2020 ANNUAL REPORT - Mapoon Aboriginal Shire Council

MAPOON ABORIGINAL SHIRE COUNCIL

2019 -2020

ANNUAL REPORT

Mapoon Aboriginal Shire Council 2019 -2020 Annual Report 2

Disclaimer Information contained in this document is based on available information at the time of writing. All figures and diagrams are

indicative and should be referred to as such. Whilst Mapoon Aboriginal Shire Council has exercised, reasonable care in prepa ring

this document to represent that it is totally accurate or complete, Council or its officers accept no responsibility for any loss

occasioned to any person acting or refraining from acting in reliance upon any material.

ABN: 15 093 924 706

Website: www.mapoon.qld.gov.au/

Facebook: www.facebook.com/mapoonaboriginalshirecouncil

Call our Office: 07 4082 5211

Postal Address: Mapoon Aboriginal Shire Council Red Beach Road, Mapoon QLD 4874

CONTENTS

Coversheet 1

Disclaimer 2

Contents 3

Our Welcome 4

About this Report 4

Message from the Mayor 5

Message from the Chief Executive Officer 6

Our Councillors 8

Mapoon Aboriginal Shire Council Region 9

Our Council Team 10

Infrastructure Department 11 Environmental Department 14 Human Resources 15 Ruguupyne Store 18 Paanja Lodge & Contractors Accommodation 19 Community Services 20 Playgroup 20 Fitness Centre 21 Senior Contract Employees 22 Governance 22

Councillors Remuneration 22 Other Remuneration to Councillors 23 Facilities provided to Councillors 23 Expenses Reimbursement Policy 23 Councillor Meeting Attendance 24 Complaints made about Councillors 24 Administrative Action Complaints 25 Overseas Travel 25 Community Grants Expenditure 25

Financial Planning & Accountability 26 Annual Operational Report 26 Measures of Financial Sustainability 26 Community Financial Report 27


Our Welcome

Welcome to the Mapoon Aboriginal Shire Council’s Annual Report 2019 - 2020. This report provides an insight on

Council’s achievements and the standards of delivering services to the Mapoon Community and region. The report

also shows progress in delivering the actions set out from the Corporate Plan 2018-2023 and the Operational Plan

2019-2020. The Annual Report is one of the ways Council connects with the community and is the culmination of

regular reporting.

It shows:

• Council’s commitment to achieve its vision for the region

• The result of actioning the Corporate and Operational plans

• Details of Council’s achievements

• Details of the services that have been provided to the region

About this report

Designed to foster a vibrant, culturally rich community where local government services and facilities are delivered in

a way that is responsive to the needs and the aspirations of the community. This Annual Report compares our

performance against what we said we would do in the 2019-2020 financial year and provides an account of all our

activities and other relevant and required information.

The sentiment of our agenda is the community we serve and the trust that rests with Council to preserve the region’s

outstanding cultural values, natural assets, our environment for current and future generations. Through good

governance, good decision making, compliance of legislative obligations, community engagement, risk management

strategies, financial management and customer services we have excelled in what we set in our Operational Plan.

Through the facilities we deliver and maintain for our community – from sporting fields to community halls to – to the

important work we do with our residents in protecting our foreshores, maintaining our public parks and gardens and

working to improve the health and quality of our waterways. This is the day - to - day work of Council that often goes

unnoticed but is a crucial part of ensuring the richness and vitality of our community and way of life is consistently

improving. Council’s partnerships across the community in many of these services and initiatives are testament not

only to the dedication and commitment of our staff but also the personal investment that our community is making in

its own future.

Message from the Mayor

Mayor Aileen Addo “Councils drive to see our community prosper with healthier and happier families living in environment we can all be

proud of continues to be our goal as we move forward to 2021”.

2019 – 2020 saw the resilience and strength of our Council and

community as we all felt the impacts of the COVID – 19

Pandemic. In such a challenging time, we can all stand proud

of the way Council, community and our staff came together to

keep our community safe and maintain the health of all our

residents. Despite the onerous challenges of our COVID-19

response it was business as usual and I am honoured to have

been re-elected as Mayor at the 2020 Local Government

elections and I am proud to have been supported by our

Councillors past and present that have been an inspiration in

the way we have all worked together during such a trying year.

For 2019 – 2020 we set out to achieve community and

Council’s visions and goals and I am proud to say we had a very

industrious and rewarding year resulting in achievements that

included:

• Securing 2.6 million in funding for our cultural

centre

• Commencement of Mapoon Church Project,

• Completion of airport runway – lights etc

• Commencement of new Mapoon Aged Care

facility 2.3 million

• Construction and operation of new

Gymnasium

• Commencement of four houses for staff

accommodation

• Securing 2.3 million for social housing

• Bitumen of Thungu Road 1.6 million

• Securing funding and commencement of

streetlights and CCTV

Through open consultations we continue to engage and listen to the community and the unity and support of

community continues to pave the way forward resulting in a more vibrant and sustainable place for everyone.

Whilst our core focus continues to be on our Sustainability, Customer Service, Infrastructure and Planning, Public and

Environmental Health and Economic Development, we recognise the advantages of regional collaboration to support

the establishment of new business opportunities and tourism.

Recognising opportunity and taking up the challenges of developing partnerships with Government and Non-

Government Organisations will continue to demonstrate Councils strength and capacity to deliver more infrastructure

and more local employment than at any time in the past.

Finally, I look forward to working with everyone to continue to improve our outcomes, reach new levels in customer

service and satisfaction, and help to make the changes that will ensure the health and wellbeing of everyone from

Mapoon is as exceptional as it can be. With a strong organisational culture and strong people leading the way and by

working together, I know we continue to rise from the ashes.

Aileen Addo Mayor, Mapoon Aboriginal Shire Council [email protected]

mailto:[email protected]


Message from the Chief Executive Officer

Naseem Chetty MBA “Despite being confronted by the unprecedented challenges of

responding to the COVID 19 Pandemic during the 2019 – 2020

financial year, Council’s commitment to fulfilling the objectives

outlined in our Annual Operational Plan and 2018 – 2023

Corporate Plan did not waiver”.

As the Chief Executive Officer of Mapoon Aboriginal Shire

Council, I am responsible for the production of an Annual

Report in accordance with Division 3 of the Queensland Local

Government Regulations 2012 and Section 104 (7) of the

Queensland Local Government Act.

The annual report provides a firsthand measure of our

achievements against our annual operational plan, corporate

plan, and annual budget, which are based on council’s vision

and mission:

• Improving the Mapoon lifestyle

• Keeping our culture strong

• Creating opportunities for greater sustainability

• Protecting our country, our environment

• Support local business and enhancing tourism opportunities

• Ensuring there is greater transparency across all Governments include Council’s vision

Mapoon Aboriginal Shire Council delivers services in Queensland’s unspoiled Top - End, a truly exclusive local

government region. The complexities we face on a day-to-day basis in terms of climate, geographic location, natural

environment, culture, and history are equally challenging and inspiring as they are rewarding. Our remote location

sets a strong base and the foundation for who we are. Our achievements are a testament of our initiative, drive,

innovativeness, and resilience and displays how we can deliver with the support and guidance of our community and

stakeholders.

With a focus on long - term sustainability Council continues to invest heavily in infrastructure development or

replacement. Whilst there is some reliance on ground-breaking resolutions and grant funding to support our goal of

advancement, during 2019 – 2020 we were able to develop key infrastructures to improve transportation for health

services, emotional support, and disasters.

We continued to work to create a future that is progressive, while advancing the region to the next level economically,

environmentally, and socially.

Council has a solid record of achievement, wonderful staff and a great track record of service delivery to our customers,

and to become a truly outstanding organisation, we commenced a review of our organisational structure to ensure it

is best aligned with our corporate priorities, strategies and service obligations.

During 2019 – 2020 we continued to invest in capabilities identified as core and critical to the organisation,

strengthening our operating model to focus on our residents (advancing customer service), business and strategic

engagement.

Overall Council during the last financial year, Council has continued to progress towards meeting the outcomes

identified in its 5 years corporate plan whilst meeting the action items identified in the Council’s annual operational

plan. Despite the very unpredictable and ever evolving COVID – 19 Pandemic crisis we were able to:

Community and cultural diversity - Continue building a safe, healthy, equitable and resilient community with strong

engagement and “buy-in” from our residents and others from the surrounding region. Our Art and Culture Committee

continued to be active and maintained continual improvement for environmental and health standards.

Financial management and governance – Continue to build our revenue base and deliver services and projects on

time and within budget. Our overall financial reporting and governance improvements are evidenced in the financial

documentation included in this report.

Economy – Continue to build industry and economy and provide employment opportunities for local people in long-

term full-time roles. Our economic planning, marketing strategies for tourism and opportunities for growth has shown

very positive results.

Infrastructure and asset management – Continue with a major focus on infrastructure planning, funding,

development, and ongoing sustainability as evidenced by the completion of major road works and the airport upgrade.

Organisational culture – Develop a positive work environment that supports and nurtures staff whilst following the

principles of equal opportunity employment and opportunity for all.

Environmental management – Our Land and Sea Rangers have continued to build upon their reputation of being

exceptional natural resource managers who work in harmony with community and visitors alike.

Health and wellbeing – Take the challenges of the health and safety of the community to a new level with a

consultative and strategic approach for all our residents. We continued to maintain all our health and wellbeing

services and source funding for additional infrastructure.

Lastly, I would like to commend our entire organisation for its outstanding work during 2019 - 2020 and particularly

acknowledge the leadership and support of our Mayor, Councillors, and staff for their overall achievements.

Naseem CHETTY

CEO, Mapoon Aboriginal Shire Council

[email protected]

mailto:[email protected]


Our Councillors

Following the Queensland Local Government elections on the 28th March 2020 we welcomed in our new elected

members Cr Daphne De Jersey, Cr Cameron Hudson and Cr Dawn Braun and the return of Mayor Aileen Addo and Cr

Margaret Mara. Our heartfelt thanks go to former Councillors Brendan Brown, Pauline Smith, and especially Deputy

Mayor Peter Guivarra for their tireless efforts to support our community and our people during their time as elected

members of Council.

Mayor Aileen Addo Cr Daphne De Jersey Cr Cameron Hudson Cr Margaret Mara Cr Dawn Braun

(Deputy Mayor)

Our duty as elected councillors, as part of the governing body of a council, is spelled out in section 12 of the Queensland

Local Government Act 2009. Our Council

• Represent the current and future interests of the residents of Mapoon and ensure these aspirations are

actioned in a timely fashion.

• All councillors have the following responsibilities—

(a) ensuring the local government—

(i) discharges its responsibilities under this Act; and

(ii) achieves its corporate plan; and

(iii) complies with all laws that apply to local governments

(b) providing high quality leadership to the local government and the community

(c) participating in council meetings, policy development, and decision-making, for the benefit of the local

government area

(d) being accountable to the community for the local government’s performance.

All our Councillors play a key role to make sure there is effective consultation with community to ensure that project

planning and outcomes are aligned with community expectations. To ensure effective community consultation each

of our Councillors have a portfolio to attend to with community.

Navigating such a strategic role whilst balancing community and organisational politics can be very challenging for our

Councillors and we can all be proud of the way Council has carried itself and gone about business during 2019 – 2020.

With our new Council now well underway, we aim to exceed expectations and represent the community with the high-

quality leadership it is so deserving of.

Our new Councillors portfolio allocations are as follows:

Mayor Addo - Housing, Health & Aged Care, Social Events and Emergency Services

Deputy Mayor Braun – Enterprise Development, Education and Social Events

Councillor De Jersey – Land & Sea, Community Safety & Justice and Social Events

Councillor Mara – Community Services and Social Events

Councillor Hudson – Committee Member for WCCCA, Alcan Ely Bauxite Mine Trust and Social Events

Mapoon Aboriginal Shire Council Region

Mapoon is located on the western side of Cape York, 960km northwest of Cairns and 75km north of Weipa. Road access is often closed during the wet season. Mapoon covers an area of 530km2.

There are 6 Clan estates clustered intensively along the narrow coastal flood plain and occupying a very large expanse in the forest and savannah woodland country of the upland.

Mapoon is located at the site of the former Batavia River mission that was established at Cullin Point in 1891 on the traditional lands of the Tjungundji people. Within a few years the mission became known as Mapoon, believed to be an anglicised translation of a Tjungundji word meaning ‘place where people fight on the sandhills’. Founding Moravian missionaries, James Gibson Ward and Reverend John Nicholas Hey, bought several South Sea Islander men to Mapoon as assistants. Many children from the Gulf region were removed to Mapoon by the Government when the mission became an Industrial School in 1901. Around this time, Aboriginal groups from the Pine and Pennefather Rivers began moving into the mission as the reserve was expanded south to incorporate the traditional lands of the Thanakwithi people. For these reasons, Mapoon is an ethnically diverse community.

The estimated population of Mapoon’s is approximately 325 of whom 87.3% identify as Aboriginal and/or Torres Strait Islander people. Statistics identify Mapoon’s indigenous residents with an average medial age of 28 years compared to 37.8 years for the Non-Indigenous population. 35.8 per cent of Mapoon Indigenous residents aged under 20 years of age compared to 25.7 for the total Australian population. 28.6 per cent of Mapoon indigenous residents over 50 years of age compared with 34.5 for the total Australian population. Projections indicate that there will be a continued


increase in the Aboriginal and Torres Strait Islander population along the lines of the 19% increase recorded in 2016.

The traditional owners/custodians in Mapoon are the Tjungundji (Choong-un-gee) peoples.

Traditional Owners/Custodians recognised within the Mapoon Deed of Grant in Trust area:

• Mbakwithi (Buck-with-ee)

• Teapathiggi (Tyap-a-thig-ee)

• Thanakwith (Thun-a-kwith)

• Tjungundji (Choong-un-gee)

• Warrangku (Waarr-ang-ku)

• Yupungathi (U-pun-ga-thee)

The predominant languages spoken in Mapoon are Creole and English.

Progressively since the late 1970’s as people returned to Mapoon, our infrastructure and utilities have continued to be upgraded and now we have public utilities and infrastructure the community can be proud of. We have a high standard of reticulated town water supply and power is delivered by Ergon we have recently had an upgrade to 4g from Telstra. Our new airstrip is all weather with an automatic lighting system and is suitable for charter and emergency flights. We continue to expand our bitumen road network and we have secured funding for an upgrade of our landfill to incorporate a transfer station.

Our Council Team

We have developed a Council team of many nationalities and cultures and have a very diverse mix in

our workplace. Despite being a group of people with differing expertise and life experience we are

able through robust discussion, planning and innovate approaches to work in harmony achieving

successful outcomes. This unique mix of people comes together to help which make our organisation

sustainable and progressive.

Our focus for the 2019 – 2020 this financial year has been reviewing council Bylaws, which has some

gaps and can be improved to better suit our needs. Two of our key issues and focus area being

environmental management, including feral animal management and control as well as tourism and

visitor management. Our aims being to improve our economic climate and encourage entrepreneurs

toward venturing out to business development and provision of visitor management signage to

educate and encourage tourist to respect country and its custodians.

Infrastructure Department

Unlike last year where it was stated that a shortage of infrastructure had minimized the capacity of

our community, this year we are able to report positive development and expansion of our

Mapoon Aboriginal Shire Council 2019 – 2020 Annual Report

11

infrastructure which has opened doors to economic development issues, healthy lifestyle choices and

an environmentally friendly community. The Solar Project has gone ahead in leaps and bounds, and

we have had solar street lighting, CCTV Cameras and additional solar panels on buildings installed.

Many of our Council buildings are now Carbon Neutral.

The Mapoon Splash Park has been upgraded with additional Shade Sails and has been a very popular

addition to the Recreational Facilities available in Mapoon.


2019-2020 has seen significant advancement in Infrastructure including the completion of the Runway

Upgrade and the arrival of the first planes to use it.

First Flight to land on the Upgraded Mapoon Runway


13

Other major projects which are progressing include the new Mapoon Church, Aged Care Centre and

Multi-Purpose Cultural Centre.

Church Building as at October 2020

Aged Care Building as at October 2020


Environmental Department

LAND AND SEA RANGERS 2019/2020 has been a

challenging time for many to say

the least. As they say the show

must go on. Mapoon Aboriginal

Shire Council Land and Sea

Rangers are heavily involved in

conservation work in the

Mapoon area. State and Federal

Government funding ensures

the Rangers for continue these

efforts, working together as a

team to achieve the best

possible outcomes in this

program. Rangers show upmost

passion in working on country,

this time of year they are heavily

involved with Turtle monitoring to which becomes more successful every year due to the recording of data in

previous years then allowing them to implement new strategies for the years to come.

Aerial pig culling continues at relevant times to help with the challenges faced with turtle

nests being destroyed. Data is collected in all the activities we conduct to help us better

understand the movement of endangered shorebirds and turtles on the Mapoon beaches.

Mapoon Land and Sea has currently 10 Rangers on their team to which they share the

workload making our tireless role successful. Fire management is a part of our yearly

workplan to ensure the Mapoon areas remains safe for residents and the required areas

are burnt to

allow

regeneration

of the land

and minimal

disturbance

to wildlife. Cultural Heritage

maintenance, Coastal Surveillance,

Marine debris removal, Water

quality testing, Seagrass

Monitoring, Biosecurity, Fee for

service and Community projects

are just a handful of other projects

undertaken throughout the year.

These projects provide Rangers

with the best possible hands on

experience. Rangers are always

eager to better themselves

throughout the year by attending any possible training courses that may arise or that is required of them to

achieve the best possible results in their work. Drone training was a great example as this helps the Rangers get

footage over areas that have been hard to access, also Chainsaw training to help with fire management and

Cyclone season. Several Rangers are also undertaking a Snake Handling Course as so they can safely remove any

snakes from areas that may cause danger to residents and will be able to relocate them. With restrictions starting


15

to ease Rangers are hoping that more training opportunities, visits from scientists and refresher courses can

resume to help us with our efforts within the Mapoon Community.

Human Resources

Mapoon Aboriginal Shire Council is committed to fostering good governance and sound management practices within all its operational processes and service delivery. With strong focus and the implementation of ethical procedures, managers have increased ownership and responsibility, resulting in smoother project delivery. Internal control processes have been reviewed and updated to exceed compliance with legislation and create effective business management.

Employees Overview (As at June 2020)

Permanent 30

Permanent Part- Time 11

Contract- Executive 4

Contract – Managerial 10

Casual 7

Total 62

Employees departed Employee initiated separation 22 Employee retirement 2 Employee turnover rate Employees Recruited (2019/20) 40 Aboriginal & Torres Strait Islander 49 Non-English-speaking background 1 Disabled 0 Gender Balance (As of June 2019)

Gender Balance Male Female

Executive 2 3

Managerial 6 4

Community Services 0 6

Administrative 1 6

Labourer/ Unskilled 20 3

Trades 7 0

Team Leaders/ Supervisors 2 2

TOTAL 38 24


0

1

2

3

4

5

6

16-20 years 21-29 years 30-44 years 45-55 years 56+

Professional & Administration Officers

0

2

4

6

8

10

12

14

16

16-20 years 21-29 years 30-44 years 45-55 years 56+ years

Operational & Trade Employees


17

Professional Development Council have prioritised the planning of sustainable employment and business opportunities in the Cape York region through initiatives like the Aged Care Building, Church as well as new builds for Residents and Staff. When Governments invest in local Mapoon projects, there is a great increase in the number of full-time indigenous employees - directly facilitating region advancement. Training and the capacity building of staff will ensure our organisation moves towards a more progressive and sustainable future. Council recognises that the ability to deliver the required standard of services to its Community is highly dependent upon the skills and capabilities of its staff. Council offer training and development assistance to employees to provide long term benefits to both Council and employee in terms of competence, job satisfaction and efficiency. While some training was delayed or cancelled due to the COVID-19 Restrictions, we were able to complete some training online or via Zoom. o Certificate II Community Services o Word o Excel o Leadership Course o Breathing Apparatus Training o Diploma in Local Government o 4WD course o Water Regulatory Workshop and

Training. o Water Quality and Regulations

Training o First Aid /CPR o Ranger Conference o Apprentices TAFE block training. o Work Health & Safety, Code of

Conduct, Organisational Structure and Leave Policy are a part of the new employee’s Induction Process.

o Drinking Water forum and update. o MYOB Advanced Training o Cultural Awareness Training o Savanna Fire Forum

o Financial Tropical Workshop o Annual Ranger Conference o Women’s Workshop and Leadership

Training o Professional Boundaries o Responsive behaviours with Dementia o Introduction to Dementia o Pressure Area Care for the Elderly o Mental Health and Older People. o Advanced Certificate of Museum and

Library Studies o Fire Training o Certificate III in Civil Construction and

Road Maintenance o Elected Member Training o Post COVID Return to Work Workshop o Aged Care Forum o Drive the Change Forum o Indigenous research Conference o Carbon Project Verification

Conference


Ruguupyne Store

The Ruguupyne Store has serviced the Mapoon Community during the year, and despite the special challenges faced as a result of the COVID-19 event of 2020 the Store did not run out of necessities, although COVID distancing placed a strain upon resources. During this time, despite escalated freight charges due to having to fly dry goods in at the height of the total Biosecurity Lockdown, Council supported reduced prices on essential items such as bread, milk, flour, rice, fruit and vegetables. A major positive outcome of this event is the approval of a new, larger, and better provisioned Store which will be completed in 2021.


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Back up Supplies arrive on the new Mapoon Runway for re-supply of the Store during the Cape York Bio-Security Lock Down The solar panels installed last year have contributed to a significant reduction in running costs as we harness then energy of the sun and bring the Store closer to Carbon neutral status

Paanja Lodge & Contractor’s Accommodation

The Cabins at Paanja Lodge were enjoying a significant improvement in occupation rates until the COVID-19 event and the Cape York Biosecurity Lock down severely curtained travel to Mapoon. One Cabin continues to be kept available for isolation in case it is required. The entire facility was on standby during the Bio-security Lockdown in case Mapoon needed an Isolation Facility. Since the Cape has opened, Cabins and Contractor’s Dongas have experienced a healthy upturn in business.


Community Services

Community Aged & Disability Services are currently providing services to client base under the

following programs

1. CHSP Commonwealth Home Support

2. HCP Home Care Packages

3. QCSS Qld Community Care Services

4. COVID Emergency Support Funding- Meals

5. CDSS Department of Communities Disability and Seniors-Community Transport

There is a total of 26 Aboriginal and Torres Strait Islander clients participating in the programs.

Delivery has included Meals, Transport, Domestic Assistance, Personal Care, Home Maintenance

Gardening and Safety, Social Support Group and Social Support Individual, Flexible Respite.

Training- staff have participated in Cert II Community Services.

There has been Partnership collaboration with James Cook University and Qld Health around

supporting clients with a Rehabilitation and Wellbeing Program. This has been led by an

Occupational Therapist supporting students in training from JCU Weipa. We commenced this in

February 2020, ceased for a period due to COVID 19, then resumed in June after restrictions lifted.

Impact from COVID-19, resulted in decreased Social Support Group Activities and Pension Bus Runs

into Weipa. The Program continued with Meals delivery, Domestic Assistance, and limited

transportation due to Social Distancing requirements. We had nil cases of COVID-19 in this

Community, and therefore, services were maintained where possible to meet the needs of the

clients.

Playgroup

The Playgroup Program is currently federally funded. Pre- COVID -19 Playgroup had approximately 8

children over four days. Children participated with their parents in activities either indoors or

outdoors.

Some activities were to enhance Social Engagement with other children and to support parents. At

times this also gave parents an opportunity to come out of the home and be in an environment that

was suitable for the children at same time allowing parents to engage with each other in a relaxed

informal environment.

At times we have engaged the Elders with the small children, during colouring in sessions and

Yarning sessions. We have utilised Apunipima Primary Health to give educational health sessions to

families regarding healthy eating and children’s teeth hygiene.

We have had Maternal Child and Health visit mums for antenatal visits, this has been an informal

way of mums partaking in check-ups. Aim to see more of this in the future. An audiologist also

visited.

During COVID-19 we delivered home packs for mums and children to use. Playgroup was closed from

March – Aug 2020 and has been challenging to reactivate, but progress continues to be made.


21

Fitness Centre

The Fitness Centre has resulted from a Partnership with the Police Citizens Youth Club. It was

opened in January 2020, and participants require a Health Check prior to completing a membership

form. Fees apply to participants who wish to use the Fitness Centre.

The Centre is open for 3 morning sessions and 2 afternoon sessions, under supervision of PCYC at all

times it is open. The Centre was closed during COVID-19 and has recently re-opened. Membership is

growing.


Senior Contract Employees

Section 201 of the Queensland Local Government Act requires an Annual report must detail particular information

about local government employees and councillor advisors.

As per the established organisational structure, Mapoon Aboriginal Shire Council currently employs 5 Senior Contract

Employees and no Councillor advisors. In accordance with the Local Government Act 2009 requirements it is required

that the number of senior contract employees with remuneration packages exceeding $50,000.00 must be recorded

for the period of 1 July 2019 to 30 June 2020. A senior contract employee refers to the Chief Executive Officer and all

senior executive employees of the Local Government Council. The table below is a record of the number of senior

contract employees, including terminated senior employees, whose salary exceed $50,000.00

Package Range Number of senior contract employees within package range

$50,000 - $99,000 2

$100,000 - $200,000 5

Governance Mapoon Aboriginal Shire Council aspires to set a very high standard in governance process to deliver the best possible

outcomes for Council and community. Our governance structure and process include extensive training for the

Mayor, Councillors and Executive staff to support our goal of best practice governance. Statutory Governance

requirements that need to be detailed in each annual report are as follows:

Councillor Remuneration

Section 186 (a) of the Queensland Local Government Regulation 2012 requires an Annual report must detail particular

information about Councillors remuneration.

The remuneration of all Councillors is a fixed amount as set out by the Local Government Remuneration Tribunal and

is reviewed and adopted by the Council on an annual basis. The total remuneration & superannuation contributions

of the Elected Members in the year ending 2020 are as outlined below.

Name Position Remuneration Superannuation Total

Aileen Addo Mayor 106,099 12,732 118,831

Peter Guivarra Ex Deputy Mayor 49,401 5,928 55,330

Polly Smith Ex Councillor 43,170 5,180 48,351

Margaret Mara Councillor 51,445 6,173 57,618

Brendan Wheeler Ex Councillor 41,685 5,002 46,687

Cameron Hudson Councillor 1,738 209 1,946

Dawn Braun Deputy Mayor 51,024 6,123 57,147

Daphne De Jersey Councillor 10,936 1,312 12,248

Commented [NC1]: Still needs total value to be provided


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Other Remuneration received by Councillors

Section 186 (b) of the Queensland Local Government Regulation 2012 requires an Annual report must detail

particular information about other remuneration received by Councillors.

Paid expenses/allowances

Name Position Amount

Aileen Addo Mayor 2,184

Peter Guivarra Ex Deputy Mayor 0

Polly Smith Ex Councillor 0

Margaret Mara Councillor 669

Brenda Wheeler Ex Councillor 0

Cameron Hudson Councillor 0

Dawn Braun Deputy Mayor 41

Daphne De Jersey Councillor 0

Facilities provided to Councillors Section 186 (b) of the Queensland Local Government Regulation 2012 requires an Annual report must detail particular

information about facilities provided to Councillors.

Councillor Facility provided

Mayor Addo Mayor’s Office, vehicle, telephone, IT, corporate clothing, travel

Deputy Mayor Braun Telephone, IT, office space, corporate clothing, travel

Councillor De Jersey Telephone, IT, office space, corporate clothing, travel

Councillor Mara Telephone, IT, office space, corporate clothing, travel

Councillor Hudson Telephone, IT, office space, corporate clothing, travel

Councillor Brown Telephone, IT, office space, corporate clothing, travel

Councillor Smith Telephone, IT, office space, corporate clothing, travel

Deputy Mayor Guivarra Telephone, IT, office space, corporate clothing, travel

Expenses Reimbursement Policy

Section 186 (c) of the Queensland Local Government Regulation 2012 requires an Annual report must detail particular

information about Councils Expenses Reimbursement Policy.

“Councils Local Government’s Expenses Reimbursement Policy is reviewed annually and is made available to

Councillors, staff, and the public via Council’s website http://www.mapoon.com/ The policy is reviewed annually to

maintain its integrity and ensure it meets the standards required and the policy was last reviewed as per Council

Resolution NO. 116/2020 VERSION V2

http://www.mapoon.com/


Councillor meeting attendance

Section 186 (d) of the Queensland Local Government Regulation 2012 requires an Annual report must detail particular

information about the number of meetings each Councillor attended during the financial year.

Councillor No. of Meetings attended

Mayor Addo 14

Deputy Mayor Braun 4

Councillor De Jersey 4

Councillor Hudson 3

Councillor Brown 8

Councillor Smith 9

Deputy Mayor Guivarra 3

Complaints made about Councillors

Section 186 (g) of the Queensland Local Government Regulation 2012 requires an Annual report must detail particular

information about the number of complaints about Councillors received during the financial year.

The number of each of the following during the financial year—

• complaints about the conduct or performance of councillors for which no further action was taken under section 176C (2) of the Act - 1

• complaints referred to the department’s chief executive under section 176C(3)(a)(i) of the Act - Nil

• complaints referred to the mayor under section 176C(3)(a)(ii) or (b)(i) of the Act - 1

• complaints referred to the department’s chief executive under section 176C(4)(a) of the Act - Nil

• complaints assessed by the chief executive officer as being about official misconduct - Nil

• complaints heard by a regional conduct review panel - Nil

• complaints heard by the tribunal -1

• complaints to which section 176C (6) of the Act applied - Nil


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Administrative Action Complaints

Section 187 (1) of the Queensland Local Government Regulation 2012 requires an Annual report must detail particular

information about the number of Administrative Action complaints received during the financial year.

“Council has developed a fair and transparent process and policy for dealing with administrative action complaints.

Policy is reviewed annually and is made available to Councillors, staff, and the public via Council’s website. The policy

is reviewed annually to maintain its integrity and ensure it meets the standards required. The policy has been

developed with a draft to be tabled at the November 2020 Ordinary Meeting of Council for approval. The policy will

then be available via Council’s website - http://www.mapoon.com/ or from the Council Office at Mapoon.

Furthermore, Section 187 (2) of Queensland Local Government Regulation 2012 sets out the requirement to report

additional information regarding administrative action complaints during the financial year as follows.

• Complaints made to the local government - 3

• Complaints resolved by the local government under the complaint’s management process - 3

• Complaints not resolved by the local government under the complaint’s management process – Nil

• Complaints under paragraph (a)(iii) that were made in a previous financial year - Nil

Overseas Travel

Section 188 of the Queensland Local Government Regulation 2012 requires an Annual report must detail particular information about any overseas travel made by a councillor or local government employee in an official capacity during the financial year.

• the name of the councillor - Nil

• the name of, and position held by, the local government employee - Nil

• the destination of the overseas travel – Not applicable

• the purpose of the overseas travel – Not applicable

• the cost of the overseas travel – Not applicable

Expenditure on Grants to Community Organisations Section 189 of Queensland Local Government Regulation 2012 requires an Annual report must detail particular information about the Local Government’s expenditure on grants to community organisations as follows:

• the local government’s expenditure for the financial year on grants to community organisations

• the name of each community organisation to which an amount was allocated from the fund; and

• the amount and purpose of the allocation.

Commented [NC2]: Still needs this from finance/governance for each dot point



NB - It should be noted that individual Councillors do not have a discretionary fund to make allocations for community grants.

Financial Planning and Accountability

Section 190 of the Queensland Local Government Regulation 2012 outlines the requirement for the annual report to contain the following information which is not covered elsewhere in this report.

• details of any action taken for, and expenditure on, a service, facility, or activity— (i) supplied by another local government under an agreement for conducting a joint government Activity - Nil

(ii) for which the local government levied special rates or charges for the financial year - Nil

• the number of invitations to change tenders under section 228(7) during the financial year - Nil

• a list of the registers kept by the local government – Councils list of Registers is under constant review and is currently available on Council’s website at http://www.mapoon.com/

• a summary of all concessions for rates and charges granted by the local government – Not applicable

• the report on the internal audit for the financial year – Councils internal audit report is currently available from the Council Office Mapoon or from Council’s QAO auditors Grant Thornton upon request

• a statement about the local government’s activities during the financial year to implement its plan for equal opportunity in employment – Council continues to be very proactive in promoting equal employment opportunity in employment and this can be seen by the diversity and balance of our workforce. Council’s Equal Employment Opportunity Policy is currently under review to maintain our high standards in this respect.

• a summary of investigation notices given in the financial year under section 48 for competitive neutrality complaints - Nil

Annual Operations Report

Section 190 (1) (b) of the Queensland Local Government Regulation 2012 outlines the requirement for the annual report to contain information of particulars relevant to making an informed assessment of the Local Governments operations and performance in the financial year. The 2019 COVID-19 pandemic and its initial response and then recovery resulted in significant unforeseen or experienced upheavals and challenges for Council during the financial year. Councils elected members and staff were required to set aside planned tasks and operations to implement and carry out suitable response and recovery plans and strategies for the community.


27

In addition to the burden placed on the Mayor and senior staff to manage and comply with directions from the States Chief Health Officer and the State Disaster Coordination Centre, Council continued to operate and function albeit it without the focus on operations and performance it would normally have. Significant operational and commercial impacts were felt by Council as a result of the COVID-19 Pandemic and examples of this include:

• Implementing travel and tourism restrictions, social distancing measures, sanitizing stations, temperature monitoring of employees coming in for new employment, and temperature monitoring of outside contractors employed in Mapoon.

• Ruguupyne store had to be radically modified to cope with becoming the only source of food supply for the community with the total Isolation from the Weipa Community causing much higher store turn-over that affected longer term buying patterns as a result of community desire to have access to more products.

• Councils accommodation income plummeted as a result of the cessation of travel for tourist and commercial building staff, as well as setting aside the provision of suitable premises for self-isolation when required by staff and Council.

• Burn out and stress levels of community, Council’s elected members, management and staff due to the elevated expectations surrounding COVID – 19 and community responses to the isolation of the community during the Biosecurity lock down of Mapoon and greater Cape York area.

Section 190 (2) of the Queensland Local Government Regulation 2012 outlines the requirements for the inclusion of an annual operations report, for a commercial business unit, which means a document that contains the following information for the previous financial year — this information is contained in the financial report below and the full financial statements available on Council’s website at http://www.mapoon.com/

Measures of Financial Sustainability Council must report its results for the financial year against selected financial sustainability ratios. These ratio’s, are prepared in accordance with Section 178 of the Local Government Regulation 2012 as follows: Operating Surplus Ratio Indicates the extent to which money the council received during the year can pay the expenses council incurred. The Operating Surplus Ratio indicates the council is unable to fund its' current operations, this is largely due to the fact that council does not receive funding for its depreciation expense. Asset Sustainability Ratio An estimate of the extent to which the infrastructure assets held are being replaced as these reach the end of their useful life This ratio indicates the council is not adequately replacing its' existing assets. As with the Operating surplus ratio, this ratio is linked to the depreciation of assets not being adequately funded. It should be noted however the council does receive funding to repair roads and public housing a fact that is not reflected in the asset sustainability ratio.


Net Financial Liabilities Ratio Indicates the extent to which council liabilities can be repaid with council revenues. Currently the council has a healthy Net Financial liabilities ratio.

Actual

Actual

Long Term Financial Plan Projections

Ratio

Ideal Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr 10

% 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

Operating Surplus Ratio 0 - 10 3% -51% -37% -4% -4% -4% -4% -4% -4% -4% -4% -4%

Asset Sustainability Ratio > 90 31% 126% 364% 132% 132% 132% 132% 132% 132% 132% 132% 136%

Net Financial Liabilities Ratio < 60 -110% -61% -80% -98% -115% -132% -147% -162% -176% -190% -203% -215%

Council's Financial Management Council measures revenue and expenditure trends over time as a guide to future requirements and to make decisions about the efficient allocation of resources in order to ensure the most effective provision of services. Whilst council attempts to ensure that its financial management strategy is prudent, the council's long-term financial forecast shows a financial position that falls short of funding council infrastructure whilst also being able to meet the community’s current and future needs. The council is highly dependent upon external funding, a situation it is attempting to resolve. These ratios are based on estimates and assumptions that will be heavily impacted upon by climatic, social and economic factors.

Community Financial Report

This section summarises Council’s financial position as at 30th June 2020 in plain English. It is prepared in accordance

with Section 179 of the Local Government Regulation 2012 and includes:

• Operational Revenue,

• Capital Revenue,

• Expenditure,

• Total Assets,

• Total current liabilities,

• Community Equity – Council’s community equity is defined as its net worth – what we own, less what we owe.

About Council's End of Year Financial Statements What you will find in the Financial Statements

The Audited Financial Statements of Council set out the financial performance, financial position, cash

flows and the net wealth of Council for the financial year ended 30 June 2020. Overall Council &

Management believe the financial result for 2019 - 2020 to be satisfactory.

About the Management Certificate

The Financial Statements must be certified by both the Mayor and the Chief Executive Officer as

"presenting fairly" the Council's financial results for the year, and are required to be adopted by Council -

ensuring both responsibility for & ownership of the Financial Statements by management & elected


29

representatives.

About the Financial Statements

The Financial Statements incorporate 5 "primary" financial statements & accompanying notes which are

as follows.

1. Statement of Comprehensive Income

The Statement of Comprehensive Income is a summary of Council's financial performance for the year,

listing both regular income & expenses & other comprehensive income which records items such as

changes in the fair values of Council's assets & investments.

2. Balance Sheet

The Balance Sheet is a snapshot of what the council owns (assets) and owes (liabilities). 3. Statement of Changes in Equity

Equity is the council's "net wealth", it is what the council owns once liabilities are taken away from assets. The Statement of Changes in Equity details the overall change for the year (in dollars) of Council's "net wealth". 4. Statement of Cash Flows

The Statement of Cash Flows indicates where Council's cash came from and where it was spent.

5. Notes to the Financial Statements

Provides greater detail to the line numbers of the 4 "primary" financial statements.

About the Auditor's Reports

Council's Financial Statements are required to the audited by the Queensland Audit Office. The audit of many

Queensland Councils is contracted to Audit firms that specialise in Local Government. The Auditor provides

an audit report which gives an opinion on whether the Financial Statements present fairly the Council's

financial performance & position.

Where to find a complete version of Council’s 2019 – 2020 Financial Statements?

A complete version of Council's Financial Statements for the 12 months to 30 June 2020 can be found at our

website: http://www.mapoon.com/

Or at Council's administrative offices at: Red Beach Road Mapoon Qld 4874



Statement of Comprehensive Income

Council's headline "profit/loss" result for the 2019 - 2020 year was a $4.235M profit. The budgeted profit, once capital expenditure had been capitalised was $3.92M. a difference of $ 314,000 or 8%.

$ '000

Actual

2020

Budget

2020

Revenues (Excluding revaluation of leases)

16,750

15,523.86

Expenditure

13,695

18,621

Net Result before Revaluation of leases 3,055 - 3,097

Revaluation of assets 1,180 1,180

Net Operating Result 4,235 - 1,917

Actual 2019/20

(000s)

% of

sub-total

Income (000s)

Fees and charges 37 0%

Rental income 593 4%

Interest received 137 1%

Sales revenue 3,825 23%

Other income 86 1%

Grants, subsidies, contributions

and donations 4,413 26%

Capital Revenue 7,659 46%

Total Income 16,750 100%

Income 0% 4% 1% Fees and charges

23%

Interest received

46% Sales revenue

0% Other income

Grants, subsidies, contributions and

26%

Expenses

18%

0%

32% 0%

50%

Employee benefits

Materials and services

Finance costs

Depreciation and amortisation

Capital expenses

Expenses (000s)

Employee benefits 4,344 32%

Materials and services 6,904 50%

Finance costs 23 0%

Depreciation and amortisation 2,424 18%

Capital expenses 0

Total Expenses 13,695 100%

Net Result (000s) 4,235

Other Comprehensive Income (000s)

Increase / (decrease) in asset

revaluation surplus

1,180


31

Commentary

Mapoon Aboriginal Shire Council made a profit of $4.235M for the year ending 30/6/20. If the revaluing of

assets and leases is excluded, the council made a profit of $2.456M.

Income

A component of the council's $16.75M million revenue were Mapoon Store sales of $2.250 million, this

revenue is offset by the costs of running the store which made a loss in the 2019 - 2020 year of $267,841.

The council established the store, not to make a profit but to provide a service and extra employment to the

residents of Mapoon, giving the residents the opportunity to shop locally rather than travelling to Weipa in

order to purchase goods. Any profit made by the store is channelled back to the residents of Mapoon.

Factors contributing to the store’s loss were COVID-19 and freezer breakdowns.

In the 2019 - 2020 period council generated (Non grant Income) sales in the following main areas

- Social Housing Maintenance

$ 1,430,941

- Landsea Contract Income

$ 142,214

- Store Sales

$ 2,250,885

- Accommodation

$ 378,838

- Administration

$ 66,568

Expenses

Depreciation

Depreciation represents 18% of council’s expenses. Depreciation is the estimated cost of wear and tear on all councils’ assets including buildings, water pipes, motor vehicles, roads etc. Mapoon Council does not receive any grants to cover the cost of depreciation, this may create future problems when the council needs to replace these assets but lacks the funds to do so. Depreciation is the largest contributing factor to the council making a loss.

Materials & Services

Materials and supplies represent the cost of all councils’ purchases, including the purchase of goods to be sold in

the store, insurance, materials for repairs and maintenance, stationery, phone and power costs, etc.

Employee benefits Employee benefits represent the councils labour costs, this amount includes wages, councillor remuneration and superannuation

Finance Costs Finance Costs are comprised of Bank fees and the write off and provision for bad and doubtful debts


9%

Expenses by function

Expenses

Corporate Governance and Administration -

Major Projects -

Land & Sea -

Community Services -

Mapoon Store -

Fleet Management -

Works -

$ '000

8,099.10

956.45

1,172.67

432.31

2,518.73

194.10

321.83

59%

7%

9%

3%

18%

1%

2%

Total Expenses - 13,695 100%

Commentary

The above expenses relate to the operation of council’s various divisions, these divisions can be broken into the

following grants/projects:

Corporate Governance and Administration Municipal Services Town Planning Rental Management Environmental Health Worker Indigenous Arts Community Housing (Rental) General Admin (non grant)

Works/Major Projects Council Buildings Council Infrastructure

Land & Sea Rangers Working on Country Fire Management Operations Wild Rivers Rangers Pest Offensives Provision of ranger contract services

Expenses


33

Community Services Childcare School Holiday Program Natural Disaster Study HACC Animal Management Programs Cultural Heritage Management Art Projects Mapoon Day Elders Excursions

Ruguupyne Store

Store operations


Council's Wealth

Actual Actual

2020 2019

The major items that make up Council's wealth include the

following assets: $ '000 $ '000

Cash and cash equivalents

9,749

8,733

Trade and other receivables 502 3,086 Inventories 271 Contract assets 877 258 Finance lease assets 11,600 11,242 Fishing License 65 65 Houses 2,087 2,170

Other Buildings 12,304 11,849

Major Plant 31 55 Other Plant and Equipment 1,505 1,140 Road, drainage and bridge network 35,616 35,762 Water infrastructure 4,781 4,821 Other Infrastructure assets 7,676 3,411

Work in progress 3,049 3,114

Total Assets Council has funded some of its operations and assets by the

90,112 85,707

following liabilities:

Creditors- People the council owes money to

6,140

725

Net Community Equity (wealth) 83,972 84,981

3,049 502

9,749 7,676

271

877

4,781

11,600

65 2,087

12,304

35,616

Cash and cash equivalents

Trade and other receivables

Inventories

Contract assets

Finance lease assets

Fishing License

Houses

Other Buildings

Major Plant

Other Plant and Equipment

Road, drainage and bridge network

Water infrastructure

31

1,505


35

Financial Performance Figures ($'000)

Income

Fees and charges

Rental income

Interest received

Sales revenue

Other income

Grants, subsidies, contributions and donations

- Operating & Capital

Other capital income Total Income from Continuing Operations

Income from revaluation of Housing Leases and

assets

Total Income

2020

2019

2018

2017

2016

37 36 34 54 37

593 522 305 163 73

137 64 66 68 63

3,825 4,613 5,006 4,063 6,294

86 162 18 394 38

4,413 5,178 3,716 4,456 3,025

6,979 8,695 4,670 1,516 705

81

16,152 19,270 13,814 10,714 10,235

598 2,153 - 1,088 173

16,750 21,422 13,814 11,802 10,408

4,344 4,019 3,595 3,223 3,060

6,904 4,152 5,404 4,690 5,534

23 -28 73 11 26

2,424 2,104 1,915 1,948 1,977

Total Expenses from Continuing Operations

Total Capital purchases of PP&E

Operating Surplus/(Deficit) (excl. Capital Income & Exps)

Financial Position Figures ($'000)

Expenses

Employee benefits

Materials and services

Finance costs

Depreciation and amortisation

13,695 10,248 10,986 9,872 10,598

- 127 360 3 18

3,055 11,048 2,468 1,927 - 207

2020 2019 2018 2017 2016

Current Assets

Current Liabilities

Net Current Assets

11,640 12,325 9,546 7,959 6,123

6,066 681 1,413 1,807 1,094

5,574 11,645 8,133 6,152 5,029


Cash & Cash Equivalents

Total Borrowings Outstanding (excl. any overdraft) (Loans, Advances & Finance Leases)

Total Value of PP&E (excl. Land & Improvements)

Total Accumulated Depreciation

Net Value of PP &E Indicative Remaining Useful Life (as a % of GBV)

9,749 8,733 7,537 6,816 5,305

88,180 69,313 67,815 65,869 84,954

21,133 15,038 15,223 12,843 20,493

67,047 54,275 52,592 53,026 64,461 76% 78% 78% 67% 71%


37

Operating Surplus Ratio

50%

0%

-50%

Operating Surplus Ratio

Asset Sustainability Ratio 400%

300%

200%

100%

Asset Sustainability Ratio

Net Financial Liabilities Ratio 0%

Net Financial Liabilities Ratio

-400%

20

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02

0

20

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1

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Commented [NC3]: Get rid of this page and its contents as they are referenced elsewhere

2020 ANNUAL REPORT - Mapoon Aboriginal Shire Council

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