motor Vehicles
page 35
$ '000
Depreciation/Amortisation
Actual
Actual
2009
2008
Impairment Costs
Actual
2008
Actual
2009
(d) Depreciation, Amortisation & Impairment
Plant and Equipment
Office Equipment
Furniture & Fittings
Property, Plant & Equipment - Leased
Parks Structures
Buildings - Non Specialised
Buildings - Specialised
Other Structures
Infrastructure:
- Roads, Bridges & Footpaths
- Stormwater Drainage
- Water Supply Network
- Sewerage Network
Other Assets
- Library Books
Total Depreciation & Impairment Costs
TOTAL DEPRECIATION &
IMPAIRMENT COSTS EXPENSED
825
156
14
393
533
609
990
28
818
115
13
466
400
573
222
29
-
-
4,138
1,915
2,626
2,921
4,052
1,914
2,421
2,913
-
-
105
15,253
-
106
14,042
-
-
-
15,253
14,042
-
-
page 36
$ '000
Notes
Actual
2009
Actual
2008
(e) Other Expenses
Other Expenses for the year include the following:
Advertising
Bad & Doubtful Debts
Bank Charges
Child Care - Parent Fees
Contributions to Other Levels of Government
- NSW Fire Brigade Levy
- NSW Rural Fire Service Levy
Councillor Expenses - Mayoral Fee
Councillor Expenses - Councillors' Fees
Councillors' Expenses (incl. Mayor) - Other (excluding fees above)
Donations, Contributions & Assistance to other organisations (Section 356)
Election Expenses
Electricity & Heating
Insurance
Postage
Printing & Stationery
Street Lighting
Subscriptions & Publications
Telephone & Communications
Valuation Fees
Waterwise Subsidy
Other
Total Other Expenses
TOTAL OTHER EXPENSES
446
(3)
95
733
363
10
100
684
266
124
33
147
7
363
170
790
831
95
392
590
104
287
68
331
110
5,979
-
218
32
145
11
307
735
784
62
386
633
86
245
59
268
78
5,206
-
5,979
5,206
page 37
Note 5. Gains or Losses on Disposal of Assets
$ '000
Notes
Actual
2009
Actual
2008
237
(333)
(96)
311
(200)
111
(1,053)
(1,053)
(430)
(430)
Plant & Equipment
Proceeds from Disposal
less: Carrying Amount of P&E Assets Sold
Net Gain/(Loss) on Disposal
Infrastructure
less: Carrying Amount of Infrastructure Assets Sold
Financial Assets*
less: Carrying Amount of Financial Assets Sold
17,943
(17,943)
-
NET GAIN/(LOSS) ON DISPOSAL OF ASSETS
(1,149)
-
(319)
page 38
Note 6a. - Cash Assets and Note 6b. - Investment Securities
$ '000
2009
2009
2008
2008
Actual
Current
Actual
Non Current
Actual
Current
Actual
Non Current
Cash & Cash Equivalents (Note 6a)
Cash on Hand and at Bank
1,133
-
347
-
2,004
2,000
5,137
-
1,000
1,347
-
46,546
4,000
500
3,000
54,046
2,000
6,500
3,000
11,500
56,160
1,000
57,160
2,000
7,000
6,000
15,000
59,183
11,500
58,507
15,000
5,137
-
1,347
-
46,546
7,500
54,046
11,500
11,500
56,160
1,000
57,160
15,000
15,000
Cash-Equivalent Assets1
- Deposits at Call
- Short Term Deposits
Total Cash & Cash Equivalents
Investment Securities (Note 6b)
- Managed Funds
- Long Term Deposits
- Equity Linked Notes
- NCD's, FRN's (with Maturities > 3 months)
Total Investment Securities
TOTAL CASH ASSETS, CASH
EQUIVALENTS & INVESTMENTS
1
Those Investments where time to maturity (from date of purchase) is < 3 mths.
Cash, Cash Equivalents & Investments were
classified at year end in accordance with
AASB 139 as follows:
Cash & Cash Equivalents
a. "At Fair Value through the Profit & Loss"
Investments
a. "At Fair Value through the Profit & Loss"
- "Held for Trading"
6(b-i)
b. "Held to Maturity"
d. "Available for Sale"
6(b-ii)
Investments
6(b-iv)
page 39
Note 6b. Investments
(continued)
$ '000
2009
2009
2008
2008
Actual
Current
Actual
Non Current
Actual
Current
Actual
Non Current
Note 6(b-i)
Reconciliation of Investments classified as
"At Fair Value through the Profit & Loss"
Balance at the Beginning of the Year
Revaluations (through the Income Statement)
Additions
Disposals (sales & redemptions)
Balance at End of Year
Comprising:
- Managed Funds
Total
56,160
829
(10,443)
46,546
-
2,260
53,900
56,160
-
46,546
46,546
-
56,160
56,160
-
Note 6(b-ii)
Reconciliation of Investments
classified as "Held to Maturity"
Balance at the Beginning of the Year
Additions
Disposals (sales & redemptions)
Transfers between Current/Non Current
Balance at End of Year
Comprising:
- Long Term Deposits
- Equity Linked Notes
- NCD's, FRN's (with Maturities > 3 months)
Total
1,000
10,000
(7,500)
4,000
7,500
15,000
500
(4,000)
11,500
1,000
1,000
3,500
11,500
15,000
4,000
500
3,000
7,500
2,000
6,500
3,000
11,500
1,000
1,000
2,000
7,000
6,000
15,000
Note 6(b-iii)
classified as "Loans & Receivables"
Nil
Note 6(b-iv)
classified as "Available for Sale"
Nil
page 40
Note 6c. Restricted Cash, Cash Equivalents & Investments
$ '000
Total Cash, Cash Equivalents and
Investment Securities
2009
2009
2008
2008
Actual
Current
Actual
Non Current
Actual
Current
Actual
Non Current
59,183
11,500
58,507
15,000
External Restrictions (refer below)
Internal Restrictions (refer below)
Unrestricted
50,714
7,294
1,175
59,183
11,500
11,500
45,941
11,257
1,309
58,507
15,000
15,000
2009
$ '000
Opening
Balance
Transfers from
Closing
Balance
attributable to:
Transfers to
Restrictions
Restrictions
Details of Restrictions
External Restrictions - Included in Liabilities
Nil
External Restrictions - Other
Developer Contributions - General (D)
Developer Contributions - Water Fund (D)
Developer Contributions - Sewer Fund (D)
Specific Purpose Unexpended Grants (F)
Water Supplies (G)
Sewerage Services (G)
Domestic Waste Management (G)
Stormwater Management (G)
Other
External Restrictions - Other
Total External Restrictions
5,948
3,220
10,217
9,076
9,396
21,140
1,079
865
60,941
60,941
580
197
164
401
208
86
2,631
4,267
4,267
(1,416)
(71)
(1,422)
(85)
(2,994)
(2,994)
5,112
3,417
10,381
9,477
9,325
19,718
1,287
86
3,411
62,214
62,214
D Development contributions which are not yet expended for the provision of services and amenities in accordance
with contributions plans (refer Note 17).
F
Grants which are not yet expended for the purposes for which the grants were obtained. (refer Note 1)
G Water, Sewerage, Domestic Waste Management (DWM) & other Special Rates/Levies/Charges are externally
restricted assets and must be applied for the purposes for which they were raised.
page 41
Note 6c. Restricted Cash, Cash Equivalents & Investments
(continued)
2009
$ '000
Restrictions
Opening
Balance
Transfers to
Restrictions
Transfers from
Closing
Balance
Internal Restrictions
Plant & Vehicle Replacement
Employees Leave Entitlement
Carry Over Works
Deposits, Retentions & Bonds
Contruction of Buildings
CBD Development
Multi Purpose Sporting Complex
Agnes Avenue Drainage
Business Waste Management
Envionmental Improvement Program
Footpath Program
Heritage Conservation
Investigation for Future Development
IT Equipment
Jerrabomberra Slow Points
Land Acquisition
Local Roads
Main Roads Contract
Rural Roads
Swimming Pool
Training
Workforce Planning
IT Audit
Other
Total Internal Restrictions
TOTAL RESTRICTIONS
341
1,000
628
870
1,945
1,093
952
144
201
4
210
67
218
74
179
132
127
332
298
148
86
80
14
2,114
11,257
300
899
419
373
30
87
521
2,629
(116)
(628)
(216)
(1,919)
(1,002)
(952)
(82)
(4)
(127)
(298)
(41)
(52)
(14)
(1,141)
(6,592)
525
1,000
899
1,073
26
91
373
144
231
4
210
67
136
74
175
132
419
148
45
28
1,494
7,294
72,198
6,896
(9,586)
69,508
page 42
Note 7. Receivables
2008
2009
$ '000
Purpose
Interest & Extra Charges
User Charges & Fees
Accrued Revenues
- Interest on Investments
Government Grants & Subsidies
Deferred Debtors
Net GST Receivable
Total
Current
Non Current
Current
Non Current
996
149
1,404
250
37
420
961
118
2,883
250
30
450
40
525
1
558
3,673
9
716
94
484
1
4,541
10
740
less: Provision for Impairment
User Charges & Fees
Total Provision for Impairment - Receivables
TOTAL NET RECEIVABLES
(37)
(37)
-
(74)
(74)
-
3,636
716
4,467
740
679
717
-
617
1,060
-
441
723
179
1
2,740
896
716
315
47
2,039
2,428
740
3,636
716
4,467
740
Externally Restricted Receivables
Water Supply
- Rates & Availability Charges
- Other
Sewerage Services
- Rates & Availability Charges
- Other
Stormwater Management
Total External Restrictions
Internally Restricted Receivables
Unrestricted Receivables
TOTAL NET RECEIVABLES
Notes on Debtors above:
(i) Rates & Annual Charges Outstanding are secured against the property.
(ii) Doubtful Rates Debtors are provided for where the value of the property is less than the debt outstanding.
An allowance for other doubtful debts is made when there is objective evidence that a receivable is impaired.
(iii) Interest is charged on overdue rates & charges at 10.00% (2008 10.00%).
Generally all other receivables are non interest bearing.
(iv) Please refer to Note 15 for issues concerning Credit Risk and Fair Value disclosures.
page 43
Note 8. Inventories & Other Assets
2009
$ '000
Current
2008
Non Current
Current
Non Current
Inventories
Stores & Materials
Trading Stock
Total Inventories
140
11
151
-
112
137
249
-
Other Assets
Prepayments
Total Other Assets
538
538
-
62
62
-
689
-
311
-
Water
Stores & Materials
Total Water
90
90
-
53
53
-
Sewerage
Stores & Materials
Total Sewerage
-
-
5
5
-
90
599
689
-
58
253
311
-
TOTAL INVENTORIES
& OTHER ASSETS
(i) Externally Restricted Assets
Total Externally Restricted Assets
Total Internally Restricted Assets
Total Unrestricted Assets
TOTAL INVENTORIES & OTHER ASSETS
(ii) Other Disclosures
2009
2008
(a) Inventories recognised as an expense for the year included:
- Stores & Materials
- Trading Stock
434
85
278
460
(b) Inventory Write Downs
There were no amounts recognised as an expense relating to the write down of Inventory balances
held during the year.
page 44
Note 9a. Infrastructure, Property, Plant & Equipment
Asset Movements during the Reporting Period
as at 30/6/2009
as at 30/6/2008
$ '000
Capital Work in Progress
Plant & Equipment
Office Equipment
Furniture & Fittings
Plant & Equipment (under Finance Lease)
At
At
Cost
Fair Value
Carrying
Accumulated
Deprec.
Impairment
Asset
Additions
WDV
Asset
Disposals
Value
7,514
-
8,726
2,950
327
2,742
5,302
2,336
231
1,777
-
7,514
3,424
614
96
965
8,827
737
40
412
1,431
28,575
59,616
11,594
23,447
34,918
-
4,061
12,115
10,750
281
-
28,575
59,616
7,533
11,332
24,168
1,150
160
312
2,690
-
93,865
32,686
-
163,381
197,472
14,382
6,798
58,883
87,519
-
79,483
25,888
104,498
109,953
58
44
1,937
-
-
1,613
-
-
324
-
143
-
137,433
533,748
206,048
-
465,133
13,423
(245)
(69)
(19)
Revaluation
Depreciation Adjustments Increments
to Equity
Expense
& Transfers
(ARR)
(825)
(156)
(14)
(393)
(4,709)
(62)
62
-
At
At
Accumulated
Cost
Fair Value
Dep'n
Carrying
Impairment
Value
-
11,632
-
6,970
2,212
252
3,048
3,941
1,721
170
2,083
-
11,632
3,029
491
82
965
Land:
- Operational Land
- Community Land
- Land under Roads (purchased pre 1/7/08)
- Land under Roads (purchased post 30/6/08)
Land Improvements - non depreciable
Parks Structures
Buildings - Non Specialised
Buildings - Specialised
Other Structures
-
(533)
(609)
(990)
(28)
36
-
-
1,419
28,575
59,776
312
11,594
23,447
37,644
-
4,594
12,724
11,740
297
-
28,575
59,776
312
7,000
10,723
25,904
1,122
(4,138)
(1,915)
(2,626)
(2,921)
4,029
30
331
283
3,063
3,221
96,649
32,716
-
168,193
203,712
18,162
8,713
63,034
93,133
-
78,487
24,003
105,159
110,579
(105)
-
-
-
2,073
-
-
1,711
-
-
362
-
(15,253)
-
6,284
144,489
545,735
222,023
-
468,201
Infrastructure:
-
Roads, Bridges, Footpaths
Bulk Earthworks (non-depreciable)
Stormwater Drainage
Water Supply Network
Sewerage Network
(887)
(165)
(1)
Other Assets:
- Heritage Collections
- Library Books
- Other
TOTAL INFRASTRUCTURE,
PROPERTY, PLANT & EQUIP.
(1,386)
page 45
Note 9b. Infrastructure, Property, Plant & Equipment
that is Externally Restricted
$ '000
Class of Asset
Actual
2009
At
Water Supply
Plant & Equipment
Office Equipment
Land
- Community Land
Buildings
Infrastructure
Total Water Supply
Sewerage Services
Plant & Equipment
Office Equipment
Land
- Operational Land
- Community Land
Buildings
Infrastructure
Total Sewerage Services
Plant & Equipment
Land
- Operational Land
Buildings
Total DWM
TOTAL RESTRICTED I,PP&E
A/Dep &
At
Cost
Actual
2008
Fair Value Impairm't
561
-
-
-
71
71
-
10
1
-
1,808
-
-
32
17
-
168,193
63,034
561
170,114
63,123
Carrying
Value
At
At
Cost
A/Dep &
Fair Value Impairm't
561
9
243
1,808
15
105,159
107,552
-
-
-
80
80
-
12
-
-
1,808
-
-
32
16
-
163,381
58,883
243
165,313
58,979
Carrying
Value
243
12
1,808
16
104,498
106,577
4,408
299
13
4,408
-
-
-
851
552
57
7,479
218
9
-
66
53
880
-
880
-
880
-
121
-
-
121
-
-
4,191
2,285
-
4,191
2,181
-
197,472
87,518
4,408
203,581
90,304
2,010
109,954
117,685
1,073
723
7,479
-
-
-
847
629
-
66
-
880
121
-
203,712
93,133
7,479
209,817
96,104
121
1,906
110,579
121,192
-
1,073
470
603
-
1,796
-
1,300
-
1,300
-
664
257
-
663
240
-
3,037
727
1,300
407
2,310
-
-
-
3,759
1,313
1,300
423
2,446
8,040
382,968
159,954
231,054
4,651
372,653
150,596
226,708
Note 9c. Infrastructure, Property, Plant & Equipment
Gains/(Losses) arising from the Impairment of Assets
Council has not recognised any impairment losses during the reporting period nor reversed any prior period
losses.
page 46
Note 10a. Payables, Borrowings & Provisions
2008
2009
$ '000
Notes
Current
Non Current
Current
Non Current
Payables
Goods & Services - operating expenditure
Accrued Expenses;
- Other Expenditure Accruals
Security Bonds, Deposits & Retentions
Wages Accrued
Other
Total Payables
2,776
-
3,940
-
138
1,073
640
206
4,833
-
61
876
553
208
5,638
-
10
323
333
34
611
645
10
330
340
44
551
595
1,340
2,217
240
1,140
1,939
190
3,557
240
3,079
190
3,557
240
3,079
190
8,723
885
9,057
785
Borrowings
Loans - Secured 1
Finance Lease Liabilities
Total Borrowings
Provisions
Employee Benefits;
Annual Leave
Long Service Leave
Sub Total - Aggregate Employee Benefits
Total Provisions
Total Payables,
Borrowings & Provisions
(i) Liabilities relating to Restricted Assets
2009
Current
2008
Non Current
Current
Non Current
Externally Restricted Assets
Water
Sewer
Liabilities relating to externally restricted assets
70
595
274
939
12
22
34
1,513
358
1,871
17
29
46
939
34
1,871
46
Internally Restricted Assets
Nil
Total Liabilities relating to restricted assets
1.
Loans are secured over the General Rating Income of Council
Disclosures on Liability Interest Rate Risk Exposures, Fair Value Disclosures & Security can be found in Note 15.
page 47
Note 10a. Payables, Borrowings & Provisions
(continued)
2009
$ '000
2008
(ii) Current Liabilities not anticipated to be settled within the next 12 months
The following Liabilities, even though classified as current, are not expected
to be settled in the next 12 months.
2,261
700
2,961
Provisions - Employees Benefits
Security Bonds, Deposits & Retentions
2,230
400
2,630
Note 10b. Description of and movements in Provisions
2008
Class of Provision
Annual Leave
Long Service Leave
TOTAL
Opening
Balance
as at 1/7/08
1,140
2,129
3,269
2009
Additional Decrease due to
Provisions
Payments
1,271
624
1,895
(1,071)
(296)
(1,367)
Remeasurement
effects due to
Discounting
-
Unused
amounts
reversed
-
Closing
Balance
as at 30/6/09
1,340
2,457
3,797
a. Employees Leave Entitlements & On-Costs represents those benefits accrued and payable and an estimate of those
that will become payable in the future as a result of past service.
page 48
Note 11. Cash Flow Statement - Additional Information
$ '000
Notes
Actual
2009
Actual
2008
5,137
5,137
1,347
1,347
(6,283)
5,194
15,253
1,149
-
14,042
319
(3,716)
(a) Reconciliation of Cash Assets
Total Cash & Cash Equivalent Assets
Less Bank Overdraft
BALANCES as per the CASH FLOW STATEMENT
6a
10
(b) Reconciliation of Net Operating Result
to Cash provided from Operating Activities
Net Operating Result from Income Statement
Adjust for non cash items:
Net Losses/(Gains) on Disposal of Assets
Non Cash Capital Grants and Contributions
Losses/(Gains) recognised on Fair Value Re-measurements through the P&L:
- Investments classified as "@ Fair Value" or "Held for Trading"
(829)
(2,260)
891
(37)
98
(476)
(1,164)
77
282
528
(1,002)
(8)
(22)
(30)
1,323
41
345
206
9,489
14,432
+/- Movement in Operating Assets and Liabilities & Other Cash Items:
Decrease/(Increase) in Receivables
Increase/(Decrease) in Provision for Doubtful Debts
Decrease/(Increase) in Inventories
Decrease/(Increase) in Other Current Assets
Increase/(Decrease) in Payables
Increase/(Decrease) in other accrued Expenses Payable
Increase/(Decrease) in Other Current Liabilities
Increase/(Decrease) in Employee Leave Entitlements
NET CASH PROVIDED FROM/(USED IN)
OPERATING ACTIVITIES from CASH FLOW STATEMENT
page 49
Note 11. Cash Flow Statement - Additional Information
$ '000
(continued)
Notes
Actual
2009
Actual
2008
412
412
462
3,716
4,178
1,000
100
1,100
1,000
100
1,100
-
-
(c) Non-Cash Investing & Financing Activities
Acquisition of Plant & Equipment by means of Finance Lease
S94 Contributions "in kind"
Total Non-Cash Investing & Financing Activities
(d) Financing Arrangements
(i) Unrestricted access was available at balance date to the
following lines of credit:
Bank Overdraft Facilities (1)
Credit Cards / Purchase Cards
Total Financing Arrangements
Amounts utilised as at Balance Date:
- Bank Overdraft Facilities
- Credit Cards / Purchase Cards
Total Financing Arrangements Utilised
1. The Bank overdraft facility may be drawn at any time and may be terminated by the bank without notice.
Interest rates on overdrafts are Interest Rates on Loans & Other Payables are disclosed in Note 15.
(ii) Secured Loan Liabilities
Loans are secured by a mortgage over future years Rate Revenue only.
(e) Net Cash Flows Attributable to Discontinued Operations
Please refer to Note 24 for details of Cash Flows that relate to Discontinued Operations
page 50
Note 12. Commitments for Expenditure
$ '000
Notes
Actual
2009
Actual
2008
1,969
1,969
7,622
7,622
1,722
247
1,969
3,624
3,998
7,622
489
646
650
184
1,969
311
2,485
1,368
3,458
7,622
19,314
1,369
140
890
21,713
14,584
123
173
694
15,574
3,182
18,531
21,713
2,984
12,590
15,574
(a) Capital Commitments (exclusive of GST)
Capital expenditure committed for at the reporting date but not
recognised in the financial statements as liabilities:
Property, Plant & Equipment
Other Structures
Total Commitments
These expenditures are payable as follows:
Within the next year
Later than one year and not later than 5 years
Later than 5 years
Total Payable
Sources for Funding of Capital Commitments:
Unrestricted General Funds
Sect 64 & 94 Funds/Reserves
Externally Restricted Reserves
Internally Restricted Reserves
Total Sources of Funding
(b) Other Expenditure Commitments (exclusive of GST)
Other Non Capital expenditure committed for at the reporting
date but not recognised in the financial statements as liabilities:
DWM & Recycling Services
Cleaning Services
Audit Services
Street Cleaning
Total Commitments
These expenditures are payable as follows:
Later than 5 years
Total Payable
page 51
(continued)
$ '000
Notes
Actual
2009
Actual
2008
422
719
1,141
(207)
934
418
648
1,066
(185)
881
323
611
934
330
551
881
866
68
934
704
177
881
11
11
16
11
27
(c) Finance Lease Commitments
(i) Commitments under Finance Leases at the Reporting Date
are payable as follows:
Later than 5 years
Total Minimum Lease Payments
less: Future Finance Charges
Amount Recognised as a Liability
(ii) Finance Lease Liability Recognised represent;
Current Liabilities
Total Finance Lease Liabilities Disclosed
(iii) General Details
Council Leases the following Property, Plant & Equipment under
Finance Leases:
Term
(Years)
Computers - Carrying Value
Motor Vehicles - Carrying Value
Total Carrying Value at Year End
3
3
Option to
Contingent
Purchase Rent Clauses
N
N
N
N
(d) Operating Lease Commitments (Non Cancellable)
a. Commitments under Non Cancellable Operating Leases at the
Reporting date, but not recognised as Liabilities are payable:
Later than 5 years
Total Non Cancellable Operating Lease Commitments
b. Non Cancellable Operating Leases include the following assets:
Computer & Office Equipment
Contingent Rentals may be payable depending on the condition of items or usage during the lease term.
page 52
(continued)
$ '000
Actual
2009
Notes
Actual
2008
Conditions relating to Finance & Operating Leases:
- All Finance & Operating Lease Agreement are secured only against the Leased Asset.
- No Lease Agreements impose any financial restrictions on Council regarding future debt etc.
(e) Investment Property Commitments
Nil
(f) Remuneration Commitments
Commitments for the payment of salaries & other remuneration
under long-term employment contracts in existence at reporting
date but not recognised as liabilities are payable:
Later than 5 years
Total Payable
3,176
9,061
428
12,665
2,045
4,778
6,823
(g) Investment in Associates / Joint Ventures - Commitments
For Capital Commitments and Other Commitments relating to
Investments in Associates & Joint Ventures, refer to Note 19 (b)
page 53
Note 13. Statement of Performance Measurement - Indicators
Amounts
2009
$ '000
Indicator
2009
Prior Periods
2008
2007
1. Unrestricted Current Ratio
Current Assets less all External Restrictions (1)
Current Liabilities less Specific Purpose Liabilities
(2,3)
2. Debt Service Ratio
Debt Service Cost
Revenue from Continuing Operations
excluding Capital Items & Specific
Purpose Grants/Contributions
3. Rates & Annual Charges
Coverage Ratio
Revenue from Continuing Operations
9,964
4,823
2.07 : 1
3.35
4.57
528
46,124
1.14%
1.15%
1.10%
28,882
58,434
49.43%
45.59%
44.55%
1,432
30,524
4.69%
4.65%
4.53%
5,429
13,199
41.13%
33.53%
n/a
4. Rates, Annual Charges, Interest &
Extra Charges Outstanding Percentage
Rates, Annual & Extra Charges Outstanding
Rates, Annual & Extra Charges Collectible
5. Building & Infrastructure
Renewals Ratio
Asset Renewals(4) [Buildings & Infrastructure]
Depreciation, Amortisation & Impairment
(Building & Infrastructure Assets)
Notes
(1)
Refer Notes 6-8 inclusive.
Also excludes any Real Estate & Land for resale not expected to be sold in the next 12 months
(2)
Refer to Note 10(a).
(3)
Refer to Note 10(c) - excludes all ELE not expected to be paid in the next 12 months.
(4)
Asset Renewals represent the replacement &/or refurbishment of existing assets to an equivalent capacity or performance
as opposed to the acquisition of new assets (or the refurbishment of old assets) that increases capacity/performance.
page 54
Note 13a. Statement of Performance Measurement - Graphs
$ '000
Purpose of
Unrestricted Current
Ratio
1. Unrestricted Current Ratio
6.0
Ratio : 1
5.0
4.96
4.57
2008/09 Ratio
4.0
3.35
3.0
2.07
2.0
1.0
0.0
2006
2007
Year
2008
2009
2. Debt Service Ratio
Purpose of Debt
Service Ratio
Ratio %
1.49%
1.15%
1.14%
1.0%
To assess the impact
of loan principal &
interest repayments
on the discretionary
revenue of council.
0.5%
0.0%
2006
2007
Year
2008
Purpose of Rates &
Annual Charges
Coverage Ratio
54.0%
Ratio %
50.85%
49.43%
50.0%
48.0%
44.55%
45.59%
44.0%
42.0%
40.0%
2006
2007
Year
2008
2009
4. Rates, Annual Charges, Interest &
Extra Charges Outstanding Percentage
6.0%
Ratio %
5.0%
4.98%
4.53%
4.65%
Purpose of Rates &
Annual Charges
Outstanding Ratio
2.0%
1.0%
0.0%
2007
Year
2008
49.43%
Council's reliance on rates income increased
during this financial year as a result of global
financial crisis and subsequent significant
reduction in investment return.
Commentary on 2008/09 Result
2008/09 Ratio
To assess the impact
of uncollected rates
and annual charges
on Council's liquidity
and the adequacy of
recovery efforts.
3.0%
2008/09 Ratio
To assess the degree
of Council's
dependence upon
revenue from rates
and annual charges
and to assess the
security of Council's
income.
4.69%
4.0%
2006
1.14%
Council’s external debt position has remained
very conservative with total debt outstanding of
$978K.
2009
3. Rates & Annual Charges Coverage
Ratio
46.0%
2008/09 Ratio
1.10%
52.0%
To assess the
adequacy of working
capital and its ability
to satisfy obligations
in the short term for
the unrestricted
activities of Council.
2.07 : 1
This ratio demonstrates the ability of Council to
satisfy our financial obligations in the short
term. Council’s UCR was 2.07:1 which
indicates that Council has $2.07 in unrestricted
current assets to every $1 of unrestricted
current liabilities.
A rule of thumb: a strong UCR is 2:1.
2.0%
1.5%
4.69%
Council's rates and charges outstanding ratio
remained below the benchmark performance
indicator of 6%. A good result
2009
page 55
Note 14. Investment Properties
$ '000
Actual
2009
Actual
2008
Council has not classified any Land or Buildings as "Investment Properties"
page 56
Note 15. Financial Risk Management
$ '000
Risk Management
Council's activities expose it to a variety of financial risks including (i) price risk, (ii) credit risk, (iii) liquidity risk and
(iv) interest rate risk.
The Council's overall risk management program focuses on the unpredictability of financial markets and seeks to
minimise potential adverse effects on the financial performance of the Council.
Council does not engage in transactions expressed in foreign currencies and is therefore not subject to foreign
currency risk.
Financial risk management is carried out by Council's Finance Section under policies approved by the Council.
A comparison by category of the carrying amounts and fair values of Council's Financial Assets & Financial
Liabilities recognised in the financial statements is presented below.
Carrying Value
2009
2008
Fair Value
2009
2008
Financial Assets
Cash and Cash Equivalents
Investments
- "Held for Trading"
- "Held to Maturity"
Receivables
Total Financial Assets
5,137
1,347
5,137
1,347
46,546
19,000
4,352
75,035
56,160
16,000
46,546
16,787
4,352
72,822
56,160
13,044
5,207
Financial Liabilities
Payables
Loans / Advances
Lease Liabilities
Total Financial Liabilities
4,833
44
934
5,811
5,207
78,714
5,638
54
881
6,573
4,833
44
934
5,811
75,758
5,638
54
881
6,573
Fair Value is determined as follows:
- Cash & Cash Equivalents, Receivables, Payables - are estimated to be the carrying value which approximates mkt value.
- Borrowings & Held to Maturity Investments - are based upon estimated future cash flows discounted by the current
market interest rates applicable to assets & liabilities with similar risk profiles, unless quoted market prices are available.
- Financial Assets classified (i) "at fair value through profit & loss" or (ii) Available for Sale - are based upon quoted
market prices at the reporting date or independent valuation.
page 57
(continued)
$ '000
(a) Cash & Cash Equivalents, Financial assets "at fair value through the profit & Loss",
"Available-for-sale" financial assets & "Held-to-maturity" Investments
Council's objective is to maximise its return on cash & investments whilst maintaining an adequate level of
liquidity and preserving capital.
Council's Financial Section manages it's Cash & Investments portfolio with the assistance of independent
advisors.
Council has an Investment Policy which complies with the Local Government Act & Minister's Investment Order.
This Policy is regularly reviewed by Council and it's staff and an Investment Report is tabled before Council on
a monthly basis setting out the portfolio breakup and its performance.
The major risk associated with Investments is price risk - the risk that the capital value of Investments may
fluctuate due to changes in market prices, whether there changes are caused by factors specific to individual
financial instruments or their issuers or are caused by factors affecting similar instruments traded in a market.
Cash & Investments are also subject to interest rate risk - the risk that movements in interest rates could affect
returns and income.
A further risk associated with Cash & Investments is credit risk - the risk that the counterparty (to an investment)
will not complete their obligations particular to a financial instrument, resulting in a financial loss to Council - be
it of a capital or income nature.
Council manages these risks (amongst other measures) by diversifying its portfolio and only purchasing
investments with high credit ratings or capital guarantees.
Council also seeks advice from independent advisers before placing any funds in Cash Equivalents &
Investments.
The following represents a summary of the sensitivity of Council's Income Statement and Accumulated Surplus
(during the reporting period) due to a change in either the price of a financial asset or the interest rates
applicable.
It is assumed that the change in interest rates would have been constant throughout the reporting period.
2009
Possible impact of a 10% movement in Market Values
Possible impact of a 1% movement in Interest Rates
2008
Possible impact of a 10% movement in Market Values
Possible impact of a 1% movement in Interest Rates
Increase of Values/Rates
Profit
Equity
Decrease of Values/Rates
Profit
Equity
4,655
701
4,655
701
(4,655)
(701)
(4,655)
(701)
5,616
735
5,616
735
(5,616)
(735)
(5,616)
(735)
page 58
(continued)
$ '000
(b) Receivables
Council's major receivables comprise (i) Rates & Annual charges and (ii) User Charges & Fees.
The major risk associated with these receivables is credit risk - the risk that debts due and payable to Council
may not be repaid in full.
Council manages this risk by monitoring outstanding debt and employing stringent debt recovery procedures.
It also encourages ratepayers to pay their rates by the due date through incentives.
Credit risk on rates and annual charges is minimised by the ability of Council to secure a charge over the land
relating to the debts - that is, the land can be sold to recover the debt. Council is also able to charge interest
on overdue rates & annual charges at higher than market rates which further encourages the payment of debt.
There are no material receivables that have been subjected to a re-negotiation of repayment terms.
A profile of Council's receivables credit risk at balance date follows:
(i) Ageing of Receivables
Current (not yet overdue)
Past due by up to 30 days
Past due between 31 and 180 days
Past due between 181 and 365 days
Past due by more than 1 year
(ii) Movement in Provision for Impairment
of Receivables
Balance at the beginning of the year
- amounts already provided for & written off this year
Balance at the end of the year
2009
Rates &
Annual
Charges
591
500
155
1,246
2009
Other
Receivables
2,323
628
128
64
3,143
2008
Rates &
Annual
Charges
544
298
369
1,211
2008
Other
Receivables
2,495
853
476
246
4,070
2009
2008
74
(37)
37
82
(8)
74
page 59
(continued)
$ '000
(c) Payables & Borrowings
Payables & Borrowings are both subject to liquidity risk - the risk that insufficient funds may be on hand to
meet payment obligations as and when they fall due.
Council manages this risk by monitoring its cash flow requirements and liquidity levels and maintaining an
adequate cash buffer.
As well, payment terms can (in extenuating circumstances) be extended & overdraft facilities can be drawn
down.
The contractual undiscounted cash outflows (ie. principal and interest) of Council's Payables & Borrowings are
set out in the Liquidity Table below:
$ '000
Subject
payable in:
to no
2009
Trade/Other Payables
Loans & Advances
Lease Liabilities
2008
Loans & Advances
Lease Liabilities
maturity
≤ 1 Year
1-2 Yrs
2-3 Yrs
3-4 Yrs
4-5 Yrs
> 5 Yrs
1,073
3,760
-
-
-
-
-
Total
Actual
Cash
Carrying
Outflows
Values
4,833
4,833
-
10
11
12
8
3
-
44
44
-
323
246
216
149
-
-
934
934
1,073
4,093
257
228
157
3
-
5,811
5,811
876
4,762
-
-
-
-
-
5,638
5,638
-
10
10
11
11
12
-
54
54
-
330
244
185
122
-
-
881
881
876
5,102
254
196
133
12
-
6,573
6,573
Borrowings are also subject to interest rate risk - the risk that movements in interest rates could adversely affect
funding costs & debt servicing requirements. Council manages this risk through the diversification of borrowing
types, maturities & interest rate structures.
The following interest rates were applicable
to Council's Borrowings at balance date:
Loans & Advances - Fixed Interest Rate
Lease Liabilities
2009
Carrying
Average
Value Interest Rate
4,833
44
934
5,811
5.9%
10.8%
2008
Carrying
Average
Value Interest Rate
5,638
54
881
6,573
5.9%
9.9%
page 60
Note 16. Material Budget Variations
$ '000
Council's Original Financial Budget for 08/09 was incorporated as part of its Management Plan and was
adopted by the Council on 11 June 2008.
While the Income Statement included in this General Purpose Financial Report must disclose the Original
Budget adopted by Council, the Local Government Act requires Council to review its Financial Budget on a
Quarterly Basis, so that it is able to manage the various variations between actuals versus budget that
invariably occur throughout the year.
This Note sets out the details of MATERIAL VARIATIONS between Council's Original Budget and its Actual
results for the year as per the Income Statement - even though such variations may have been adjusted for
during each Quarterly Budget Review.
Material Variations represent those variances that amount to 10% or more of the original budgeted figure.
Note that for Variations: F = Favourable Budget Variation, U = Unfavourable Budget Variation
$ '000
2009
Budget
2009
Actual
2009
---------- Variance* ----------
REVENUES
(1,371)
10,491
11,862
U
(12%)
User Charges & Fees
The decrease is mostly attributed to a decrease in water usage charges income as a result of a reduction of
water consumption across the community compared to the original budget forecasts reported in the March
Quarter Review
4,006
1,834
(2,172)
U
(54%)
Interest & Investment Revenue
The reduced investment return was as a direct result of the impact of the global financial crisis. Forecast
revenue from cash & investments was subsequently scaled back by $2.2 Million in the December Quarterly
review. Note 3(c) identifies the investment retun across the various funds.
264
864
F
1,128
31%
Other Revenues
There were general increases above original forecasts across the following income types; Fines revenue up
by $45K; Rent and Hire of Council property up by $70K; Dunns Creek Rd Studies income from external bodies
$70k not included in original budget; and Sister City revenue $49K paid by participants offsetting travel costs.
11,987
3,306
8,681
F
38%
Operating Grants & Contributions
The following additional grants were received by Council during the year:
Prepayment of the 2009/10 Financial assistance grant of $731K; Protecting our towns grant of $720K; and
River restoration & rehabilitation grants of $722K . There were also increases across various Community
Service grants above original forecasts of $800K.
1,504
4,112
2,608
F
173%
Capital Grants & Contributions
The following additional grants were received by Council during the year:
Commonwealth Government Regional & Local Community Infrastructure Grant Program of $721K; Roads to
Recovery grant of $710K; Multipurpose sports complex grant of $1.1M & Freebody Oval Amentities grant of
$850K
page 61
Note 16. Material Budget Variations
(continued)
2009
Actual
$ '000
2009
Budget
EXPENSES
19,740
20,006
(266)
(1%)
U
94
159
(65)
(69%)
U
Borrowing Costs
2009
---------- Variance* ----------
Variations throughout the year resulted in changes to the split between finance lease interest and principal
repayments. While interest expense payments were higher than original budget this was offset by a lower
principal repayment.
22,307
22,171
7,701
15,253
136
(7,552)
1%
F
(98%)
U
The introduction of new Asset Management System has been a significant improvement in the recording and
evaluating of both new and old depreciable assets. The Asset Management System (Conquest) has been used
to identify the asset and the sub components of these assets, applying an effective life and depreciable rate to
the sub component instead of the asset as a whole. The area most affected by these changes to depreciation
has been the following asset classes:- Roads, Stormwater Drainage, Water and Sewer networks. While this
impacted last years financial reports, at the time of completing the 2008-2009 original budget, the new data
was not available yet available in Conquest.
Other Expenses
Net Losses from Disposal of Assets
5,788
5,979
(191)
-
1,149
(1,149)
(3%)
U
0%
U
page 62
Note 17. Statement of Developer Contributions
$ '000
Council recovers contributions, raises levies & enters into planning agreements on development works that are subject to a development consent issued by Council.
All contributions must be spent/utilised for the specific purpose they were levied and any interest applicable to unspent funds must be attributed to remaining funds.
The following tables detail the receipt, interest and use of the above contributions & levies and the value of all remaining funds which are "restricted" in their future use.
SUMMARY OF CONTRIBUTIONS & LEVIES
PURPOSE
Projections
Opening
Balance
Cumulative
Contributions
Interest
Expenditure
Internal
Held as
Exp
Over or
Internal
received during the Year
earned
during
Borrowing
Restricted
Future
still
(under)
Borrowings
in Year
Year
(to)/from
Asset
income
outstanding
Funding
due/(payable)
Cash
Non Cash
Roads
Parking
Open Space
Community Facilities
Other
2,871
(171)
623
2,087
539
317
12
49
68
-
30
9
23
5
(852)
(23)
(456)
(190)
171
-
2,366
621
1,703
422
18,188
3,000
11,000
-
(8,765)
(3,000)
(10,500)
(300)
11,789
S94 Contributions - under a Plan
5,949
446
-
67
(1,521)
171
5,112
32,188
(22,565)
-
-
-
-
-
-
-
5,949
446
-
67
(1,521)
171
5,112
-
S64 Contributions
13,436
242
-
186
(66)
-
13,798
-
Total Contributions
19,385
688
-
253
(1,587)
171
18,910
S94A Levies - under a Plan
Total S94 Revenue Under Plans
-
32,188
(22,565)
-
-
-
621
-
2,203
-
122
-
14,735
-
14,735
page 63
(continued)
$ '000
S94 CONTRIBUTIONS - UNDER A PLAN
CONTRIBUTION PLAN NUMBER 1 - Queanbeyan City Contributions Plan
Contributions
PURPOSE
Opening
Balance
Roads
Parking
Open Space
Other
Total
1,709
(171)
623
2,080
539
4,780
Cash
Non Cash
1
-
-
12
48
68
129
-
Projections
Expenditure
Internal
Held as
earned
during
Borrowing
Restricted
Future
still
(under)
Borrowings
in Year
Year
(to)/from
Asset
income
outstanding
Funding
due/(payable)
17
9
23
5
54
(478)
(23)
(456)
(190)
(1,147)
171
1,249
-
-
621
1,695
422
3,987
171
Exp
PURPOSE
Opening
Balance
Roads
Total
1,024
1,024
Cash
Non Cash
275
275
(5,240)
(3,000)
(10,500)
(300)
5,217
621
2,065
122
23,078
(19,040)
8,025
Projections
Balance
page 64
Roads
Total
138
138
Cumulative
Expenditure
Internal
Held as
earned
during
Borrowing
Restricted
Future
still
(under)
Borrowings
in Year
Year
(to)/from
Asset
income
outstanding
Funding
due/(payable)
-
16
-
16
-
-
1,315
1,315
Exp
Over or
4,030
(2,000)
3,345
4,030
(2,000)
3,345
Internal
Cumulative
Projections
Contributions
Interest
Expenditure
Internal
Held as
Exp
Over or
Internal
earned
during
Borrowing
Restricted
Future
still
(under)
Borrowings
Non Cash
in Year
Year
(to)/from
Asset
income
outstanding
Funding
due/(payable)
Cash
41
41
-
(3)
(3)
(374)
(374)
-
(198)
(198)
4,950
(1,525)
3,227
4,950
(1,525)
3,227
-
Opening
Internal
Interest
CONTRIBUTION PLAN NUMBER 3 - Yarrowlumla Contributions Plan 2
PURPOSE
Over or
9,208
3,000
10,870
-
CONTRIBUTION PLAN NUMBER 2 - Extractive Industries Contributions Plan
Contributions
Cumulative
Interest
(continued)
$ '000
S94 CONTRIBUTIONS - UNDER A PLAN
CONTRIBUTION PLAN NUMBER 4 - Yarrowlumla Contributions Plan 3
Contributions
PURPOSE
Opening
Balance
Total
Cash
7
7
Non Cash
1
1
-
Projections
Cumulative
Interest
Expenditure
Internal
Held as
earned
during
Borrowing
Restricted
Future
still
(under)
Borrowings
in Year
Year
(to)/from
Asset
income
outstanding
Funding
due/(payable)
-
-
-
Exp
8
8
Over or
130
-
138
130
-
138
Internal
-
page 65
Note 18. Contingencies & Other Assets/Liabilities Not Recognised
$ '000
The following assets and liabilities do not qualify for
recognition in the Balance Sheet, but their knowledge
& disclosure is considered relevant to the users of
Council's Financial Report.
LIABILITIES NOT RECOGNISED:
1. Guarantees
(i) Defined Benefit Superannuation
Contribution Plans
Council participates in an employer sponsored
Defined Benefit Superannuation Scheme, and makes
contributions as determined by the Superannuation
Scheme's Trustees.
Member Councils bear responsibility of ensuring there
are sufficient funds available to pay out the required
benefits as they fall due.
The Schemes most recent full actuarial review
indicated that the Net Assets of the Scheme were
not sufficient to meet the accrued benefits of the
Schemes Defined Benefit member category and that
member Councils will need to make significantly
higher contributions from 2009/10 & beyond.
The Local Government Superannuation Scheme
however is unable to provide Council with an accurate
estimate of its share of the net deficit and accordingly
Council has not recorded any net liability from it's
Defined Benefit Scheme obligations in accordance
with AASB 119.
Future contributions made to the defined benefit
scheme to rectify the net deficit position will be
recognised as an expense when they become
payable - similar to the accounting for Defined
Contributions Plans.
(ii) Statewide Limited
Council is a member of Statewide Mutual, a mutual
pool scheme providing liability insurance to Local
Government.
Membership includes the potential to share in either
the net assets or liabilities of the fund depending on
its past performance. Council’s share of the Net
Assets or Liabilities reflects Councils contributions to
the pool and the result of insurance claims within each
of the Fund Years.
The future realisation and finalisation of claims
incurred but not reported to 30/6 this year may result
in future liabilities or benefits as a result of past
events that Council will be required to fund or share
in respectively.
(iii) StateCover Limited
Council is a member of StateCover Mutual Limited
and holds a partly paid share in the entity.
StateCover is a company providing workers
compensation insurance cover to the NSW Local
Government Industry and specifically Council.
Council has a contingent liability to contribute further
equity in the event of the erosion of the Company's
capital base as a result of the company's past
performance and/or claims experience or as a
of any increased prudential requirements of APRA.
These future equity contributions would be required
to maintain the company’s minimum level of Net
Assets in accordance with its Licence Requirements.
(iv) Other Guarantees
Council has provided no other Guarantees other than
those listed above.
page 66
Note 18. Contingencies & Other Assets/Liabilities Not Recognised
(continued)
$ '000
LIABILITIES NOT RECOGNISED (continued):
(iii) Water Abstraction Charge (continued)
2. Other Liabilities
Council has challenged the legality of the ACT Govt
to levy a Water Abstraction Charge and Network
Facilities Tax on water purchases from water sales
to the City by ACTEW, as the Council area is
outside the Australian Capital Territory and on other
grounds.
(i) Third Party Claims
The Council is involved from time to time in various
claims incidental to the ordinary course of business
including claims for damages relating to its services.
Council believes that it is appropriately covered
for all claims through its Insurance Coverage and
does not expect any material liabilities to eventuate.
The legal costs have been recognised as an expense
in the water fund as they became payable.
ASSETS NOT RECOGNISED:
(ii) S94 Plans
(i) Land Under Roads
Council levies Section 94/94A Contributions upon
various development across the Council area through
the required Contributions Plans.
As part of these Plans, Council has received funds
for which it will be required to expend the monies in
accordance with those Plans.
As well, these Plans indicate proposed future
expenditure to be undertaken by Council, which will
be funded by making levies and receipting funds in
future years or where a shortfall exists by the use of
Council's General Funds.
These future expenses do not yet qualify as liabilities
as of the Reporting Date, but represent Councils
intention to spend funds in the manner and timing
set out in those Plans.
(iii) Water Abstraction Charge
As permitted under AASB 1051, Council has elected
not to bring to account Land Under Roads that it
owned or controlled up to & including 30/6/08.
(ii) Infringement Notices/Fines
Fines & Penalty Income, the result of Council issuing
Infringement Notices is followed up and collected by
the Infringement Processing Bureau.
Councils Revenue Recognition policy for such
income is to account for it as revenue on receipt.
Accordingly, at Year End, there is a potential asset
due to Council representing issued but updated
Infringement Notices.
Due to the limited information available on the status,
value and duration of outstanding Notices, Council is
unable to determine the value of outstanding income.
Council purchases treated water from ACT Energy &
Water (ACTEW) for distribution and sale to
consumers within the City. A Water Abstraction
Charge and Utilities Network Facilities Tax are
included in the purchase price.
page 67
Note 19. Controlled Entities, Associated Entities & Interests in Joint Ventures
$ '000
Subsidiaries, Associated Entities & Joint Venture Operations Not Recognised
The following Subsidiaries, Associated Entities & Joint Ventures have not been recognised in this Financial
Report.
2009
2009
Net Profit
Net Assets
Principal Activity/Type of Entity
Name of Entity/Operation
South East Weight of Loads
To monitor the weight of heavy
(44)
(5)
vehicles using public roads
page 68
Note 20. Equity - Retained Earnings and Revaluation Reserves
$ '000
Notes
Actual
2009
Actual
2008
470,394
(6,283)
475,542
(10,342)
5,194
a. Retained Earnings
Movements in Retained Earnings were as follows:
Balance at beginning of Year (from previous years audited accounts)
b. Net Operating Result for the Year
20 (c)
Balance at End of the Reporting Period
464,111
470,394
b. Reserves
(i) Reserves are represented by:
- Infrastructure, Property, Plant & Equipment Revaluation Reserve
Total
70,206
63,922
70,206
63,922
63,922
6,284
70,206
41,941
21,981
63,922
70,206
63,922
(ii). Reconciliation of movements in Reserves:
Infrastructure, Property, Plant & Equipment Revaluation Reserve
- Opening Balance
- Revaluations for the year
9(a)
- Balance at End of Year
TOTAL VALUE OF RESERVES
(iii). Nature & Purpose of Reserves
Infrastructure, Property, Plant & Equipment Revaluation Reserve
- The Infrastructure, Property, Plant & Equipment Revaluation
Reserve is used to record increments/decrements of Non
Current Asset values due to their revaluation.
c. Correction of Error/s relating to a Previous Reporting Period
Council made no correction of errors during the current reporting period.
d. Voluntary Changes in Accounting Policies
Council made no voluntary changes in any accounting policies during the year.
page 69
Note 21. Non Current Assets/Liabilities classified as "Held for Sale"
$ '000
Council did not classify any Non Current Assets or Disposal Groups as "Held for Sale".
Note 22. Events occurring after Balance Sheet Date
Events that occur after the reporting date of 30 June 2009, up to and including the date when the financial
report is "authorised for issue" have been taken into account in preparing this financial report.
Council has adopted the date of receipt of the Auditors' Report as the appropriate "authorised for issue" date
relating to this General Purpose Financial Report.
Accordingly, the "authorised for issue" date is 12/10/09.
Events that occur after the Reporting Date represent one of two types:
(i) Events that have provided evidence of conditions that existed at the Reporting Date
These financial reports (and the figures therein) incorporate all "adjusting events" that provided evidence of
conditions that existed at 30 June 2009.
(ii) Events that have provided evidence of conditions that arose after the Reporting Date
These financial reports (and figures therein) do not incorporate any "non adjusting events" that have occurred
after 30 June 2009 and which are only indicative of conditions that arose after 30 June 2009.
Council is aware of the following "non adjusting events" that merit disclosure;
Council is challenging the levying of the water abstraction charge and utility network facilities tax by the ACT
Government on the Council for bulk water purchases from ACTEW. The Council believes that it is illegal to levy these
charges outside the Australian Capital Territory. The 2008-2009 annual cost of the Water Abstraction Charge is $4
million. This amount has not been recognised as a liability as Council is still challenging the validity of the charge.
The matter was heard in the Federal Court in March 2009 and at years end the judgement had not been delivered.
Note 23. Discontinued Operations
Council has not classified any of its Operations as "Discontinued".
page 70
Note 24. Intangible Assets
$ '000
Intangible Assets represent identifiable non-monetary asset without physical substance.
Council is unaware of any control over Intangible Assets that warrant their recognition in the Financial Reports,
including either internally generated and developed assets or purchased assets.
Note 25. Reinstatement, Rehabilitation & Restoration Liabilities
Council has no outstanding obligations to make, restore, rehabilitate or reinstate any of its assets/operations.
page 71
Note 26. Council’s Financial Result, Financial Position & Cash Flows
Introduction
The 2008/09 General Purpose Financial Reports have
been prepared on a consolidated basis incorporating
Council’s General Fund and Water and Sewer
Operations.
Financial Result
The Income Statement shows a deficit of $10.395
million before capital amounts (previous year, 2007/08
was $1.011 million deficit) which includes non cashitems such as depreciation and movements in
provisions for expenses accrued but not yet paid.
The Income Statement provides some indication that
council is not earning sufficient revenue to carry out
day to day operations and maintain the current level of
assets over the short term.
Council and the
community are faced with the challenge in the coming
years to continue to match the appropriate level of
community amenities and services with the revenues
received.
Revenue
Revenue decreased by $2.386 million from the
previous year. While Capital Grants and Contributions
received during the year amounted to $4.122 million
compared to $6.205 million in 2007/08, a reduction of
$2.093 million.
In the 2008/09 year, Council was not ‘gifted’ any
developer contributed assets in lieu of Section 64/94
contributions, compared with the $3.716 million “gifted
in the previous financial year.
Interest and Investment revenue for the year totalled
$1.834 million (previous year, 2007/08 was $3.845).
This was due to the impact of the global financial crisis
affecting all levels of the finance sectors.
Each of the Managed Funds in Council’s portfolio are
re-priced daily on a mark-to-market basis to adjust for
increases/decreases in market interest rates and
credit spreads (the ‘premium’ that issuers have to pay
above bank bill to issue their paper into the market).
Credit market events during the year – beginning with
the US sub-prime debacle – caused credit spreads to
widen. It must be noted that Council is not exposed
either directly or via a managed fund to the US subprime market.
Consequently, fund managers had to mark-to-market
all the investment securities in the portfolio which, in
most instances, detracted from performance. Some
funds exhibited more marked price impact that
delivered negative actual returns.
2%
2%
Government grants represent a significant portion of
Council’s income. The majority of these grants are
tied to specific works and cannot be used for any
other purpose. Total income received in operating
grants and contributions in 2008/09 was $11.987
million (previous year, 2007/08 was $9.776 million).
This represents a percentage of total income in
2008/09 of 21% (previous year, 2007/08 was 17%).
Rates & Charges
20%
User Charges & Fees
Interest
Grants
3%
Revenue from Rates and Annual Charges totalled
53.17% of Council’s revenue, excluding capital grants
and contributions. Given the nature of these charges,
this revenue stream is considered secure and
sustainable in the long term. Over the last 4 years
there has been very little change to the proportional
make-up of total revenue. The increased reliance on
rates revenue for the current year is a direct result
from the reduction in interest revenue for the year.
Revenue Sources
0%
54%
19%
Contributions
Gain on Sale of Assets
Other
Expenditure
Total employment costs for the year were $20 million
(previous year, 2007/08 $17.2 million).
This
represents a percentage of total operating expenditure
of 27.8% (previous year, 2007/08 was 30.9%).
Depreciation and amortisation is the allocation of the
cost of a non-current asset to expense over several
periods to recognise the consumption of the asset’s
economic value. A review of the estimated remaining
life of road infrastructure assets was undertaken to
more accurately reflect the depreciation charge for this
asset class. The amended estimated useful life is
applied to the written down value of the assets
page 72
Note 26. Council’s Financial Result, Financial Position & Cash Flows (continued)
individual components and
depreciation figure recorded.
a
more
reasonable
Total depreciation and amortisation in 2008/09 was
$15.25 million (previous year, 2007/08 was $14.04
million). The majority of this relates to depreciation on
council’s road network, water and sewer networks and
stormwater drainage assets.
Expenditure
Cash/Liquidity Position
Council’s overall cash & investment position has
decreased from $73.507 million at the end of 2007/08
to $70.683 million at the end of 2008/09. Most of
Council’s cash is restricted in its use to specific
purposes by external bodies, legislation and Council
resolution, with the level of unrestricted cash and
investments decreasing from $1.309 million at the end
of 2007/08 to $1.175K at the end of 2008/09.
Cash & Investments
9%
31%
24%
Employee Costs
Borrow ing Costs
7,294
1,175
0%
36%
Depreciation
Externally Restricted
Other
Internally restricted
Unrestricted
62,214
Financial Position
Overall Infrastructure, Property, Plant & Equipment
(I,PP&E) increased by $3.068 million. Capitalisations
during the year totalled $13.423 million.
Major Capital Projects of note either completed or
commenced during the year include:
Captains Flat Road Upgrade
Purchase of NPWB
Edwin Land Parkway – Stage 2
Library Book Purchases
Main street Paving
Morisset Street Pump Station
Old Cooma Road Bridge
Plant & Equipment
Road Network
Stormwater Drainage
Water Network
‘$000
278
2,850
458
143
1,001
2,871
148
737
4,029
29
389
The net loss on disposal of assets for the year was
$1,149. This loss comprised of a disposal of assets in
reconstruction of parts of the road and water
networks.
The most focus for Council’s cash/liquidity position is
on the Unrestricted Current Ratio (UCR). The UCR is
the ratio of current assets to current liabilities after
accounting for external reserves.
This ratio
demonstrates the ability of Council to satisfy our
financial obligations in the short term, excluding the
assistance of externally restricted funds.
Council’s UCR was 2.07:1 which indicates that
Council has $2.07 in unrestricted current assets to
every $1 of unrestricted current liabilities.
A rule of thumb: a strong UCR is 2:1.
Unrestricted Current Ratio
Ratio
6.00
5.00
4.00
3.00
2.00
1.00
0.00
4.96
4.57
3.79
3.35
2.07
2005
2006
2007
2008
2009
Year
Debt Position
Council’s debt position has remained very
conservative with total debt outstanding of $978K.
The Debt Service Ratio (Note 13) demonstrates the
cost of servicing Council’s debt obligations (principal +
page 73
Note 26. Council’s Financial Result, Financial Position & Cash Flows (continued)
interest) with
activities.
available
revenue
from
ordinary
The debt service ratio of 1.14% has decreased slightly
from the previous year 1.15%.
A lower ratio is a positive financial indicator as it
indicates a lesser call on revenues to service debt
obligations.
Debt Service Ratio
2.00
%
1.50
1.49
1.10
1.10
1.15
1.14
2007
2008
2009
1.00
0.50
0.00
2005
2006
Year
Cash Flows
The Cash Flow Statement provides relevant
information about the cash inflows and outflows during
the year. It includes payments and receipts for
operational activities, investing activities (such as
property, plant & equipment, investments and real
estate), and financing activities (borrowings).
Net cash and cash equivalents at the end of the year
was $5.137 million, an increase of $3.790 million over
the previous year.
page 74
Note 27. Additional Council Disclosures - Council Information
Principal Place of Business:
257 Crawford Street
Queanbeyan NSW 2620
Contact Details
Mailing Address:
PO Box 90
Queanbeyan NSW 2620
Opening Hours
8:30 - 4:30 Mon to Fri
Telephone:
Facsimile:
Internet:
Email:
02 6298 0211
02 6298 4666
www.qcc.nsw.gov.au
[email protected]
Officers
GENERAL MANAGER
Gary Chapman
Elected Members
MAYOR
Cr Tim Overall
Mark Johnson
COUNCILLORS
Cr Sue Whelan
Cr John Barilaro
Cr Peter Bray
Cr Tom Mavec
Cr Ann Rocca
Cr Steve Stavreas
Cr Trudy Taylor
Cr Velice (Vic) Trajanoski
Cr Kerry White
PUBLIC OFFICER
Bill Warne
AUDITORS
Spencer Steer
Other Information
ABN: 12 842 195 133
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84
SPECIAL PURPOSE FINANCIAL REPORTS
SPFR 2009
Special Purpose Financial Reports
Contents
1. Statement by Councillors & Management
Page
2
2. Special Purpose Financial Reports:
- Income Statement of Water Supply Business Activity
- Income Statement of Sewerage Business Activity
- Income Statement of Other Business Activities
3
4
5
- Balance Sheet of Water Supply Business Activity
- Balance Sheet of Sewerage Business Activity
- Balance Sheet of Other Business Activities
6
7
8
3. Notes to the Special Purpose Financial Reports
9
4. Auditor's Report
18
Background
(i)
These Special Purpose Financial Reports have been prepared for the use by both Council and the Department of
Local Government in fulfilling their requirements under National Competition Policy.
(ii)
The principle of competitive neutrality is based on the concept of a "level playing field" between persons/entities
competing in a market place, particularly between private and public sector competitors.
Essentially, the principle is that government businesses, whether Commonwealth, State or Local, should operate
without net competitive advantages over other businesses as a result of their public ownership.
(iii)
For Council, the principle of competitive neutrality & public reporting applies only to declared business activities.
These include (a) those activities classified by the Australian Bureau of Statistics as business activities being
water supply, sewerage services, abattoirs, gas production and reticulation and (b) those activities with a turnover
of over $2 million that Council has formally declared as a Business Activity (defined as Category 1 activities).
(iv)
In preparing these financial reports for Council's self classified Category 1 businesses and ABS defined activities,
councils must (a) adopt a corporatisation model and (b) apply full cost attribution including tax equivalent regime
payments & debt guarantee fees (where the business benefits from councils borrowing position by comparison with
commercial rates).
page 1
SPFR 2009
Statement by Councillors and Management
made pursuant to the Local Government Code of Accounting Practice and Financial Reporting
The attached Special Purpose Financial Reports have been prepared in accordance with:
i
The NSW Government Policy Statement “Application of National Competition Policy to
Local Government”
i
The Department of Local Government Guidelines “Pricing & Costing for Council Businesses A Guide to Competitive Neutrality”
i
The Local Government Code of Accounting Practice and Financial Reporting.
i
The Department of Water and Energy Best-Practice Management of Water and Sewerage Guidelines.
To the best of our knowledge and belief, these Reports:
i
Present fairly the Operating Result and Financial Position for each of Council's declared Business
Activities for the year, and
i
Accord with Council’s accounting and other records.
We are not aware of any matter that would render these reports false or misleading in any way.
Signed in accordance with a resolution of Council made on 23 September 2009.
Tim Overall
MAYOR
Sue Whelan
COUNCILLOR
Gary Chapman
GENERAL MANAGER
Mark Johnson
page 2
SPFR 2009
Income Statement of Council's Water Supply Business Activity
$ '000
Actual
2009
Actual
2008
Income from continuing operations
Access charges
User charges
Fees
Interest
Grants and contributions provided for non capital purposes
Profit from the sale of assets
Other income
Total income from continuing operations
4,052
5,115
219
322
78
7
9,793
3,881
4,958
171
510
79
53
9,652
3,730
5,717
134
489
80
51
10,201
445
1
2,995
2,628
4,763
166
230
11,228
(1,435)
347
1
2,565
2,423
2,661
366
8,363
1,289
363
2
1,884
1,553
5,687
222
9,711
490
151
(1,284)
1,136
2,425
623
1,113
Surplus (deficit) from ALL Operations before tax
less: Corporate Taxation Equivalent (30%) [based on result before capital]
(1,284)
-
2,425
(387)
1,113
(147)
SURPLUS (DEFICIT) AFTER TAX
(1,284)
2,038
966
plus Opening Retained Profits
plus/less: Prior Period Adjustments
plus Adjustments for amounts unpaid:
- Taxation equivalent payments
- Debt guarantee fees
- Corporate taxation equivalent
less:
- Tax Equivalent Dividend paid
- Surplus dividend paid
Closing Retained Profits
96,205
-
93,779
-
92,649
17
-
388
147
94,921
96,205
93,779
Expenses from continuing operations
Employee benefits and on-costs
Borrowing costs
Materials and contracts
Depreciation and impairment
Water purchase charges
Loss on sale of assets
Calculated taxation equivalents
Debt guarantee fee (if applicable)
Other expenses
Total expenses from continuing operations
Surplus (deficit) from Continuing Operations before capital amounts
Grants and contributions provided for capital purposes
Surplus (deficit) from Continuing Operations after capital amounts
Surplus (deficit) from Discontinued Operations
Return on Capital %
Subsidy from Council
Calculation of dividend payable:
Surplus (deficit) after tax
less: Capital grants and contributions (excluding developer contributions)
Surplus for dividend calculation purposes
Potential Dividend calculated from surplus
Actual
2007
-1.3%
7,392
1.2%
5,584
0.5%
6,262
(1,284)
-
2,038
2,038
1,019
966
966
483
page 3
SPFR 2009
Income Statement of Council's Sewerage Business Activity
$ '000
Actual
2009
Actual
2008
Actual
2007
Access charges
User charges
Liquid Trade Waste Charges
Fees
Interest
Other income
5,135
216
207
705
78
11
6,352
4,913
284
1,415
90
263
6,965
4,709
159
99
1,898
92
39
283
7,279
1,001
2
3,437
3,036
3
449
7,928
(1,576)
911
2
2,594
3,086
873
7,466
(501)
952
3
2,117
2,174
453
5,699
1,580
91
(1,485)
1,995
1,494
320
1,900
(1,485)
-
1,494
-
1,900
(474)
(1,485)
1,494
1,426
132,932
-
131,438
-
-
-
474
131,447
132,932
131,438
Borrowing costs
Other expenses
Surplus (deficit) from discontinued operations
less:
- Tax Equivalent Dividend paid
- Surplus dividend paid
Return on Capital %
Calculation of dividend payable:
Surplus (deficit) after tax
less: Capital grants and contributions (excluding developer contributions)
Surplus for dividend calculation purposes
Potential Dividend calculated from surplus
130,376
(838)
-1.3%
8,288
-0.4%
8,090
1.4%
5,691
(1,485)
-
1,494
1,494
747
1,426
1,426
713
page 4
SPFR 2009
Income Statement of Council's Other Business Activities
Queanbeyan
Nursery Fund
$ '000
Access charges
User charges
Fees
Interest
Other income
Actual
2009
Actual
2008
137
137
877
877
7
183
8
8
206
(69)
264
569
8
44
885
(8)
(69)
(8)
(69)
-
(8)
-
(69)
(8)
30
-
38
-
-
-
-
-
-
-
Borrowing costs
Other expenses
Surplus (deficit) from discontinued operations
add:
- Subsidy Paid/Contribution To Operations
less:
- TER dividend paid
- Dividend paid
Return on Capital %
(39)
n/a
69
30
-100.0%
9
page 5
SPFR 2009
Balance Sheet of Council's Water Supply Business Activity
as at 30 June 2009
$ '000
ASSETS
Current Assets
Cash and cash equivalents
Investments
Receivables
Inventories
Other
Non-current assets classified as held for sale
Actual
2009
Actual
2008
9,242
1,396
90
10,728
7,615
1,678
53
9,346
3,500
107,552
111,052
121,780
5,000
106,577
111,577
120,923
LIABILITIES
Current Liabilities
Payables
Interest bearing liabilities
Provisions
591
4
595
1,508
4
1,512
Payables
Provisions
TOTAL LIABILITIES
12
12
607
17
17
1,529
121,173
119,394
94,921
26,252
121,173
-
96,205
23,189
119,394
-
121,173
119,394
Non-Current Assets
Investments
Receivables
Inventories
Infrastructure, property, plant and equipment
Investments accounted for using equity method
Investment property
Other
Total non-Current Assets
TOTAL ASSETS
NET ASSETS
EQUITY
Retained earnings
Revaluation reserves
Council equity interest
Minority equity interest
TOTAL EQUITY
page 6
SPFR 2009
Balance Sheet of Council's Sewerage Business Activity
as at 30 June 2009
$ '000
ASSETS
Current Assets
Investments
Receivables
Inventories
Other
Actual
2009
Actual
2008
22,598
1,164
1
23,763
21,357
1,040
5
22,402
7,500
1,955
121,192
130,647
154,410
10,000
2,678
117,685
130,363
152,765
LIABILITIES
Current Liabilities
Payables
Provisions
267
6
273
351
6
357
Payables
Provisions
TOTAL LIABILITIES
23
23
296
30
30
387
154,114
152,378
131,447
22,667
154,114
-
132,932
19,446
152,378
-
154,114
152,378
Non-Current Assets
Investments
Receivables
Inventories
Investment property
Other
Total non-Current Assets
TOTAL ASSETS
NET ASSETS
EQUITY
Retained earnings
TOTAL EQUITY
page 7
SPFR 2009
Balance Sheet of Council's Other Business Activities
as at 30 June 2009
Queanbeyan
Nursery Fund
Category 2
Actual
2009
Actual
2008
ASSETS
Current Assets
Investments
Receivables
Inventories
Other
(48)
9
(39)
(73)
108
35
Non-Current Assets
Investments
Receivables
Inventories
Investment property
Other
Total Non-Current Assets
TOTAL ASSETS
(39)
8
8
43
$ '000
LIABILITIES
Current Liabilities
Payables
Provisions
-
11
11
Payables
Provisions
Other Liabilities
TOTAL LIABILITIES
-
2
2
13
NET ASSETS
EQUITY
Retained earnings
TOTAL EQUITY
(39)
30
(39)
(39)
-
30
30
-
(39)
30
page 8
SPFR 2009
Contents of the Notes accompanying the Financial Statements
Note
Details
Page
1
Summary of Significant Accounting Policies
10
2
Water Supply Business Best Practice Management disclosure requirements
13
3
Sewerage Business Best Practice Management disclosure requirements
15
page 9
SPFR 2009
Notes to the Special Purpose Financial Reports
Note 1. Significant Accounting Policies
These financial statements are a Special Purpose
Financial Report (SPFR) prepared for use by the
Council and the Department of Local Government.
For the purposes of these statements, the council’s
business activities (reported herein) are not reporting
entities.
provide a standard of disclosure requirements. These
disclosures are reflected in Council’s pricing and/or
financial reporting systems and include taxation
equivalents; council subsidies; return on investments
(rate of return); and dividends paid.
Declared Business Activities
This special purpose financial report, unless otherwise
stated, has been prepared in accordance with;
applicable Australian Accounting Standards,
other authoritative pronouncements
Australian Accounting Standards Board,
of
the
Urgent Issues Group Interpretations,
the Local Government Act and Regulations,
the Local Government Code of Accounting Practice
and Financial Reporting, and
the Local Government Asset Accounting Manual.
The statements are also prepared on an accruals
basis. They are based on historic costs and do not
take into account changing money values nor current
values of non-current assets (except where
specifically stated).
In accordance with Pricing & Costing for Council
Businesses - A Guide to Competitive Neutrality,
council has declared that the following are to be
considered as business activities:
Category 1
(where gross operating turnover is over $2 million)
a. Queanbeyan City Council Water Supplies
Water supply function servicing the City of
Queanbeyan.
b. Queanbeyan City Council Sewerage Service
Sewerage reticulation and treatment system
servicing the City of Queanbeyan.
Category 2
(where gross operating turnover is less than $2 million)
Certain taxes and other costs (appropriately
described) have been imputed for the purposes of the
National Competition Policy.
a. Queanbeyan Nursery
Council’s nursery.
Monetary Amounts
Council has adopted the principle of ‘competitive
neutrality’ to its business activities as part of the
national competition policy which is being applied
throughout Australia at all levels of government.
Amounts shown in the financial statements are in
Australian currency and rounded to the nearest one
thousand dollars, with the exception of some figures
disclosed in Note 2 (Water Supply Best Practice
Management Disclosures) and Note 3 (Sewerage
Best Practice Management Disclosures).
The framework for its application is set out in the June
1996 Government Policy statement on the
“Application of National Competition Policy to Local
Government”.
The “Pricing & Costing for Council Businesses A
Guide to Competitive Neutrality” issued by the
Department of Local Government in July 1997 has
also been adopted.
The pricing & costing guidelines outline the process
for identifying and allocating costs to activities and
As required by the Department of Water & Energy,
some amounts shown in Notes 2 and Note 3 are
shown in whole dollars.
(i) Taxation Equivalent Charges
Council is liable to pay various taxes and financial
duties. Where this is the case, they are disclosed as a
page 10
SPFR 2009
Note 1. Significant Accounting Policies (continued)
cost of operations (General Purpose Financial Report)
just like all other costs.
However, where council does not pay some taxes
which are generally paid by private sector businesses,
such as income tax, these equivalent tax payments
have been applied to all council nominated business
activities and are reflected in the SPFR.
For the purposes of disclosing comparative
information relevant to the private sector equivalent
the following taxation equivalents have been applied
to all council nominated business activities (this does
not include council’s non-business activities):
Whilst income tax is not a specific cost for the purpose
of pricing a good or service, it needs to be taken into
account of in terms of assessing the rate of return
required on capital invested.
Accordingly, the return on capital invested is set at a
pre-tax level (gain/(loss) from ordinary activities before
capital amounts) as would be applied by a private
sector competitor – that is, it should include a
provision equivalent to the corporate income tax rate,
currently 30%.
Income Tax is only applied where a positive
gain/(loss) from ordinary activities before capital
amounts has been achieved.
Notional Rate Applied %
Corporate Income Tax Rate – 30%
Land Tax – The first $368,000 of combined land
values attracts 0%. From $368,001 to $2,250,000 the
rate is 1.6% + $100. For the remaining combined land
value that exceeds $2,250,000, a premium marginal
rate of 2.0% applies.
Payroll Tax – 5.875% on the value of taxable salaries
and wages in excess of $623,000.
In accordance with the guidelines for Best Practice
Management of Water Supply and Sewerage, a
payment for the amount calculated as the annual tax
equivalent charges (excluding income tax) must be
paid from Water Supply and Sewerage Business
activities.
The payment of taxation equivalent charges, referred
in the Best Practice Management of Water Supply and
Sewerage Guides to as a “Dividend for Taxation
equivalent”, may be applied for any purpose allowed
under the Local Government Act, 1993.
Achievement of substantial compliance against the
guidelines for Best Practice Management of Water
Supply and Sewerage is not a prerequisite for the
payment of the tax equivalent charges, however the
payment must not exceed $3 per assessment.
Since the taxation equivalent is notional - that is, it is
payable to the “Council” as the owner of business
operations, it represents an internal payment and has
no effect on the operations of the council. Accordingly,
there is no need for disclosure of internal charges in
the GPFR.
The rate applied of 30% is the equivalent company tax
rate prevalent as at balance date. No adjustments
have been made for variations that have occurred
during the year.
Local Government Rates & Charges
A calculation of the equivalent rates and charges
payable on all Category 1 businesses has been
applied to all land assets owned or exclusively used
by the business activity.
Loan & Debt Guarantee Fees
The debt guarantee fee is designed to ensure that
council business activities face “true” commercial
borrowing costs in line with private sector competitors.
In order to calculate a debt guarantee fee, council has
determined what the differential borrowing rate would
have been between the commercial rate and the
council’s borrowing rate for its business activities.
Income Tax
(ii) Subsidies
An income tax equivalent has been applied on the
profits of the business.
Government policy requires that subsidies provided to
customers and the funding of those subsidies must be
explicitly disclosed.
page 11
SPFR 2009
Note 1. Significant Accounting Policies (continued)
Subsidies occur where council provides services on a
less than cost recovery basis. This option is exercised
on a range of services in order for council to meet its
community service obligations.
Accordingly, Subsidies disclosed (in relation to
National Competition Policy) represents the difference
between revenue generated from ‘rate of return’
pricing and revenue generated from prices set by the
council in any given financial year.
The overall effect of subsidies is contained within the
Income Statement of Business Activities.
(iii) Return on Investments (Rate of Return)
The dividend, calculated and approved in accordance
with the Best Practice Management Guidelines, must
not exceed either (i) 50% of this surplus in any one
year, or (ii) the number of water supply or sewerage
assessments at 30 June 2009 multiplied by $30 (less
the payment for tax equivalent charges, not exceeding
$3 per assessment).
In accordance with the guidelines for Best Practice
Management of Water Supply and Sewerage, a
Dividend Payment form, Statement of Compliance,
Unqualified Independent Financial Audit Report and
Compliance Audit Report are required to be submitted
to the Department of Water & Energy prior to making
the dividend and only after the Department has
approved its payment.
The Policy statement requires that councils with
Category 1 businesses “would be expected to
generate a return on capital funds employed that is
comparable to rates of return for private businesses
operating in a similar field”.
Such funds are subsequently available for meeting
commitments or financing future investment
strategies.
The Rate of Return on Capital is calculated as follows:
Operating Result before Capital Income + Interest Expense
Written Down Value of I,PP&E as at 30 June
As a minimum, business activities should generate a
return equal to the Commonwealth 10 year bond rate
which is 5.54% at 30/6/09.
The actual rate of return achieved by each business
activity is disclosed at the foot of each respective
Income Statement.
(iv) Dividends
Council is not required to pay dividends to either itself
as owner of a range of businesses or to any external
entities.
Local Government Water Supply and Sewerage
Businesses are permitted to pay an annual dividend
from its water supply or sewerage business surplus.
page 12
SPFR 2009
Note 2. Water Supply Business
Best Practice Management disclosure requirements
2009
Dollars Amounts shown below are in WHOLE DOLLARS (unless otherwise indicated)
1. Calculation and Payment of Tax-Equivalents
[All Local Government Local Water Utilities must pay this dividend for tax-equivalents]
-
(i)
Calculated Tax Equivalents
(ii)
No of assessments multiplied by $3/assessment
(iii)
Amounts payable for tax-equivalents [lesser of (i) and (ii)]
-
(iv)
Amounts actually paid for Tax Equivalents
-
45,876
2. Dividend from Surplus
(i)
50% of Surplus before Dividends
-
[Calculated in accordance with Best Practice Management for Water Supply and Sewerage Guidelines]
458,760
(ii)
No. of assessments multiplied by $30/assessment, less tax equivalent
charges/assessment
(iii)
Cumulative surplus before Dividends for the 3 years to 30 June 2009, less the
cumulative dividends paid for the 2 years to 30 June 2008
2009 Surplus
-
2008 Surplus
2008 Dividend
2,037,800
-
2007 Surplus
2007 Dividend
3,003,800
966,000
-
(iv)
Maximum Dividend from Surplus [least of (i), (ii) and (iii) above]
-
(v)
Dividend paid from Surplus [refer below for required pre-dividend payment Criteria]
-
3. Required outcomes for 6 Criteria
[To be eligible for the payment of a "Dividend from Surplus", ALL the Criteria below need a "YES"]
(i)
(ii)
Completion of Strategic Business Plan (including Financial Plan)
YES
Full Cost Recovery, without significant cross subsidies
YES
[Refer Item 2(a) in Table 1 on page 22 of the Best Practice Guidelines]
- Complying charges [Item 2(b) in Table 1]
YES
- DSP with Commercial Developer Charges [Item 2(e) in Table 1]
YES
- If Dual Water Supplies, Complying Charges [Item 2(g) in Table 1]
YES
(iii)
Sound Water Conservation and Demand Management implemented
YES
(iv)
Sound Drought Management implemented
NO
(v)
Complete Performance Reporting Form (by 15 September each year)
YES
(vi)
a. Integrated Water Cycle Management Evaluation
YES
b. Complete and implement Integrated Water Cycle Management Strategy
NO
page 13
SPFR 2009
Note 2. Water Supply Business
(continued)
2009
National Water Initiative (NWI) Financial Performance Indicators
NWI F1
Total Revenue (Water)
$'000
9,673
Total Income (w13) - Grants for the Acquisition of Assets (w11a) - Interest Income (w9)
NWI F4
Revenue from Residential Usage Charges (Water)
%
55.80%
Income from Residential Usage Charges (w6b) x 100 divided by the sum of
[Income from Residential Usage Charges (w6a) + Income from Residential
Access Charges (w6b)]
NWI F9
Written Down Replacement Cost of Fixed Assets (Water)
$'000
105,159
$'000
7,839
$'000
713
Written down current cost of system assets (w47)
NWI F11
Operating Cost (OMA) (Water)
Management Expenses (w1) + Operational & Maintenance Expenses (w2)
NWI F14
Capital Expenditure (Water)
Acquisition of fixed assets (w16)
NWI F17
Economic Real Rate of Return (Water)
%
-0.74%
[Total Income (w13) - Interest Income (w9) - Grants for acquisition of assets (w11a) Operating Costs (NWI F11) - Current Cost Depreciation (w3)] x 100 divided by
[Written Down Current Cost of System Assets (w47) + Plant & Equipment (w33b)]
NWI F26
Capital Works Grants (Water)
$'000
-
Grants for the Acquisition of Assets (w11a)
Notes:
1.
References to w (eg. w12) refer to item numbers within Special Schedules No. 3 & 4 of
Council's Annual Financial Statements.
2.
The NWI Performance Indicators are based upon the National Performance Framework
Handbook for Urban Performance Reporting Indicators & Definitions.
page 14
SPFR 2009
Note 3. Sewerage Business
2009
1. Calculation and Payment of Tax-Equivalents
[All Local Government Local Water Utilities must pay this dividend for tax-equivalents]
-
(i)
Calculated Tax Equivalents
(ii)
No of assessments multiplied by $3/assessment
(iii)
Amounts payable for Tax Equivalents [lesser of (i) and (ii)]
-
(iv)
Amounts actually paid for Tax Equivalents
-
45,876
2. Dividend from Surplus
(i)
-
50% of Surplus before Dividends
[Calculated in accordance with Best Practice Management for Water Supply and Sewerage Guidelines]
458,760
(ii)
No. of assessments x ($30 less tax equivalent charges per assessment)
(iii)
Cumulative surplus before dividends for the 3 years to 30 June 2009, less the
cumulative dividends paid for the 2 years to 30 June 2008
2009 Surplus
-
2008 Surplus
2008 Dividend
1,494,000
-
2007 Surplus
2007 Dividend
2,920,000
1,426,000
-
(iv)
Maximum dividend from surplus [least of (i), (ii) and (iii) above]
-
(v)
Dividend actually paid from surplus [refer below for required pre-dividend payment Criteria]
-
3. Required outcomes for 4 Criteria
[To be eligible for the payment of a "Dividend from Surplus", ALL the Criteria below need a "YES"]
(i)
(ii)
Completion of Strategic Business Plan (including Financial Plan)
YES
Pricing with full cost-recovery, without significant cross subsidies
YES
[Refer Item 2(a) in Table 1 on page 22 of the Best Practice Guidelines]
Complying charges (a)
Residential [Item 2(c) in Table 1]
YES
(b) Non Residential [Item 2(c) in Table 1]
YES
(c)
YES
Trade Waste [Item 2(d) in Table 1]
DSP with Commercial Developer Charges [Item 2(e) in Table 1]
YES
Liquid Trade Waste Approvals & Policy [Item 2(f) in Table 1]
YES
(iii)
Complete Performance Reporting Form (by 15 September each year)
YES
(iv)
a. Integrated Water Cycle Management Evaluation
YES
b. Complete and implement Integrated Water Cycle Management Strategy
NO
page 15
SPFR 2009
(continued)
2009
NWI F2
Total Revenue (Sewerage)
$'000
5,766
$'000
110,579
$'000
4,818
$'000
3,262
Total Income (s14) - Grants for Acquisition of Assets (s12a) - Interest Income (s10)
NWI F10
Written Down Replacement Cost of Fixed Assets (Sewerage)
Written down current cost of system assets (s48)
NWI F12
Operating Cost (Sewerage)
Management Expenses (s1) + Operational & Maintenance Expenses (s2)
NWI F15
Capital Expenditure (Sewerage)
Acquisition of Fixed Assets (s17)
NWI F18
Economic Real Rate of Return (Sewerage)
%
-1.72%
[Total Income (s14) - Interest Income (s10) - Grants for acquisition of Assets (s12a)
- Operating cost (NWI F12) - Current cost depreciation (s3)] x 100 divided by
[Written down current cost (ie. WDCC) of System Assets (s48) + Plant & Equipment (s34b)]
NWI F27
Capital Works Grants (Sewerage)
$'000
-
$'000
15,270
Grants for the Acquisition of Assets (12a)
Water & Sewer (combined)
NWI F3
Total Income (Water & Sewerage)
Total Income (w13 + s14) + Gain/Loss on disposal of assets (w14 + s15)
minus Grants for acquisition of assets (w11a + s12a) - Interest Income (w9 + s10)
NWI F8
Revenue from Community Service Obligations (Water & Sewerage)
%
1.02%
Community Service Obligations (NWI F25) x 100 divided by Total Income (NWI F3)
NWI F16
Capital Expenditure (Water & Sewerage)
$'000
3,975
Acquisition of Fixed Assets (w16 + s17)
NWI F19
Economic Real Rate of Return (Water & Sewerage)
%
-1.26%
[Total Income (w13 + s14) - Interest Income (w9 + s10) - Grants for acquisition of assets
(w11a + s12a) - Operating Cost (NWI F11 + NWI F12) - Current cost depreciation (w3 + s3)] x 100
divided by [Written down replacement cost of fixed assets (NWI F9 + NWI F10)
+ Plant & equipment (w33b + s34b)]
NWI F20
Dividend (Water & Sewerage)
$'000
-
Dividend paid from surplus (2(v) of Note 2 + 2(v) of Note 3)
NWI F21
Dividend Payout Ratio (Water & Sewerage)
%
0.00%
Dividend (NWI F20) x 100 divided by Net Profit after tax (NWI F24)
page 16
SPFR 2009
(continued)
2009
Water & Sewer (combined)
NWI F22
Net Debt to Equity (Water & Sewerage)
%
-15.55%
Overdraft (w36 + s37) + Borrowings (w38 + s39) - Cash & Investments (w30 + s31)
x 100 divided by [Total Assets (w35 + s36) - Total Liabilities (w40 + s41)]
NWI F23
-
Interest Cover (Water & Sewerage)
Earnings before Interest & Tax (EBIT) divided by Net Interest
Earnings before Interest & Tax (EBIT):
-
2,882
Operating Result (w15a + s16a) + Interest expense (w4a + s4a) - Interest Income (w9 + s10)
- Gain/Loss on disposal of assets (w14 + s15) + Miscellaneous Expenses (w4b + w4c + s4b + s4c)
Net Interest:
-
945
Interest Expense (w4a + s4a) - Interest Income (w9 + s10)
NWI F24
Net Profit After Tax (Water & Sewerage)
$'000
(2,769)
Surplus before dividends (w15a + s16a) - Tax equivalents paid (Note 2-1(iv) + Note 3-1(iv))
NWI F25
Community Service Obligations (Water & Sewerage)
$'000
156
Grants for Pensioner Rebates (w11b + s12b)
Notes:
1.
References to w (eg. s12) refer to item numbers within Special Schedules No. 5 & 6 of
Council's Annual Financial Statements.
2.
The NWI Performance Indicators are based upon the National Performance Framework Handbook
for Urban Performance Reporting Indicators & Definitions.
page 17
page 18
page 19
SPECIAL SCHEDULES
Special Schedules 2009
Special Schedules
Contents
Page
Special Schedules 1
- Special Schedule No. 1
Net Cost of Services
2
- Special Schedule No. 2(a)
- Special Schedule No. 2(b)
Statement of Long Term debt (all purposes)
Statement of Internal Loans (Sect. 410(3) LGA 1993)
5
6
Water Supply - Income Statement
Water Supply - Balance Sheet
7
11
Sewerage Service - Income Statement
Sewerage Service - Balance Sheet
12
16
17
- Notes to Special Schedules No. 3 & 5
18
Financial Projections
22
1
Special Purpose Schedules are not audited.
Background
(i)
These Special Schedules have been designed to meet the requirements of special purpose users such as;
i
i
i
i
(ii)
the NSW Grants Commission
the Australian Bureau of Statistics (ABS),
the Department of Energy, Utilities & Sustainability (DEUS), and
the Department of Local Government (DLG).
The financial data is collected for various uses including;
i
i
i
i
i
the allocation of Financial Assistance Grants,
the incorporation of Local Government financial figures in national statistics,
the monitoring of loan approvals,
the allocation of borrowing rights, and
the monitoring of specific service financial activities.
page 1
Special Schedule No. 1 - Net Cost of Services
$'000
Function or Activity
Expenses from
continuing operations
Expenses
Governance
3,215
Administration
Corporate Support
Engineering and Works
Other Support Services
6,412
4,408
-
Public Order and Safety
Contributions to Fire Service Levy
Fire Protection – Other
Animal Control
Beach Control
Enforcement of Local Govt Regs
Emergency Services
Other
Health
Administration and Inspection
Immunisations
Food Control
Insect/Vermin Control
Noxious Plants
Health Centres
Other
Group Totals
Income from
Non Capital Capital
Revenues Revenues
3,215
110
-
10,820
632
600
-
111
-
100
129
239
10
-
195
207
369
605
711
50
21
-
Group
Totals
-
Net Cost
Group Totals
110
(3,105)
(3,105)
1,343
(5,780)
(3,697)
-
(9,477)
508
(95)
(78)
(130)
(565)
-
(868)
71
(435)
(205)
-
(640)
30
1,376
485
226
-
Net Cost of
Services
Community Services and Education
Administration
Family Day Care
Child Care
Youth Services
Other Families and Children
Aged and Disabled
Migrant Services
Aboriginal Services
Other Community Services
Education
471
966
694
314
214
27
1,089
691
50
196
(444)
123
(3)
(264)
(18)
3,549
100
257
3,086
24
67
(463)
(76)
(190)
62
6,627
91
-
5,321
29
(1,306)
page 2
Special Schedule No. 1 - Net Cost of Services (continued)
$'000
Expenses from
Expenses
Group Totals
Housing and Community
Amenities
Housing
Town Planning
Other Waste Management
Street Cleaning
Other Sanitation and Garbage
Drainage
Stormwater Management
Environmental Protection
Public Cemeteries
Public Conveniences
Other Community Amenities
876
2,570
711
398
2,100
537
414
210
278
Water Supplies
Income from
Non Capital Capital
Revenues Revenues
Net Cost of
Services
Group
Totals
Net Cost
Group Totals
158
80
-
8,094
416
3,274
288
89
747
449
1,002
9,413
9,413
9,793
151
9,944
531
531
Sewerage Services
6,333
6,333
6,352
91
6,443
110
110
Recreation and Culture
Public Libraries
Museums
Art Galleries
Community Centres
Public Halls
Other Cultural Services
1,033
56
2,051
117
319
4
708
3
90
-
(714)
38
(1,343)
(114)
Swimming Pools
Sporting Grounds
Parks and Gardens (Lakes)
Other Sport and Recreation
1,133
466
2,901
114
7,871
1,029
26
20
9
1,020
60
1,100
4,388
(104)
580
(2,821)
995
-
-
-
-
-
1,609
442
-
-
Fuel and Energy
Gas Supplies
Mining, Manufacturing and
Construction
Building Control
Abattoirs
Quarries and Pits
Other
1,609
-
6,503
442
(302)
704
(423)
(398)
(1,931)
210
35
(210)
724
(1,591)
(3,483)
-
-
(1,167)
-
(1,167)
page 3
Special Schedule No. 1 - Net Cost of Services (continued)
$'000
Expenses from
Expenses
Transport and Communication
Urban Roads (UR) - Local
Urban Roads - Regional
Sealed Rural Roads (SRR) - Local
Sealed Rural Roads - Regional
Group Totals
Unsealed Rural Roads - Regional
Bridges on UR - Local
Bridges on UR - Regional
Bridges on SRR - Local
Bridges on SRR - Regional
Bridges on URR - Local
Bridges on URR - Regional
Footpaths
Aerodromes
Parking Areas
Bus Shelters and Services
Water Transport
RTA Works (State)
Street Lighting
Other
4,491
241
47
64
28
585
259
43
742
713
882
Economic Affairs
Camping Areas
Caravan Parks
Tourism and Area Promotion
Industrial Development Promotion
Saleyards and Markets
Real Estate Development
Commercial Nurseries
Other Business Undertakings
16
232
144
161
-
Unsealed Rural Roads (URR) - Local
Totals – Functions
Income from
Non Capital Capital
Revenues Revenues
8,095
142
246
84
835
134
151
753
325
143
-
553
35
26
137
-
64,717
General Purpose Revenues(1)
Net Cost of
Services
Group
Totals
Net Cost
Group Totals
2,813
(3,596)
330
(47)
(64)
(28)
(501)
(259)
(43)
236
(579)
(731)
(5,282)
-
198
19
(232)
(118)
(24)
-
(355)
33,972
4,112
38,084
20,350
-
20,350
20,350
20,350
-
-
-
(26,633)
Share of interests - joint ventures &
associates using the equity method
NET OPERATING
RESULT FOR YEAR
-
64,717
-
-
54,322
4,112
58,434
(6,283)
(6,283)
Notes:
(1) Includes: Rates & Annual Charges (incl. Ex Gratia), Untied General Purpose Grants & Interest on Investments (excl. Restricted Assets)
page 4
Special Schedule No. 2(a) - Statement of Long Term Debt (all purpose)
$'000
New
Loans
at beginning of the year
raised
Non
Total during the
Current
Current
year
Principal outstanding
Classification of Debt
Loans (by Source)
Commonwealth Government
Treasury Corporation
Other State Government
Public Subscription
Financial Institutions
Other
Total Loans
Principal outstanding
Debt redemption
during the year
From
Revenue
Transfers Interest
to Sinking applicable
Sinking Funds
for Year
Funds
at the end of the year
Current
Non
Current
Total
45
45
55
55
-
10
10
-
-
4
4
10
10
35
35
45
45
Other Long Term Debt
Ratepayers Advances
Government Advances
Finance Leases
Deferred Payments
Total Long Term Debt
330
330
550
550
880
880
412
412
359
359
-
-
155
155
323
323
610
610
933
933
Total Debt
340
595
935
412
369
-
-
159
333
645
978
page 5
Notes: Excludes (i) Internal Loans & (ii) Principal Inflows/Outflows relating to Loan Re-Financing.
This Schedule is prepared using the Face Value of debt obligations, rather than Fair Value (as per the GPFR's).
10
10
Special Schedule No. 2(b) - Statement of Internal Loans
[Section 410(3) LGA 1993]
$'000
Summary of Internal Loans
Borrower (by purpose)
Amount originally raised
Total repaid during the year
(Principal & Interest)
Principal Outstanding
at end of year
6,655
-
678
-
2,678
-
General
Water
Sewer
Gas
Other
Totals
6,655
678
2,678
Note: The summary of Internal Loans (above) represents the total of Council's Internal Loans categorised according to the borrower.
Details of Individual Internal Loans
Lender
(by purpose)
Sewer Fund
Sewer Fund
Sewer Fund
Sewer Fund
Date of
Minister's
Approval
14/09/00
05/07/02
05/07/02
18/10/04
Date Raised
12/00
12/03
06/04
06/05
Term
(years)
10
10
10
10
Dates of
Maturity
10/2010
06/2012
06/2012
06/2015
Rate of
Interest
6.90%
6.07%
6.07%
6.23%
Amount
Originally
raised
2,455
1,658
1,342
1,200
6,655
Total repaid
Principal
during year
(Princ. & Int.)
Outstanding
at end of year
263
179
128
108
678
493
606
772
807
2,678
page 6
Borrower
(by purpose)
General
General
General
General
Totals
Special Schedule No. 3 - Water Supply Income Statement
Includes ALL INTERNAL TRANSACTIONS, ie. prepared on a Gross Basis.
Actuals
2009
Actuals
2008
1,764
-
1,750
-
-
-
- Mains
c. Operation expenses
d. Maintenance expenses
934
189
718
100
- Reservoirs
e. Operation expenses
f. Maintenance expenses
57
44
232
23
- Pumping Stations
g. Operation expenses (excluding energy costs)
h. Energy costs
i. Maintenance expenses
7
19
39
56
25
3
- Treatment
j. Operation expenses (excluding energy costs)
k. Chemical costs
l. Maintenance expenses
-
-
- Other
m. Operation expenses
n. Maintenance expenses
o. Purchase of water
7
16
4,763
147
20
2,498
Depreciation
a. System assets
b. Plant and equipment
2,628
-
2,423
-
1
594
-
1
-
11,062
7,996
$'000
A
Expenses and Income
Expenses
1.
Management expenses
a. Administration
b. Engineering and Supervision
2.
3.
4.
5.
Operation and Maintenance
- Dams & Weirs
a. Operation expenses
b. Maintenance expenses
Miscellaneous expenses
a. Interest expenses
b. Revaluation Decrements
c. Other expenses
d. Tax Equivalents Dividends (actually paid)
Total expenses
page 7
Special Schedule No. 3 - Water Supply Income Statement (continued)
Actuals
2009
Actuals
2008
Residential charges
a. Access (including rates)
b. Usage charges
4,052
5,115
3,881
5,154
Non-residential charges
b. Usage charges
-
-
51
49
271
461
226
28
78
-
78
-
151
-
117
1,019
-
9,944
10,787
$'000
Income
6.
7.
8.
Extra charges
9.
Interest income
10. Other income
11. Grants
a. Grants for acquisition of assets
b. Grants for pensioner rebates
c. Other grants
12. Contributions
a. Developer charges
b. Developer provided assets
c. Other contributions
13. Total income
14. Gain or loss on disposal of assets
(166)
(366)
15. Operating Result
(1,284)
2,425
15a. Operating Result (less grants for acquisition of assets)
(1,284)
2,425
page 8
Special Schedule No. 3 - Water Supply Income Statement (continued)
Actuals
2009
$'000
B
Actuals
2008
Capital transactions
Non-operating expenditures
16. Acquisition of Fixed Assets
a. Subsidised scheme
b. Other new system assets
c. Renewals
d. Plant and equipment
713
-
1,272
-
17. Repayment of debt
a. Loans
b. Advances
c. Finance leases
4
-
4
-
18. Transfer to sinking fund
-
-
717
1,276
20. Proceeds from disposal of assets
-
-
21. Borrowing utilised
a. Loans
b. Advances
c. Finance leases
-
-
22. Transfer from sinking fund
-
-
23. Totals
-
-
13,985
215
1,038
54
13,840
326
1,035
56
19. Totals
Non-operating funds employed
C
Rates and charges
24. Number of assessments
a. Residential (occupied)
b. Residential (unoccupied, ie. vacant lot)
c. Non-residential (occupied)
d. Non-residential (unoccupied, ie. vacant lot)
-
25. Number of ETs for which developer charges were received
26. Total amount (actual dollars) of pensioner rebates
$
ET
147,000
$
ET
145,000
page 9
Special Schedule No. 3 - Water Supply Cross Subsidies
$'000
D
Yes
No
Amount
Best practice annual charges and developer charges*
27. Annual charges
a. Does Council have best-practice water supply annual charges
and usage charges*?
Yes
If Yes, go to 28a.
If No, please report if council has removed land value from access
charges (ie rates)?
NB. Such
charges for both residential customers and non-residential
customers comply with section 3.2 of Water Supply, Sewerage and
Trade Waste Pricing Guidelines, Department of Water & Energy,
December, '2002. Such charges do not involved significant cross
subsidies.
b. Cross-subsidy from residential customers using less than
allowance (page 25 of Guidelines)
c. Cross-subsidy to non-residential customers (page 24 of Guidelines)
d. Cross-subsidy to large connections in unmetered supplies
(page 26 of Guidelines)
28. Developer charges
a. Has council completed a water supply Development Servicing**
Plan?
b. Total cross-subsidy in water supply developer charges for
2008/09 (page 47 of Guidelines)
Yes
-
** In accordance with page 9 of Developer Charges Guidelines for
Water Supply, Sewerage and Stormwater, Department of Water and
Energy, Dec 2002.
29. Disclosure of cross-subsidies
Total of cross-subsidies (27b +27c + 27d + 28b)
-
* Councils which have not yet implemented best practice water supply
pricing should disclose cross-subsidies in items 27b, 27c and 27d above.
However, disclosure of cross-subsidies is not required where a Council
has implemented best practice pricing and is phasing in such pricing over
a period of 3 years.
page 10
Special Schedule No. 4 - Water Supply Balance Sheet
Includes INTERNAL TRANSACTIONS, ie. prepared on a Gross Basis.
as at 30 June 2009
$'000
Actuals
Current
Actuals
Non Current
Actuals
Total
ASSETS
30. Cash and investments
b. Special purpose grants
c. Accrued leave
d. Unexpended loans
e. Sinking fund
f. Other
3,417
5,825
3,500
3,417
9,325
31. Receivables
a. Specific purpose grants
b. Rates and charges
c. Other
679
717
-
679
717
90
-
90
33. Property, plant and equipment
a. System assets
-
105,159
2,393
105,159
2,393
34. Other assets
-
-
-
35. Total assets
10,728
111,052
121,780
591
-
591
4
-
12
-
16
-
-
-
-
595
12
607
10,133
111,040
121,173
32. Inventories
LIABILITIES
36. Bank overdraft
37. Creditors
38. Borrowings
a. Loans
b. Advances
c. Finance leases
39. Provisions
a. Tax equivalents
b. Dividend
c. Other
40. Total liabilities
41. NET ASSETS COMMITTED
EQUITY
42. Accumulated surplus
43 Asset revaluation reserve
44. TOTAL EQUITY
45.
46.
47.
Note to system assets:
Current replacement cost of system assets
Accumulated current cost depreciation of system assets
Written down current cost of system assets
94,921
26,252
121,173
168,193
(63,034)
105,159
page 11
Special Schedule No. 5 - Sewerage Income Statement
Actuals
2009
Actuals
2008
1,668
-
1,657
540
Operation and Maintenance
- Mains
a. Operation expenses
b. Maintenance expenses
822
385
507
127
- Pumping Stations
c. Operation expenses (excluding energy costs)
d. Energy costs
e. Maintenance expenses
187
43
151
96
52
60
- Treatment
f. Operation expenses (excl. chemical, energy, effluent & biosolids management costs)
g. Chemical costs
h. Energy costs
i. Effluent Management
j. Biosolids Management
k. Maintenance expenses
500
451
183
111
95
151
492
294
198
97
29
169
21
50
26
34
2,921
115
2,983
103
2
69
-
2
-
7,925
7,466
$'000
A
Expenses and Income
Expenses
1.
Management expenses
a. Administration
b. Engineering and Supervision
2.
- Other
l. Operation expenses
m. Maintenance expenses
3.
4.
5.
Depreciation
a. System assets
Miscellaneous expenses
a. Interest expenses
b. Revaluation Decrements
c. Other expenses
d. Tax Equivalents Dividends (actually paid)
Total expenses
page 12
(continued)
Actuals
2009
Actuals
2008
4,710
4,519
409
216
380
194
Trade Waste Charges
a. Annual Fees
b. Usage charges
c. Excess mass charges & re-inspection fees
16
-
14
-
Extra charges
28
20
10. Interest income
677
1,395
11. Other income
218
354
12. Grants
a. Grants for acquisition of assets
b. Grants for pensioner rebates
c. Other grants
78
-
77
-
13. Contributions
b. Developer provided assets
c. Other contributions
91
-
230
1,765
12
6,443
8,960
$'000
Income
6.
Residential charges (including rates)
7.
Non-residential charges
b. Usage charges
8.
9.
14. Total income
(3)
-
16. Operating Result
(1,485)
1,494
16a. Operating Result (less grants for acquisition of assets)
(1,485)
1,494
15. Gain or loss on disposal of assets
page 13
(continued)
Actuals
2009
Actuals
2008
3,218
44
4,572
25
18. Repayment of debt
a. Loans
b. Advances
c. Finance leases
6
-
6
-
19. Transfer to sinking fund
-
-
3,268
4,603
21. Proceeds from disposal of assets
-
-
22. Borrowing utilised
a. Loans
b. Advances
c. Finance leases
-
-
23. Transfer from sinking fund
-
-
24. Totals
-
-
13,985
215
1,038
54
13,840
326
1,035
56
$'000
B
Capital transactions
Non-operating expenditures
17. Acquisition of Fixed Assets
a. Subsidised scheme
b. Other new system assets
c. Renewals
d. Plant and equipment
20. Totals
Non-operating funds employed
C
Rates and charges
25. Number of assessments
a. Residential (occupied)
b. Residential (unoccupied, ie. vacant lot)
c. Non-residential (occupied)
d. Non-residential (unoccupied, ie. vacant lot)
-
26. Number of ETs for which developer charges were received
27. Total amount (actual dollars) of pensioner rebates
$
ET
146,449
$
ET
143,661
page 14
Special Schedule No. 5 - Sewerage Cross Subsidies
Yes
$'000
D
No
Amount
Best practice annual charges and developer charges*
28. Annual charges
a. Does Council have best-practice sewerage annual charges,
usage charges and trade waste fees & charges*?
Yes
If Yes, go to 29a.
If No, please report if council has removed land value from access
charges (ie rates)?
NB. Such
charges for both residential customers and non-residential
customers comply with section 4.2 & 4.3 of the Water Supply,
Sewerage and Trade Waste Pricing Guidelines, Department of
Water and Energy, December, 2002. Such charges do not involve
significant cross subsidies.
b. Cross-subsidy to non-residential customers (page 45 of Guidelines)
c. Cross-subsidy to trade waste discharges (page 46 of Guidelines)
29. Developer charges
a. Has council completed a sewerage Development Servicing**
Plan?
Yes
-
b. Total cross-subsidy in sewerage developer charges for
2008/09 (page 47 of Guidelines)
** In accordance with page 9 of Developer Charges Guidelines for
Water Supply, Sewerage and Stormwater, Department of Water &
Energy , Dec 2002.
30. Disclosure of cross-subsidies
Total of cross-subsidies (28b + 28c + 29b)
-
* Councils which have not yet implemented best practice sewer pricing &
liquid waste prising should disclose cross-subsidies in items 28b and 28c
above.
However, disclosure of cross-subsidies is not required where a Council
has implemented best practice sewerage and liquid waste pricing and
is phasing in such pricing over a period of 3 years.
page 15
Special Schedule No. 6 - Sewerage Balance Sheet
Includes INTERNAL TRANSACTIONS, ie. prepared on a Gross Basis.
as at 30 June 2009
$'000
Actuals
Current
ASSETS
31. Cash and investments
b. Special purpose grants
c. Accrued leave
d. Unexpended loans
e. Sinking fund
f. Other
10,381
12,218
7,500
10,381
19,718
32. Receivables
a. Specific purpose grants
b. Rates and charges
c. Other
441
723
1,955
441
2,678
33. Inventories
-
-
-
34. Property, plant and equipment
a. System assets
-
110,579
10,613
110,579
10,613
35. Other assets
-
-
-
36. Total Assets
23,763
130,647
154,410
267
-
267
6
1
22
-
28
1
-
-
-
274
22
296
23,489
130,625
154,114
LIABILITIES
37. Bank overdraft
38. Creditors
39. Borrowings
a. Loans
b. Advances
c. Finance leases
40. Provisions
a. Tax equivalents
b. Dividend
c. Other
41. Total Liabilities
42. NET ASSETS COMMITTED
Actuals
Non Current
Actuals
Total
EQUITY
42. Accumulated surplus
44. Asset revaluation reserve
131,447
22,667
45. TOTAL EQUITY
154,114
46.
47.
48.
Note to system assets:
Current replacement cost of system assets
Accumulated current cost depreciation of system assets
Written down current cost of system assets
203,712
(93,133)
110,579
page 16
Notes to Special Schedule No.'s 3 & 5
Administration
(1)
Engineering and supervision
(1)
(item 1a of Special Schedules 3 and 5) comprises the following:
(item 1b of Special Schedules 3 and 5) comprises the following:
•
Administration staff:
− Salaries and allowance
− Travelling expenses
− Accrual of leave entitlements
− Employment overheads.
•
Engineering staff:
•
Meter reading.
•
•
Bad and doubtful debts.
•
Other administrative/corporate support services.
Other technical and supervision staff:
Operational expenses (item 2 of Special Schedules 3 and 5) comprise the day to day operational expenses
excluding maintenance expenses.
Maintenance expenses (item 2 of Special Schedules 3 and 5) comprise the day to day repair and maintenance
expenses. (Refer to Section 5 of the Local Government Asset Accounting Manual regarding capitalisation
principles and the distinction between capital and maintenance expenditure).
Other expenses (item 4c of Special Schedules 3 and 5) includes all expenses not recorded elsewhere.
Revaluation decrements (item 4b of Special Schedules 3 and 5) is to be used when I,PP&E decreases in FV.
Residential charges (2) (items 6a, 6b and item 6 of Special Schedules 3 and 5 respectively) include all income
from residential charges. Item 6 of Schedule 3 should be separated into 6a Access Charges (including rates if
applicable) and 6b Usage Charges.
Non-residential charges (2) (items 7a, 7b of Special Schedules 3 and 5) include all income from non-residential
charges separated into 7a Access Charges (including rates if applicable) and 7b Usage Charges.
Trade waste charges (item 8 of Special Schedule 5) include all income from trade waste charges separated
into 8a Annual Fees, 8b Usage Charges and 8c Excess Mass Charges and 8d Re-inspection Fees.
Other income (items 10 and 11 of Special Schedules 3 and 5 respectively) include all income not recorded
elsewhere.
Other contributions (items 12c and 13c of Special Schedules 3 and 5 respectively) include capital contributions
for water supply or sewerage services received by Council under Section 565 of the Local Government Act.
Notes:
Administration and engineering costs for the development of capital works projects should be reported as part of the capital
(1)
cost of the project and not as part of the recurrent expenditure (ie. in item 16 for water supply and item 17 for sewerage,
and not in items 1a and 1b).
(2)
To enable accurate reporting of residential revenue from usage charges, it is essential for councils to accurately
separate their residential (item 6) charges and non-residential (item 7) charges.
page 17
Special Schedule No. 7 - Condition of Public Works
as at 30 June 2009
$'000
Dep'n.
Rate
(%)
Dep'n.
Expense
($)
Accumulated
Depreciation
&
Cost Valuation
ASSET CLASS
Asset Category
per Note 1
Buildings
Impairment
Carrying
Amount
Asset
(WDV) Condition#
Council Offices
Council Works Depot
Council Halls
Council Houses
Museum
Childcare Centre(s)
Art Gallery
Amenities/Toilets
Emergency Services
Aged Care
Aquatic Centre
Pump House
Tourist Office
sub total
2.51%
2.61%
2.47%
2.63%
2.79%
2.52%
2.51%
3.10%
2.49%
2.36%
2.51%
per Note 4
<<<<<<<<<<<< per Note 9 >>>>>>>>>>>>
407
154
683
14,916
5,894
26,706
7,289
3,146
7,883
22
104
838
3,733
543
2,030
69
26
22
83
3
27
1,600
2,716
1,077
710
3,298
127
1,076
61,091
1,478
381
195
816
58
646
24,465
-
7,627
2,748
18,823
295
1,703
1,238
696
515
2,482
69
430
36,626
Estimated
cost to
bring up to a
satisfactory
condition
standard (1)
Required(2)
Annual
Current(3)
Annual
M'ntce
M'ntce
<<<<<<<< per Section 428(2d) >>>>>>>>
3
3
3
3
3
2
3
3
1
3
3
145
17
55
5
8
30
24
15
5
145
15
55
5
8
35
24
15
5
156
17
60
6
10
37
24
16
5
304
307
331
page 18
(continued)
as at 30 June 2009
$'000
Dep'n.
Rate
(%)
Dep'n.
Expense
($)
Accumulated
Depreciation
&
Cost Valuation
ASSET CLASS
Asset Category
per Note 1
Public Roads
Water
Impairment
Carrying
Amount
Asset
(WDV) Condition#
Sealed Roads
Unsealed Roads
Sealed Roads Structure
Bridges
Footpaths
Cycle ways
Kerb and Gutter
Road Furniture
Car Parks
sub total
<<<<<<<<<<<< per Note 9 >>>>>>>>>>>>
6.96%
1,664
23,856
2.67%
1,381
8
271
51
581
1
181
4,138
2.29%
6.65%
18.03%
4.89%
4.00%
9.19%
5.02%
1.43%
1.25%
1.24%
1.09%
2.97%
0.00%
1.28%
1.52%
741
178
28
30
1,632
10
6
1
2,626
-
8,013
51,953
624
5,227
1,037
11,818
22
2,111
96,648
-
condition
standard (1)
Required(2)
Annual
Current(3)
Annual
M'ntce
M'ntce
<<<<<<<< per Section 428(2d) >>>>>>>>
3
-
6,165
25
837
328
2,177
1
615
18,161
15,843
45,788
599
4,390
709
9,641
21
1,496
78,487
15,256
12,650
2,350
2,460
134,513
347
6
474
136
168,193
10,721
4,875
779
846
45,348
231
2
204
29
63,034
4,535
7,775
1,572
1,614
89,165
116
4
270
107
105,159
3
3
3
3
3
3
3
3
3
3
3
2
2
3
3
1,200
118
450
10
150
10
230
49
50
2,267
1,200
118
450
10
150
10
50
49
50
2,087
1,150
118
445
4
102
7
14
49
585
2,474
335
224
15
30
1,370
30
340
220
20
35
1,200
30
339
224
15
30
1,373
28
2,004
1,845
2,009
page 19
Water Connections
Reservoirs
Hydrants
Stop Valves
Pipeline
Pump Station
Check Valves
Flow Meters
Pressure Reducing Valves
sub total
per Note 4
Estimated
cost to
bring up to a
satisfactory
(continued)
as at 30 June 2009
$'000
Dep'n.
Rate
(%)
Dep'n.
Expense
($)
Accumulated
Depreciation
&
Cost Valuation
ASSET CLASS
Asset Category
per Note 1
Sewerage
Impairment
Carrying
Amount
Asset
(WDV) Condition#
Pump Stations
Pipeline
Manholes
Air Vent Stacks
Treatment Works
sub total
Drainage Works Inlet and Junction Pits
Culverts <= 6m in Span
Trunk Mains
Open Drainage
Miscellaneous Structures
Gross Pollutant Traps
Distribution Mains
Manholes
sub total
1.44%
1.42%
1.05%
1.84%
6.98%
2.57%
5.75%
6.00%
3.75%
6.45%
4.67%
6.29%
<<<<<<<<<<<< per Note 9 >>>>>>>>>>>>
2,154
69,437
9,215
12,230
97
93,134
3,060
90,671
11,505
5,342
1
110,579
3
3
3
3
3
9,853
651
15,941
100
535
124
5,369
143
32,716
6,945
569
11,606
75
435
91
4,179
102
24,002
3
3
3
3
3
3
3
3
-
2,908
82
4,335
25
100
33
1,190
41
8,714
129,364
432,996
207,508
354,853
-
689
16
915
6
20
8
252
10
1,916
13,201
Current(3)
Annual
M'ntce
M'ntce
<<<<<<<< per Section 428(2d) >>>>>>>>
5,214
160,108
20,721
17,572
98
203,712
80
2,237
287
316
1
2,921
condition
standard (1)
Required(2)
Annual
2,974
2,470
60
1
1,085
6,590
2,974
2,450
60
1
1,085
6,570
2,974
2,477
65
2
1,085
6,603
145
140
142
145
140
142
11,310
10,949
11,559
page 20
TOTAL - ALL ASSETS
1.64%
per Note 4
Estimated
cost to
bring up to a
satisfactory
(continued)
as at 30 June 2009
Notes:
(1).
(2).
(3).
Satisfactory refers to estimated cost to bring the asset to a satisfactory condition as deemed by Council. It does not include any planned enhancements to the existing asset.
Required Annual Maintenance is what should be spent to maintain assets in a satisfactory standard.
Current Annual Maintenance is what has been spent in the current year to maintain assets.
#
Asset Condition "Key" - as per NSW Local Government Asset Accounting Manual:
1
Near Perfect - Ranges from New or Good
2
Superficial Deterioration - Ranges from Generally Good to Fair
3
Deterioration Evident - Ranges from Fair to Marginal
4
Requires Major Reconstruction - Ranges from Poor to Critical
5
Asset Unserviceable - Critical, Beyond Repair
page 21
Special Schedule No. 8 - Financial Projections
as at 30 June 2009
$'000
Actual (1) Forecast
09/10
08/09
Forecast
10/11
Forecast(3)
Forecast(3)
11/12
12/13
(i) RECURRENT BUDGET
58,434
64,717
60,797
64,449
61,829
66,771
64,950
69,187
68,525
72,177
Operating Result from Continuing Operations
(6,283)
(3,652)
(4,942)
(4,237)
(3,652)
(ii) CAPITAL BUDGET
New Capital Works (2)
Replacement/Refurbishment of Existing Assets
Total Capital Budget
7,582
5,429
13,011
13,031
2,725
15,756
585
3,318
3,903
602
3,418
4,020
621
3,520
4,141
237
11,347
700
727
13,011
2,450
418
12,253
535
100
15,756
412
3,191
300
3,903
434
2,586
500
500
4,020
446
2,895
800
4,141
Funded by:
– Loans
– Asset sales
– Reserves
– Grants/Contributions
– Recurrent revenue
– Other
Notes:
(1) From 08/09 Income Statement.
(2) New Capital Works are major non-recurrent projects, eg new Leisure Centre, new Library, new Swimming pool etc.
(3) If Council has only adopted 3 years of projections then only show 3 years.
page 22