Late Items
General Meeting
Wednesday 12 June 2013
Roma Administration Centre
NOTICE OF MEETING
Date: 12 June 2013
Mayor: Councillor R S Loughnan
Deputy Mayor: Councillor W S Wason
Councillors: Councillor J L Chambers
Councillor R J Denton
Councillor P J Flynn
Councillor W M Newman
Councillor C J O’Neil
Councillor M L Price
Councillor D J Schefe
Chief Executive Officer: Ms Julie Reitano
Senior Management: Mr Tony Klein (Director Community & Commercial Services)
Mr Michael Parker (Acting Director Infrastructure Services)
Mr Rob Hayward (Director Development, Facilities & Environmental Services)
Officers: Ms Jane Frith (Coordinator Corporate Communications)
Please find attached agenda for the General Meeting to be held at the Roma Administration Centre on June 12, 2013 at 9.00am.
Julie Reitano
Chief Executive Officer
Maranoa Regional Council
General Meeting - 12 June 2013
TABLE OF CONTENTS
Item Subject
No
L Late Items
L.1 Local Government Grants and Subsidies Program Applications.......... 2
Prepared by: Susan (Sue) Sands, Coordinator - Grants (Council & Community)
L.2 Capacity Building Model for Community Development Team................ 5
Prepared by: Katrina Marsh, (Acting) Manager - Community Development
L.3 Consideration of Elected Member Attendance at Conferences........... 10
Prepared by: Kelly Rogers, Coordinator - Elected Members & Community Engagement
L.4 Alternative name change to the Maruma-Li Mari program after further consultation by external stakeholders, including the adoption of an addition to the Corporate Style Guide......................................................................................................... 13
Prepared by: Melissa Wathen, Manager - Social Services
Attachment : AFLS - Imagery and Logo for Corporate Style Guide......... 16
L.5 Roma Saleyards and Housing Fees and Charges................................... 16
Prepared by: Tony Klein, Director - Community & Commercial Services
Attachment : 2013/14 Proposed Fees & Charges - Saleyards & Housing 18
LC Confidential Items
LC.1 Update of Organisational Structure
Classification: Closed Access
Local Government Regulation 2012 Section 275(a) the appointment, dismissal or discipline of employees.
LC.2 Consideration of Application for Grids
Classification: Closed Access
Local Government Regulation 2012 Section 275(f) (h) starting or defending legal proceedings involving the local government; AND other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage.
LC.3 Request to Grant Discount
Classification: Closed Access
Local Government Regulation 2012 Section 275(d) rating concessions.
Officer Report
Meeting: General 12 June 2013 |
Date: 7 June 2013 |
Item Number: L.1 |
File Number: D13/24208 |
Subject Heading: Local Government Grants and Subsidies Program Applications
Classification: Open Access
Name of Applicant: N/A
Location: N/A
Author & Officer’s Title: Susan (Sue) Sands, Coordinator - Grants (Council & Community)
Executive Summary: Maranoa Regional Council is eligible to submit projects for funding under the Local Government Grants and Subsidies Program, administered by the Department of Local Government, Community Recovery and Resilience. The following projects have been identified as eligible, and have been prioritised from an operational and strategic perspective by the Executive Management Team and at a Council Workshop.
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1. That Council approve submissions for funding under the Local Government Grants and Subsidies Program for the following projects:
Infrastructure Subsidy Potential Projects 1. Roma Sewerage Project 2. Surat Sewerage Project 3. Injune Art Space 4. Parklands facilities in Roma and Surat
2. That Council endorse the Mayor and the CEO to sign the Certification Form on behalf of Council. The joint signatures are part of the application requirements.
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Body of Report:
Councils across Queensland are eligible to apply for funding under the Local Government Grants and Subsidies Program. $14.59M has been allocated to the Infrastructure Program for the 2013/14 financial year. Eligible projects will attract up to 40% funding of project costs.
The program opened on 6 June and closes on 28 June, with successful projects announced in July.
Objectives of Funding Program
The LGSSP objectives are to support applicants with capital costs of essential infrastructure construction and upgrade works that:
- Support economic development activities and community infrastructure including security measure in public places
- Respond to growth pressures
- Meet identified needs and priorities of local communities
- Are supported by the community.
The State Government will assess the projects on a range of criteria:
- The project is ready to proceed, and will be completed in one year from the date of formal funding approval.
- Demonstrated support from community, with evidence of results of consultation (eg Community Plan)
- Represents value for money
- Meets objectives.
Projects for consideration include:
Sewerage Projects
These projects have been prioritised as follows by Infrastructure staff.
1. Roma Sewerage Treatment Plant (STP) effluent polishing for golf club recycled water supply. Estimated cost $500,000. It is proposed to bundle this project with the Roma Pond 5 & 6 upgrade, which has an estimated cost of $400,000. This would bring the total project cost to $900,000 and the requested amount would be $360,000.
2. Surat Sewerage Pump station Augmentation ($80,000) and STP upgrade ($320,000). It would be proposed to bundle these complementary projects into one application of $400,000. Apply for $160,000.
Injune Art Space
- Estimated cost $131,000
- Application for $52,400
Parklands Facilities in Roma and Surat
- Estimated cost up to $160,000
- Application for up to $64,000
Consultation (internal/external):
Maranoa Regional Council Executive Management Team
Troy Pettiford, Manager – Water, Sewerage & Gas
Staff from the Department of Local Government, Community Recovery and Resilience
Risk Assessment (Legal, Financial, Political etc.):
Projects and costs may vary according to consultation and advice provided by the Department of Local Government relating to eligible expenses.
Projects must be ‘shovel-ready’ and able to be completed within 12 months. (Not 24 months as was previously the case.) Advice from the Department indicates that projects for this round must be delivered on time.
Policy Implications:
Nil
Financial Resource Implications:
Successful funding applications will enable Council to bring forward planned infrastructure projects.
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.4.1(a) To proactively identify and encourage actions which facilitate the sustainable development of the regional economy.
Supporting Documentation:
Nil.
Report authorised by:
Officer Report
Meeting: General 12 June 2013 |
Date: 11 June 2013 |
Item Number: L.2 |
File Number: D13/24649 |
Subject Heading: Capacity Building Model for Community Development Team
Classification: Open Access
Name of Applicant:
Location:
Author & Officer’s Title: Katrina Marsh, (Acting) Manager - Community Development
Executive Summary: The Community Development Team are in the process of creating a Capacity Building Model that will ensure the support and assistance they offer in the future is seen as relevant and therefore valued by the community whilst developing community capacity and promoting Council’s role in this area of operation. This report will also ensure Councillors are aware of this process when discussing with community members.
The report also makes recommendation to amend the name of the existing Coordinator - Community Development.
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That Council: · endorse the Community Capacity Building Model for implementation by the Community Development Department and · endorse changing the Coordinator - Community Development (town name) to Maranoa Community Coordinator.
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Body of Report:
Background
The staff of the Community Development team has been struggling with a consistent way to engage with community organisations in the Maranoa. Several of our current staff members are new to their respective areas which has made the process more problematic. Because of this, the service delivery in the past has been very reactive and often ad-hoc. A high turnover of staff and the lack of a standardised approach has led to a limited understanding of the strengths and weaknesses of community organisations with little or no documentation noted for further planning.
This reactive approach combined with a limited understanding of what community development is and Council’s role in this space means that relevant organisations have expectations that may not necessarily be consistent with what community development is. This in turn has also led to the support and assistance we provide not being valued or relevant to these organisations and therefore lack of participation is also evident.
To address some of the issues, it is recommended that the Community Development Department takes a more active role in developing the capacity of the community organizations (including but not limited to Arts and Culture, Sport and Recreation and Tourism) which would incorporate:
· Educating the community with the, skills & knowledge to make informed decisions
· Thinking about apparent issues differently and anticipating change
· Help the community to become fundamentally better able to manage change
· Interaction with community towards ‘joint action’ rather than individual action – collective agency
· Leading the community towards continuous improvement
· Improves the ability of communities to collectively make better decisions about the use of resources such as infrastructure, labour and knowledge
Proposed Process
The Community Development team has created a Capacity Building Model designed to give staff direction around client engagement with the flexibility and freedom to engage according to the needs of all community organisations.
Stage One
Through consultation with staff, the existing community organisation database was redeveloped to be successfully used in Stages Two and Three of the model.
Outcomes from Stage One:
· By identifying organisations in the Maranoa that could be considered following ‘best practise’ we now have several organisations that may be willing to mentor other local organisations towards achieving results an sustainability
· The team have now identified or have a process to identify organisations who are eager but struggling with basic concepts towards remaining viable
· This process enabled staff to identify groups that they may have had limited engagement with whom could potentially be requiring assistance and merely not aware of the service delivery we offer
· Prioritisation means staff will spend less time trying to engage with those organisations who are simply not interested in remaining viable or working with Council.
Stage Two
The Community Development team has created a diagnostic tool that has been designed to elicit purposeful conversations with clubs and associations and document accordingly. KPI’s will be set and noted in work programs to ensure a minimum amount of engagement occurs and enough data collected to plan relevant workshops and assistance in the future.
Outcomes from Stage Two (if endorsed by Council):
· Completion of diagnostics will enable co-ordinators to perform a SWOT of clubs & associations in their area
· Data collected from all Community organisations (including but not limited to Arts and Culture, Sport and Recreation and Tourism) will assist Council will assist Council and Community with annual bids, identification of potential projects and feasibility of all events, programs & initiatives.
· Staff will be able to access a standard process easily from TRIM
· Staff will be able to collect data and store in TRIM for future reference
· Staff will now have a flexible method in place to assist and put them at ease when engaging with the community
· Staff will be given the opportunity to educate (or re-educate) the community about what Community Development is and facilitate sustainability
· Community clubs and associations will be motivated towards continuous improvement and sustainability
· By identifying resources that our community may have, the Community Development team may be able to partner with and use these in projects and initiatives
Stage Three
After the collection of data via the diagnostics, the Community Development team will use this information to plan and implement capacity building training in a costly manner that is not only relevant to our community but also valued. This will enable us to justify our decisions and the relevant budget required by Council. These will also be closely aligned with Council’s priorities.
The team will also collect relevant resources that will be compiled into a ‘toolbox’ and forwarded to our community groups according to the needs that are relevant to them. This ‘toolbox’ will be filed in TRIM for easy access and added to as these resources are found.
Outcomes from Stage Three (if endorsed by council):
· Bulk workshops presented across the Maranoa to address common needs
· Cost effective approach to the service delivery of the Community Development team
· The service delivery provided by the team will be seen as relevant and therefore valued.
· The ‘toolbox’ will enable staff to respond to some of the community’s needs efficiently in a timely manner and at no cost.
· Community will take ownership of their needs therefore building capacity and sustainability.
· The community Development team will be able to provide support and assistance to the community rather than ‘doing it for them’.
Name change consideration
As a result of a workshop held with Councillors on 11 June 2013, a number of alternative position titles for the existing Community Development Coordinators were considered including
· Maranoa Community Coordinator
· Regional Community Coordinator
· Regional Development Community Coordinator
· Coordinator – Community Programs (town name)
· No name change – Coordinator – Community Development (town name)
The recommended name change is to Maranoa Community Coordinator to better reflect the functions of the role and provide a more regional focus to service delivery.
Consultation (internal/external):
Susan (Sue) Sands - Coordinator - Grants (Council & Community)
Anthony Klein - Director - Community & Commercial Services Community & Commercial Services
Samantha Thrupp - Manager - Customer Service Facilitation
Bronwyn Moore - Coordinator - Community Development Mitchell
Jacqueline Burns - Coordinator - Libraries, Arts & Culture
Fiona Vincent - Coordinator - Sport & Recreation
Penelope Howland - Coordinator - Community Development (Yuleba/Wallumbilla)
Nicola Gear - Coordinator - Community Development Surat
Julia Marr - Coordinator - Community Development Roma
Megan Swords - Coordinator – Community Development (Injune)
Council workshop 11 June 2013
Risk Assessment (Legal, Financial, Political etc.):
· Continued reactive service delivery that is not valued or relevant to community members but also costly
· Continued confusion by staff around client engagement and expectations attached to this
· Limited or no data collected and stored about groups and associations in the Maranoa
· Information that is stored will continue to be out of date
· The role Council plays in community development will continued to be confusing to community members and therefore their expectations of our service delivery may be incorrect
· Ill-informed approaches may be taken when it comes to planning of service delivery
Policy Implications:
‘Nil’
Financial Resource Implications:
$10,000 for a number of Community Capacity Building workshops (a minimum of 2 workshops in Roma, Mitchell, Injune, Surat & Wallumbilla/Yuleba per year) - Subject to 2013/14 budget approval
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.4.3(a) To develop community capacity and encourage community engagement so as to address identified needs and opportunities to enhance the quality of life and wellbeing for residents of our region
Supporting Documentation:
Nil.
Report authorised by:
Officer Report
Meeting: General 12 June 2013 |
Date: 11 June 2013 |
Item Number: L.3 |
File Number: D13/24694 |
Subject Heading: Consideration of Elected Member Attendance at Conferences
Classification: Open Access
Name of Applicant: Not Applicable
Location: Multiple locations
Author & Officer’s Title: Kelly Rogers, Coordinator - Elected Members & Community Engagement
Executive Summary: Formalisation of Elected Member attendance at conferences and meetings as part of advocacy activities and/or enhancing strategy and policy development for Maranoa Regional Council.
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That Council:
1. Endorse the attendance of Cr. Price and Cr. Wason as representing Councillor delegates at the 2013 Surat Basin & Mining Expo on 19 – 20 June 2013;
2. Endorse the submitted ‘Registration Application’ for Cr. Price in attending “DestinationQ Tourism Forum” at the Gold Coast on 27 – 28 August 2013;
3. Approve the attendance of the Mayor, (including associated travel and accommodation costs), in accepting an invitation issued by Santos CEO David Knox, at a Santos Networking Function on 22 June 2013 in Brisbane.
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Body of Report:
A number of conference programs have been emailed to Councillors for review and consideration of attendance. Briefings of each are provided below:-
2013 Surat Basin Energy & Mining Expo
This is an annual expo attended by representatives of Council each year. The Expo, now well established in its 3rd year, showcases opportunities currently available and developing as a result of the Southern Queensland mining Boom. Traditionally Council has approved the attendance of appropriate officers and Elected Members.
Attendance gives an opportunity for Council to showcase the Maranoa Region as a great location to live and work. It also provides an expansive opportunity for attending Councillors to network with important industry representatives.
DestinationQ Tourism Forum
Councils were invited to nominate two representatives to register their interest in attending this year’s DestinationQ Forum, to be held on 27 – 28 August 2013 at the Gold Coast Convention and Exhibition Centre.
Registration of interest closed 7 June, 2013. A ‘Registration Application’ was submitted by the due date in support of Cr. Price’s attendance, having indicated an interest to attending the forum as Council’s Portfolio Chair for Rural Roads & Tourism. The two day forum will focus on the long-term future of the industry, and seek to progress the partnership between industry and government.
Further details of the program will be issued early July 2013.
Santos Networking Evening
The Mayor has received an invitation from the CEO of Santos, David Knox, to attend a networking evening on 22 June 2013 in Milton. The evening provides an opportunity for the Mayor to meet with key executives of Santos – a prominent company operating in the Maranoa Region as part of the gas industry.
The Mayor now requests Council’s endorsement of his attendance at the event.
Consultation (internal/external):
Maranoa Regional Council Elected Members
Risk Assessment (Legal, Financial, Political etc.):
The act requires that Councillors’ attendance at conferences and deputations be permitted by the local government. Unauthorised Councillor attendance at conferences could compromise insurance entitlements should circumstances arise that lead to the submission of an insurance claim.
Policy Implications:
Councillor Expense & Provision of Facilities Policy
The Mayor will be required to update his Register of Interest form and Council’s Gifts received register to accommodate the gifted event ticket, in the event that Council endorses his attendance at the Santos Networking Evening.
Financial Resource Implications:
2013 Surat Basin Energy & Mining Expo
Estimated costs per person: $800
This includes session registration costs and associated travel, meals & accommodation.
DestinationQ Tourism Forum
Note: Registration Costs – not yet available
Associated travel, meal and accommodation costs estimated at $1,000
Santos Networking Evening
Estimated cost: $1,300
This includes associated ticket, travel, accommodation and meal costs.
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.1.1(b) To structure Council’s governance functions in a manner so as to allow effective and efficient utilisation of elected members time and resources to the benefit of the constituents which Council serves.
Supporting Documentation:
Nil.
Report authorised by:
Officer Report
Meeting: General 12 June 2013 |
Date: 7 June 2013 |
Item Number: L.4 |
File Number: D13/24429 |
Subject Heading: Alternative name change to the Maruma-Li Mari program after further consultation by external stakeholders, including the adoption of an addition to the Corporate Style Guide.
Classification: Open Access
Name of Applicant:
Location:
Author & Officer’s Title: Melissa Wathen, Manager - Social Services
Executive Summary:
After external consultation the proposed name change from Maruma-Li Mari Family Violence Prevention Legal Service (MLMFVPLS) to Southern Queensland Indigenous Family Violence Legal Service (SQIFVLS) was deemed unacceptable by an external organisation due to the similarity with their registered business name. In consultation with the Maruma-Li Mari Community Advisory Committee the proposed name of Aboriginal Family Legal Service Southern Queensland has been proposed including logo and imagery.
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That Council endorse the following recommendations: 1. That the name of the existing program Maruma-Li Mari be changed to the Aboriginal Family Legal Service Southern Queensland. 2. Inclusion of an additional logo and imagery for the Aboriginal Family Legal Service Southern Queensland to be added to the Corporate Style Guide.
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Body of Report:
In February of this year Council endorsed key recommendations as per below relating to the family violence prevention legal service:
1. Developing a Community Advisory Committee that corresponds with the Attorney Generals Department Operational Framework, made up of professionals and experts in the region working towards a reduction of family violence in Southern Queensland.
2. Council endorse a Councilor to be part of the Community Advisory Committee
3. Renewing and improving the services marketing material and accessibility to the broader community
4. Reflecting the core business of the organisation with a proposed name change to “Southern Queensland Indigenous Family Violence Legal Service” in alignment with other FVPLS services nationally.
5. The program be identified as an individual business unit of Council to reflect the geographical area of service delivery that the program provides. Upon endorsement and with Council’s approval, the Coordinator would facilitate the implementation of new graphics and images, brochure materials and uniforms to represent the Program accordingly and incorporate this imagery into Council’s Corporate Style Guide.
These recommendations have subsequently been enacted, however, the name Southern Queensland Indigenous Family Violence Legal Service was deemed unacceptable by an external organisation due to the similarity with their registered business name. In consultation with the organisation’s Community Advisory Committee including a formal face to face meeting in Cherbourg on the 7 June 2013 the proposed name of Aboriginal Family Legal Service Southern Queensland has been proposed
The family violence legal service has consulted with the Community Advisory Committee and local Indigenous artists to develop a style guide for the business unit. The brief from the community and Advisory Committee was to develop a style guide that was recognisably Indigenous and accessible and familiar with Aboriginal & Torres Strait Islander people.
The flag as a universal Aboriginal symbol has therefore been incorporated into the design. The hands across the flag represent the imprint the organisation seeks to make in the communities we service and for local Aboriginal people symbolizes a deep connection to place, ancestors and country, as this style of art was used across South West Queensland. The cross hatching represents a painting style for ceremony that also is unique to South West Queensland and has nine intricate lines representing the nine communities the organisation provides service to. Maruma Li Mari, which means, “to heal Aboriginal people”, in Kamilaroi has also been utilised in the design.
Consultation (internal/external):
Donald Wells, Manager-Human Resources
Tony Klein, director – Community and Commercial Services
Nicholas Cedric-Thompson, Coordinator – Family violence Legal Prevention Service
Terena Kosh, Director Attorney Generals Department
Sheree Tronc, Nominated Attorney General Official
Community Advisory Committee
Risk Assessment (Legal, Financial, Political etc.):
Community acceptance of a name change for the program
Policy Implications:
Nil
Financial Resource Implications:
Approval from Attorney Generals Department to utilise previous under expenditure of funding for publication of new brochure material $6000 Trim Doc D13/24461
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.4.10(a) To administer the Maruma-Li Mari indigenous legal and family support program in accordance with defined services agreements and within financial limitations as per funding received and the level of community service obligation as determined by Council from time to time.
Supporting Documentation:
1View |
AFLS - Imagery and Logo for Corporate Style Guide |
D13/24695 |
Report authorised by:
Officer Report
Meeting: General 12 June 2013 |
Date: 12 June 2013 |
Item Number: L.5 |
File Number: D13/24703 |
Subject Heading: Roma Saleyards and Housing Fees and Charges
Classification: Open Access
Name of Applicant: NA
Location: NA
Author & Officer’s Title: Tony Klein, Director - Community & Commercial Services
Executive Summary: To seek Council’s approval for the adoption of amended fees and charges for areas in Housing and Roma Saleyards to allow sufficient notice to be provided to affected clients.
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That Council endorse the amended schedule fees and charges for the Roma Saleyards and Housing and that the amended fees and charges be included in the Register of Fees and Charges for 2013/2014.
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Body of Report:
Council has undertaken an extensive review of the fees and charges for both the Roma Saleyards and Housing.
Endorsement of the amended fees and charges is sought prior to the adoption of the 2013/14 Register of Fees and Charges to allow more time to provide notice to affected clients of the changes.
Consultation (internal/external):
Councillors – workshop 11 June 2013
Risk Assessment (Legal, Financial, Political etc.):
Nil
Policy Implications:
Nil
Financial Resource Implications:
Approximately $10,000 per week of delay
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.2.1(a) To instil confidence to Council and other stakeholders in their decision making by developing and implementing financial procedures, processes and methodologies in an environment that promotes integrity and accountability.
Supporting Documentation:
1View |
2013/14 Proposed Fees & Charges - Saleyards & Housing |
D13/24718 |
Report authorised by: