For the Ordinary Council Meeting Held on Thursday 19Th March 2020 INDEX

Councillor Information Bulletin

For the Ordinary Council Meeting held on Thursday 19th March 2020 INDEX

1. CALENDAR OF EVENTS

2. TABLED CORRESPONDENCE

• Great Eastern Districts Operations Advisory Committee Minutes March 2020 • Rural Water Council of WA (Inc) Minutes 30 Jan 2020

3. COUNCIL OUTSTANDING RESOLUTIONS STATUS REPORT

4. WORKS SUPERVISOR’S REPORT

5. TOURISM REPORT

6. OTHER

• Western Australian Government Pandemic Plan

SHIRE OF WESTONIA Feb, March 2020

Date & Time What Where Who Tuesday 4th CEACA Committee Meeting Kellerberrin CEO, Louis Geier February Thursday 20th Council Meeting Westonia CEO, Councillors February Monday 9th DOAC Bushfire meeting Merredin CEO, CBFCO March Tuesday 10th – Wheatbelt Medical Immersion Westonia CEO, Billets Friday 13th March Program (Uni Students) Thursday 19th Council Meeting Westonia CEO, Councillors March

Great Eastern District Operations Advisory Committee

MINUTEs DRAFT Merredin Volunteer Fire and Rescue Station Monday 9th March 2020

The meeting was declared open at 1230 hours by the Chairman, Wayne Della Bosca

1 Record of Attendance

Phillip Hay Executive Officer DFES Wayne Della Bosca Chair Shire of Yilgarn Phil Smith CBFCO Shire of Mukinbudin Regional Fire Graeme Keals Manager DBCA Geoff Ryan CBFCO Shire of Kellerberrin Simon Bell CESM/ CBFCO Shires of Tammin & Kellerberrin Stephen Crook CBFCO Shire of Merredin Tony Crooks DCBFCO Shire of Bruce Rock Ian Dalton CBFCO Shire of Bruce Rock Damian Tomas CBFCO Shire of Mt Marshall Jack Walker EM Manager Shire of Mt Marshall Murray Dixon CBFCO Shire of Narembeen Gary Coumbe CBFCO Shire of Nungarin Alan Nicholson DCBFCO Shire of Yilgarn Andrae Moore Minute Secretary DFES A/AO Central Paul Rogers Wheatbelt DFES Stacey Jaskiewicz Ranger Sire of Merredin Andrina Prnich D/CEO Shire of Merredin Craig Garrett Superintendent DFES – Bushfire Centre of Excellence AO Lower Justin Corrigan Wheatbelt DFES AO Upper Daniel Hendriksen Wheatbelt DFES

Apologies

Antony Sadler Superintendent DFES- Goldfields Midlands Dirk Sellenger CEO Shire of Mukinbudin John Flockart DCBFCO Shire of Merredin Dave Gossage President AVBFB

Great Eastern Minutes 9th March 2020 1

Great Eastern District Operations Advisory Committee

2 Confirmation of Previous Minutes

That the minutes of the meeting held on Monday the 9th September 2019 be confirmed as a true and accurate record.

Moved: Murray Dixon Seconded: Phil Smith All in Favour

3 Business Arising from Previous Minutes - NIL

4 Action List - NIL

5 Correspondence - NIL

6 Matters arising from the Correspondence – NIL

7 Submitted Agenda Item 7.1 Volunteer Management Support Officer – the first 12 months and what ideas are on the horizon APOLOGY from Tracy McBride – Unwell – will present another time or send information to everyone.

8 Association of Volunteer Bush Fire Brigades of WA (Inc) – Dave Gossage

APOLOGY from Dave Gossage – report attached

9 P & W Report – Graeme Keals • Busy Fire season – 27 Fires in our region and a lot of large area fires. Half a million-hectare burnt, combined • Assisted in Goldfields with Norseman West Complex and at the Stirling Rage fires and in the Collie area • 7 fires occurred at the same time and were the only DBCA region with fires at that time so received assistance from other regions. Very grateful for assistance • 7 burns planned in the region – one no longer required as the Forrestania fire bunt that area. Areas include Mt Hampton and Yellowdine • Fire Access Track work is planned for around Nature reserves and will start in April. • Chopper Rolling Program is continuing. 70kms planned also starting in April Great Eastern Minutes 9th March 2020 2

Great Eastern District Operations Advisory Committee

Yilgarn are looking into plans for some of their areas and wish to speak with DBCA about this and what can be done. Wayne Della Bosca said that Shires need to look into mitigation in consultation with DBCA as it is expensive, and shires can’t do it alone.

BOC Report – Murray Dixon Nothing to report at this time. Next meeting is this Thursday 12th March 2020

10 Local Government Reports

Shire of Mukinbudin – Phil Smith • No reported fires during Harvest • Christmas time we had some fires from lightning strikes • 7 days of Total Fire Bans and 7 Harvest Movement Bans • Assisted with Fires in Norseman and Trayning

Shire of Kellerberrin – Geoff Ryan • 1 Harvest Fire – the rest were lightning and Pole top fires • A few Total Fire Bans • Rotating the Chief every 2 years- Will change at their next meeting.

Shire of Merredin – Steve Crook • 16 Callouts – 3 header fires, 1 Grain truck, 1 car, 1 train and 9 lightning strike fires. • 8 Total Fire Bans and 10 Harvest movement Bans. There were 3 days in February where Fire index was high, but they didn’t put any bans on. • Appliances are all going well. • 4 BGUS now using WhatsApp for callouts. • Since last meeting Shire of Merredin has lost their CEO, DCEO, Ranger and Foreman. There is a lot of work going on to rebuild the Shire. • Only concern was with the Train incident – They were called to support VFRS at 130am. Not needed in the end and weren’t contacted by Comcen to stand down. Comcen should have stood them down earlier.

Shire of Bruce Rock – Ian Dalton • 3 Harvest Movement Bans • Some fires at Christmas time resulting from lightning strikes • Waiting on Shackleton’s 4.4Rural

Great Eastern Minutes 9th March 2020 3

Great Eastern District Operations Advisory Committee Shire of Mount Marshall – Damian Tomas and Jack Walker • 8 Harvest Movement bans • Assisted Traying with Fire – No one was in control when they arrived – it was handed to them and it did take some time for other area’s cerws to listen to them. They did sort it out eventually. • They also had 1 Header fire that occurred overnight, and no one saw anything. Sign of the lower population. • Have had 30 members go through IFF and some have done the FCO course. – Jack recommended for everyone to do it again if they can. Very helpful to have a refresher. • Signing up to courses is becoming too complicated. eAcademy is not easy to use and people are having trouble logging in let alone registering for courses. Suggest, maybe the DFES managers can assist in putting people on manually when this occurs. – Murray Dixon to take to BOC.

MOTION: That DFES allow Volunteers to be manually added to courses by their relevant Managers due to limited internet and contact and not being able to use eAcademy. This is to include Volunteers being added on the day of the course, where the course numbers allow.

Moved: Jack Walker Seconded: Steve Crook Carried: Unanimous.

Shire of Narembeen – Murray Dixon • BFB has 2 header fires- both towing chaff cutter • 6 Total Fire Bans • Using WhatsApp for turnouts – Working well. Only issue they have had is when a group is developed for an incident ie. Forrestania Fire and then the fire gets handed over to DFES. When this happened, people were still receiving requests through the WhatsApp group and bypassing DFES. The IMT didn’t know about them. Shires needs to remember that when a fire is handed over to DFES, the structure changes Phil Hay – Insure there is an FCO embedded in the IMT. Also, if you are receiving requests outside the chain of command, contact the DFES RDC and check with them.

Shire of Nungarin – Gary Coumbe • 4 Harvest Movement Bans • 7 calls started by headers, 2 calls at Christmas started by lightning and then 2 suspicious fires – Rubbish tip and Green Waste Dump • Waiting on a 3.4Urban – Daniel Hendriksen advised the build has started so it will be ready in 6-8weeks.

Great Eastern Minutes 9th March 2020 4

Great Eastern District Operations Advisory Committee

Shire of Yilgarn – Alan Nicholson • 10 fires – 1 pole top and 2 header fires, lightning fires and a house fire. • 10 Harvest movement Bans • Have shortened the Fire Bans by 2 weeks thanks to favourable weather. • Used a drone on their side of the Forrestania fire. Was very helpful to see the bigger picture.

Shire of Tammin – Simon Bell • Simon is now chief as no one in the shire wanted to do the role. Appointment was approved by the Regional Supt and by the DFES Commissioner at the request of the LG • Tammin don’t have a BFB, only a VFES which means people must do 4 extra days of foundation training to be able to do the FCO course and no one wanted to do that. • Trying to convince Tammin Shire to apply for a BFB- They don’t see the need. Simon feels the shire needs its own capability, so it doesn’t have to rely on surrounding shires. Wayne Della Bosca- don’t be afraid to ask for assistance and support.

11 Reports from DFES – Phil Hay – DO Avon

• In relation to the 4.4 Appliances- Phil has a meeting next week in regard to this. First of the project builds are complete. Cab Chassis are now approved to be various makes and models. – Phil will send update to DOAC after the meeting. • December/January Incident Support Snapshot – presented and thanked everyone for their support over the fire season. A Post Incident Analysis will be done and DFES Staff will be coming to speak to those involved in deployments for their feedback and comments. • Mitigation – The UCL/UMR work in townsites are about to start. Chiefs, if you have concerns about areas in your townsites that may need some mitigation, please advise your respective DFES Officer ASAP, as we can help with this. • Bush Fire Risk Management Consultants have been approved for the Goldfields Midlands Region. 1 in the Goldfields and 1 will start in the Wheatbelt with Quairading, Cunderdin and Tammin • Regional Training calendar is out. There are 116 courses in our region. Please let your DFES manager know if you are having trouble using eAcademy ASAP so it can be rectified.

Great Eastern Minutes 9th March 2020 5

Great Eastern District Operations Advisory Committee 12 Late Items • Craig Garrett – Supt Training from Bush Fire Centre of Excellence – provided an update on the Centre of Excellence. • Siteworks have now begun on the centre. Building to commence this month. Completion planned for December 2020. • Training – new modularised system is now being rolled out for base Bush Fire Fighting courses. – Still able to do the old courses till the end of June. If you have IFF and still need to do BFF, it is advised to do this before June so that you don’t have to start again. • New courses are being written - Assist with Planned Burning - Simple and Complex Prescribed Burning - Introduction to Fire Weather • Reviewing - Mechanical Supervision - Plantation Firefighting - FCO • Professional Development Opportunity - Leadership Courses for Senior Volunteer firefighters and staff commencing in June

Powerpoint attached to minutes

OTHER BUSINESS • Bruce Rock – Ian Dalton - Total Fire Bans and Subsequent Harvest Movement Bans- Confusion of process with essential services such as Western Power. They want a letter of consent from Chief/Shire to progress. Is it possible to get a set of Guidelines about what essential services can and cannot do during Total Fire Bans and Harvest Movement Bans? Phil Hay – TFB doesn’t stop them reenergising the lines, it is actually the internal policies of Western Power that stop them. Harvest movement Bans – Chief should be phoned. Chiefs to ask them about the risk and ask them if it safe to reenergise the lines? Put the onus back onto Western Power. It is not the Shire’s place to say it is safe or not – Western power cannot blame you. **Murray Dixon to raise at the BOAC meeting. Inconsistencies and parameters for risk assessment.

• Narembeen - Murray Dixon - Dam Cleaning during Harvest Movement Bans- Where does it sit? It comes down to if it is ‘necessary agricultural practises’ Work inside the dams should be low risk so you need to assess the risk of vehicles moving between the dam and other areas. - Permits – Narembeen CEO is the only one appointed to do this. When he is not present, can the DCEO do it? Needs to be an appointed to do it. Great Eastern Minutes 9th March 2020 6

Great Eastern District Operations Advisory Committee Yilgarn have about 5 or 6 appointed people to write permits. Some shires use WhatsApp to advice FCOs of any permits written. Nungarin asked how long permits last for? They can last for as long as you like bt most shires said 7-14days. - Two Way Radios – How good is the WAERN Radio Supply at State? Need more for the FCOs – Phil Hay said to put an application in through LGGS for them.

• Phil Hay – DFES - LGGS Applications are being done soon. Have your shires spoken to you as Chief about what you and your brigades require? If not, contact them ASAP about your needs.

Meeting closed 1343hrs

Date for the next Merredin DOAC is Monday September 14th, 2020. This will be the AGM and the election of Officers.

To be held at the Merredin Volunteer Fire and Rescue Building.

Great Eastern Minutes 9th March 2020 7

RURAL WATER COUNCIL OF WA (I NC ) Special General Meeting held at the Bilya Koort Boodja Centre for Noongar Culture & Environment, Minson Avenue, Northam Thursday 30 January 2020, commencing 9:35 am

Minutes

1 OPENING & WELCOME

The President, Mr L Short, opened the meeting with an Acknowledgement to County and welcomed delegates and guests.

2 ATTENDANCE & APOLOGIES

2.1 Attendance Mr Lawrie Short President Cr Kylie Hughes Shire of Chittering Cr John Curtis Shire of Chittering Mr Peter Stuart Executive Manager Development Services, Shire of Chittering Cr Frank Johnson Shire of Gingin Cr Rodney Sheen Shire of Goomalling Mr Peter Clarke Shire of Goomalling Mr Peter Bentley CEO, Shire of Goomalling Mr Darren Simmons CEO, Shire of Koorda Cr Ross Chappell Shire of Lake Grace Cr Debrah Clarke Shire of Lake Grace Cr Julie Flockart Shire of Merredin Cr Renee Manning Shire of Merredin Mr Mark Dacombe A/CEO, Shire of Merredin Cr Julie Thomas Shire of Moora Cr Tony Sachse Shire of Mount Marshal Cr Tanya Gibson Shire of Mount Marshall Mr John Nuttall CEO, Shire of Mount Marshall Cr Peter Lines Shire of Narembeen Cr Eileen O’Connell Shire of Nungarin Cr Rosemary Madacsi Shire of Toodyay Cr Stephanie Penn Shire of Victoria Plains Cr Pauline Bantock Shire of Victoria Plains Mr Bob Edwards Shire of Victoria Plains Mr Stuart Taylor CEO, Shire of Wongan-Ballidu (from 9:49 am) Cr Denis Warnick Shire of York Cr David Wallace Shire of York Mr David Smith Mr Jason Moynihan Department of Water & Environmental Regulation (from 9:56 am) Mr Tracy Calvert Department of Water & Environmental Regulation (from 9:56 am) Mr Adrian Stewart Regional Manager Great Southern Region, Water Corporation Ms Elise Woods Regional Manager Avon, Wheatbelt Development Commission Robert Dew Executive Officer

2.2 Apologies Mr Matthew Gilfellon CEO, Shire of Chittering Cr Jan Court Shire of Gingin Mr Aaron Cook CEO, Shire of Gingin Cr Len Armstrong Shire of Lake Grace Cr Romolo Patroni Shire of Merredin Cr Gary Coumbe Shire of Nungarin Cr Ross Della Bosca Shire of Westonia Mr Norm Smith Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 2 [of 12]

3 DECLARATIONS OF INTEREST

Cr Eileen O’Connell and Cr Julie Thomas declared their interest in Water Corporation activities as their husbands are employees of the Water Corporation.

4 ANNOUNCEMENTS

There were no announcements.

5 BUSINESS

5.1 Applications for Membership Applications for membership have been received from the Shire of Chittering and the Shire of Gingin.

Recommendation That the applications from the Shire of Chittering and the Shire of Gingin for membership of the Group be approved.

RESOLUTION Eileen O’Connell moved and Tony Sachse seconded – That the applications from the Shire of Chittering and the Shire of Gingin for membership of the Group be approved. CARRIED

5.2 Matters to be Discussed with Minister for Water Brief consideration on the matters put forward for discussion with the Minister and allocation of lead delegate(s) to speak on each matter.

The following matters have been submitted and forwarded to the Minister’s office – (1) Farm water audits - The continuing need for funding for farm water audits and the need to highlight the benefits water audits have and the water savings that can be achieved particularly as funding schemes to assist in implementing works identified by farm water audits have closed. (2) Closure of the Farm Water Rebates Scheme and Pastoral Water Grant Scheme. These schemes made a valuable contribution to water supply improvements and water efficiency in the dryland agricultural and pastoral regions. Need for the schemes to be reinstated in future State Government budgets. (3) Local government owned fixed standpipes pricing policy - Concerns with the way the change in policy was implemented, the timeline for its introduction and the impact on communities of the steep increase in fees which, in many cases, resulted in standpipes being locked. (4) Cost recovery of license fees - Concern that State Government license fees are increasingly tied to a cost recovery model which puts further financial strain on local government. (5) Community Water Supply Grant Program - Need for certainty as to the continuation and level of funding under this program, particularly due to the time required to prepare and organise project submissions. (6) Farmlands project - Due to the success of this project that every endeavour be made to continue the program. (7) Delays in transfer of AA tanks to local governments due to Native Title. (8) Sewerage - Lack of funding for the Water Corporation to put in sewerage systems and the limit this puts on development. (9) Reticulated Water - Lack of funding for the Water Corporation to put in reticulated water and the limit this puts on development. Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 3 [of 12]

(10) Is there any likelihood of additional water being required from the “Dinner Hill” Aquifers (Leederville/Parmelia/Yarragadee) west of Moora to an area East of Badgingarra, for the Perth Metropolitan area? (11) Substantial horticulture areas (citrus, stone fruit and potatoes) have already been established in the area referred to in the above dot point and it is understand that new research in the area indicates more projects would be viable. Is there a plan to increase or otherwise encourage investment in that area by increasing water allocation limits? (12) In regard to the reserve for the metropolitan area, is there an opportunity to re-evaluate that percentage to be able to encourage High Intensity Agriculture use? (13) Would it be possible to offer an incentive to farmers/producers to be water conservative without losing or compromising their allocation so that more water can be released? (14) For situations such as the couple of farms that are selling water to Coca-Cola in large volumes - essentially, they have no employees, they're not producing anything and not really spending money in the Shire; should they be rated the same as everybody else? Could this be classed as an extractive industry? (15) On-selling of water licenses, instead of resumption of them by DWER, when license owners don't need the water has created a trade-able license. What is the Water Corporation doing about this matter? (16) If water reduction is the true aim what is the Water Corporation doing to incentivise the license holders to return portions of their license? (17) Is the State Government intending to invest in creating High Tech Education Area that will showcase what can be done with less water to prove to producers that water use can be significantly less and then assist producers to change? (18) We are aware that an assessment has been undertaken on bore holes in the Gingin/Moora area to look at water availability and the current allocations across the area. When will these findings be released? (19) Attendance at Rural Water Council meetings by officers from the Minister's Office. Past Ministers for Water had arranged for an officer from their office to regularly attended meetings of the Rural Water Council. This proved to be extremely beneficial in the exchange of information and in prompt advice on policy and non-operational matters raised at meetings.

The meeting reviewed that above items.

Cr O’Connell requested that matters listed for discussion with the Minister be dealt with before any others matters are brought forward.

Cr T Sachse requested that the Commonwealth’s recent announcement of funding under the Drought Communities Program be listed for discussion.

Cr P Lines asked as to the requirements for water licenses. Mr J Moynihan replied that a license was required to take water from a watercourse or groundwater aquifers in proclaimed areas. Ms T Calvert replied that most of the Wheatbelt was unproclaimed but in areas with reasonable groundwater applicants should contact the Department’s regional offices for confirmation. No fees apply for a license however licences define how much and when water may be taken and specify any obligations the licence holder must meet when using the water. Bores may not be sunk into artesian water.

Cr R Chappel referred to agreements with local governments for regional fixed standpipes.

ADJOURNMENT : The meeting adjourned at 10:02 am.

RESUMPTION: The meeting resumed at 10:15 am. All those present at the time of adjournment were present on resumption plus Hon Dave Kelly (Minister for Water), Hon Darren West MLC (Member for Agricultural Region), Hon Laurie Graham MLC (Member for Agricultural Region), Ms Sharon Broad (Regional Manager Goldfields and Agricultural Region, Water Corporation), Ms Alyesha Anderson (Senior Media Advisor Minister for Water).

Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 4 [of 12]

5.3 Meeting with Minister for Water The Minister is scheduled to meet with us at 10:00 am. Morning tea will be available at this time. The Minister has to leave at 11:30 am to travel to Muresk to tour the pilot desalination plant.

Ms Michelle Winmar, Centre Coordinator Bilya Koort Boodja Centre, gave a Welcome to Country.

The President welcomed the Minister for Water and his party.

The Minister commented on –  Commonwealth support has been requested for regenerative agriculture in the Rangelands, for strategic community water supplies that could be brought online in the Wheatbelt and Great Southern, for research into on-farm alternative water supplies and for assistance for horticulture in peri urban areas.  18 community water projects have been funded.  Water Deficient Declarations – 6 in place. Under the declarations the State is required to cart emergency water supplies to these areas; this is an on-going commitment with no cap.  Commonwealth Government’s focus is on the Murray-Darling System.  The Commonwealth Government recently announced up to $1m each to 34 local governments in Western Australia as part of their Drought Communities Program. There was no consultation with the State.

In response to the matters listed for discussion the following were noted –

Items (1) and (2)  The meeting noted that Farm Water Audits rebates were still available. Audits are eligible for 50% rebate up to $1,000 for an audit.  The Minister pointed out that the Farm Water Rebates Scheme and Pastoral Water Grant Scheme had been in place since 1996 and that there had not been a lot of uptake in recent times. The Government made a judgement not to subsidise water infrastructure on farms but to fund community water supply improvements in dryland agricultural areas.  Cr T Sachse pointed out that the State program had provided dollar for dollar funding while the new Federal Government program only provided 25% funding and money had to be spent up front. The State Scheme has been a really good program.

Item (3)  Cr R Chappel expressed the concern of local government with the 25mm flow rate for fixed standpipes. He commented that it has been a community expectation that they are able to go to a standpipe to obtain water and that even though the Water Corporation has installed tanks to keep up the volume of water available there are concerns as to whether the reduced flow rate will keep up to the capacity of the tanks. He queried as to why commercial rates are charged and suggested that a flat rate be charged. He asked how local government informs their communities of the health guidelines for water standards.  Mr P Bentley pointed out that locks fitted to standpipes are being cut which exposes local governments to penalties and further costs and that with a 25 mm service it can take up to 20 hours to fill a semi tanker with water.  Mr A Stewart replied that some water to local government comes from the desalination plant at Binningup and this is high cost water. He is happy to discuss with local governments the best placements of tanks and that the Water Corporation is continuing to work with local governments to find the best solution. He acknowledged that the Water Corporation’s engagement on the change to the fixed standpipe arrangements had been with local government officers rather than elected members and that there was discontent in the community. In declared Water Deficient areas local government rates are charged for water from standpipes. In the last few weeks there has been a marked increase in demand for water in the Lake Grace area.  The Minister indicated that he was happy to continue to talk through the issue with the Water Corporation and the Rural Water Council.

Cr R Sheen left the meeting at 10:44 am.

 Mr J Nuttall commented that the Water Corporation had said no to swipe cards and tanks in the Shire of Mount Marshall and that he is concerned to now find that other local governments are being provided with these. Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 5 [of 12]

Item (5)  Cr T Sachse requested confirmation that the Community Water Supply Grant program will continue.  The Minister replied that there were no proposals to close this program. He viewed community projects where everyone benefited as giving the ‘best bang for your buck’.

Item (6)  Ms S Broad advised that the Farmlands Project was now in its fourth year. It had initially been a three year program but was extended by two years. Water Corporation has a five year and 20 year capital program in place for pipeline replacements etc.

Mr L Short commented on water used in the mining industry.

Items (8) & (9)  Mr P Stewart commented on developments within the Shire of Chittering being turned away due to the lack of water and sewerage infrastructure and the effect this has on small communities. He enquired as to what help was available from the Water Corporation. The current requirements of Government policy are onerous.  The Minister commented that traditionally developers pay for new water and sewerage infrastructure. The Water Corporation paying for new developments would change long standing Government policy. For existing areas the Water Corporation can pay for the infrastructure. Happy to look at with the Water Corporation.

Items (10), (11) & (18)  Mr L Short referred to Harvest Road’s beef cattle development at Koojan, its projected capacity of 100,000 head per year and its water use and queried whether this would affect the availability of water to others.  Mr A Stewart replied that allocation from the Dinner Hill aquifer of 4.6 GL had been approved in 2018 and that this has been increased to 16.2 GL. Current work being done in the area is due for completion in 2020 and any decision on new allocations will be made once the work is completed.

Items (12) to (16)  Cr F Johnson commented that the Shire of Gingin sees itself as a food bowl for the Perth metropolitan area and enquired as to whether water can be allocated to encourage high intensity agriculture in the area.  The Minister replied that the water legislation that he operates under makes no value judgement as to what water is used for. It is a first in first serviced system and if an application is made and water is available it must be granted. People are free to trade water. There is provision that allocations can be lost if not used for three consecutive years. Other than for mines and public water providers, there are no license fees for water licenses in WA.

Item (17)  Cr F Johnson referred to the need to establish a showcase area to highlight what can be done with less water and thus encourage producers to change.  The Minister replied that the idea to showcase what can be done could be looked at.  Mr L Short referred to the 1,100 ha industrial area set aside in Chittering.

Item 18  Mr J Moynihan advised that the work in the Gingin/Moora was anticipated to be completed by the end of 2020. When the report is released he would be happy to provide a copy to the Rural Water Council.

Item (19) The Minister indicated that he would look at staff representation from his Office at Rural Water Council meetings.

Drought Assistance  Cr T Sachse referred to recent announcements around drought assistance and enquired as to what can be done by local governments to highlight the need for assistance in those areas which have not been identified under the Commonwealth Government’s criteria.  The Minister replied that he would be happy to follow up and suggested that the Group prepare a media statement on the issue. He pointed out the need to be clear and sensible and the need for consultation with all stakeholders. Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 6 [of 12]

Taxing Rainfall  Cr P Lines referred to a number of US States which have introduced fees based on the amount of stormwater runoff from properties (Rainfall Tax). He enquired if there was any likelihood of rainfall being taxed.  The Minister replied that people will not have to pay for rainwater. Climate change effects rainfall and this issue needs to be addressed. The State Government has allocated $30m for a pipeline between Albany and Denmark and $15m for a water treatment plant in Bunbury. There is a need to assess the impact of seawater intrusion into coastal bores. A desalination plant is likely to be needed in the future at Albany, Water Corporation has estimated $2b to address.

Muresk Desalination Plant  Cr P Lines referred to the pilot desalination plant a Muresk and asked who runs the plant and who can be contact about it.  Elise Woods replied that the small scale desalination trial at Muresk was a joint project between the Wheatbelt Development Commission, Murdoch University, Muresk Institute, Water Corporation, Greening Australia and As One Nyitting. It was anticipated that the unit will be officially opened in the next couple of months.

Future Water Sources  Cr R Chappell commented that he was concerned with the environmental impact of the waste brine from desalination plants. He believed that desalination was a short term solution and that it should not be relied on. He believed that there should be more work done in cleaning up catchments to let the water flow; not enough maintenance undertaken.  The Minister replied that up to 90 potential new water sources have been identified which could come on line, however Commonwealth funding is needed. Currently only 2% of Commonwealth funds for water come to WA. Dams provide Perth with 9% of its water while desalination provides 45%. If it doesn’t rain dams are not much use. He did not believe that any new dams will be established for towns in the South-west.  Ms S Broad commented that part of the Muresk desalination trial was to determine the long term sustainability and environmental impact of the system. She recommended that the Rural Water Council visit the trial site.

Water Allocations  Cr T Gibson referred to farmers in South Australian being required to have a license to take water from their own dams. She pointed out that farmers were doing as much as they can and also expressed concern that big corporations were coming in and taking up water allocations.  Mr J Moynihan replied that before a water allocation was granted the applicant needed to demonstrate how they will be using the water and conditions can be put on the license.

Ord River Pipeline  Cr P Lines enquired as to the viability of a pipeline from the Ord River.  The Minister replied that it was not economically viable. It was estimated that water would have to cost around $25 kL. It was cheaper to desalinate water at $2 kL.

The President thanked the Minister, Hon Darren West MLC and Hon Laurie Graham MLC for their attendance.

Hon Darren West asked that any further questions be referred through his Office.

The Minister expressed his thanks and emphasised the need to fight hard for funding for water from the Commonwealth.

The Hon Dave Kelly (Minster for Water) and his party, Hon Darren West MLC, Hon Laurie Graham MLC, Ms Elise Woods, Ms Sharon Broad, Mr Peter Bentley and Mr Stuart Taylor left the meeting at 11:29 am.

Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 7 [of 12]

5.4 Discussion on Outcomes of Meeting with Minister for Water Brief discussion on the outcomes of the meeting with the Minister for Water and any follow up actions required to be taken.

RESOLUTION Tony Sachse moved and Eileen O’Connell seconded – (1) That the Rural Water Council liaise with the Minister for Water’s Office in order to prepare a media statement regarding the lack of transparency in the criteria surrounding the Drought Communities Program; and (2) That the Rural Water Council request the Federal Shadow Minister for Regional Development to ask questions in Parliament regarding the criteria for selection of Western Australian communities to receive assistance under the Drought Communities Program. CARRIED

RESOLUTION Eileen O’Connell moved and Ross Chappell seconded – That a letter of thanks be sent to the Minister for Water for meeting with the Rural Water Council and discussing water issues in the agricultural region. CARRIED

Cr E O’Connell requested that if possible Minutes from today’s meeting be circulated in time for the February round of Council meetings.

5.5 Accounts for Payment The following accounts are presented for payment – Payee For Amount Accounts to be Paid Bilya Koort Boodja Centre Venue Hire (inc tea & coffee) (Note this is an estimate only and final account may vary) 172.50 Lucy’s Tea Rooms Morning Tea 180.00 TOTAL (including GST) $352.50

RECOMMENDATION That the accounts as listed above, totalling $352.50 be passed for payment.

RESOLUTION Ross Chappell moved and Eileen O’Connell seconded – That the above accounts as listed above be paid, subject to receipt of final accounts. CARRIED

Executive Officer’s Note: Following the meeting invoices for the above accounts were received – Shire of Northam: Bilya Koort Boodja Centre Hire (inc tea and coffee) $155.00 Lucy’s Tearooms: Morning Tea $150.00

5.6 Department of Water and Environmental Regulation Report Mr A Stewart commented -  Water tanks installed at Lake Grace at Water Corporation cost.  Minister has indicated that it is not acceptable to isolate standpipes for extended times.  Water Corporation is carting water to Walpole and Salmon Gums.

Cr T Sachse queried the availability of large diameter standpipes. Mr A Stewart replied –  Standpipes need to be managed.  Community Standpipe - 25mm standpipe with tanks to fill overnight.  Local Government Standpipe – Can be a 50mm diameter but must be in a secure location.  High flow firefighting standpipes must be locked off. Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 8 [of 12]

 Standpipes fitted with swipe cards – Have the ability to be managed but will be charged at commercial rates if a 50 mm standpipe.

Cr F Johnson left the meeting at 11:48 am.

 There is a gap in the Water Corporation’s Standpipe Policy regarding self-carting from standpipes for domestic use. Require feedback from local government to provide opportunity to discuss and to assess the size of the problem.  Under the terms of the current policy the Water Corporation has no flexibility to deal with local government on a local government to local government basis. Local government is a Water Corporation customer.  The Farmland Scheme outside of townsites is not classifieds as potable water.

Ms T Calvert tabled the Department of Water and Environmental Regulation’s report (attached).

Cr R Chappell asked if the Department of Water and Environmental Regulation required a clearing permit when undertaking catchment clean ups. Ms T Calvert replied that the Department did not but it was being sensible in the works undertaken.

Mr J Moynihan encouraged local government to contact Ms T Calvert regarding projects etc.

Ms T Calvert commented on the need for whole of Shire water budgets and that an analysis of the Piawaning desalination project was needed.

Cr D Clarke enquired as whether an analysis had been made comparing the cost of water programs with the cost of maintaining infrastructure. Mr J Moynihan replied that it was still cost effective to cart water.

Cr D Clarke asked at what stage does the State declare a drought. Mr J Moynihan replied that under current policy WA does not declare a drought but rather Water Deficient Areas.

RESOLUTION Tony Sachse moved and Ross Chappell seconded – That the Rural Water Council writes to the Commonwealth Minister for Regional Development, Member for Durack and the Member for O’Connor regarding the lack of transparency in the criteria surrounding the recent Drought Communities Program announced in January 2020. CARRIED

6 CLOSURE

There being no further business the President thanked delegates and observers for their attendance, drew attention to the next meeting being the Annual General Meeting on 20 March 2020 at the Water Corporation in Northam and declared the meeting closed at 12:18 pm.

CERTIFICATION

These Minutes were confirmed by the meeting held on …………………….……………………….

Signed: ……………….……..………..…………………………….……..…… (Chairman of meeting at which the Minutes were confirmed)

Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 9 [of 12]

DEPARTMENT OF WATER AND ENVIRONMENTAL REGULATION REPORT

Rural Water Program Update The Rural Water Planning program targets the state’s dryland agricultural regions which receive less than 600 millimetres of annual rainfall. Those without access to a reticulated water service are given priority as these areas are the most vulnerable to serious water deficiencies.

Water Deficiency Declarations Under the Government policy relating to the provision of emergency farmland water in dryland agricultural districts, there is provision for the Minister for Water to approve a water deficiency declaration in the event that a localised group of farmers have to travel more than 40 kilometres from the farm gate to cart water for livestock purposes. Under such an arrangement, the Department of Water and Environmental Regulation takes responsibility for ensuring that livestock water is provided at a more central point to reduce the distances travelled by farmers and the associated transportation cost. A declaration is a last resort option after all available community water supplies have been exhausted. Water deficiency arrangements are managed by the Department through the Rural Water Planning Program.

Low winter rainfall during 2018 and through the 2019 growing season has resulted in minimal runoff into farm dams in Shires in the southern wheatbelt including Kulin, Lake Grace, Ravensthorpe, Jerramungup and Esperance, which has created an increasing need to cart water for livestock over the summer.

With continued hot and dry conditions in the Great Southern and South Eastern Shires, unsustainable local water supplies and long haulage requirements, Minister Kelly has announced six Water Deficiency Declarations:  Ravensthorpe Shire (Mount Short area) on the 8 May 2019  Lake Grace Shire (Mallee Hill area) on the 15 May 2019  Kent Shire (Hollands Rock area) on the 5 June 2019  Lake Grace (Ardler Road area) on the 5 December 2019  Jerramungup Shire (northern area) on the 18 December 2019  Esperance Shire (Grass Patch) on the 18 December 2019.

The Water Corporation supports \he declarations by coordinating the supply and carting of water to central locations (storage tanks) for all declarations.

The Department of Water and Environmental Regulation and Department of Primary Industries and Regional Development continue to closely monitor the status of strategic community supplies and livestock water carting needs of farmers across the Great Southern Shires and in high risk areas. The Rural Water Program encourages long-term water self-sufficiency, and works to optimise the efficient use of all available non-potable water supplies through the following initiatives:

Strategic Community Water Supplies: which are available throughout the dryland agricultural region for emergency livestock water requirements. They are substantial and valuable water supplies that have been established primarily to mitigate major livestock welfare incidents caused by low winter rainfall. The Department is working through a program to upgrade priority sources vested with the Department.

Dry Season infrastructure improvement works undertaken by the Department - approximately $1.5m Projects by Shire: Project works commenced March 2019. This summary is at 15 January 2020 (for complete and committed expenditure (ex GST).

Ravensthorpe Shire  Mount Short Dam - Included full catchment upgrades, desilting of silt trap and dam as well as installing a new solar power supply. Total for Shire: $45,792

Kent Shire  Holland's Rock tank - New pipe installation and fittings. Repairs to leaky concrete tank.  Hamilton's Dam - Included refurbishment and enlargement of dam and silt trap development. Installation of 130 kilolitre tank and solar pump system.  Chinocup Dam - Included full catchment upgrade and development of silt trap.  Mindarabin Dam - Includes dam and catchment refurbishment.  Ouartermaines Dam - Completed; includes dam catchment refurbishment. Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 10 [of 12]

 Pingrup town Dam -130 kilolitre tank and swipe card system.  Kowbrup Dam - Catchment and channel upgrade. Total for Shire: $433,286

Lake Grace Shire  Lake King Dam - New 130 kilolitre tank and solar system. Water Corporation desilting and overflow channel upgrades December 2019.  Tommy Dam - Desilting silt trap, refurbishment and enlargement of dam and catchment upgrade. Installation of new solar pump infrastructure.  14 Mile Dam - Silt trap and catchment completed. Included two silt trap dams and main dam and catchment upgrade.  Cuffy's Dam - Included desilting of two adjoining dams. Catchment upgrades and installation of new 250 kilolitre tank and solar power pump system.  North Magenta I Ardler Road Dam - Included catchment upgrades and desilting of silt trap. Installation of 250 kilolitre tank and solar power pump infrastructure.  Mt Madden Bore - Included bore refurbishment and installation of permanent infrastructure -· includes solar pump and 150 kilolitre lank and fittings.  Dunn Rock Dam - Includes upgrade of distribution pipework, catchment upgrades, culvert diversions, electric pump repairs, 250 kilolitre tank installation along with solar power pump system on turkey nest.  Newman's Dam - Completed; catchment upgraded.  Water Corporation establishing an initial standpipe and added a further high flow non-potable standpipe in Newdegate providing additional capacity, which will be available to larger vehicles such as road trains (Water Corporation's tank and standpipe work).  Additional standpipe installed at Lake King to assist Water Corporation to cart water (Water Corporation's work).  North Varley Community Dam - Dam base to be fixed, main road culvert diversion to dam, catchment construction.  Varley Pipehead Dam - Desilt main dam. Total for Shire: (not including Water Corporation work): $631,529

Shire of Jerramungup  Two new bores were drilled 13 June 2019 and equipped with tanks and solar pumps in the Devils Creek Road and Gairdner district. Assessment and development costs.  Bore exploration x 2 sites (Parsons properties).  Bore exploration and development x 2 sites near Bremer Bay (Millars Rd + Boxwood Hill).  Bore site fit out and commissioning (250 kilolitre tank and solar pump, distribution, vehicle access).  Lester Property existing bore 250 kilolitre tank and distribution.  Needilup Dam - Catchment preparation for refurbish.  Needilup Dam - Catchment full refurbish regrade and shape.  Needilup Dam - Tank, solar pump and distribution.  Jacup Dam - Catchment enlargement. Total for Shire: $211,939

Shire of Kulin  Holt Rock Bore - 310 kilolitre Rhino tank on bore to increase storage.  Holt Rock Bore - Development and distribution. Total for Shire: $26,908

Shire of Narembeen  Waterbidden Dam - Dam reconstruction and spillway and truck turnaround. Total for Shire: $60,165

Shire of Gnowangerup  Hydenup Road Bore and South Formby Road Bore - 2 x new 250 kilolitres tanks and distribution. Total for Shire: $31, 640

City of Albany  Gnowellan Road Bore - New 250 kilolitre tank and distribution. Total for Shire: $15 820

Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 11 [of 12]

Sundries  Water Tank level monitoring x 14 systems: $22,120

Community Water Supply Program (2019/20 Round): $495,423

Broomeh ill- $68,421 Upgrading and installing additional pipelines between dams will Tambellup maximise the efficient transfer and use of harvested water within the town site and effectively drought proof the town. In particular, the newly sealed 3.57 hectares of CBH catchment for the CBH and Bignell dams which will generate an additional 13.96 megalitres per annum of water for town irrigation and emergency firefighting and livestock water. Geraldton $100,000 Project will improve infrastructure at three strategic non-potable bores located in the Mullewa region. These will be used to provide fit for purpose water for firefighting and rural unsealed roadworks maintenance. At each bore site a 173 kilolitre tank will be installed and fitted with new fast flow solar submersible pumps to improve filling capability. Pingelly $63,094 The project will take advantage of the increased sporting complex carpark/hard surface areas to optimise storm water harvesting. The channelling of crucial storm water to the Realm St Dam will assist in watering the grounds and the Town Oval for longer periods over summer as well as increasing supply for treatment and use on town resources. West Arthur $53,911 Project will reinstate the heritage listed old railway dam (Kylie Dam} to provide a non-potable water supply for firefighting emergency and livestock needs. Total $285,426 Round 1: Approved and in process.

Dumbleyung $42,560 Project will upgrade AA dam #401; "Tarin Rock Siding” since being handed vesting of the dam from the water Corporation recently. The project will enhance emergency non-potable livestock water supplies in the Kukerin area of the Shire that is prone to dry conditions and is not connected to the scheme pipeline. Kulin $100,000 Project will construct a new 25,000 cubic metre capacity dam along with an eight hectare roaded catchment. The dam will be located just off the Pingaring-Var1ey Road, on the outskirts of the Pingaring town to the east that is vulnerable to dry conditions. The new dam will be equipped with a new solar pump and 275 kilolitre capacity tank, along with a standpipe for farmers to easily access the water. Ravensthorpe $67,437 Project will upgrade the Fitzgerald Dam which is located to the eastern border of the Shire. The project will enhance emergency non-potable livestock water supplies in the Ravensthorpe area. The project will provide an extensive refurbishment to the approximate four and a half hectare catchment, with a large solar pump placed on the main dam to enable easy access for farmers and the Ravensthorpe Bush Fire Brigade to the 20,000 kilolitre capacity dam. A small refurbished solar pump on the small 5,000 kilolitre capacity dam will also be fitted with new solar panels and pipe infrastructure to be used as a backup source to fill the tank. Total $209,997 Round 2: Approved and in process

Other projects have been proposed for future funding rounds, including: Corrigin, Esperance. Carnamah, Coorow (primary school P&C), Koorda, Yearling, Trayning and Mukinbudin, Dalwallinu, Plantagenet.

Rural Water Council of WA (Inc) Minutes of the Meeting held 30 January 2020 Page 12 [of 12]

Rural Water Planning Western Australian funded schemes - payments for the current financial year to December 2019:

Total expenditure: $1,914,469.75

National On-Farm Emergency Water Infrastructure Rebate Scheme A three year Commonwealth Government scheme administered by the Department commenced in May 2019 and will end in June 2021. A rebate of 25 per cent is available for commercial farmers and pastoralists in Western Australia to cover costs associated with the purchase and installation of on-farm water including dam desilting and bore development for animal welfare needs and to improve resilience against stock water deficiency. Farmers can claim a maximum rebate of $25,000.

In December 2019 the rebate scheme was expanded to include horticulture (permanent plantings, eg orchards). The State Government is in discussions with the Commonwealth Government following a request for increased funding to accommodate the expanded scheme and high level of demand

Status (as of 20/01/2020):  471 applications received.  Total rebate payments applied for. $2,557,478.04 (estimate, excl GST).  Commonwealth funding currently allocated to support WA farmers over the life of the scheme is $4 million (from the $63 million National scheme fund).

Council Outstanding Resolutions Status Report Resolutions not included here can be assumed to have been satisfactorily completed or have become redundant by virtue of a more current resolution or action. Councillors aware of an outstanding resolution not completed that should be placed in this outstanding resolution report should contact the CEO. Red – New Strikethrough - Delete

RESPONSIBLE TIME MEETING ITEM/RESOLUTION ACTION REQUIRED RESPONSE OFFICER FRAME September 19 12/09-19 LAND That Council CEO FEB 20 DEVELOPMENT – 1. Continue with the Scheelite Street Subdivision as SCHEELITE STREET planned; 2. Engage the services of Resolute Australia Civil Contractors at the cost of $39,648.61 plus GST to perform the water extension for the Scheelite Street; 3. Authorise the additional expenditure (approximately $25,000) as an out of budget expense, funded by budget savings or Development Reserve transfer at year end. Works have commenced on the water extension/upgrades and should be completed by Friday 15th Nov. Power extension working on quotes.

October 2018 12/10-18 WATER That Council CEO June 19 CORPORATION 1. Discusses any public submissions received from the PRICING POLICY – community; COUNCIL OWNED 2. Seeks an extension of time to respond to the Water STANDPIPES Corporations Action Plan for Council Controlled Standpipes; 3. Request the Chief Executive Officer to attend the Rural Water Council meeting in Northam on Friday 19th October to raise Council’s issues with the new fee structure; 4. Reaffirm September motion to write to the WA Water Corporation opposing their proposed fee structure in remote parts of the eastern wheatbelt; 5. Reaffirm September motion to write to the Department of Water and suggest that as a result of the increased Standpipe water costs that they re-introduce the Farm Water Grants to allow effected landholders the ability to create on-farm water storage and water connections;

RESPONSIBLE TIME MEETING ITEM/RESOLUTION ACTION REQUIRED RESPONSE OFFICER FRAME Feb 2019 05/02-19 CEO – JP Nomination Application submitted in Feb 2019, Approved by Hon CEO Dec 19 Mia Davies, awaiting approval from the Attorney Generals Office. CEO’s Application approved with Attorney Generals Office awaiting notification for study component of course..

July 2018 12/07-18 Standpipe Controller That Council agree to install two (2) two solar powered CEO, WS Dec 18 standpipe controllers in Carrabin and Walgoolan, with Council transferring the $20k from the Trust account (George Road Water Extension) and contributes the difference of approximately $12k from Municipal Funds to complete the two stand pipes Council investigating alternative, cheaper solutions CEO finalizing purchase of Standpipe controllers Ex East and installation. Tanks on order as per budget.

Sept 2018 10/09-18 WATER That Council CEO Nov 2018 CORPORATION 1. Write to the WA Water Corporation opposing their PRICING POLICY proposed fee structure; – COUNCIL 2. Write to the Department of Water and suggest that as OWNED a result of the increased Standpipe water costs that they re- STANDPIPES introduce the Farm Water Grants to allow effected landholders the ability to create on-farm water storage and water connections; 3. Inform all ratepayers/farmers of the proposed changes to the WA Water Corporations fee structure and seek comment on the Shire proposed rationalisations by 15th October 2018. Issue raised with WALGA to be taken to Minister level

RESPONSIBLE TIME MEETING ITEM/RESOLUTION ACTION REQUIRED RESPONSE OFFICER FRAME

Dec 2017 10/12-17 Warrachuppin Road That Council CEO Feb 20 Realignment 1. Welcomes Ramelius Resources proposal to commence operations with the Greenfinch project in the mid to later stages of 2018. 2. Authorises the Chief Executive Officer to instigate the process for a resumption of land under the Land Administration Act in Reserve 14983. 3. Authorises expenditure to the Chief Executive Officer to commence the survey of the proposed road reserve, possible relocation of utility services (Telstra, Water) and possible new road design (if required) to enable a cost to be provided to Ramelius Resources for comment. Council have engaged the services of RoadsWest engineering to draw up plans and road design. Land resumption process has been commenced, waiting on Ministers desk. Delays in environmental approval. Approval DENIED from State Govt, Modified clearing application to be submitted by Ramelius to State Government. Application resubmitted, approval granted subject to 21 day appeals process completing on Friday 18th October 2019 Clearing permit approved, awaiting Road dedication prior to commencement of roadworks

RESPONSIBLE TIME MEETING ITEM/RESOLUTION ACTION REQUIRED RESPONSE OFFICER FRAME Sept 2017 10/09-17 Westonia Airstrip That Council authorise the Chief Executive Officer to CEO July 19 negotiate a fair price for the two areas of land to incorporate into the Westonia Airstrip and report back to Council at the October meeting. Offer and Paperwork to be discussed and finalized. The CEO has recently held discussions with Paul Sawyer of AD Astral Aviation in relation to some substantial development & improvements to the Westonia Airstrip to allow commercial flights in and out of Westonia. Waiting on response from Ramelius Resources. Additional discussion held with Ramelius regarding airstrip Apr 2017 17/04-17 Town Planning Scheme Currently seeking input from town planners in CEO Dec 19 relation to low cost solution Held discussions with Dept of Planning – there are willing to assist, spoke with Planner in Kellerberrin who is willing to assist. Result – reduced cost plan. Dept of Planning attended June Meeting to discuss TPS with work to commence in 2018/19. Planning Commission met with Council in March 2019 with partially completed TPS & Strategies for review by Council. Apr 2017 16/04-17 Westonia Airstrip Currently investigating, coincide with Kaolin St CEO July 19 Renaming. Apr 2017 15/04-17 Renaming of Egg Rock Currently seeking input from families prior to CEO July 19 Road & Kaolin Street advertising as per requirements

RESPONSIBLE TIME MEETING ITEM/RESOLUTION ACTION REQUIRED RESPONSE OFFICER FRAME Mar 2017 13/03-17 Review of Integrated Awaiting commencement date for Integrated Planning CEO Ongoing Planning Suite Suite review. Review undertaken from April 2018, presentation in Dec 2018. Community Strategic Plan due for adoption in April 2019. Commence Workforce Plan in April 2019. Oct 16 10/10-16 Adopted sea container CEO awaiting advise from new Health/Building CEO/Building Dec 19 policy formulated by the Surveyor in relation to extent of paperwork required Chief Executive Officer on in submitting “Building Application” for approval. the provision of sea Local Planning Policies via Town Planning Scheme containers in the Westonia to address issue. TPS due for adoption in December Townsite. 2019.

WORK SUPERVISOR’S REPORT

1. PLANT REPAIRS & MAINTENANCE The following repairs and maintenance were carried out since the last meeting. • Cat Grader – 2000Hr service.

2. CAPITAL ROAD WORKS • Council has completed the Boodarockin project with final sealing being carried out this weekend. Unfortunately some repair work is required to some sections of the road which was damaged during the storm events. This will involve the carting of gravel to secure shoulders for @ 6km between George and Daddow Roads and the repair of the bituminous surface on the Daddow Floodway which was still a bit green under the flood waters which resulted in some lifting. Considering the amount of rain in that area the road held up extremely well. • Council has progressed well with new road alignment with the completion of stages involving tree clearing, and removal of topsoil. To date yellow sand has been carted and levelled for the total length with low spots being repaired. The project will require another 3 more carts of sub-base material prior to the last 1 x cart of gravel pavement prior to seal. • Kerbing has been completed on sections of Pyrites, Kaolin and Quartz Streets which will assist with drainage issues to the surrounding properties. Photo Here

3. GENERAL ROAD MAINTENANCE • Council would be aware of the extensive storm event between 24 – 26 February. Significant rainfall was recorded at the following o Mal Nicoletti – 99mm o Dane Farina – 100mm+ o Dave Price – 97mm o Dan Barnet – 70mm There was extensive tree damage to the majority of the shire with 2 x loaders taking three and half days to clear debris from roads. Significant damage also occurred to various sections of road throughout the shire with an estimated cost of @ $200K. This is the amount Council is required to pay from their own proceeds prior to WAANDRA relief funding kicks in.

Below is a summary of roads affected with photo evidence for Councillor information.

1. Daddow Road Floodway (West of Boodarockin Road) Severe gravel scouring for 200m and rock edging washed away. 2. Daddow Road (East of Boodarockin Road) Shoulder and pavement gravel severely scoured. Drainage full of washed silt @ 3km 3. McDowall Road (South of Daddow Road) Gravel scoured from shoulder and pavement @ 1km 4. Koorda Bullfinch Road M040 (east of Boodarockin Road) Southern shoulder severely scoured for @ 800m 5. Boodarockin North Road (North of M040) Scoured shoulder and pavement for @ 1.5km. Large washout in road surface. 6. Morrison Road (East of Echo Valley Road) Scoured shoulder and pavement. Drainage full of washed silt. 7. Morrison Road (West of Echo Valley Road) Re-sheet required on floodway and re-establish drainage on road edge. 8. RP Fence North Road (South of Morrison Road) Scoured shoulder and pavement for @ 6km. Re-establish drainage. 9. English Road (3km East of RPF North Road) Scoured shoulder and pavement @ 2km. Floodway washed out and drainage needs repair. 10. Echo Valley Road (3km North English Road) Scoured shoulder and pavement for 3km. Drainage full of washed silt. 11. Warrachuppin North Road Floodway Lake crossing floodway severely scoured around headwalls @ 100m. Requires concrete slurry and gravel backfill. 12. Warrachuppin Road (From M040 heading South) Scour of shoulder and pavement @ 300m. Drainage full of silt. 13. Maxfield Road (Daddow heading north to M040) Scoured shoulders and pavement @ 600m. Floodway washed out. 14. Barnett Road (Begley to RPF Roads) 15. Scoured shoulders and pavement @ 1km. Floodway washed out. 16. Maxfield Road (Daddow to George Roads) Scoured shoulders and pavement @ 800m. 2 x Floodways washed out. 17. Begley Road (Leach Road heading North) Scoured shoulders and pavement @ 1km. 18. Wahlsten Road (Leach Road heading South) Scoured shoulders and pavement @ 800m. Drainage full of silt.

The maintenance grader is currently North of the M040 carrying out repairs to the affected roads mentioned above.

• South Walgoolan Road is still a major issue with significant damage being caused by Transplus and the Warrakirri sand operation. Council is not in the position to leave a grader there for their convenience to avoid the road damage!!

4. PRIVATE WORKS • Fred Faithfull – Mini Ex hire and sand sale.

5. TOWN MAINTENANCE • The RV dump point has been emptied by sullage contractor. • Wren Oil has emptied waste oil sites. • More concentration has been applied to the town oval with the upcoming community/cricket event on the Anzac Day weekend. • Garden beds @ Wanderers Stadium

6. OTHER. • Steve Norman has resigned his position as Town Maintenance/Handyman for the Council to travel. Steve was an extremely valuable member of staff and will be sorely missed for his versatility in undertaking any task. The position was advertised and Graeme Jones, a new resident of Westonia has been appointed to the position.

7. PLANT HOURS The following is a list of plant and vehicle kilometre and hour readings for the period ending 1.3.20

Item 1.2.20 1.3.20 P1 JOHN DEERE 770G GRADER 7,308hrs 7,411hrs P2 CAT 12M 4,100hrs 4,277hrs P3 PRIME MOVER (FREIGHTLINER) 125,923kms 129,500kms P4 ROAD TRAIN (FREIGHTLINER) 9,552kms 10,560kms P5 JOHN DEERE LOADER 1,915hrs 2,043hrs P6 MULTI PAC 9,107hrs 9,222hrs P7 MINI-EXCAVATOR 404hrs 437hrs P8 TELEHANDLER JCB 1,334hrs 1,380hrs P9 TOYOTA (MTCE UTE) 29,326kms 30,000kms P10 MITSUBISHI CANTER 43,975kms 44,549kms P11 TOYOTA HILUX (GARDENER) WT 35 57,000kms 58,247kms P12 JOHN DEERE (5100) 1,952hrs 1,962hrs P14 TOYOTA LANDCRUISER GXL (CEO) 12,763kms 17,378kms P15 TOYOTA PRADO GXL (W/SUPER) 12,101kms 17,333kms P16 TOYOTA RAV4 (ADMIN) 0kms 1,299kms P17 TOYOTA HILUX DUAL CAB 48,301kms 51,642kms P19 FAST ATTACK 7.706kms 7.795kms P20 FIRE TRUCK 5,764kms 5,776kms P18 WESSY BUS 111,817kms 112,068kms P21 DYNAPAC FLAT DRUM 1,625hrs 1,661hrs P22 KUBOTA RIDE ON MOWER (OVAL) 1,851hrs 1,852hrs P23 TOYOTA MINI BUS (WT COM V) 16,707kms 17,113kms P24 HAMM ROLLER 1,967hrs 2,100hrs P25 MICK’s BEAUT UTE 135,410kms 135,410kms P26 GO-GO MOBILE SWEEPER

TOURISM REPORT

WESTONIA SHIRE CARAVAN PARK:

The National Hang Gliders Association were back in Westonia from Thursday 20th of February 2020 until Sunday the 1st of March 2020. Having the Hang glider co-ordinator worked well this year, fees were paid on time activities organised and any issues on either side were dealt with as soon as they arose. Weather was not great this year as was last year for them but all in all it ran smoothly.

REPAIRS & MAINTENANCE

• Various minor repairs and maintenance ongoing.

FUTURE PROJECTS

• Unpowered Overflow/ Tent area – Weed matting and out lined sites

VISITOR FEEDBACK • Visitors are still loving the Caravan Park and town/ facilities. • Great value for money, best facilities in a caravan park they have seen in the whole of OZ! STATISTICS MONTHLY PARK INCOME

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

5000.00

4500.00

4000.00

3500.00

3000.00

2500.00

$/MONTH 2000.00

1500.00

1000.00

500.00

0.00

ANNUAL PARK INCOME

$12,016.92

$20,904.01 2014/15 $12,685.31 2015/16 2016/17 2017/18 $28,631.64 $24,544.45 2018/19 2019/20 $27,640.90

Percentage Increse or Decrease/Year

17% 9% 10% 2014/15 2015/16 23% 19% 2016/17 22% 2017/18 2018/19 2019/20

HOOD-PENN MUSEUM:

Not much to report at this stage we are still waiting on the out come of the mannequins. We are back open from 10am till 12pm on Weekends. We are occasionally, having issues with the museum doors on weekends coming open after closing. We ask for councillors and staff to please keep a look out, if doors are open when they shouldn’t be, please let myself or any staff member know. We have completed our annual high up clean, which we cannot have volunteers helping with, due to a number of OSH issues. We are currently looking at safer alternatives and may be purchasing a new safe ladder alternative in the future.

REPAIRS & MAINTENANCE • Footpaths and Carpark hot mix needs to go down before we can start getting the Volunteers to use the new door and close off the old one to become a façade’. • Safe Ladder RECENT PROJECTS • Lighting solutions. • Storage area restructure FUTURE PROJECTS • Painting and sealing of the floor in the new scene area (old storage area). • New scenes to be created in the existing space of the old storage room to tell the stories of our primary industries of which Westonia was founded on.

VISITOR FEEDBACK (Verbal and Visitor register) • Clean No dust! • Not cluttered • The best Museum they have visited on their travels. • Not over the top with things to read. • Visitor’s hearing about museum in Merredin, specifically the visitor’s centre, Spike Jones, railway & military museums. • Wheatbelt way and word of mouth still a big performer for us (getting quite more and more of the highway drop-ins) STATISTICS

MONTHLY MUSEUM INCOME

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

900.00 800.00 700.00 600.00 500.00 400.00 300.00 200.00 100.00 0.00

ANNUAL MUSEUM INCOME

$2,448.09 2014/15 $3,131.58 2015/16 2016/17 $2,904.06 $3,173.72 2017/18 2018/19 2019/20 $3,598.49 $3,649.52

Percentage Increse or Decrease/Year

13% 17% 2014/15 15% 2015/16 17% 2016/17 19% 2017/18 19% 2018/19 2019/20

Western Australian Government Pandemic Plan

March 2020

Publication copyright

This work is copyright. The Department of the Premier and Cabinet has no objection to this document being copied, downloaded, displayed, printed or reproduced in whole or in part, for personal, non-commercial use or use within your organisation provided there is due acknowledgement of any material quoted.

The Western Australian Government Pandemic Plan (WAGPP) will be updated as required. The latest version of the WAGPP will be available from the website of the Department of the Premier and Cabinet.

Amendment List

Amendment Details 1 July 2006 Initial issue as the Western Australian Government Human Influenza Pandemic Plan 2 November 2008 Revised to reflect the work of the Western Australian Government Human Influenza Pandemic Taskforce 3 April 2014 Revised to take account of developments in national and health plans since the 2009 H1N1 pandemic 4 March 2020 Revised and re-issued as Western Australian Government Pandemic Plan

Contents 1. Introduction ...... 1 1.1. Background...... 1 1.2. About this Plan ...... 2 1.2.1. Purpose ...... 2 1.2.2. Objectives of the WAGPP ...... 2 1.2.3. National planning framework ...... 2 1.2.4. Planning assumptions ...... 3 1.2.5. Emergency management framework ...... 3 1.3. Governance and operational arrangements ...... 4 Table 1. Possible Impacts of a Pandemic on Western Australia ...... 5 Table 2 – National and State priorities for prevention, preparedness, response and recovery ...... 6 Figure 1: High level Western Australian human epidemic governance arrangements and interaction with the Australian Government ...... 8 1.3.1 Roles and Responsibilities ...... 9 1.4. Legislation ...... 10 1.5. Ethical Framework ...... 10 2. Prevention and Preparedness ...... 12 2.1. Introduction ...... 12 2.2. Western Australia’s capability ...... 12 2.3. Health sector planning for a human epidemic ...... 12 2.4. Whole of Government planning for a pandemic ...... 13 2.5. Planning for Western Australian Government bodies ...... 13 2.6. Western Australian Government human resources and industrial relations issues 13 2.7. Planning for Local Governments ...... 14 2.8. Building community and individual resilience ...... 14 2.9. Planning for business, industry and non-Government organisations ...... 15 2.10. Preparedness for regional and remote Western Australia ...... 16 2.11. Surveillance, monitoring and reporting ...... 16 2.12. Border control ...... 16 3. Response...... 17 3.1. Response strategies ...... 17 3.1.1. Entry of a pandemic into Australia ...... 18 3.1.2. Infection control ...... 19 3.1.3. Social distancing ...... 19 3.1.4. Arrangements for schools and other educational facilities ...... 19

ii 3.1.5. Western Australian Government financial and supply arrangements ...... 20 3.2. Health case management ...... 21 3.2.1. Home quarantine and isolation ...... 21 3.2.2. National Medical Stockpile ...... 21 3.2.3. Vaccination ...... 21 3.2.4. Community support ...... 22 3.3. Communications and public messaging ...... 22 4. Recovery...... 24 4.1. Recovery approaches ...... 24 4.1.1. Community recovery ...... 24 4.1.2. Economic recovery ...... 25 Abbreviations ...... 26 Appendix A: Roles and Responsibilities ...... 27 Emergency management and pandemic planning structures and statutory positions in Western Australia ...... 27 Western Australian Government bodies and other relevant organisations – key and responsibilities for a pandemic ...... 29 Appendix B: Pandemic Planning Websites and Information ...... 34 ANNEXE 1: Information relating to COVID-19 ...... 36

iii 1. Introduction 1.1. Background

Pandemics are epidemics1on a global scale. For a communicable disease to have pandemic potential, it must meet three criteria:  humans have little or no pre-existing immunity to the communicable disease;  the communicable disease leads to illness in humans; and  the communicable disease has the capacity to spread efficiently from person to person.

The impact of a pandemic depends on how sick the virus makes people (clinical severity), the ability of the virus to spread between people (transmissibility), the capacity of the health system, the effectiveness of interventions and the vulnerability of the population. The Australian health management plan for pandemic influenza2 outlines possible scenarios (clinical severity being low, moderate, or high) and the differences in potential impact at each clinical severity level.

Pandemics are often, but not always, caused by influenza viruses. An influenza pandemic occurs when a new influenza virus subtype emerges, to which there is little or no immunity. In the absence of immunity, the new subtype can spread rapidly worldwide to become a pandemic, potentially causing high numbers of cases of severe disease and deaths. The pandemic strain eventually becomes one of the seasonal influenza viruses.

There have been several human influenza pandemics over the past hundred years. The Spanish Flu (1918-1919), Asian Flu (1957-1958), and Hong Kong Flu (1968-1970) were the most severe, causing millions of deaths worldwide. The H1N1 (‘Swine Flu’) pandemic in 2009- 10 was less severe. Despite the limited number of deaths compared to previous pandemics, the H1N1 pandemic put considerable strain on health authorities.

Coronaviruses (CoV) are a large family of viruses that cause illness that include the common cold. The World Health Organization (WHO) describes a novel coronavirus (nCoV) as “a new strain that has not been previously identified in humans”3. On 30 January 2020 the WHO declared the novel coronavirus (COVID-19) outbreak to be a “Public Health Emergency of International Concern”. On 28 February 2020 the WHO raised COVID-19 to the highest level of global risk.

Western Australia’s whole of government response is based on effective leadership, robust governance, useful and credible communication, and ongoing community engagement. The response is aligned with the response of other Australian jurisdictions, including the Australian Government.

Throughout this document the use of the term Western Australian Government (WA Government) is used to describe the Cabinet, the Executive Council and Public Sector Agencies. In many instances it is the responsibility of agencies to make decisions about response activities, rather than their Ministers.

1 The Centers for Disease Control and Prevention (https://www.cdc.gov/) state: Epidemics occur when an agent and susceptible hosts are present in adequate numbers, and the agent can be effectively conveyed from a source to the susceptible hosts. Endemic refers to the constant presence and/or usual prevalence of a disease or infectious agent in a population within a geographic area 2 https://www1.health.gov.au/internet/main/publishing.nsf/Content/ohp-ahmppi.htm 3 https://www.who.int/health-topics/coronavirus

1.2. About this Plan 1.2.1. Purpose

The purpose of the Western Australia Government Pandemic Plan (the WAGPP) is to outline the WA Government’s whole of government plan for protecting the community and minimising the impact of a human epidemic (of pandemic nature) on Western Australia. The WAGPP is flexible and aims to be applicable to mild, moderate or severe pandemics. The arrangements in the plan may be used as a whole of government plan for other health emergencies which do not reach but have pandemic potential.

The WAGPP supports the Western Australian health emergency management response to a human epidemic which is set out in the State Hazard Plan – Human Biosecurity.

1.2.2. Objectives of the WAGPP

The objectives of the WAGPP are to:  outline the Western Australian governance arrangements for, and approach to, minimising the impacts of a pandemic;  provide guidance on preparedness to the community (including households), businesses and government bodies; and  outline the roles and responsibilities of key government bodies in the event of a pandemic.

1.2.3. National planning framework

The WAGPP sits within the national planning framework for managing the risk of a pandemic. National arrangements are set out in:  the Emergency Response Plan for Communicable Disease Incidents of National Significance (the National CD Plan); and  the Australian Health Sector Emergency Response Plan for Novel Coronavirus (COVID-19) (the COVID-19 Plan)

The broad objectives of the national planning framework are to:  prevent the emergence of a potentially pandemic virus, to the extent possible;  minimise the spread of any new virus and, if possible, prevent a pandemic developing;  provide timely, authoritative and up to date information to the public, business, government bodies, and the media throughout the period of a potential or actual pandemic;  minimise the number of illnesses and deaths;  minimise any general disruption to society;  minimise economic consequences;  assist maintenance of essential services;  preserve continuity of essential government functions;  assist business continuity; and  aid pandemic recovery efforts.

1.2.4. Planning assumptions

It is not possible to predict the nature and severity of a pandemic. It is therefore important to incorporate sufficient flexibility in planning processes. Notwithstanding this, based on health authorities’ advice the following planning assumptions underpin the WAGPP.

 Susceptibility to a novel pandemic virus will be universal.  Sustained community transmission of a novel virus signals an imminent pandemic.  The pandemic may occur in several waves, with peaks of infection occurring months apart.  Risk groups for severe and fatal infection cannot be predicted with certainty but may include infants, the elderly, pregnant women, persons with chronic or immunosuppressive medical conditions, and Aboriginal and Torres Strait Islander peoples.  The spread of disease can be limited by prevention and preparedness actions.  The development and national delivery of an effective pandemic-specific vaccine may take many months.  If effective antiviral medications are available, their use may need to be targeted, in accordance with a nationally agreed approach, to try and prevent the spread of the disease and to treat those most at risk.  The impact of a pandemic could have significant health, economic, community and social impacts on Western Australia. Table 1 outlines some of these possible impacts.

1.2.5. Emergency management framework

Western Australia’s emergency management framework is overseen by the State Emergency Management Committee, which approves the State Emergency Management Policy and State Emergency Management Plan, and a number of State Hazard and State Support Plans on behalf of the Government.

Under the framework, a human epidemic emergency is managed under the State Hazard Plan – Human Biosecurity and relevant health plans. Other emergency management support plans are activated as needed, including those relating to public information, welfare services and recovery. The State Emergency Management Policy and State emergency plans and supporting plans are available from the State Emergency Management Committee website.

Planning for a human epidemic is based on the emergency management elements of prevention, preparedness, response and recovery. The description of preparedness and response stages as referred to in the CD Plan are:  Preparedness: No novel strain detected, or emerging strain under initial detection.  Response: o Standby: Sustained community person to person transmission detected overseas. o Initial action: Cases detected in Australia – information about the disease is scarce. o Targeted action: Cases detected in Australia – enough is known about the disease to tailor measures to specific needs. o Stand-down: Public health threat can be managed within normal arrangements. Monitoring for change is in place.

Key national and State priorities for each stage are set out in Table 2 – National and State priorities for prevention, preparedness, response and recovery National priorities are drawn from Appendix 1 of the National CD Plan.

1.2.6 Network of Personnel for Incident Management

The State Emergency Management Committee has agreed arrangements that allow agencies to better share resources at times of significant need for the State. These arrangements provide streamlined interoperability procedures sharing skilled resources as required for emergency management operations in Western Australia.

The arrangements are designed to meet extraordinary needs only and are underpinned by the guiding principles of:  Integration – ensuring a whole-of-Government and seamless approach to service delivery;  Collaboration – ensuring the advantages of working together as a whole public sector are maximised;  Flexibility – ensuring personnel have the ability to adapt to the dynamics of a changing environment as a result of an evolving hazard;  A shared workforce identity – ensuring community needs are met by collaborating and sharing resources across the public sector; and  Focus on community needs by the Public Sector – understanding the diverse and changing needs of the community through open communication across the public sector.

Provision of support under these arrangements is for specific organisational functions aligned to individual knowledge, skills and capability. Personnel providing support to the response or recovery management authority may be requested to perform functions in various locations across Western Australia. 1.3. Governance and operational arrangements

Comprehensive governance structures are in place across national and state levels of government to manage emergencies, including human epidemics / pandemics. The structures are outlined in the Australian Government Crisis Management Framework and CD Plan, and reflected in the WAGPP.

Figure 1 outlines the high-level generic governance arrangements for the WA Government’s management of its response to a pandemic and its interaction with inter-jurisdictional pandemic coordination arrangements. It is divided into the high-level governance for the health response and the whole-of-government response (i.e. the broader Public Sector’s response and consequence management), and reflects the State’s high-level emergency management arrangements. Figure 1 does not outline the interaction between these arrangements and other sectors (e.g. private sector, community sector and media sector).

Table 1. Possible Impacts of a Pandemic on Western Australia  Demands for health care related to the pandemic could be significant, even in a relatively mild pandemic, and may have a significant impact on the delivery

of non-pandemic related health care.  Special health care arrangements, such as the establishment of pandemic screening clinics for assessment of cases, may need to be activated.  Government and non-government organisations may be required to direct resources to support the Department of Health in order to maintain infection control policies (such as home quarantine), provide goods, personnel and security.

Health Impacts  In a severe pandemic, mental health issues may occur in the community as a result of dealing with illness or death among family members, interruption of critical community services, loss of employment, and financial losses. Community Impacts  Workplace absenteeism may threaten the continuity of essential community services.  People who are unwell may feel pressured to attend work for economic reasons.  Disruption to community life may result from measures taken to reduce the spread of infection by closing schools, businesses, and places of mass gathering etc.  Some community groups may have difficulty accessing and receiving services during a pandemic. Vulnerable groups will need increased support and

carers may be unable or unwilling to perform their usual role.  If there are a large number of deaths, there may be a need for increased support and counselling services for those who are bereaved. The State’s mortuary capacity may be impacted and funeral and burial services may need to be simplified, for example numbers attending funerals restricted.  Accommodation and support may be required for those in imposed quarantine or isolation.  Possible reduction in available volunteers and/or a need for volunteer agencies to manage a sharp increase in the number of spontaneous volunteer applications.  There may need to be changes to work practices and the work environment to limit the spread of disease (e.g. social distancing measures).

Social Impacts

Community andCommunity Social-emotional Impacts  Law and order issues may arise if people become anxious about the security and safety of their environment.  General anxiety and fear may lead to significant changes in behaviour (panic, avoidance, anti-social, blaming, isolating others).  Psychological support and reassurance needs will rise amongst both vulnerable people and the general population.  Adult behaviour may cause growing anxiety and fear in children and young people.  Social media will spread messages and accentuate fear amongst all age groups.  Certain locations (e.g. public places, workplaces, schools) may become stigmatised and avoided during and after the pandemic.  All economies are likely to experience negative impacts with some sectors experiencing significant downturns and markets experiencing significant

shocks.  Disruption of business activities, resulting in some business failure.  Loss of or reduction in employment.  Sudden shifts in supply and demand of goods and services.

Impacts

Economic  Reduced cash flow in the community as people stay at home or, due to reduced income, have less money to spend.  Flow on impacts on Australian financial markets from worldwide economic disruption.

Table 2 – National and State priorities for prevention, preparedness, response and recovery

National CD Plan WA Prevention:  Human disease surveillance programs  Environmental health programs to minimise risk of disease  Domestic immunisation programs transmission (such as provision of safe food and water;  Communicable disease prevention activities effective sewerage systems) (applicable to all stages)  Immunisation programs against vaccine-preventable  Establishment of infection control guidelines diseases  Screening at borders  Vector control programs, to prevent the transmission of vector-borne diseases  Preventable disease surveillance systems and initiation of control activities  Health promotion and education activities for health professionals and the public  Collaboration with national and international health agencies on disease prevention and control activities Preparedness:  Establish and exercise plans, legislation and  Develop plans and arrangements to manage human administrative frameworks necessary to support an pandemic emergencies effective response  Identify vulnerable populations and methods to access  Support containment activities (where feasible) these populations in a timely fashion, to provide advice and  Establish communication networks with essential support services providers  Community education  Establish pharmaceutical and protective equipment  Coordinate/control arrangements with other jurisdictions stockpiles  Gather and share information between stakeholders to promote preparedness to respond rapidly and effectively

Table 2 (continued) – National and State priorities for prevention, preparedness, response and recovery

National CD Plan WA

Response:  Implement and support health sector response Alert  Maintain essential government services  Monitor the situation to determine if the emergency can be  Regularly inform and engage the public, key dealt with at the local or district level, or if further action community groups and spokespeople required  Maintain essential services and liaise with providers  Link with Communicable Diseases Network Australia of critical infrastructure  Alert participating organisations of the potential need to  Implement business continuity plans as necessary become involved in the emergency response  Assess impacts and revise plans as needed  Implement measures to restore emotional and Standby psychological wellbeing  Stand up relevant operational groups including an Incident Support Group of agencies and organisations with response role under State Hazard Plan – Human Biosecurity  Notify and consult with Communicable Diseases Network Australia and the Australian Health Protection Principal Committee (AHPPC) Response  Appoint an Incident Controller (IC)  Activate the Public Health Emergency Operations Centre

Recovery:  Continue to provide measures to restore emotional  Implement recovery arrangements under the State and psychological wellbeing emergency management framework  Assist social and economic recovery  Activate State-level recovery arrangements to support  Restore essential and community infrastructure to coordination of community recovery in the social, normal service economic, natural and built environments.  Prepare for future waves  Activate the State Recovery Coordination Group, if needed.  Debrief and revise plans and arrangements.  Appoint a State Recovery Controller, if appropriate.  Develop a State-Level Recovery Plan, if appropriate

Figure 1: High level Western Australian human epidemic governance arrangements and interaction with the Australian Government

1.3.1 Roles and Responsibilities

The key roles and responsibilities for all levels of government prior, during and after a pandemic are detailed in the National CD Plan, and Western Australia’s State Hazard Plan – Human Biosecurity. These systems and processes are well developed, and are reviewed regularly. These roles and responsibilities include:

For the WA Government, to:  work with the Australian Government and other States and Territories to ensure national coordination;  work with local government, business and the community to support preparedness, implementation of response measures and recovery;  develop, maintain and exercise relevant health and emergency management plans (operational);  primary responsibility for the response to a communicable disease emergency within the State, including: o undertaking contact tracing; o coordinating distribution of antiviral drugs and disseminating protocols on the use of antivirals; o implementing social distancing measures as per national recommendations and local risk assessment; o implementing infection control guidelines and healthcare safety and quality standards; and o provide significant support to clinical services  establish and maintain public health services; manage state and territory government health resources to support the response, including (where applicable) a state/territory Medical Stockpile;  maintain essential and government services;  establish systems to promote the safety and security of people in aged care and other institutional settings;  support outbreak investigation and management in residential aged care facilities, schools, prisons and other institutions; maintain services to people with disabilities and residential and community aged care sector;  support community recovery and deliver support services, such as mental health services; and  coordinate the State’s public information strategy on the pandemic.

For the Australian Government, to:  determine, maintain and implement national policies, legislation and broad national strategies in close consultation with State and Territory Governments;  maintain national capabilities to deal with a pandemic;  coordinate international border health activities and immigration matters;  provide advice to travellers and assistance to Australians overseas;  provide nationally consistent guidance for health professionals;  coordinate the national public information strategy and operate the national call centre for providing emergency information to the public;  facilitate provision of Australian Government support to States and Territories;  as far as possible, maintain government services;  deliver government payments;  work with States and Territories to maintain essential services and other support services;

 work with other healthcare providers to set standards to promote the safety and security of people in aged care and other institutional settings, establishing and maintaining infection control guidelines, healthcare safety and quality standards; and  maintain cooperative relationships with the owners and operators of critical infrastructure to facilitate industry preparedness, continued operation, and recovery from a pandemic.

For Western Australian Local Governments to:  provide community leadership and support the maintenance of civil society;  maintain emergency management plans and capabilities under the State’s emergency management framework;  maintain business continuity plans to deliver essential services;  represent the interests of local communities and businesses in broader planning processes;  in partnership with State and Territory Governments, inform the public of planning, preparations, response and recovery activities;  work with State and Territory Governments to tailor public information to the needs of the community, particularly to support vulnerable groups; and  provide support with other local resources as requested by the SHEC or local State, Metropolitan or Regional Human Epidemic Control Centres4. 1.4. Legislation

Key legislation supporting emergency management of a human epidemic occurring in Western Australia includes the Public Health Act 2016 (WA), the Emergency Management Act 2005 (WA), the National Health Security Act 2007 and the Quarantine Act 1908. Other applicable legislation includes the Air Navigation Act 1920, Customs Act 1901, and the Privacy Act 1988.

The Public Health Act 2016 (WA) (PH Act) and Emergency Management Act 2005 (WA) (EM Act) provide powers that may be used to manage an emergency as a result of a human epidemic which requires a significant and coordinated response. Implementation of human epidemic management arrangements will rely on voluntary compliance and support, rather than legal enforcement to the greatest extent possible.

1.5. Ethical Framework

In the event of a pandemic, governments may need to make a number of difficult decisions about a wide range of response and recovery issues, including decisions about restricting individual freedoms and allocating limited resources. There may be conflicts between the needs and interests of individuals and those of the broader community, and a need to prioritise assistance to those in need of support.

The WA Government will ensure that the protection of the community as a whole is a primary focus of Government decisions, and ensure that any actions taken are based on evidence and expert advice, proportionate, equitably applied, and respect the rights of the individual. To the

4 The capability and commitment of each Local Government to undertake the tasks and meet the responsibilities identified in the State Plan should be confirmed by the HMA and detailed in the Local Emergency Management Arrangements (LEMA). This will ensure the varying capabilities of individual Local Governments are recognised and agreed to by all parties.

10 greatest extent possible, decisions and measures will be consistent with approaches in other Australian States and Territories.

Actions and decisions will be guided by the State Emergency Management Committee’s State Core Objectives:

People: Protect lives and wellbeing of persons Economy: Maintain and grow the State's productive capacity, employment and government revenue Social Setting: Ensure that there is public order, that people are housed and fed in a safe and sanitary manner and have access to social amenities including education and health services, and that things of cultural importance are preserved Governance: Ensure that there is, at all times, an effective and functioning system of government and societal respect for rule of law Infrastructure: Maintain the functionality of infrastructure, particularly key transport infrastructure and utilities required for community health, economic production and effective management of emergencies Environment: Protect ecosystem and biodiversity

2. Prevention and Preparedness 2.1. Introduction

Prevention and preparedness encompasses all activities aimed at preventing a pandemic and ensuring that Western Australia can effectively deal with a pandemic if it occurs. This includes the WA Government working with the Australian Government and other jurisdictions to develop plans to deal with an outbreak of a pandemic, and reviewing and updating these arrangements when appropriate.

The WA Government will work closely with other sectors including businesses and non- government organisations to effectively prevent, and plan for a pandemic. This work will complement planning for pandemic preparedness and business continuity of individual businesses and organisations.

2.2. Western Australia’s capability

Western Australia has the ability and capability to prepare for, respond to and recover from a pandemic situation. However, as the impacts of pandemics are generally unpredictable, WA Government agencies will take a flexible, collaborative approach to allow for the most appropriate actions to be taken. The development and maintenance of capability is shared across government agencies, outlined by key portfolio responsibilities.

2.3. Health sector planning for a human epidemic

The WA health sector’s responsibilities for public health planning generally derive from the PH Act and are distinct from emergency management planning under the EM Act which is the responsibility of the Hazard Management Agency (HMA). The health sector’s responsibilities include developing and maintaining strategies for:  surveillance, monitoring and reporting, including monitoring levels of epidemic or influenza-like illness in people attending hospitals and laboratory reports of diagnoses;  infection control, including isolation and quarantine of cases and their contacts, and protective measures and precautions for healthcare workers and non-health sector workplaces;  public health communications regarding the disease and effective ways to minimise the risk of infection;  support and assistance towards the Australian Government administration and distribution of national medical stockpile and medical stockpiles of equipment, personal protective equipment and medication. These resources will be deployed in accordance with agreed national principles and based on the level of risk of exposure to the epidemic disease and the ability to contain its further spread; and  administration and distribution, once it is developed, of a customised vaccine.

2.4. Whole of Government planning for a pandemic

The WAGPP outlines the whole of government planning for a pandemic. The Department of the Premier and Cabinet has responsibility for maintaining and reviewing this Plan.

The Department of the Premier and Cabinet also maintains a Continuity of Executive Government Plan to ensure continuity of leadership and strategic decision-making continues during emergencies.

2.5. Planning for Western Australian Government bodies

Western Australian public sector bodies are required to undertake a structured risk assessment process to identify the risks facing their organisations and to have business continuity plans to ensure they can respond to and recover from any business disruption. This requirement is detailed in the Public Sector Commissioner’s Circular 2015-03 Risk Management and Business Continuity Planning.

During an emergency such as a pandemic, WA Government agencies are responsible for maintaining core business, as best they can in the circumstances. Individual agency responses would be in line with their business continuity plans, this WAGPP, the State Hazard Plan – Human Biosecurity and other relevant plans.

To prepare and protect against the impacts of a health emergency decisions may be made prior to a pandemic reaching Western Australia. This may include cancelling non-essential travel and large gatherings, based on advice from health authorities.

WA Government agencies are encouraged to participate in emergency related exercises to test capability to respond. Plans should be reviewed and amended as appropriate. 2.6. Western Australian Government human resources and industrial relations issues

A pandemic may result in WA public sector organisations experiencing additional workforce pressures such as increased absences from work. Public sector employers should take a pragmatic and precautionary approach to managing work absences, with a view to promoting health and safety for individuals, others in the workplace and the public generally. The Public Sector Commissioner and Executive Director, Public Sector Labour Relations, Department of Mines, Industry Regulation and Safety, may issue instructions and circulars setting out additional measures to assist public sector employers in responding to pandemic- related workforce issues. Such measures will be informed by evidence about risk and agency demands, be authorised by the Public Sector Management Act 1994 (WA), the Government directly or under Premier’s Circular 2017/03 as appropriate, and will have undergone consultation with employers, other central agencies and unions as required. Publication, revision, and withdrawal of any instruction or circular will be clearly communicated to CEOs and agency human resources and employee relations contacts. Circulars are published on the Public Sector Labour Relations website www.commerce.wa.gov.au/labour- relations/circulars-departments-and-organisations. Commissioner’s instructions and associated material will be published on the Commission’s website at www.publicsector.wa.gov.au.

2.7. Planning for Local Governments

Under the EM Act local governments are responsible for ensuring that effective local emergency management arrangements are prepared and maintained for their district and for establishing Local Emergency Management Committees (LEMCs). The role of LEMCs includes advising and assisting local governments in relation to local emergency management arrangements, and liaising with public authorities and other persons in the development, review and testing of those arrangements.

Local governments have a critical role in endeavouring to continue delivering services and supporting the community at the local level during an emergency, representing the needs of local communities and businesses, and managing recovery afterwards.

2.8. Building community and individual resilience

Whilst no amount of preparation can prevent emergencies from happening, being prepared assists communities to respond to, and recover more swiftly from, an emergency. The National Strategy for Disaster Resilience (the Strategy) recognises that resilience to emergencies is a shared responsibility for individuals, households, communities, and governments.

Everyone has a responsibility to be prepared for and to assist in managing emergencies that may affect them, as well as having an important role in reducing the impacts and consequences. The WA Government encourages individuals, families and community groups to prepare for a pandemic.

2.8.1 Individuals and households

Western Australian households are encouraged to plan for all emergency situations that may affect them, including a pandemic, and consider how they can best prepare. It is suggested that households prepare for a possible prolonged stay at home by considering how they ensure there is two weeks’ supply of food and medication on hand for all residents and pets. It is expected that the drinking water supply will be unaffected during a pandemic.

Western Australians are encouraged to undertake good hygiene practices at all times, including proper hand washing techniques, and etiquette around coughing and sneezing. More good hygiene information can be found in Appendix A: Roles and Responsibilities.

Western Australians are also encouraged to access support networks, including neighbours, during an emergency such as a pandemic. Emergencies impact on the mental health of individuals in varying ways and individuals should seek and provide support where appropriate. Links to additional information can be found in Appendix B: Pandemic Planning Websites and Information.

2.8.2 Community

Local communities, the not-for-profit sector and relevant businesses should develop plans to enable continued delivery of community support services, particularly those where greater needs or risks may be present during a pandemic. Such plans may encompass a broad range of needs fundamental to minimising the impacts of a pandemic, including information, food, income support, debt management, counselling and personal support needs.

2.8.3 At-risk groups

At-risk groups and those with special needs could be especially vulnerable during a pandemic. At-risk groups will be confirmed by the Communicable Diseases Network Australia when more is understood about a virus, however it is expected that at-risk groups will be at an increased risk of complications of a pandemic due to pre-existing health conditions, locality, communication challenges for example.

According to the Australian Immunisation Handbook (10th Edition 2015), and as reflected in the Australian Health Management Plan for Pandemic Influenza (AHMPPI), at-risk groups may include5:  Pregnant women;  People who are immunocompromised;  People with: o Chronic respiratory conditions o Cardiac disease o Downs syndrome o Diabetes mellitus o Chronic renal failure o Chronic neurological conditions o Alcohol dependence o Haemoglobinopathies (for example haemophilia and sickle cell disease) o Chronic inherited metabolic diseases;  People who are obese;  Children receiving long-term aspirin therapy;  Aboriginal and Torres Strait Islander peoples;  Children aged less than five years; and  People aged over 65 years.

People living in close communities, such as prisons, nursing homes and boarding homes may also be more vulnerable, as may people living in remote communities, and people from culturally and linguistically diverse backgrounds. 2.9. Planning for business, industry and non-Government organisations

All Western Australian businesses and organisations are encouraged to ensure that their business continuity management practices incorporate pandemic planning. Pandemic planning and preparedness resources and links for business, industry and non-Government organisations are available in Appendix B.

A pandemic may impact the availability of staff, including staff required to maintain critical functions. A pandemic may also result in disruptions to the availability of supplies, materials and services from subcontractors or other suppliers. Demand for services may also be affected. Fuel and energy supplies to some locations may be disrupted at times, and the movement of people, imports and exports may be restricted or delayed by quarantine measures, both within Australia and overseas. It is important for businesses and organisations to consider the health, safety, and welfare of employees before and during an emergency, and ensure strong, timely communications to staff and clients, customers and stakeholders.

5 Drawn from the Australian Health Management Plan for Pandemic Influenza, available from https://www1.health.gov.au/internet/main/publishing.nsf/Content/ohp-ahmppi.htm

2.10. Preparedness for regional and remote Western Australia

Western Australia’s regional and remote communities face particular challenges in preparing for a pandemic, including in relation to transport, health service delivery and communications.

Western Australia has a number of rural and remote Aboriginal communities in the State’s far north and eastern Goldfields. On average, Aboriginal and Torres Strait Islander people have significantly poorer health than the general population and, if exposed, may be more likely to develop infections such as pandemic influenza than other Australians. Remote communities also face challenges with road access, housing, essential services (such as water, power and sewerage) and access to telecommunications.

A number of State agencies have a role in the development and implementation of plans to manage a pandemic affecting remote Aboriginal communities in Western Australia. The Department of Health provides primary health care for Aboriginal and Torres Strait Islander people in many remote communities. The Department of Communities manages housing for remote Aboriginal communities in Western Australia, also has direct service access into these communities.

Under the EM Act, local governments are responsible for ensuring that effective local emergency management arrangements are prepared and maintained for their districts, including arrangements for remote Aboriginal communities within their local government areas.

LEMCs and District Emergency Management Committees (DEMCs) established under the EM Act have a key role in emergency management planning for Aboriginal communities. These Committees bring together representatives of key government and non-government organisations within a district to assist in the development of effective local emergency management arrangements.

2.11. Surveillance, monitoring and reporting

The emergence and spread of a pandemic overseas is monitored by the Australian Government Department of Health. When a novel virus emerges either overseas or within Australia, the Western Australian Department of Health (WA Health) will use pre-existing monitoring and surveillance networks to help detect, report and monitor possible cases within the State. Definitive laboratory tests will be used to detect and characterise the new virus subtype and to differentiate a pandemic strain from other circulating infections.

2.12. Border control

Enhanced border surveillance may be instituted in Western Australia when there is sufficient evidence of the occurrence of human-to-human transmission of a novel virus anywhere in the world. This will involve the implementation relevant plans by the Australian Border Force and WA Health.

WA Health undertakes preparedness activities, in support of Australian Government quarantine planning, including training border nurses to undertake screening at key air and sea ports.

All Western Australians are advised to refer to the Australian Government’s Department of Foreign Affairs and Trade’s Smartraveller website at www.smartraveller.gov.au for information about international travel advice and restrictions.

3. Response

3.1. Response strategies

All individuals and organisations have an important role to play in reducing the impacts and consequences of an emergency. It is important all Western Australians support the response to a human pandemic by monitoring official information sources such as the Australian Government and WA Health websites, and by complying with official directions from WA Health and emergency management authorities.

Once the WA Government is informed about the emergence or the potential for the emergence of a human epidemic, arrangements set out in the State Hazard Plan – Human Biosecurity and other health emergency plans may be activated.

The WA Government will manage its response in accordance with advice from the WHO, the State Human Epidemic Coordinator and WA Health and the State Emergency Coordination Group. This will be done in consultation with the Australian Government and other jurisdictions.

The health response will be managed by WA Health within the Western Australian public health and emergency management arrangements. The objective of the health response is to minimise cases and deaths until such time as a customised vaccine is developed and administered to the Western Australian population.

The roles and responsibilities of WA Government organisations with respect to human epidemics / pandemics are outlined in Appendix A. These roles and responsibilities are drawn from emergency management arrangements and whole of government responsibilities.

Western Australia’s high-level pandemic response governance arrangements are outlined in Figure 1.

Implementation of measures would consider what is known about the virus, the vulnerability of the community, and current resource availability. Decisions would be made with guidance and support from AHPPC, the Australian Government, Chief Health Officer and other relevant parties. The WAGPP supports these response arrangements, and will not require formal activation as such as many of the arrangements are occurring on a continuing basis.

As outlined in 1.2.5 (Emergency management framework) above, the key priorities for the response stage within the National CD Plan are:  implement and support health sector response;  maintain essential government services;  inform and engage the public, key community groups and spokespeople;  maintain essential services and liaise with providers of critical infrastructure;  implement business continuity plans as necessary;  assess impacts and revise plans as needed; and  implement measures to restore emotional and psychological wellbeing.

State Government

Other States Local and Government Territories

Western Australia's prepardness and response Emergency for pandemics Community Services

Business, Industry, Australian Non- Government Government Organisations

3.1.1. Entry of a pandemic into Australia

Once a pandemic virus enters Australia, the first step will be attempt to contain the outbreak and to minimise transmission of the virus and its impacts. Many of the actions taken as part of the prevention and preparedness stage will be continued into the response stage for as long as Australian Government and relevant State Health authorities consider necessary.

Border screening and control measures may be increased to respond to a growing pandemic. Travel restrictions may be put in place and travellers may be unable or unwilling to return to their home countries. The Western Australian Department of Communities, which is responsible under the State’s emergency management arrangements for the management of welfare services during emergencies, will, upon formal request, support the Department of Foreign Affairs and Trade in coordinating support to stranded travellers in affected areas. WA Health will continue monitoring and surveillance.

In the response stage, the focus of communications and public information will be on health promotion campaigns, the location of designated health care facilities, help and emergency numbers and websites, and the introduction of any social distancing measures including those affecting schools, events and other crowded places.

3.1.2. Infection control

Health authorities advise that there are simple steps that everyone can take to minimise the spread of infection during a pandemic. These include frequently washing hands with soap and water or using a hand sanitiser, staying away from people who are coughing and sneezing and avoiding touching one’s face.

Information can be found on the WA Health’s website www.health.wa.gov.au. WA Health will provide updated information on preventative measures once more is known about the epidemiology and behaviour of a virus.

3.1.3. Social distancing

‘Social distancing’ refers to reducing normal physical and social interaction in order to slow the spread of a pandemic. Such measures may either be prescribed by government or voluntarily adopted by individuals or organisations. Possible social distancing measures include:  temporary closure of child care facilities and schools, and/or changes to business as usual events such as cancellation of large gatherings such as sports carnivals;  restrictions on, or cancellation of, public transport;  cancellation or postponement of public events where many people gather;  special arrangements for shopping hours to avoid overcrowding; and  encouragement for people to avoid crowded places, keep at least one metre distance from others, and practise personal infection control measures.

It is likely that the implementation of social distancing measures will vary amongst jurisdictions depending on the nature and location of an outbreak. The rationale for implementing such measures will, however, be consistent across jurisdictions where practicable.

In the event of a pandemic, the WA Government’s approach will be to continue normal operations for as long as feasible in order to minimise the impact of social distancing measures. For example, the closure of child care services and schools will have an immediate impact on the community and economy if parents are unable to attend work. Closures and restrictions will only be implemented if and when, on the basis of expert health advice, they are deemed necessary to protect the health and safety of the Western Australian community.

All businesses and organisations are encouraged to review working from home arrangements, leave provisions and other employment arrangements as part of their business continuity planning, to ensure that they are prepared and able to implement social distancing in their workplace. 3.1.4. Arrangements for schools and other educational facilities

Decisions relating to management of schools and other educational facilities in Western Australia during a pandemic could have significant social community and economic impacts. When a pandemic strain is circulating overseas, school trips to affected countries may be postponed or cancelled to minimise risk, or educational facilities may be closed.

The Department of Education develops and implements pandemic planning for public schools, and manages public education sector response to directions for school closures during a pandemic, as well as liaising with the private and independent education sectors.

The following information is intended to assist Western Australian schools, Vocational Education and Training (VET) institutions and tertiary institutions to develop their own plans to prepare for, and respond to, a pandemic:

 Decisions on closures of educational facilities in Western Australia during a human pandemic are the responsibility of the WA Government, and will only be made if and when necessary. The WA Government will work with the non-government school sector.  Decisions on closures of educational facilities will be based on assessment of the risk of spread of infection and the severity of the illness, not in response to a pre-determined trigger, and will be periodically reviewed with the aim to reopen facilities as soon as possible to minimise social, community and economic impacts.  Closures may need to be implemented early and robustly to be effective in minimising the spread of a pandemic, but this will only be done upon expert advice.  Closures may be to a single school, groups of schools or all schools in Western Australia.  Communication and engagement with stakeholders and the community will be undertaken where possible, to support the decision-making process.  Closure of educational facilities does not necessarily mean a complete cessation of educational programming for students. Educational facilities should plan to continue education delivery by remote means to the greatest extent practicable.  During a period of school closure, school facilities will only be used for pandemic response activities where that is the best available option. Appropriate hazard management processes will be in place to ensure the it is safe for students and staff to return when appropriate.

3.1.5. Western Australian Government financial and supply arrangements

During pandemic response or recovery activities Western Australian public sector bodies are initially required to absorb the cost of these activities into their existing budgets. If emergency management agencies involved in response and recovery activities are unable to absorb costs associated with these activities, it is possible that other arrangements can be made in accordance with the arrangements set out in the State Emergency Management Policy and the State Emergency Management Plan.

Where public sector bodies are unable to absorb these costs, an application for supplementary funding may be made. Treasurer’s Instruction 302 – Supplementation of Appropriations sets out these arrangements and may be found in the Financial Administration Bookcase. To make these arrangements, early and regular engagement between the affected public sector bodies and the Department of Treasury should occur.

Public sector bodies should consider any additional expenditure pressures they may expect to face in a pandemic in the preparedness stage and plan appropriately.

In the case of supply chain shortages, agencies can request priority assistance for the supply of critical goods or services. The State Emergency Coordination Group will prioritise agencies with the highest need and advise the Department of Finance of these priorities. The Department of Finance would work with agencies and whole of government suppliers in line with these priorities.

3.2. Health case management

Health plans outline how people who are infected with a pandemic illness, or who are exposed to others infected by pandemic illness, will be cared for. Information on the assessment and treatment of pandemic cases will be widely publicised by WA Health. 3.2.1. Home quarantine and isolation

In the early stages of a pandemic, people confirmed to be at risk or infected with the virus may be given antiviral medicine (if available) and required to stay at home or, if severely ill, isolated in a hospital until recovered. The nature and scale of these measures will be based on the severity of the pandemic. Health authorities may trace recent contacts of people infected with pandemic illness, provide them with antiviral medicine (if available) and advise them to stay at home for a specified period. Quarantine or isolation measures could play a significant role in reducing the risk of transmission between infected and non-infected individuals.

Families and households should ensure that they have emergency supplies on hand that will assist them to respond to and recover from any emergency from which they are at risk. This includes being prepared to stay at home if needed for a period in quarantine or isolation.

During a human biosecurity emergency, the State Emergency Welfare Plan (interim) may be activated to assist with the provision of welfare support services. These services may be extended to those individuals, their family household, and others who have been placed under home isolation or quarantine as part of the emergency response. The provision of these services will be prioritised by the Department of Communities in consultation with WA Health.

Further, everyone can play an important role in helping family members, friends, neighbours and vulnerable people in their communities. This could include assisting with delivery of meals, food and other supplies and staying in regular phone contact.

3.2.2. National Medical Stockpile

The Australian Government Department of Health is responsible for the deployment of equipment and medication from the National Medical Stockpile, in accordance with nationally agreed principles. Access to medication and equipment in the stockpile will be based on the level of risk of exposure to the pandemic illness and the ability to contain its further spread.

3.2.3. Vaccination

The time needed to develop and produce a customised vaccine in sufficient quantities is likely to be many months in a pandemic situation. Western Australia will then receive a supply proportionate to the population and risk. Once a vaccine available, vaccination will be carried out by health care providers and, if established, public vaccination clinics.

WA Health will distribute and administer the pandemic vaccination program in accordance with the national arrangements. Priority groups to receive the initial doses of vaccine will be determined at the time, taking into account the infectiousness of the pandemic virus and its impact on different population groups.

3.2.4. Community support

A severe pandemic could create a high level of demand for community support services in all affected areas. Many community support services provided by WA Government bodies, local governments and non-government organisations will need to continue, including personal care and delivery of food supplies to the elderly and disabled. Less essential community services, such as children’s playgroups, youth centres and recreational activities, may not be able to continue due to social distancing measures or staff absenteeism. All organisations which provide community services should maintain business continuity plans which identify their essential services and develop strategies to maintain them during a pandemic.

In addition to regular users of community support services, there is likely to be increased demand due to those directly affected by the pandemic. This may include people who need support to remain in home quarantine; financial and other support for people who have suffered a loss of income due to workplace closures or business shutdowns; and bereavement and grief counselling. Community support providers should identify means to increase essential service capacity, to the greatest extent possible, in the event of a pandemic.

As the resources of service providers may be under significant strain during a pandemic, the provision of community support will be a shared responsibility between individuals, the community, the Department of Communities under the State Emergency Welfare Plan (interim), and all levels of government.

To this end, all Western Australians should take responsibility for preparing to care, not only for themselves, but also for their family and vulnerable people in their community to the greatest extent possible.

During the response phase, the State Emergency Welfare Plan (interim) may be activated to coordinate emergency welfare support to individuals and families who are in significant need during a pandemic and do not have the necessary support networks. Depending upon the scale of the pandemic this support may require prioritisation on the basis of the greatest need of assistance.

The emergency welfare arrangements are supported by a number of volunteer organisations. Volunteer management during a pandemic, including registration and placement of new volunteers over a prolonged period, will require cooperation between government and non- government organisations.

3.3. Communications and public messaging

Communication that is clear, consistent, regular and reliable, is a key component of the WA Government’s arrangements for each stage of a pandemic. This includes public information activities, information sharing and engagement with stakeholders and sectors, and communications within WA Government.

Clear, accurate and timely information is essential to support communities. It’s important the public understand the current situation, risks and what they need to do to protect themselves. Communication that provides advice and assurance about the continuity, changes to, and recovery of both government and essential services is critical.

Key communication principles, drawn from the National CD Plan6, include:

6https://www1.health.gov.au/internet/main/publishing.nsf/Content/DD8490093CA39594CA25834D0014EF99/$File/Nat-CD-Plan- Nov18.pdf

 openness and transparency;  regular and timely provision of tailored information;  two-way communication;  specific engagement methods with vulnerable groups; and  flexible selection of methods appropriate to the situation at the time.

Western Australia’s whole of government communications strategy for a particular pandemic will apply these principles.

Under the State’s emergency management framework, the HMA for Human Epidemic, (the State Human Epidemic Coordinator, Department of Health) is responsible for the development, management, and coordination of public health information during a public health emergency. The HMA will be supported by the public information coordination arrangements in the State’s emergency management framework. Public communications will be consistent with any public statements issued by the AHPPC, and Western Australians will be encouraged to utilise National and State telephone information lines and websites.

Information sharing is also critical to provide a consistent and effective whole of government response by supporting better resource coordination and providing relevant, informed information and advice to decision makers. Communication with the broader public sector is also important to ensure all public servants receive the most up to date advice on human resources related issues and prevention methods etc.

Information to specific groups in the community will need to be coordinated and tailored depending on needs. Special consideration will need to be provided for at risk groups, or those with specific needs.

Communications through public information channels, such as the media and digital media, play an important role in shaping the narrative and therefore perception of risk. It is an important tool for community awareness and response.

Throughout the process the communication strategy will be adapted and refined to reflect and address identified issues, feedback and concerns.

4. Recovery

4.1. Recovery approaches

Recovery is the coordinated process of supporting communities affected by an emergency in the reconstruction of infrastructure and the restoration of emotional, social, economic and physical well-being. Unlike most emergencies, a pandemic will spread over a wide geographic area, over a period of months. Assistance may therefore need to be provided to affected people and communities over an extended period of time. Long-term recovery may also be complex and protracted. The focus of recovery activity will not be clear until the impacts of the pandemic are known.

Recovery will require government, businesses, community and individuals to work together to support those affected. The focus of recovery will be to:  restore services and provision of basic functions such as food, water, shelter, income and utilities where these have been disrupted;  assist communities to access those basic functions; and  promote community and individual wellbeing and resilience.

The EM Act prescribes that local governments are responsible for managing recovery following an emergency affecting the community in their districts. Local emergency arrangements should include local recovery plans to maximise the effectiveness of recovery efforts following an emergency.

In the event of an emergency requiring State-level coordination of the recovery, or an interstate or international emergency that impacts on Western Australian communities, the WA Government will assume responsibility for coordinating recovery process in accordance with the arrangements set out in the State Emergency Management Policy and the State Emergency Management Plan. This higher-level coordination will ensure that all affected local government areas have equitable and appropriate access to available resources. The management of recovery activity will still be determined at the local level.

The WA Government will also work with the Australian Government and other States and Territories to coordinate national approaches to recovery.

Following a pandemic, the WA Government will undertake a review of the State’s pandemic response. Each emergency situation varies and requires tailored responses, however, there will be key lessons Western Australians can learn and apply in future situations.

4.1.1. Community recovery

Measures to support community recovery following a severe pandemic may include:  ensuring a return to normal delivery of services as soon as possible, consistent with risk and capacity. Steps such as re-opening schools and child care services after a period of closure will have a significant impact in restoring normal social functioning;  providing care and support to vulnerable groups; and  maintaining essential community services.

4.1.2. Economic recovery

The goals of economic recovery are to maintain or restore household incomes, assist businesses in maintaining or restoring their operations, and assist people who have lost their livelihoods through retraining and re-employment. The actual economic impacts of a pandemic will depend on the nature and severity of the pandemic, and recovery will require flexible responses that take account of local impacts.

The WA Government will work collaboratively with other governments to support economic recovery should a pandemic have significant economic impacts. Building resilience through the promotion of business continuity management and an awareness of the risk and possible impacts of an influenza pandemic will help to support economic recovery following a pandemic. Strategies include:

 encouraging the development and implementation of business continuity plans by Western Australian businesses (see Appendix B);  income assistance (as co-ordinated by the Australian Government); and  maintaining effective communications with business and industry throughout, and following a pandemic.

By putting recovery plans in place early, Western Australians will be better prepared to meet the challenges that may arise from a human influenza pandemic and will help return to normal life as quickly as possible.

Abbreviations

AHMPPI Australian Health Management Plan for Pandemic Influenza AHPPC Australian Health Protection Principal Committee

Cth Commonwealth

CMO Chief Medical Officer of Australia

COVID-19 Plan Australian Health Sector Response Plan for Novel Coronavirus (COVID-19) DEMCs District Emergency Management Committees

EM Act Emergency Management Act 2005 (WA)

HMA Hazard Management Agency – for Human Epidemic the HMA is the State Human Epidemic Coordinator LEMCs Local Emergency Management Committees

National CD Plan Emergency Response Plan for Communicable Disease Incidents of National Significance PH Act Public Health Act 2016 (WA)

SDC State Disaster Council

SEC State Emergency Coordinator (Commissioner of Police)

SHEC State Human Epidemic Coordinator, Department of Health

SECG State Emergency Coordination Group

SEMC State Emergency Management Committee

WA Western Australia

WAGPP Western Australian Government Pandemic Plan

WHO World Health Organization

Appendix A: Roles and Responsibilities

Emergency management and pandemic planning structures and statutory positions in Western Australia

As outlined in the Emergency Management Act 2005 (WA), State Emergency Management Police, State Emergency Management Plan and other documents:

State Disaster Council (established if a State of Emergency is declared) – s.64 of the EM Act  liaise with the State Government and the State Emergency Coordination Group in relation to the state of emergency  provide prompt and accurate advice to the Government and the State Emergency Coordination Group in relation to the state of emergency  to provide support for the Government and the State Emergency Coordination Group in relation to the state of emergency  to liaise with the Australian Government as required  to perform any other functions as directed by the Premier

State Emergency Coordinator (Commissioner of Police)  Coordinate the response to an emergency during a state of emergency  Provide advice to the Minister in relation to emergencies  Provide advice to the State Disaster Council during a state of emergency  Provide advice and assistance to the Hazard Management Agency as appropriate  Carry out other emergency management activities as directed by the Minister

State Emergency Coordination Group (activated by the State Emergency Coordinator if a state of emergency is declared (s.26(1) of the EM Act) or by the State Emergency Coordinator at the request of or in consultation with the HMA if an emergency occurs or is imminent (s.26(2) of the EM Act)  Ensure the provision of coordinated emergency management by public authorities and other persons  Provide advice and direction to public authorities and other persons to facilitate effective emergency management  Liaise between emergency management agencies and the Minister

State Emergency Management Committee – s.14 of the EM Act  Advise the Minister on emergency management and the preparedness of the State to combat emergencies  Provide direction, advice and support to public authorities, industry, and the community in order to plan and prepare for an efficient emergency management capability for the State  Provide a forum for whole of community coordination to ensure the minimisation of the effects of emergencies  Provide a forum for the development of community-wide information systems to improve communications during emergencies  Develop and coordinate risk management strategies to assess community vulnerability to emergencies  Perform other functions given to the SEMC under the EM Act or prescribed by regulation

State Recovery Coordination Group  assess the assistance required by the affected communities  assist the local government(s), local recovery coordinator(s), and Local Recovery Coordination Group(s) to implement the local recovery plan

State Welfare Emergency Committee  Enable inter-agency collaboration and joint approaches to providing personal support to the whole community

District Emergency Coordinators – s.30 of the EM Act  Provide advice and support to District Emergency Management Committees for the in the development and maintenance of emergency management arrangements  Carry out emergency management functions in accordance with the directions of the SEC

District Emergency Management Committees  Assist in the establishment and maintenance of effective emergency management arrangements for the district

Local Emergency Coordinators – s.37(4) of the EM Act  Provide advice and support to Local Emergency Management Committees in the development and maintenance of emergency management arrangements  Assist the Hazard Management Agency in the provision of a coordinated response during a pandemic emergency in the local district

Local Emergency Management Committees – s.39 of the EM Act  Advise and assist the relevant local government in ensuring that local emergency management arrangements are established for its district  Liaise with public authorities and other persons in the development, review and testing of local emergency management arrangements  Carry out other emergency management activities as directed by the SEMC or prescribed by the regulations.

Local government authorities  Ensure that effective local emergency management arrangements are prepared and maintained for their districts  Manage recovery following an emergency affecting the community in their districts  Ensure continuity of essential local government services  Work with the WA Government in supporting national arrangements outlined in the National CD Plan.

Public Health Emergency Operations Centre (PHEOC)  Oversee the public health activities of the Metropolitan and Regional Human Epidemic Coordination Centres, including oversight of disease surveillance, data management, and public health management of infected persons, and supports the SHEC and the SHETAG.

State Health Incident Coordination Centre  address strategic management of an incident/disaster as well as facilitating management of state-wide events  during a human epidemic, hospital, clinical health service, and non-public-health sector responses will be coordinated by the State Health Incident Coordination Centre, in conjunction with the State Human Epidemic Controller

 develop a State-Level Recovery Plan specifically for the emergency and coordinate the most effective use of government and non-government resources to implement that plan  advise the Premier, Minister Controlling Agency/HMA and the State Emergency Coordinator (SEC) on the conduct and progress of recovery  identify and recommend, if necessary, specific assistance measures for consideration by the State government  coordinate the State-level non-government organisations, in consultation with the LRCG(s)

Western Australian Government bodies and other relevant organisations – key and responsibilities for a pandemic

Roles and responsibilities listed below reflect key agency responsibilities in support of broader whole of government preparedness and planning for a pandemic as well as specific roles and responsibilities assigned under the State’s emergency management arrangements as they relate to a pandemic.

All Public Sector Bodies  Undertake a structured risk management process and develop business continuity plans to support the continuity of critical organisational functions in the event of emergencies as required by the Public Sector Commissioner’s Circular 2015-03 Risk Management and Business Continuity Planning.  Review agency plans and develop specific measures to address the likely impacts of a pandemic on staff health and absenteeism  Participate in or appoint liaison officers to emergency management committees and groups in accordance with the State’s emergency management framework, as required

Australian Red Cross Blood Service (ARCBS – WA)  Provide blood and blood products if required for the treatment of infected individuals  Assess the transmissibility of the epidemic agent by blood transfusion, and take action to prevent transmission  Provide specialist consultation on transfusion medicine if required.

Australian Health Protection Principal Committee  Provide national coordination of emergency operational activity in health responses to disasters and health protection issues of national significance, including epidemics.

ChemCentre WA  Provide, maintain and operate a mobile response laboratory and provide expert technical advice  Provide a written report and/or participate in post operation debriefs on the emergency, as required

Communicable Diseases Network Australia  Develop national policy and coordination of national response to communicable disease threats.  Provide expert technical and scientific advice regarding control of communicable diseases in humans

Department of Communities  Provide staff and operate welfare emergency coordination centres at the State and local- level  Coordinate all welfare resources used during emergencies  Supply welfare-related assistance to affected communities and coordinate other welfare and non-government support agencies, as required  Assist people who have been placed under home quarantine or isolation, their family household and others during a human epidemic  Prioritise the care of children and dependents of deceased or seriously ill individuals  Coordinate services requested through the Australian Government Plan for the Reception of Australian Citizens and Approved Foreign Nationals Evacuated from Overseas  Activate and chair State Welfare Emergency Committee as required  Liaise with child care service providers to support response to directions to close during a pandemic  Develop and implement planning for continuity of essential disabilities services including care facilities and group homes

Department of Education  Develop and implement pandemic planning for public schools  Assist with the provision of information to school leaders, school staff, students and parents  Assist with the provision of health services including but not limited to use of school facilities for mass vaccination and medication distribution  Support implementation of disease control measures such as home isolation and home quarantine  Liaise with the Catholic Education Office and the Association for Independent Schools in Western Australia to allow a collaborative education sector approach

Department of Finance  Support agencies in the procurement of emergency goods, services and, if required, appropriate temporary building facilities  Maintain effective communications with business and industry throughout, and following a pandemic

Department of Fire and Emergency Services  Coordinate State-level recovery arrangements  Chair State Recovery Coordination Group, if established  Assist ChemCentre WA personnel with respect to contaminated site entry, sample collection and agent identification  Facilitate contaminated site entry for ambulance personnel to undertake, patient triage, treatment and rescue  Undertake mass decontamination procedures, as required

Department of Health  Manage the health system (including the laboratory response) during a pandemic  Develop policy and strategy on pandemic health-related issues  Perform surveillance, monitoring, and reporting activities  Advise on infection control and social distancing measures appropriate to the pandemic strain of influenza  Ensure cases and contacts receive appropriate medical management  Develop and maintain a State medical stockpile and develop policy for, and co-ordinate the distribution and use of, the national and State medical stockpiles in Western Australia  Support Australian Government border control and quarantine measures

 Provide public information  Represent WA on Australian Health Protection Principal Committee and National Crisis Committee (Chief Health Officer)  Undertake all assigned functions and roles under State Hazard Plan – Human Biosecurity

Department of Justice  Develop and implement planning for continuity of the judicial system and correctional facilities in the event of a pandemic, including youth justice

Department of Mines, Industry Regulation and Safety (Public Sector Labour Relations)  In consultation with stakeholders, determine and advise measures to assist public sector employers in responding to pandemic-related workforce issues

Department of Primary Industries and Regional Development  Alert CDCD to new, emerging or notifiable infectious diseases in agricultural stock which are potentially transmissible to humans.  Contain the spread of infectious diseases in animal stock which may be transmissible to humans, consistent with the Animal Health National Response arrangements and State Hazard Plan – Animal and Plant Biosecurity.

Department of the Premier and Cabinet  Support the Security and Emergency Committee of Cabinet and State Disaster Council, if activated  Coordinate and support whole of government response and communications in the event of a pandemic in support of WA Health and emergency management arrangements, as necessary  Participate in relevant inter-jurisdictional coordination forums, such as the National Crisis Committee  Participate in the SECG as required  Maintain and review this Plan and support State-wide coordinated planning for a pandemic  Maintain and review the Continuity of Executive Government Plan  Coordinate and contribute to whole-of-government exercises  Liaison with Australian Government and other jurisdictions

Department of Training and Workforce Development  Develop and implement pandemic planning for the Public Training Provider sector

Department of Treasury  Maintain access to sufficient liquidity, through available cash balances in the Public Bank Account (and elsewhere), and through short-term borrowings from financial markets (assuming these are still functioning)  Ensure the normal disbursement (or, if necessary, accelerated disbursement) of appropriation funding to agencies  Administer requests for financial resources associated with pandemic preparedness, response and recovery measures  Support government supply chain management (procurement etc)

Department of Water and Environmental Regulation  Provide advice on minimisation of impacts on the environment, including containment, confinement and clean-up, decontamination, minimisation of wastes, and waste disposal  Coordinate post-incident environmental sampling and provide interpretation of environmental monitoring data and results where required

Local Government  Provide Environmental Health Officers to Metropolitan and Regional Human Epidemic Coordination Centres, as required  Assist with the investigation of human epidemics  Assist with monitoring of food safety  Assist with the safe disposal of contaminated waste  Assist with the control of vermin or insect infestations, including reservoir elimination programs  Provide support with other local resources as requested by the SHEC or local State, Metropolitan or Regional Human Epidemic Control Centres

Main Roads Western Australia  Close and open roads when requested to do so by the HMA.  Communicate road closures to the public  Assist with quarantine and movement control as required (e.g. road blocks and checkpoints)

Metropolitan Cemeteries Board  Work with partner agencies to develop strategies to accommodate a rapid increase in the number of deceased, if needed

Public Sector Commission  Disseminate information to public sector CEOs on public sector-wide policies and required or recommended actions  Work with Department of Mines, Industry Regulation and Safety (Public Sector Labour Relations) to support development of measures to assist public sector employers in responding to pandemic-related workforce issues

Public Transport Authority  Develop and implement business continuity and pandemic planning for public transport services  Assist with the provision of transport for infected persons, their contacts and health staff, as required  Coordinate the use of public transport services at the request of the SHEC

Small Business Development Corporation  Provide advice and guidance to small business owners to assist pandemic planning

St John Ambulance Australia (Western Australia) Inc  Provide an Ambulance Commander and assume site control functions at the request of the Incident Controller for location (s) in cases where there is an actual or impeding spillage or release or escape of a biological substance  Coordinate and provide ambulance services if required for the transport of infected individuals or other persons in the course of the human epidemic or human biosecurity emergency

Synergy, Western Power, and Horizon Power  Develop and implement plans for continuity of electricity supply during a pandemic

Universities  Develop and implement pandemic planning for each university

Water Corporation  Develop and implement planning for continuity of water and wastewater services during a pandemic  Sample drinking water supplies for testing and provide alternative safe drinking water if needed  Monitor the adequacy of waste water disposal  Provide alternative safe methods of waste water disposal if needed

Western Australia Police Force  Develop and implement planning for continuity of law enforcement services during a pandemic  Undertake all emergency management coordination functions assigned under the State’s emergency management legislation and framework  Assist with isolation, quarantine and evacuation, if agreed, to deal with a human epidemic  In the event of mass casualties, provide Disaster Victim Identification capability  Maintain public order where required

Appendix B: Pandemic Planning Websites and Information

International  The World Health Organization (WHO) monitors the threat of an influenza pandemic and coordinates the global response once it emerges.  General information can be found at the WHO homepage www.who.int/en/  Coronavirus information can be found at www.who.int/emergencies/diseases/novel- coronavirus-2019  The WHO’s Pandemic Preparedness website includes the Whole-of-Society Pandemic Readiness: WHO guidelines for pandemic preparedness and response in the non- health sector.

National  The Australian Government Department of Health website contains information about the Australian Government’s pandemic influenza planning and preparedness and material for the public www.health.gov.au.  Information about COVID-19 can be found at www.health.gov.au/news/health- alerts/novel-coronavirus-2019-ncov-health-alert.  The Department of Foreign Affairs and Trade Smartraveller website contains advice and alerts on travel safety www.smartraveller.gov.au/  Australian Health Management Plan for Pandemic Influenza (AHMPPI) www1.health.gov.au/internet/main/publishing.nsf/Content/ohp-ahmppi.htm.  Australian Health Sector Emergency Response Plan for Novel Coronavirus (the COVID-19 Plan) www.health.gov.au/resources/publications/australian-health-sector- emergency-response-plan-for-novel-coronavirus-covid-19.  The Emergency Response Plan for Communicable Disease Incidents of National Significance: National Arrangements (National CD Plan) outlines how agencies across Australian, state, territory and local governments will work together when facing a threat of a major communicable disease incident. www1.health.gov.au/internet/main/publishing.nsf/Content/ohp-nat-CD-plan.htm

State – Western Australia  The Department of Health website health.wa.gov.au/coronavirus includes o information about the Department’s planning and preparation for coronavirus; and o information for a broad range of stakeholders, including industry.  Public Sector Labour Relations (Department of Mines, Industry Regulation and Safety) Circular 3/2020 – Novel coronavirus and absence from work: www.commerce.wa.gov.au/sites/default/files/atoms/files/2020_02_02_coronavirus_ci rcular.pdf  The State Emergency Management Committee website contains information about the State’s emergency management framework, State Emergency Management Plan, and State Hazard Plans including Human Biosecurity https://semc.wa.gov.au/emergency-management/plans https://semc.wa.gov.au/emergency-management/plans/state-hazard- plans/Documents/StateHazardPlanHumanBiosecurity.pdf

Information for Households The Australian Government Department of Health has published resources on its website relating to home isolation and care. They include guidance on isolation and returning to your community:  Resources for individuals, employers and health professionals: www.health.gov.au/resources/collections/novel-coronavirus-2019-ncov-resources  Isolation guidance: www.health.gov.au/resources/publications/coronavirus-covid-19-isolation-guidance  Home isolation when unwell (suspected or confirmed cases): www.health.gov.au/resources/publications/coronavirus-covid-19-information-about- home-isolation-when-unwell-suspected-or-confirmed-cases  Information about returning to your community: www.health.gov.au/resources/publications/coronavirus-covid-19-information-about- returning-to-your-community.

WA public sector employees

 Employee Assistance Program (EAP) Providers. Please refer to the EAP agencies contracted by your agencies.  The Public Sector Commissioner’s Circular 2015 Risk Management and Business Continuity Planning outlines the requirement for Western Australian public sector bodies to have appropriate business continuity plans in place: https://publicsector.wa.gov.au/sites/default/files/documents/2015- 03_risk_management_and_business_continuity_planning_0.pdf

Information for business

 The Trusted Information Sharing Network has produced some resources to assist energy sector organisations plan for a pandemic: www.tisn.gov.au/Documents/The+ESG+Pandemic+Guide+2010.pdf  The Australian Standard for Risk Management AS ISO 31000:2018 can be purchased through the Standards Australia website: www.standards.com.au

Mental Health Support

 The WA Mental Health Commission provides services for people who require mental health assistance: www.mhc.wa.gov.au  Lifeline provides telephone crisis support, suicide intervention and prevention, mental health support service – 13 11 14 or www.lifeline.org.au/get-help/topics/crisis-support  Kids Helpline – Free telephone and online counselling service for young people between 5 and 25 years – 1800 551 800 or 1800 654 432 (parents) or www.kidshelp.com.au  Mental Health Emergency Response Line – advice for mental health emergencies from Western Australian clinicians - 1300 555 788 (Metro) or 1800 676 822 (Peel) or 1800 720 101 (Country), https://www.mhc.wa.gov.au/getting-help/helplines/mental- health-response-line/  Beyond Blue – help and support for general mental health, depression and anxiety - 1300 224 636 or www.beyondblue.org.au

ANNEXE 1: Information relating to COVID- 19

The WA Government is working closely with Federal and inter-jurisdiction counterparts on the delivery of information to the public. Information on COVID-19 is rapidly evolving as we learn more about the virus. To keep up to date with the current status, the websites below provide the most recent information:

International

World Health Organization (WHO)  Information and guidance from WHO regarding the current outbreak of coronavirus disease (COVID-19) that was first reported from Wuhan, China, on 31 December 2019. www.who.int/emergencies/diseases/novel-coronavirus-2019

Australian Government

Australian Government Department of Health  Coronavirus (COVID-19) information and resources www.health.gov.au/health-topics/novel-coronavirus-2019-ncov

Australian Health Management Plan for Pandemic Influenza (AHMPPI)  The Australian Health Management Plan for Pandemic Influenza (AHMPPI) outlines Australia’s strategy to manage an influenza pandemic and minimise its impact on the health of Australians and our health system. www1.health.gov.au/internet/main/publishing.nsf/Content/ohp-ahmppi.htm

Australian Health Sector Emergency Response Plan for Novel Coronavirus (the COVID- 19 Plan)  The COVID-19 Plan) guides the Australian health sector response. www.health.gov.au/resources/publications/australian-health-sector-emergency- response-plan-for-novel-coronavirus-covid-19

Western Australian Public Sector

 Public Sector Labour Relations, Department of Mines, Industry Regulation and Safety Circular 3/2020 – Novel coronavirus and absence from work provides guidance to public sector employers on how to deal with related situations.  www.commerce.wa.gov.au/sites/default/files/atoms/files/2020_02_02_coronavirus_ci rcular.pdf

Travellers

Department of Foreign Affairs and Trade Smartraveller  Advice and alerts on travel safety including current travel advice relating to COVID-19. www.smartraveller.gov.au/news-and-updates/coronavirus-covid-19

Find the Facts

Coronavirus (COVID-19) – what you need to know  What you need to know about coronavirus (COVID-19) — what it is, how it spreads, who is most at risk, and what you can do to help stop it spreading: www.health.gov.au/resources/publications/coronavirus-covid-19-what-you-need-to- know

Coronavirus (COVID-19) information on the use of surgical masks  www.health.gov.au/resources/publications/coronavirus-covid-19-information-on-the- use-of-surgical-masks

Coronavirus (COVID-19) information for hotel guests  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- hotel-guests

Coronavirus (COVID-19) information for casual contacts of a confirmed case  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- casual-contacts-of-a-confirmed-case

Posters

Coronavirus (COVID-19): Know the signs  www.health.gov.au/resources/publications/coronavirus-covid-19-know-the-signs

Coronavirus (COVID-19): Stop the spread  www.health.gov.au/resources/publications/coronavirus-covid-19-stop-the-spread

For health professionals, including pathology providers and healthcare managers

Coronavirus (COVID-19) resources for health professionals, including pathology providers and healthcare managers  ww.health.gov.au/resources/collections/coronavirus-covid-19-resources-for-health- professionals-including-pathology-providers-and-healthcare-managers

Home Isolation and Care

Coronavirus (COVID-19) isolation guidance  www.health.gov.au/resources/publications/coronavirus-covid-19-isolation-guidance

Coronavirus (COVID-19) information about home isolation when unwell (suspected or confirmed cases)  www.health.gov.au/resources/publications/coronavirus-covid-19-information-about- home-isolation-when-unwell-suspected-or-confirmed-cases

Coronavirus (COVID-19) information about returning to your community  www.health.gov.au/resources/publications/coronavirus-covid-19-information-about- returning-to-your-community

For parents of school aged children

Coronavirus (COVID-19) information for schools and early childhood centres, students and parents  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- schools-and-early-childhood-centres

For aged care residents and families

Coronavirus (COVID-19) information for residents of residential care services, family members and visitors  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- residents-of-residential-care-services-family-members-and-visitors

Coronavirus (COVID-19) information for health care and residential care workers

 www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- health-care-and-residential-care-workers

For childcare, schools and higher education

Coronavirus (COVID-19) information for universities, higher education and vocational education facilities, their students and staff  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- universities-higher-education-and-vocational-education-facilities

For employers/employees

Coronavirus (COVID-19) information for employers  www.health.gov.au/resources/publications/coronavirus-covid-19-what-you-need-to- know

Fair Work guidance  www.fairwork.gov.au/about-us/news-and-media-releases/website-news/coronavirus- and-australian-workplace-laws#family-member-sick

For travel, transport and hotel industries

Coronavirus (COVID-19) information for the airline industry (including flight crew)  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for-the- airline-industry-including-flight-crew

Coronavirus (COVID-19) information for the cruise industry  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for-the- cruise-industry

Coronavirus (COVID-19) information for hotels and hotel staff  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- hotels-and-hotel-staff

Coronavirus (COVID-19) information for the marine industry  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for-the- marine-industry

Coronavirus (COVID-19) information for marine pilots  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- marine-pilots

Coronavirus (COVID-19) information for drivers and passengers using public transport  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- drivers-and-passengers-using-public-transport

Coronavirus (COVID-19) information for border staff  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- border-staff

Coronavirus (COVID-19) information for cargo and mail workers  www.health.gov.au/resources/publications/coronavirus-covid-19-information-for- cargo-and-mail-workers