General Meeting Agenda

PUBLIC GENERAL MEETING AGENDA

NOTICE OF MEETING Wednesday 28 October 2020 Barcaldine Council Chambers, 71 Ash Street, Barcaldine To be held at 8.30am

Councillors Sean Dillon (Mayor) Dan Arthur Milynda Rogers (Deputy Mayor) Col Hansen Beccy Plumb Tom Gleeson Gary Peoples

Officers Brett Walsh (Acting Chief Executive Officer) Greg Evans (Acting Deputy Chief Executive Officer) Damian Howard (District Manager – Alpha and Jericho) Paula Coulton (District Manager – Aramac and Muttaburra) Jenny Lawrence (District Manager – Barcaldine) Rick Rolfe (Chief Engineer)

In Attendance Hailey Winter (Minute Secretary) Jess Lipsett (Executive Support Officer)

Deputations 10.15am Cheryl Thompson – Tourism presentation.

Please find attached the agenda for the General Meeting to be held on Wednesday 28 October 2020, at the Barcaldine Council Chambers, 71 Ash Street, Barcaldine commencing at 8.30am.

Brett Walsh Acting Chief Executive Officer BARCALDINE REGIONAL COUNCIL PAGE 2 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

LOCAL GOVERNMENT ACT 2009

Chapter 8, Part 2 of the Local Government Regulation 2012

Division 1A, Requirements for local government meetings generally

Section 254J Closed Meetings (1) A local government may resolve that all or part of a meeting of the local government be closed to the public.

(2) A committee of a local government may resolve that all or part of a meeting of the committee be closed to the public.

(3) However, a local government or a committee of a local government may make a resolution about a local government meeting under sub section (1) or (2) only if its councillors or members consider it necessary to close the meeting to discuss one or more of the following matters – a) the appointment, discipline or dismissal of the chief executive officer; b) industrial matters affecting employees; c) the local government’s budget; d) rating concessions; e) legal advice obtained by the local government or legal proceedings involving the local government including for example, legal proceedings that may be taken by or against the local government; f) Matters that may directly affect the health and safety of an individual or a group of individuals; g) Negotiations relating to a commercial matter involving the local government for which a public discussion would be likely to prejudice the interests of the local government; h) Negotiations relating to the taking of land by the local government under the Acquisition of Land Act 1967; i) A matter the local government is required to keep confidential under a law of, or formal arrangement with the Commonwealth or a State.

(4) However, a local government or a committee of a local government must not resolve that a part of a local government meeting at which a decision mentioned in section 150ER(2), 150ES(3) or 150EU(2) of the Act will be considered, discussed, voted on or made be closed.

(5) A resolution that a local government meeting be closed must- a) State the matter mentioned in subsection (3) that is to be discussed; and b) Include an overview of what is to be discussed while the meeting is closed.

(6) A local government or a committee of a local government must not make a resolution (other than a procedural resolution) in a local government meeting, or a part of a local government meeting that is closed. BARCALDINE REGIONAL COUNCIL PAGE 3 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL

Our Vision - Cohesive communities with exceptional lifestyle, opportunity, facilities and services.

Our Mission - To provide excellence in local government through extraordinary service to our citizens.

Table of Contents Page No.

Opening of Meeting

Prayer

Almighty God,

We acknowledge that we have a responsibility to look after your creation, especially this region we call Barcaldine Regional Council.

We are also conscious that our decisions are going to affect deeply the lives, land and property of the people we have come here to serve.

Remind us to exercise respect for each of our fellow Councillors, staff and for the people of our region.

Help us in this meeting to act wisely, justly and intelligently in all our deliberations.

Thank you Lord for the privilege of both leading and serving and assist us to do these well.

AMEN

Condolences

Apologies

Acknowledgement of Traditional Owners

Declarations of Prescribed Conflict of Interest

Declarations of Declarable Conflicts of Interest

Declarations of Councillors Personal Gifts and Benefits

BUSINESS

1. Confirmation of Minutes - General Meeting 16 September 2020

2. Petitions

3. Reports

3.1 Confidential Reports

BARCALDINE REGIONAL COUNCIL PAGE 4 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

3.2 Mayor 3.2.1 Information Report 6

3.3 Acting Chief Executive Officer 3.3.1 Information Report 8 3.3.2 Councillor Information Correspondence 11 3.3.3 Q1 Review – Annual Operational Plan 34 3.3.4 Economic Development Report February 2020 47 3.3.5 Proposed Barcaldine Regional Planning Scheme – requesting State 50 Interest Review 3.3.6 Local Government Remuneration Commission 52 3.3.7 ORRTG and RAPADWSA Principal 53 3.3.8 Annual Council Credit Review 55 3.3.9 Community Drought Support Funding 57 3.3.10 Bush Councils Compact 59 3.3.11 Community Consultation Forums 61 3.3.12 Regional Connectivity Program - Alpha 62 3.3.13 2021 Australia Day Awards 64 3.3.14 Interim Regional Tourism Strategy 71 3.3.15 Alison Woolla Memorial Award 106 3.3.16 Butch Lenton Memorial Award 108 3.3.17 Road Opening - Alpha 110

3.4 Acting Deputy Chief Executive Officer 3.4.1 Community Care Services Report 112 3.4.2 Planning and Development Report 121 3.4.3 Workplace Health and Safety Report 126 3.4.4 2020 Project Progress Report 128 3.4.5 BRC Audit Committee Meeting 129 3.4.6 Proposal - Barcaldine Aged Care Facility 131

3.5 Finance 3.5.1 Financial Report – October 2020 134

3.6 Chief Engineer 3.6.1 Works Report Period – October 2020 161 3.6.2 Barcaldine Footpath Upgrade Estimate 164 3.6.3 Barcaldine Regional Council Rural Road Asset Data 165 3.6.4 Road Traffic Data 170 3.6.5 Tender award Flood Damage Package 6 176

3.7 District Manager – Alpha and Jericho 3.7.1 Information Report 177

3.8 District Manager – Aramac and Muttaburra 3.8.1 Information Report 179

3.9 District Manager – Barcaldine 3.9.1 Information Report 182 3.9.2 Barcaldine Racecourse Training Fee 190 3.9.3 Manager of Barcaldine Saleyards 191 BARCALDINE REGIONAL COUNCIL PAGE 5 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

3.11 Notified Motions - Nil

4. Close of Meeting BARCALDINE REGIONAL COUNCIL PAGE 6 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.2.1 SUBJECT HEADING: Mayor’s Information Report – October 2020 Author and Title: Cr Sean Dillon, Mayor CLASSIFICATION: (if confidential)

Summary: From the Mayor tabling his information report to Council for October 2020.

Officer's Recommendation: That Council receives the report.

Background TOPIC ACTIVITY Meetings - Participated in the LGAQ Elected Member Update (EMU) training. - Met with a representative from the NBN to discuss and draft an Economic and Social Benefit Case for a grant submission that Council is currently completing. - Attended a Planning Scheme meeting to receive a progress update. - Held various meetings to discuss and organise for the recruitment of Chief Executive Officer. - Attended a meeting to review the Roads Register. - Met with a representative from the Shop of Opportunity to discuss the Barcaldine Waste Transfer Station. - Participated in the Department of Local Government, Racing and Multicultural Affairs Integrity Act Workshop. - Attended a meeting with the Premier’s Office to discuss issues underway

- Received an update on the Barcaldine Recreation Park and toured the site. - Joined the Local Government Mayors teleconference with Director-General, Department of Premier and Cabinet. - Attended the monthly RAPAD Board Meeting. - Met with a resident to discuss Flood Mitigation. - Met with the Queensland University of Technology to discuss the BRC Internship Program and the Memorandum of Understanding. - Met with the Fire and Rescue Acting Inspector from QFES to discuss strategies for the recruitment of Fire Fighters and SES in our region. - Performed the introduction for the Good Neighbour Program Community meeting hosted by Desert Channels. - Met with the Alpha Learn to Swim program facilitator to discuss the Water Safety and Drowning Prevention Program. - Met with the owner of Trackers Queensland to discuss the new indigenous tourism venture in Barcaldine. Acting CEO Brett Walsh has been appointed to the position of Acting Chief Executive Officer BARCALDINE REGIONAL COUNCIL PAGE 7 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

TOPIC ACTIVITY as at 18 September 2020. Recruitment Recruitment for the position of Chief Executive Officer has commenced and applications close on Monday 9 November 2020. LGAQ 124th Annual I along with Councillors Arthur, Peoples and the Acting Chief Executive Officer Conference attended the LGAQ 124th Annual Conference from Monday 19 to Wednesday 21 October 2020. The conference program addresses critical issues such as resilience, performance and reputation and provides updates on key day-to-day services for councils, regulatory and other vital matters. Head Yakka I participated in the filming of promotional material for Outback Futures for an upcoming Head Yakka segment. CAT Meetings Continued to attend weekly CAT Meetings to discuss the COVID19 virus and to ensure that Council is prepared for any situation as the threat to our communities is more critical than ever, with the influx of tourists and visitors to our region. 2020 Sigura Best of the Council recently entered the 2020 Best Queensland Water Taste Competition in Best Queensland September and unfortunately were not successful. Livingstone Shire Council has Water Taste been dubbed Queensland’s best tasting water. Competition

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources 1.1.3. Implement long term financial planning to reduce financial risks and ensure financial sustainability

Consultation (internal/external) Nil

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Report of activities only

BARCALDINE REGIONAL COUNCIL PAGE 8 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.1 SUBJECT HEADING: Acting CEO’s Information Report – October 2020 Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling his information report to Council for October 2020.

Officer's Recommendation: That Council receives the report.

Background

CATEGORY ACTIVITY Human Resources

AICD Completed 2 day Company Directors course with Councillors and Senior Officers. Acting DCEO Acting Deputy CEO commenced 13 October for 10 weeks. The Breeze Launch of employee intranet site. Employee Consultation Visit to all workplaces to update employees on latest issues and obtain feedback. Joint Consultative Committee meeting held. LGAQ Attend LGAQ State Conference from 18-21 October 2020. Financial Management External Audit Audit process continues toward deadline of 31 October. Audit Committee Meeting held on 26 October 2020. Loan Application Loan for $2m approved by Department of Local Government NDIS Attend one day workshop on NDIS financial management Credit Review Council credit review completed by QTC. Events and Tourism Tour de Cure Send off for Team Biloela from Tree of Knowledge. Donation on behalf of Barcaldine Regional Council. Ride West Donation on behalf of Barcaldine Regional Council. Gracevale Attend opening of Gracevale/Turraburra. OQTA and TEQ Outback Qld Tourism Association and Tourism and Events Qld meeting. Opportunities to improve relationship. Meeting with data collection company – to provide granular data on visitors. Tourism Strategy Discussion with consultant re development of tourism strategy Muttaburrasaurus Discussion with GBA re constructing a shed at the back of the Muttaburrasaurus Interpretation Centre for use as a workshop.

BARCALDINE REGIONAL COUNCIL PAGE 9 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

CATEGORY ACTIVITY Operations

Rural Roads Data Work with GBA engineer to complete review of and modifications to Council’s rural road data. Airport Fuel Negotiations with GBA and maintenance company for 10 year maintenance plan of Jet-A1 fuel tank. COVID-19 Weekly Covid action team meetings. Planning for pop-up testing site at Barcaldine Showground with Qld Health. NDIS Audit Audit of NDIS management conducted. Barcaldine Airport Emergency exercise on 26 October at 5.30pm Roads Discussion held with rural landholder re property access issues. Pool Safety Program Discussions with proponent for conducting one workshop in each town and combined event in Barcaldine on 13/14 February 2021. Planning & Development Sunshot Energy Letter of support provided to NAIF for the supply of land for the renewable energy project. Land Applications lodged for freeholding of land at Muttaburra (industrial use), Aramac (Freedom Park), Jericho (Redbank Freedom Park) Planning Scheme Final draft distributed to Councillors prior to State Interest Review Land Barcaldine Purchase of land south of Barcaldine completed. NBN Alpha Meeting with NBN re application for funding for Alpha town NBN connection. Alpha Airport Update on progress to potential development Galilee Power Discussions with proponent on infrastructure planning Recreation Park Discussions with Ergon Energy re cost of power for recreation park Muttaburra Land Discussions with planners re roo boxes in Muttaburra Indigenous Tourism Discussions with proponent for a new indigenous tourism venture in Barcaldine. Council Relations Barcaldine Aridland Apology for non-attendance at meeting held on 17 October due to another Botanical Gardens commitment. CHRC Meeting with Central Highlands Regional Council re roads and boundaries Translink Meeting with General Manager Transport Services – Qantaslink services, tourism potential, east west flights, long distance bus services, coordination of services COWS Meeting of CEO’s of western shires QUT Meeting with QUT regarding the signing of the Memorandum of Understanding (MOU) and placement of student engineers Signing of the engineers MOU is scheduled for the 24 November 2020. QFES Meeting with QFES re engaging more volunteers for local fire brigades Alpha meeting Meeting with Alpha residents re community care services

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.2 Embrace professional business practices and responsible use of Council resources

BARCALDINE REGIONAL COUNCIL PAGE 10 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Consultation (internal/external) As noted above

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Report of activities only BARCALDINE REGIONAL COUNCIL PAGE 11 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.2 SUBJECT HEADING: Councillor Information Correspondence Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling a list of significant and relevant correspondence for Councillor Information received up to 23 October 2020.

Officer's Recommendation: That Council receives the report.

Background Correspondence received up to and including 23 October 2020 containing the following information which has been attached below for your information:-

1. Minister Pitt - NAIF - Sunshot Barcaldine Renewable Energy and Industry Hub feasibility study 2. Approved Funding Application for Rail Trail Local Government Grants Program 3. Approved Funding Applications - Cycle Network Local Government Grants Program 4. Engineering Services - Legal Opinion 5. Ergon Energy - Water Allocation 6. RACQ - Fair and affordable insurance policies for your residents 7. Invitation to attend Jericho State Schools Annual Presentation Night and Sponsorship Request 8. Invitation to attend the 2020 Special National Local Roads and Transport Congress 9. LGAQ Council visit 10. DLGRMA Loan Borrowings 11. Ant Hills and Road Signage 12. 60 & Better - Sale and replacement of 21 Seat Council Bus 13. Turraburra - thank you 14. Domestic and Family Violence Prevention Council

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.2 Confident and Stable Leadership 1.2.1. Promote a high standard of corporate responsibility, transparency and accountability in decision making Strategy 1.4 Community Representation 1.4.1. Identify and advocate for key issues in each community Consultation (internal/external) Mayor Councillors Policy Implications Nil Budget and Resource Implications Nil Risk Implications Low BARCALDINE REGIONAL COUNCIL PAGE 12 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Minister Pitt - NAIF - Sunshot Barcaldine Renewable Energy and Industry Hub feasibility study – CI BARCALDINE REGIONAL COUNCIL PAGE 13 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 14 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Approved Funding Application for Rail Trail Local Government Grants Program BARCALDINE REGIONAL COUNCIL PAGE 15 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Approved Funding Applications - Cycle Network Local Government Grants Program BARCALDINE REGIONAL COUNCIL PAGE 16 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 17 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Engineering Services - Legal Opinion BARCALDINE REGIONAL COUNCIL PAGE 18 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 19 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 20 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 21 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Ergon Energy - Water Allocation BARCALDINE REGIONAL COUNCIL PAGE 22 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Fair and affordable insurance policies for your residents – RACQ BARCALDINE REGIONAL COUNCIL PAGE 23 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 24 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 25 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Invitation to attend Jericho State Schools Annual Presentation Night and Sponsorship Request BARCALDINE REGIONAL COUNCIL PAGE 26 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Invitation to attend the 2020 Special National Local Roads and Transport Congress

BARCALDINE REGIONAL COUNCIL PAGE 27 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

LGAQ Council visit

BARCALDINE REGIONAL COUNCIL PAGE 28 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Loan Borrowings DLGRMA BARCALDINE REGIONAL COUNCIL PAGE 29 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 30 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Redacted Correspondence - Ant Hills and Road Signage BARCALDINE REGIONAL COUNCIL PAGE 31 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Sale and replacement of 21 Seat Council Bus - 60 - Better Program Committee BARCALDINE REGIONAL COUNCIL PAGE 32 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Turraburra thank you to ALL BARCALDINE REGIONAL COUNCIL PAGE 33 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Domestic and Family Violence Prevention Council BARCALDINE REGIONAL COUNCIL PAGE 34 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.3 SUBJECT HEADING: Q1 Review – Annual Operational Plan Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer presenting the first quarter progress report on the implementation of the Annual Operational Plan.

Officer's Recommendation: That Council receives the report.

Background Section 174 of the Local Government Regulation 2012 requires the Chief Executive Officer to present Council with an assessment of progress towards implementing the Annual Operational Plan each quarter.

The report for the period ending 30 September 2020 is attached.

The report should be read in conjunction with the Project Progress Report and financial statements.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources

Consultation (internal/external) District Managers Chief Engineer

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Low Barcaldine Regional Council 2021 Annual Operational Plan Goal 1: Professional Governance

GOAL 1: PROFESSIONAL GOVERNANCE Q1 Q2 Q3 Q4 1.1. Financial Responsibility and Sustainability Corporate Plan Strategies Key Operational Activities Responsibility Operate in accordance with the adopted 1.1.1. Embrace professional business All employees practices and responsible use of budget. Council resources Develop and implement a performance Chief Executive management and accountability system. Officer Develop and implement sound risk Workplace Health management policies and strategies and Safety Officer 1.1.2. Manage assets responsibly Develop 10 year asset management plans for Deputy Chief through appropriate maintenance and all asset groups. Executive Officer replacement strategies 1.1.3. Implement long term financial Maintain a current 10 year Long Term Deputy Chief planning to reduce financial risks and Financial Plan. Executive Officer ensure financial sustainability 1.1.4.Distribute Council resources Prepare an annual budget taking into account Deputy Chief fairly across the Region the needs of all residents and communities Executive Officer across the Region. 1.2. Confident and Stable Leadership Corporate Plan Strategies Key Operational Activities Responsibility 1.2.1. Promote a high standard of Make decisions, at all levels of the corporate responsibility, transparency organisation, that are in the best interest of Chief Executive and accountability in decision making Council and the community. Officer

1.2.2. Encourage a high standard of Maintain a high standard of management, Chief Executive leadership and management at all leadership and administration. Officer levels of Council 1.2.3. Create a positive future-focused Actively promote Council's values within the culture that demonstrates and workforce. Chief Executive supports Council's values Officer

1.3. A Valued Workforce Corporate Plan Strategies Key Operational Activities Responsibility 1.3.1. Recognise the knowledge, Maintain open communications with Chief Executive expertise and experience of our employees. Officer employees Conduct annual performance reviews with Chief Executive employees Officer 1.3.2. Provide a safe and healthy Maintain a high standard of workplace health All employees workplace for all employees and safety in all Council operations. Provide appropriate training for employees to ensure all current workplace standards are Chief Engineer maintained. 1.3.3. Promote a culture of pride and Enforce the wearing of a mandatory Council Chief Executive satisfaction amongst the workforce uniform. Officer 1.3.4. Provide employee housing Maintain good quality housing at a reasonable where there is no suitable private rental for Council employees. District Manager housing Barcaldine Regional Council 2021 Annual Operational Plan Goal 1: Professional Governance

1.4. Community Representation Corporate Plan Strategies Key Operational Activities Responsibility 1.4.1. Identify and advocate for key Meet with community members and issues in each community participate in community activities on a regular Mayor basis to identify key community issues. Chief Executive Officer

1.4.2. Develop relationships for the Continue to develop relationships with key benefit of the community with key government ministers and departments and Mayor government sector and private sector private enterprise. Chief Executive organisations Officer 1.4.3. Continue to develop effective Communicate with the community through a mechanisms for timely variety of media including the Galilee Gazette, communications between Council Facebook, website and local mail outs. Chief Executive and its communities and for residents Officer to communicate effectively with Council 1.4.4. Advocate to maintain and Develop strong relationships with the Central enhance health facilities and services West Health and Hospital Board to ensure Mayor in each community health facilities and services reflect the Chief Executive community's needs Officer 1.4.5. Actively contribute to wider Actively contribute to the Western Qld Local regional organisations to provide a Government Association, Remote Area united voice for western Queensland Planning and Development Board, Regional Mayor Pest Management Group, Outback Regional Chief Executive Roads and Transport Group, Outback Officer Regional Water Group and Outback Qld Tourism Association. 1.5. Planning Corporate Plan Strategies Key Operational Activities Responsibility 1.5.1. Make planning decisions that Development applications are reviewed to Deputy Chief allow for appropriate economic ensure developed is appropriate for the Executive Officer development region. 1.5.2. Prepare and renew Council's Review internal plans and policies on a Deputy Chief planning documents to reflect regular basis to ensure their relevance. Executive Officer Council's and the community's needs Prepare a new Corporate Plan. Deputy Chief Executive Officer Prepare a new Planning Scheme for Council. Deputy Chief Executive Officer 1.6. Exceptional Service Delivery Corporate Plan Strategies Key Operational Activities Responsibility 1.6.1. Provide courteous, timely and Provide and promote a positive and proactive informed responses to customers and responsive customer service culture. District Manager

1.6.2. Promote a culture of continuous Establish a leadership development program Human Resource improvement and problem solving to enhance management skills. Manager throughout Council Provide opportunities for consumer feedback to identify areas for service improvement. District Manager 1.6.3. Implement and enforce Promote the Local Laws requirements to the Local Laws Officer Council's Local Laws community. Barcaldine Regional Council 2021 Annual Operational Plan Goal 1: Professional Governance

FINANCIAL COMMITMENT Operating Income ######## Operating Costs $ 6,009,000 Capital Income $ 50,000 Capital Costs $ 240,000 KEY INITIATIVES Project Cost Responsibility Administration Aramac Administration disability access and improvements $ 30,000 District Manager Barcaldine Administration building improvements $ 15,000 District Manager Deputy Chief Executive Office building disability access and improvements $ 30,000 Executive Officer Council Housing Purchase and sale of community housing stock $ 200,000 District Manager Community Identity Chief Executive Community Communication equipment $ 15,000 Officer KEY PERFORMANCE INDICATORS KPI Definition Target Responsibility Achievement of key business Chief Executive Key business initiatives 100% initiatives Officer Actual operating expenditure Chief Executive Operational expenditure <=100% compared to budget Officer Actual capital expenditure Chief Executive Capital expenditure <=100% compared to budget Officer Achievement of tasks within the Chief Executive Asset management 100% Asset Management Strategy Officer No Achieve an unqualified audit Deputy Chief Financial statements and audit qualificatio opinion Executive Officer n Annual performance reviews for Chief Executive Staff performance reviews 100% all staff Officer Chief Executive Workplace health and safety Number of notifiable incidents Nil Officer Chief Executive Mandatory training All mandatory training completed 100% Officer

Transparent and open communicaiton Minutes and video uploaded to Chief Executive 100% on council meeting outcomes website within 10 days Officer

Community updates provided on Chief Executive Communication on council activities 1 per week council activities Officer Policy and plans reviewed in Deputy Chief Renewal of council plans and policies 100% accordance with renewal plan Executive Officer Service requests acknowledged Chief Executive Customer service 100% within 1 business day Officer Percentage of service requests Chief Executive Customer service 100% resolved Officer Percentage of complaints Chief Executive Customer service 100% resolved Officer Barcaldine Regional Council 2021 Annual Operational Plan 2. Strong Local Economy GOAL 2: STRONG LOCAL ECONOMY 2.1. Agriculture Corporate Plan Strategies Key Operational Activities Responsibility 2.1.1. Assist the agriculture sector to Advocate for and on behalf of agricultural industries. Mayor grow sustainably Provide on-ground support for local initiatives when Council requested. 2.1.2. Continue weed and pest Assist landholders to conduct weed and pest Rural Lands Officer eradication programs eradication programs on their properties. Further develop and implement the Good Neighbour GNP Officer Program throughout the region. Encourage landholders to form partnerships with NRM groups to resolve pest and weeds issues. Chief Executive Officer Support the Barcaldine Regional Council Wild Dog Committee to develop programs to control wild dogs. Chief Executive Officer

2.1.3. Provide stock route oversight and Manage the stock route network on behalf of the State District Manager maintenance Government. 2.1.4. Provide necessary and affordable Operate saleyards and dip yards to support the infrastructure to support the agricutural industry. District Manager industry 2.2. Tourism Corporate Plan Strategies Key Operational Activities Responsibility 2.2.1. Engage with stakeholders to Pursue all available opportunities to promote encourage the development of new, sustainable tourism in our region. Chief Executive Officer sustainable tourism opportunities that Continue to be an active member of OQTA or relevant are 'genuine' experiences and connect regional group. Chief Executive Officer to place and people Support communities to collect and display historical information. Chief Executive Officer 2.2.2. Provide necessary, affordable Provide attractive camping areas throughout the region. District Manager and appropriate tourism infrastructure 2.2.3. Provide tourist information Maintain the tourist information services and centres to centres in each community provide visitors with information on the Region. District Manager 2.2.4. Maintain and promote iconic Maintain tourism assets in each community to a high District Manager tourism assets in each community standard. 2.2.5. Support signature events and Community Engagement promote the identity of the Region Manage and support major regional events. Coordinator District Manager 2.3. Mining Corporate Plan Strategies Key Operational Activities Responsibility 2.3.1. Manage mining development Liase with mining companies and the State whilst balancing the social needs of the Government to ensure that mining impacts do not Chief Executive Officer local community adversely affect the community. Plan for community infrastructure to meet the needs of Chief Executive Officer a mining community. 2.3.2. Ensure that the mining industry Lobby mining proponents to ensure that legacy leaves legacy infrastructure for the infrastructure is provided for the community. Chief Executive Officer community 2.4. Employment Corporate Plan Strategies Key Operational Activities Responsibility 2.4.1. Continuously seek sources of Pursue all available funding opportunities for council funding to sustain growth, retain and community projects to maintain employment in the resources and provide Council region. Chief Executive Officer employment in the Region Barcaldine Regional Council 2021 Annual Operational Plan 2. Strong Local Economy 2.5. Business Investment Corporate Plan Strategies Key Operational Activities Responsibility 2.5.1. Actively seek new business, Provide information to new residents and potential investment, population and investors to promote the businesses and services in employment opportunities for our each community. Chief Executive Officer Region 2.5.2. Continue to 'fill the gap' between Identify gaps in service provision and where practical local businesses and necessary service offer alternative services to fill the gap. Chief Executive Officer industries 2.5.3. Maintain and expand awareness Investigate all available funding opportunities to of all relevant funding opportunities improve the assets and services in the region. Chief Executive Officer

FINANCIAL COMMITMENT Operating Income $ 759,207 Operating Costs $ 2,850,042 Capital Income $ 1,350,000 Capital Costs $ 2,400,000 KEY INITIATIVES Project Cost Responsibility Commercial Property Alpha Community Care building $ 420,000 District Manager Economic Development Clean Growth Choices - Stage 2 $ 60,000 Chief Executive Officer Economic Development Board establishment $ 10,000 Chief Executive Officer Education Bursaries for local students $ 20,000 Chief Executive Officer Business Consultant to support local businesses $ 25,000 Chief Executive Officer Economic Development Initiatives $ 180,000 Chief Executive Officer Tourism Muttaburrasaurus Interpretation Centre internal fitout $ 300,000 District Manager Bullock Dray Shed $ 80,000 District Manager Barcy Red - Stage 1 $ 100,000 District Manager The Globe Tourist Lookout $ 1,500,000 District Manager Sculpture Trail safety upgrades $ 20,000 Chief Engineer Community Engagement Tourism brochures $ 25,000 Coordinator Community Engagement Tourism trails signage $ 25,000 Coordinator Community Engagement Tourism promotion $ 30,000 Coordinator KEY PERFORMANCE INDICATORS KPI Definition Target Responsibility Opportunities for local business to Existing business support participate in procurement 100% Chief Executive Officer processes Number of locally-based supply Existing business support Min 5 Chief Executive Officer arrangements Contracts awarded to local Existing business support >$10m Chief Executive Officer businesses Time taken to respond to new within 3 business New business support Chief Executive Officer business initial contact days Develop a business assistance plan within agreed Deputy Chief Executive New business support for new business timeframes Officer Implementation of business within agreed New business support Chief Executive Officer assistance plan timeframes Barcaldine Regional Council 2021 Annual Operational Plan 3. Quality Infrastructure

GOAL 3: QUALITY INFRASTRUCTURE 3.1. Roads and Streets Corporate Plan Strategies Key Operational Activities Responsibility 3.1.1. Construct and maintain Council Maintain rural roads and town streets in accordance owned roads and streets in accordance with the annual maintenance programs. Chief Engineer with Council's road categories Complete NDRRA flood damage works on Council owned roads in a timely fashion. Chief Engineer

3.1.2. Construct and maintain Maintain a strong relationship with the Department of Chief Engineer Queensland Government roads on a Transport and Main Roads. Chief Executive Officer contract basis Complete contract works on behalf of Department of Transport and Main Roads including RMPC, TIDS, Chief Engineer Flood Damage and road construction.

Advocate for road funding including through Outback Regional Roads and Transport Group. Chief Engineer

3.1.3. Ensure asset sustainability Pursue the implementation of Asset Management through proactive management of long taking account of the service that Council is expected Chief Engineer term road planning and prioritisation to provide. Develop and implement a road and street maintenance upgrade program through stakeholder engagement and identifying key areas for Chief Engineer improvement 3.2. Airports Corporate Plan Strategies Key Operational Activities Responsibility 3.2.1. Provide and maintain an Maintain the airport in each community to provide an appropriate sized airport in each appropriate level of service. Airport Reporting Officer community 3.2.2. Provide airport services for Operate security screening at Barcaldine Airport for regulated passenger transport Airport Manager Qantas Link flights.

3.3 Water Supply Corporate Plan Strategies Key Operational Activities Responsibility 3.3.1. Provide safe, reliable and high Operate water supply infrastructure to provide safe quality water services and reliable water to the community. Chief Engineer 3.3.2. Maintain and upgrade water Maintain water supply infrastructure to ensure a infrastructure to a high standard reliable and safe water supply. Chief Engineer 3.3.3. Encourage water-wise practices Promote water wise practices in the community. to manage water responsibly Local Laws Officer

3.3.4. Protect natural water sources Monitor all water sources in the region to ensure their sustainability for the future. Chief Engineer Barcaldine Regional Council 2021 Annual Operational Plan 3. Quality Infrastructure

3.4. Sewerage Corporate Plan Strategies Key Operational Activities Responsibility 3.4.1. Maintain and upgrade existing Provide an efficient sewerage service to residents. sewerage schemes in Barcaldine, Aramac and Muttaburra to an Chief Engineer appropriate standard 3.4.2. Plan for future sewerage services Investigate the options for the provision of services in in Alpha and Jericho Alpha & Jericho. Chief Engineer 3.4.3. Treat sewerage waste in Meet all relevant environmental standards through accordance with environmental systematic testing. Chief Engineer standards 3.5. Infrastructure Support Corporate Plan Strategies Key Operational Activities Responsibility 3.5.1. Replace plant and equipment in Replace plant and vehicles as per Council's annual Deputy Chief Executive a manner that provides optimal plant replacement program. Officer efficiency Maximise efficiency in the use and deployment of Senior Works Supervisor plant. 3.5.2. Maintain all plant and equipment Maintain plant in good order and in a presentable to a high standard to support Council's condition. Workshop Supervisor functions in a cost efficient manner 3.5.3. Maintain Council Depots in an Provide an efficient stores operation in each depot. efficient manner to provide support for Senior Works Supervisor Council operations

FINANCIAL COMMITMENT

Operating Income $ 15,627,535 Operating Costs $ 28,340,373 Capital Income $ 8,280,299 Capital Costs $ 20,389,299 KEY INITIATIVES Project Cost Responsibility Rural Roads Flood Damage repairs $ 12,000,000 Chief Engineer Sculpture Trail stopping bays $ 150,000 Chief Engineer Bridge Inspections and safety assessments $ 50,000 Chief Engineer Rural Roads Rehabilitation $ 637,799 Chief Engineer Town Streets Town Streets Rehabilitation $ 700,000 Chief Engineer Elm Street Barcaldine - Kerb and Channelling $ 600,000 Chief Engineer Aramac Pool Carpark seal $ 10,000 Chief Engineer Airports Airport Asset Management Plan $ 20,000 Chief Engineer Barcaldine Airport reseal of runway 14/32 $ 70,000 Chief Engineer Barcaldine Regional Council 2021 Annual Operational Plan 3. Quality Infrastructure

Depots Improvements to Council Depots $ 34,000 Senior Works Supervisor Depot Shade Extensions $ 137,000 Senior Works Supervisor Aramac Depot Oil Separator $ 40,000 Senior Works Supervisor Alpha Depot Washdown Bay $ 130,000 Senior Works Supervisor Footpaths Principle Cycle Network Pathways $ 195,000 District Managers Fleet Replacement Plant replacement $ 2,689,500 Deputy Chief Executive Officer Water Water Solar Installations $ 130,000 Chief Engineer Water SCADA and Telemetry $ 800,000 Chief Engineer Water Treatment Plants upgrade - Jericho and Alpha $ 300,000 Chief Engineer Water Asset Management Plan $ 50,000 Chief Engineer Repairs to old bores $ 20,000 Chief Engineer Water Reservoir cleaning $ 100,000 Chief Engineer Sewerage Sewerage Treatment Plant Assessment - Aramac and Muttaburra $ 62,000 Chief Engineer Sewerage Treatment Plant Waste Water Reuse - Barcaldine $ 1,400,000 Chief Engineer Sewerage SCADA and Telemetry $ 400,000 Chief Engineer Sewerage Asset Management Plan $ 50,000 Chief Engineer KEY PERFORMANCE INDICATORS

KPI Definition Target Responsibility Completion of flood damage works NDRRA 100% Chief Engineer within timeframes Completion of contract works within DTMR contract delivery 100% Chief Engineer timeframes Preventative maintenance - roads and Completion of works within Life 100% Chief Engineer streets Cycle Management Plan Completion of works within Life Preventative maintenance - airports 100% Chief Engineer Cycle Management Plan Completion of works within Life Preventative maintenance - water supply 100% Chief Engineer Cycle Management Plan Completion of works within Life Preventative maintenance - sewerage 100% Chief Engineer Cycle Management Plan Preventative maintenance - plant and Completion of works within Life 100% Chief Engineer equipment Cycle Management Plan Drinking water quality standards Health and aesthetics values 100% Chief Engineer Number of complaints per 1000 Drinking water quality complaints <100 Chief Engineer properties Drinking water quality incidents Number of incidents per year <5 Chief Engineer Sewerage overflows Overflows per 1000 connections <5 Chief Engineer Odour complaints per 1000 Sewerage odour complaints <10 Chief Engineer connections Environmental compliance Compliance with DES notices 100% Chief Engineer Barcaldine Regional Council 2021 Annual Operational Plan GOAL 4: ENVIRONMENT4. AND Environment HERITAGE PROTECTION and Heritage Protection 4.1. Environmental Protection Corporate Plan Strategies Key Operational Activities Responsibility 4.1.1. Minimise the impact of pests and Implement annual pest and weeds eradication programs weeds on the local landscape on Council controlled land. Rural Lands Officer

Participate in regional pests and weeds initiatives. Rural Lands Officer 4.1.2.Monitor new developments for Actively partner with organisations working to improve the Deputy Chief environmentally sustainable practices environment. Executive Officer 4.1.3. Promote environmentally Encourage developers and tourism operators to sensitive design, development and implement mitigation measures where there is an impact Deputy Chief operations for tourism in the Region's on the natural environment. Executive Officer natural environment Increase education on development matters relating to Deputy Chief the environment Executive Officer 4.2. Disaster Management Corporate Plan Strategies Key Operational Activities Responsibility 4.2.1. Develop and deliver initiatives to Promote the importance of disaster preparation in the Chief Executive mitigate, prevent, prepare for, respond local community. Officer to and recover from natural disasters Hold required meetings of the Local Disaster Chief Executive Management Committee and sub-groups. Officer Provide appropriate training for members of the Local Chief Executive Disaster Management Committee and it sub-groups. Officer 4.2.2. Provide emergency services Support the local SES committees in each community. Chief Executive support appropriate for each Officer community 4.3. Heritage Protection Corporate Plan Strategies Key Operational Activities Responsibility 4.3.1. Preserve and promote the Recognise places of heritage significance - national, Deputy Chief heritage of our people, structures and state, local. Executive Officer communities 4.3.2. Sensitively develop historical Encourage the private sector and community buildings organisations to recognise the heritage of buildings Deputy Chief during development. Executive Officer

4.3.3. Respect and acknowledge the Acknowledge and include the local indigenous Chief Executive Indigenous heritage of our Region community in Council activities. Officer 4.3.4. Form a positive sustainable Ensure Council is represented at significant indigenous partnership with the Region's Aboriginal meetings and functions. Chief Executive community and maintain inclusive cultural protocols with future tourism Officer ventures 4.4. Waste Management Corporate Plan Strategies Key Operational Activities Responsibility 4.4.1. Provide the best possible waste Provide an efficient waste collection service to all Senior Works management practices and waste communities. Supervisor disposal facilities within resource Provide environmentally compliant waste landfill sites in constraints each community. Technical Officer

4.4.2. Encourage and support recycling Encourage the recycling of waste including metal, drink strategies containers, vegetation, oil etc. District Manager 4.5. Animal Management Corporate Plan Strategies Key Operational Activities Responsibility 4.5.1. Utilise timely and appropriate Encourage responsible animal management through Local Laws Officer animal management practices to education. minimise nuisance issues Encourage responsible pet ownership. Local Laws Officer 4.6. Environmental Health Corporate Plan Strategies Key Operational Activities Responsibility 4.6.1. Enforce legislative requirements Promote the importance of complying with health and for businesses operating within the safety regulations with local businesses. Environmental Health Region to protect the health and safety Officer of residents and visitors.

FINANCIAL COMMITMENT Operating Income $ 591,052 Operating Costs $ 800,092 Capital Income $ 720,000 Capital Costs $ 795,000 KEY INITIATIVES Project Cost Responsibility Disaster Management Barcaldine SES Shed improvements $ 11,000 District Manager Barcaldine Flood Mitigation $ 350,000 Chief Engineer Animal Management Muttaburra Town Fence $ 70,000 District Manager Barcaldine Cemetery and Rest Area Fence $ 25,000 District Manager Aramac Town Fence maintenance $ 10,000 District Manager Waste Management Aramac Waste Landfill improvements $ 50,000 Chief Engineer Barcaldine Waste Landfill $ 300,000 Chief Engineer KEY PERFORMANCE INDICATORS KPI Definition Target Responsibility Depot environmental audits Completion of 6 monthly audits 100% Chief Engineer Waste management environmental Compliance with DES licence 100% Chief Engineer obligations conditions Barcaldine Regional Council 2021 Annual Operational Plan 5. Vibrant Communities

GOAL 5: VIBRANT COMMUNITIES 5.1. Enhancing Landscapes Corporate Plan Strategies Key Operational Activities Responsibility 5.1.1. Encourage private landholders to Conduct an annual garden competition and garden Community Engagement adequately maintain the appearance of expo. Coordinator their properties Issue notices to landholders with untidy or overgrown Local Laws Officer allotments. 5.1.2. Maintain and enhance the beauty Improve existing streetscapes through tree planting and of town entrances and the streetscapes garden creations. District Manager of each community Create gardens at town entrances District Manager 5.2. Arts and Culture Corporate Plan Strategies Key Operational Activities Responsibility 5.2.1. Encourage creativity by Support community arts activity by providing RADF grants supporting arts and cultural activity to local artists and arts organisations. RADF Committee Sponsor local arts activities including art shows, live music and theatre performances in each community. District Manager

5.2.2. Embrace libraries as a Provide professional library services in each community multifunctional community resource in partnership with the State Library. District Manager 5.2.3. Maintain and enhance cultural Maintain existing Council owned arts and cultural District Manager infrastructure infrastructure. Support community organisations to maintain arts and District Manager cultural infrastructure. 5.3. Health and Wellbeing Corporate Plan Strategies Key Operational Activities Responsibility 5.3.1. Provide community services Provide high quality community programs including Regional Community through government funded programs CHSP, HAS, 60 & Better, MOW, Respite Care. Care Coordinator for the benefit of disadvantage Maintain a sound relationship with government members of the community Regional Community departments that fund community programs. Care Coordinator 5.3.2. Improve disability access to Ensure public spaces have appropriate disability Technical Officer facilities in each community access. 5.3.3. Provide housing for those in the Manage community housing programs on behalf of the community less able to provide for State Government. District Manager themselves 5.4. Community Spaces Corporate Plan Strategies Key Operational Activities Responsibility 5.4.1. Maintain and enhance parks and Maintain and enhance parks and gardens. gardens to a high standard to ensure District Manager the attractiveness of our communities 5.4.2. Provide leisure spaces for the use Manage the town commons and reserves for the benefit and enjoyment of visitors and residents of local residents. District Manager

5.5. Sport and Recreation Corporate Plan Strategies Key Operational Activities Responsibility 5.5.1. Maintain and enhance sport and Maintain high quality sporting infrastructure. District Manager recreation infrastructure to meet the Maintain high quality showground infrastructure. needs of each community District Manager 5.5.2. Support organisations providing Provide financial assistance to local sport and recreation sport and recreational activities organisations through rates concessions, in-kind support and cash contributions to encourage physical District Manager activity. Barcaldine Regional Council 2021 Annual Operational Plan 5. Vibrant Communities

5.6.Community Support Corporate Plan Strategies Key Operational Activities Responsibility 5.6.1. Encourage and support not-for- Provide appropriate in-kind and financial assistance to profit and charitable organisations community organisations through a Community Grants District Manager working in the Region Program.

5.6.2. Recognise and support the work Hold Australia Day Awards functions in each community Community Engagement of volunteers in the community to recognise volunteers. Coordinator 5.6.3. Support and promote 'in place' Support local events relevant to each community. District Manager events 5.7. Funeral Services Corporate Plan Strategies Key Operational Activities Responsibility 5.7.1. Provide high quality and caring Provide high quality funeral services. District Manager funeral and burial services 5.7.2. Maintain cemeteries and Maintain cemeteries to the highest standards. District Manager memorial monuments in each Maintain an accurate regional cemetery database. District Manager community 5.8. Young People Corporate Plan Strategies Key Operational Activities Responsibility 5.8.1. Provide kindergarten and child Support organisations providing kindergarten and care services as appropriate for each limited hours care programs. District Manager community 5.8.2. Support organisations providing Support programs for young people in each community. activities for young people in the District Manager Region FINANCIAL COMMITMENT Operating Income $ 2,663,816 Operating Costs $ 7,536,618 Capital Income $ 1,322,546 Capital Costs $ 1,399,546 KEY INITIATIVES Project Cost Responsibility Parks and Gardens Tree planting and watering systems in each community $ 30,000 District Manager Aramac Park improvements $ 10,000 District Manager Jubilee Park improvements $ 10,000 District Manager Libraries Library improvements - Barcaldine and Muttaburra $ 10,000 District Manager Museums and Galleries Aramac Tramway Museum - carriage restoration $ 20,000 District Manager Swimming Pools Muttaburra Pool - special maintenance $ 30,000 District Manager Disability access to Barcaldine and Aramac pools $ 41,666 District Manager Sport and Recreation Facilities Aramac Showground amenities $ 420,000 District Manager Barcaldine Campdraft building improvements $ 8,000 District Manager Barcaldine Showground sound system $ 16,000 District Manager Barcaldine Showground painting of grandstand seats $ 20,000 District Manager Barcaldine Recreation Park amenities (completion of project) $ 200,000 District Manager Barcaldine Showground watering system $ 30,000 District Manager Barcaldine Showground disability amenities $ 65,000 District Manager Barcaldine Regional Council 2021 Annual Operational Plan 5. Vibrant Communities

Community Halls Aramac Hall external upgrades $ 20,000 District Manager Cemeteries and Memorials Cemetery improvements in each community $ 50,000 District Manager KEY PERFORMANCE INDICATORS TARGET KPI Definition Target Responsibility Streetscapes Tree planting min 500 trees District Manager

Community Engagement Support for art and cultural activities Council sponsored arts events min 5 events Coordinator

Community Care Community care programs Compliance with quality standards 100% Services Coordinator

Support for community events Council sponsored community events min 20 events District Manager BARCALDINE REGIONAL COUNCIL PAGE 47 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.4 SUBJECT HEADING: Economic Development Report – October 2020 Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling the monthly economic development report.

Officer's Recommendation: That Council receives the report.

Background The monthly progress report on the economic development projects that Council is pursuing is attached below.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.2 Embrace professional business practices and responsible use of Council resources 1.1.3. Implement long term financial planning to reduce financial risks and ensure financial sustainability

Goal 2. Our Local Economy Strategy 2.5. Business Investment 2.5.1. Actively seek new business, investment, population and employment opportunities for our Region

Consultation (internal/external) RAPAD Project Coordinator CEO DCEO

Policy Implications Nil

Budget and Resource Implications As per each proposal budget.

Risk Implications Medium - New business BARCALDINE REGIONAL COUNCIL PAGE 48 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 49 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 50 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.5 SUBJECT HEADING: Proposed Barcaldine Regional Planning Scheme - requesting State Interest Review Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: The purpose of this report is to obtain Council’s approval, in accordance with the notice dated 14 February 2020 and issued under Section 18(3) of the Planning Act 2016 (Planning Act), to resolve to progress the proposed new planning scheme for State Interest Review.

Officer's Recommendation: That Council: 1. endorses the Proposed Barcaldine Regional Planning Scheme (“the proposed planning scheme”) [refer to Attachment A]; 2. endorses the Communications Strategy [refer to Attachment B] for public consultation of the proposed planning scheme; and 3. resolves to request the Chief Executive administering the Planning Act to undertake a State Interest Review of the proposed planning scheme, in accordance with Step 3 of Stage 2 of the tailored process set out in the 14 February 2020 notice issued to Council pursuant to Section 18(3) of the Planning Act [refer to Attachment C];

Background On 15 November 2017, Barcaldine Regional Council joined other rural and remote local governments in the preparation of a template planning scheme under the assistance and project management of the (then) Department of State Development, Manufacturing, Infrastructure and Planning (DSDMIP). The drafting phase of the proposed planning scheme commenced following a workshop with DSDMIP project officers in early 2018. The planning scheme was prepared with line of sight to the State Planning Policy, the Central West Regional Plan, Council’s Corporate Plan and recent economic and community plan ‘Approaching 2030’.

After detailed consideration of the local circumstances of the Barcaldine Region, DSDMIP determined that the use of the template scheme approach would not be appropriate for the unique planning and development opportunities and challenges facing the region, including the extent of natural hazards and the integration of a Local Government Infrastructure Plan. It was determined that the template scheme would require significant amendment to achieve the required policy outcomes and it was on this basis that DSDMIP handed control of the planning scheme back to Council.

Council engaged Reel Planning to assist in revising the template scheme (as drafted by DSDMIP) to form a planning scheme that accurately reflected the region. The revisions made maintain the overarching policy directions of the template scheme, however focus on ensuring that the planning scheme is logical and easy to navigate and use by Council and the community. The revisions made to the template planning scheme are reflected in the September 2020 version of the proposed planning scheme, which was presented to the Council as part of a workshop held on 21 September 2020. A range of feedback was received during this workshop, which has been incorporated into the October 2020 version of the proposed planning scheme (see Attachment A).

BARCALDINE REGIONAL COUNCIL PAGE 51 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Development activity in the Barcaldine region is presently regulated by the three planning schemes of the former Aramac Shire, former Barcaldine Shire and former Jericho Shire. These planning schemes were drafted under the now repealed Integrated Planning Act 1997. The proposed planning scheme seeks to consolidate the planning intent of each of the current planning schemes into a single planning scheme for the entire region, whilst also updating the policy intent to reflect the circumstances and opportunities faced by the region today and into the future.

Following the revisions undertaken to the template planning scheme, the proposed planning scheme is now ready to progress to State Interest Review. The State Interest Review process involves the proposed planning scheme being reviewed by a range of State Government technical agencies, to ensure alignment with relevant legislation, the State Planning Policy and the regional plan. The State Interest Review process will likely result in the receipt of comments from technical agencies which may require amendments to the proposed planning scheme. Council will be consulted as required in relation to any amendments to the planning scheme.

Following the conclusion of the State Interest Review process, Council will consider the amended planning scheme and decide to commence formal public consultation. A Communications Strategy (Attachment B) has been prepared that outlines the methods that will be employed as part of the formal public consultation phase of the planning scheme preparation process. The Communications Strategy is required to be provided as part of the State Interest Review process.

Attachments Attachment A – Proposed Barcaldine Regional Planning Scheme (October 2020 version) Attachment B – Communications Strategy Attachment C – Section 18 Notice

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.5 Planning 1.5.1. Make planning decisions that allow for appropriate economic development 1.5.2. Prepare and renew Council's planning documents to reflect Council's and the community's needs

Consultation (internal/external) The Department of State Development, Manufacturing, Infrastructure and Planning (DSDMIP) has been consulted at various stages through the preparation of the new planning scheme.

A number of workshops have been held with Council since 2018, including the most recent workshop on 21 September 2020, in relation to the new planning scheme.

Policy Implications Until such time as the new planning scheme is adopted, the current three planning schemes will continue to be used for development assessment purposes.

Budget and Resource Implications Reel Planning are engaged to continue assisting Council with the preparation of the new planning scheme and will provide the primary resources for the project. Additional Council resources will be required in select instances. The extent of resources required will be dependent on the extent and degree of comments received from technical agencies as part of the State Interest Review process.

Risk Implications Inappropriate development for community Natural disasters affecting new developments BARCALDINE REGIONAL COUNCIL PAGE 52 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.6 SUBJECT HEADING: Local Government Remuneration Commission Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling a request from the Local Government Remuneration Commission for submissions on Councillor remuneration for 2021-22 by 30 October 2020.

Officer's Recommendation: That Council receives the report and provides feedback to the Commission.

Background The Local Government Remuneration Commission (the Commission) is commencing its annual remuneration review process to determine the remuneration to be paid to mayors, deputy mayors and councillors from 1 July 2021, in accordance with the requirements of sections 241–244 of the Local Government Regulation 2012.

The Commission is inviting submissions from mayors, councillors and chief executive officers, in relation to remuneration for councillors of local governments to inform the Commission’s deliberations.

Submissions can be emailed to [email protected] by Monday 30 October 2020.

Consultation (internal/external) LGAQ

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Nil

BARCALDINE REGIONAL COUNCIL PAGE 53 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.7 SUBJECT HEADING: RAPAD Water and Sewerage Alliance and Outback Regional Roads & Transport Group Principal Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling a proposal for Barcaldine Regional Council to be the Principal for the RAPAD Water and Sewerage Alliance and Outback Regional Roads & Transport Group.

Officer's Recommendation: That Council agrees to be the Principal for the RAPAD Water and Sewerage Alliance and Outback Regional Roads and Transport Group contract.

Background Barcoo Shire Council was previously responsible for the management of finance for the Outback Regional Roads and Transport Group (ORRTG) and RAPAD Water & Sewerage Alliance (RAPADWSA) and has requested that Barcaldine Regional Council take over this role as per the below resolution extract.

The role will involve paying the accounts for both groups and then recovering those costs by invoicing the other RAPAD Councils.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability BARCALDINE REGIONAL COUNCIL PAGE 54 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

1.1.1 Embrace professional business practices and responsible use of Council resources Consultation (internal/external) Barcoo Shire Council

Policy Implications Nil

Budget and Resource Implications Administration within existing budget

Risk Implications Recovery of costs from other Councils

BARCALDINE REGIONAL COUNCIL PAGE 55 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.8 SUBJECT HEADING: Annual Council Credit Review Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling the outcome of the 2020 Qld Treasury Corporation annual credit review.

Officer's Recommendation: That Council receives the report.

Background All Councils who have loan borrowings or intend to borrow money are required to have an annual credit review.

The credit review involved preparing and submitting a 10 year long term finance plan and then presenting a business update to QTC representatives.

The credit review outcome did not change from last year i.e. Weak with a Neutral outlook

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources

Consultation (internal/external) Qld Treasury Corporation

Policy Implications Nil

Budget and Resource Implications Enables Council to borrow funds as per the budget

Risk Implications Long term sustainability

BARCALDINE REGIONAL COUNCIL PAGE 56 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 57 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.9 SUBJECT HEADING: Community Drought Support Funding Author and Title: Angela Waugh, Community Engagement Coordinator CLASSIFICATION: (if confidential)

Summary: From the Community Engagement Coordinator submitting the list of community groups and funding amounts to be distributed from the Community Drought Support Funding received from the Department of Communities, Disabilities and Seniors.

Officer's Recommendation: That Council distributes the $31,000 Community Drought Support Funding received from the Department of Communities, Disabilities and Seniors to the following community groups who submitted expressions of interest for the amounts listed:  Alpha Jockey Club Inc.: Alpha Races - $2,000.00  Alpha Show Society Inc.: Alpha Show - $3,000.00  Aramac Community Development Association (ACDC): Aramac Christmas Party 2020/2021 - $2,500.00  Ballyneety Rodeo Club Inc.: Ballyneety Campdraft, Rodeo & Bush Gymkhana - $1,500.00  Barcaldine Campdraft Association: Campdraft - $1,240.00  Barcaldine Police and Outback Futures: Amazing Race & Mental Health & Wellbeing Expo - $6,000.00  Barcaldine Pony Club Inc.: Team Penning Clinic and Competition - $1,000.00  Barrels 4 A Cause: Ronelle Lahey Memorial - $1,250.00  Desert Recreation Club: Easter Cricket - $560.00  Jericho Blue Light: Australia Day - Beat the Bush Blues - $3,000.00  Jericho Men's Shed: May 2021 event - $2,500.00  Jericho Public Christmas Tree: Jericho Christmas Tree - $1,500.00  QCWA Barcaldine Branch: QCWA Barcaldine Twilight Christmas Markets - $1,000.00  St Joseph's Catholic School: Beauty & the Beast Jr Musical - $1,200.00  St Joseph's Primary School P&F Committee: Christmas Fair - $1,500.00  Western Winter Barrel Series: Classic Barrel Race - $1,250.00

Background Council applied and was successful in receiving $31,000 in funding for the Community Drought Support Package Grants Funding Program through the Department of Communities, Disabilities and Seniors.

This funding was then offered to community groups within in the Barcaldine region. An expressions of interest form was circulated throughout the region from Friday 14 August 2020 with a closing date of Friday 4 September 2020. The funding was open to any community group who met the following criteria:  hold their event or activity on or before Friday 31 December 2021 in the Barcaldine Regional Council area.  be an event or activity that anyone can attend.  have satisfied the reporting requirements of any previous Community Drought Support Funding.

BARCALDINE REGIONAL COUNCIL PAGE 58 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

The funding is to be used by community groups to host events that:  offer free or reduced entry fees.  provide high quality entertainment.  include community support mechanisms.

Funds are not to be used for the purchase of vehicles, building or construction costs.

A total of 16 applications were received to a total value of $72,965.00.

Link to Corporate Plan Goal 5. Vibrant Communities Strategy 5.6.Community Support 5.6.3. Support and promote 'in place' events

Consultation (internal/external) Internal – Allocation of funding. External – Expressions of interest from community groups.

Policy Implications Nil

Budget and Resource Implications $31,000 received via a grant from the Department of Communities, Disabilities and Seniors.

Risk Implications Low reputational risk

BARCALDINE REGIONAL COUNCIL PAGE 59 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.10 SUBJECT HEADING: Bush Councils Compact Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling the Bush Councils Compact developed by the Local Government Association of Queensland for review and feedback by 6 December 2020.

Officer's Recommendation: That Council receives the report and provides feedback to LGAQ.

Background As you may be aware, the Bush Councils Compact was developed and pursued by the LGAQ on behalf of members following a resolution of the 2019 Annual Conference.

In line with LGAQ’s policy development framework, the draft Bush Councils Compact was considered and unanimously endorsed by your Policy Executive on August 14 this year. At this meeting, Policy Executive considered and agreed on which councils would be part of the Compact.

Support to date Following Policy Executive’s endorsement of the Compact and the LGAQ’s core election strategy, the LGAQ asked political parties contesting the 2020 State Election to adopt an agreed Bush Councils Compact should they win the 31 October poll.

To date, we have had great success in securing support for the Compact among political parties, with the Liberal National Party, the Australian Labor Party, Katter’s Australian Party, The Greens and One Nation all committing to support the Compact after the election. Major peak rural bodies AgForce, Queensland Farmers’ Federation, Queensland Resources Council, Timber Queensland and the Queensland CWA have also backed the Compact.

The Bush Councils Compact proposes an alternative decision-making framework for government to ensure the individual and unique difficulties and challenges facing rural and remote communities are well understood and well-considered by government before key policy and legislative decisions are made.

Regardless of the issue at stake, the Bush Councils Compact aims to reduce the need for reactive advocacy in circumstances where decisions made by the government result in unintended, often negative consequences, for bush communities.

The LGAQ’s proposed Bush Councils Compact is not an issues based advocacy agenda and it does not limit the ability of different regions or individual councils to pursue their own priorities with government.

Rather the Compact is designed to assist your advocacy to ensure thorough consideration of regional needs is undertaken prior to decisions being made – not after.

The Compact demands more proactive government consideration of member needs and circumstances across the board, through inclusion in Cabinet briefing processes, requirements for Regulatory Impact Statements, a BARCALDINE REGIONAL COUNCIL PAGE 60 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Bush Champions scheme for directors-general and an annual independent State of our Bush Communities report to Parliament.

Inclusion methodology To identify the councils covered by the Bush Councils Compact, the LGAQ’s Policy Executive endorsed the following criteria - councils with a population of less than 50,000 people and/or a population density of fewer than 10 people per km2.

Excluded from the Compact are 15 city and regional councils with larger population and revenue bases, for example, Cairns, Townsville, Rockhampton, Bundaberg, Sunshine Coast, Brisbane, Ipswich and Toowoomba. While these councils are certainly responsible for rural areas, they are deemed to have sufficient resources and capability to achieve positive outcomes from the Queensland Government under the current Partners in Government Agreement.

Queensland’s 17 First Nations Councils are also not included so as to avoid any duplication and regulatory confusion with existing initiatives targeted at supporting the interests of First Nation peoples, such as the new national Closing the Gap agreement and the Queensland Government’s Local Thriving Communities reform and Champions programs.

Going forward The Bush Councils Compact would be an historic move by the State Government - there has never been an agreement of this kind in Queensland before.

With almost 40% of Queensland’s population living outside major metropolitan areas, rural and remote communities are significant contributors to the State’s development, economic prosperity and social fabric.

The LGAQ will ensure an appropriate level of consultation by establishing a Guardians Group (working group) of Mayors and councillors to advise on the detailed governance arrangements for the Compact. Regards, Mark Jamieson President, LGAQ

Consultation (internal/external) LGAQ

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Potential risk of loss of government funding depending upon distribution models

BARCALDINE REGIONAL COUNCIL PAGE 61 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.11 SUBJECT HEADING: Community Consultation Forums Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer proposing dates for the next round of community consultation forums.

Officer's Recommendation: That Council conducts community consultation forums on the following dates:  Alpha November 2020 at pm  Jericho November 2020 at pm  Barcaldine November 2020 at pm  Aramac November 2020 at pm  Muttaburra November 2020 at pm

Background Councillors have agreed to conduct at least two community consultation forums in each community for each year.

Consultation (internal/external) Mayor and Councillors

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Minimal

BARCALDINE REGIONAL COUNCIL PAGE 62 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.12 SUBJECT HEADING: Regional Connectivity Program - Alpha Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling a letter from the Deputy Prime Minister advising of a further $30m for the Regional Connectivity Program.

Officer's Recommendation: That Council supports the application by NBN to the Regional Connectivity Program for funding for the Alpha Technology Flip project and that Council contributes $50,000 towards the project.

Background I am pleased to advise that the Morrison McCormack Government has committed a further $30 million to the Regional Connectivity Program over the 2020-21 to 2021-22 financial years. This brings the total funding available under this Program for digital infrastructure projects in regional, rural and remote Australia to $83 million.

Following significant interest in the Program, the closing date for applications has also been extended by four weeks to 5:00pm AEDT on 17 November 2020.

The additional funding for the Regional Connectivity Program is part of a $135 million package of support for regional Australia to be delivered in the 2020-21 Federal Budget. The increased funding for the Program will be used to deliver additional ‘place-based’ telecommunications infrastructure projects which respond to local needs and enable regional communities and businesses to leverage the benefits of improved digital connectivity.

These projects will enhance the economic and social opportunities available to areas outside the NBN fixed-line footprint, including in key sectors like agriculture, tourism, health and education.

Council has engaged with NBNCO to develop a proposal to install NBN in Alpha.

Goal 2. Our Local Economy Strategy 2.5. Business Investment 2.5.1. Actively seek new business, investment, population and employment opportunities for our Region

BARCALDINE REGIONAL COUNCIL PAGE 63 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Consultation (internal/external) Mayor NBN QCN Fibre

Policy Implications Nil

Budget and Resource Implications $50,000 contribution from Economic Development budget

Risk Implications Minimal BARCALDINE REGIONAL COUNCIL PAGE 64 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.13 SUBJECT HEADING: 2021 Australia Day Awards Author and Title: Angela Waugh, Community Engagement Coordinator CLASSIFICATION: (if confidential)

Summary: From the Community Engagement Coordinator submitting the nomination form for the 2021 Australia Day Awards.

Officer's Recommendation: That Council receives the nomination form and calls for nominations for the 2021 Australia Day Awards.

Background The Barcaldine Regional Council Australia Day Awards celebrate the achievement and contribution of individuals and community groups in our region. These awards are an opportunity to publicly acknowledge those who have made an outstanding contribution or an exceptional achievement.

Link to Corporate Plan Goal 5. Vibrant Communities Strategy 5.6.Community Support 5.6.2. Recognise and support the work of volunteers in the community

Consultation (internal/external) Internal – Mayor and Acting Chief Executive Officer External – Feedback from the 2020 Australia Day Award judges

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Low reputational risk BARCALDINE REGIONAL COUNCIL PAGE 65 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 66 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 67 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 68 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 69 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 70 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 71 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.14 SUBJECT HEADING: Interim Regional Tourism Strategy Author and Title: Angela Waugh, Community Engagement Coordinator CLASSIFICATION: (if confidential)

Summary: From the Community Engagement Coordinator submitting the first draft of the interim Regional Tourism Strategy for comment.

Officer's Recommendation: That Council receives the draft interim Regional Tourism Strategy for the Barcaldine region and opens the strategy for Council and community feedback.

Background The Barcaldine Regional Council Tourism Plan expired in 2018. The interim Regional Tourism Strategy report was completed by Linda Hailey, tourism and small business consultant, and in consultation with Council and the tourism operations and tourism associations in our region.

Feedback and comments are to be received by 30 November 2020.

Link to Corporate Plan Goal 2. Our Local Economy Strategy 2.2. Tourism 2.2.4. Maintain and promote iconic tourism assets in each community

Consultation (internal/external) Internal/external – Linda Hailey has been engaged to complete the report and has consulted with Internal and external stakeholders directly involved in tourism.

Policy Implications New policy

Budget and Resource Implications Consultancy fee

Risk Implications Low financial risk

Draft Interim Tourism Strategy 2020

Barcaldine Regional Council

Linda Hailey Hailey Enterprises Pty Ltd October 2020

Table of Contents

Overview ...... 3 Project History ...... 3 Methodology ...... 3 The Report ...... 3 The Cost, Contribution and Management of Tourism ...... 6 Commitment to Tourism ...... 6 Cost of Tourism ...... 7 Contribution of Tourism ...... 7 Management of Tourism ...... 8 Marketing of Tourism ...... 8 About the Destination ...... 10 Regional Profile ...... 10 Competitors...... 11 Competitive Strengths of The Barcaldine Region ...... 11 Tourism Products, Themes, Hero Experiences ...... 12 Key Attractions in each town ...... 12 Themes and Categories ...... 13 Hero Experiences ...... 14 Current Visitor Profiles ...... 16 Grey Nomads ...... 16 Families ...... 16 Younger Travellers ...... 16 Adventure Seekers ...... 16 Destination Travellers ...... 17 Key Issues - Challenges ...... 18 Key Issues - Opportunities ...... 22 Objective and Strategies ...... 26 Strategies for Tourism Development ...... 27

©Hailey Enterprises Pty Ltd Page 2

Overview

Project History The Interim Tourism Strategy has been developed as a part of the Tourism & Small Business Project (2018 – 2020) and is authored by Linda Hailey of Hailey Enterprises Pty Ltd in consultation with Deputy CEO Brett Walsh and Community Engagement Coordinator Angela Waugh.

In 2018 former CEO Steven Boxall was keen to develop the tourism offering in the region and support the small business community who were struggling with the ongoing pressures of the drought. Linda Hailey was appointed to act as a champion and mentor for small business and tourism operators in the area and advise Council

Rather than the usual “fly in fly out” visit by an expert that left businesses motivated but short on the “how to”, the aim was to provide businesses with practical ongoing support over a longer period. This allowed Linda to really get to know the different communities and build trust and relationships with established and intending business owners in the region. The program was partially funded by RAPAD contribution of $15k with Council funding the remainder. It has been highly successful; operators have increased their skills, improved their tourism offering and grown in confidence as professional tourism operators.

In 2018 the current five-year Tourism Plan expired, and it was suggested that Linda tap into her knowledge of the region to develop an Interim Tourism Strategy for the Barcaldine region. This Strategy takes a very different approach to the 2013 – 2018 Tourism Plan as it looks at the region as a whole rather than focus on individual towns. The aim is to set direction for future development and give Tourism staff and operators clear strategies and concepts for increasing awareness and visibility of the region and attracting more target visitors.

Methodology Stakeholder engagement was an important part of developing this strategy. As there was minimal research available, it was vital to seek opinions and feedback from relevant organisations and individuals involved with tourism. A comprehensive questionnaire was developed and sent to Progress and Tourism Associations in each town, VIC staff, relevant Council staff, Councillors, and individual operators. 18 questionnaires were completed representing the thoughts and opinions of approximately 40 individuals. (A summary of this research is an Addendum to this report). This research identified common themes, ideas and concerns which were then combined with Linda’s own research into the area along with her experience working with other regional towns to identify key issues and develop proactive, cost effective strategies that could be implemented over a two to three year period. The Report The Strategy document is divided into six sections:  An analysis and overview of Tourism in the region. This has been developed using the same format as the OQTA Destination Marketing Plan and details

©Hailey Enterprises Pty Ltd Page 3

the Council’s contribution to tourism and tourism assets of the region along with visitor profiles  A summary of the Key Issues for the region, identifying challenges and opportunities for the region o Key Challenges including . The need to move from a township to whole of region focus . Seeing the region as a journey or series of trails rather than a destination . The seasonal all or nothing nature of tourism in the region . Enlisting the support and commitment from tourism operators . Internal management of tourism within the Council . The lack of engagement with potential visitors at the “planning” phase . A lack of funds for marketing and development o Key Opportunities Including . Potential to take a whole of region focus and create exciting and interesting trails or journeys for visitors that encompass all five towns . The potential to create a hero experience with the Lake Dunn Sculpture Trail plus future potential to create other hero attractions and events . Potential to build the online awareness and visibility of the region . Potential to engage with intending visitors during the planning phase their trip . Potential to actively market to new and emerging visitor profiles  Tourism Objective for the region  Strategies for achieving those goals including o Creating a unified approach to tourism management and product development which involved both Council and tourism operators o To take a regional rather than town focus on tourism o The Build general awareness of the Barcaldine Region o To build online awareness of the Barcaldine region o To reach visitors to the outback during the panning phase of their trip o To build awareness and visibility of The Sculpture Trail as the hero experience for the region o To have two additional Hero Experiences and a Hero Event by 2023 ©Hailey Enterprises Pty Ltd Page 4

o To actively market to specific growth target markets such as families and younger adventure travellers o To improve the overall experience for travellers to the region This report is a DRAFT and if accepted can be expanded to include an Action Plan for implementation of the recommended strategies

©Hailey Enterprises Pty Ltd Page 5

The Cost, Contribution and Management of Tourism

Commitment to Tourism In the past five years tourism has taken an increasingly important role in the Barcaldine Shire as a means of bringing revenue into the economy during a long-term drought, creating employment opportunities and increasing awareness of the attractions of the area. As is common in emerging Tourism Destinations, the Council has taken on the responsibility of funding core tourism services in the region including setting up and staffing of Visitor Information Centres. Visitor Information locations range from the main street in Alpha, at the Post Office and Library in Jericho to the purpose built Globe building in Barcaldine (which is the largest dedicated VIC in the region) to Council Offices in Aramac, and the Post Office in Muttaburra. The Council also funds and produces signage and marketing material for promotion of the region. In an effort to strengthen the skills and viability of tourism operators and small businesses in the region BRC (through RAPAD) funded consultant Linda Hailey to work with existing and intending business to improve their tourism offering. The Council has also funded and hosted initiatives such as Small Business and Tourism Forums and workshops. BRC has also demonstrated their commitment to tourism with an impressive track record applying for and winning Tourism & Development Grants to develop products and infrastructure. This has resulted in $1.9 million of Grants in the 2019/2020 period and a further $2.3 million in the 2020 – 2021 financial year. Initiatives from these programs include:  The Recreation Park – to opening stage  Sculpture Trail  The Muttaburrasaurus Interpretive Centre  The Globe Lookout – due to be open to the public by October 2021  Tree of Knowledge Lighting  Aunt Emma Rail Trail – feasibility study  Barcy Red Off-Road Motorcycle Concept – part feasibility plus signage and onsite works  Arid Lands Botanic Gardens – the Council have committed to providing land and a working group has been established for this project In this year’s Federal Budget, a round of $1 million grants was announced, and Council is currently considering projects that will meet the grant criteria. Local Indigenous business owners have also been very successful in seeking grants leading to the development of three major attractions.

©Hailey Enterprises Pty Ltd Page 6

 YACHATDAC o Turraburra/Gracevale Station – Launched October 2020  Trackers Queensland Pty Ltd o Desert Dreaming Centre – Launched October 2020 o Lake Dolly Fringe Camp – Achieved funding 2020 Privately owned businesses and operations are also investing in tourism. The Heritage Centre is currently undergoing a $2 million construction project and local entrepreneurs have started new ventures such as retail outlet Artesian Originals and a new business in Aramac operating out of the Aramac Hotel supplying picnic baskets for visitors to the Sculpture Trail. Cost of Tourism From an operational perspective, tourism cost BRC $461,000 in 2019/2020. This included  Operation and staffing of VIC’s  Maintenance and cleaning of public toilets  Promotion e.g. tourism guides, website, social media etc In addition to operational costs, BRC has directly contributed $1 million to specific tourism projects in the last financial year. Contribution of Tourism Income to BRC from tourism was $113k last financial year. This is made up of  Purchases from the VIC’s  Camping Fees It is difficult to quantify the contribution of tourism to the Barcaldine region as there has been little research into visitor profiles or visitor spend. OQTA research and a report from Localis are due shortly and will hopefully provide more information on the contribution of tourism to the economy. The Barcaldine VIC collects visitor data, and this shows that visitor numbers from 2017 – 2019 have been relatively stable averaging 12,123 per annum. These numbers do not take into account the number of travellers who do not visit the VIC’s. 2020 has recorded 6322 visitors due to almost 3 months of shutdowns during the early stages of the COVID-19 pandemic. However, anecdotal evidence suggests that many local businesses rely on tourists to significantly boost their revenue during peak season. This was particularly noticeable in 2020 when tourists started arriving and the main streets were buzzing with travellers A local caravan park owner did their own informal research and estimated that visitors staying at the Caravan Park for 3 weeks each spent approximately $1,525 in the region.

©Hailey Enterprises Pty Ltd Page 7

Management of Tourism Although tourism is important to the region, BRC has no dedicated Tourism Manager or communications staff to actively market and promote the region. Traditionally, tourism in each town has been the responsibility of the Regional Manager for that district and Council have provided staff for Visitor Information Services in each town. Visitor Information staff report directly to the Regional Manager and are typically admin employees who service the Visitor Information desk as a part of their overall duties. Tourism Officer, Kylie Owens is the only full-time staff member employed to work on tourism for the town of Barcaldine, she is supported by part time staff during the peak season. Angela Waugh as the Community Engagement Coordinator reports to the CEO and has overall responsibility for tourism, events, and communications with the support of an assistant, however she is not directly responsible for the VIC team and has little input into the towns progress and tourism associations. There are Tourism or Progress Associations in each town except Barcaldine. These committees develop local projects and liaise with the District Manager and Community Engagement Officer if they need support with development and Committees in each town Marketing of Tourism Marketing of the region is consistent and strong especially with print media. BRC funds a range of direct marketing material to promote the region including  A whole of region booklet to promote all attractions in all towns o This was introduced in 2015 and has been updated every 2 years on average

 It is distributed through all VIC’s in the region plus Longreach, Winton, Blackall, Tambo, Longreach, Winton, Emerald, Charleville, Hughenden, Richmond, Quilpie, Mt Isa, Cunnamulla, Cloncurry, Boonah, Gatton, Bowen, Home Hill, Julia Creek, Stonehenge and Mareeba. o It is also available from local businesses  Town maps o Primarily available through the VIC’s  Lake Dunn Sculpture Trail map o This DL leaflet was developed in 2016 and the 2020 version is an A3 handout. It is also available as a download from the BRC website  Tree of Knowledge DL full colour brochure In 2018 these initiatives were supplemented with significant tourism information on the Council website which also allows direct booking of Freedom Park camp sites. With OQTA support, BRC developed a 6 week 30 sec TV campaign on Channels 7,7Two and 7Mate. The campaign ran from 8/10/2020 targeting Rockhampton,

©Hailey Enterprises Pty Ltd Page 8

Mackay, and Townsville. The campaign included 470 spots and 54 sponsorship billboards. Council have also committed $10k to developing a regional tourism site but currently have no organisation or group to manage the website. BRC is a member of OQTA which provides information and research on outback tourism and promotes regions in Outback Queensland. BRC is also a member of The Matilda Way group and the Inland Highways group. Barcaldine region and towns are featured in external publications including  Outback Queensland Magazine  The Merino Trail Map  Matilda Country Magazine  Wot’s on in Queensland  Drive Inland And travel websites through the Australian Tourism Date Warehouse including www.outbackqueensland.com.au www.queensland.com.au www.traveller.com.au www.busqldoutback.com.au https://driveinland.com.au/ Since January 2020 Barcaldine region products have also featured or been mentioned in three national travel supplements.

©Hailey Enterprises Pty Ltd Page 9

About the Destination

Regional Profile Barcaldine Regional Council covers an area of 56,677 square kilometres, has five communities and a population of 3000 across the region, which makes it one of the largest tourism regions in Queensland. The population includes primary producers, local business owners and a high percentage of public servants working for Council, Main Roads, hospitals, schools, Ergon Energy and police. The Council is the area’s largest employer with 170 staff. As the area grows, it is expected that mining and business development opportunities will lead to an increased population and more employment opportunities for locals. Communities in the region include Alpha, Jericho, Barcaldine, Aramac and Muttaburra which are all within a 60-minute drive of each other. The region is well connected through the major Capricorn (Drive Inland) and Landsborough Highways (Matilda Way) which are popular routes for travellers heading to Longreach and Winton or Rockhampton and Emerald. There is also a direct route from Jericho to Aramac via the Torrens Creek Road of which 30k is unsealed and a direct route from Muttaburra to Longreach via Cramsey Road which is unsealed. If these roads were sealed, they could form a popular loop across the Shire accessing the Lake Dunn Sculpture Trail. Queensland Rail operates twice weekly trips between Rockhampton and Barcaldine on the Spirit of the Outback passenger train Up until COVID Restrictions, Qantas operated three weekly return flights from Brisbane to Barcaldine. They are currently operating two flights a week. The Barcaldine region has wide open spaces and a range of distinct landscapes from the Great Dividing Range to downs country which makes travel from town to town an interesting part of the journey. It also has artesian water supplies so local gardens and parks are green and attractive. The region enjoys beautiful warm weather with long sunny days from April to September which is a big attraction to travellers escaping the cold of the Southern States. The area is rich with natural beauty and has strong ties to history from dinosaurs and Indigenous culture to farming, the railway and the famous 1891 shearers strike and the formation of the Labour Party. There are tourism experiences to explore in each of the five towns including museums, historical sites, sculptures, murals, outback architecture, memorials and tours. Visitors can also enjoy inland fishing and hunting, tracing family genealogy, fossicking, geocaching and more recently, adventure and family sports. Staying overnight in the region can also be a unique experience with river or lakeside camping, wetlands camping, on station camping and unique Airbnb’s.

©Hailey Enterprises Pty Ltd Page 10

The area has been in drought for 9 years and although primarily a farming district, locals are generally welcoming to visitors. In recent years local businesses and the community have seen the benefit of the revenue tourists can generate small towns, this has been particularly evident following the COVID pandemic lockdown and the subsequent influx of visitors.

Competitors Both locals and tourism operators see the towns of Winton and Longreach as their direct competitors for visitors:  Longreach is a larger town which acts as a hub for the surrounding regions. It has more accommodation and amenities plus two Hero Attractions in The Qantas Museum and the Stockman’s Hall of Fame. It also has very strong tour operators offering river experiences and tours.  Winton has done an excellent job marketing the town and attractions. It is known nationally as a film centre and has established its reputation as the Dinosaur centre with major Dinosaur experiences and the more recent Waltzing Matilda Centre. Winton also has built a reputation for holding major events such as the Way Out West Fest Competitive Strengths of The Barcaldine Region  Authentic towns which are small, welcoming, and well presented  Quiet and space  Great tasting water  The Lake Dunn Sculpture Trail is well developed and unique to the region  A diverse range of strong stories, themes and experiences including o Pioneering heritage o Historical events o Dinosaurs  Strong Indigenous stories and culture  All 5 towns have natural and man-made attractions which encourage visitors to stop  Alpha, Barcaldine, and Aramac have main streets with local shops  Jericho and Muttaburra are smaller but still have businesses that are popular stopping off points for visitors  Low cost accommodation  Great stopping off points for travellers on the way to somewhere else

©Hailey Enterprises Pty Ltd Page 11

Tourism Products, Themes, Hero Experiences

There is a wide range of tourism experiences spread across the region, although there are no “big box” attractions like the Qantas Museum or Stockman Hall of Fame there are a large number of quality, engaging experiences that are authentic to the region. Natural beauty and a changing landscape are complemented by museums, historical sites, sculptures, murals, outback architecture, memorials, and tours. Visitors can also enjoy inland fishing and hunting, tracing family genealogy, fossicking, geocaching and more recently, adventure and family sports. There are also opportunities to experience outback life and history with tag along tours, station stays and Indigenous cultural experiences. Each town in the region is fortunate to have both natural and man-made attractions which encourage tourists to stop. In most towns, this mix is enhanced with retail and food operators that appeal to visitors. Realistically, most towns should be able to “hold” a visitor for 1 – 2 hours including a meal break. Key Attractions in each town  Alpha – Town of Murals o Murals – 28 murals depicting day to day life and pioneering history o Beta Hut and Railway Memorabilia o Tivoli Theatre Museum o Fossilised Forest Sculpture  Jericho – Jericho on the Jordan o Crystal Trumpeters o The Trumpeter Sculpture o Jericho Drive in Theatre o Murals o Redbank Park o Information Centre – Old Village  Barcaldine – Garden City of the West o Tree of Knowledge Memorial o Musical Instruments – Main Street o Australian Workers Heritage Centre o Barcaldine & District Historical Museum o Murals o Red Shed Gallery o Between the Bougainvillea’s Heritage Trail o Trackers Tours

©Hailey Enterprises Pty Ltd Page 12

o Barcaldine Tag-a-long Tours o Lara Station o The Globe look out o Bicycle Hire o Roses’n’Things  Aramac – Captain Starlight Country o Tramway Museum o White Bull & Adorabulls o Harry Redford Interpretive Centre o Lake Dunn Sculpture Trail  Muttaburra – Home of the Muttaburrasaurus Landoni o Dr Arratta Museum o A.A.Cassimatis General Store o Centre of Queensland Monument o Muttaburrasaurus Interpretive Centre Although there are separate strategies for events it should be noted that there are some larger events held during tourism season that would have appeal to visitors:  Harry Redford Cattle Drive - Aramac (Not currently running)  Tree of Knowledge Festival – Barcaldine/ May  Alpha Races – Alpha/June  Barra Back Up – Muttaburra/July It is also important to note that the journeys from town to town in the region are interesting in themselves with ever changing scenery, wildlife, wildflowers in season and historical sites along the way. Even the quirky humour of locals such as “dressing up ant hills” can make a trip more entertaining. An audit of accommodation in March 2020 showed there was a total of 390 beds in the region and 1090 camp sites plus 3 – 4 free camping sites outside each town. An audit of attractions is currently underway, and an audit of natural attractions is planned for early 2021. Themes and Categories Local research identified there are a number of consistent themes across the region.  Heritage, history, and locals  Authentic experiences  Natural Beauty  Outback Adventures/Extreme experiences

©Hailey Enterprises Pty Ltd Page 13

 Paleo Tourism Hero Experiences Hero Experiences tend to be memory making attractions that encourage visitors to include a particular region or town on their itinerary or base themselves close to that experience or attraction. Typically, they are places where visitors spend two hours or more seeing or doing something that doesn’t exist elsewhere in that area. Local research identified the 6 top Hero Experiences in the region (in order)  Lake Dunn Sculpture Trail  Tree of Knowledge  Muttaburrasaurus Interpretation Centre  Australian Workers Heritage Centre  Lara Wetlands  Dr Arratta Museum Hero experiences are described by Tourism & Events Qld as “those world class iconic experiences that: provide a destination with a real competitive advantage over other destinations, focus on what is truly unique or memorable or engaging about a destination, and meet the needs of identified target markets” Realistically, only The Lake Dunn Sculpture Trail meets that criteria at present. The story behind the trail, its length, number of sculptures, size of sculptures and interaction with the landscape make it something different and unique.  The Tree of Knowledge, although unique, would not currently hold visitors for long enough and would need to encompass more of the history behind the monument  Muttaburrasaurus Interpretation Centre would struggle to compete with the Winton offering.  The Australia Workers Heritage Centre is currently undergoing a renovation including a main street entrance which may improve its visitor appeal, but the static nature of its displays makes it difficult to compete with “Big Box” attractions  Lara Wetlands and its unique setting would certainly make it a “must do” overnight destination for some travellers, holding them in the area for longer. It is privately owned and recently sold so it may not continue in its current form  Dr Arratta Museum is definitely a world class, unique experience and has the potential to become a hero experience but it’s current lack of accessibility and inconsistent staffing is unlikely to drive destination visitors in the short term but may have long term potential.

©Hailey Enterprises Pty Ltd Page 14

The research questionnaire also asked participants to nominate events that could become Hero Experiences. Results were:  Tree of Knowledge Festival  Alpha Races  Barra Back Up  Harry Redford Cattle Drive

©Hailey Enterprises Pty Ltd Page 15

Current Visitor Profiles

It is currently difficult to quantify numbers and types of visitors to the Barcaldine Region as there has been little research into who is staying, where and when. According to OQTA 2016 data the largest group of overnight visitors to the Outback is Business Travellers (36%), motels in Barcaldine are routinely fully booked with a large percentage of contractors and business travellers. New cabins in Barcaldine have recently been developed for the contractor market. Holiday makers (34%) were identified as the second largest group followed by Visiting Friends and Relatives (20%). Local stakeholder research and feedback from Barcaldine VIC suggests the following visitor profiles Grey Nomads Local opinion suggests the most commonly seen visitor in the Barcaldine Region is older and grey-haired travelling with a camper or caravan. Typically, these older explorers have been called Grey Nomads which are older travellers on a fixed income. There are also a number of subsets of this target market who visit the region  Wanderers, also retired but are self-funded with higher disposable income  Southerners escaping the cold weather  Intrastate visitors often from Mackay, Rockhampton and Townsville  Older singles travelling together  Long term stayers who want to be involved with the community There is also a “hidden” group which can be confused with grey nomads. These travellers are 50 – 65 still working and are exploring/testing retirement lifestyles. These travellers have typically travelled extensively including overseas and have higher expectations re accommodation, quality of service and authentic, quality dining experiences. Families In recent years there has been an increase in families visiting the region particularly during school holidays. This group were also prevalent during the July school holidays in 2020 when families avoided crowded destinations and explored the outback during COVID restrictions. Younger Travellers There is also evidence that younger travellers on their way to events such as The Big Red Bash and Way Out West Festival are stopping in the region. They are looking for more adventurous/authentic experiences such as mustering, shooting and motor bike riding Adventure Seekers There is growing demand for more “adventure” experiences. It is likely that attractions such as the Aunt Emma bike trail, Barcy Red motorbike trails, and The ©Hailey Enterprises Pty Ltd Page 16

Recreation Park will attract younger, more adventurous travellers especially as many motorbike activities are restricted in larger towns and cities. Destination Travellers The area also appeals to destination visitors attending sports or events in the towns, tracing family history, bird watching, agate fossicking or geocaching.

©Hailey Enterprises Pty Ltd Page 17

Key Issues - Challenges

Towns Versus Region? Tourism in the region is currently developed and managed on a town by town basis. Tourism and Progress Associations in all towns except Barcaldine develop tourism product and promotions that are relevant to their community. At Council level, District Managers are primarily responsible for tourism in each town and although there are VIC’s in each town staffed by Council employees, there is minimal communication amongst them re regional planning. Tourism operators in each town are often unaware of attractions or activities at the other end of the Shire and in some cases have never visited these towns. There is no whole of region strategy for developing products and promoting the regions attractions and experiences. Over the years there has also been some rivalry between towns and a belief that all towns and attractions should be promoted equally, regardless of the size of the town or number of attractions. This town by town “silo” approach has meant that each community is focused purely on their town and there has been little attempt to link attractions and create trails or journeys across the region. The challenge is to break with years of tradition and develop a cohesive plan that involves all five towns and starts treating the whole of region as a valuable tourism route. Destination or Great Journey? A major tourism destination is typically a town or area where visitors base themselves because of picturesque surroundings or proximity to major attractions and amenities. Prime examples of these include Great Barrier Reef, Uluru or Byron Bay. A location can also become a minor destination because of an annual event or attractions for instance Winton’s Way out West Festival or Qantas Museum in Longreach. Historically visitors do not visit “Shires” but towns or attractions within a Shire area. Anecdotal evidence suggests that the Barcaldine region is not a major destination and is unlikely to become one in the short to medium term. Although it has unique assets like the Sculpture Trail, it currently lacks the “big box” major attractions or festivals that draw large destination crowds. However, the Shire is located on two major highways that lead to larger destinations and has five towns across the Shire which all have enough attractions and activities to encourage travellers to stop and or/stay multiple times. Creating a memorable journey makes the most of the region’s multiple attractions, and at this stage of tourism development it is more logical to market the region as a journey with one or two “hero” experiences rather than a specific destination. The challenge is to change the way the region thinks about its tourism offering.

©Hailey Enterprises Pty Ltd Page 18

Part Time Tourism Tourism in the Barcaldine Region tends to be “all or nothing” with tourists visiting from April to September. This means that many tourism businesses close during the off season and a tourism operation may be treated as a “side hustle”. Some businesses can make enough in the tourism season to support themselves but for others, the income from tourists is a bonus or top up from their usual occupation. Although this is a common situation in seaside towns it is more radical in the outback as there are little or no holiday visitors in the off-peak season. Although this is a genuine hurdle, there is little that can be done to change tourism season. The challenge is to keep tourism operators motivated and engaged 12 months of the year, so they maximise their revenue during peak periods. Offering a Consistent Tourism Experience Visitor feedback to operators and VIC’s has identified inconsistencies with the provision of services in the region. This includes lack of accommodation or level of accommodation in some towns, lack of food options after 4pm, no weekend access to some attractions, lack of Sunday trading and difficulty accessing some attractions due to no set hours or no guides available. There are also issues with inconsistent opening hours which may be acceptable for locals but won’t meet expectations for tourists. Of major concern to some visitors is fuel availability when towns run out of fuel or are not trading within advertised hours. All of these issues can result in negative customer experiences and bad reviews. The key challenge is getting service providers to work together to fill in the gaps e.g. rostering cafes to open Sundays during peak season or standard notices to advise visitors of changed hours. Building Tourism Operator Support There are Tourism Groups or Progress Associations in Alpha, Jericho, Aramac and Muttaburra but no representative group in Barcaldine which is the largest town in the region. The groups in each town do not always work together and their plans focus primarily on their own town. Tourism operators are not always represented in these committees and overall, there is little, or no operator input into tourism strategy. Generally speaking, tourism operators in Barcaldine are keen to comment and offer support but have resisted opportunities to actually start their own group. A Facebook Group which was set up as a result of the Tourism Operator Forum has had very poor take up with only four tourism businesses joining. Understandably, not everyone can or wants to take on the additional work of running or facilitating an organisation; there are also some longstanding rifts in the tourism community that prevent some people from working together. To implement a whole of region tourism strategy it will be important to develop operator networks and a single organisation representing operators in Barcaldine and across the Shire. The challenge will be encouraging operators to take more responsibility for the tourism offering in the region ©Hailey Enterprises Pty Ltd Page 19

Staffing and Structure The complicated/complex staffing and structure of Tourism Management within Council is making it difficult to develop whole of region plans and strategies. There is no one person who is “the champion” for tourism and no one role responsible for tourism as a whole with the power/authority to make definitive decisions in conjunction with Regional Managers, upper management, and the tourism community. This makes it difficult for tourism committees and operators to escalate ideas or worries and concerns. There is no clear contact at present for new and intending tourism operators. The existing staffing and structure could challenge the development and implementation of a regional approach to tourism. Who are our Target Markets? It has long been assumed that the core visitor for the Barcaldine Region are destination grey nomads which are traditionally fixed income retirees. Although there is a core of very visible grey nomads and older travellers who regularly visit for up to 12 weeks at a time, it is risky to assume they are and will continue to be the main target market for the region. Anecdotal evidence from accommodation suppliers suggests that a large number of visitors are on their way to other locations. Typically, they are drawn to major events and attractions in Longreach and Winton or on their way to the Gemfields and Emerald or Rockhampton. More affluent self-funded retirees are travelling in large RV’s and 50+ baby boomers are hitting the road to test their retirement lifestyle. Qualitative research has identified that there are also emerging and growing markets such as family and adventure focused visitors. OQTA can supply data from across the outback region which shows that business visitors and VFR are major components of the visitor market in the outback but it is difficult to make decisions about marketing the Barcaldine region without a clearer picture of who is visiting and when. The Barcaldine VIC collects data when it is able, but a more detailed research study is needed. New attractions being developed such as The Recreation Park may bring visitors from other Outback towns and attractions such as Barcy Red and Aunt Emma Rail Trail could open up completely new markets. The challenge is collecting and collating more visitor data to help develop strategic marketing to reach potential target markets. The “Build It and They Will Come” Dilemma Councils success gaining funding for tourism infrastructure has enabled the region to add some impressive new attractions such as The Recreation Park, Globe Lookout, Muttaburrasaurus Interpretive Centre and improved lighting at Tree of Knowledge. Unfortunately, these grants do not include funds for marketing and promotion of the facility, so the area has to rely on visitors to “discover” these attractions when they visit.

©Hailey Enterprises Pty Ltd Page 20

This means a key challenge for the region is finding funds to market these attractions to get to tourists pre visit and strengthen the reasons for visitors to put the region on their itinerary. On the Visitor Radar A significant challenge for the Barcaldine Region is online visibility and awareness. The main tourism information provider is the BRC website which has increased the amount of tourism information in the last 18 months but still has some navigational challenges and broken links. It also has minimal tourism related SEO (Search Engine Optimisation). Articles/content on sites like Outback Queensland and Bus Queensland plus reviews on Trip Advisor help visibility but there is potential to increase this promotion. The growing number of tourism operators that have established websites and Google Place Pages in the past 18 months are also helping build visibility and awareness. However, the region is still missing tourists in the pre-planning phase of their trips, there is no dedicated site just for tourism information and no facilities to prebook tours and accommodation, apart from the Freedom Parks. VIC’s and tourism operators report a common comment by visitors is “there is more here than we realised”. The challenge is to move from more passive marketing to more proactive marketing and engagement with potential visitors.

Roads and Infrastructure In response to the recent stakeholder questionnaire unsealed roads were identified as a key challenge, especially the Jericho to Aramac road which would improve visitor access to the Sculpture Trail and possibly open it up for sedans and caravans. It was also noted that some signage could be improved especially for major attractions such as the Sculpture Trail. Roads are an ongoing challenge, with roads works a major priority for the Council. These issues will be addressed in due course.

©Hailey Enterprises Pty Ltd Page 21

Key Issues - Opportunities

Take Visitors on a Journey/Build Journeys for Visitors For a region of its size and population, the Barcaldine region packs a big punch in terms of interesting things to see and do. Each town takes pride in its history and has worked hard to develop their own attractions and experiences. Taking a whole of region approach to tourism creates opportunities to relay visitors from town to town and build on the overall experience. Each town has attractions that are ideal for creating themes and trails that take visitors from town to town. Obvious groupings of products and experiences include:  Art and sculpture o 11 across 5 towns  Museums and displays o 9 across 5 towns  Adventure experiences o Motorbikes, hunting, fishing  Historic Cemeteries  Historic sites and heritage buildings o Along the highways o Town trails In the future trails could be developed to include bakeries or pies, craft shops, station stays and natural attractions. Unlike many regions that only have one or two very small communities, Barcaldine has significant opportunities from five towns, all with attractions, to build a reputation as a popular tourism route. Develop the Sculpture Trail into a “Hero Experience” There is a significant opportunity to promote the Lake Dunn Sculpture Trail as the regions Hero Experience. The trail is already well developed and is fast becoming recognised as a unique experience for the region. The Trail already represents most of the key themes for the region including  Heritage, history, and locals  Authentic Experiences  Natural Beauty  Adventure It is also takes in other natural attractions of the area such as Lake Dunn, Healing Circle and Horsetailers Gorge. As it grows in popularity it will also provide business opportunities for its gateway towns of Aramac and Jericho.  There is also existing collateral which can be used in marketing. This includes ©Hailey Enterprises Pty Ltd Page 22

 Videos made by BRC and Shandonvale Station  Professional photography from Local photographers and Instagram images As the nuts and bolts are already in place this is an easy opportunity to tap into. Plan for Future Hero Experiences Although other attractions don’t currently meet the criteria for a Hero Experience, there will be opportunities in the future to develop additional hero experiences. Obvious candidates would be  Tree of Knowledge which doesn’t currently hold visitors for long enough but may if a history/display big box element is added  Dr Arratta Museum in Muttaburra is a one off, unique experience but would need to be much more accessible to tourists to become a hero experience  The new Indigenous tourist operations at Tumbarumba and Lake Dolly Fringe Camp along with the newly launched Desert Dreaming Centre may also be an opportunity to promote authentic Indigenous experiences and fill a gap in the Outback mix as there doesn’t appear to be many Indigenous stories or experiences in the region All of these attractions are an opportunity to tap into local experiences that differentiate the Barcaldine region from other areas. Look for an Event to Build into a Hero Experience Stakeholder research also identified several events that may be built into Hero Experiences.  The Harry Redford Cattle Drive would meet all the criteria for a Hero Experience, the popularity of previous trails speaks for itself. It is an iconic experience that could easily be promoted if/when conditions are suitable for it to be held again.  Alpha Races is already a popular event said to compete with the iconic Birdsville Races. This could be built upon to become a Hero Experience for the region.  The Tree of Knowledge Festival is currently very focused on the local community with events such as football competitions, Race Meeting, markets, and Rev Fest and is unlikely to attract long distance visitors. Adding Heritage elements to the Festival that focus more on the history may improve the tourist appeal of the festival  Barra Back Up has yet to run but sounds like a fun event but would ideally focus on the Grey Nomad and caravanner market. The events all offer opportunities to promote events that would appeal to geographic, local or visitor markets. Build on the Unique Accommodation Mix The range and amount of accommodation can dictate how a town or region handles the influx of tourists and visitors. An audit of accommodation in March 2020 showed ©Hailey Enterprises Pty Ltd Page 23

there were a total of 390 beds in the region, 1090 camp sites (600 of these are Freedom Park sites) and 3 – 4 free camping sites outside each town. This is exceptional, given the size of most towns. A lot of the accommodation is 2 – 3 star ranking with some Airbnb’s and cabin accommodation at 4 stars. There is currently one self-rated luxury property in the area, Shandonvale. There is an opportunity to work with local operators to create authentic experiences around accommodation with the development of more B&B’s, station stays, ecopods, on station camping and adding experiences such as Camp Oven cooking to existing operations. Show the Way There are opportunities for the Barcaldine Region to tap into technology to enhance the tourism experience throughout the region. A series of apps would provide up to date information and emphasise the key themes for the region. Apps can also provide commentary when guides or locals are not available: Examples include  Guide for the Sculpture Trail  Guides for attractions in each town and the journey between towns  Local stories to add an authentic personal voice  Journeys/trails for each of the themes – voiced by locals  Guides for attractions such as museums In addition to apps, consistent gateway signage and improved roadway signage for major attractions give visitors confidence on unfamiliar roads. Apps are an opportunity to lead the way with tourism information and communication in a large geographic area Reach Visitors Before They Travel A key opportunity for the region is to increase visibility and awareness of the region through digital marketing. A whole of region approach can emphasise the main themes and journeys whilst still promoting attractions in individual towns. This might involve  Developing a tourism specific website for the region and hero attractions with SEO (Search Engine Optimisation) targeted to reach specific target markets  Increased use of social media including Facebook and Instagram to form a solid basis for online communication.  Enhanced online marketing through affiliated sites such as OQTA, Matilda Way etc.  PR campaigns to National travel publications Much of the marketing collateral has already been developed and recent National Press coverage in Travel sections has already introduced Southern States readers to the area.

©Hailey Enterprises Pty Ltd Page 24

Build on Existing Marketing In recent years, the quantity and quality of local marketing material has improved considerably, culminating in the recent TV Campaign run in Rockhampton, Mackay and Townsville. There are opportunities to introduce new themes to existing brochures when they are reprinted and develop new material for specific markets e.g. adventure tourism. Where possible these could be available for download from the region’s tourism website. There is also an opportunity to position Barcaldine Shire in relation to other outback regions in terms of tourism offerings. This is an opportunity to make an impact in the near future as the Welcome to Artesian Country booklet is due for reprinting A New Positioning Statement for a New Approach Moving to a whole of region approach is an opportunity to change the language associated with marketing the Barcaldine Region. Although the term “Barcaldine Region” is descriptive, it basically describes a Council area which is seldom an enticement for visitors. A new description of the area, along with a positioning statement will set expectations and create anticipation for visitors. This is an opportunity for tourists to rethink their opinions of the area. Making the Most of New and Different Attractions A key opportunity for the region is capitalising on new and planned tourism products by analysing their appeal to specific target markets. For instance,  The Barcy Red and Aunt Emma’s Rail trail will be strong attractions for the adventurer market which is younger, and male dominated  The Recreation Park will no doubt attract “local tourists” from surrounding regions and may help build travel in off peak/shoulder periods  Locally owned Indigenous attractions may become a point of difference for the region  The lighting display at Tree of Knowledge may build its appeal as a “hero attraction” There is an opportunity to develop strategies so that any marketing for new attractions is targeted to specific markets rather than taking an all things to all people approach.

©Hailey Enterprises Pty Ltd Page 25

Objective and Strategies

Objective For the Barcaldine Region to become known as a region of routes, trails or journeys highlighting authentic experiences, heritage, history and locals, natural beauty, and outback adventures Strategies  To move from a town to regional focus  To take a unified approach to tourism management involving Council and tourism operators  To build general awareness of the Barcaldine region  To build online awareness and visibility of the Barcaldine region  To reach visitors to the outback during the planning phase of their journey  To build awareness and visibility of The Sculpture Trail as the region’s Hero Experience  To actively market to new and emerging growth target markets  To improve the overall experience for visitors to the region

©Hailey Enterprises Pty Ltd Page 26

Strategies for Tourism Development

To move from a town to whole of region focus In practical terms, this change of focus should not directly affect any tourism operators but will alter the way products and services are developed and promoted throughout the region. It will most affect individual towns as they may feel they are losing control over their own tourism offering. However, individual towns will still be able to develop their own projects and promote their product mix with town maps and specific information carried at their VIC’s e.g. promotional flyers  To alleviate these fears it may be worthwhile for the Council to provide funds or assistance to obtain grants to upgrade or improve a main attraction for that town, for instance, upgrade murals in Alpha, add more murals in Jericho (and enhance a trail offering), develop curated signage for The Tree of Knowledge, update the Harry Redford Interpretive Centre and add the next stage of the Muttaburrasaurus Interpretive Centre.  Alternatively, sponsoring a project that supports each town such as a large tourism sign at the gateway to each community A regional approach will also require changes to the management and development of tourism in each town  Existing Tourism Committees and Progress Associations will need to work together sharing information and taking opportunities to tap into other towns visitors where possible  Alternatively, a Regional Tourism Committee could be formed with representatives from each town along with tourism operators o These monthly meetings could be conducted via the Council Zoom rooms with members able to log in remotely o To get this started it would need a Chairperson who is experienced in tourism and a proven motivator When developing a whole of region approach, the first step is to identify the common themes and links between towns and create a series of trails or journeys that will take visitors across the region. The trails can celebrate the main tourism themes of Heritage, History and Locals, Authentic Experiences, Natural Beauty and Adventure. They can also be specific to target markets of sub themes e.g.  Art and sculpture  Museums and displays  Adventure experiences  Historic Cemeteries  Historic sites and heritage buildings in towns and on journeys

©Hailey Enterprises Pty Ltd Page 27

These themes would form the basis of any new marketing collateral such as the website and Welcome to Artesian Country booklet. Eventually, each of these trails could also become an app for travellers to preload once they arrive or before visiting the area. The apps should be promoted on the visit/experience website Content in third party websites and magazines should also be updated to reflect these themes when they are reprinted. Consistent marketing will also be a key element of promoting a region rather than towns. Prior to development of websites, apps or marketing collateral BRC will need professional advice on:  Developing a name/term for the region that is not just the Shire e.g. Barcaldine Journeys  Developing a new positioning statement that represents the planned mix of products and will appeal especially to new and emerging target markets  Creating a URL for the tourism website e.g. experiencebarcaldine or visitbarcaldineregion To take a unified approach to tourism management and product development involving both Council and tourism operators. Taking a whole of region approach to tourism will need changes to staffing and structure to be successful. Currently responsibility for tourism within the Shire is fractured with Regional Managers, Progress and Tourism Associations, VIC’s and Council head office tourism staff all handling different aspects of tourism management. There also appears to be little formal or consistent communication between the groups. The VIC staff also seem to operate in their own “silos” with minimal opportunities to get together and discuss tourism issues from their frontline perspective. A move to a regional focus along with the planned development and opening of new attractions such as the Globe Lookout, Recreation Park and Barcy Red project will need a consistent, proactive approach to all elements of tourism development and marketing.  As the region grows in popularity there is the potential for one person to take overall responsibility for tourism in the region. o Ideally this would be an experienced Tourism professional with practical experience of planning and strategy, implementation, tourism product development, marketing of a tourism region, liaising with peak bodies, working with operators and encouraging new operators o This could be a full time, seasonal or contracted role to start with, alternatively there may be an existing staff member who is suited to the role

©Hailey Enterprises Pty Ltd Page 28

o This role could report to the Community Engagement Coordinator or a Senior Manager but would liaise closely with Regional Managers, VIC staff and the current tourism team  There is also potential for the current Tourism Officer in Barcaldine to become a team leader for all the VIC’s ensuring they are aware of new products, trails etc across the region It will be important to engage with tourism operators to achieve a whole of region focus. To date they have resisted forming their own organisation but there is potential to bring them on board by  Inviting selected operators to sit on a working committee or the Regional Tourism Committee  Providing Council funding to set up a Tourism Operators Group which would manage the existing Facebook Group and develop the promised regional website (in conjunction with Tourism staff) o This group should have representatives from each town and could meet monthly via Zoom or similar o This group would report to and work with the tourism officer for the region There may also need to be a whole of region budget for tourism signage which is currently managed by District. To build general awareness of the Barcaldine region BRC already produce high quality marketing material that is distributed to a wide area, so it is reaching travellers across the Outback. Inclusion in publications like Outback Queensland and Matilda Country provide good exposure in other areas. Producing more printed material would not necessarily build awareness but there are other cost-effective ways of creating attention  Enter regional tourism awards with the goal of reaching state awards within 2 – 3 years. The publicity associated with these wins is invaluable and if entry categories are carefully chosen, success can be even quicker  Work with OQTA to develop a famil program for the region, initially focusing on the hero experience of The Sculpture Trail  Press releases are also a powerful way to build awareness. Although this should be a function of OQTA past experience suggests the region is not high on their priority list and it could be worthwhile sourcing a contract writer to develop press releases on the region An important issue for the region is funding of marketing initiatives to promote the product mix and new ventures. The Council has been very successful at applying for infrastructure development grants, but now needs funds to promote these ventures. There may be potential to source grants to cover tourism website and apps through National and State Tourism grants. It may also be possible to tap into grants for marketing new tourism initiatives through Regional funding.

©Hailey Enterprises Pty Ltd Page 29

To build online awareness and visibility of the Barcaldine region  Developing a dedicated “visit or experience” tourism website for the region which is Search Engine Optimised for target regions and markets will be a powerful tool for improving awareness and visibility of the region o Material for this can be cloned from the existing BRC Research into keywords which can be done by SEO specialists, helps identify which words and terms are most effective  The website can carry information on attractions, towns, journeys and trails  Links on the site will also improve rankings especially if they link back to you e.g. o Peak bodies such as OQTA, Tourism Queensland o Travel routes such as DriveInland  Links to operator sites will improve rankings and build awareness for operators o Operator access will also enable them to update operating hours etc  The booking function for Freedom Parks should be transferred to the Tourism site if possible. A booking function for tours, attractions and accommodation should be included in the initial web development program and activated once there is operator support  In addition to the tourism website a Tourism Facebook page and Instagram account will add to visibility and provide up to date information on the region To reach visitors to the outback during the planning phase of their journey  Developing a dedicated “visit/experience” tourism website which is Search Engine Optimised for target regions and markets will be a powerful tool for reaching intending visitors who do most of their planning via Google o Material for this can be cloned from the existing BRC Research into keywords which can be done by SEO specialists, helps identify which works and terms are most effective  Social media campaigns through Facebook, Instagram and YouTube will also help boost engagement e.g. videos of the area and specific trails, local stories, Sculpture Trail “challenges” or competitions, videos on local food operators and retail businesses o These can also be posted on the region’s tourism website  PR Campaigns/press releases to mainstream Travel publications also reach a wide range of intending visitors  Update content in existing partner websites to promote the trails and attractions of the whole region highlighting the Sculpture Trail

©Hailey Enterprises Pty Ltd Page 30

 Actively promote online to target markets through specialist websites, Facebook pages etc o Reach off-road bike riders through listings on sites like firestorymotorcyles.com.au, Trackfinder and Mototrails OZ o Grey nomad sites via thegreynomads.com.au o Family travellers, fossickers, geocachers and genealogy buffs through blogs and videos Promote To build awareness and visibility of The Sculpture Trail as the Hero Experience for the region  Highlight the Sculpture Trail in all marketing material, where possible include existing videos  Increase online awareness of the Sculpture Trail with a landing page or basic website that links back to the visitbarcaldine region website and scrapmetalsheila sites. This site can include o Map o Videos o Pictures o Existing DL brochure  The website can also cross promote o Jericho and Aramac with an emphasis on food and fuel options and campsites and accommodation o Other sculptures in the region  Add SEO to both websites to help overall visibility  Develop an app for the trail which can be downloaded before travel. Content can include maps, details of each sculpture, points of interest historical and geographic, details of road conditions, interviews with Milynda Rogers  Work with OQTA to organise a famil program for journalists in the lead up to next season  Develop a PR Campaign for the Sculpture Trail targeting travel supplements in Queensland and Southern States To have two additional Hero Experiences and a Hero Event by 2023 To introduce a review process for analysing and building hero experiences, this can be an informal committee made up of tourism professionals or a more formal process for the Council Tourism team  As 2021 will be the Year of Indigenous Tourism it makes sense to look at marketing the two newly launched Indigenous tourist operations as additional hero products for next season

©Hailey Enterprises Pty Ltd Page 31

o This will need liaison with the owners and may depend on the readiness of the offerings and whether operators will be able to offer regular tours, events or activities during the next tourism season  Explore opportunities to add to the Tree of Knowledge and light display with more historical information. Including more heritage elements to the Tree of Knowledge Festival may also improve its appeal as a hero experience o Under its new management there may also be potential to link the Australian Heritage Workers Museum to the Tree of Knowledge to add value to both. Alternatively, it may also have potential to become a hero experience depending on the outcome of its current refurbishment.  Dr Arratta Museum in Muttaburra is a one off, unique experience but would need to be much more accessible to tourists to become a hero experience The same approach can be taken for developing events into Hero Experiences. As mentioned previously prime candidates would be  The Harry Redford Cattle Drive based on previous experiences and feedback  Alpha Races, which is already a popular event, said to compete with the iconic Birdsville Races. To actively market to specific growth target markets such as families and younger adventure travellers Currently marketing to target markets is based on anecdotal evidence and some postcode research conducted by the VIC’s. Further research is needed into existing, new and emerging target markets for the region.  OQTA are developing their Destination Tourism Strategy which should be completed by the end of the year. This should provide more up to date information of travellers to the Outback  A company called Localis, who provide information data on visitors via OQTA are currently running data for the region which should be available towards the end of October 2020  A local research program collecting both hard data and opinions was due to be launched in April 2020 but was not carried out due to COVID-19. This program which involves an online survey that can be promoted in petrol stations, cafes, VIC’s etc could run in April 2021 and will give clearer information on who visitors are, and where they are heading along with information about vehicles they are travelling in and their thoughts on the area Once this information is gathered the region will need to develop profiles of target markets (including core markets such as grey nomads) and strategies for engaging with them. Depending on the market segment strategies could include:  Developing specific trails that take into account the needs and wants of those visitors e.g. things to keep kids amused on a long journey

©Hailey Enterprises Pty Ltd Page 32

 Marketing and publicity on specialist websites  Marketing and publicity through clubs and associations  Creating landing “boxes” on the website that appeal directly to that market To improve the overall experience for visitors to the region Often, a tourist’s experience is affected by their high expectations. City travellers these days expect more choice, more personalised service and weekend trading. They have little knowledge of how things operate in the Outback, both positive and negative!! Improving an experience for a visitor is often about setting expectations and then communicating to make sure those expectations are clear. From experience with other regional communities, there are a number of simple things operators in the region can do to improve the overall experience for tourists during peak season:  Clubs, pubs, café’s, restaurants, takeaway shops in each town meeting once a year prior to tourist season to discuss who is open when and make sure there are no “gaps” in terms of servicing tourists o This can also be used to identify everyone’s “specialty” which they can promote as their own o This information can be promoted in VIC’s, individual businesses and accommodation providers  Each Petrol Station to have a chalkboard sign that promotes their opening hours, refuel days and waiting times  Promote/advertise opening times for attractions on Google Place Pages and websites e.g. Aramac Tramway Museum and Dr Arratta and Cassimus General Store in Muttaburra  Last minute updates on opening hours etc can also be posted on the region’s Facebook  Information A Boards outside VIC’s or operators detailing what food outlets are open for dinner/lunch, tours of the day etc  Weekend trading is a big attraction for tourists in general and businesses open on the weekend can be promoted on the Visit/Experience website and Facebook Page  There is also potential to improve access to some attractions such as the museums in Muttaburra that are currently don’t have consistent opening hours or guides.  Improving access etc would be an initiative for Council Tourism team and the newly formed Regional Tourism Committee. Building on the accommodation mix will also improve the visitor experience

©Hailey Enterprises Pty Ltd Page 33

 Although there is a good quantity of accommodation and campsites emerging tourism markets may be looking for different styles of accommodation including Station stays, on station camping, glamping, ecopods and Airbnb’s  Working with existing operators such as Dunblane and Kenilworth Cottage it may be possible to engage with other property owners in the region to see if there are opportunities for them to add to the accommodation mix  In other drought affected communities Station Owners have generated revenue by opening their homes to visitors for weekly “station dinners” which range from a roast to a camp oven dinner or barbeque  This would be another project for the Council Tourism Team and newly formed tourism committee Another gap in the product mix, is tours of the Sculpture Trail, at this stage the only regular tour seems to be run by Shandonvale Station for their guests. Tours have been mooted on several occasions with various tour operators expressing interest. If regular tours were operating by 2021 tourist season this would boost the appeal of the Sculpture Trail, especially for those who don’t want to take vans or cars on the unmade road.

©Hailey Enterprises Pty Ltd Page 34

BARCALDINE REGIONAL COUNCIL PAGE 106 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.15 SUBJECT HEADING: Alison Woolla Memorial Award Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer advising Council of the winner of the Alison Woolla Memorial Award recognizing achievements in working in the domestic and family violence field.

Officer's Recommendation: That Council receives the report and congratulates May Ballie and Myrtle Foote on their award win.

Background

Wednesday, 21 October 2020

Alison Woolla Memorial 2020 Award winners announced May Ballie and Myrtle Foote have been jointly announced today as the winners of the Alison Woolla Memorial Award 2020 at this year’s Local Government Association of Queensland (LGAQ) Annual Conference held at the Gold Coast Exhibition and Convention Centre.

The award honours the legacy of the late Alison Woolla, a former Mayor of Aurukun and dynamic reform leader, who provided support for members of her community when they were experiencing abuse, opening her doors and inviting them to stay with her.

May Ballie and Myrtle Foote are the co-founders of Pormpur Paanthu (Women's house) in the Aboriginal community of Pormpuraaw. The centre provides a refuge and services to assist women and children experiencing domestic and family violence (DFV). Through the creation of the centre, May Ballie and Myrtle Foote have been instrumental in saving the lives and improving the futures of many women and children in their community.

They have also been active in expanding the services to include a safe place, specifically for children, through vacation and after school care, childcare, as well as a DFV support service for men. Many lives have been saved and many families have been assisted to have a brighter future as a result of the centre’s work, while an entire community has come to better understand and manage DFV.

“When we first started out, we had women getting bashed up, and no other stronger people used to BARCALDINE REGIONAL COUNCIL PAGE 107 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

stand up and take women in. We used to take them in,” May said. “The main thing was about children and the wives – looking after them.

“Back in those first days, we didn’t have counselling – we had to talk to the women and the men ourselves.”

Of her experience, Myrtle said there were some wonderful breakthroughs,

“When the council came back to me and said they have got a house available for the women, that was really for me, you know, I was so happy women can go to the place where they can be safe. It was a big relief for me,” Myrtle said.

“I’m so proud of working with my people in the community, with women and children especially.”

LGAQ CEO Greg Hallam said it was a privilege to honour the work of May and Myrtle,

“The work of May and Myrtle has a positive rippling effect through the community that will be felt for years to come and we are grateful to be able to recognise their work through the award. We look forward to holding the award in years to come to recognise the work that goes on across the state to prevent domestic and family violence.”

May and Myrtle have been awarded a $5000 prize and an artwork created by Brisbane artist Laura Vincent. The hand-crafted piece was created using resin and timber and represents the complex emotions felt by those who experience DFV.

Consultation (internal/external) LGAQ

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Nil Risk Implications – Report is for information and recognition only.

BARCALDINE REGIONAL COUNCIL PAGE 108 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.16 SUBJECT HEADING: Butch Lenton Memorial Award Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer advising Council of the winner of the Butch Lenton Memorial Bush Innovation Award.

Officer's Recommendation: That Council receives the report and congratulates Burke Shire Council on its award win.

Background Innovative use of virtual reality technology to overcome pandemic-related travel bans has won Burke Shire Council this year’s Butch Lenton Award - and a $10,000 bursary.

When the remote shire was isolated in the Pandemic Exclusion Zone – with nobody in and nobody out for four months – council leaped at an offer to take part in a pilot virtual reality workplace health and safety training program, covering everything from manual handling to working at heights. Peak Services Managing Director Brent Reeman said Burke Shire’s efforts prove that, for Queensland’s bush councils, necessity is the mother of innovation.

“The COVID-19 pandemic has seen a lot of vital activities curtailed but it’s great to salute an instance where travel and other restrictions have actually opened up new possibilities,” Mr Reeman said.

“Burnie in Tasmania is closer to Brisbane than Burketown is, so our remote councils regularly have to devise clever workarounds like this to keep their workforces and communities informed and safe.

“Anything that reduces the tyranny of distance for our bush councils, even virtually, is worth investigating – and, in Burke Shire’s case, worth celebrating.”

Burke Shire CEO, Clare Keenan, said council’s early adoption of high-speed blue fibre technology into Burketown meant the remote community was ready to connect.

Ms Keenan said when the virtual reality training commenced, “suddenly, the coolest cats at council were the Workplace Health and Safety team.”

“We can train separately by ourselves but, with connectivity, we can expand it to train with somebody in Brisbane – or New York,” Mayor Ernie Camp said.

BARCALDINE REGIONAL COUNCIL PAGE 109 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

“And, as we know with the gaming world, learning as a team is certainly more exciting than learning as an individual.”

Council will use its $10,000 bursary to fund a licensing agreement that will make the virtual reality training more widely available in the community.

Peak Services board member David Foster says Burke Shire’s approach could be a game-changer for many more councils.

“This is the sort of initiative that could support all councils and change the face of how we deliver training in remote areas,” Mr Foster said.

“We will consider how we continue to invest in this area to further build capability.”

Consultation (internal/external) LGAQ

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Nil Risk Implications – Report is for information and recognition only. BARCALDINE REGIONAL COUNCIL PAGE 110 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.3.17 SUBJECT HEADING: Road Opening - Alpha Author and Title: Brett Walsh, Acting Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Chief Executive Officer tabling a request from a local landholder requesting an all-weather access to their property.

Officer's Recommendation: That Council gives in-principal agreement to gazette a road reserve to extend Creek Farm Road, Alpha by approximately one kilometre on the condition that the landholder constructs the road.

Background Council has been approached by a local landholder requiring a road access to Lot 19 BEL12410 due to the current gazetted access being across Alpha Creek which is inaccessible during wet weather events.

Link to Corporate Plan Goal 3. Quality Infrastructure Strategy 3.1. Roads and Streets 3.1.1. Construct and maintain Council owned roads and streets in accordance with Council's road categories

Consultation (internal/external) Mayor and Councillors Landholder Senior Works Supervisor - Alpha Chief Engineer

Policy Implications Nil

Budget and Resource Implications Landholder to pay initial construction costs

Risk Implications Minimal BARCALDINE REGIONAL COUNCIL PAGE 111 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 112 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.4.1 SUBJECT HEADING: Community Care Services Report Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer reporting on the operations of the Community Care Services.

Officer's Recommendation: That Council receives the report.

Background For reception by Council, the monthly report on the Community Care Services programmes and the financial reports prepared by Walsh Accounting is submitted.

The report is attached below.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources 1.1.3 Implement long term financial planning to reduce financial risks and ensure financial sustainability

Consultation (internal/external) CHSP Coordinator Walsh Accounting

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Financial

Pages 113 to 120 have intentionally been removed due to confidential reasons.

BARCALDINE REGIONAL COUNCIL PAGE 121 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.4.2 SUBJECT HEADING: Planning and Development Report Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer tabling the planning and development report for the period ending 19 October 2020.

Officer's Recommendation: That Council receives the report.

Background The planning and development report for the month consists of two elements:

1. A list of town planning, building, water and sewerage applications for the period ending 19 October 2020. 2. A report from Council’s town planners – Reel Planning.

The full details of development applications is available on Council’s website.

Link to Corporate Plan Goal 1: Professional Governance Strategy 1.5. Planning 1.5.1. Make planning decisions that allow for appropriate economic planning

Consultation (internal/external) Reel Planning

Policy Implications Nil

Budget and Resource Implications Planning fees received Assessment costs

Risk Implications Low

Pages 122 to 125 have intentionally been removed due to confidential reasons.

BARCALDINE REGIONAL COUNCIL PAGE 126 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.4.3 SUBJECT HEADING: Workplace Health and Safety Report Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer presenting a report on Council’s Workplace Health and Safety for October 2020.

Officer's Recommendation: That Council receives the report.

Background The Workplace Health and Safety Officer has provided a report on the incidents to the end of October 2020.

Link to Corporate Plan Goal 1: Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1. Embrace professional business practices and responsible use of Council resources Strategy 1.3. A Valued Workforce 1.3.2. Provide a safe and healthy workplace for all employees

Consultation (internal/external) Workplace Health and Safety Officer Technical Officer

Policy Implications Nil

Budget and Resource Implications Vehicle repair costs Insurance claims Lost time injuries

Risk Implications No major incidents BARCALDINE REGIONAL COUNCIL PAGE 127 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 128 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.4.4 SUBJECT HEADING: 2021 Project Progress Report Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer reporting on the progress of the capital and special operating projects included in the 2021 budget.

Officer's Recommendation: That Council receives the report.

Background Attached is a report on the progress towards implementation of the 2021 budget projects plus new projects added during the year.

It is recommended that Council receives the report.

Consultation (internal/external) Mayor Councillors Chief Executive Officer Deputy Chief Executive Officer Chief Engineer District Managers

Policy Implications Nil

Budget and Resource Implications As per report

Risk Implications Minimal BARCALDINE REGIONAL COUNCIL PAGE 129 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.4.5 SUBJECT HEADING: Barcaldine Regional Council Audit Committee Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer presenting the Barcaldine Regional Council Audit Committee Meeting minutes for Council’s consideration.

Officer's Recommendation: That Council receives the minutes of the Barcaldine Regional Council Audit Committee meeting held on Tuesday 18 August 2020.

Background The Local Government Regulation (Section 211) requires Council’s Audit Committee to meet at least two times per year.

After each meeting the Committee must present to Council, a report of matters reviewed at the meeting and its recommendations.

The minutes from the meeting are attached.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.5 Planning 1.5.1. Make planning decisions that allow for appropriate economic development

Consultation (internal/external) Chair of the Committee – Councillor Plumb Councillor Rogers Acting Deputy Chief Executive Officer

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications As identified within the minutes. BARCALDINE REGIONAL COUNCIL PAGE 130 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 131 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.4.6 SUBJECT HEADING: Barcaldine Aged Care Facility - Proposal Author and Title: Greg Evans, Acting Deputy Chief Executive Officer CLASSIFICATION: (if confidential)

Summary: From the Acting Deputy Chief Executive Officer tabling a detailed report presented by the former Chief Executive Officer regarding the proposal for the future use of the Barcaldine Aged Care Facility as an office space for Community Care Services.

Officer's Recommendation: That Council move forward with developing and signing a lease agreement for the Barcaldine Aged Care multipurpose facility (both the office space and the activity hall for a combined monthly cost of $450). I would recommend that the following items are considered as part of the official lease agreement: 1. The term of the lease be 3 x 3 years with a clause allowing exit if program funding is reduced or cancelled. 2. BRCCC be the sole tenant of the facility. BAC have access only to the kitchen when needed. 3. Specifically allocated onsite parking for visitors to BRC Community Care be provided. 4. Specifically allocated onsite parking for BRC Community Care Employees be provided. 5. There be future provision for a storage shed or similar provided by BAC for use by BRCCC. 6. Adequate signage be erected to clearly define and promote BRCCC as the tenant and which programs are being delivered. This will be produced and installed at BRCCC cost. 7. Clear communication lines as to use of the facility by Barcaldine Aged Care committee e.g. minimum of 24 hours’ notice verbal notice if using the kitchen. 8. There be a clear policy adopted in relation to electricity costs to ensure both parties are fairly charged. An estimate will need to be made based on the use of the kitchen by BAC. 9. Agreement that BRC can at their cost install CCTV to monitor the facility.

Background At the 16 September 2020 General Meeting Council received correspondence from the Community Care Services Coordinator tabling a proposal regarding the future use of the Barcaldine Aged Care Facility as an office space for Community Care Services. As per resolution 2020/09/360 a detailed report has been prepared by the former Chief Executive Officer for Councils consideration below on the relocation of Barcaldine Regional Council Community Care (BRCCC) from the current Ash Street location to the newly constructed Barcaldine Aged Care multipurpose facility (BAC).

BARCALDINE REGIONAL COUNCIL PAGE 132 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 133 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.3. Implement long term financial planning to reduce financial risks and ensure financial sustainability Strategy 1.4 Community Representation 1.4.2. Develop relationships for the benefit of the community with key government sector and private sector organisations

Goal 5. Vibrant Communities Strategy 5.3. Health and Wellbeing 5.3.1. Provide community services through government funded programs for the benefit of disadvantage members of the community Strategy 5.6.Community Support 5.6.1. Encourage and support not-for-profit and charitable organisations working in the Region

Consultation (internal/external) Councillors Former Chief Executive Officer Acting Deputy Chief Executive Officer Community Care Services Coordinator Barcaldine Aged Care

Policy Implications Nil

Budget and Resource Implications Relocation and set up costs

Risk Implications Nil BARCALDINE REGIONAL COUNCIL PAGE 134 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.5.1 SUBJECT HEADING: Financial Report – October 2020 Author and Title: Bob O’Brien, Regional Finance Officer CLASSIFICATION: (if confidential)

Summary: The financial report for the period ending 21 October 2020 is presented to Council.

Officer's Recommendation: That Council receives the report.

Background Section 204 of the Local Government Regulation 2012 requires a local government to prepare a financial report and present the financial report at each monthly meeting of the local government.

The financial report must state the progress that has been made in relation to the local government’s budget for the period of the financial year up to a day as near as practicable to the end of the month before the meeting is held.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources

Consultation (internal/external) Chief Executive Officer Deputy Chief Executive Officer Chief Engineer Finance Officer District Managers

Policy Implications Nil

Budget and Resource Implications As per statements

Risk Implications As per the attachment BARCALDINE REGIONAL COUNCIL PAGE 135 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL BANK ACCOUNTS AND INVESTMENTS 31/07/2019 31/08/2019 31/01/2020 29/02/2020 31/03/2020 30/04/2020 31/05/2020 30/06/2020 31/07/2020 31/08/2020 30/09/2020 OPERATING ACCOUNTS Bank of Qld Operating Account Opening Balance $ 783,193.56 $ 289,621.65 $750,855.82 $179,379.06 $322,509.63 $349,264.53 $459,193.80 $879,995.25 $1,103,376.21 $687,819.51 $199,743.06 Transfer from Investments $ 2,100,000.00 $ 2,950,000.00 $1,250,000.00 $1,600,000.00 $1,200,000.00 $2,550,000.00 $1,700,000.00 $1,800,000.00 $1,800,000.00 $150,000.00 $1,500,000.00 Receipts $ 3,951,527.85 $ 2,090,766.83 $2,280,805.30 $7,307,472.98 $2,888,604.03 $2,207,773.15 $8,579,932.26 $2,830,916.23 $4,410,991.14 $3,385,623.01 $3,113,949.18 $ 6,834,721.41 $ 5,330,388.48 $4,281,661.12 $9,086,852.04 $4,411,113.66 $5,107,037.68 $10,739,126.06 $5,510,911.48 $7,314,367.35 $4,223,442.52 $4,813,692.24 Transfer to Investments -$ 2,500,000.00 -$ 800,000.00 -$1,800,000.00 -$6,250,000.00 -$500,000.00 -$850,000.00 -$5,500,000.00 $0.00 -$1,300,000.00 -$1,300,000.00 -$400,000.00 Payments -$ 4,045,099.76 -$ 4,204,751.95 -$2,302,282.06 -$2,514,342.41 -$3,561,849.13 -$3,797,843.88 -$4,359,130.81 -$4,407,535.27 -$5,326,547.84 -$2,723,699.46 -$3,895,834.64 Closing Balance $ 289,621.65 $ 325,636.53 $179,379.06 $322,509.63 $349,264.53 $459,193.80 $879,995.25 $1,103,376.21 $687,819.51 $199,743.06 $517,857.60

QTC Investment Account Opening Balance $ 10,603,387.01 $ 11,019,176.90 $11,737,515.94 $12,293,121.48 $16,946,798.71 $16,256,100.70 $14,566,536.54 $18,373,903.35 $16,576,996.57 $14,831,908.49 $15,986,566.00 Deposits $ 2,500,000.00 $ 800,000.00 $1,800,000.00 $6,250,000.00 $500,000.00 $850,000.00 $5,500,000.00 $0.00 $1,300,000.00 $1,300,000.00 $400,000.00 Interest Received $ 16,905.84 $ 19,562.60 $6,184.11 $4,040.01 $10,127.41 $10,435.84 $8,191.25 $3,740.83 $5,949.53 $5,566.70 $3,801.98 $ 13,120,292.85 $ 11,838,739.50 $13,543,700.05 $18,547,161.49 $17,456,926.12 $17,116,536.54 $20,074,727.79 $18,377,644.18 $17,882,946.10 $16,137,475.19 $16,390,367.98 Withdrawals -$ 2,100,000.00 -$ 2,950,000.00 -$1,250,000.00 -$1,600,000.00 -$1,200,000.00 -$2,550,000.00 -$1,700,000.00 -$1,800,000.00 -$3,050,000.00 -$150,000.00 -$1,500,000.00 Administration -$ 1,115.95 -$ 1,370.87 -$578.57 -$362.78 -$825.42 $0.00 -$824.44 -$647.61 -$1,037.61 -$909.19 -$787.48 Closing Balance $ 11,019,176.90 $ 8,887,368.63 $12,293,121.48 $16,946,798.71 $16,256,100.70 $14,566,536.54 $18,373,903.35 $16,576,996.57 $14,831,908.49 $15,986,566.00 $14,889,580.50 11am Call General Account Balance $3,165,746.48 $7,819,423.71 $7,128,725.70 $5,439,161.54 $9,246,528.35 $9,927,883.57 $8,182,795.49 $9,337,453.00 $8,240,467.50 NDRRA Reserve Account Balance $9,127,375.00 $9,127,375.00 $9,127,375.00 $9,127,375.00 $9,127,375.00 $6,649,113.00 $6,649,113.00 $6,649,113.00 $6,649,113.00 BOQ Term Deposit Opening Balance $ 4,072,694.18 $ 4,072,694.18 $4,137,036.05 $4,137,036.05 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Interest Received $ - $ 64,341.87 $0.00 $0.00 Withdrawal $ - $ - $0.00 -$4,137,036.05 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Closing Balance $ 4,072,694.18 $ 4,137,036.05 $4,137,036.05 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Total Operating Accounts $ 15,381,492.73 $ 13,350,041.21 $16,609,536.59 $17,269,308.34 $16,605,365.23 $15,025,730.34 $19,253,898.60 $17,680,372.78 $15,519,728.00 $16,186,309.06 $15,407,438.10

TRUST ACCOUNTS Trust Account - Bank of Qld Opening Balance $ 137,517.19 $ 186,752.66 $ 265,713.56 $ 265,933.56 $ 252,969.46 $ 201,466.12 $ 208,261.97 $ 217,498.68 $ 217,798.68 $ 220,684.80 $ 233,755.87 Receipts $ 52,935.47 $ 300.00 $ 520.00 $ 1,572.00 $ 15,178.66 $ 11,185.62 $ 9,436.71 $ 300.00 $ 29,332.39 $ 13,071.07 $ 350.00 $ 190,452.66 $ 187,052.66 $ 266,233.56 $ 267,505.56 $ 268,148.12 $ 212,651.74 $ 217,698.68 $ 217,798.68 $ 247,131.07 $ 233,755.87 $ 234,105.87 Payments -$ 3,700.00 -$ 200.00 -$ 300.00 -$ 14,536.10 -$ 66,682.00 -$ 4,389.77 -$ 200.00 $ - -$ 26,446.27 $ - -$ 400.00 Closing Balance $ 186,752.66 $ 186,852.66 $ 265,933.56 $ 252,969.46 $ 201,466.12 $ 208,261.97 $ 217,498.68 $ 217,798.68 $ 220,684.80 $ 233,755.87 $ 233,705.87

Trust Investment Account - BOQ (Pre-paid Funerals) Opening Balance $ 36,451.18 $ 36,451.18 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 Deposits $ - $ 1,122.10 $ - $ - $ - $ - $ - $ - $ - $ - $ - Interest Received $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 36,451.18 $ 37,573.28 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 Withdrawals $ - -$ 561.05 $ - $ - $ - $ - $ - $ - $ - $ - $ - Closing Balance $ 36,451.18 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23

Total Trust Accounts Trust Account $ 186,752.66 $ 186,852.66 $ 265,933.56 $ 253,069.46 $ 201,466.12 $ 208,261.97 $ 217,498.68 $ 217,798.68 $ 220,684.80 $ 233,755.87 $ 233,705.87 Trust Investments $ 36,451.18 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 $ 37,012.23 TOTAL $ 223,203.84 $ 223,864.89 $ 302,945.79 $ 290,081.69 $ 238,478.35 $ 245,274.20 $ 254,510.91 $ 254,810.91 $ 257,697.03 $ 270,768.10 $ 270,718.10 BARCALDINE REGIONAL COUNCIL PAGE 136 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 137 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL RATES DEBTORS 21st October 2020

Arrears Levies Pensioner Subsidy Unallocated RATES INTEREST RATES WATER DR SUPP. CR SUPP. INTEREST RECEIPTS DISCOUNT WRITE OFFS GOVERNMENT COUNCIL RECEIPTS BALANCE GENERAL $279,126.06 $17,648.86 $2,207,916.29 $0.00 $0.00 $2,216.30 $1,237,794.47 $116,401.72 $82.57 $10,920.06 $15,568.15 $1,126,140.54 Emergency Management $37,181.72 $5,120.98 $148,847.20 $122.70 $0.00 $419.08 $113,597.13 $0.00 $13.02 $0.00 $0.00 $78,081.53 WATER $173,451.23 $22,012.36 $719,704.00 $268.50 $450.00 $2,024.46 $479,235.07 $46,624.51 $69.81 $8,988.93 $19,578.75 $362,513.48 SEWERAGE $103,075.45 $13,800.63 $451,044.00 $480.00 $0.00 $1,271.09 $278,140.69 $27,319.75 $33.72 $21.60 $2,922.45 $261,232.96 GARBAGE $41,570.90 $4,883.74 $171,795.00 $573.00 $286.50 $467.75 $116,911.36 $10,995.00 $18.68 $0.00 $554.70 $90,524.15 EXCESS $107,990.96 $0.00 $0.00 $0.00 $4,742.70 $0.00 $89,245.38 $0.00 $13.65 $0.00 $0.00 $13,989.23 VACANT LAND SEWERAGE $12,757.79 $1,641.77 $23,961.00 $0.00 $1,507.25 $170.72 $13,872.18 $1,491.00 $3.17 $0.00 $0.00 $21,657.68 RURAL FIRE AREA 1 $600.00 $66.31 $1,710.00 $0.00 $0.00 $7.87 $1,328.37 $0.00 $0.00 $0.00 $0.00 $1,055.81 RURAL FIRE AREA 2 $60.00 $0.00 $1,020.00 $0.00 $0.00 $0.36 $960.22 $0.00 $0.14 $0.00 $0.00 $120.00 RURAL FIRE AREA 3 $551.76 $83.82 $720.00 $0.00 $0.00 $7.93 $588.18 $0.00 $0.00 $0.00 $0.00 $775.33 WASTE MANAGEMENT $27,492.03 $3,761.77 $91,698.00 $0.00 $235.75 $336.37 $62,878.96 $5,865.42 $18.04 $10.50 $45.67 $54,233.83 Unallocated Rates Receipts $0.00 -$77,131.50 -$77,131.50 FUND SUMMARY TOTAL $783,857.90 $69,020.24 $3,818,415.49 $0.00 $1,444.20 $7,222.20 $6,921.93 $2,394,552.01 $208,697.40 $252.80 $19,941.09 $38,669.72 -$77,131.50 $1,933,193.04

BARCALDINE REGIONAL COUNCIL DEBTORS REVIEW As at 21st October, 2020

Aging Summary Amount Owing Current 35,797.40 Major Items 30 days 20,559.60 Nil 60 days 2,307.13 90 days 44,103.58 Total Owing $ 102,767.71 BARCALDINE REGIONAL COUNCIL PAGE 138 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Management dashboard (as at 30 September 2020)

YTD Financial Performance

Metric Budget Actual % of Target Exceptions to Note

Recurrent Revenue $7.3m $7.3m û exception reporting, note key driver

Recurrent Expenses ($8.0m) ($5.9m) ü exception reporting, note key driver

Operating Surplus / (Deficit) ($0.8m) $1.3m ü exception reporting, note key driver

Projects Capital Expenditure $3.6m $3.3m ü exception reporting, note key driver

Capital Revenue $3.8m $3.8m ü exception reporting, note key driver

0% 50% 100% below budget on target over budget actual Key tr ends (as at 30 September 2020)

Areas to note YTD Revenue Variance by Goal YTD Expense Variance by Goal

Exception reporting: GOAL 1: GOVERNANCE GOAL 1: GOVERNANCE YTD operating revenue variance by goal:

GOAL 2: ECONOMY GOAL 2: ECONOMY

YTD operating expense variance by goal: GOAL 3: IN FRA STRU CTU RE GOAL 3: IN FRA STRU CTU RE

GOAL 4: ENVIRONMENT GOAL 4: ENVIRONMENT YTD capital revenue variance by goal:

GOAL 5: COMMUNITY GOAL 5: COMMUNITY

($6.0) ($4.0) ($2.0) $0.0 $2.0 $4.0 ($2.0) ($1.5) ($1.0) ($0.5) $0.0 Under budget Over budget Thousands Underspend Overspend Millions

YTD Capital Revenue Variance by Capital Works Expenditure

$25.0 s

GOAL 1: GOVERNANCE n o i l l i

M $20.0 GOAL 2: ECONOMY $15.0 GOAL 3: IN FRA STRU CTU RE $10.0 GOAL 4: ENVIRONMENT $5.0 GOAL 5: COMMUNITY $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 Under budget Over budget Millions Actual spend Budget

Cash Balance

$20.0 s n o

i $18.0 l l i

M $16.0 $14.0 $12.0 $10.0 $8.0 $6.0 $4.0 $2.0 $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun FY2021 FY2020 Projects summary (as at 30 September 2020) 1 GOAL 1: GOVERNANCE 2 GOAL 2: ECONOMY

Total Capital Budget GOAL 1: GOVERNANCE GOAL 2: ECONOMY

Capital Expenditur e by Goal Capital Expenditur e vs Budget Capital Expenditur e vs Budget GOAL 1: GOVERNANCE GOAL 5: COMMUNITY $3,000 $3,000 5% s s 12% d d GOAL 2: ECONOMY n n a a 5% s s GOAL 4: ENVIRONMENT u $2,500 u $2,500 o o

0% h h T T $2,000 $2,000

$1,500 $1,500

$1,000 $1,000

$500 $500

$- $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun GOAL 3 : INFRASTRUCTURE ACTUAL SPEND BUDGET ACTUAL SPEND BUDGET 78% Capital Expenditur e vs Budget Capital Revenue vs Budget Capital Revenue vs Budget

$25 $0 $1,600 s s s d d n n n o i

l a $0 a l i

s s $1,400 M u u

$20 o $0 o h h

T T $1,200 $0 $1,000 $15 $0 $0 $800 $10 $0 $600 $0 $400 $5 $0 $0 $200 $- $- $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun ACTUAL SPEND BUDGET ACTUAL REVENUE BUDGET ACTUAL REVENUE BUDGET

Exception reporting: Exception reporting: Exception reporting: Exception 1 Exception 1 Exception 1 Exception 2 Exception 2 Exception 2 Exception 3 Exception 3 Exception 3 Exception 4 Exception 4 Exception 4 Exception 5 Exception 5 Exception 5 Exception 6 Exception 6 Exception 6 Exception 7 Exception 7 Exception 7 Exception 8 Exception 8 Exception 8 Exception 9 Exception 9 Exception 9 Exception 10 Exception 10 Exception 10 Exception 11 Exception 11 Exception 11 Exception 12 Exception 12 Exception 12 Projects summary (as at 30 September 2020) 3 GOAL 3: INFRASTRUCTURE 4 GOAL 4: ENVIRONMENT 5 GOAL 5: COMMUNITY

GOAL 3: INFRASTRUCTURE GOAL 4: ENVIRONMENT GOAL 5: COMMUNITY

Capital Expenditur e vs Budget Capital Expenditur e vs Budget Capital Expenditur e vs Budget

$20,000 $0 $700 s s s d d d n n n

a $18,000 a $0 a s s s $600 u u u

o $16,000 o $0 o h h h T $14,000 T $0 T $500

$12,000 $0 $400 $10,000 $0 $300 $8,000 $0 $6,000 $0 $200 $4,000 $0 $100 $2,000 $0 $- $- $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun ACTUAL SPEND BUDGET ACTUAL SPEND BUDGET ACTUAL SPEND BUDGET

Capital Revenue vs Budget Capital Revenue vs Budget Capital Revenue vs Budget

$1,200 $800 $1,200 s s s d d d n n n a a a

s s $700 s

u $1,000 u u $1,000 o o o h h h

T T $600 T $800 $800 $500

$600 $400 $600 $300 $400 $400 $200 $200 $200 $100

$- $- $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun ACTUAL REVENUE BUDGET ACTUAL REVENUE BUDGET ACTUAL REVENUE BUDGET

Council Performance

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Jul Aug Sep Actual Budget Variance % Budget Budget Variance % Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 (3) (1) 3,534 Rates, Levies and Charges 3,530 3,530 - 0% Recurrent6,642 revenue6,642 - 0% 64 75 40 Fees and Charges 178 178 0 0% Recurrent704 revenue 704 - 0% 32 40 24 Rental Income 96 96 - 0% Recurrent361 revenue 361 - 0% 5 9 7 Interest Received 21 21 - 0% Recurrent410 revenue 410 - 0% 656 40 998 Recoverable Works Income 1,695 1,695 - 0% Recurrent13,268 revenue13,268 - 0% 514 1,045 171 Grants, Subsidies, Contributions and Donations1,730 1,732 (2) (0%) Recurrent11,035 revenue11,035 - 0% 0 0 0 Other Revenue 1 1 0 0% Recurrent 94revenue 94 - 0%

1,269 1,208 4,775 Total Operating Revenue 7,251 7,252 (1) (0%) 32,513 32,513 - 0%

Operating Expenditure Oper ating Expenses 960 901 1,026 Employee Benefits 2,887 2,887 0 0% Recurrent12,529 ex penses12,596 (67) (1%) 633 941 1,428 Materials and Services 3,002 3,000 2 0% Recurrent16,433 ex penses16,366 67 0% - - 27 Finance Costs 27 27 - 0% Recurrent103 ex penses103 - 0% - - - Depreciation - 2,090 (2,090) (100%) ▼ Recurrent8,361 ex penses8,361 - 0%

1,593 1,842 2,481 Total Oper ating Expenses 5,916 8,004 (2,088) (26%) ▼ 37,425 37,425 - 0%

(325) (634) 2,294 Operating Profit/(Loss) 1,335 (752) 2,087 (278%) ▲ (4,912) (4,912) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses 690 1,283 1,796 Capital Revenue 3,769 3,769 - 0% 11,673 11,673 - 0% - - - Capital Ex penses - - - 0% - - - 0%

690 1,283 1,796 Net Capital Income/(Loss) 3,769 3,769 - 0% 11,673 11,673 - 0%

365 648 4,090 Net Result 5,103 3,017 2,087 69% ▲ 6,761 6,761 - 0% Financial performance (as at 30 September 2020)

Council Performance by Goal

Areas to note Month on Month Year to Date Full Year

Revised Original Jul Aug Sep Actual Budget Variance % Budget Budget Variance % $'000 $'000 $'000 Revenue (by Goal) $'000 $'000 $'000 $'000 $'000 $'000 40 942 2,160 1 GOAL 1: GOVERNANCE 3,142 3,142 - 0% Recurrent12,803 revenue12,803 - 0% 86 74 45 2 GOAL 2: ECONOMY 206 210 (5) (2%) Recurrent828 revenue 828 - 0% 646 4 2,125 3 GOAL 3: INFRASTRUCTURE 2,775 2,775 - 0% Recurrent15,628 revenue15,628 - 0% 24 17 296 4 GOAL 4: ENVIRONMENT 337 337 0 0% Recurrent591 revenue 591 - 0% 472 171 149 5 GOAL 5: COMMUNITY 791 789 3 0% Recurrent2,664 revenue2,664 - 0%

1,269 1,208 4,775 Total Operating Revenue 7,251 7,252 (1) (100%) ▼ 32,513 32,513 - 0%

Expenditure (by Goal) 882 435 567 GOAL 1: GOVERNANCE 1,884 1,941 (57) (3%) Recurrent5,326 ex penses5,326 - 0% 142 190 168 GOAL 2: ECONOMY 499 549 (50) (9%) Recurrent2,850 ex penses2,850 - 0% 180 665 1,101 GOAL 3: INFRASTRUCTURE 1,946 3,663 (1,717) (47%) ▼ Recurrent20,912 ex penses20,912 - 0% 43 68 53 GOAL 4: ENVIRONMENT 164 167 (3) (2%) Recurrent800 ex penses800 - 0% 347 485 592 GOAL 5: COMMUNITY 1,423 1,684 (261) (16%) ▼ Recurrent7,537 ex penses7,537 - 0%

1,593 1,842 2,481 Total Oper ating Expenses 5,916 8,004 (2,088) (126%) ▼ 37,425 37,425 - 0%

(325) (634) 2,294 Operating Profit/(Loss) 1,335 (752) 2,087 (378%) ▲ (4,912) (4,912) - 0% Financial performance (as at 30 September 2020)

1 GOAL 1: GOVERNANCE

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Jul Aug Sep Actual Budget Variance % Budget Budget Variance % Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 0 (1) 2,131 Rates, Levies and Charges 2,131 2,131 - 0% Recurrent3,989 revenue3,989 - 0% 1 26 3 Fees and Charges 30 30 - 0% Recurrent 80revenue 80 - 0% 21 20 13 Rental Income 54 54 - 0% Recurrent230 revenue 230 - 0% 5 9 7 Interest Received 21 21 - 0% Recurrent410 revenue 410 - 0% 0 1 0 Recoverable Works Income 1 1 - 0% Recurrent revenue2 2 - 0% 12 888 5 Grants, Subsidies, Contributions and Donations 905 905 - 0% Recurrent8,067 revenue8,067 - 0% - - - Other Revenue - - - 0% Recurrent 25revenue 25 - 0%

40 942 2,160 Total Operating Revenue 3,142 3,142 - 0% 12,803 12,803 - 0%

Operating Expenditure Oper ating Expenses 296 189 362 Employee Benefits 847 847 0 0% Recurrent2,760 ex penses2,822 (62) (2%) 587 246 205 Materials and Services 1,037 1,035 2 0% Recurrent2,329 ex penses2,267 62 3% - - - Finance Costs - - - 0% Recurrent- ex penses- - 0% - - - Depreciation - 59 (59) (100%) ▼ Recurrent238 ex penses238 - 0%

882 435 567 Total Oper ating Expenses 1,884 1,941 (57) (3%) 5,326 5,326 - 0%

(842) 507 1,592 Operating Profit/(Loss) 1,258 1,201 57 5% 7,477 7,477 - 0%

Capital Revenue and Expenses Capital Revenue and Expenses - - - Capital Revenue - - - 0% - - - 0% - - - Capital Ex penses - - - 0% - - - 0%

- - - Net Capital Income/(Loss) - - - 0% - - - 0%

(842) 507 1,592 Net Result 1,258 1,201 57 5% 7,477 7,477 - 0% Financial performance (as at 30 September 2020)

GOAL 1: GOVERNANCE

Areas to note Month on Month Year to Date Full Year

Revised Original Jul Aug Sep Actual Budget Variance % Budget Budget Variance % $'000 $'000 $'000 Revenue (by Cost Centr e) $'000 $'000 $'000 $'000 $'000 $'000 11 36 3 1 Administration 50 50 - 0% Recurrent140 revenue 140 - 0% 0 1 0 2 Community Identity 1 1 - 0% Recurrent revenue2 2 - 0% - - - 3 Corporate and Community Planning - - - 0% Recurrent- revenue - - 0% 21 20 13 4 Council Housing 54 54 - 0% Recurrent230 revenue 230 - 0% - - - 5 Depreciation - - - 0% Recurrent- revenue - - 0% 2 4 5 6 Employee Oncosts 11 11 - 0% Recurrent110 revenue 110 - 0% 5 882 2,138 7 Finance 3,026 3,026 - 0% Recurrent12,321 revenue12,321 - 0% - - - 8 Professional Governance - - - 0% Recurrent- revenue - - 0% - - - 9 - - - 0% Recurrent- revenue - - 0% - - - # - - - 0% Recurrent- revenue - - 0%

40 942 2,160 Total Operating Revenue 3,142 3,142 - (100%) 12,803 12,803 - 0%

Expenditur e (by Cost Centr e) 575 249 173 Administration 997 993 4 0% Recurrent2,290 ex penses2,290 - 0% - 5 - Community Identity 5 5 - 0% Recurrent 49ex penses 49 - 0% - - - Corporate and Community Planning - 0 (0) (100%) ▼ Recurrent ex5 penses 5 - 0% 3 15 55 Council Housing 73 73 - 0% Recurrent210 ex penses210 - 0% - - - Depreciation - 59 (59) (100%) ▼ Recurrent238 ex penses238 - 0% 71 (31) 151 Employee Oncosts 190 191 (1) (0%) Recurrent288 ex penses288 - 0% 32 8 42 Finance 82 82 - 0% Recurrent248 ex penses248 - 0% 201 190 147 Professional Governance 537 537 0 0% Recurrent1,999 ex penses1,999 - 0% ------0% Recurrent- ex penses- - 0% ------0% Recurrent- ex penses- - 0%

882 435 567 Total Oper ating Expenses 1,884 1,941 (57) (103%) ▼ 5,326 5,326 - 0%

(842) 507 1,592 Operating Profit/(Loss) 1,258 1,201 57 (95%) ▲ 7,477 7,477 - 0% Financial performance (as at 30 September 2020)

2 GOAL 2: ECONOMY

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Jul Aug Sep Actual Budget Variance % Budget Budget Variance % Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 - - - Rates, Levies and Charges - - - 0% Recurrent- revenue - - 0% 25 34 22 Fees and Charges 80 80 0 0% Recurrent295 revenue 295 - 0% 3 12 3 Rental Income 17 17 - 0% Recurrent 36revenue 36 - 0% - - - Interest Received - - - 0% Recurrent- revenue - - 0% 28 22 20 Recoverable Works Income 70 70 - 0% Recurrent215 revenue 215 - 0% 31 6 - Grants, Subsidies, Contributions and Donations 37 42 (5) (11%) ▼ Recurrent255 revenue 255 - 0% 0 0 0 Other Revenue 1 1 0 0% Recurrent 27revenue 27 - 0%

86 74 45 Total Operating Revenue 206 210 (5) (2%) 828 828 - 0%

Operating Expenditure Oper ating Expenses 89 85 85 Employee Benefits 259 259 (0) (0%) Recurrent1,184 ex penses1,169 15 1% 53 105 83 Materials and Services 240 240 0 0% Recurrent1,465 ex penses1,480 (15) (1%) - - - Finance Costs - - - 0% Recurrent- ex penses- - 0% - - - Depreciation - 50 (50) (100%) ▼ Recurrent201 ex penses201 - 0%

142 190 168 Total Oper ating Expenses 499 549 (50) (9%) 2,850 2,850 - 0%

(56) (116) (122) Operating Profit/(Loss) (293) (339) 45 (13%) ▲ (2,022) (2,022) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses 45 27 935 Capital Revenue 1,008 1,008 - 0% 1,350 1,350 - 0% - - - Capital Ex penses - - - 0% - - - 0%

45 27 935 Net Capital Income/(Loss) 1,008 1,008 - 0% 1,350 1,350 - 0%

(10) (88) 813 Net Result 714 669 45 7% (672) (672) - 0% Financial performance (as at 30 September 2020)

GOAL 2: ECONOMY

Areas to note Month on Month Year to Date Full Year

Revised Original Jul Aug Sep Actual Budget Variance % Budget Budget Variance % $'000 $'000 $'000 Revenue (by Cost Centr e) $'000 $'000 $'000 $'000 $'000 $'000 11 18 6 1 Agriculture 35 35 - 0% Recurrent264 revenue 264 - 0% 2 1 2 2 Building Services 5 5 (0) (0%) Recurrent 22revenue 22 - 0% 11 14 13 3 Camping Areas 38 38 0 0% Recurrent 82revenue 82 - 0% 3 12 3 4 Commercial Property 17 17 - 0% Recurrent 36revenue 36 - 0% 23 13 13 5 Commercial Services 48 48 - 0% Recurrent170 revenue 170 - 0% - - - 6 Depreciation - - - 0% Recurrent- revenue - - 0% - - - 7 Economic Development - - - 0% Recurrent 80revenue 80 - 0% 31 6 0 8 Regional Events 38 42 (5) (11%) ▼ Recurrent 82revenue 82 - 0% 5 9 7 9 Tourism 22 22 - 0% Recurrent 45revenue 45 - 0% 1 0 1 # Town Planning 3 3 - 0% Recurrent 47revenue 47 - 0%

86 74 45 Total Operating Revenue 206 210 (5) (102%) ▼ 828 828 - 0%

Expenditur e (by Cost Centr e) 45 51 37 Agriculture 134 134 0 0% Recurrent1,035 ex penses1,035 - 0% 19 1 0 Building Services 21 21 (0) (0%) Recurrent- ex penses- - 0% 3 4 9 Camping Areas 15 15 - 0% Recurrent 87ex penses 87 - 0% 2 4 23 Commercial Property 29 29 - 0% Recurrent 70ex penses 70 - 0% 36 39 40 Commercial Services 115 115 0 0% Recurrent441 ex penses441 - 0% - - - Depreciation - 50 (50) (100%) ▼ Recurrent201 ex penses201 - 0% 2 19 25 Economic Development 45 45 - 0% Recurrent375 ex penses375 - 0% 15 13 12 Regional Events 40 40 0 0% Recurrent256 ex penses256 - 0% 20 33 22 Tourism 75 75 - 0% Recurrent385 ex penses385 - 0% - 26 - Town Planning 26 26 - 0% Recurrent- ex penses- - 0%

142 190 168 Total Oper ating Expenses 499 549 (50) (109%) ▼ 2,850 2,850 - 0%

(56) (116) (122) Operating Profit/(Loss) (293) (339) 45 (113%) ▲ (2,022) (2,022) - 0% Financial performance (as at 30 September 2020)

3 GOAL 3: INFRASTRUCTURE

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Jul Aug Sep Actual Budget Variance % Budget Budget Variance % Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 (3) (0) 1,144 Rates, Levies and Charges 1,141 1,141 - 0% Recurrent2,163 revenue2,163 - 0% 4 2 8 Fees and Charges 14 14 - 0% Recurrent102 revenue 102 - 0% - - - Rental Income - - - 0% Recurrent- revenue - - 0% - - - Interest Received - - - 0% Recurrent- revenue - - 0% 624 2 973 Recoverable Works Income 1,599 1,599 - 0% Recurrent13,020 revenue13,020 - 0% 22 - - Grants, Subsidies, Contributions and Donations 22 22 - 0% Recurrent300 revenue 300 - 0% - - - Other Revenue - - - 0% Recurrent 42revenue 42 - 0%

646 4 2,125 Total Operating Revenue 2,775 2,775 - 0% 15,628 15,628 - 0%

Operating Expenditure Oper ating Expenses 342 352 333 Employee Benefits 1,027 1,027 (0) (0%) Recurrent5,268 ex penses5,288 (20) (0%) (163) 313 750 Materials and Services 900 901 (0) (0%) Recurrent8,710 ex penses8,690 20 0% - - 18 Finance Costs 18 18 - 0% Recurrent 69ex penses 69 - 0% - - - Depreciation - 1,716 (1,716) (100%) ▼ Recurrent6,866 ex penses6,866 - 0%

180 665 1,101 Total Oper ating Expenses 1,946 3,663 (1,717) (47%) ▼ 20,912 20,912 - 0%

467 (661) 1,024 Operating Profit/(Loss) 829 (888) 1,717 (193%) ▲ (5,285) (5,285) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses 458 1,256 615 Capital Revenue 2,329 2,329 - 0% 8,280 8,280 - 0% - - - Capital Ex penses - - - 0% - - - 0%

458 1,256 615 Net Capital Income/(Loss) 2,329 2,329 - 0% 8,280 8,280 - 0%

925 594 1,639 Net Result 3,158 1,441 1,717 119% ▲ 2,995 2,995 - 0% Financial performance (as at 30 September 2020)

GOAL 3: INFRASTRUCTURE

Areas to note Month on Month Year to Date Full Year

Revised Original Jul Aug Sep Actual Budget Variance % Budget Budget Variance % $'000 $'000 $'000 Revenue (by Cost Centr e) $'000 $'000 $'000 $'000 $'000 $'000 - 0 1 1 Airports 1 1 - 0% Recurrent 80revenue 80 - 0% 624 2 972 2 Contract Works Unit 1,598 1,598 - 0% Recurrent13,054 revenue13,054 - 0% - - - 3 Coordination and Control - - - 0% Recurrent- revenue - - 0% - - - 4 Depots - - - 0% Recurrent- revenue - - 0% - - - 5 Depreciation - - - 0% Recurrent- revenue - - 0% 22 - 0 6 Fleet Operations Unit 22 22 - 0% Recurrent158 revenue 158 - 0% - - - 7 Rural Roads - - - 0% Recurrent150 revenue 150 - 0% 0 0 462 8 Sewerage Services Unit 462 462 - 0% Recurrent872 revenue 872 - 0% - - - 9 Stores & Purchasing - - - 0% Recurrent- revenue - - 0% - - - # Town Streets - - - 0% Recurrent- revenue - - 0% 1 1 689 # Water Supply Unit 691 691 - 0% Recurrent1,313 revenue1,313 - 0% - - - # - - - 0% Recurrent- revenue - - 0% - - - # - - - 0% Recurrent- revenue - - 0%

646 4 2,125 Total Operating Revenue 2,775 2,775 - (100%) 15,628 15,628 - 0%

Expenditur e (by Cost Centr e) 18 37 12 Airports 67 67 0 0% Recurrent255 ex penses255 - 0% 283 280 1,104 Contract Works Unit 1,666 1,666 - 0% Recurrent12,541 ex penses12,541 - 0% 37 51 0 Coordination and Control 88 89 (1) (1%) Recurrent404 ex penses404 - 0% 23 27 21 Depots 70 70 0 0% Recurrent239 ex penses239 - 0% - - - Depreciation - 1,239 (1,239) (100%) ▼ Recurrent4,955 ex penses4,955 - 0% (577) (333) (351) Fleet Operations Unit (1,262) (969) (292) 30% ▲ Recurrent(2,911) ex penses(2,911) - 0% 182 441 132 Rural Roads 756 756 - 0% Recurrent2,350 ex penses2,350 - 0% 74 31 52 Sewerage Services Unit 157 242 (85) (35%) ▼ Recurrent936 ex penses936 - 0% 17 17 22 Stores & Purchasing 56 56 - 0% Recurrent142 ex penses142 - 0% 69 61 45 Town Streets 175 175 - 0% Recurrent600 ex penses600 - 0% 54 53 66 Water Supply Unit 172 272 (100) (37%) ▼ Recurrent1,402 ex penses1,402 - 0% ------0% Recurrent- ex penses- - 0% ------0% Recurrent- ex penses- - 0%

180 665 1,101 Total Oper ating Expenses 1,946 3,663 (1,717) (147%) ▼ 20,912 20,912 - 0%

467 (661) 1,024 Operating Profit/(Loss) 829 (888) 1,717 (293%) ▲ (5,285) (5,285) - 0% Financial performance (as at 30 September 2020)

4 GOAL 4: ENVIRONMENT

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Jul Aug Sep Actual Budget Variance % Budget Budget Variance % Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 0 (0) 259 Rates, Levies and Charges 259 259 - 0% Recurrent490 revenue 490 - 0% 19 1 0 Fees and Charges 21 20 0 1% Recurrent 37revenue 37 - 0% - - - Rental Income - - - 0% Recurrent- revenue - - 0% - - - Interest Received - - - 0% Recurrent- revenue - - 0% 5 16 5 Recoverable Works Income 25 25 - 0% Recurrent 30revenue 30 - 0% - - 32 Grants, Subsidies, Contributions and Donations 32 32 - 0% Recurrent 34revenue 34 - 0% - - - Other Revenue - - - 0% Recurrent- revenue - - 0%

24 17 296 Total Operating Revenue 337 337 0 0% 591 591 - 0%

Operating Expenditure Oper ating Expenses 25 24 20 Employee Benefits 70 70 - 0% Recurrent331 ex penses331 - 0% 18 44 33 Materials and Services 94 94 0 0% Recurrent456 ex penses456 - 0% - - - Finance Costs - - - 0% Recurrent- ex penses- - 0% - - - Depreciation - 3 (3) (100%) ▼ Recurrent 13ex penses 13 - 0%

43 68 53 Total Oper ating Expenses 164 167 (3) (2%) 800 800 - 0%

(19) (51) 243 Operating Profit/(Loss) 173 170 3 2% (209) (209) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses 136 - - Capital Revenue 136 136 - 0% 720 720 - 0% - - - Capital Ex penses - - - 0% - - - 0%

136 - - Net Capital Income/(Loss) 136 136 - 0% 720 720 - 0%

117 (51) 243 Net Result 309 306 3 1% 511 511 - 0% Financial performance (as at 30 September 2020)

GOAL 4: ENVIRONMENT

Areas to note Month on Month Year to Date Full Year

Revised Original Jul Aug Sep Actual Budget Variance % Budget Budget Variance % $'000 $'000 $'000 Revenue (by Cost Centr e) $'000 $'000 $'000 $'000 $'000 $'000 - - - 1 Depreciation - - - 0% Recurrent- revenue - - 0% - - 35 2 Emergency Services 35 35 - 0% Recurrent 41revenue 41 - 0% 0 - - 3 Environmental Health 0 0 - 0% Recurrent revenue1 1 - 0% - - - 4 Environmental Protection - - - 0% Recurrent- revenue - - 0% - - - 5 Heritage Protection - - - 0% Recurrent- revenue - - 0% - - - 6 Local Laws - - - 0% Recurrent revenue1 1 - 0% 18 0 (0) 7 Urban Animal Management 18 18 0 1% Recurrent 23revenue 23 - 0% 5 17 261 8 Waste Management Unit 283 283 - 0% Recurrent526 revenue 526 - 0% - - - 9 - - - 0% Recurrent- revenue - - 0% - - - # - - - 0% Recurrent- revenue - - 0%

24 17 296 Total Operating Revenue 337 337 0 (100%) 591 591 - 0%

Expenditur e (by Cost Centr e) - - - Depreciation - 3 (3) (100%) ▼ Recurrent 13ex penses 13 - 0% 9 29 22 Emergency Services 60 60 0 0% Recurrent118 ex penses118 - 0% - - - Environmental Health - - - 0% Recurrent 71ex penses 71 - 0% 3 1 - Environmental Protection 3 3 - 0% Recurrent 98ex penses 98 - 0% - - - Heritage Protection - - - 0% Recurrent ex5 penses 5 - 0% 6 3 - Local Laws 9 9 - 0% Recurrent 99ex penses 99 - 0% 1 1 1 Urban Animal Management 3 3 - 0% Recurrent 12ex penses 12 - 0% 25 35 30 Waste Management Unit 89 89 - 0% Recurrent384 ex penses384 - 0% ------0% Recurrent- ex penses- - 0% ------0% Recurrent- ex penses- - 0%

43 68 53 Total Oper ating Expenses 164 167 (3) (102%) ▼ 800 800 - 0%

(19) (51) 243 Operating Profit/(Loss) 173 170 3 (98%) ▲ (209) (209) - 0% Financial performance (as at 30 September 2020)

5 GOAL 5: COMMUNITY

Areas to note Month on Month Year to Date Full Year

Revised Original Exception reporting: Jul Aug Sep Actual Budget Variance % Budget Budget Variance % Operating Revenue $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 $'000 - - - Rates, Levies and Charges - - - 0% Recurrent- revenue - - 0% 15 12 7 Fees and Charges 33 33 - 0% Recurrent190 revenue 190 - 0% 8 8 8 Rental Income 24 24 - 0% Recurrent 95revenue 95 - 0% - - - Interest Received - - - 0% Recurrent- revenue - - 0% - - - Recoverable Works Income - - - 0% Recurrent- revenue - - 0% 449 151 134 Grants, Subsidies, Contributions and Donations 734 731 3 0% Recurrent2,379 revenue2,379 - 0% - - - Other Revenue - - - 0% Recurrent- revenue - - 0%

472 171 149 Total Operating Revenue 791 789 3 0% 2,664 2,664 - 0%

Operating Expenditure Oper ating Expenses 208 251 225 Employee Benefits 685 685 (0) (0%) Recurrent2,987 ex penses2,987 - 0% 138 234 358 Materials and Services 729 730 (0) (0%) Recurrent3,473 ex penses3,473 - 0% - - 9 Finance Costs 9 9 - 0% Recurrent 34ex penses 34 - 0% - - - Depreciation - 261 (261) (100%) ▼ Recurrent1,043 ex penses1,043 - 0%

347 485 592 Total Oper ating Expenses 1,423 1,684 (261) (16%) ▼ 7,537 7,537 - 0%

125 (314) (443) Operating Profit/(Loss) (632) (896) 264 (29%) ▲ (4,873) (4,873) - 0%

Capital Revenue and Expenses Capital Revenue and Expenses 50 - 246 Capital Revenue 296 296 - 0% 1,323 1,323 - 0% - - - Capital Ex penses - - - 0% - - - 0%

50 - 246 Net Capital Income/(Loss) 296 296 - 0% 1,323 1,323 - 0%

175 (314) (197) Net Result (336) (600) 264 (44%) ▲ (3,550) (3,550) - 0% Financial performance (as at 30 September 2020)

GOAL 5: COMMUNITY

Areas to note Month on Month Year to Date Full Year

Revised Original Jul Aug Sep Actual Budget Variance % Budget Budget Variance % $'000 $'000 $'000 Revenue (by Cost Centr e) $'000 $'000 $'000 $'000 $'000 $'000 5 3 6 1 Aged Persons Units 14 14 - 0% Recurrent 62revenue 62 - 0% 318 52 15 2 Care Services 384 381 3 1% Recurrent1,201 revenue1,201 - 0% 4 4 2 3 Cemeteries and Memorials 10 10 - 0% Recurrent 91revenue 91 - 0% - - - 4 Childcare Facilities - - - 0% Recurrent- revenue - - 0% 0 0 0 5 Community Halls 1 1 - 0% Recurrent revenue3 3 - 0% 3 5 2 6 Community Housing 10 10 - 0% Recurrent 33revenue 33 - 0% 20 - 0 7 Community Support 21 21 - 0% Recurrent- revenue - - 0% - 5 - 8 Cultural Activities 5 5 - 0% Recurrent 26revenue 26 - 0% - - - 9 Depreciation - - - 0% Recurrent- revenue - - 0% - - - # Libraries - - - 0% Recurrent revenue9 9 - 0% - - - # Museums and Galleries - - - 0% Recurrent- revenue - - 0% 111 94 118 # NDIS - Care Services 323 323 - 0% Recurrent1,145 revenue1,145 - 0% - - - # Parks and Gardens - - - 0% Recurrent- revenue - - 0% 0 0 0 # Sport and Recreation Facilities 1 1 - 0% Recurrent 12revenue 12 - 0% - - 0 # Swimming Pools 0 0 - 0% Recurrent revenue3 3 - 0% - - - # Television and Radio - - - 0% Recurrent- revenue - - 0% 10 7 4 # Town Commons 22 22 - 0% Recurrent 81revenue 81 - 0%

472 171 149 Total Operating Revenue 791 789 3 (100%) ▼ 2,664 2,664 - 0%

Expenditur e (by Cost Centr e) 1 1 10 Aged Persons Units 13 13 - 0% Recurrent 50ex penses 50 - 0% 78 113 93 Care Services 283 283 0 0% Recurrent1,211 ex penses1,211 - 0% 6 24 12 Cemeteries and Memorials 42 42 - 0% Recurrent215 ex penses215 - 0% - 0 0 Childcare Facilities 0 0 - 0% Recurrent ex6 penses 6 - 0% 5 8 12 Community Halls 25 25 - 0% Recurrent201 ex penses201 - 0% 1 4 6 Community Housing 10 10 (1) (7%) Recurrent 32ex penses 32 - 0% 1 3 26 Community Support 30 30 - 0% Recurrent267 ex penses267 - 0% 0 1 4 Cultural Activities 5 5 - 0% Recurrent 53ex penses 53 - 0% - - - Depreciation - 261 (261) (100%) ▼ Recurrent1,043 ex penses1,043 - 0% 24 26 26 Libraries 76 76 0 0% Recurrent308 ex penses308 - 0% 4 3 10 Museums and Galleries 17 17 - 0% Recurrent104 ex penses104 - 0% 74 93 120 NDIS - Care Services 287 287 - 0% Recurrent985 ex penses985 - 0% 100 119 128 Parks and Gardens 347 347 - 0% Recurrent1,733 ex penses1,733 - 0% 28 41 77 Sport and Recreation Facilities 145 145 - 0% Recurrent674 ex penses674 - 0% 20 36 60 Swimming Pools 115 115 0 0% Recurrent554 ex penses554 - 0% 3 0 1 Television and Radio 4 4 - 0% Recurrent 22ex penses 22 - 0% 2 12 8 Town Commons 22 22 - 0% Recurrent 80ex penses 80 - 0%

347 485 592 Total Oper ating Expenses 1,423 1,684 (261) (116%) ▼ 7,537 7,537 - 0%

125 (314) (443) Operating Profit/(Loss) (632) (896) 264 (129%) ▲ (4,873) (4,873) - 0% Statement of cash flows (as at 30 September 2020)

Areas to note Year to Date Full Year

Revised Original Exception reporting: YTD cash flows Actual Budget Variance % Budget Budget Variance % Operating activities Cash flows from operating activities $'000 $'000 $'000 $'000 $'000 $'000 Receipts from customers 4,907 7,232 (2,324) (32%) 32,103 32,103 - 0% Pay ments to suppliers and employ ees (7,645) (5,887) (1,758) 30% (28,962) (28,962) - 0% Interest paid (27) (27) - 0% (103) (103) - 0% Interest receiv ed 21 21 - 0% 410 410 - 0%

Net cash inflow (outflow) from operating activities (2,744) 1,338 (4,082) (305%) 3,449 3,449 - 0%

Investing activities Cash flows from investing activities Pay ments for property , plant and equipment (3,363) (4,127) 764 (19%) (24,902) (25,224) 322 (1%) Proceeds from sale of property , plant and equipment119 - 119 0% 200 522 (322) (62%) Grants, subsidies, contributions and donations 3,769 3,769 - 0% 11,673 11,673 - 0%

Net cash inflow (outflow) from investing activities 524 (359) 883 (246%) (13,029) (13,029) - 0%

Financing activities Cash flows from financing activities Proceeds from borrow ings - 500 (500) (100%) 2,000 2,000 - 0% Repay ment of borrow ings (72) (73) 1 (2%) (292) (292) - 0%

Net cash inflow (outflow) from financing activities (72) 427 (499) (117%) 1,708 1,708 - 0%

Net increase (decrease) in cash held (2,291) 1,407 (3,698) (263%) (7,872) (7,872) - 0%

Cash at beginning of reporting period 17,679 17,679 - 0% 17,679 17,679 - 0% Net increase (decrease) in cash held 15,388 19,086 (3,698) (19%) 9,807 9,807 - 0% Financial position (as at 30 September 2020)

Areas to note Annual Movement Full Year

Revised Original Exception reporting: Jun Sep Variance % Budget Budget Variance % 2020 2020 Current Assets $'000 $'000 $'000 % $'000 $'000 $'000 Cash 17,679 15,397 (2,282) (15%) 8,245 8,245 - 0% Receiv ables 2,169 5,796 3,628 63% 3,621 3,621 - 0% Other 511 601 90 15% 555 555 - 0% 20,359 21,794 1,435 12,421 12,421 - Non-Current Assets Property , plant & equipment 304,772 301,444 (3,328) (1%) 331,203 333,603 (2,400) (1%) Other 17,183 10,302 (6,881) (67%) 5,956 5,716 240 4% 321,955 311,746 (10,209) 337,159 339,319 (2,160) Total Assets 342,314 333,540 (8,774) (3%) 349,580 351,740 (2,160) (1%)

Current Liabilities Trade and other pay ables 3,672 9,800 6,129 63% 3,227 3,227 - 0% Borrow ings 5 221 215 98% 312 312 - 0% Prov isions 1,592 1,736 144 8% 1,626 1,626 - 0% Other - - - 0% - - - 0% 5,269 11,757 6,488 5,165 5,165 -

Non-Current Liabilities Borrow ings 2,206 1,918 (288) (15%) 3,607 3,607 - 0% Prov isions 1,453 1,399 (54) (4%) 1,453 1,453 - 0% 3,659 3,317 (342) 5,060 5,060 - Total Liabilities 8,928 15,074 6,146 41% 10,225 10,225 - 0%

Net Community Assets 333,386 318,466 (14,920) (5%) 339,355 341,515 (2,160) (1%)

Community Equity Capital - - - 0% - - - 0% Retained surplus/(deficit) 177,348 176,556 (792) (0%) 185,940 185,940 - 0% Asset rev aluation surplus 156,038 141,909 (14,128) (10%) 156,038 156,038 - 0% Total Community Equity 333,386 318,466 (14,920) (5%) 341,978 341,978 - 0%

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.6.1 SUBJECT HEADING: Works Report Period – October 2020 Author and Title: Rick Rolfe, Chief Engineer CLASSIFICATION: (if confidential)

Summary: From the Chief Engineer presenting the status of the scope of works assigned to Infrastructure Services.

Officer's Recommendation: That Council receives the report.

Background ENGINEERING SERVICES Continuing Professional Development

 AICD Governance training  LGAQ Elected Member Update training  Integrity Act training  Queensland Road Manager Consent for NHVR training

Business arising not detailed below from last Council Meeting

Nil

Project Delivery

Project Performance  TMR Barcaldine – Aramac tender approved by TMR.  TMR Clermont – Alpha tender submitted to TMR.  TMR Capricorn Highway awaiting scope.  2019 Flood Damage – underway.  2020 Flood Damage – Awaiting final approval from QRA.  Elm Street kerb and channel underway.

Construction Program

Program Impacts 1. Refer to the ‘Head of Works’ Program.

Program Facts/Assumptions  Priority  Department of Transport and Main Roads;  Other externally funded works;  Council Works.

GOAL 2: ECONOMY

Nil BARCALDINE REGIONAL COUNCIL PAGE 162 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

GOAL 3: INFRASTRUCTURE

1. TMR Barcaldine – Aramac project – Construction tender approved. Gravel supply awarded. Construction of pads for gravel supply underway. 2. TMR Clermont – Alpha project – Tender price submitted. 3. TMR Capricorn Highway project – Awaiting scope. At this stage, construction of this project will follow the Clermont – Alpha project. Early works are likely to be gravel supply and drainage. 4. Rural roads rehabilitation – Scoping underway. 5. 2019 Flood Damage – Works underway by Aramac and Alpha crews. $5.9m complete out of $25m. Package 6 refer separate Officer’s Report. 6. 2020 Flood Damage – Awaiting final approval from QRA. 7. Sculpture Trail stopping bays – Being programmed. 8. Town streets rehabilitation – Scoping underway. 9. Ash Street rehabilitation (Maple to Beech) – Design underway. 10. Elm Street (Pine to Myall) – Works underway. 11. Barcaldine airport cross strip reseal – Possibility of deferral until next year. 12. Water treatment plant safety access (RAPADWSA project) – Proceeding to tender. 13. SCADA and telemetry system (RAPADWSA project) – Scoping underway. 14. Barcaldine sewerage treatment plant upgrade – Scoping underway. 15. Oak Street footpath (IGA, Chemist, AWHC) – Refer separate Officer’s Report. 16. Water treatment plant upgrades Alpha & Jericho – Works progressing.

GOAL 4: ENVIRONMENT

1. Flood mitigation (Barcaldine North) – QRA Funding submission unsuccessful. 2. Barcaldine waste transfer station – Procurement of individual components underway.

GOAL 5: COMMUNITIES

Nil

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.5. Manage assets responsibly through appropriate maintenance and replacement strategies Consultation (internal/external) Internal Acting Chief Executive Officer Engineers Senior Works Supervisors External GBA Consulting Engineers Department of Transport and Main Roads Simmonds and Bristow The Water and Carbon Group Policy Implications Nil Budget and Resource Implications TMR stimulus projects will have an impact on resources and budget. Risk Implications  Significant risk of forecasted wet weather delaying the works programme  Risk of additional stimulus funding on an already full works programme Barcaldine Regional Council - Head of Works Program 2020 2021 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Start Finish Project Funding Crew T Date Date Department of Transport and Main Roads

Clermont - Alpha Road (Federal Stimulus) $2,700,000.00 01/11/20 30/04/20 Alpha

Capricorn Highway (Belyando East and West) $8,500,000.00 01/02/21 31/12/21 Alpha

Barcaldine - Aramac Road (Rehabilitation) $5,200,000.00 01/09/20 30/04/21 Barcaldine

Barcaldine - Aramac Road (Widening) $1,600,000.00 01/05/21 30/09/21 Barcaldine

Cedar Street Footpath $60,000.00 01/10/20 30/11/20 Barcaldine

Cycleways (Alpha, Aramac, Barcaldine) $420,000.00 01/07/20 30/06/21 All

Road Maintenance Performance Contract $3,073,207.00

Schedule 1 - OSCR $1,885,000.00 01/07/20 30/06/21

Schedule 2 - National Highway $410,000.00 01/07/20 30/06/21

Schedule 3 - Declared Plants $20,000.00 01/07/20 30/06/21

Schedule 4 - Clermont - Alpha Resheeting $410,456.00 01/07/20 30/06/21

Schedule 5 - Bulk Sign Replacement $107,307.00 01/07/20 30/06/21

Schedule 6 - Upgrade Site Boards at Intersections $10,444.00 01/07/20 30/06/21

Schedule 7 - Sculpture Trail Stopping Bays $200,000.00 01/07/20 30/06/21

Schedule 8 - Incident Management $30,000.00 01/07/20 30/06/21

Queensland Reconstruction Authority

Flood Damage, March 2019 $25,000,000.00 01/11/19 30/06/22 All

Flood Damage, January 2020 $15,000,000.00 01/11/20 30/06/23 All

Road 2 Recovery

Rural Roads Rehabilitation $637,799.00 01/02/21 30/06/21

Town Streets Rehabilitation $550,000.00 01/02/21 30/06/21

Ash Street (Maple to Beech $150,000.00 01/04/21 30/06/21

Elm Street (Pine to Myall) $600,000.00 01/10/20 31/12/20 Barcaldine

Oak Street Footpath $125,000.00 01/04/20 31/12/20 Barcaldine

Council

New Landfill $300,000.00 01/07/20 30/06/21 Barcaldine

Barcaldine Airport Cross Strip Reseal $70,000.00 01/02/21 28/02/21 Barcaldine

Alpha Reservoir Safety Access $125,000.00 01/04/21 30/06/21 Contractor

Jericho Reservoir Safety Access $175,000.00 01/04/21 30/06/21 Contractor

SCADA and Telemetry System $1,200,000.00 01/04/20 30/09/21 Contractor

Barcaldine Sewerage Treatment Plant Upgrade $1,400,000.00 01/02/20 30/06/21 Contractor

Flood Mitigation Barcaldine North $350,000.00 01/04/21 30/06/21 Contractor

Water Recreation Park $600,000.00 01/07/20 30/06/21

Alpha CCS Building $420,000.00 01/09/20 31/12/20 Contractor

Aramac Showgrounds Amenities Building $420,000.00 01/09/20 31/12/20 Contractor BARCALDINE REGIONAL COUNCIL PAGE 164 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.6.2 SUBJECT HEADING: Barcaldine Footpath Upgrade Estimate Author and Title: Rick Rolfe, Chief Engineer CLASSIFICATION: (if confidential)

Summary: From the Chief Engineer submitting the estimate to complete the footpath upgrade in front of IGA on Oak Street, Barcaldine.

Officer's Recommendation: That Council receives the report and considers the budget implications of the works.

Background In the 2020 budget Council allocated $125,000 towards critical footpath upgrades in Barcaldine on Oak Street. This included the pharmacy and IGA precincts. To date the pharmacy footpath upgrade is complete and Council has expended $75,706.46 which includes materials on hand for the IGA footpath upgrade. The footpath in front of IGA was delayed through tourist season due to the increased volume of pedestrian traffic in this area. Estimates to complete the section in front of IGA is a further $75,000. It is proposed the additional $25,000 be funded through the disability access funding.

Council also has a design for additional footpath upgrades further east from IGA to take in the bakery ($40,000), butcher ($30,000) and the other shop to the east ($25,000).

Link to Corporate Plan Goal 3. Quality Infrastructure Strategy 3.1. Roads and Streets 3.1.1. Construct and maintain Council owned roads and streets in accordance with Council's road categories

Goal 5. Vibrant Communities Strategy 5.1. Enhancing Landscapes 5.1.2. Maintain and enhance the beauty of town entrances and the streetscapes of each community Strategy 5.3. Health and Wellbeing 5.3.2. Improve disability access to facilities in each community

Consultation (internal/external) Acting Chief Executive Officer Engineer

Policy Implications Nil

Budget and Resource Implications To complete these works Council will need to reprioritise funding or provide additional funding.

Risk Implications Works are required to limit liability risk due to accessibility. BARCALDINE REGIONAL COUNCIL PAGE 165 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.6.3 SUBJECT HEADING: Barcaldine Regional Council Rural Road Asset Data Author and Title: Rick Rolfe, Chief Engineer CLASSIFICATION: (if confidential)

Summary: From the Chief Engineer tabling a report requesting Council’s review of the proposed revised Barcaldine Regional Council Rural Road Asset Data.

Officer's Recommendation: That Council receives the revised Barcaldine Regional Council rural road asset register and opens the register for community feedback.

Background To ensure that Council’s road asset data is accurate and to ensure the integrity of its data, Council engaged GBA Consulting Engineers to conduct a full review of all road assets. Over the past few months this review has been conducted which the review comprised of the current road prioritisation, road distances, naming conventions and all currently identified or unnamed roads.

The rural road data provided has been through a full internal management consultation process, in which Council now believes it is in a position to distribute for community consultation.

The revised rural road data is attached.

Link to Corporate Plan Goal 3. Quality Infrastructure Strategy 3.1. Roads and Streets 3.1.1. Construct and maintain Council owned roads and streets in accordance with Council's road categories 3.1.3. Ensure asset sustainability through proactive management of long term road planning and prioritisation

Consultation (internal/external) Mayor Councillors Acting Chief Executive Officer Chief Engineer District Managers Senior Works Supervisors GBA Consulting Engineers

Policy Implications After the adoption of the revised rural road asset data all other affiliated policies will need to be amended to accommodate the changes and returned to Council for endorsement.

Budget and Resource Implications Nil

Risk Implications There is a potential risk for the loss or increase of State and Federal grant funding for road infrastructure. Road_Name Road_No Region Category Length (km) Total Rural Network Length (km) 2,858.620 Aramac-Jericho (East) 1860 Alpha LRRS 30.233 Degulla 2032 Alpha LRRS 87.286 Sum of Length (km) Row Labels Sum of Length (km) Dunrobin 2080 Alpha LRRS 132.718 Alpha 1093.7 Tumbar 2150 Alpha LRRS 68.834 AramacTotal Length (km)1218.578 of Network by Region Alpha Airport 2122 Alpha 1 0.656 Barcaldine 546.342 Alpha Dip Yards 2231 Alpha 1 1.547 Grand Total 2858.621218.578 1093.7 Alpha Dip Yards Access 2297 Alpha 1 0.341 Beaufort 2223 Alpha 1 13.291 Craven 2224 Alpha 1 57.756 546.342 Jericho Airport Access 2092 Alpha 1 0.137 Pinehill 2281 Alpha 1 15.82 Portwine 2321 Alpha 1 86.412 Showground Access 2091 Alpha 1 0.163 Alpha Aramac Barcaldine Star Downs 2331 Alpha 1 68.919 TBN_Alpha Dump 2151 Alpha 1 1.067 Region Helenvale 1941 Alpha 2 9.662 Islay Plains 2272 Alpha 2 40.502 Monklands 2023 Alpha 2 46.212 Narounyah 2323 Alpha 2 33.743 Sum of Length (km) Redbank 2192 Alpha 2 2.457 Texas 1861 Alpha 2 71.843 Road Category as Percentage of Network Aberleigh 2371 Alpha 3 3.821 Allanard 2152 Alpha 3 0.675 Cavendish 2025 Alpha 3 34.464 Row Labels Sum of Length (km) Clontarf 2275 Alpha 3 4 1 486.942 Category Clunie Vale 1782 Alpha 3 27.734 2 800.149 22% 17% 1 Cooinda 2322 Alpha 3 4.956 3 843.462 2 Creek Farm 2123 Alpha 3 3.253 4 108.195 4% Cudmore 2052 Alpha 3 6.319 LRRS 619.872 3 28% Derwent Water 2294 Alpha 3 5.914 Grand Total 2858.62 4 Drummond Slopes 2333 Alpha 3 9.507 29% LRRS Durrandella 2134 Alpha 3 0.269 Eastbank 2126 Alpha 3 0.417 Eulimbie 2033 Alpha 3 10.019 Eureka 2022 Alpha 3 0.847 Furbers 2026 Alpha 3 2.745 Geebung 1943 Alpha 3 0.907 Hiltop 2271 Alpha 3 0.315 Hotspur 2062 Alpha 3 1.78 Hutton 2125 Alpha 3 0.692 Joycedale 2141 Alpha 3 0.111 Kilcool 2221 Alpha 3 2.932 Kurrajong Access 2132 Alpha 3 0.203 Lagoon Park 2081 Alpha 3 1.343 Lamorby 2232 Alpha 3 0.884 Locharnoch 2061 Alpha 3 1.432 Maldern 2233 Alpha 3 9.326 Mendip Hills 2153 Alpha 3 17.704 Meta Park 2381 Alpha 3 2.746 Milngavie 2082 Alpha 3 1.93 Minnamoora 1821 Alpha 3 23.048 Myagah 2324 Alpha 3 1.886 Northside 2226 Alpha 3 2.189 Northside Truck Detour 2292 Alpha 3 0.439 O'Sullivans 2293 Alpha 3 1.107 Pebbly Creek 2283 Alpha 3 16.382 Pinegrove 2296 Alpha 3 0.393 Poverty Plains 2225 Alpha 3 0.082 Presland 2124 Alpha 3 0.702 Rainmore 2332 Alpha 3 12.045 Riverside 2295 Alpha 3 0.737 Rivington 2133 Alpha 3 1.599 Saltbush 2021 Alpha 3 10.203 Sapling 2131 Alpha 3 4.617 Shortcut 2291 Alpha 3 0.591 Slaughter Yards 2383 Alpha 3 1.967 Sum of Length (km)Row Labels Sum of Length (km) Springton 1882 Alpha 3 23.332 Alpha 1093.7 Tango 2222 Alpha 3 40.447 Road1 Length (km) 246.109by Region and Road Category TBN_Alpha Lookout 2384 Alpha 3 1.486 2 204.419 Toorabee 2024 Alpha 3 0.215 3 448.516322.159 Ventura 2282 Alpha 3 1.962 4 1.942 Villafield 2121 Alpha 3 1.006 LRRS 319.071 Wendourie 2031 Alpha 3 14.512 322.159Aramac 319.071 1218.578316.551 Wololla 1942 Alpha 3 3.012 1 139.199 Woodbrook 2273 Alpha 3 0.955 246.109 2 448.516 232.819 Eka 1862 Alpha 4 0.965 204.419 3 316.551 204.752 Walhalla 2284 Alpha 4 0.977 4 81.493 Aramac-Jericho (West) 1860 Aramac LRRS 62.92 LRRS 139.199 232.819 147.214 Bowen Downs 1232 Aramac LRRS 47.72 Barcaldine 546.342 101.634 81.493 Eastmere 1650 Aramac LRRS 122.179 1 101.634 67.982 Aramac Airport 1651 Aramac 1 0.618 2 147.214 24.76 1.942 Ballyneety 1761 Aramac 1 60.305 3 204.752 Crossmore 1341 Aramac 1 43.85 1 2 34 4 LRRS 1 224.76 3 4 LRRS 1 2 3 4 LRRS Muttaburra - Olio 1151 Aramac 1 19.305 AlphaLRRS 67.982Aramac Barcaldine Muttaburra Airport 1152 Aramac 1 1.27 Grand Total 2858.62 Region Category Muttaburra Cemetery 1390 Aramac 1 1.101 Prairie 1251 Aramac 1 12.75 Beryl 1171 Aramac 2 31.195 Coreena 1832 Aramac 2 52.432 Culladar 1182 Aramac 2 49.187 Fleetwood 1684 Aramac 2 44.576 Gray Rock 1764 Aramac 2 0.877 Kensington 1131 Aramac 2 38.327 Leebrook 1342 Aramac 2 17.681 Marshall 1653 Aramac 2 18.363 Politic 1834 Aramac 2 37.006 Reedy Creek 1632 Aramac 2 76.684 Stagmount 1652 Aramac 2 72.212 Straight 1380 Aramac 2 9.976 Acacia Downs 1371 Aramac 3 20.582 Albion Vale 1683 Aramac 3 12.662 Aramac STP 1346 Aramac 3 0.098 Blanfield 1682 Aramac 3 6.416 Broadwater 1383 Aramac 3 4.008 Brompton 1183 Aramac 3 10.4 Caledonia 1233 Aramac 3 10.67 Camara 1231 Aramac 3 11.417 Chance 1784 Aramac 3 2.864 Corinda 1635 Aramac 3 7.744 Dicksons Crossing 1332 Aramac 3 1.171 Glenample 1343 Aramac 3 9.631 Glenavon 1681 Aramac 3 6.025 Hanworth 1181 Aramac 3 31.916 Hexham 1781 Aramac 3 7.089 Ivy Leaf 1863 Aramac 3 4.933 John Dolgner Dr 1331 Aramac 3 2.703 Kismet 1783 Aramac 3 4.547 Kollareena 1633 Aramac 3 8.34 Lorne 1352 Aramac 3 15.591 Marathon 1836 Aramac 3 0.273 Marita 1184 Aramac 3 3.759 Maylands 1271 Aramac 3 2.792 Oakvale 1654 Aramac 3 26.222 Potosi 1272 Aramac 3 41.583 Powella 1351 Aramac 3 4.543 Pump Hole 1241 Aramac 3 1.639 Rainsby 1636 Aramac 3 16.951 Rankin 1631 Aramac 3 6.045 Ravensbath 1864 Aramac 3 5.269 Steep Gully 1384 Aramac 3 3.304 TBN_Aramac Dump 1344 Aramac 3 0.116 TBN_Muttaburra Dump 1391 Aramac 3 0.372 The Springs 1634 Aramac 3 2.387 Union Hole 1392 Aramac 3 3.344 Vera Park 1372 Aramac 3 19.145 Aramac Cemetery 1345 Aramac 4 0.035 Bellara 1833 Aramac 4 10.836 Boorameel 1242 Aramac 4 29.015 Bromvil 1252 Aramac 4 9.376 Everton 1751 Aramac 4 4.055 Gracevale 1762 Aramac 4 2.051 Lake Galilee Access 1785 Aramac 4 1.82 Muttaburra Racecourse 1382 Aramac 4 0.599 Pendine 1434 Aramac 4 14.465 Pittsborough 1765 Aramac 4 3.51 Powerline Access 1835 Aramac 4 2.903 Winhaven 1763 Aramac 4 2.828 Barcaldine Downs 1515 Barcaldine LRRS 67.982 Kurrajong 1521 Barcaldine 1 2.79 Lloyd Jones Weir Loop Rd 1551 Barcaldine 1 2.317 Moonbria 1512 Barcaldine 1 40.566 Narbethong 1916 Barcaldine 1 54.674 Yellowjack 1516 Barcaldine 1 1.287 Bellview 1973 Barcaldine 2 5.077 Cumberland 1526 Barcaldine 2 17.781 Evora 1911 Barcaldine 2 24.197 Hanley 1824 Barcaldine 2 15.644 Lara 1513 Barcaldine 2 9.501 Rocklea 1922 Barcaldine 2 13.952 Saltern Creek 1431 Barcaldine 2 61.062 Alice Downs 1982 Barcaldine 3 11.623 Allo Omber 1913 Barcaldine 3 1.612 Avington 1575 Barcaldine 3 14.779 Avoca 1527 Barcaldine 3 1.551 Avonslea 1421 Barcaldine 3 8.67 Barrs Gully 1554 Barcaldine 3 4.483 Braeside 1892 Barcaldine 3 3.104 Clover Hills 1915 Barcaldine 3 0.654 Coolagh 1574 Barcaldine 3 5.584 Delta 1923 Barcaldine 3 8.587 Easton's Access 1831 Barcaldine 3 0.105 Gerogery 1572 Barcaldine 3 11.528 Harneys Lane 1524 Barcaldine 3 12.608 Hulton 1422 Barcaldine 3 18.775 Mena Park 1511 Barcaldine 3 1.173 Mooney Valley 1912 Barcaldine 3 1.487 Mt Arthur 1552 Barcaldine 3 1.692 Norbert Park 1432 Barcaldine 3 1.683 Orange Downs 1433 Barcaldine 3 16.416 Plum Hill 1917 Barcaldine 3 0.782 Ramona 1571 Barcaldine 3 10.208 Richmond Hills 1823 Barcaldine 3 27.275 Six Mile 2382 Barcaldine 3 0.573 South Delta 1971 Barcaldine 3 29.197 Trent 1914 Barcaldine 3 1.499 Waterloo 1925 Barcaldine 3 3.266 Williwin 1981 Barcaldine 3 5.838 Bell's Wells 1972 Barcaldine 4 3.971 Bustinia Rail Reserve 1921 Barcaldine 4 0.487 Lochnagar Gravel Access 1822 Barcaldine 4 4.23 Radio Tower Access 1553 Barcaldine 4 11.789 Tara 1525 Barcaldine 4 4.283 BARCALDINE REGIONAL COUNCIL PAGE 170 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.6.4 SUBJECT HEADING: Road Traffic Data Author and Title: Rick Rolfe, Chief Engineer CLASSIFICATION: (if confidential)

Summary: From the Chief Engineer submitting to Council the traffic count data for the previous two years.

Officer's Recommendation: That Council receives the report.

Background In recent years Council has received funding through the roads alliance to purchase traffic counters. These counters are used to record and monitor the volume and type of traffic using our roads. This information helps guide categorisation of roads and possible funding requirements. The aim is to have enough traffic counters to record and monitor traffic on all Local Roads of Regional Significance (LRRS), Category 1 roads and other roads as required.

Goal 3. Quality Infrastructure Strategy 3.1. Roads and Streets 3.1.3. Ensure asset sustainability through proactive management of long term road planning and prioritisation

Consultation (internal/external) Acting Chief Executive Officer Regional Technical Officer Regional Senior Finance Officer

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications Nil

Regional AADT Summary as of July 2019 LRRS

Mean HV Class 2 Class 3 Class 4 Class 5 Class 6 Class 7 Class 8 Class 9 Class 11 Class 12 Length Mean Class 1 Class 10 Road Name Code Shire Mean %HV AADT No. Short - 2 Axle 3 Axle 4 Axle 3 Axle 4 Axle 5 Axle 6 Axle Double Rd Triple Rd Total (km) AADT Short B Double HV/D towing Truck/bus Tr/Bus Truck Articul Articul Articul Articul Train Train Olio-Muttaburra 1151 19.20 Aramac 10.36 21.2% 2.17 7.6 0.6 0.9 0.2 0.0 0.0 0.1 0.0 0.2 0.1 0.4 0.2 10.4 Eastmere 1 1650 2.15 Aramac 47.70 19.7% 9.18 35.3 3.3 5.2 1.2 0.0 0.1 0.3 0.1 1.4 0.1 0.6 0.0 47.7 Eastmere 2 1650 121.92 Aramac 13.88 30.4% 3.84 9.1 0.9 2.2 0.3 0.1 0.0 0.1 0.0 0.4 0.0 0.8 0.0 13.9 Jericho-Aramac 1 1860 0.50 Aramac 42.15 16.6% 6.99 31.5 3.7 3.8 1.0 0.2 0.1 0.4 0.2 0.4 0.4 0.5 0.1 42.1 Jericho-Aramac 2 1860 63.50 Aramac 4.57 10.6% 0.48 3.2 0.4 0.6 0.0 0.0 0.0 0.1 0.0 0.0 0.0 0.1 0.0 4.6 Jericho-Aramac 3 1860 144.36 Aramac 17.52 13.2% 2.31 14.5 0.7 1.1 0.3 0.0 0.0 0.0 0.0 0.3 0.1 0.4 0.0 17.5 Prairie 1251 12.80 Aramac 9.94 13.0% 1.29 3.9 0.5 0.3 0.2 0.0 0.0 0.0 0.0 0.1 0.0 0.1 0.0 5.1 Barcaldine-Isisford 1 1515 0.50 Barcaldine 77.50 13.7% 10.72 58.2 8.6 8.4 0.4 0.0 0.4 0.9 0.0 0.3 0.1 0.1 0.0 77.5 Barcaldine-Isisford 2 1515 66.00 Barcaldine 2.26 26.0% 0.63 1.5 0.1 0.6 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.3 Tumbar 2150 68.32 Jericho 23.85 28.8% 6.79 15.8 1.2 4.4 0.6 0.1 0.0 0.4 0.1 0.8 0.2 0.2 0.2 23.8 Degulla 1 2031 Jericho 5.26 25.0% 1.34 3.6 0.3 0.6 0.1 0.0 0.0 0.1 0.4 0.0 0.0 0.0 0.0 5.3 Degulla 2 2032 68.32 Jericho 5.80 36.5% 2.11 3.6 0.1 1.4 0.3 0.0 0.0 0.1 0.1 0.0 0.0 0.0 0.0 5.8

Category 1

Mean HV Class 2 Class 3 Class 4 Class 5 Class 6 Class 7 Class 8 Class 9 Class 11 Class 12 Length Mean Class 1 Class 10 Road Name Code Shire Mean %HV AADT No. Short - 2 Axle 3 Axle 4 Axle 3 Axle 4 Axle 5 Axle 6 Axle Double Rd Triple Rd Total (km) AADT Short B Double HV/D towing Truck/bus Tr/Bus Truck Articul Articul Articul Articul Train Train Kensington 1131 25.28 Aramac 13.67 23.1% 3.16 10.1 0.4 2.4 0.3 0.0 0.0 0.1 0.0 0.0 0.1 0.1 0.1 13.7 Crossmore 1341 44.00 Aramac 9.95 30.0% 3.02 6.10 0.84 1.82 0.62 0.04 0.11 0.10 0.01 0.20 0.06 0.07 0.00 9.95 Muttaburra Bowen 1232 47.36 Aramac 21.32 30.0% 6.41 13.95 0.96 4.48 0.64 0.19 0.15 0.17 0.02 0.25 0.24 0.24 0.04 21.32 Marshall 1653 18.08 Aramac 8.60 18.1% 1.56 6.7 0.3 0.9 0.3 0.0 0.0 0.0 0.1 0.1 0.1 0.2 0.1 8.8 Sandalwood Drive 1523 0.80 Barcaldine 0.00 Avington 1575 0.80 Barcaldine 0.00 Home Creek - Moonbria 1512 40.00 Barcaldine 16.20 40.6% 6.70 8.3 1.2 2.6 0.3 0.0 0.1 0.1 0.0 1.1 0.1 0.3 2.0 16.2 Ironwood Drive 1519 1.40 Barcaldine 0.00 Moonbria - Coolagh 1574 13.20 Barcaldine Narbethong 1916 60.40 Barcaldine 14.60 17.6% 2.56 11.3 0.7 1.7 0.1 0.1 0.0 0.0 0.1 0.3 0.1 0.1 0.1 14.6 Beaufort 2223 13.28 Jericho 16.92 25.0% 4.35 11.4 1.2 3.4 0.2 0.1 0.0 0.2 0.0 0.2 0.1 0.2 0.0 16.9 Craven 2224 58.40 Jericho 27.25 25.0% 6.77 18.9 1.6 3.6 0.5 0.3 0.1 0.1 0.1 1.4 0.3 0.3 0.0 27.3 Pine Hill 2281 Alpha 15.52 34.5% 5.35 9.4 0.7 3.4 0.4 0.0 0.0 0.1 0.0 0.4 0.6 0.3 0.0 15.5 Portwine 2321 85.92 Jericho 9.07 35.1% 3.18 5 1 2 0 0 0 0 0 0 0 1 0 9 Star Downs 2331 68.48 Jericho 36.36 26.2% 9.66 25.2 1.4 5.9 0.5 0.5 0.1 0.3 0.1 0.6 0.6 0.7 0.4 36.4

Category 2

Mean HV Class 2 Class 3 Class 4 Class 5 Class 6 Class 7 Class 8 Class 9 Class 11 Class 12 Mean Class 1 Class 10 Road Name Code Length (km) Shire Mean %HV AADT No. Short - 2 Axle 3 Axle 4 Axle 3 Axle 4 Axle 5 Axle 6 Axle Double Rd Triple Rd Total AADT Short B Double HV/D towing Truck/bus Tr/Bus Truck Articul Articul Articul Articul Train Train

Acacia Downs 1371 20.48 Aramac 0.00 0.0% 0.00 Ballyneety 1 1761 14.40 Aramac 7.42 26.0% 2.00 4.65 0.81 1.48 0.25 0.00 0.00 0.08 0.06 0.08 0.00 0.02 0.00 7.42 Beryl 1171 26.72 Aramac 0.00 0.0% 0.00 Coreena 1832 54.50 Aramac 14.93 43.0% 6.35 7.80 0.78 4.97 0.04 0.01 0.15 0.64 0.04 0.29 0.06 0.15 0.00 14.93 Fleetwood 1684 44.64 Aramac 0.00 0.0% 0.00 Leebrook 1342 17.60 Aramac 0.00 0.0% 0.00 Politic 1834 32.90 Aramac 9.47 27.0% 2.54 6.39 0.54 1.78 0.17 0.01 0.02 0.34 0.00 0.08 0.05 0.05 0.04 9.58 Potosi 1272 46.24 Aramac 0.00 0.0% 0.00 Reedy Ck 1632 77.92 Aramac 0.00 0.0% 0.00 Saltern 1431 6.24 Aramac 0.00 0.0% 0.00 Stagmount 1652 61.12 Aramac 0.00 0.0% 0.00 Straight 1380 9.92 Aramac 0.00 0.0% 0.00 X Saltern 1431 9.12 Aramac 0.00 0.0% 0.00 Saltern Creek 1431 56.10 Barcaldine 24.86 12.0% 2.93 20.34 1.59 2.03 0.08 0.05 0.01 0.18 0.00 0.25 0.08 0.15 0.10 24.86 Valley Downs 1824 10.50 Barcaldine 0.00 0.0% 0.00 Bellview 1973 6.90 Barcaldine 0.00 0.0% 0.00 Evora - Darracourt 1911 24.2 Barcaldine 0.00 0.0% 0.00 Isisford - Blackall 1573 2.60 Barcaldine 0.00 0.0% 0.00 Lancevale/Helenvale 1941 2.7 Barcaldine 0.00 0.0% 0.00 Lochnager - Parkgate B27 32.60 Barcaldine 0.00 0.0% 0.00 Richmond Hills 1823 27.40 Barcaldine 0.00 0.0% 0.00 Ballyneety 2 1761 45.50 Jericho 18.09 19.7% 3.56 12.65 1.88 2.58 0.29 0.00 0.33 0.13 0.08 0.06 0.02 0.06 0.02 18.10 Craven 2224 58.40 Jericho 0.00 0.0% 0.00 Dunrobin 2080 81.44 Jericho 6.00 49.0% 2.93 2.82 0.25 0.54 0.72 0.02 0.02 0.00 0.05 1.26 0.11 0.18 0.03 6.00 Hobartville 2031 34.08 Jericho 0.00 0.0% 0.00 Islay Plains 2272 40.80 Jericho 0.00 0.0% 0.00 Monklands 2023 45.28 Jericho 0.00 0.0% 0.00 Narounyah 2323 28.00 Jericho 0.00 0.0% 0.00 Tango 2222 24.16 Jericho 0.00 0.0% 0.00 Texas 1861 72.00 Jericho 12.04 19.1% 2.30 9.4 0.4 1.3 0.4 0.1 0.1 0.2 0.1 0.1 0.1 0.1 0.0 12.2 Regional AADT Summary as of July 2020 LRRS Mean HV Class 2 Class 3 Class 4 Class 5 Class 6 Class 7 Class 8 Class 9 Class 11 Class 12 Length Mean Mean Class 1 Class 10 Road Name Code Area AADT Short - 2 Axle 3 Axle 4 Axle 3 Axle 4 Axle 5 Axle 6 Axle Double Triple Rd Total (km) AADT %HV Short B Double No. HV/D towing Truck/bus Tr/Bus Truck Articul Articul Articul Articul Rd Train Train Olio-Muttaburra 1151 19.20 Aramac 9.80 21.8% 2.26 7.1 0.5 0.9 0.2 0.0 0.0 0.1 0.0 0.2 0.0 0.4 0.2 9.8 Eastmere 1 1650 2.15 Aramac 49.79 16.9% 8.07 37.8 3.6 4.1 1.2 0.0 0.1 0.3 0.1 1.7 0.2 0.7 0.0 49.8 Eastmere 2 1650 121.92 Aramac 15.84 24.0% 3.33 10.9 1.1 1.5 0.3 0.1 0.0 0.1 0.0 0.5 0.0 1.1 0.0 15.8 Jericho-Aramac 1 1860 0.50 Aramac 42.82 16.5% 6.94 31.7 4.1 4.2 0.7 0.1 0.1 0.4 0.3 0.4 0.4 0.4 0.1 42.8 Jericho-Aramac 2 1860 63.50 Aramac 4.57 21.1% 0.97 3.2 0.4 0.6 0.0 0.0 0.0 0.1 0.0 0.0 0.0 0.1 0.0 4.6 Jericho-Aramac 3 1860 144.36 Aramac 17.45 14.3% 2.51 14.2 0.8 1.2 0.3 0.0 0.0 0.0 0.0 0.4 0.1 0.4 0.0 17.4 Barcaldine-Isisford 1 1515 0.50 Barcaldine 92.69 14.0% 10.81 68.2 11.6 10.3 0.4 0.0 0.7 1.2 0.0 0.2 0.1 0.1 0.0 92.7 Barcaldine-Isisford 2 1515 66.00 Barcaldine 2.08 21.3% 0.48 1.5 0.1 0.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.1 Tumbar 2150 68.32 Jericho 23.16 31.0% 7.39 14.9 1.1 4.9 0.4 0.0 0.0 0.4 0.1 0.7 0.1 0.2 0.3 23.2 Degulla 1 2031 Jericho 31.74 14.5% 0.76 25.4 1.8 3.8 0.0 0.0 0.2 0.1 0.2 0.0 0.0 0.2 0.0 31.7 Degulla 2 2032 68.32 Jericho 5.19 35.6% 2.07 3.3 0.1 1.3 0.3 0.0 0.0 0.1 0.1 0.0 0.0 0.0 0.0 5.2 Category 1 Mean HV Class 2 Class 3 Class 4 Class 5 Class 6 Class 7 Class 8 Class 9 Class 11 Class 12 Length Mean Mean Class 1 Class 10 Road Name Code Area AADT Short - 2 Axle 3 Axle 4 Axle 3 Axle 4 Axle 5 Axle 6 Axle Double Triple Rd Total (km) AADT %HV Short B Double No. HV/D towing Truck/bus Tr/Bus Truck Articul Articul Articul Articul Rd Train Train Kensington 1131 25.28 Aramac 13.1 23.1% 3.03 9.8 0.3 2.3 0.3 0.0 0.0 0.1 0.0 0.0 0.1 0.1 0.1 13.1 Crossmore 1341 44.00 Aramac 7.5 30.0% 2.26 4.9 0.6 1.4 0.4 0.0 0.1 0.0 0.0 0.1 0.0 0.0 0.0 7.5 Muttaburra Bowen 1232 47.36 Aramac 23.4 30.0% 7.03 16.6 1.0 4.4 0.4 0.1 0.2 0.1 0.0 0.2 0.2 0.2 0.1 23.4 Marshall 1653 18.08 Aramac 4.4 18.1% 0.80 3.4 0.2 0.4 0.2 0.0 0.0 0.0 0.0 0.1 0.1 0.1 0.1 4.4 Sandalwood Drive 1523 0.80 Barcaldine 0.0 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Avington 1575 0.80 Barcaldine 0.0 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Home Creek - Moonbria 1512 40.00 Barcaldine 16.2 40.6% 6.58 8.3 1.2 2.6 0.3 0.0 0.1 0.1 0.0 1.1 0.1 0.3 2.0 16.2 Ironwood Drive 1519 1.40 Barcaldine 0.0 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Moonbria - Coolagh 1574 13.20 Barcaldine 0.0 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Narbethong 1916 60.40 Barcaldine 14.6 17.6% 2.56 11.3 0.7 1.7 0.1 0.1 0.0 0.0 0.1 0.3 0.1 0.1 0.1 14.6 Beaufort 2223 13.28 Jericho 16.9 25.0% 4.23 11.4 1.2 3.4 0.2 0.1 0.0 0.2 0.0 0.2 0.1 0.2 0.0 16.9 Craven 2224 58.40 Jericho 27.3 25.0% 6.80 18.9 1.6 3.6 0.5 0.3 0.1 0.1 0.1 1.4 0.3 0.3 0.0 27.3 Pine Hill 2281 Alpha 15.5 34.5% 5.35 9.4 0.7 3.4 0.4 0.0 0.0 0.1 0.0 0.4 0.6 0.3 0.0 15.5 Portwine 2321 85.92 Jericho 9.1 35.1% 3.19 5.1 0.8 1.7 0.0 0.0 0.0 0.4 0.1 0.1 0.2 0.6 0.0 9.1 Star Downs 2331 68.48 Jericho 36.4 26.2% 9.53 25.2 1.4 5.9 0.5 0.5 0.1 0.3 0.1 0.6 0.6 0.7 0.4 36.4 Category 2 Mean HV Class 2 Class 3 Class 4 Class 5 Class 6 Class 7 Class 8 Class 9 Class 11 Class 12 Length Mean Mean Class 1 Class 10 Road Name Code Area AADT Short - 2 Axle 3 Axle 4 Axle 3 Axle 4 Axle 5 Axle 6 Axle Double Triple Rd Total (km) AADT %HV Short B Double No. HV/D towing Truck/bus Tr/Bus Truck Articul Articul Articul Articul Rd Train Train Acacia Downs 1371 20.48 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Ballyneety 1 1761 14.40 Aramac 7.20 26.4% 1.90 4.5 0.8 1.4 0.2 0.0 0.0 0.1 0.1 0.1 0.0 0.0 0.0 7.2 Beryl 1171 26.72 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Coreena 1832 54.50 Aramac 14.48 42.5% 6.16 7.6 0.8 4.8 0.0 0.0 0.1 0.6 0.0 0.3 0.1 0.1 0.0 14.5 Fleetwood 1684 44.64 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Leebrook 1342 17.60 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Politic 1834 32.90 Aramac 9.19 26.9% 2.47 6.2 0.5 1.7 0.2 0.0 0.0 0.3 0.0 0.1 0.1 0.1 0.0 9.2 Potosi 1272 46.24 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Reedy Ck 1632 77.92 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Saltern 1431 6.24 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Stagmount 1652 61.12 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Straight 1380 9.92 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 X Saltern 1431 9.12 Aramac 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Saltern Creek 1431 56.10 Barcaldine 24.11 11.8% 2.84 19.7 1.5 2.0 0.1 0.0 0.0 0.2 0.0 0.2 0.1 0.1 0.1 24.1 Valley Downs 1824 10.50 Barcaldine 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Bellview 1973 6.90 Barcaldine 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Evora - Darracourt 1911 24.2 Barcaldine 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Isisford - Blackall 1573 2.60 Barcaldine 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Lancevale/Helenvale 1941 2.7 Barcaldine 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Lochnager - Parkgate B27 32.60 Barcaldine 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Richmond Hills 1823 27.40 Barcaldine 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Ballyneety 2 1761 45.50 Jericho 17.55 19.7% 3.45 12.3 1.8 2.5 0.3 0.0 0.3 0.1 0.1 0.1 0.0 0.1 0.0 17.6 Craven 2224 58.40 Jericho 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Dunrobin 2080 81.44 Jericho 5.82 48.9% 2.85 2.7 0.2 0.5 0.7 0.0 0.0 0.0 0.0 1.2 0.1 0.2 0.0 5.8 Hobartville 2031 34.08 Jericho 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Islay Plains 2272 40.80 Jericho 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Monklands 2023 45.28 Jericho 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Narounyah 2323 28.00 Jericho 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Tango 2222 24.16 Jericho 0.00 0.0% 0.00 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Texas 1861 72.00 Jericho 11.79 19.8% 2.34 9.1 0.4 1.3 0.4 0.1 0.1 0.2 0.1 0.1 0.1 0.1 0.0 11.8 Category 2 Class 3 Class 2 Class 4 Class 5 Class 6 Class 7 Class 8 Class 9 Class 11 Class 12 Length Class 1 2 Axle Class 10 Road Name Code Area Short - 3 Axle 4 Axle 3 Axle 4 Axle 5 Axle 6 Axle Double Triple Rd Total (km) Short Truck/bu B Double towing Tr/Bus Truck Articul Articul Articul Articul Rd Train Train s Acacia Downs 1371 20.48 Aramac Ballyneety 1 1761 14.40 Aramac 62.7% 10.9% 19.9% 3.4% 0.0% 0.0% 1.0% 0.8% 1.0% 0.0% 0.3% 0.0% 100.0% Beryl 1171 26.72 Aramac Coreena 1832 54.50 Aramac 52.3% 5.2% 33.3% 0.2% 0.1% 1.0% 4.3% 0.2% 1.9% 0.4% 1.0% 0.0% 100.0% Fleetwood 1684 44.64 Aramac Leebrook 1342 17.60 Aramac Politic 1834 32.90 Aramac 67.5% 5.7% 18.8% 1.8% 0.1% 0.2% 3.6% 0.0% 0.8% 0.6% 0.6% 0.5% 100.0% Potosi 1272 46.24 Aramac Reedy Ck 1632 77.92 Aramac Saltern 1431 6.24 Aramac Stagmount 1652 61.12 Aramac Straight 1380 9.92 Aramac X Saltern 1431 9.12 Aramac Saltern Creek 1431 56.10 Barcaldine 81.8% 6.4% 8.2% 0.3% 0.2% 0.0% 0.7% 0.0% 1.0% 0.3% 0.6% 0.4% 100.0% Valley Downs 1824 10.50 Barcaldine Bellview 1973 6.90 Barcaldine Evora - Darracourt 1911 24.2 Barcaldine Isisford - Blackall 1573 2.60 Barcaldine Lancevale/Helenvale 1941 2.7 Barcaldine Lochnager - Parkgate B27 32.60 Barcaldine Richmond Hills 1823 27.40 Barcaldine Ballyneety 2 1761 45.50 Jericho 69.9% 10.4% 14.2% 1.6% 0.0% 1.8% 0.7% 0.4% 0.3% 0.1% 0.3% 0.1% 100.0% Craven 2224 58.40 Jericho Dunrobin 2080 81.44 Jericho 47.0% 4.1% 9.0% 12.0% 0.3% 0.3% 0.0% 0.8% 21.0% 1.9% 3.0% 0.5% 100.0% Hobartville 2031 34.08 Jericho Islay Plains 2272 40.80 Jericho Monklands 2023 45.28 Jericho Narounyah 2323 28.00 Jericho Tango 2222 24.16 Jericho Texas 1861 72.00 Jericho 77.1% 3.0% 10.7% 3.0% 0.8% 0.8% 1.8% 0.9% 0.6% 0.6% 0.6% 0.0% 100.0% BARCALDINE REGIONAL COUNCIL PAGE 176 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.6.5 SUBJECT HEADING: Tender Award - Flood Damage Package 6 Author and Title: Rick Rolfe, Chief Engineer CLASSIFICATION: (if confidential)

Summary: From the Chief Engineer submitting to Council the tender for the Flood Damage Package 6 (Gracevale, Ivy Leaf, Jericho – Aramac, Pittsborough and Winhaven Roads).

Officer's Recommendation: That Council receives the report and awards the tender to Michael Horman Transport for the sum of $1,110,470.70 GST exclusive and that Council also delegates the authority to the Acting Chief Executive Officer to approve a variation to the contract for the addition of the 2020 Flood Damage works on the same roads providing the unit rates for the works are comparable to the tendered rates.

Background As part of the 2019 flood damage works Council are contracting packages of work out to complement Council’s works programme to ensure the works are completed per the timeframes set by the Queensland Reconstruction Authority (QRA). Council advertised the tender on 18 September 2020 and the tender closed on 13 October 2020. Council received five conforming tenders and one non- conforming tender for the works. The conforming tenders ranged from to GST exclusive.

Subsequently to this package being released to tender, Council has been advised by QRA of the approval of the 2020 Flood Damage works of which some sections are adjacent to works in this package.

Delegating the authority to the Acting Chief Executive Officer to vary the contract to add the 2020 Flood Damage works on the same roads will eliminate duplication of tendering process, gain efficiency in mobilisation and ensure restoration works for both events can be undertaken concurrently.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Goal 2. Our Local Economy Strategy 2.4. Employment 2.4.1. Continuously seek sources of funding to sustain growth, retain resources and provide Council employment in the Region Consultation (internal/external) Acting Chief Executive Officer GBA Consulting Engineers Policy Implications Nil Budget and Resource Implications As per budget and Council resources Risk Implications Mitigates risk to Council by contracting packages of work BARCALDINE REGIONAL COUNCIL PAGE 177 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.7.1 SUBJECT HEADING: Information Report Author and Title: Damian Howard, District Manager – Alpha and Jericho CLASSIFICATION: (if confidential)

Summary: From the District Manager – Alpha and Jericho submitting to Council the Information Report for September to October.

Officer's Recommendation: That Council receives the report.

Background

CATEGORY ACTIVITY Public Relations Management Council Representation  Attended the District Managers and Senior Works Supervisors weekly meetings.  Attended the monthly Senior Leadership Team and Senior Works Supervisors meetings  Attended the Council General Meeting on Wednesday 16 September 2020 in Barcaldine.  Met with Local Police and Rural Aid Designer to discuss the 10 Towns Project and to discuss the upcoming works to Settlers Park and Shakespeare Street in Alpha.  Attended a two day workshop for Australian Institute of Company Directors (AICD) Governance Training in Barcaldine.  Meeting with George Bourne and Associates regarding the Alpha Community Care Building.  Attended the Joint Consultative Committee (JCC) Meeting in Barcaldine on Wednesday 14 October 2020.  Attended the Good Neighbour Program Workshop in Barcaldine on Wednesday 14 October 2020. Human Resources Management Staff management  Continue to conduct monthly staff meetings. Financial Management Alpha Golf Club  $500.00 sponsorship for the Central West Golf Championships being held in Alpha. Organisation and Operations Management Rural Lands Officer  Control of Cattle on the Highway. Activity  RMPC Spraying on the Highway.  Hay unloaded and stacked at the Alpha Dip Yards.  Mother of Millions spraying on the Jericho town common is ongoing.  1080 Baiting Program due to commence at two (2) sites. BARCALDINE REGIONAL COUNCIL PAGE 178 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.2 Manage assets responsibly through appropriate maintenance and replacement strategies Strategy 1.4 Community Representation 1.4.3. Continue to develop effective mechanisms for timely communications between Council and its communities and for residents to communicate effectively with Council

Consultation (internal/external) Acting Deputy Chief Executive Officer

Policy Implications Nil

Budget and Resource Implications 2020-2021 Budget - To keep works within budget.

Risk Implications Attending the Australian Institute of Company Directors (AICD) course was designed to assist and proactively identify various risks to the organisation.

BARCALDINE REGIONAL COUNCIL PAGE 179 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.8.1 SUBJECT HEADING: Information Report Author and Title: Paula Coulton, District Manager – Aramac and Muttaburra CLASSIFICATION: (if confidential)

Summary: From the District Manager – Aramac and Muttaburra submitting to Council the Information Report for October 2020.

Officer's Recommendation: That Council receives the report.

Background

CATEGORY ACTIVITY Public Relations Management Council Representation  Local Health meeting  Central West Health meeting - discussion points - potential loss to Doctor visit days  Aramac State School meeting - discussions on Pool COVID safe plan  Aramac Race Club representative meeting - discussion on new shed plans  Aramac Swimming Club - commencement of new swimming club  Auction - Sale of Land for Arrears  Loud Shirt Day community breakfast Community Street naming competition - invited residents to name 3 roads in the Aramac Consultation and Muttaburra townships - some great responses received Radio Broadcasting Agreement signed with Vision Christian Media to install a new radio station in Aramac COVID 19 Automatic and foot pump hand sanitisers have been placed throughout the communities Caravan Parks and Both communities continue to see a very good number of visitors to the area Freedom Parks Thank you Letters posted to the Muttaburra landholders thanking them for supplying water and gravel to Council Human Resources Management Staff meeting Monthly staff meeting held with indoor staff Gardeners meeting Regular staff meetings held with the Garden staff in Aramac Muttaburra - Vacancy Casual Pool Attendant has been advertised - closes 25 October 2020 District Manager I am taking part in a series of 6 webinars regarding "Conflict in the workplace" Training Employee Training Staff have received training for a number of various roles including Traffic Management, Working in Proximity to Traffic Part 1 and 2, Confined Spaces, Debtors, Creditors, Cemetery, Life Guarding, Fire Extinguisher, First Aid and CPR. Long serving This year staff have received their "Recognition of Service" certificates at the BARCALDINE REGIONAL COUNCIL PAGE 180 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

CATEGORY ACTIVITY Employees employee communication sessions instead of Council's Whole of Staff day which is unfortunately not being conducted this year due to COVID restrictions. Financial Management Community Donations  Barrels 4 a Cause - $1,500 as per Council resolution (September meeting)  Aramac Community Development Association (Aramac Swimming School) - $500 (lap clock) Debtors  September monthly statements have been sent  Outstanding debts (60 days) letters have been sent Budget Projects 20/21  Aramac Office (internal painting) - to commence Special Operating  Aramac Town Fence (eastern boundary) - materials have arrived  Muttaburra Library (desk, shelving, tables) - arrived and installed  Aramac Museum (painting oldest carriage) - to commence  Aramac Park (lighting) - planning  Muttaburra Park (lighting) - planning  Muttaburra Pool (external works) - tender awarded  Aramac Hall (external repairs) - planning  Muttaburra Cemetery (plaques, fencing) - Vendor Panel  Aramac Cemetery (crosses, plaques, lawn cemetery) - ordered 20/21 Capital Projects  Aramac Office (disabled access) - planning  Muttaburra Town Fence – VendorPanel closed (no tenders received). 1 late tender received and waiting on 1 tender.  Aramac Pool (disability access) - installed Budget Projects 19/20  Community Housing purchases - awaiting valuations  MIC (internal fitout) - to commence November  MIC (shed) - Vendor Panel  Aramac Showgrounds Amenities - estimated completion on site 15.12.2020  Freedom Parks - signage installed, waiting on Wi-Fi.  Aramac Tramway (shed) - waiting on contractor to commence  SES Vehicle - collection from Rockhampton City Council on 3 November 2020. Organisation and Operations Management Housing  Current Vacancies  Aramac 3 houses, 4 Pensioner units  Muttaburra - Nil Garden Crew  General town maintenance includes Parks, Museum, Cemetery, Airport, Freedom Park, Showgrounds, Caravan Park, vacant Council houses, Pensioner units, town streets etc.  Planted new garden bed on western entrance to Aramac  Planted new trees to replace old trees  Tap timers seem to be working well Rural Lands Officer  Materials have arrived for eastern boundary town fence, will commence when operator is available to assist  Checking drovers (Aramac Muttaburra road and Aramac Torrens Creek road)  Grass checks for the above drovers  1080 baiting campaign  GNP meeting - Barcaldine  Aramac common muster - 66 head sold off Aramac town commons (including 1 bull) BARCALDINE REGIONAL COUNCIL PAGE 181 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

CATEGORY ACTIVITY  Repairs to water facility - Aramac town common Sale of land  Auction held September 22 Barcaldine Town Hall  2 Jericho lots auctioned. 1 lot sold at auction -L205 J3030 - contract complete  1 lot passed in Muttaburra - sold - L1 RP607098 contract complete Outback Futures  Visited Aramac and Muttaburra communities

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.4. Distribute Council resources fairly across the Region Strategy 1.2 Confident and Stable Leadership 1.2.3. Create a positive future-focused culture that demonstrates and supports Council's values

Goal 4. Environment and Heritage Protection Strategy 4.3. Heritage Protection 4.3.1. Preserve and promote the heritage of our people, structures and communities Strategy 4.5. Animal Management 4.5.1. Utilise timely and appropriate animal management practices to minimise nuisance issues

Consultation (internal/external) Chief Executive Officer Deputy Chief Executive Officer Rural Lands Officer King and Co George Bourne and Associates GDL Rural

Policy Implications Nil

Budget and Resource Implications Nil

Risk Implications The topics discussed in this report can potentially have risk implications involving public health, the environment, as well as financial and operational impacts.

BARCALDINE REGIONAL COUNCIL PAGE 182 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.9.1 SUBJECT HEADING: Information Report Author and Title: Jenny Lawrence, District Manager – Barcaldine CLASSIFICATION: (if confidential)

Summary: From the District Manager – Barcaldine submitting to Council the Information Report for September to October.

Officer's Recommendation: That Council receives the report.

Background

CATEGORY ACTIVITY Public Relations Management Gracevale  Attended the official launch of YACHATDAC Stage 1 of Tourism Projects with the Tourism Officer and Community Engagement Coordinator on Friday 2 October 2020. Meals on Wheels  Delivered meals as a representative of Council. Campers Rest Stop  Continue to check weekly, numbers have decreased. COVID19  Community groups are utilising the sanitiser stations from Council for functions.  Met with representative from Qld Health in regards to a pop up COVID clinic should it be required at the Barcaldine Showground. Barcaldine Swimming  Meetings held with those expressing interest in conducting swim Pool classes/lessons. Event  Attended Funny Mummies, the night was enjoyed by approximately 50 people. Human Resources Management Swimming Pool  Part-time Pool operator and 1 Casual Pool Lifeguard/Attendant position Operators have been filled, both employees have commenced.  Position for Casual Pool Lifeguard/Attendant was re-advertised and closed on Sunday 18 October 2020. First Start Funding  Council were successful with 3 funded positions for 2020-2021. Training  Attended Councillor zoom update with the Department.  Undertaking webinar personal development program - Dealing with Workplace Conflict. Financial Management Annual Audit  External auditors were onsite the week of 21 September 2020. Work on the annual audit is nearing completion. Community Donations Donations, monetary and in-kind for September:  Barcaldine Bowls Club for the use of the generator. Budget - Capital Works  Globe Tower - Architects are working on design. BARCALDINE REGIONAL COUNCIL PAGE 183 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

CATEGORY ACTIVITY  TOK Lighting - Tender has been awarded, and lights have been ordered.  Bullock Dray Shed - Tender has been awarded, shed kit has been ordered.  Barcaldine Town Fence - Fencing materials are on hand. Work to be carried out when staff are available.  Barcaldine Pool Disability Access - Platform and wheelchair have been ordered.  Barcaldine Rec Park Amenities - Works are in progress. I will have an update of the expected completion date for the November meeting.  Barcaldine Campdraft Building - Partitions have been ordered, awaiting delivery.  Barcaldine Showground PA System - Met with system providers on 22 October 2020.  Barcaldine Showground Disabled Toilet - Work is in progress.  Barcaldine Showground Watering System - Tender has been awarded and order processed. Budget - Special  SES Shed Improvements - Shelving, door access between sheds, whirlybirds Maintenance and air conditioner works have been completed.  Barcaldine Library - Librarian ordering new equipment.  Barcaldine Showground Grandstand Painting - Tender has been awarded and order processed.  Barcaldine Cemetery - All work has been completed.  Tree Planting - Discussions had with Town Foreman. Organisation and Operations Management Meetings  Attend weekly management meetings.  Attended leadership, senior works supervisor and essential services meeting.  Attended weekly Covid Action Team (CAT) meetings.  Attended meeting to organise Airport exercise on Monday 26 October 2020.  Attended staff communication sessions at Workshop and Office.  Staff attended afternoon tea to farewell the Chief Executive Officer. Rural Lands Officer (RLO)  RLO returned from leave on 19 October 2020.  Attended GNP update workshop. Environmental Health Food premises: Officer (EHO)  Annual food business license renewals have been assessed and respective licenses issued to the applicants.  EHO consulted with proponent of a food stall/ fundraiser to advise in regard to COVID-19 restrictions.  EHO consulted with proponent of a mobile food business to advise in regard to licensing requirements under the Food Act 2006.

Environmental Management:  EHO received a complaint regarding ‘odour nuisance’. Onsite assessment was carried out. Issue has been rectified. BARCALDINE REGIONAL COUNCIL PAGE 184 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

CATEGORY ACTIVITY  EHO consulted with Caravan Park operator regarding grey-water disposal.  EHO advised pool operator regarding water quality guidelines for aquatic facilities. 

 Annual license renewals for Caravan Parks and ‘Use of Council controlled areas’ have been received and reviewed, approval has been communicated with respective businesses through administration officer.  EHO advised operator about the particulars of the requirements to obtain a permit to operate a Caravan Park.  EHO consulted with Chief Engineer regarding regulated waste removal service provider to investigate options for ‘old cooking oil removal’.  Education strategies/ continues improvement (ongoing)  Increase awareness amongst licenced businesses about compliance for disposal of old cooking oil COVID-19:  Advice was given to operator of a non-profit organisation in regards to operating a food stall and respective COVID-19 restrictions.  Advice was given to administration staff in regard to contact details to be retained for COVID-19 contact tracing. Consultation (internal/external):  EHO attended online seminar, FSANZ WEBINAR - 2020 Hindsight: Lessons Learned and Opportunities for Better Food Regulation.  EHO attended LGMA online meeting EHO exchange.  EHO consulted with Queensland Department of Health on a regular basis to endeavour updates in regards to the evolving pandemic and potential impacts for the community.  EHO attended Council staff meeting. Parks and Gardens  Compliments received regarding cleanliness of town streets.  Mowing and maintenance being carried out regularly.  Trees have been planted along the fence at the Cemetery to create a buffer zone and discourage campers from camping on fence line. Racecourse/Showground  Online bookings for Showground camping for September was 145. There were also bookings made at Council office and Information Centre.  Showground was closed for camping from 1 October 2020 as per policy.  Training agreements have been posted to trainers for signing and return. Local Laws  Local Laws Officer is currently on leave.  Rural Lands Officer from Alpha assisted with some ongoing issues in the absence of both the Local Laws Officer and Barcaldine Rural Lands Officer. Managing Council Relationships Scooter Rally  Met with the organiser of RAAF Radschool Association regarding rally to be held in June 2021 stopping overnight in Barcaldine. Barcaldine Swimming  The pool opened on Monday 12 October 2020. It was great to see the Pool regular morning swimmers accept the change of morning opening time. St Joseph’s  Attended morning assembly at St Joey's on Friday 9 October 2020 to present prizes to winners of the Get Gardening colouring in competition. Saleyards  Interviews have been conducted for the position of Saleyards Manager, BARCALDINE REGIONAL COUNCIL PAGE 185 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

CATEGORY ACTIVITY refer to separate report.

Quote: Scatter seeds of kindness as you pass along the way. Ella Wheeler Wilcox.

Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Strategy 1.4 Community Representation 1.4.3. Continue to develop effective mechanisms for timely communications between Council and its communities and for residents to communicate effectively with Council

Goal 5. Vibrant Communities Strategy 5.5. Sport and Recreation 5.5.1. Maintain and enhance sport and recreation infrastructure to meet the needs of each community Strategy 5.5. Sport and Recreation 5.5.2. Support organisations providing sport and recreational activities

Consultation (internal/external) Acting Chief Executive Officer

Policy Implications Nil

Budget and Resource Implications 2020-2021 Budget - To keep works within budget.

Risk Implications COVID19 requirements.

BARCALDINE REGIONAL COUNCIL PAGE 186 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 187 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 188 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 189 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL PAGE 190 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.9.2 SUBJECT HEADING: Barcaldine Racecourse Training Fee Author and Title: Jenny Lawrence, District Manager – Barcaldine CLASSIFICATION: (if confidential)

Summary: From the District Manager Barcaldine tabling a report on the Barcaldine Racecourse Training Agreements and Fees.

Officer's Recommendation: That Council amends the 2020-2021 Fees and Charges schedule for Racecourse Training from Per Agreement to 1-10 Horses per Trainer for $220.00 Inc GST and 10+ Horses per Trainer for $550.00 Inc GST per annum.

Background In the budget Council set a fee for Racecourse Training of Per Agreement. With the implementation of Training Agreements it is recommended that annual Racecourse Training Fee be set at 1-10 Horses per Trainer for $220.00 Inc GST and 10+ Horses per Trainer for $550.00 Inc GST per annum.

With the implementation of Training Agreements for the Barcaldine Racecourse it is timely that an annual training fee be formalised.

The fee collected will contribute to the ongoing maintenance costs of the Turf and Training tracks.

Link to Corporate Plan Goal 5. Vibrant Communities Strategy 5.5. Sport and Recreation 5.5.1. Maintain and enhance sport and recreation infrastructure to meet the needs of each community

Consultation (internal/external) Acting Chief Executive Officer

Policy Implications Nil

Budget and Resource Implications Revenue for maintenance of Barcaldine Racecourse facility.

Risk Implications Nil BARCALDINE REGIONAL COUNCIL PAGE 191 AGENDA FOR GENERAL MEETING 28 OCTOBER 2020

BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ MPI □ COI COUNCIL MEETING DATE: 28 October 2020 Item No: 3.9.3 SUBJECT HEADING: Manager of Barcaldine Saleyards Author and Title: Jenny Lawrence, District Manager – Barcaldine CLASSIFICATION: (if confidential)

Summary: From the District Manager Barcaldine tabling the recommendation for Manager of Barcaldine Saleyards Contract for Councils consideration.

Officer's Recommendation: That Council endorses the Officer’s recommendation to offer the position of Manager of the Barcaldine Saleyards to applicant three for an annual fixed retainer of $20,800 (ex GST).

Background Council received four (4) applications for the Manager of Barcaldine Saleyards position. Applications were reviewed by Council Officers and three (3) applicants were interviewed on Tuesday 13 October 2020. All applicants interviewed were suitable for the position showing interest and experience in the livestock industry. Officer’s recommendation is to offer the position to applicant number three (3) as per the attached list for an annual fixed retainer ex GST of $20,800.00.

The final decision to offer the position to applicant number three (3) came down to the annual fixed retainer amount.

A copy of the Barcaldine Saleyards Contact is attached for reference.

Link to Corporate Plan Goal 2. Our Local Economy Strategy 2.1. Agriculture 2.1.1. Assist the agriculture sector to grow sustainably

Consultation (internal/external) Acting Chief Executive Officer

Policy Implications Nil

Budget and Resource Implications Minimise increase in cost of operating Barcaldine Saleyards for the 2020-2021 financial year.

Risk Implications Potential risk is non acceptance of offer thus impacting operational costs and resources.

Pages 192 to 200 have intentionally been removed due to confidential reasons.