BARCALDINE REGIONAL COUNCIL PAGE 1 AGENDA FOR GENERAL MEETING 20 JANUARY 2021
GENERAL MEETING AGENDA
NOTICE OF MEETING Wednesday 26 May 2021 Barcaldine Council Chambers, 71 Ash Street, Barcaldine To be held at 8.00am
Councillors Sean Dillon (Mayor) Dan Arthur Milynda Rogers (Deputy Mayor) Col Hansen Beccy Plumb Tom Gleeson Gary Peoples
Officers Anna Scott (Chief Executive Officer) Brett Walsh (Deputy Chief Executive Officer) Damian Howard (District Manager – Alpha and Jericho) Paula Coulton (District Manager – Aramac and Muttaburra) Jenny Lawrence (District Manager – Barcaldine) Rick Rolfe (Chief Engineer)
In Attendance Debbie Young (Minute Secretary) Jess Lipsett (Executive Support Officer)
Deputations - Nil
Please find attached the agenda for the General Meeting to be held on Wednesday 26 May 2021, at the Barcaldine Council Chambers, 71 Ash Street, Barcaldine commencing at 8.00am.
Anna Scott Chief Executive Officer
BARCALDINE REGIONAL COUNCIL PAGE 2 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDIINE REGIIONAL COUNCIIL
Our Vision - Cohesive communities with exceptional lifestyle, opportunity, facilities and services.
Our Mission - To provide excellence in local government through extraordinary service to our citizens.
Table of Contents Page number
Opening of Meeting
Prayer
Almighty God,
We acknowledge that we have a responsibility to look after your creation, especially this region we call Barcaldine Regional Council.
We are also conscious that our decisions are going to affect deeply the lives, land and property of the people we have come here to serve.
Remind us to exercise respect for each of our fellow Councillors, staff and for the people of our region.
Help us in this meeting to act wisely, justly and intelligently in all our deliberations.
Thank you Lord for the privilege of both leading and serving and assist us to do these well.
AMEN
Condolences
Apologies
Acknowledgement of Traditional Owners
Declarations of Prescribed Conflict of Interest
Declarations of Declarable Conflicts of Interest
BUSINESS
1. Confirmation of Minutes - General Meeting 21 April 2021
2. Petitions
3. Reports
3.1 Confidential Reports
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3.2 Mayor 3.2.1 Information Report 4
3.3 Chief Executive Officer 3.3.1 Councillor Information Correspondence 6 3.3.2 Economic Development Report 11 3.3.3 Rescission of decision to decline a proposal to host the Outback 14 Queensland Masters on 2-3 July 2022 in Barcaldine
3.4 Deputy Chief Executive Officer 3.4.1 Planning and Development Report 16 3.4.2 Community Care Services Report 23 3.4.3 2021 Project Progress Report 32 3.4.4 Qld Audit Office Local Government Report 2020 36 3.4.5 Recovery Sub-Plan 39 3.4.6 Enterprise Risk Management Framework 96 3.4.7 Corporate Risk Register 110
3.5 Finance 3.5.1 Financial Report - May 2021 115
3.6 Chief Engineer 3.6.1 Works Report, Period – May 2021 123
3.7 District Manager – Alpha and Jericho
3.8 District Manager – Aramac and Muttaburra 3.8.1 Muttaburra Campdraft Association – Request for Sponsorship 127 3.8.2 Land Lease - Muttaburra 129
3.9 District Manager – Barcaldine 3.9.1 Request for Rates Exemption - Barcaldine RSL Sub Branch Inc. 131
3.10 Community Engagement Coordinator 3.10.1 Regional Arts Development Fund Application 132 3.10.2 Get Gardening Expo 133
3.11 Notice of Motion
4. Close of Meeting BARCALDINE REGIONAL COUNCIL PAGE 4 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.2.1 SUBJECT HEADING: Mayor’s Information Report Author and Title: Cr Sean Dillon, Mayor CLASSIFICATION: (if confidential)
Summary: From the Mayor, tabling his Information Report to Council for April 2021.
Officer's Recommendation: That Council receives the report.
TOPIC ACTIVITY Meetings Meeting to discuss tours in the Barcaldine Region Meetings with a number of Ministers associated with the Queensland Community Cabinet hosted in Longreach Attended Briefing on Queensland Resources Industry Development Plan Meeting with the Deputy Premier Attended Research Review Committee Accompanied Minister’s visit to Aramac and Barcaldine Vaccination rollout discussion with Mayors and Dr Jeannette Young, Chief Health Officer Attended RAPAD Board Meeting Attended Renewable Energy Meeting Attended LAWMAC Meeting Events Attended ANZAC Day services in Barcaldine Attended Tree of Knowledge Festival events Attended sod turning for a pool at Lake Dolly Attended opening of the new Heritage Workers Centre entrance building Attended Launch of Beef Corridors Event Budget Workshop Budget workshop scheduled for 25 May 2021
OUTWARDS CORRESPONDENCE DATE RECIPIENT SUBJECT 30 April 2021 Queensland Feral Pest Initiative Letter of Support
Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources Strategy 1.2 Confident and Stable Leadership 1.1.3. Implement long term financial planning to reduce financial risks and ensure financial sustainability
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Consultation (internal/external) - Nil
Policy Implications - Nil
Budget and Resource Implications - Nil
Risk Implications - Low BARCALDINE REGIONAL COUNCIL PAGE 6 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.3.1 SUBJECT HEADING: Councillor Information Correspondence Author and Title: Anna Scott, Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Chief Executive Officer, tabling a list of significant and relevant correspondence for Councillor information.
Officer's Recommendation: That Council receives the report.
Background The following correspondence has been received up to 18 May 2021:- 1. Qld Local Government Grants Commission – Review of the methodology for the allocation of the Commonwealth Financial Assistance Grant. 2. Foreign Arrangements Scheme – Outline of Local Government obligations. 3. COVID-19 Emergency Response and Other Legislation Amendment Bill 2021 – Temporary COVID safe measures for local governments. 4. Drought Communities Programme Extension – New Program end date of 30 June 2022.
Link to Corporate Plan Goal 1. Professional Governance Strategy 1.2 Confident and Stable Leadership 1.2.1. Promote a high standard of corporate responsibility, transparency and accountability in decision making Strategy 1.4 Community Representation 1.4.1. Identify and advocate for key issues in each community
Consultation (internal/external) Mayor Councillors
Policy Implications Nil
Budget and Resource Implications Nil
Risk Implications Low BARCALDINE REGIONAL COUNCIL PAGE 7 AGENDA FOR GENERAL MEETING 26 MAY 2021
1. Qld Local Government Grants Commission – Review of the methodology for the allocation of the Commonwealth Financial Assistance Grant.
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2. Foreign Arrangements Scheme – Outline of Local Government obligations.
BARCALDINE REGIONAL COUNCIL PAGE 9 AGENDA FOR GENERAL MEETING 26 MAY 2021
3. COVID-19 Emergency Response and Other Legislation Amendment Bill 2021 – Temporary COVID safe measures for local governments.
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4. Drought Communities Programme Extension – New Program end date of 30 June 2022.
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BARCALDINE REGIONAL COUNCIL OFFICER REPORTS
COUNCIL MEETING DATE: 26 May 2021 Item No: 3.3.2 SUBJECT HEADING: Economic Development Report Author and Title: Anna Scott, Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Chief Executive Officer, tabling the monthly Economic Development Report.
Officer's Recommendation: That Council receives the report.
Background The monthly progress report on the economic development projects that Council is pursuing is attached below.
Link to Corporate Plan Goal 2. Our Local Economy Strategy 2.5. Business Investment 2.5.1. Actively seek new business, investment, population and employment opportunities for our Region
Consultation (internal/external) Deputy Chief Executive Officer RAPAD Senior Regional Development Manager
Policy Implications Nil
Budget and Resource Implications As per each proposal budget.
Risk Implications Potential new Council investment required
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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.3.3 SUBJECT HEADING: Repeal of decision to decline a proposal to host the Outback Queensland Masters on 2-3 July 2022 in Barcaldine Author and Title: Anna Scott, Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Chief Executive Officer, submitting a proposal to repeal a previous decision to decline a proposal to host the Outback Queensland Masters in Barcaldine on 2-3 July 2022.
Motion: That Council repeal resolution 2021/03/117 and accept the proposal to host the Outback Queensland Masters on 2–3 July 2022 in Barcaldine at a cost of $20,000.
Background Council was presented with a proposal from Golf Australia to be a host town for the 2022 Outback Queensland Masters on 2-3 July 2022 at a Birdie Spirit partner level for $20,000.
After receiving feedback from the Barcaldine Golf Club that they did not support the event being hosted at their facility, Council declined the offer.
Since providing their initial feedback, the Barcaldine Golf Club has reviewed the performance of the 2021 Outback Queensland Masters program which has been fully booked out. Based on their review, they are now supportive of hosting the event in Barcaldine.
Link to Corporate Plan Goal 2. Our Local Economy Strategy 2.2. Tourism 2.2.5. Support signature events and promote the identity of the Region
Consultation (internal/external) Barcaldine Golf Club Mayor Chief Executive Officer Community Engagement Coordinator
Policy Implications Nil
Budget and Resource Implications $20,000 to be allocated in the 2022/23 budget to host the event
Risk Implications Supporting the event will provide an economic opportunity to Barcaldine through overnight visitor spend BARCALDINE REGIONAL COUNCIL PAGE 15 AGENDA FOR GENERAL MEETING 26 MAY 2021
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BARCALDINE REGIONAL COUNCIL OFFICER REPORTS
COUNCIL MEETING DATE: 26 May 2021 Item No: 3.4.1 SUBJECT HEADING: Planning and Development Report Author and Title: Brett Walsh, Deputy Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Deputy Chief Executive Officer, tabling the Planning and Development Report for the period ending 19 May 2021.
Officer's Recommendation: That Council receives the report.
Background The planning and development report for the month consists of two elements:
1. A list of town planning, building, water and sewerage applications for the period ending 19 May 2021. 2. A report from Council’s town planners – Reel Planning.
The full details of development applications is available on Council’s website.
Link to Corporate Plan Goal 1: Professional Governance Strategy 1.5. Planning 1.5.1. Make planning decisions that allow for appropriate economic planning
Consultation (internal/external) Reel Planning
Policy Implications - Nil
Budget and Resource Implications Planning fees received Assessment costs
Risk Implications – Low
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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.4.2 SUBJECT HEADING: Community Care Services Report Author and Title: Brett Walsh, Deputy Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Deputy Chief Executive Officer, reporting on the operations of the Community Care Services.
Officer's Recommendation: That Council receives the report.
Background The monthly report on the Community Care Services programmes and the financial reports prepared by Walsh Accounting is submitted for Council consideration.
The report is attached below.
Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources 1.1.2 Implement long term financial planning to reduce financial risks and ensure financial sustainability
Consultation (internal/external) CHSP Coordinator Walsh Accounting
Policy Implications Nil
Budget and Resource Implications Nil
Risk Implications Financial
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BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.4.3 SUBJECT HEADING: 2021 Project Progress Report Author and Title: Brett Walsh, Deputy Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Deputy Chief Executive Officer, reporting on the progress of the capital and special operating projects included in the 2021 budget.
Officer's Recommendation: That Council receives the report.
Background Attached is a report on the progress towards implementation of the 2021 budget projects plus new projects added during the year.
Link to Corporate Plan Goal 1: Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1. Embrace professional business practices and responsible use of Council resources
Consultation (internal/external) Mayor Councillors Chief Executive Officer Deputy Chief Executive Officer Chief Engineer District Managers
Policy Implications Nil
Budget and Resource Implications As per report
Risk Implications Minimal Barcaldine Regional Council - Capital Projects - 2021 Deferred until next year Expended within the Budget Overspent in regards to budget Overspent but within reasonable budget limitations
Budget Cost Respons- Job Number Project Description Location Class N R U Actual Cost Estimated Cost % Spent Variance Funding Source 2021 ibility GOAL 1: GOVERNANCE $ 240,000 -$ 82,597 $ 307,000 $ 322,597 128-2000-0000 Regional Office Disabled access Barcaldine $ 20,000 B U DCEO $ 4,895 $ 57,000 24% $ 15,105 LRCIP/W4Q 128-1000-0000 Aramac Office Disabled access Aramac $ 20,000 B U DMAM $ - $ 50,000 0% $ 20,000 LRCIP 128-1005-0000 Community Housing Purchase units Regional $ 200,000 B N DMAM $ 3,500 $ 200,000 2% $ 196,500 Council Housing Sales Sale of house and land Regional $ - B DM's -$ 90,992 $ 90,992 Property sales GOAL 2: ECONOMY $ 2,716,421 $ 1,206,339 $ 2,716,684 $ 1,510,082 128-3015-0000 Alpha Community Care New facility Alpha $ 536,921 B N DMAJ $ 537,184 $ 537,184 100% -$ 263 DCP Ext Muttaburrasaurus Interpretation Centre Internal fitout Muttaburra $ 420,000 B N DMAM $ 318,850 $ 420,000 76% $ 101,150 W4Q 128-1105-0000 128-2054-0000 Bullock Dray Shed Barcaldine $ 87,000 B N DMB $ 38,025 $ 87,000 44% $ 48,975 W4Q 138-2000-0000 Barcy Red Development of Stage 1 Barcaldine $ 100,000 OS N DCEO $ 45,505 $ 100,000 46% $ 54,495 W4Q-Covid 128-2045-0000 The Globe - Stage 4 Tourist Lookout Barcaldine $ 1,542,500 B N DMB $ 239,524 $ 1,542,500 16% $ 1,302,976 BOR 138-2065-0000 Tree of Knowledge Lighting Upgrade Barcaldine $ 30,000 OS U DMB $ 27,251 $ 30,000 91% $ 2,749 Premier GOAL 3: INFRASTRUCTURE $ 18,029,799 $ 11,035,332 $ 17,660,726 $ 6,994,467 Rural Roads Rural Roads Reseals As per Asset Management Plan Regional $ 637,799 R U CE $ - $ 637,799 0% $ 637,799 R2R Rural Roads Rehabilitation Flood damage Regional $ 10,500,000 R R CE $ 9,416,430 $ 10,500,000 90% $ 1,083,570 QRA 168-1000-0000 Sculpture Trail Stopping bays Aramac $ 150,000 R N CE $ - $ - 0% $ 150,000 Tourism TMR Town Streets Town Streets Reseals As per Asset Management Plan Regional $ 550,000 R N CE $ - $ 550,000 0% $ 550,000 R2R 168-9306-0000 Ash Street - Maple to Beech Rehabilitation Barcaldine $ 150,000 R R CE $ 9,488 $ - 6% $ 140,512 R2R 168-9307-0000 Elm Street - Pine to Myall Kerb & Channel Barcaldine $ 600,000 R N CE $ 603,543 $ 603,543 101% -$ 3,543 R2R Ext 168-1010-0000 Aramac Pool Carpark Reseal Aramac $ 10,000 R U CE $ - $ 10,000 0% $ 10,000 Council Pathways 168-9310-0000 Gidyea Street Pathways Barcaldine $ 90,000 R N SWSB $ 66,348 $ 70,000 74% $ 23,652 TMR/Council 170-9254-0000 Porter Street Pathways Aramac $ 220,000 R N SWSAM $ 184,255 $ 184,255 84% $ 35,745 TMR/Council 168-9107-0000 Shakespeare Street Pathways Alpha $ 360,000 R N SWSAJ $ 73,629 $ 360,000 20% $ 286,371 TMR/Council 169-9305-0000 Oak Street Pathways Barcaldine $ 200,000 R N SWSB $ 226,186 $ 220,000 113% -$ 26,186 W4Q 169-2020-0000 Cedar Street Pathways Barcaldine $ 60,000.00 R N SWSB $ 60,000 $ 60,000 100% $ - TMR/Council Airports 158-2010-0000 Barcaldine Airport Reseal runway 14/32 Barcaldine $ 70,000 A R CE $ 13,179 $ 13,179 19% $ 56,821 Council Depot 128-1015-0000 Workshop Extension Shade cover Aramac $ 50,000 B U SWSAM $ - $ 55,000 0% $ 50,000 Council 128-2025-0000 Workshop Shade extension Barcaldine $ 17,000 B U SWSB $ 6,320 $ 6,320 37% $ 10,680 Council 128-3000-0000 Workshop Building extension Alpha $ 70,000 B U SWSAJ $ 67,897 $ 100,000 97% $ 2,103 Council 138-1000-0000 Oil Separator Environmental protection Aramac $ 40,000 OS N CE $ 35,630 $ 35,630 89% $ 4,370 Council 138-3000-0000 Washdown Bay Environmental protection Alpha $ 130,000 OS N SWSAJ $ 50,773 $ 130,000 39% $ 79,227 Council Water 138-2020-0000 Solar Installations Water pumps Regional $ 130,000 OS N DMB $ 18,182 $ 130,000 14% $ 111,818 DCP Ext 178-3010-0000 Water Treatment Plant Reservoirs and safety access Alpha $ 125,000 W U CE $ 36,628 $ 125,000 29% $ 88,372 Council
178-3015-0000 Water Treatment Plant Reservoirs and safety access Jericho $ 175,000 W U CE $ 38,109 $ 175,000 22% $ 136,891 Council 178-6000-0000 SCADA and Telemetry System Implement new system Regional $ 800,000 W U CE $ - $ 800,000 0% $ 800,000 Loan Sewerage W4Q-Covid Sewerage Treatment Plant - Stage 1 Waste water treatment system Barcaldine $ 910,000 S U CE $ 506 $ 910,000 0% $ 909,494 188-2000-0000 $600,000 188-2005-0000 Sewerage Treatment Plant - Stage 2 Trickling Filter Barcaldine $ 1,085,000 S R CE $ 118,261 $ 1,085,000 11% $ 966,739 LGGSP $622,000 Sewerage Treatment Plant Waste water reuse - Stage 1 Barcaldine $ 500,000 S N CE $ 9,969 $ 500,000 2% $ 490,031 LRCIP 188-2010-0000 188-6000-0000 SCADA and Telemetry System Implement new system Regional $ 400,000 S U CE $ - $ 400,000 0% $ 400,000 Loan GOAL 5: ENVIRONMENT $ 795,000 $ 94,113 $ 804,766 $ 700,887 Disaster Management 138-2025-0000 Flood Mitigation Barcaldine North Barcaldine $ 350,000 OS N CE $ 2,578 $ 350,000 1% $ 347,422 Council Waste Management 138-1020-0000 Aramac Waste Landfill Improvements Aramac $ 50,000 OS U SWSAM $ - $ 50,000 0% $ 50,000 Council 138-2015-0000 Barcaldine Waste Landfill New waste landfill Barcaldine $ 300,000 OS N CE $ 11,769 $ 300,000 4% $ 288,231 W4Q-Covid Animal Management 138-2035-0000 Barcaldine Town Fence Cemetery and Rest Area Barcaldine $ 25,000 OS N DMB $ - $ 25,000 0% $ 25,000 LRCIP 138-1500-0000 Muttaburra Town Fence Animal fencing Muttaburra $ 70,000 OS N DMAM $ 79,766 $ 79,766 114% -$ 9,766 LRCIP GOAL 5: COMMUNITIES $ 2,028,875 $ 1,194,109 $ 1,894,621 $ 834,766 Swimming Pools 138-1010-0000 Aramac Pool Disability access Aramac $ 10,000 OS N DMAM $ 8,939 $ 8,939 89% $ 1,061 W4Q-Covid 138-2040-0000 Barcaldine Pool Disability access Barcaldine $ 31,666 OS N DMB $ 31,721 $ 32,473 100% -$ 55 W4Q-Covid Sport and Recreation 138-2090-0000 Water Recreation Park (3) Construction of water park Barcaldine $ 400,000 OS N DCEO $ 155,335 $ 400,000 39% $ 244,665 LRCIP Water Recreation Park Jetty Barcaldine $ 70,000 DCEO $ - $ 70,000 0% $ 70,000 DCP Ext 138-2090-0000 Water Recreation Park - Amenities New amenities building Barcaldine $ 600,000 OS N DMB $ 480,192 $ 615,000 80% $ 119,808 BOR Showgrounds 138-1135-0000 Aramac Showground New amenities building Aramac $ 492,329 B U DMAM $ 291,186 $ 483,110 59% $ 201,143 Works 4 Qld 148-2000-0000 Barcaldine Showground Upgrade PA system Barcaldine $ 16,000 PE U DMB $ - $ 70,000 0% $ 16,000 LRCIP 138-2050-0000 Barcaldine Showground Watering system Barcaldine $ 30,000 OS N DMB $ 23,459 $ 23,459 78% $ 6,541 LRCIP 128-2020-0000 Barcaldine Showground Disabled toilet Barcaldine $ 65,000 B U DMB $ 31,768 $ 31,768 49% $ 33,233 W4Q-Covid 128-3030-0000 Barcaldine Showground Rugby League extension Barcaldine $ 70,000 B U DMB $ 15,311 $ - 22% $ 54,689 Contributions 138-2055-0000 Barcaldine Showground Upgrade arena fence Barcaldine $ 50,000 OS U DMB $ - $ - 0% $ 50,000 Contributions 138-2060-0000 Barcaldine Showground Cricket Practice Nets Barcaldine $ 28,880 OS N DMB $ - $ - 0% $ 28,880 Contributions 138-6020-0000 Community LED signs Message Boards Regional $ 125,000 OS N CEC $ 121,200 $ 125,000 97% $ 3,800 DCP Ext Museums 128-1010-0000 Aramac Tramway Museum New shed Aramac $ 40,000 B N DMAM $ 34,997 $ 34,872 87% $ 5,003 DCP Ext
TOTALS $ 23,810,095 $ 13,447,295 $ 23,383,797 56% $ 10,362,800 $ 13,447,295 $ 23,383,797 $ 10,362,800 Barcaldine Regional Council -- Capital Works Projects - Plant 2021 Expended with in the Budget Overspent in regards to budget Overspent but within reasonable budget limitations Budget Actual Committed Trade Sales Actual Net Job Number Project Description Location Class N R U Variance Net Cost Spent Cost Income Income Cost 148-1002-0001 Multi-Tyred Roller New Aramac $ 190,000 P N $ 186,700 $ - $ - $ - $ 186,700 $ 3,300 148-1002-0002 Multi-Tyred Roller New Aramac $ 190,000 P N $ 186,700 $ - $ - $ - $ 186,700 $ 3,300 148-1002-0003 Kubota Zero Turn Mow er To Alpha Muttaburra $ 35,000 P R $ 27,107 $ - $ - $ - $ 27,107 $ 7,893 148-1002-0004 Kubota M9540DHC 4WD tractor Sale 4112 Aramac $ 50,000 P R $ 76,901 $ - $ - $ 37,355 $ 39,546 $ 10,454 148-1002-0005 Superior Slasher LX7 Sale 4111 Aramac $ 14,000 P R $ 15,553 $ - $ - $ 3,198 $ 12,355 $ 1,645 148-1002-0006 UD GW400 Tipper Truck Trade 5114 Aramac $ 160,000 P R $ 265 $ 174,926 $ - $ - $ 175,191 -$ 15,191 148-1002-0007 Water Tank New Aramac $ 50,000 P N $ 19 $ 47,322 $ - $ - $ 47,341 $ 2,659 148-1002-0012 Cockerell Spreader New Aramac $ 36,000 P N $ 19 $ 39,909 $ - $ - $ 39,928 -$ 3,928 148-1002-0008 Isuzu NQR Series Tray Truck (w ith crane ) Trade 5122 Aramac $ 100,000 P R $ 84,849 $ - $ - $ - $ 84,849 $ 15,151 148-1002-0009 Toyota Hilux Single Cab Ute 4WD Retain 6141 Aramac $ 36,000 P R $ 53,754 $ - $ - $ 15,990 $ 37,764 -$ 1,764 148-1002-0010 Toyota Hilux Single Cab Ute 4WD Sale 6144 Aramac $ 36,000 P R $ 53,585 $ - $ - $ - $ 53,585 -$ 17,585 148-1002-0011 Kubota TRV900MW Worksite Utility Trade 8116 Muttaburra $ 30,000 P R $ 25,397 $ - $ - $ 5,320 $ 20,077 $ 9,923 148-1002-0013 Colorado - SES New (Grant) Aramac $ - P N $ 15,665 $ - $ - $ - $ 15,665 -$ 15,665 148-2002-0001 Dingo K94x Sale 2206 Barcaldine $ 80,000 P R $ 78,623 $ - $ - $ 23,542 $ 55,081 $ 24,919 148-2002-0002 Toro Zero Turn Mow er MX4250 Retain 4202 Barcaldine $ 9,000 P N $ 7,779 $ - $ - $ - $ 7,779 $ 1,221 * 148-2002-0003 Cox Mow er HC1632HON Sale 4208 Barcaldine $ 8,000 P R $ 7,779 $ - $ - $ 1,232 $ 6,548 $ 1,452 148-2002-0005 Toro Zero Turn Mow er GM7210 Turbo Sale 4219 Barcaldine $ 30,000 P R $ 35,772 $ - $ - $ 7,952 $ 27,821 $ 2,179 148-2002-0006 Toro Zero Turn Mow er GM7210 Turbo Retain 4220 Barcaldine $ 35,000 P N $ 35,772 $ - $ - $ - $ 35,772 -$ 772 148-2002-0007 Isuzu NPR200 Tipper Truck Sale 5224 Barcaldine $ 55,000 P R $ 62,331 $ - $ - $ 22,250 $ 40,081 $ 14,919 148-2002-0008 UD Hooklift Truck Sale 5230 Barcaldine $ 180,000 P R $ 232,141 $ - $ - $ 42,791 $ 189,350 -$ 9,350 148-2002-0009 Toyota Hilux Extra Cab Ute 4WD Trade 6202 Barcaldine $ 36,000 P R $ 52,247 $ - $ - $ 22,354 $ 29,893 $ 6,107 148-2002-0010 Toyota Rav4 AWD Hybrid Trade 6204 Barcaldine $ 45,000 P R $ 44,055 $ - $ 28,000 $ - $ 16,055 $ 28,945 148-2002-0011 Toyota 12 Seater Bus Trade 6248 Barcaldine $ 100,000 P R $ - $ 33,563 $ - $ - $ 33,563 $ 66,437 148-2002-0012 Toyota Prado GXL Wagon Trade 6252 Barcaldine $ 40,000 P R $ 62,467 $ - $ 31,000 $ - $ 31,467 $ 8,533 148-2002-0013 Variable Message Boards New Barcaldine $ 24,000 P N $ 47,826 $ - $ - $ - $ 47,826 -$ 23,826 * 148-2002-0014 Emulsion Sprayer on Trailer New Barcaldine $ 47,000 P N $ 34,630 $ - $ - $ - $ 34,630 $ 12,370 148-2002-0015 Motorised Eel Sew erage Write-off old Barcaldine $ 11,000 P R $ - $ - $ - $ - $ - $ 11,000 148-2002-0016 Pressure Cleaner Sew erage Plant Write-off old Barcaldine $ 7,500 P R $ - $ - $ - $ - $ - $ 7,500 148-3002-0001 Digga Broom for Skid Steer Trade 4311 Alpha $ 10,000 P R $ - $ 9,285 $ - $ - $ 9,285 $ 715 148-3002-0002 UD GW470 Tipper Truck (5332) Trade 5331 Alpha $ 170,000 P R $ 233,789 $ - $ - $ - $ 233,789 -$ 63,789 148-3002-0005 Water Tank 10000L Poly New Alpha $ 40,000 P N $ 33,099 $ - $ - $ - $ 33,099 $ 6,901 148-3002-0009 Cockerell Spreader New Alpha $ 36,000 P N $ 37,852 $ - $ - $ - $ 37,852 -$ 1,852 148-3002-0003 Prime Mover New Alpha $ 220,000 P N $ 203,156 $ - $ - $ - $ 203,156 $ 16,844 148-3002-0004 Water Cart New Alpha $ 190,000 P N $ 176,138 $ - $ - $ - $ 176,138 $ 13,862 148-3002-0006 Toyota Hillux Single Cab Ute 4WD Trade 6325 Alpha $ 30,000 P R $ 56,625 $ - $ - $ - $ 56,625 -$ 26,625 148-3002-0007 Toyota Hilux Single Cab Ute 2WD Sale 6330 Alpha $ 20,000 P R $ 36,331 $ - $ - $ 13,189 $ 23,142 -$ 3,142 148-3002-0008 Toyota Rav4 AWD Hybrid Retain 6333 Alpha $ 25,000 P R $ 37,840 $ - $ - $ - $ 37,840 -$ 12,840 Sale Slasher - Rural Welding Sale 4306 Alpha -$ 1,000 P N $ - $ - $ - $ - $ - -$ 1,000 Sale Superior LX6 Rotary Slasher Sale 4315 Alpha -$ 1,000 P N $ - $ - $ - $ - $ - -$ 1,000 Sale Cox Mow er HC1632HON Sale 4209 Barcaldine -$ 1,000 P N $ - $ - $ - $ - $ - -$ 1,000 Sale PBL Tandem Horse Flloat Sale 5223 Barcaldine -$ 5,000 P N $ - $ - $ - $ - $ - -$ 5,000 Totals $ 2,367,500 $ 2,242,765 $ 305,006 $ 59,000 $ 195,172 $ 2,293,599 $ 73,901 $ 73,901 Barcaldine Regional Council - Special Operating Costs - 2021 Expanded with in the Budget Overspent in regards to budget Overspent but within reasonable budget limitations Special Respons- Estimated Job Number Project Description Location Operating Actual Cost % Spent Variance Funding Source ibility Cost Budget GOAL 1: GOVERNANCE Administration 1170-1000-0002 Aramac Office Internal upgrades Aramac $ 10,000 DMAM $ 6,400 $ 6,400 64% $ 3,600 1170-2010-0000 Barcaldine Office Internal upgrades Barcaldine $ 15,000 DMB $ 4,515 $ 4,515 30% $ 10,485 1170-6010-0000 Executive Office Internal upgrades Regional $ 10,000 DCEO $ - $ 10,000 0% $ 10,000 Tfr to Disability Community Identity 1160-6010-0000 Community Communications Video Promos and Equipment Regional $ 15,000 CEC $ - 0% $ 15,000 GOAL 2: ECONOMY Economic Development 2145-6000-0001 Economic Development Board Establish board Regional $ 10,000 - $ - $ - 0% $ 10,000 Deferred 2145-6000-0002 Education Bursaries For local students Regional $ 20,000 CEC $ 12,000 $ 20,000 60% $ 8,000 Contributions 2145-6000-0003 Business Consultant Support for local businesses Regional $ 25,000 CEC $ 16,441 $ 25,000 66% $ 8,559 2145-2010-0000 Clean Growth Choices Stage 2 Regional $ 60,000 DCEO $ 41,470 $ 41,251 69% $ 18,530 USQ 2145-6000-0005 Economic Development Future opportunities Regional $ 180,000 DCEO $ 31,608 $ 180,000 18% $ 148,392 Tourism 2355-6000-0011 Sculpture Trail Safety upgrade of sculptures Aramac $ 20,000 CE $ 5,411 $ 20,000 27% $ 14,589 2355-6000-0003 Regional Tourism Brochures Printing Regional $ 25,000 CEC $ - $ 25,000 0% $ 25,000 1940-2001-0002 Signage Signs for trails Regional $ 25,000 CEC $ - $ 25,000 0% $ 25,000 2355-6000-0006 Tourism Promotion Attraction Videos Regional $ 30,000 CEC $ 48,174 $ 24,818 161% -$ 18,174 Agriculture 4351-7010-0000 -Pest Weeds Good Neighbour Program Pest and Weeds Management Regional $ 90,000 DMAJ $ 56,033 $ 90,000 62% $ 33,967 Feral Pest & Weeds 4351-7020-0000-Pest Animals Good Neighbour Program $ 90,000 DMAJ $ 47,685 $ 90,000 53% $ 42,315 GOAL 3: INFRASTRUCTURE Rural Roads 3265-6000-0000 Bridge Inspections Safety assessment Regional $ 50,000 CE $ - $ 10,000 0% $ 50,000 Airports 3340-6000-0000 Asset Management Plan Regional $ 20,000 CE $ 821 $ 30,000 4% $ 19,179 Depots 3420-2005-0000 Barcaldine Depot Minor upgrades Barcaldine $ 15,000 SWSB $ 9,461 $ 15,000 63% $ 5,539 3420-1005-0000 Aramac Depot Minor upgrades Aramac $ 6,000 SWSAM $ - $ 6,000 0% $ 6,000 3420-1505-0000 Muttaburra Depot Minor upgrades Muttaburra $ 3,000 SWSAM $ - $ 3,000 0% $ 3,000 3420-3005-0000 Alpha Depot Minor upgrades Alpha $ 10,000 SWSAJ $ 8,874 $ 8,874 89% $ 1,126 Water 6215-6010-0000 Reservoir Cleaning Scouring of reservoirs Regional $ 100,000 CE $ - $ 100,000 0% $ 100,000 6215-4015-0000 Bores Repairs to old bores Alpha/Jericho $ 20,000 CE $ - $ - 0% $ 20,000 Deferred 6215-6015-0000 Asset Management Plan Develop new plan Regional $ 50,000 CE $ 33,277 $ 50,000 67% $ 16,723 Sewerage 6610-1000-0003 Aramac Sewerage Treatment Plant Assessment report Aramac $ 31,000 CE $ 24,997 $ 29,226 81% $ 6,003 6615-2015-0000 Muttaburra Sewerage Treatment Plant Assessment report Muttaburra $ 31,000 CE $ - $ 31,000 0% $ 31,000 6615-6000-0000 Sewer Asset Management Plan Develop new plan Regional $ 50,000 CE $ 66,463 $ 70,000 133% -$ 16,463 GOAL 5: ENVIRONMENT Disaster Management 4125-3015-0000 Barcaldine SES Shed improvements Barcaldine $ 11,000 DMB $ 5,289 $ 5,289 48% $ 5,711 Animal Management 4350-1010-0001 Aramac Town Fence Repairs Aramac $ 10,000 DMAM $ 6,472 $ 10,000 65% $ 3,528 LRCIP GOAL 5: COMMUNITIES Libraries 5425-2005-0000 Barcaldine Library Internal upgrades Barcaldine $ 5,000 DMB $ 579 $ 5,000 12% $ 4,421 5425-1005-0000 Muttaburra Library Internal upgrades Muttaburra $ 5,000 DMAM $ 3,805 $ 3,805 76% $ 1,195 Museums & Galleies 5470-1000-0002 Aramac Museum Repairs to oldest carriage Aramac $ 20,000 DMAM $ 10,481 $ 10,481 52% $ 9,519 LRCIP 5470-2005-0000 Globe Gallery Displays Barcaldine $ 5,000 DMB $ - $ - 0% $ 5,000 Parks Gardens Open Spaces 5325-1000-0003 Aramac Park Lighting Aramac $ 10,000 DMAM $ 1,733 $ 10,000 17% $ 8,267 LRCIP 5325-1500-0005 Muttaburra Park Lighting Muttaburra $ 6,500 DMAM $ - $ 6,500 0% $ 6,500 LRCIP 5325-1000-0000 Tree Planting Plants and watering systems Regional $ 40,000 DM's $ 11,577 $ 40,000 29% $ 28,423 LRCIP Swimming Pools 5570-1505-0000 Muttaburra Pool Special maintenance Muttaburra $ 30,000 DMAM $ 157 $ 30,000 1% $ 29,843 LRCIP Showgrounds 5660-2000-0005 Barcaldine Showground Painting of grandstand seats Barcaldine $ 20,000 DMB $ 15,990 $ 15,990 80% $ 4,010 LRCIP Community Halls 5535-1005-0000 Aramac Hall External upgrades Aramac $ 20,000 DMAM $ 0 $ 20,000 0% $ 20,000 LRCIP Cemeteries 4450-3005-0000 Barcaldine Cemetery Upgrades Barcaldine $ 10,000 DMB $ 11,396 $ 11,396 114% -$ 1,396 LRCIP 4450-2005-0000 Muttaburra Cemetery Upgrades Muttaburra $ 10,000 DMAM $ 10,786 $ 10,786 108% -$ 786 LRCIP 4450-1005-0000 Aramac Cemetery Upgrades Aramac $ 10,000 DMAM $ 2,742 $ 10,000 27% $ 7,258 LRCIP 4450-4005-0000 Alpha Cemetery Upgrades Alpha $ 10,000 DMAJ $ - $ 10,000 0% $ 10,000 LRCIP 4450-5005-0000 Jericho Cemetery Upgrades Jericho $ 10,000 DMAJ $ - $ 10,000 0% $ 10,000 LRCIP $ 1,243,500 $ 494,635 $ 1,124,331 40% $ 748,865 BARCALDINE REGIONAL COUNCIL PAGE 36 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own OFFICER REPORTS use: □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.4.4 SUBJECT HEADING: Qld Audit Office Local Government Report 2020 Author and Title: Brett Walsh, Deputy Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Deputy Chief Executive Officer, presenting the Qld Audit Office Report to Parliament on Local Government Finances for 2020.
Officer's Recommendation: That Council receives the report.
Background The Auditor-General is required to provide a report to Parliament each year on the finances of local government entities. The full report is available at: qao.qld.gov.au/reports-resources/reports- parliament.
The key themes reported this year are: 1. The financial statements of local governments are reliable and comply with relevant laws and standards. 2. Sustainability of local government continues to deteriorate, 25 Councils are at high risk of not being financially sustainable (30%). 3. Councils need to strengthen their governance. 4. Information systems are vulnerable to cyber attacks. 5. Procurement and contract management processes need to be improved.
Recommendations for Councils are: 1. Improve financial reporting by strengthening month-end and year-end financial reporting processes. 2. Improve valuation and asset management practices. 3. Strengthen security of information systems. 4. Improve risk management practices. 5. Enhance procurement and contract management practices.
Recommendations for the Department of Local Government: 1. Require all councils to establish audit committees. 2. Make changes to sustainability ratios. 3. Provide greater certainty over long-term funding. 4. Provide training to councillors and senior leadership teams around financial governance.
BARCALDINE REGIONAL COUNCIL PAGE 37 AGENDA FOR GENERAL MEETING 26 MAY 2021
Barcaldine Regional Council’s performance against other Rural and Remote Councils is outlined in the tables below:
BARCALDINE REGIONAL COUNCIL PAGE 38 AGENDA FOR GENERAL MEETING 26 MAY 2021
Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources
Consultation (internal/external) Qld Audit Office Chief Executive Officer
Policy Implications Nil
Budget and Resource Implications Nil
Risk Implications Risk that the Queensland Government will impose further legislation on local governments due to the large number of Councils that are reported as unsustainable.
BARCALDINE REGIONAL COUNCIL PAGE 39 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own OFFICER REPORTS use: □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.4.5 SUBJECT HEADING: Recovery Sub-Plan Author and Title: Brett Walsh, Deputy Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Deputy Chief Executive Officer, presenting the draft Recovery Sub-Plan for adoption by Council.
Officer's Recommendation: That Council adopts the Barcaldine Regional Council Recovery Sub-Plan.
Background Council prepared a new Disaster Management Recovery Plan in late 2020.
After this date, the Qld Reconstruction Authority introduced a new standard template for all recovery plans. This required a complete rewrite of the draft plan. Workshops were held with the District Managers, Community Engagement Coordinator and the RAPAD Disaster Management Coordinator to complete the new plan. The draft plan is attached for Council adoption.
Link to Corporate Plan Goal 4. Environment and Heritage Protection Strategy 4.2. Disaster Management 4.2.1. Develop and deliver initiatives to mitigate, prevent, prepare for, respond to and recover from natural disasters
Consultation (internal/external) Councillors Regional Disaster Coordinator Qld Reconstruction Authority Deputy Chief Executive Officer District Managers Community Engagement Officer
Policy Implications New plan
Budget and Resource Implications Nil
Risk Implications Low risk that plan does not cover all anticipated outcomes Barcaldine Regional Council Recovery Sub-plan – May 2021
Barcaldine Regional Council Recovery Sub-plan
May 2021
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Barcaldine Regional Council Recovery Sub-plan – May 2021
Document details
Title Barcaldine Regional Council Recovery Sub-plan
Author/s Louise Robertson, QRA Recovery Officer
Status DRAFT
Version 1.0
Last reviewed date 26 May 2021
Approval details Click here to enter text.
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Contents Our Recovery Terminology ...... 5 Disaster recovery definitions ...... 5 Our Community ...... 5 Introduction ...... 5 Community recovery agencies ...... 6 Our Recovery Plan ...... 6 Locally led recovery ...... 6 Recovery plan objectives ...... 7 Recovery Governance (structure) ...... 7 Local Recovery Coordinator ...... 7 Role ...... 7 Local Recovery Group ...... 8 Role ...... 8 Membership ...... 9 Meetings ...... 9 Activation Triggers ...... 9 Transition from Response Operations to Recovery Operations (Handover) ...... 10 Recovery Sub-plan Review ...... 11 Event-specific Local Recovery Plan ...... 11 Approval of Event-specific Recovery Plan ...... 11 Progress Reporting ...... 11 Our Recovery Foundations ...... 12 Disaster recovery principles ...... 12 Five functional lines of recovery ...... 13 Recovery stages ...... 14 Recovered ...... 15 Our Community Overview ...... 16 Community map: Barcaldine Region ...... 16 Community map: Alpha ...... 16 Community map: Aramac ...... 17 Community map: Barcaldine ...... 17 Community map: Jericho ...... 18 Community map: Muttaburra ...... 18 Our community strengths ...... 19
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Community participation ...... 19 Community events ...... 19 Community services ...... 19 Key community facilities ...... 19 Community Challenges ...... 19 Considerations for external agency staff ...... 20 Our resilience ...... 20 Our environment ...... 20 Physical and biological landscape ...... 20 Access (by air/road/rail) ...... 20 Road ...... 21 Coach ...... 21 Air ...... 21 Rail ...... 21 Funding Mechanisms and Offers of Assistance ...... 21 Donations ...... 22 Volunteers ...... 22 Recovery support and collaboration ...... 23 Annexure A: References ...... 23 Acts ...... 23 APPENDIX A – Recovery activities ...... 24 APPENDIX B – Community Participation ...... 38 APPENDIX C – Community Events ...... 40 APPENDIX D – Community Services ...... 41 APPENDIX E – Key Community Facilities ...... 46 APPENDIX F – Road Access ...... 52 APPENDIX G - Airports ...... 54 LIST OF ACRONYMS ...... 56
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Our Recovery Terminology Disaster recovery definitions
Disaster recovery is the coordinated process of supporting disaster-affected communities’ emotional, social and physical well-being; reconstruction of physical infrastructure; and economic and environmental restoration (including regeneration of the natural environment, heritage sites and the management of pollution and contamination).
Recovered is being able to lead a life that individuals and communities value living, even if it is different to the life they were living before the disaster event.1 Recovered in the context of Barcaldine Regional Council is discussed below in the ‘Recovered’ section of the document.
Further disaster management definitions are located in the Queensland Disaster Management Act 2003 [DM Act] or the Queensland Recovery Plan. Our Community Introduction Located 400 kilometres west of Rockhampton, the region of Barcaldine in Central West Queensland, covers an area of 53,520 square kilometres, has an estimated resident population of 2,900 and encompasses the townships of Alpha, Jericho, Barcaldine, Aramac and Muttaburra. These townships are the residential and service bases for the region. 2
The Barcaldine Region is traditionally home to the Iningai, Wadjabangai, Liba, Inigas, Jagalingu, Jirandali, Mootaburra, Pitjara, Kuungkari peoples.3
1 Australian Institute for Disaster Resilience (2018) Australian Disaster Resilience Handbook Collection, Community Recovery, Handbook 2. Retrieved from https://knowledge.aidr.org.au/media/5634/community-recovery-handbook.pdf 2 Barcaldine Regional Council (2020) About Barcaldine Region. Retrieved from https://www.barcaldinerc.qld.gov.au/tourism/barcaldine- region 3 The State of Queensland (Department of Education) (2020) Wanpa-rda Matilda Outback Education Centre, Our environment. Retrieved from https://wanpardaeec.eq.edu.au/OurEnvironment
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Rural industries including sheep and cattle grazing have traditionally been the mainstay of the local economy. Tourism has developed into a major industry and important economic driver. The region is fortunate to have attractions of national, state and local historical significance as well as a growing Indigenous cultural presence, natural landscapes and streetscapes which contribute to the character of the region. The economy is supported by a range of small businesses and public services including State Government agencies.
The continuous development of events which attract visitors and bring people together are synonymous with the region. Annual events such as the Tree of Knowledge Festival, agricultural shows, campdrafts, rodeos and the Westech Field Days play an important role in showcasing what the region has to offer.
Quality infrastructure caters for cultural, sport and recreation activities and public services including education, health care, fire, police and ambulance services.
The region of Barcaldine can easily be accessed by road, rail or plane. Community recovery agencies
The key community recovery agencies for the Barcaldine region are:
Agency / Group Recovery Role
Local Recovery Group Recovery coordination Local Disaster Management Group Disaster coordination Local Recovery Coordinator Coordinate recovery operations through the local recovery group Local Disaster Coordinator Coordinate disaster operations through the local disaster management group Qld Reconstruction Authority Assist with recovery planning and implementation
Rural Lands Officer Management of rural lands, including livestock and pest management
Traditional Owners and Elders Advise on cultural considerations Department of Communities, Housing Provide financial assistance for people in disaster and Digital Economy activated areas to help with immediate and urgent needs such as food, clothing and medications. Our Recovery Plan Locally led recovery
The Barcaldine Regional Council Recovery Plan recognises recovery is locally led with support provided through the Queensland Disaster Management Arrangements (QDMA).
The Recovery Plan is a sub-plan to the Local Disaster Management Plan, and supports recovery from
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Barcaldine Regional Council Recovery Sub-plan – May 2021 all hazards including, but not limited to, natural disasters, pandemics, collective trauma events and bio-hazards. The Recovery Plan should be read in conjunction with the Queensland Recovery Plan.
The Recovery Plan will be reviewed annually or after an activation and updated accordingly.
Recovery plan objectives The Recovery Plan objectives for the Barcaldine region are to: outline our recovery considerations draw on our community strengths acknowledge our existing challenges outline our recovery arrangements and governance framework provide practical guidance to undertake recovery activities support successful recovery outcomes. Recovery Governance (structure) Local Recovery Coordinator
The Local Recovery Coordinator (LRC) is appointed to coordinate recovery at the local level. This position will be appointed on a permanent basis.
The chair of the Local Recovery Group (LRG) is the LRC.
The decision to activate the LRG is made by the Chairperson of the LDMG with guidance from the LRC.
Role Indicative duties of the LRC include: coordinating and chairing the LRG, reporting to the LDMG liaising with functional lead agency representatives at the local and district levels liaising with the District Disaster Management Group (DDMG) working with identified agencies and the community to develop the local event-specific recovery plan coordinating the short to medium-term recovery to address the immediate effects of the disaster and develop longer-term measures as appropriate ensuring the local event-specific recovery plan addresses all relevant functional areas of recovery – human and social, economic, environment, building, and roads and transport performing the role of conduit between community and government developing and implementing effective strategies for community participation and partnership in the recovery process providing advice to state government on the needs and responses of the affected individuals, communities and other sectors undertaking a post-operations debrief and providing a final report to the LDMG at the conclusion of recovery operations providing or delegating the responsibility for ongoing recovery reporting on the progress of the event-specific recovery plan.
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Local Recovery Group
The Local Recovery Group (LRG) is designed to provide overarching recovery coordination and to support the LDMG within the Barcaldine Regional Council (BRC) area.
Recovery is managed in the Barcaldine region through the LRG which is comprised of a key group of core members representing the community and who are supported by advisors representing the five functional recovery domains.
Human & Social Advisors
Roads and Building Transport Advisors Advisors Local
Recovery Group
Environment Economic Advisors Advisors
Role The role of our LRG is to: develop a recovery sub-plan identify members for the recovery group provide a forum for agencies to discuss the effect of the event on agency service provision and plan for a coordinated approach to the recovery process provide community engagement opportunities to allow the community to be part of the recovery process inform the community of recovery activities and progress to ensure community expectations are managed
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coordinate recovery operations at the local level request assistance through the DDMG where local capacity has been exhausted develop a local event-specific recovery plan that is available to key stakeholders. This plan describes the arrangements, priorities and activities to address issues for a specific disaster facilitate the coordination and effective implementation of recovery operations according to the event-specific local recovery plan monitor and report the progress of recovery objectives to the community, relevant groups and the Queensland Reconstruction Authority (QRA).
Membership The LRG is comprised of the following members: LRC (Chair of the LRG) Alpha and Jericho District representative Aramac and Muttaburra District representative Barcaldine District representative BRC Councillor BRC Community Engagement Coordinator Queensland Reconstruction Authority (Advisor)
Meetings
The LRG will meet twice a year in line with the LDMG.
If an event occurs, meetings will be held as required until the community is recovered.
Activation Triggers
The decision to activate the LRG is made by the Chairperson of the LDMG with guidance from the LRC.
The LRG is likely to be activated in the following circumstances: Coordination for recovery activities is required in response to a disaster Local resources are exhausted Local event-specific recovery planning is required.
Potential events which may trigger recover activation are: o Flood o Severe storm o Bushfire o Heat wave o Pandemic o Exotic animal disease o Major road, train or aircraft accident
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Transition from Response Operations to Recovery Operations (Handover)
Handover from response to recovery will occur when the LRC assumes responsibility for recovery operations from the LDC.
The timing of handover is influenced by the nature of the disaster and therefore requires a degree of flexibility. For example, handover from response to recovery in large scale or geographically dispersed events may be staged, with response and recovery operations being undertaken concurrently. Handover will be guided by:
situation reports (SitReps) which evidence the de-escalation of response operations status of response and immediate recovery/ relief operations completed impact and needs assessments response and early recovery situations that may escalate anticipated recovery issues and risks.
Final handover timing is to be agreed by the LDC and the LRC. A handover report may also be developed at the request of the LDC for the use of the LRC.
The handover report should aim to provide a comprehensive briefing on all relevant issues, including, but not limited to:
actions that are incomplete and identified risks resources allocated for response and their availability for recovery local identification of impacts
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any outstanding response activities that were tasked by the LDMG Chair a summary of areas or situations that may re-escalate after the disaster.
Once recovery operations are established, recovery planning should proceed using recovery planning methodology.
Recovery Sub-plan Review
This Recovery Sub-plan will be reviewed annually by the LRG to ensure that membership of the LRG and supporting groups are current. This will also enable the plan to be updated with emerging recovery policy. Event-specific Local Recovery Plan
In the event of a disaster, the LRC/LRG will consider developing an event-specific Local Recovery Plan to assist with directing local recovery efforts. An event-specific local recovery plan describes the priorities, strategies, issues, activities and actions being taken to inform recovery, addressing a specific disaster. Each plan should contain a high level, easy to read summary of the recovery requirements for the disaster impacted community and should be tailored to reflect local values and objectives. The plan should also include metrics for tracking the recovery progress to support accountability. Event- specific local recovery plans are live documents and may be updated throughout the recovery journey.
Local event-specific recovery plans may be included in a state event-specific recovery plan where one exists.
Council in conjunction with QRA will complete an event-specific local recovery plan in the following circumstances: a large number of community members are impacted by the event a large loss of stock a major loss of infrastructure a major impact on the economy
Approval of Event-specific Recovery Plan
The LRC is responsible for obtaining approval for the Event-specific recovery plan from the BRC.
Progress Reporting
The LRC is responsible for the coordination of reporting recovery progress to the Queensland Reconstruction Authority. The progress reporting process occurs when a LRG has developed an event- specific recovery plan and is incorporated into a State Recovery Plan.
The timeline of progress reporting is quarterly from when the relevant State Recovery Plan is approved by the Chair of Queensland Disaster Management Committee (QDMC). The specific reporting dates are outlined to councils after the approval of the State Recovery Plan.
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Our Recovery Foundations Disaster recovery principles
BRC will use the National Principles for Disaster Recovery to guide recovery planning, approach, decision-making and efforts. The principles are:
Principle Definition Understand the context Successful recovery is based on an understanding community context, with each community having its own history, values and dynamics. Recognise complexity Successful recovery is responsive to the complex and dynamic nature of both emergencies and the community. Use community-led approaches Successful recovery is community-centred, responsive and flexible, engaging with community and supporting them to move forward. Coordinate all activities Successful recovery requires a planned, coordinated and adaptive approach, between community and partner agencies, based on continuing assessment of impacts and needs. Communicate effectively Successful recovery is built on effective communication between the affected community and other partners. Recognise and build capacity Successful recovery recognises, supports, and builds on individual, community and organisational capacity and resilience.4
4 Australian Disaster Resilience Knowledge Hub (2018, National Principles for Disaster Recovery. Retrieved from https://knowledge.aidr.org.au/resources/national-principles-disaster-recovery/?_sm_au_=iVVWrqjMsFLRH26MMJ8HvKsqLs3Fq
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Five functional lines of recovery
The LRG will consider the below functional lines of recovery when planning recovery operations.
Five functional lines of recovery
Human and Social focuses on supporting the emotional, social, physical and psychological recovery health and wellbeing of individuals, families and communities following a disaster.
This is locally undertaken by: Community Groups and Organisations Mental Health Outreach Services (Outback Futures, RFDS, Lives Lived Well, Central West Suicide Prevention Network, AnglicareCQ, CWHHS Mental Health Services) Church Groups Schools Centrelink Queensland Government Agency Program Economic recovery focuses on rectifying the direct and indirect impacts on the economy as a result of a disaster.
This is locally undertaken by: Rural Financial Counselling Services QRIDA BRC Small businesses Financial Institutions Insurance organisations RAPAD Building recovery focuses on rectifying damage and disruption which inhibits the capacity of essential services and the building sector, including housing, accommodation, education and health facilities.
This is locally undertaken by: QBuild BRC George Bourne Associates (Engineers) Department of Public Housing Environmental focuses on rectifying the impacts on the natural environment as a direct recovery result of a disaster or through a secondary impact or consequence. Impacts to the environment may include damage or loss of flora and fauna, poor air quality, reduced water quality, land degradation and contamination, as well as cultural and built heritage listed place issues.
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This is locally undertaken by: DAF DCQ BTRC RAPAD Environmental Health Officer Roads and focuses on rectifying the effects of a disaster on transport networks, Transport recovery including road, rail, aviation and maritime normally result in difficulty accessing communities and disruption to critical supply chains (both in and out of the impacted area). Restoration of these networks, or the identification of alternatives, is a priority in disaster recovery.
This is locally undertaken by:
BRC QANTASLINK Bus Queensland Private Contractors/Suppliers Main Roads (DTMR) Barcaldine Freight services (general and livestock)
Recovery stages
The disaster recovery process can generally be categorised into three phases:
Stage 1: Immediate recovery (post-impact relief and emergency) Stage 2: Short-to-medium term recovery (re-establishment, rehabilitation and reconstruction) Stage 3: Long-term recovery (restoration, rebuilding, reshaping and sustainability).
The recovery activities table will outline the types of activities that may occur through these stages.
Recovery is not a retrospective process, but a process that focuses on building a recovered community.
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Figure 1: Phases of recovery
Whilst specifically funded recovery programs under the joint Commonwealth/Queensland funded Disaster Recovery Funding Arrangements have a two year life span, the time it takes for a community to be recovered will vary based on the impact of the event and the individuals in the community. Recovered
For the Barcaldine region, a state of ‘recovered’ can be demonstrated when members of the community are able to lead a life they value living, even if it is different to the life they were leading before the disaster event. Key indicators for being recovered include the ability to meet key cultural milestones, restoration of key facilities and meeting places, restoration of major infrastructure and restoration of the natural environment.
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Our Community Overview Community map: Barcaldine Region
Community map: Alpha
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Community map: Aramac
Community map: Barcaldine
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Community map: Jericho
Community map: Muttaburra
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Our community strengths
Community participation
Barcaldine community connectedness results in a strong sense of volunteer and community participation. The Barcaldine region has a number of active community groups, associations and places of worship including:
Community events
There are a number of key community events that occur in Alpha, Jericho, Barcaldine, Aramac and Muttaburra. These include:
These events are vital to the social cohesion of the Barcaldine region. The events are visited by people from all over the state and interstate. Understanding the timeframes for these events will provide clarity with recovery planning for all hazard events.
Community services
The community of Barcaldine region is supported by several services, please refer to Appendix D.
The FIFO nature of some these services means there is sometimes no continuity in service. Additionally, the limited number of locally based services means there is the potential for the Barcaldine region to exceed locally capacity quickly. There are a number of existing social challenges in community, disaster situations could inflame the existing challenges, therefore, all recovery planning needs to account for the continuation of existing service delivery.
Key community facilities
Key community facilities enable connectedness and provide a sense of community for Barcaldine region residents. Please refer to Appendix E. Community Challenges The community faces a number of challenges including:
cumulative psychosocial impacts on the community resulting from the region’s most severe drought, exacerbated by disaster impacts and consequences fatigue management and capacity of local resources, community groups and volunteers distance between communities across the region supporting local business during a disaster resupplying the region post disaster power outages absentee landholders isolation and distances between communities (rural roads) ageing population competing priorities for funding withdrawal of services from the region declining population and population turn over across the region
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Considerations for external agency staff
There are a number of considerations for external agencies, including: seeking guidance on entering a community within the Barcaldine region allowing individuals to self-select engagement levels for recovery activities limited availability of accommodation in Alpha, Jericho, Aramac and Muttaburra extensive distances between the towns of the region limited access to telecommunications in remote areas ie. Telstra only limited access to resources and supplies in the region visitors with medical conditions need to have additional medical supplies on hand Our resilience
During summer, our region can be impacted by flood through having local rainfall or greater falls in the Cooper Creek catchment. During more extreme events, towns within the region can become isolated for long periods of time. Due to this isolation, the community actively undertakes preparedness activities and has high levels of resilience. Council conducts an annual Get Ready information program. Our environment Physical and biological landscape
The Barcaldine region is situated at the headwaters of the Cooper Creek catchment, and is an important groundwater recharge area of the Great Artesian Basin. The Cooper Creek Catchment includes the Thomson and Barcoo Rivers and Cooper Creek sub-catchments and is the only watercourse in Australia where two river systems run into a creek.5 The head waters of Alpha Creek and the Belyando River commence south of Alpha and flow north into the Burdekin basin.
Barcaldine is one of two major towns situated on the Barcoo River system and the small township of Jericho is located at the highest reaches of the River’s headwaters, which lies on a low floodplain just 30 kilometres west of the Great Divide. 5
The Barcaldine Region comprises mainly of sandstone range and sand plains. Dominant vegetation across the region includes eucalypt woodlands and a spinifex understorey, as well as acacia woodlands. The land is predominantly used for cattle grazing with some sheep grazing in the west.6 Access (by air/road/rail)
The Barcaldine region is serviced by road, rail and air transport. Flooding in the Central West Queensland’s desert channel country and creeks from isolated storms can close road access to townships across the region for extended periods.
5 Queensland Reconstruction Authority (2020) Central West Regional Resilience Strategy: Championing resilience and prosperity across Central West Queensland. Retrieved from https://www.qra.qld.gov.au/sites/default/files/2020- 03/0516_Central%20West%20Regional%20Resilience%20Strategy_January2020_LR.pdf 6 Australian Government, Department of Agriculture, Water and the Environment (2008) Desert Uplands bioregion. Retrieved from https://www.environment.gov.au/system/files/resources/a8015c25-4aa2-4833-ad9c-e98d09e2ab52/files/bioregion-desert-uplands.pdf
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During the wet season and flooding events, which may last until May, the townships are sometimes only accessible by aircraft or flood boat, as road access can be restricted for long periods. During a flood event, fresh foods and perishables are either flown or boated into affected communities each week on either charter aircraft, the Regular Passenger Transport (RPT) service or SES flood boat.
There are a number of privately owned helicopters and fixed wing aircraft that would be available for emergency and essential services.
Flood boats are available with trained SES crews in Alpha, Jericho, Aramac and Muttaburra.
In the dry season, Alpha, Aramac, Jericho and Muttaburra can all be easily accessed via sealed roads and are located within a 68 km – 153 km drive to the major town of Barcaldine.
Road
The Barcaldine region is accessible via the Capricorn, Matilda and Landsborough Highways and via the Torres Creek Road from the north (which has 30 km of unsealed road at the Torrens Creek end).
Coach
The Greyhound coach service operates to and from: Rockhampton and Barcaldine on Wednesday and Sundays. Alpha and Jericho to Barcaldine on Tuesday and Saturdays.
Bus Queensland runs a daily service between Brisbane and Barcaldine.
Air QantasLink operates 3 flights per week to Barcaldine (Tuesday, Thursday, Saturday). There is a daily flight into Longreach.
Rail
Queensland Rail operates trips twice weekly from Brisbane to Alpha, Jericho and Barcaldine aboard the Spirit of the Outback passenger train. Funding Mechanisms and Offers of Assistance
Multiple financial arrangements, including funding programs, are available in Queensland to assist state and local governments, businesses, primary producers and NGOs to prepare for, prevent, mitigate, respond to and recover from disaster events.
The principal funding program activated after a natural disaster or terrorist event is the Disaster Recovery Funding Arrangements (DRFA). The DRFA is an Australian Government program to assist the recovery of communities where social, financial and economic wellbeing has been severely affected by a natural disaster or terrorism event. These arrangements provide a cost sharing formula between the Queensland and Australian Governments on a range of pre-agreed relief and recovery measures.
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Other funding mechanisms include:
State Disaster Relief Arrangements (SDRA) An all-hazards relief program that is 100 per cent state funded and covers natural and non-natural disasters. Queensland Resilience and Risk Reduction Fund (QRRRF) Supports projects to strengthen the resilience of and reduce the risks to Queensland communities and help them better prepare for disasters. This fund supersedes the Queensland Disaster Resilience Fund. Sport and Recreation Disaster Recovery Program Supports not-for-profit sport and recreation organisations with funding to re-establish their facilities and activities after extreme natural events, including floods, fire, cyclones and severe storms. Gambling Community Benefit Fund (GCBF) Not-for-profit groups operating in Queensland can apply for grants from $500 to $35,000 through the GCBF. This fund is Queensland’s largest one-off community grants program, distributing approximately $57 million per year. Whilst not recovery specific, the grants can be used for disaster recovery activities. Australian Government Disaster Recovery Payment (AGDRP) A one-off payment to help individuals if a declared disaster significantly affects them. It is not for minor damage or inconvenience. Australian Government Disaster Recovery Allowance (AGDRA) A short-term income support payment to assist individuals who can show that their income has been affected because of a disaster. The AGDRA assists employees, small business persons and farmers who experience a loss of income as a direct result of a disaster.
Donations BRC manages donations in the community. Volunteers BRC manages disaster related volunteers by firstly calling upon official community groups/organisations that have necessary volunteer processes in place for suitability ie. Blue card checks. If it were a new volunteer, council would need to ensure volunteer has necessary qualifications and requirements to assist.
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Recovery support and collaboration
Effective recovery requires collaboration between local, state and federal governments, community and non-government agencies in consultation with BRC impacted communities. Agencies that play a part in assisting with the recovery of impacted communities include, but are not limited to the below.
The latest version of the Recovery support and collaboration fact sheet is published here: Recovery Support and Collaboration Factsheet
Annexure A: References
Australian Institute for Disaster Resilience (2018), Australian Disaster Resilience Handbook Collection, Community Recovery, Handbook 2. Australian Government. Retrieved from https://knowledge.aidr.org.au/media/5634/community-recovery-handbook.pdf
Australian Disaster Resilience Knowledge Hub (2018), National Principles for Disaster Recovery. Retrieved from https://knowledge.aidr.org.au/resources/national-principles-disaster- recovery/?_sm_au_=iVVWrqjMsFLRH26MMJ8HvKsqLs3Fq
Acts Queensland Disaster Management Act 2003
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APPENDIX A – Recovery activities
The table in this section is a living document, is not exhaustive, and can be added to on an ongoing basis to help provide a number of solutions.
What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) Community impacted by a - Public health - Set up road Functional recovery Psycho-social first aid Cultural Centre All phases Immediate collective trauma event (Major concerns due to closures / areas material and community vehicle/aircraft/Qld train increased risk of diversions - Human and Social halls incident/major damage to respiratory - Implement traffic - Economic Human resources infrastructure) illnesses as a result management - Roads and Ambulance Hospital - Injury of reduced air - Transport injured / Transport Tow trucks - Fatalities quality due to deceased to - Environment Air and water quality - Psycho-social impacts chemical spillage hospital Agencies and monitoring equipment Injury/loss of life - Public health - In partnership with individuals Aircraft - Economic impact concerns due to relevant agencies - BRC Materials to clean up - Environmental impacts chemical remove - QPS chemical spill - Chemical spillage into contaminating vehicle/aircraft in - QAS PPE river/waterways waterways and line with - Rural Fire Services Crane - Closure of State township water appropriate - DTMR Highways/Roads supplies protocols / - Qld Health - Damage to roads/road - Biosecurity processes - EHO furniture concerns for cattle - In partnership with - DAF and sheep due to relevant agencies - DES reduced water clean up accident - RFDS quality scene in line with - Tow truck services
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) - Psychosocial appropriate - Outback Futures impacts on the protocols / - DCDSS community processes members / first - Implement and responders monitor water and resulting from air quality injuries sustained - Implement to those involved communication in the accident/loss strategy of life. - Undertake damage - Damage to State assessment of Highway / Roads impact area - Damage to road - Repair and/or furniture replace damaged - Loss of road and/or road income/profits for furniture tourism and small - Inspect and re- businesses due to open State reduced tourist Highway/Road/Air numbers as a port result of - Removal of road/airport injured/deceased closures and fauna diversions - Increased financial burden for council
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) due to damage and/or loss of roads and/or road furniture - Loss of native fauna and flora
Natural Disaster Events - Cumulative - Establish a Functional recovery - Psycho-social first aid - Council depots All phases Immediate (flooding, severe storms, psychosocial recovery hub areas material - Council escalation for bushfires, heatwaves) impacts on the - Undertake damage - Human and Social - Financial assistance administration severe storms - Houses flooded community assessments across - Economic material building and bushfires. - Outlying properties flooded resulting from the impacted areas - Roads and - Human resources - Primary Schools - Businesses flooded shire’s most severe (QFES) Transport - Phones - Showgrounds - Outlying properties cut off drought, - In partnership with - Environment - Machinery - Motels/Hotels from key towns exacerbated by relevant local - Buildings - Tools - Community - State highways, and local flood impacts, agencies Agencies and - Food halls roads cut off by flood waters resulting in an coordinate individuals - Biosecurity factsheets - Sports Complex - Road and road furniture increased need for outreach - Council - Aircraft/helicopters Cultural Centre damage psychosocial calls/visits to - DTMR - Portable road signs & Halls - Limited town inundation support services. individuals/commu - DAF - Technical experts - Churches - Fencing, infrastructure and - Psychological nities isolated from - DCDSS - Fire Trucks - Petrol stations machinery on outlying impacts on natural disaster - DES - Access to water
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) properties children as a result events to assess - QFES - Visitor damaged/destroyed of not being able human and social - SES Information - Death of stock to attend school, impacts and - RFDS Centres - Airports closed due to flood including boarding provide access to - Ergon - Libraries water over tarmac school and psychosocial - Lifeline - Medical - Schools closed kindergarten as a support services - Insurance Council Centres - Businesses closed result of road when required. of Aust. - Pharmacies - Tourist attractions closed closures - Coordinate - GIVIT - General Stores - Council facilities closed - Lack of access to community - GPs - Cafes/Restaura - Camping grounds and parks essential food, fuel briefings - QPS nt closed and medical - Source temporary - QAS - Loss of power supplies accommodation - Qld Health - Loss of telecommunication - Loss of as/when required - Telstra income/profits - Community - Outback Futures primary producers, members, where - Rural Financial contractors and required, are able Counsellors small businesses as to access health - Pharmacies a result of being and wellbeing and - Churches unable to work due financial support - Anglicare to road closures resources and - Meals on Wheels - Loss of income for programs. - Community service community - Resupply of groups members as a essential food, fuel - SES result of not being and medical - Rural Fire Service able to go to work supplies
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) due to road - Reopen schools, closures businesses, tourists - Loss of attractions and income/profits for council facilities freight / - Reopen State transportation Highways and local companies not roads, airports and being able to use railway services state highways due - Liaise with local to road closures agencies to assess and diversions economic impact - Loss of of the event. income/profits for - Assess the primary producers economic impact as a result of stock on tourism and loss agriculture and - Loss of promote income/profits for opportunities to tourism and drive economic related businesses recovery. due to reduced - Work with primary tourist numbers as producers, small a result of road businesses and closures relevant agencies - Increased financial to develop burden on primary business / industry
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) producers and recovery outlying properties implementation as a result of loss plans. of fencing, sheds, - Assist businesses machinery and and industry to equipment identify and access - Increased financial information on burden to funds, grants and community loans available members and from government visitors as a result and other entities. of being stranded - Stimulate tourism in town as a result through of road closures identification and and requiring food promotion of and funding accommodation. opportunities to - Increased financial impacted burden for businesses. businesses due to - Develop and damage to implement tourism infrastructure campaign. - Increased financial - Obtain and provide burden for advice to assist community landholders and members due to responders above
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) damage to houses environmental and loss of food health hazards supplies (including water - Increased financial quality, disposing burden for council of food waste and due to damage disposing of and/or loss of carcasses and public vegetation etc). infrastructure - Obtain and provide - Loss and injuries to biosecurity advise wildlife and native and safety flora across the measures for region prevention of - Lack of access to spread of weeds stock food due to and pests from road closures. vehicles entering - Public health properties for concerns due to recovery works increase of - Implement and mosquito, sand-fly monitor mosquito population fogging program - Public health - Reopen concerns due to recreational increased risk of facilities and water borne campgrounds disease by flood across the region.
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) waters - Continue water contaminating monitoring and township water reporting. supplies - Erect signage - Biosecurity regarding water concerns for cattle quality and sheep due to - Continue stock reduced water route monitoring quality for potential - Loss and disposal biosecurity issues of kangaroos and - Reconnection of livestock power and - Biosecurity telecommunication concerns (pest and - Rescue and/or weed management disposal of native issues) regarding fauna stock routes. - In partnership with - Damage to road wildlife carers, furniture across support impacted the region animals. - Closure of State - Repair and/or Highways and local replace damaged roads resulting road furniture from flood - Repair and/or waters/fires/storm replace damaged s fencing
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) - Inspect and re- open local and state roads and streets - Inspect, repair or replace public infrastructure - Inspect, repair and/or replace road pavements, culverts and drainage infrastructure across impacted areas. - Assist with fencing repairs/replaceme nt by directing businesses/propert ies to funding opportunities. - Fodder drops - Food and medical drops to outlying properties
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) Truck rollover – carrying - Public health - Set up road Functional recovery - Human resources Hospital All Phases Immediate hazardous chemicals concerns due to closures / areas - Ambulance Council Depot - Injury/loss of life increased risk of diversions - Human and Social - Tow trucks Dump points - Economic impact respiratory - Implement traffic - Economic - Air and water quality - Environmental impacts - illnesses as a result management - Roads and monitoring equipment - Chemical spillage into of reduced air - Transport injured / Transport - Aircraft river/waterways quality due to deceased to - Environment - Materials to clean up - Closure of State chemical spillage hospital Agencies and chemical spill Highways/Roads - Public health - In partnership with individuals - PPE - Damage to roads/road concerns due to relevant agencies - Council - Dedicated to transport furniture chemical remove truck in - QPS recovered Chemical contaminating line with - QAS - Crane waterways and appropriate - Rural Fire Services - Road signage/blockage township water protocols / - DTMR - Traffic Control supplies processes - Qld Health - Chemical Containment - Biosecurity - In partnership with - EHO kits concerns for cattle relevant agencies - DAF and sheep due to clean up accident - DES reduced water scene in line with - RFDS quality appropriate - Tow truck services - Psychosocial protocols / - Outback Futures impacts on the processes - DCDSS community - Implement and - Auxiliary Fire members / first monitor water and fighters responders air quality resulting from
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) injuries sustained - Implement to those involved communication in the accident/loss strategy of life. - Undertake damage - Damage to State assessment of Highway / Roads impact area - Damage to road - Repair and/or furniture replace damaged - Loss of road and/or road income/profits for furniture tourism and small - Inspect and re- businesses due to open State reduced tourist Highway/Road numbers as a - Removal of result of road injured/deceased closures and fauna diversions - Increased financial burden for council due to damage and/or loss of roads and/or road furniture - Loss of native fauna and flora
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) Community is impacted by There could be - Firefighting - Council -Psychosocial First Aid -Council Depot All phases Immediate structural fire - Loss of building - Rescues and - State Emergency material - Council Admin - Community house fire assets assistance Services - Financial Assistance building - Business structural fire - Loss of life - Replace roadside - Rural Fire Brigade material - Schools - Powerline fault/fire - Psycho-social furniture - QRA - Human resources -Showgrounds - Gas explosion (service - Evacuations/Recov - Provide funding - QPS - Phones - Motels/Hotels stations/hospital/ ery and advice - QFS - Machinery - Community businesses) - Supporting - Financial - Tools Halls affected businesses Counsellors - Food - Sport Complex to remain operable - Outreach Services - Aircraft/helicopters - Cultural Centre - Ensuring continued (Mental Health ie. - Portable Road Signs - Churches supply chain Outback Futures) -Technical experts - Petrol Stations - Manage - Tradespersons - Fire Trucks - Visitor evacuations and - Environmental - GIVIT Information closures Health Officer Centres - Insurance assessor - Libraries - BRC workforce - Medical Centres - Contractors - Pharmacy (Cleaning & Clear - General Stores up) - Café/resteraunt - Fire Stations
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) Community is impacted by a There could be - Communication - Council -Carcass pits & - Showgro All phases Immediate bio-security event. - Industry shut down and road closures - DES machinery unds - Exotic animal disease - Stock loss - Information - Queensland Police - PPE - Saleyard (Foot & Mouth) - Economic loss management, Service and Stock - Testing kits s - Bloodline Loss quarantine and Squad - Stock Feed - Stock - Native Flora and inspections - Bio-Security - Human Resources Routes Fauna - Destruction and Queensland - Information Sharing - Property - Ripple on effect disposal of stock - Vets (Media/Biosecurity yards within community - Provide expert - Transport and Factsheets/Websites) - DAF small business advice on pasture Main Roads - livestock facilities Office - Cancellation of key and stock - Rural Financial Quarantine/containment - Race community events - Provide financial Counselling areas Courses - Loss of Tourism advice Services -Livestock Freight - Containment of - Mental Health Companies affected Outreach Support stock/persons Services - Stock movement restrictions & protocols - Provision of stock feed
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What may happen and How could it affect What needs to be Who is required to What resources are Which facilities When does Escalation where may it happen? the Community done? assist? (functional required? can be used? it need to points (what is/ are the recovery areas, happen? consequence/s)? agencies and (immediate individuals) ly, short term, medium and longer term) Pandemic - Economic - Restore - Human and social - Human - Hospital All phases 1 x confirmed - Loss of life - Social, cohesiveness economic Resources - Living case within the - Increased emotional, within community. - Health is leading - Health Arts shire escalate to hospitalisation mental and Community agency resources Centre immediate - Strain on health physical members where - - Outreach Support - Psycho-social - Halls & services health required, are able Services first aid Cultural - Quarantine/Lockdown - Exhausted to access health - BRC material Centre measures hospital and wellbeing and - DCDSS - Financial - Racecour - Incorrect reporting by capacity & financial support, - SES assistance se media resources resources & - RFDS material - Showgro - Supply chains affected - Employment programs. - Lifeline - Food, unds - Business operations implications - Outback Futures medications - Council reduced/ceased - Loss of - QPS Office - School closures tourism - QAS - Schools - Social isolation impacts - Social - Telstra isolation - Rural Financial Counsellors - Churches - Anglicare - Meals on Wheels
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APPENDIX B – Community Participation
Alpha Aramac Barcaldine Jericho Muttaburra
Barcaldine Arts Jericho Arts and Dr Arratta Museum Council Cultural Group Committee
Alpha Cultural Barcaldine Cultural Muttaburra Art and Group Assoc. Cultural Lifestyle Options Group
Central West Aboriginal Corporation
St John’s the St George’s Crossroads St Finians’s Catholic All Saint’s Anglican Evangelist Catholic Anglican Church Christian Church Church Church Community
St Mark’s Anglican St John’s Catholic Jehovah’s St Matthew’s Catholic Church Church Church Witnesses Anglican Church
Uniting Church Sacred Heart Catholic Church
St Peter’s Anglican Church
Uniting Church
Alpha Golf Club Aramac Bowls Club Barcaldine Golf Muttaburra Golf Club Club
State Emergency State Emergency State Emergency State Emergency State Emergency Service Service Service Service Service
Aramac Fire Bush Fire Brigade Muttaburra Rural Brigade Fire Brigade
Alpha Jockey Club Aramac Racing Club Barcaldine Racing Muttaburra Club Amateur Turf Club
Barcaldine Clay Muttaburra Target Club Shooting Club
Alpha Brumbies Barcaldine Boars Muttaburra Stock Rugby Club Show
Alpha Rugby Barcaldine Rugby League Football League Club Club
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Alpha Aramac Barcaldine Jericho Muttaburra
Aramac Community Muttaburra Development Assoc Community Development Assoc
Aramac Bowls Club Barcaldine Lawn Muttaburra Tennis Club Ambulance Benefit Committee
Barcaldine RSL Sub Exchange Hotel Branch Social Club
Barcaldine Rifle QCWA – Club Muttaburra Branch
Alpha State School Aramac State Barcaldine State Jericho State School Muttaburra State P&C Association School P&C School P&C P&C Association School P&C Association Association Association
St Joseph’s Catholic School P&F Association
Alpha Men’s Shed Barcaldine Men’s Jericho Men’s Shed Muttaburra Men’s Shed Shed
Alpha Campdraft Barcaldine Muttaburra Campdraft Campdraft Assoc
Alpha Pony Club Barcaldine Pony Muttaburra Town Club & Country Christmas Tree
Alpha Rodeo Club Aramac Rodeo Club
Ballyneety Rodeo Jericho Rodeo Club Muttaburra Rodeo Club Club (in active)
Alpha Swimming Aramac Swimming Barcaldine Muttaburra Club Club Swimming Club Amateur Swim Club
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APPENDIX C – Community Events
Month / Date Event Location
January Australia Day All towns January ICPA Cricket Match Alpha February 4B’s Rodeo Alpha March Barcaldine Race Day Barcaldine
March Barcaldine Clay Target Shoot Barcaldine March Golf Open Barcaldine April Anzac Day All towns April Barcaldine Race Day Barcaldine
May Races Aramac May Barcaldine Tree of Knowledge Festival Barcaldine May Alpha Show Alpha May Golf Open Muttaburra
June Muttaburra Stock Show Muttaburra June P.H. & A. Show Barcaldine June Races Alpha June Races Barcaldine
August Races Muttaburra August Art Competition Barcaldine August Golf Open Alpha September Ballyneety Rodeo and Campdraft Aramac
September Westech Field Days (every 3 yrs – 2020/23/26) Barcaldine
October Campdraft Alpha November Catholic Fair Barcaldine November Races Barcaldine
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APPENDIX D – Community Services
Agency / Group Recovery Purpose Frequency of delivery
Barcaldine Region Local Recovery Group Recovery coordination As required Barcaldine Regional Council Reconstruction of community assets / As required Infrastructure plant and equipment Barcaldine Regional Council Plant and Reconstruction of community assets As required equipment Traditional Owners and Elders Advise on Land Use and cultural As required considerations Rural Lands Officer Management of rural lands, including As required livestock and pest management Community Members Identification of needs and support As required required, preparedness activities Outback Futures Support health and wellbeing of As required community members Health services including weekly and Support health and wellbeing of As required fortnightly fly in and fly out (FIFO) community members services (focusing on general health, mental health, sexual health and dentistry) Royal Flying Doctor Service - fly in and Provision of emergency and primary As required fly out (FIFO) services health care services Lifeline Community Recovery - fly in Support health and wellbeing of As required and fly out (FIFO) services community members
Telstra Mobile phone services Connect community members and As required those inside and outside the community Ergon Electricity restoration As required
Alpha Bank of Queensland Provision of money As required Alpha State School Support connectedness amongst As required children C and K Jellybeans Community Support connectedness amongst As required Kindergarten and Limited Hours Care children Alpha Hospital and Ambulance Service Provision of health assistance As required
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Agency / Group Recovery Purpose Frequency of delivery
Queensland Fire and Rescue Service Provision of fire support As required Queensland Police Service Maintain safety and security As required
State Emergency Service Assistance with clean up in community As required Alpha Hospital and MPHS Provision of medical assistance and As required support health and wellbeing of community members
Alpha Private Surgery Provision of medical assistance and As required support health and wellbeing of community members Spar Express Supermarket Alpha Provision of essential supplies As required
Alpha & Jericho Pharmacy Provision of medications and support As required health and wellbeing of community members Alpha Gateway Pty Ltd Provision of fuel and basic supplies As required
Tilson’s Garage - BP Provision of fuel and basic supplies As required Barcaldine Regional Council Community Support the health and wellbeing of As required Care Services – Alpha/Jericho community members Alpha Swimming Pool Promote and support community As required connectedness. Aramac Rural Transaction Centre and Bank of Provision of money As required Queensland Aramac State School Support connectedness amongst As required children Longreach Regional Council Mobile Support connectedness amongst As required Child Care Unit children Aramac Primary Health Centre Support health and wellbeing of As required community members Queensland Ambulance Service Provision of health assistance As required Queensland Fire and Rescue Service Provision of fire support As required
Queensland Police Service Maintain safety and security As required State Emergency Service Assistance with clean up in community As required Aramac Cut Price Provision of essential supplies As required The Whitebull Roadhouse Provision of fuel and basic supplies As required
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Agency / Group Recovery Purpose Frequency of delivery
Aramac Aquatic Centre Pool Promote and support community As required connectedness. Barcaldine Regional Council Community Support the health and wellbeing of As required Care Services – Aramac community members Barcaldine Bank of Queensland Provision of money As required
Barcaldine Early Years Service Support connectedness amongst As required children
Barcaldine State School Support connectedness amongst As required children
St. Joseph’s Catholic Primary School Support connectedness amongst As required children
WANPA-RDA Matilda Outback Support connectedness amongst As required Education Centre children
Barcaldine Hospital and MPHS Provision of medical assistance and As required support health and wellbeing of community members Barcaldine Medical Centre Provision of medical assistance and As required support health and wellbeing of community members Queensland Health Provision of medical assistance and As required support health and wellbeing of community members Women’s Health Queensland Wide Support health and wellbeing of As required community members Queensland Ambulance Service Provision of health assistance As required Queensland Fire and Rescue Service Provision of fire support As required Queensland Police Service Maintain safety and security As required
State Emergency Service Assistance with clean up in community As required Cornett’s IGA Provision of essential supplies As required O’Donnell’s Friendly Grocer Provision of essential supplies As required Barcaldine Pharmacy Provision of medications and support As required health and wellbeing of community members Choice Roadhouse Barcaldine Provision of fuel and basic supplies As required
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Barcaldine Regional Council Recovery Sub-plan – May 2021
Agency / Group Recovery Purpose Frequency of delivery
Barcaldine Hospital and Multipurpose Provision of dental services As required Health Service - Dental National Disability Insurance Scheme Support the health and wellbeing of As required community members Meals on Wheels Provision of meals and support health As required and wellbeing of community members Home Assist Secure Support the health and wellbeing of As required community members Barcaldine Swimming Pool Promote and support community As required connectedness. Barcaldine Veterinary Services Support health and wellbeing of As required animals within the community. Anglicare Support health and wellbeing of As required community members Jericho Jericho State School Support connectedness amongst As required children Anglicare SQ Support health and wellbeing of As required community members Jericho Health Clinic Support health and wellbeing of As required community members Bush Fire Brigade Provision of fire support As required
Queensland Police Service Maintain safety and security As required Jericho Swimming Pool Promote and support community As required connectedness. State Emergency Service Assistance with clean up in community As required Muttaburra Longreach Regional Council Mobile Support connectedness amongst As required Child Care Unit (Muttaburra) children Muttaburra State School Support connectedness amongst As required children Muttaburra Primary Health Centre Support health and wellbeing of As required community members Queensland Police Service Maintain safety and security As required Rural Fire Brigade Provision of fire support As required
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Barcaldine Regional Council Recovery Sub-plan – May 2021
Agency / Group Recovery Purpose Frequency of delivery
State Emergency Service Assistance with clean up in community As required Muttaburra Shop and Fuel Provision of essential supplies and fuel As required
Muttaburra Swimming Pool Promote and support community As required connectedness.
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Barcaldine Regional Council Recovery Sub-plan – May 2021
APPENDIX E – Key Community Facilities
Facility Recovery Purpose Owner
Alpha Alpha Airport Meeting point for organisations supporting recovery and coordination of recovery activities Alpha State School Place of refuge and meeting point for State community meetings Alpha Town Hall Place of refuge and meeting point for Council community meetings Alpha Showgrounds Place of refuge and meeting point for Council community meetings Uniting Church Hall Place of refuge and meeting point for community meetings Alpha Golf Club Meeting point for community meetings and Community group meals for organisations supporting recovery Alpha Caravan Park Accommodation for organisations supporting Private recovery Alpha Hotel/Motel Accommodation and meals for organisations Private supporting recovery While-A-Way Accommodation and meals for organisations supporting recovery C and K Jellybeans Community Meeting point for community meetings Kindergarten and Limited Hours Care St John’s the Evangelist Catholic Church Meeting point for community meetings and supporting community recovery St Mark’s Anglican Church Meeting point for community meetings and supporting community recovery Uniting Church Meeting point for community meetings and supporting community recovery Alpha Hospital and MPHS Communication point for community and supporting community recovery Alpha Private Surgery Communication point for community and supporting community recovery Alpha Police Station Communication point for community Alpha Quality Meats Communication point for community and basic supplies Snow’s Bread Communication point for community and basic supplies Spar Express Supermarket Communication point for community and basic supplies Alpha Library Meeting point for community meetings Alpha & Jericho Pharmacy Communication point for community
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Facility Recovery Purpose Owner Alpha Post Office Communication point for community Alpha Gateway Pty Ltd Communication point for community and provision of fuel and basic needs Tilston’s Garage – BP Communication point for community and provision of fuel and basic needs Alpha Swimming Pool Communication point for community The Rowley Roberts Tourist Information Communication point for community Centre Bank of Queensland Community point for community Aramac Aramac Airport Meeting point for organisations supporting Council recovery and coordination of recovery activities Aramac State School Place of refuge and meeting point for Education Dept community meetings Harry Redford Centre Function Room Place of refuge and meeting point for Council community meetings Aramac Town Hall Place of refuge and meeting point for Council community meetings Harry Redford Centre Dining Room and Meeting point for community meetings and Council Kitchen meals for organisations supporting recovery Aramac Town Hall – Supper Room Meeting point for community meetings and Council meals for organisations supporting recovery Aramac Showgrounds Place of refuge and meeting point for Council community meetings Aramac Caravan Park Accommodation for organisations supporting Council recovery The Lake Camping and Cabin Hire Accommodation for organisations supporting Private - Dicksons recovery Traveller’s Rest Motel Accommodation for organisations supporting Private – Stent- recovery smith Aramac Hotel Accommodation and meals for organisations Private - Mole supporting recovery St George’s Anglican Church Meeting point for community meetings and supporting community recovery St John’s Catholic Church Meeting point for community meetings and supporting community recovery Aramac Primary Health Centre Communication point for community and Dept Health supporting community recovery Aramac Police Station Communication point for community Dept Emergency services Aramac Cut Price Communication point for community and Private - Peoples basic supplies
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Barcaldine Regional Council Recovery Sub-plan – May 2021
Facility Recovery Purpose Owner Ollie Landers Community Library Meeting point for community meetings Council Home and Community Care Centre Communication point for community and Council supporting community recovery The Whitebull Roadhouse Communication point for community and Private - Woods provision of fuel and basic needs Aramac Aquatic Centre Communication point for community Council Aramac Information Centre Communication point for community Council Barcaldine Barcaldine Regional Council Recovery Coordination and communication Council point for community Barcaldine Regional Council Depot Communication point for community, Council Reconstruction of community assets, plant and equipment Barcaldine Airport Meeting point for organisations supporting recovery and coordination of recovery activities Barcaldine State School Place of refuge and meeting point for community meetings St. Joseph’s Catholic Primary School Place of refuge and meeting point for community meetings Australian Workers Heritage Centre Place of refuge and meeting point for community meetings Barcaldine Town Hall Place of refuge and meeting point for community meetings Visitor Information Centre and Public Meeting point for community meetings Library Galilee Gallery, The Globe Meeting point for community meetings and meals for organisations supporting recovery Barcaldine Crawchie Pot (Sheep Place of refuge and meeting point for Pavilion) community meetings Barcaldine Grandstand Place of refuge and meeting point for community meetings Barcaldine Golf Club Meeting point for community meetings and meals for organisations supporting recovery Department of Main Roads Training Meeting point for organisations supporting Centre recovery and coordination of recovery activities Anglican Church Hall Meeting point for community meetings and meals for organisations supporting recovery Queensland Country Women’s Assoc. Meeting point for organisations supporting Hall recovery and coordination of recovery activities
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Facility Recovery Purpose Owner A.L Davies and Co. Starlin Units Accommodation for organisations supporting recovery Kenilworth Cottage Accommodation for organisations supporting recovery Homestead Caravan Park Accommodation for organisations supporting recovery Barcaldine Country Motor Inn Accommodation and meals for organisations supporting recovery Barcaldine Tourist Park Accommodation and meals for organisations supporting recovery Ironbark Inn Accommodation and meals for organisations supporting recovery Landsborough Lodge Accommodation and meals for organisations supporting recovery Railway Hotel Accommodation and meals for organisations supporting recovery Roses ‘n’ Things Van Park Accommodation for organisations supporting recovery Shakespeare Hotel Accommodation and meals for organisations supporting recovery Union Hotel/Motel Accommodation and meals for organisations supporting recovery Crossroads Christian Community Meeting point for community meetings and supporting community recovery Jehovah’s Witnesses Meeting point for community meetings and supporting community recovery Sacred Heart Catholic Church Meeting point for community meetings and supporting community recovery St Peter’s Anglican Church Meeting point for community meetings and supporting community recovery Uniting Church Meeting point for community meetings and supporting community recovery Barcaldine Hospital and MPHS Communication point for community and supporting community recovery Barcaldine Medical Centre Communication point for community and supporting community recovery Barcaldine Police Station Communication point for community Barcaldine Meats Communication point for community and basic supplies Cornett’s IGA Communication point for community and basic supplies Mootopia Pty Ltd Communication point for community and basic supplies
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Barcaldine Regional Council Recovery Sub-plan – May 2021
Facility Recovery Purpose Owner O’Donnell’s Friendly Grocer Communication point for community and basic supplies Yeast 2 West Communication point for community and basic supplies Tangled in Hair Communication point for community Barcaldine Library Meeting point for community meetings Barcaldine Pharmacy Communication point for community Bank of Queensland Communication point for community Barcaldine Post Office Communication point for community Choice Roadhouse Barcaldine Communication point for community and provision of fuel and basic needs Barcaldine Swimming Pool Communication point for community Barcaldine Information Centre Communication point for community Barcaldine Car Hire Communication point for organisations supporting recovery Jericho Jericho Airport Meeting point for organisations supporting recovery and coordination of recovery activities Jericho State School Place of refuge and meeting point for community meetings
Jericho Town Hall Place of refuge and meeting point for community meetings Jericho Showground Place of refuge and meeting point for community meetings
Queensland Country Womens Assoc. Meeting point for organisations supporting Hall recovery and coordination of recovery activities Jordan Valley Hotel Meals for organisations supporting recovery St Finnian’s Catholic Church Meeting point for community meetings and supporting community recovery St Matthew’s Anglican Church Meeting point for community meetings and supporting community recovery Jericho Health Clinic Communication point for community and supporting community recovery Jericho Police Station Communication point for community Jericho Post Office, Information Centre Communication point for community and Library G & M Pearce Garage Communication point for community and provision of fuel
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Barcaldine Regional Council Recovery Sub-plan – May 2021
Facility Recovery Purpose Owner Jericho Swimming Pool Communication point for community Muttaburra Muttaburra Airport Meeting point for organisations supporting Council recovery and coordination of recovery activities Muttaburra State School Place of refuge and meeting point for Dept Education community meetings Town Hall Meeting point for community meetings, Council community activities Bach on Bruford Accommodation for organisations supporting Private recovery Muttaburra Motel Accommodation for organisations supporting Private recovery Exchange Hotel Accommodation and meals for organisations Private - Turnbull supporting recovery CWA Accommodation for organisations supporting Private recovery All Saint’s Anglican Church Meeting point for community meetings and supporting community recovery Catholic Church Meeting point for community meetings and supporting community recovery Muttaburra Primary Health Centre Communication point for community and Dept Health supporting community recovery Muttaburra Police Station Communication point for community Dept Emergency services Muttaburra Shop and Fuel Communication point for community and Private - Turnbull basic supplies Muttaburra Library Meeting point for community meetings Council Muttaburra Post Office & Information Communication point for community Private - Hayden Centre Muttaburra Aquatic Centre Communication point for community Council
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Barcaldine Regional Council Recovery Sub-plan – May 2021
APPENDIX F – Road Access
From/to Distance (time) Distance (kms)
Alpha From Barcaldine 1 hour, 30 minutes 140 From Aramac 2 hours, 12 minutes 207 From Jericho 35 mins 54 From Muttaburra 3 hours, 7 minutes 292 From Longreach 2 hours, 35 minutes 248 From Rockhampton 4 hours, 45 minutes 440 From Townsville 7 hours, 30 minutes 768 From Brisbane 11 hours 1,000 Aramac From Barcaldine 48 minutes 68 From Alpha 2 hours, 13 minutes 207 From Jericho 1 hours, 43 minutes 157 From Muttaburra 1 hour 89 From Longreach 1 hour, 32 minutes 127 From Rockhampton 7 hours 646 From Townsville 6 hours, 20 min 563 From Brisbane 12 hours, 23 mins 1137 Barcaldine From Alpha 1 hour, 28 minutes 140 From Aramac 48 minutes 68 From Jericho 1 hour 90
From Muttaburra 2 hours, 8 minutes 176 From Blackall 1 hour, 11 minutes 108 From Longreach 1 hour, 10 minutes 108 From Rockhampton 6 hours, 12 minutes 580 From Townsville 7 hours, 11 minutes 631 From Mt Isa 8 hours 755 From Brisbane 11 hours, 40 minutes 1071 Jericho
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From/to Distance (time) Distance (kms)
From Alpha 35 mins 54 From Aramac 1 hours, 43 minutes 157 From Barcaldine 1 hour 90 From Muttaburra 2 hours, 39 minutes 241 From Longreach 2 hours, 7 minutes 197 From Rockhampton 5 hours, 21 minutes 493 From Townsville 8 hours 74 From Brisbane 11 hours, 30 minutes 1053 Muttaburra From Alpha 3 hours, 7 minutes 292 From Aramac 1 hour 89 From Barcaldine 2 hours, 8 minutes 176 From Jericho 2 hours, 39 minutes 241 From Longreach 1 hour, 21 minutes 122 From Rockhampton 8 hours 730 From Townsville 6 hours 544 From Brisbane 13 hours, 15 minutes 1122
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Barcaldine Regional Council Recovery Sub-plan – May 2021
APPENDIX G - Airports
Alpha
The Alpha Aerodrome is located on the Alpha Jericho Road (Capricorn Highway) and is maintained by Barcaldine Regional Council. The Royal Flying Doctor Service (RFDS) services the local community on a call out basis. Latitude: 23 38' 8'S Longitude: 146 35' 0'E Elevation: 1255ft above sea level WAC Chart: 3234 Runway information: Runway 18/36 - 1456m x 30m – Sealed Lighting: Runway 18/36 - LIRL (1) - PAL 122.8 (standby power available) Airport Manager: Barcaldine Regional Council Licensed: Registered For further information, please contact Barcaldine Regional Council's Alpha Administration Office on 07 4985 1166.
Aramac
The Aramac Aerodrome is located on the Airport Road off Lodge Street and is maintained by the Barcaldine Regional Council. The Royal Flying Doctor Service (RFDS) services the local community on a call out basis. Latitude: 22 57.6'S Longitude: 145 15' 2'E Runway Magnetic Bearing: 114 degrees Runway information: 11/29 sealed aggregate WAC Chart: 3234 Lighting: Solar runway lights and lights on windsock Dimensions of Runway: 1200m X 18m (nominal) – Sealed Dimensions of Runway strip: 1320m X 65 (as nominally marked) Licensed: ALA (Aircraft Landing Area) For further information, please contact the Barcaldine Regional Council's Aramac Administration Office on 07 4652 9900 or the ARO on 0458 725 014.
Barcaldine
Barcaldine Airport is located 1km from the town centre on Myall Street, Barcaldine.
Qantaslink flies directly into Barcaldine from Brisbane on Tuesday and Saturday. Travel time is approximately two hours. The Royal Flying Doctor Service (RFDS) also services the local community on a call out basis. Latitude: 23 39.9'S Longitude: 145 18.4'E Elevation: 880ft above sea level WAC Chart: 3234
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Runway information: Runway 01/19 - 1702m x 30m – Sealed Runway information: Runway 14/32 - 1115m x 30m (runway sealed to 30m wide for first 276m, then sealed to 18m for next 474m, remainder unsealed. Lighting: Runway 01/19: LIRL - PAL 119.6. Runway 01/19: PTBL Licensed: Certified For further information, please contact Barcaldine Administration Office on 07 4651 5600.
Jericho
The Jericho Aerodrome is located on the Jericho Showgrounds Road and is maintained by Barcaldine Regional Council. The Royal Flying Doctor Service (RFDS) services the local community on a call out basis. Latitude: 23 35'S Longitude: 146 10'E Elevation: 1170ft above sea level WAC Chart: 3234 Runway information: 18/36 Sealed Lighting: Yes, solar runway and threshold. No windsock lighting. Airport Manager: Barcaldine Regional Council Licensed: ALA (Aircraft Landing Area) For further information, please contact Barcaldine Regional Council's Jericho Administration Office on 07 4651 4129.
Muttaburra
The Muttaburra Aerodrome is located on the Cramsie Road and maintained by the Barcaldine Regional Council. The Royal Flying Doctor Service (RFDS) services the local community on a call out basis. Latitude: 22 35.0'S Longitude: 145 32.0'E Elevation: 753ft above sea level WAC Chart: 3234 Runway information: 11/29 sealed aggregate, perimeter is fenced with a 2.3m stock proof fence Lighting: Solar Runway Lights and light on windsock Licensed: ALA (Aircraft Landing Area)
For further information, please contact Nicholas Ballard, Towns Supervisor - Muttaburra Area on 0427 587 191 or Barcaldine Regional Council's Muttaburra Administration Office on 07 4658 7191.
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Barcaldine Regional Council Recovery Sub-plan – May 2021
LIST OF ACRONYMS QDMA Queensland Disaster Management Arrangements
BRC Barcaldine Regional Council
LRC Local Recovery Coordinator
LRG Local Recovery Group
LDMG Local Disaster Management Group
LDMP Local Disaster Management Plan
DDMG District Disaster Management Group
QRA Queensland Reconstruction Authority
QFES Queensland Fire and Emergency Service
FRG Functional Recovery Group
LDC Local Disaster Coordinator
QDMC Queensland Disaster Management Committee
DRFA Disaster Recovery Funding Arrangements
RPT Regular Passenger Transport
SES State Emergency Service
LAPL Longreach Airport Pty Ltd
REX Regional Express
DAF Department of Agriculture and Fisheries
DTMR Department of Transport and Main Roads
DC Department of Communities
DES Department of Environment and Science
RFDS Royal Flying Doctor Service
QPS Queensland Police Service
LPC Longreach Pastoral College
QAS Queensland Ambulance Service
EHO Environmental Health Officer
PPE Personal Protective Equipment
NGO Non-Government Organisation
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BARCALDINE REGIONAL COUNCIL PAGE 96 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.4.6 SUBJECT HEADING: Enterprise Risk Management Framework Author and Title: Brett Walsh, Deputy Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Deputy Chief Executive Officer, presenting a review of the Enterprise Risk Management Framework.
Officer's Recommendation: That Council adopts the revised Barcaldine Regional Council Enterprise Risk Management Framework.
Background As part of Council’s regular review of policies, the Enterprise Risk Management Framework is presented for review and adoption.
There is minimal change to the document with titles updated and the consequence matrix reviewed.
The Auditor-General has recommended that Councils improve their risk management processes.
Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources
Consultation (internal/external) Councillors Chief Executive Officer Deputy Chief Executive Officer District Managers Chief Engineer
Policy Implications Nil
Budget and Resource Implications Adoption of the framework into Council culture should improve allocation of finances and resources.
Risk Implications Allow Council to systemically assess risks and develop practical risk mitigation measure. Barcaldine Regional Council Enterprise Risk Management Framework
Enterprise Risk Management Framework Barcaldine Regional Council Enterprise Risk Management Framework Contents
1. Statement of Commitment……………………………………………………………
2. Introduction…………………………………………………………………………….
3. Definitions………………………………………………………………………………
4. Risk Management Principles…………………………………………………………
5. Risk Management Framework……………………………………………………….
6. Risk Management Process…………………………………………………………..
6.1 Communicate and Consult…………………………………………………..
6.2 Establish the Context………………………………………………………...
6.3 Risk Assessment……………………………………………………………..
6.3.1 Identify Risks……………………………………………………….
6.3.2 Analyse Risks……………………………………………………...
6.3.3 Evaluate Risks……………………………………………………..
6.3.4 Risk Register……………………………………………………….
6.4 Treatment of Risks…………………………………………………………....
6.5 Monitor and Review…………………………………………………………..
7. Recording the Risk Management Process…………………………………….....
8. Reviewing the Risk Management Framework...... ……………………
9. Communication…………………………………………………………………….. Barcaldine Regional Council Enterprise Risk Management Framework
1. Statement of Commitment
Barcaldine Regional Council is committed to establishing an environment that is not unduly risk averse, but one that enables risks to be logically and systematically identified, analysed, evaluated, treated, monitored and managed. Risk is inherent in all of Council’s activities and a formal and systematic process will be adopted to minimise and where possible eliminate all risks that directly or indirectly impact on the Council’s ability to achieve the vision and strategic objectives outlined in the Corporate Plan.
Barcaldine Regional Council is aware that managing risk is not just about avoiding or minimising adverse outcomes, but also has a positive application, in that the proactive analysis of potential risks can also assist the organisation in achieving new opportunities.
This Enterprise Risk Management Framework has been developed to demonstrate the Council’s commitment to risk management. The framework is to be employed by all councillors, employees, contractors and volunteers engaged in Council business.
In addition the guidelines have been developed to:
· Ensure risk management is an integral part of strategic planning, management and day to day activities of the organisation · Promote a robust risk management culture within the Council · Enable threats and opportunities that face the organisation to be identified and appropriately managed · Facilitate continual improvement and enhancement of Council’s processes and systems · Improve planning processes by enabling the key focus of the organisation to remain on core business and service delivery · Promote awareness of risk management throughout Council.
2. Introduction
In order for Council to deliver the strategies and achieve the objectives outlined in its Corporate Plan, it needs to identify and manage risks.
Enterprise Risk Management (ERM) is the management of risk not only in conventional hazard categories, such as health and safety, IT and finance, but also in the full spectrum of strategic and operational functions of Council. ERM is the structured approach of aligning strategy, processes, people, technology and knowledge with the purpose of evaluating and managing risk.
Effective risk management is governed by the Council’s commitment to risk management. This process is outlined in Barcaldine Regional Council’s Risk Management Framework which is in line with the Australian and New Zealand Standards AS/NZS ISO 31000:2009.
3 Barcaldine Regional Council Enterprise Risk Management Framework 3. Definitions
Risk: Risk is an event or action, which has the potential to prevent Barcaldine Regional Council from achieving its corporate objectives. A risk can also be defined as an opportunity that is not being maximised by the Council to meet its objectives.
Risk Management: Risk management refers to the culture, processes and structures developed to effectively manage potential opportunities and adverse effects for any activity, function or process undertaken by Council. Managing risk is achieved through the systematic application of policies, procedures and practices to identify, analyse, evaluate, treat, monitor and communicate risk.
Enterprise Risk Management (ERM): Enterprise risk management encompasses all the major risk categories and includes the coordination, integration, consolidation and consistency of reporting by the various Council functions with identified risks.
Enterprise wide: means the removal of traditional functional, divisional or cultural barriers. Having a structured approach provides guidance to managing existing and perceived risks that have the potential to impact on Council’s commitment to fulfil its objectives.
Risk Register: A list of identified and assessed risks directly related to either a particular function or to the whole of Council. Risk Registers may be maintained at either a Corporate, Operational, Project or Event level.
Likelihood: The word likelihood is used to refer to the chance of something happening, whether defined, measured or determined objectively or subjectively (probability or frequency).
Consequence: The outcome of an event affecting objectives. An event can lead to a range of consequences. A consequence can be certain or uncertain and can have a positive or negative effect on objectives. Consequences can be expressed qualitatively or quantitatively.
Risk Owner: The person with the accountability for and authority to manage a risk. The owner may delegate some duties in relation to managing the risks for which they are responsible. However they are ultimately accountable for the risks allocated to them.
Risk Treatment: The process to modify existing risks or create new risks. Options for “treating” a risk include: Retain, Transfer, Share, Avoid or Control.
Risk Treatment Action Plans: The document that outlines the steps to be taken to reduce unacceptable risks to achievable and acceptable levels. This includes details on current controls; required risk treatments; improvement opportunities; resources; timing; reporting and accountabilities. Actions Plans must be reviewed on a regular basis to ensure controls are actually working.
4. Risk Management Principles
For Council’s risk management framework to be effective, it must: · Create and protect value · Be an integral part of decision making and organisational processes 4 Barcaldine Regional Council Enterprise Risk Management Framework · Explicitly address uncertainty · Be systematic, structured and timely · Be based on the best available information · Take human and cultural factors into account · Be transparent and inclusive · Be dynamic, iterative and responsive to change · Facilitate continual improvement and enhancement of the organisation.
5. Risk Management Framework
Corporate and Operational Plans
Council values and guiding principles
Fiduciary Responsibility Governance Council
Strategic Management Risk Management Framework & Policy Senior Management Team
Program Coordination Disaster Risk WH&S Management Management Management Program Plan M o
CEO n Program i Supervisors WHSO t o r i n g a n
Operational d R
Responsibility Disaster Corporate Operational Project & WH&S e p o
Management Risk Risk Events Risk Risk r t i All Management Risk Register Register Register Register n g & Employees Register
Mitigation Strategies Disaster Safety Management Plan Management Business Internal Audit System Continuity Plan Function
Disaster Response Capability WH&S Procedures CEO and Executive Leadership Team
5 Barcaldine Regional Council Enterprise Risk Management Framework
6. Risk Management Process
The process adopted by Barcaldine Regional Council to manage risks is in accordance with AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines. This process is the application of the structured risk management methodology to be used to assess; prioritise; treat and monitor risks identified. The risk management process may capture inherent risk (prior to taking into account controls in place), residual risk (after taking into account controls in place), or both.
The main elements of an effective Risk Management approach are as follows:
· Communicate and Consult · Establish the Context · Risk Assessment · Identify Risks · Analyse Risks · Evaluate Risks · Treat Risks · Monitor and Review
The following diagram represents the components of the Risk Management process.
Source: Australian/New Zealand Standard for Risk Management – AS/NZS ISO 31000:2009
6 Barcaldine Regional Council Enterprise Risk Management Framework 6.1 Communicate and Consult It is an essential part of the risk management process to develop and implement an effective framework to communicate and consult with all relevant stakeholders, internal and external as appropriate, at each stage of the risk management process and concerning the process as a whole. The level of communication and consultation will vary depending on the level of interest and or influence of that particular stakeholder individual or group. Communication and consultation is necessary at every stage of the Risk Management process.
6.2 Establish the Context
Stage one of the process establishes the strategic, organisational and risk management context in which the rest of the process will take place. This includes the criteria against which risk will be evaluated, the risk appetite of the organisation and corrective actions for the different rating achieved in the assessment of the risks.
In considering context, it is necessary to consider the broader external environment in which the organisation operates and not just internal matters.
A written statement of context is to be documented and communicated at the appropriate level within the organisation.
In establishing the context for the Risk Management Framework, existing risk management processes should be reviewed, interviews and workshops held with key personnel and a Risk Management Policy developed. (Refer to Appendix A for Risk Management Policy).
6.3 Risk Assessment
6.3.1 Identify Risks
At this stage, the organisation identifies what, why and how things can arise, that may affect the organisation, as the basis for further analysis. This is done at both strategic and operational levels of the organisation.
Categories of risk for the organisation at a strategic and operational level may include, but are not limited to:
· Safety – injuries, lost time, LGW & LGM claims, fatalities · Reputation and image – negative media exposure, staff morale, community perception · Assets – damage or loss of information, property or assets · Environment – impact or harm to natural environment, potential for future damages claims and EPA prosecution · Service Delivery – ability to service community and meet customer expectations · Regulatory – breaches of legislation (“ignorance is no excuse”) · Management effort – senior management effort directed away from achieving strategic objectives and impacting on overall performance(ie focused on day to day tasks)
6.3.2 Analyse Risks
This stage determines the inherent risks and then calculates any residual risks taking in to consideration any existing controls in place (existing processes and procedures). Risks are analysed in terms of consequence and likelihood in the context of those controls. The analysis will consider
7 Barcaldine Regional Council Enterprise Risk Management Framework the range of potential risk exposure consequences and how likely those consequences are to occur. The Consequence and Likelihood are then combined to produce an estimated level of risk known as the Overall Risk Rating.
Determining Likelihood
In determining the likelihood of each risk, the following ratings and definitions have been applied. Judgment is required to determine the possibility and frequency that the specific risk is likely to occur. Likelihood Table
Rating Description Definition - Likelihood of Occurrence
1 Rare Event may occur once in every 10+ years
2 Unlikely Event may occur in every 5 – 10 years
3 Possible Event may occur once in every 2 – 5 years
4 Likely Event may occur once in every 1 – 2 years
5 Almost Certain Event may occur within one year
Determining Consequence
In determining the consequence of each risk, the following ratings and definitions have been applied. There are five levels used to determine consequence and when considering how risks may impact on the organisation it is also important to think about the non-financial elements as well. Consequence Table
Description Qualitative Definition - Consequence
Insignificant An event, that impact can be absorbed; no injuries; low financial loss An event, the consequences of which can be absorbed but Minor management effort is required to minimise the impact; First aid treatment; low-medium financial loss Moderate A significant event which can be managed under normal circumstances; medical treatment; medium financial loss A critical event, which with proper management can be continued; Major extensive injuries; loss of production capability; major financial loss Catastrophic A disaster which could lead to the collapse of the organisation; death; huge financial loss Quantitative parameters have been developed to enable Council to consistently assign consequence ratings to potential risks. These quantitative measures assign the organisation’s risk tolerance parameters applicable to each of the five consequence levels. This approach ensures that all staff can rate the consequence of a risk occurring against the organisation’s established parameters, instead of their own personal choice.
8 Barcaldine Regional Council Enterprise Risk Management Framework Consequence Matrix
Information Human Workplace Health Consequence Rating Business Continuity Environmental Strategic Infrastructure Financial Technology Resources & Safety
The continuing failure Widespread and Widespread, long term Loss of State Government Staff issues Widespread, long Fatality or An amount of Council to deliver irreversible loss of IT support with scathing cause continuing term loss of significant greater than essential services environmental network/hardware. criticism and removal of the failure to deliver substantial key irreversible $4M damage attributed Council. essential assets and disability. Catastrophic 5 The removal of key revenue generation by the courts to be National media exposure services infrastructure. negligent or Loss of power and influence incompetent actions restricting decision making of Council. and capabilities Widespread failure to Severe Widespread, short to State media and public Staff issues Widespread, short Extensive injuries. An amount deliver several major environmental medium term loss of concern/ exposure with cause to medium term Lost time of more between $1m strategic objectives impact requiring IT network/hardware adverse attention and long- widespread loss of key assets than 4 working - $4m and service plans. significant remedial term loss of support from failure to deliver and infrastructure. days. Major 4 Long-term failure of action. Penalties Barcaldine Region residents. several major Council causing and/or direction or Adverse impact and strategic lengthy service compliance order intervention by State objectives and interruption incurred. Government long term failure of day to day service delivery. Failure to deliver Moderate impact on Short to medium term Significant state wide Staff issues Short to medium Medical treatment. An amount minor strategic the environment; no loss of key IT concern/ exposure and short cause failure to term loss of key Lost time of up to 4 between objectives and service long term or network/hardware to mid term loss of support deliver minor assets and working days. $400,000 - plans. irreversible damage. from Barcaldine Region strategic infrastructure $1m Moderate 3 Temporary & May incur cautionary residents. objectives and recoverable failure of notice or Adverse impact and temporary and Council causing infringement notice intervention by another recoverable intermittent service organisation. failure of day to interruption for a day service week. delivery.
Temporary and Minor environmental Minor loss/damage. Minor local community Staff issues Minor First aid treatment. An amount recoverable failure of damage such as Repairs required concern manageable cause several loss/damage. No lost time. between Minor 2 council causing remote temporary through good public days interruption Repairs required $10,000 - intermittent service pollution. relations. of day to day $400,000 interruption for several Adverse impact by another service delivery days. organisation. Negligible impact of Brief, non- Damage where Transient matter, e.g. Staff issues Damage where No injury. An amount Council, brief service hazardous, transient repairs are required Customer complaint, cause negligible repairs are less than Insignificant 1 interruption for several pollution or damage. however equipment resolved in day-to-day impact of day to required however $10,000 hours to a day. still operational management. day service facility or Negligible impact from delivery infrastructure is still another organisation. operational
9 Barcaldine Regional Council Enterprise Risk Management Framework Determining the overall Risk rating After the consequence and likelihood ratings have been determined they are combined in a matrix to determine the overall risk rating for each risk. The extent of the consequences and the extent of the likelihood risks will be assessed in a range from Low to Extreme.
The table below illustrates how the combination of the consequence and likelihood generates the overall risk rating.
Risk Assessment Matrix
Consequence
Likelihood Rating 1 2 3 4 5
Insignificant Minor Moderate Major Catastrophic
Almost certain 5 M H H E E
Likely 4 M M H H E
Possible 3 L M H H H
Unlikely 2 L L M M H
Rare 1 L L M M H
6.3.3 Evaluate Risks
Risks need to be evaluated and prioritised to ensure that management effort is directed towards resolution of the most significant organisational risks first. The initial step in this Risk Evaluation stage is to determine the effectiveness, and or existence of, controls in place to address the identified risks.
The following table will assist to determine the effectiveness, and or existence of, controls in place to address the identified risks.
Control Assessment Description
Adequate · The controls address the identified risk and there is little scope for improvement. · There is no convincing cost/benefit justification to change the approach. Opportunities for · The controls contain some inadequacies and scope for improvement can be Improvement identified. · There is some cost/benefit justification to change the approach. · The controls do not appropriately address the identified risk and there is an Inadequate immediate need for improvement actions. · There is a significant cost/benefit justification to change the approach. Following the process of identification, analysis and evaluation of risks and controls, the outcomes are to be communicated with all relevant stakeholders and agreements reached with the various Risk owners prior to being documented in the Risk Register.
6.3.4 Risk Register A Risk Register is developed to record and assess each risk identified as part of the risk identification stage.
10 Barcaldine Regional Council Enterprise Risk Management Framework The application of the stages of the risk assessment process noted above ensure there is consistency in the determination of the current risk severity level, taking into account the existing controls and their level of effectiveness in mitigating or addressing the risk. Risk Profile diagram
At the completion of the assessment process, a risk profile diagram will be developed to highlight each of the risks identified and their overall risk rating.
The risk profile diagram below will highlight to the executive the key risk exposures within the organisation. The risks will be categorised as Extreme, High, Medium and Low to assist management to target those risks that have the greatest potential impact on the organisation.
6.4 Treatment of Risks
After evaluating each risk and appropriate controls, it is the responsibility of the manager to implement the suitable treatment. The treatment needs to be appropriate to the significance and priority of the residual risk. As a general guide:
· Retain the risk – where the risk cannot be avoided, reduced or transferred. In such cases, usually the likelihood and consequence are low. These risks should be monitored and determined how losses, if they occur, will be funded. · Transfer the risk – involves shifting all or part of the responsibility to another party who is best able to control it (such as an insurer who bears the consequence of losses eg. Insure Council vehicles). · Avoid the risk – Decide not to proceed with the policy, program or activity or choose an alternative means of action. · Control the risk – By either reducing the likelihood of occurrence or the consequences eg. Implement procedures for specified tasks.
Determine the most effective treatment options by considering the: · Cost/benefit of each option including the cost of implementation (do not consider financial considerations only; organisational, political, social and environmental factors should also rank) · Use of proven risk controls · The anticipated level of risk remaining after implementation of risk treatment. The final acceptance of this risk will be a matter for the appropriate Director to decide.
Once treatment options for individual risks have been selected, they should be assembled into action plans, risk treatment plans or strategies. The outcome of an effective risk treatment plan is knowledge of the risks Council can tolerate and a system that minimises those risks that it cannot tolerate.
11 Barcaldine Regional Council Enterprise Risk Management Framework The decision to accept a risk will be determined by the agreed table indicating the proposed corrective action and the risk appetite criteria established by the council. For Barcaldine a LOW risk is accepted and only requires monitoring should circumstances change. For other risks, a specific management plan may be required to be developed and implemented which may include consideration of funding. Risk treatment strategies need also be considered to ensure that no new risks are introduced. The approach for treatment of risks is:
Extreme risk – Immediate action required. Task is not to be undertaken until detailed research and E planning is completed and decision making in consultation with Executive Management Team.
H High risk – Senior management attention and action required.
Medium risk – Management responsibility must be specified and action required as soon as M possible.
L Low risk – Manage by routine procedures and unlikely to require additional resource.
Escalation Plan
Council will introduce procedures for notifying the appropriate persons according to the risk rating, in particular where a risk may escalate due to changed or unforeseen circumstances.
Communication of risk ratings and associated escalation plans will be provided throughout the organisation to assist all staff in managing risk.
6.5 Monitor and Review
This stage establishes a process to monitor and review the performance of the risk management system implemented and changes that might affect the performance or give rise to new risks that will require assessment.
Both monitoring and reviewing should be a planned part of the risk management process and tailored to the needs of the organisation and the significance of the risks identified. It should be undertaken on at least an annual basis.
The continual process of monitoring and reviewing is required to ensure ongoing effective risk treatments and the continual improvement of the risk management standards.
· Monitoring – assess whether current risk management objectives are being achieved. Council can use inspections, incident reports, self-assessments and audits to monitor its risk management plan. · Review – assess whether the current risk management plan still matches Barcaldine Regional Council’s risk profile. The risk management plan may be reviewed by studying incident patterns, legislative changes and organisational activities.
Possible methods for review: · Internal check program/audit or independent external audit; · External scrutiny (appeal tribunal, courts, commission of inquiry); · Physical inspection; · Program evaluation; and Reviews of organisational policies, strategies and processes.
12 Barcaldine Regional Council Enterprise Risk Management Framework
When completing the review process, it is important the context in which the original risk was developed is reassessed. The review should also be informed by reports and recent events and include consideration of: · Completeness of the register; · Continued existence of controls; · Adequacy of controls; · Risk ratings; · Treatment strategies; · Risk owner; and · Risk review date.
7. Recording the Risk Management Process
Each stage of the Risk Management process must be recorded appropriately. All Risk Assessments and Risk Treatment Action Plans must be documented, retained and easily accessible for future reference. Even if a risk is assessed to be Low and a decision is taken to do nothing, the reasoning that led to the decision must be recorded.
8. Reviewing the Risk Management Framework
In order to ensure that the risk management process is effective and continues to support the organisation’s performance, all aspects of the risk management process will be periodically reviewed.
The Risk Management Framework, Risk Management Policy and Risk Registers will be reviewed to ensure that they are still appropriate and continue to reflect the organisation’s risk activities and tolerances.
Based on the results of monitoring and reviews, decisions will be made on how the Risk Management Framework can be improved. These improvements should lead to improvements in the management of risk and its risk management culture.
9. Communication
The Risk Management Framework, Policy, Risk Registers and associated documents and procedures will be held in a secure central repository and will be accessible to stakeholders according to their authority levels.
The existence, nature and location of the central repository will be shared with staff at all levels to encourage their awareness of how the organisation is managing its risks.
Following reviews of the framework and guidelines as specified any changes will be communicated to the relevant Risk owners and other stakeholders to ensure that the Enterprise Risk Management process remains dynamic and relevant.
13 BARCALDINE REGIONAL COUNCIL PAGE 110 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.4.7 SUBJECT HEADING: Corporate Risk Register Author and Title: Brett Walsh, Deputy Chief Executive Officer CLASSIFICATION: (if confidential)
Summary: From the Deputy Chief Executive Officer, presenting a revised Corporate Risk Register to Council for adoption.
Officer's Recommendation: That Council adopts the revised Barcaldine Regional Council Corporate Risk Register.
Background As part of Council’s regular review of policies, the Corporate Risk Register is presented for review and adoption.
The Auditor-General has recommended that Councils improve their risk management processes.
Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1 Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources
Consultation (internal/external) Councillors Chief Executive Officer Deputy Chief Executive Officer District Managers Chief Engineer
Policy Implications Revised register
Budget and Resource Implications Nil
Risk Implications Low risk that plan does not cover all anticipated outcomes
BARCALDINE REGIONAL COUNCIL CORPORATE RISK REGISTER
Conse- Overall Likeli- No. Risk Possible Causes Consequences Existing Risk Treatments quence Risk hood Level Rating CR1 Failure of ICT · Security breach · Failure to pay staff and contractors · strong backup/restoration strategies 4 1 M systems and/or loss · Natural disaster · Inability to generate income via and procedures Major Rare of electronic data · System failure invoices · User authentication and passwords · Human error · Potential legal actions · System firewalls · Environmental issue · Inability to enforce legislation · Effectiveness of ICT Policy · Failure of back-up · Reduction in the efficiency of · Secure controlled environment facilities customer service · Managed services contract · Closure of ICT provider · Financial impact of reacquiring · Maintain strong relationship with ICT · Ransomware attack data provider · Failure to demonstrate compliance · Business Continuity Plan with legislative requirements CR2 Insufficient skilled · Lack of skilled staff · Continual high workloads on staff · Employee rental assistance 3 3 H key staff to enable · External employment · Potential non-compliance with · Relocation assistance Moderate Possible quality services to environment making legislation · Opportunities for professional be consistently attraction and retention of · Lack of job satisfaction development delivered staff difficult · Transient workforce · Salary sacrificing and other benefits · Lack of quality, affordable · Reduced morale and productivity · Flexible work arrangements housing · Potential non-compliance with duty · Develop comprehensive Human · Declining population of care Resources policies and procedures · Lack of structured training · Loss of reputation · Shared corporate vision, values and · Lack of succession · Financial loss through rework and culture for the organisation planning inefficiency · Continually review resources and · Lack of reward and · Revenue opportunities forgone undertake a structured job analysis recognition · Loss of opportunity for economic · Undertake a skills audit · Continual high workloads development · Undertake a training needs analysis on staff and prepare an annual Training · Poor employment Calendar reputation · Develop a traineeship program CR3 Sudden loss of a · Natural disaster · Inability to deliver one or more key · Existing security measures in place 4 1 M major Council · Specific unintentional services · General and public liability insurance Major Rare facility event · Financial impact of · Regular quality testing (water) · Specific intentional or rehabilitation · Current Disaster Management Plan deliberate event · Serious injury or harm to staff · Undertake a risk assessment of · Political decision and/or general public Council facilities · Insufficient security · General widespread adverse · Identify means to assess additional measures impact on health sites for relocation suitability · Legal/litigation implications
Page 1 Risk Management Framework Corporate Risk Register Conse- Overall Likeli- No. Risk Possible Causes Consequences Existing Risk Treatments quence Risk hood Level Rating CR4 Poor health, safety · Lack of understanding of · Increased sick leave/staff · WH&S System and Safeplan 3 3 H and wellbeing of WH&S requirements absences and staff turnover · WH&S inductions Moderate Possible staff · Lack of support from · Decreased performance and · Toolbox talks and team meetings management increased performance · External safety audits · Low job satisfaction management issues · Monitoring of sick leave impacting on employee · Higher rate of accidents or injury · WH&S Committee meetings attitude to care for their or fatalities · Vaccination policy own WH&S · Potential legal claims · Rehabilitation process · Failure to monitor/enforce · Financial loss · Undertake a review of the Workplace drug and alcohol policy · Negative impact on Council’s Health and Safety function within · Lack of communication reputation as an employer Council · Lack of training · External investigations · Develop a Workplace Drug and · Failure to provide Alcohol Policy adequate work · Develop a Corporate Communication environment that meets Strategy to improve internal and legislative requirements external communication and employee expectations · Lack of consequences for non-compliance with legal obligations · Lack of building security CR5 Council decisions · Councillor pecuniary · Financial loss · Councillor/employee interaction 2 3 M adversely impacting interests · Negative impact on public image protocol Minor Possible on Council · Localised approach to · Reduced staff morale/satisfaction · Councillor Code of Conduct operations decisions rather than · Legal action · Employee Code of Conduct wider community · Improper utilisation of resources · Education and training approach · Potential non-compliance with · Regular meetings with Councillors · Poor advice from legislation · Develop and implement standard management reporting to · Ministerial intervention Council report template Council · Administrator appointed · Review operational plan regularly · Unclear roles and · Provide regular advice to Councillors responsibilities on relevant training opportunities · Direct political · Regular visits from the LGAQ involvement in operations organised for Councillors · Ensure the Council agendas are complete and distributed to Councillors 4 days prior to Council meeting day CR6 Significant reduction · Open tender introduced · Reduced ability to provide · Maintain strong relationships with 5 3 H in Council income for TMR works services Dept of Transport and Main Roads Cata- Possible · Reduced ability to support staff strophic
Page 2 Risk Management Framework Corporate Risk Register Conse- Overall Likeli- No. Risk Possible Causes Consequences Existing Risk Treatments quence Risk hood Level Rating · Impacts from changes in · Reduced ability to maintain · Maintain political pressure to support State or Federal assets local government Government funding models · CR7 Inability to maintain · Political interference · Political intervention by a higher · Sound corporate governance policies 5 1 H Council as a going · Loss of major contracts authority · Sound financial management Cata- Rare concern · Significant increase in · Loss of public confidence practices including rigorous audits strophic operational costs · Decline in service delivery · Recruitment of skilled and · Static/declining revenue · Significant financial loss professional staff base · Decline in staff morale · Meeting legislative requirements · Poor financial · Closure of facilities leading to loss · Sound strategic planning management of population · Develop a 10 year financial · Declining natural management plan in conjunction with resources a sound long term asset management · Declining economic base plan · Adequate professional development and training · Ensure the annual budget is balanced CR8 Non-compliance · Insufficient funding · Loss of potential revenue · Support from external bodies to keep 3 2 M with legislative · Lack of recognition from · Penalties and fines leading to Council abreast of legal Moderate Unlikely requirements Councillors or managers closure of facilities that fail to developments e.g. LGAQ impacting on the for the need to comply comply · Council policies, procedures and ability to deliver · Lack of enforcement from · Loss of public confidence systems services regulatory bodies · Injuries/accidents/ fatalities to staff · Access to professional legal advice · Lack of time for staff to and/or community · Access to current legislation devote to compliance · Environmental damage which · External audits regulatory issues could also lead to health impacts · Training and professional · Lack of skilled staff with · Investigations from regulatory development knowledge of the bodies legislative requirements · Reduction in Council’s workforce · Insufficient processes to capture updates to legislation · Failure to comply with legislative policies and procedures · Council decision to not comply CR9 Harm caused to the · Failure of Council’s · Negative publicity · Community Engagement Coordinator public from Council drinking water supply · Loss of public confidence controlling public messaging 4 2 H · Community Newsletter Major Unlikely
Page 3 Risk Management Framework Corporate Risk Register Conse- Overall Likeli- No. Risk Possible Causes Consequences Existing Risk Treatments quence Risk hood Level Rating facilities, services or · Poor or no licencing of · Misinformation fostering wrong · Social media posts operations food premises impression · Staff Meetings and Toolbox Meetings · Lack of animal control · Increased gaps in service delivery · New Ratepayer Pack · Employee carelessness accurately meeting community · Scheduled CEO visits to Council or apathy expectations workplaces · Lack of maintenance of · Death or injury to member of · Implement where appropriate training assets public for staff involved in the production of · Incorrect advice provided · Inefficiencies in service delivery media and promotional material to the public · CR10 Inability of Council’s · Poor asset management · Injury to general public and staff · Development of sound asset 4 1 M existing practices including capital · Decreased community confidence management practices Major Rare infrastructure to replacement and in Council · Implementation of sound financial meet ongoing maintenance schedules · Increased unnecessary management practices community needs · Long term failure to fund maintenance costs · Implementation and review of existing depreciation · Major interruptions to essential road maintenance strategy · Poor identification of services · Compliance with the TMP for water unnecessary or unrealistic · Serious breach of legal or and sewerage community expectations contractual obligations · Rationalisation of Council’s assets · New development · Serious environmental impacts creating demands in excess of Council’s resources CR11 Environmental harm · Failure of sewerage · Adverse community reaction · Robust Asset Management Plans 3 3 M caused by Council treatment works · Potential adverse on funding including maintenance schedules Moderate Possible facilities or · Roadworks causing · Reputation loss · Washdown bays operations major erosion · Road construction in accordance with · Poor weed control plans measures for vehicles · Regular servicing of waste · Waste Management management sites sites not controlled · Lack of knowledge Council has not · Insufficient reliable · Cost premium for having to · Nil 2 3 M adequately planned information adjust Minor Possible CR12 for the predicted · Perception that it will not · Lack of sustainability impacts of climate happen change
Page 4 Risk Management Framework Corporate Risk Register BARCALDINE REGIONAL COUNCIL PAGE 115 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.5.1 SUBJECT HEADING: Financial Report – May 2021 Author and Title: Sarmad Habib, Finance Officer CLASSIFICATION: (if confidential)
Summary: The Financial Report for the period ending 19 May 2021 is presented to Council.
Officer's Recommendation: That Council receives the report.
Background Section 204 of the Local Government Regulation 2012 requires a local government to prepare a financial report and present the financial report at each monthly meeting of the local government.
The financial report must state the progress that has been made in relation to the local government’s budget for the period of the financial year up to a day as near as practicable to the end of the month before the meeting is held.
Link to Corporate Plan Goal 1. Professional Governance Strategy 1.1. Financial Responsibility and Sustainability 1.1.1 Embrace professional business practices and responsible use of Council resources
Consultation (internal/external) Chief Executive Officer Deputy Chief Executive Officer Chief Engineer Finance Officer District Managers
Policy Implications Nil
Budget and Resource Implications As per statements
Risk Implications As per the attachment BARCALDINE REGIONAL COUNCIL PAGE 116 AGENDA FOR GENERAL MEETING 26 MAY 2021
Financial Report to a Meeting of Barcaldine Regional Council
Held on 26th May 2021
Cash Position as at 30th April 2021
Cash at Bank Apr-21 Mar-21 Feb-21 Operating Accounts- BOQ $ 377,966 $ 836,036 $ 682,605 QTC Investments Acc 1. Flood Damage $ 7,624,173 $ 8,269,249 $ 7,612,401 2. General $ 3,439,419 $ 2,394,342 $ 7,951,191 Short Term Investments Trust Account $ 319,611 $ 319,832 $ 319,971 Trust Investment Acc $ - $ - $ 11,761,169 $ 11,819,460 $ 16,566,168
Cash Balances 25000000
20000000
15000000
18-19 10000000 19-20
5000000 20-21
0
Debtors & Creditors Summary Debtor Aging Summary Amount Owing Current 1,259,462.55 30 days 6,282.54 60 days 2,517.99 90 days 53,830.02 Total Owing 1,322,093
Creditors Creditor Payments Apr-21 Mar-21 Feb-21 2018-19 $1,750,074.04 $3,586,730.44 $3,247,206.27 2019-20 $3,724,450.06 $3,167,930.57 $7,834,174.79 2020-21 $7,119,702.64 $11,768,712.00 $10,206,168.00
BARCALDINE REGIONAL COUNCIL PAGE 117 AGENDA FOR GENERAL MEETING 26 MAY 2021
Financial Report to a Meeting of Barcaldine Regional Council
Held on 26th May 2021
Monthly Debtor Invoices $'s 3500000
3000000
2500000
2000000
1500000 D 1000000
500000
0 Feb Mar Apr
18-19 19-20 20-21
BARCALDINE REGIONAL COUNCIL 2018-19
Monthly Creditor Payments 2019-20 14000000 2020-21
12000000
10000000 D
8000000 $
6000000
4000000
2000000
0 Feb Mar Apr Month
BARCALDINE REGIONAL COUNCIL PAGE 118 AGENDA FOR GENERAL MEETING 26 MAY 2021
Financial Report to a Meeting of Barcaldine Regional Council
Held on 26th May 2021
Monthly Cashflow Estimate : April 2021
Receipts Expenditure
Rates & Fees & Charges $ 2,646,311 Payroll $ 1,046,042
Other Revenue $ 29,425 Other Payments $ 3,751,888
Grants/ Subsidies $ 591,866 Loan Payments $ -
Total $ 3,267,602 Total $ 4,797,930
Capital Works Summary : 1 July 2020 to 30 June 2021
Budget YTD Actual % of Budget Building and other Structures $ 6,041,266 $ 2,813,946 47% Plant & Equipment $ 2,383,500 $ 1,352,836 57% Road Infrastructure $ 14,292,799 $ 6,318,546 44% Water Infrastructure $ 1,100,000 $ 213,009 19% Sewerage Infrastructure $ 1,800,000 $ 224,108 12% Airport $ 70,000 $ 12,855 18%
Maintenance Works Expenditure : 1 July 2020 to 30 June 2021
Expended YTD Budget Actual % of Budget Mantaince Expenditure 1. Rural Roads Maintenance $ 2,200,000 $ 925,313 42%
2. Town Street Maintenance $ 600,000 $ 634,244 106% 3. Plant Op - Maintenance $ 2,659,000 $ 2,137,724 80%
BARCALDINE REGIONAL COUNCIL PAGE 119 AGENDA FOR GENERAL MEETING 26 MAY 2021
Financial Report to a Meeting of Barcaldine Regional Council
Held on 26th May 2021
TMR Works : Construction Contracts
Expended YTD Contracts Budget Actual % of Budget Barcy-Aramc Road CN15843 $ 3,341,850 $ 1,805,574 54% Barcy-Aramc Road CN12564 $ 3,255,860 $ 1,499,065 46% Clermont Alpha Road CN15329 Missing Link $ 700,000 $ 410,313 59% Clermont Alpha Road CN15329 $ 2,300,000 $ 1,143,831 50%
Capricon Highway $ 2,837,894 $ 56,830 2%
Flood Damage Grants Received Value Received 2018-19 $ 20,907,396.10 $ 9,128,868.00 2019-20 $ 20,700,014.79 $ 6,210,004.43
$ 15,338,872.43
Spent As of 10th May 2021 $ 7,714,699.61
Balance in Advance $ 7,624,172.82
Rates Arrears Summary
Total Arrears Outstanding Balance $ $377558.31 377,717
Rates Outstanding Breakdown Total No. of Assesment Current $ 113,544 115 1 Year $ 130,274 74 2 Year $ 68,324 50 3 Year $ 32,818 32 4 Year $ 13,107 19 5 Year $ 9,138 17 5+ Year $ 10,511 16
In advance $ 90,408 BARCALDINE REGIONAL COUNCIL PAGE 120 AGENDA FOR GENERAL MEETING 26 MAY 2021
>>FINANCE 8 Financial Performance
Council Performance Month on Month Year to Date Full Year
Revised Original Feb Mar Apr Actual Budget Variance Budget Budget $'000 $'000 $'000 Operating Revenue $'000 $'000 $'000 $'000 $'000 (17) (0) 3,514 Rates, Levies and Charges 6,795 6,629 166 Recurrent 6,642 revenue 6,642 21 37 31 Fees and Charges 496 568 (72) Recurrent 704 revenue 704 27 33 32 Rental Income 314 309 5 Recurrent 361 revenue 361 10 7 14 Interest Received 109 252 (143) Recurrent 410 revenue 410 2,742 15 2,400 Recoverable Works Income 8,662 9,677 (1,015) Recurrent 13,268 revenue 13,268 1,035 413 (844) Grants, Subsidies, Contributions and Donations 4,310 7,533 (3,223) Recurrent 11,035 revenue 11,035 9 5 (8) Other Revenue 19 53 (34) Recurrent revenue 94 94
3,828 509 5,138 Total Operating Revenue 20,704 25,021 (4,317) 32,513 32,513
Operating Expenses 1,130 1,172 1,043 Employee Benefits 10,179 10,051 129 Recurrent 12,529 expenses 12,596 1,729 2,706 2,112 Materials and Services 14,979 12,173 2,806 Recurrent 16,433 expenses 16,366 - 25 - Finance Costs 78 85 (7) Recurrent 103 expenses 103 (0) - 672 Depreciation 4,470 6,967 (2,497) Recurrent 8,361 expenses 8,361
2,859 3,903 3,827 Total Operating Expenses 29,707 29,276 430 37,425 37,425
969 (3,394) 1,311 Operating Profit/(Loss) (9,003) (4,256) (4,747) (4,912) (4,912)
Capital Revenue and Expenses 592 17 7,421 Capital Revenue 19,406 8,568 10,837 11,673 11,673 - - - Capital Expenses - - - - -
592 17 7,421 Net Capital Income/(Loss) 19,406 8,568 10,837 11,673 11,673
1,561 (3,377) 8,733 Net Result 10,403 4,313 6,091 6,761 6,761
BARCALDINE REGIONAL COUNCIL PAGE 121 AGENDA FOR GENERAL MEETING 26 MAY 2021
Statement of Cash Flow
Year to Date Full Year
Revised Original YTD cash flows Actual Budget Variance Budget Budget Cash flows from operating activities $'000 $'000 $'000 $'000 $'000 Receipts from customers 12,614 24,769 (12,154) 32,103 32,103 Payments to suppliers and employees (27,575) (22,224) (5,352) (28,962) (28,962) Interest paid (78) (85) 7 (103) (103) Interest received 109 252 (143) 410 410
Net cash inflow (outflow) from operating activities (14,930) 2,712 (17,642) 3,449 3,449
Cash flows from investing activities Payments for property, plant and equipment (11,148) (21,075) 9,927 (24,902) (25,224) Proceeds from sale of property, plant and equipment 296 - 296 200 522 Grants, subsidies, contributions and donations 19,461 8,568 10,892 11,673 11,673
Net cash inflow (outflow) from investing activities 8,609 (12,507) 21,116 (13,029) (13,029)
Cash flows from financing activities Proceeds from borrowings - 1,667 (1,667) 2,000 2,000 Repayment of borrowings (218) (244) 26 (292) (292)
Net cash inflow (outflow) from financing activities (218) 1,423 (1,641) 1,708 1,708
Net increase (decrease) in cash held (6,539) (8,372) 1,833 (7,872) (7,872)
Cash at beginning of reporting period 17,679 17,679 - 17,679 17,679 Net increase (decrease) in cash held 11,140 9,307 1,833 9,807 9,807
BARCALDINE REGIONAL COUNCIL PAGE 122 AGENDA FOR GENERAL MEETING 26 MAY 2021
Balance Sheet
Annual Movement Full Year
Revised Original Jun Apr Variance Budget Budget 2020 2021 Current Assets $'000 $'000 $'000 $'000 $'000 Cash 17,679 11,143 (6,536) 9,587 9,587 Receivables 2,169 4,089 1,920 3,490 3,490 Other 511 587 76 511 511 20,359 15,819 (4,540) 13,588 13,588 Non-Current Assets Property, plant & equipment 304,772 296,250 (8,522) 290,837 315,739 Other 17,183 16,412 (771) 31,840 6,938 321,955 312,662 (9,293) 322,677 322,677 Total Assets 342,314 328,481 (13,833) 336,265 336,265
Current Liabilities Trade and other payables 3,672 1,903 (1,769) 11,474 11,474 Borrowings 5 74 69 306 306 Provisions 1,592 1,661 69 1,648 1,648 Other - - - - - 5,269 3,639 (1,630) 13,428 13,428
Non-Current Liabilities Borrowings 2,206 1,918 (288) 3,612 3,612 Provisions 1,453 1,485 31 1,485 1,485 3,659 3,403 (257) 5,096 5,096 Total Liabilities 8,928 7,041 (1,887) 18,524 18,524
Net Community Assets 333,386 321,439 (11,946) 317,741 317,741
Community Equity Capital - - - - - Retained surplus/(deficit) 177,348 179,530 2,182 176,055 176,055 Asset revaluation surplus 156,038 141,909 (14,128) 141,909 141,909 Total Community Equity 333,386 321,439 (11,946) 317,964 317,964
BARCALDINE REGIONAL COUNCIL PAGE 123 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.6.1 SUBJECT HEADING: Works Report, Period – May 2021 Author and Title: Rick Rolfe, Chief Engineer CLASSIFICATION: (if confidential)
Summary: From the Chief Engineer, presenting the status of the scope of works assigned to Infrastructure Services.
Officer's Recommendation: That Council receives the report.
Background ENGINEERING SERVICES Continuing Professional Development
Nil
Business arising not detailed below from last Council Meeting
Nil
Project Delivery
Project Performance TMR Barcaldine – Aramac (Tranche 1 Safety Project, Ch. 36-42). Construction has been accelerated upon request from TMR TMR Barcaldine – Aramac (Rehab Project, Ch. 42-49). Construction delayed due to acceleration of safety project TMR Barcaldine – Aramac (Tranche 2 Safety Project Ch. 30-36). Gravel supply contract underway TMR Clermont – Alpha – First 1.5km section sealed prior to Christmas closedown. Second section underway TMR Capricorn Highway – Pricing of works underway. 100% of culverts delivered to site. Gravel supply commenced 2019 Flood Damage – underway 2020 Flood Damage – underway 2021 Flood Damage – DRFA activation approved. Emergency works complete.
Construction Program
Program Impacts 1. Refer ‘Head of Works’ Program.
Program Facts/Assumptions o Priority o Department of Transport and Main Roads o Other externally funded works BARCALDINE REGIONAL COUNCIL PAGE 124 AGENDA FOR GENERAL MEETING 26 MAY 2021
o Council Works.
GOAL 2: ECONOMY
Nil
GOAL 3: INFRASTRUCTURE
1. TMR Barcaldine – Aramac (Tranche 1 Safety Project, Ch. 36-42). Construction underway by both Barcaldine and Aramac crews following a request to accelerate by TMR. Project now on track for completion prior to 30 June thanks to some dry weather.
2. TMR Barcaldine – Aramac (Rehab Project, Ch. 42-49). Construction delayed due to acceleration of safety project.
3. TMR Barcaldine – Aramac (Tranche 2 Safety Project, Ch. 30-36). Gravel supply underway.
4. TMR Barcaldine – Aramac (Widening Project, Ch. 57.5-60). Construction of this project to follow rehab project.
5. TMR Clermont – Alpha project – First 1.5km section sealed. Second section underway.
6. TMR Capricorn Highway project – At this stage, construction of this project will follow the Clermont – Alpha projects. Early works are gravel supply and drainage. Culverts delivered to site, gravel stockpiling underway.
7. TMR Alpha truck pad amenities upgrade (Tranche 1 Safety Project) – Tender awarded.
8. Rural roads rehabilitation – Craven Road initial works underway for realignment.
9. 2019 Flood Damage – Works underway. $8.0m of works completed out of $23.6m and 498km repaired out of 1,167km of road length damaged.
10. 2020 Flood Damage – Works underway. $0.4m of works completed out of $17.8m and 3km repaired out of 1,175km of road length damaged.
11. 2021 Flood Damage – DRFA Activation approved on 07 January 2021. Scoping of works underway. Emergent works complete. TMR emergent works expenditure $0.42m and Council emergent works $1.74m expended to date.
12. Reseal Program – Tender awarded, works programmed to commence in May.
13. Linemarking Program – Contract awarded. Contractor due to start early June.
14. Ash Street rehabilitation (Maple to Beech) – Design complete, works being programmed.
15. Barcaldine airport cross strip reseal – Deferred until next year. Funding application under RAUP unsuccessful.
16. Water treatment plant safety access – Negotiating contract.
17. SCADA and telemetry system (RAPADWSA project) – Scoping underway.
18. Barcaldine sewerage treatment plant upgrade – Components being procured.
19. Oak Street footpath (IGA, Chemist, AWHC) – Complete.
20. Water treatment plant upgrades Alpha and Jericho – Works completed mid-May. Follow up visit being programmed and additional parts ordered. BARCALDINE REGIONAL COUNCIL PAGE 125 AGENDA FOR GENERAL MEETING 26 MAY 2021
GOAL 4: ENVIRONMENT
1. Flood mitigation (Barcaldine North) – Scoping underway. 2. Barcaldine waste transfer station – Procurement of individual components underway.
GOAL 5: COMMUNITIES
Nil
Consultation (internal/external) Internal Chief Executive Officer Deputy Chief Executive Officer Engineers Senior Works Supervisors
External GBA Consulting Engineers Department of Transport and Main Roads Simmonds and Bristow The Water and Carbon Group
Policy Implications Nil
Budget and Resource Implications TMR stimulus projects are having an impact on resources and budget.
Risk Implications Significant risk to funding of future projects caused by wet weather delays. First project being accelerated to complete by end of June. Risk of additional stimulus funding on an already full works program.
ID Task Name Start Finish Cost Resource Names 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct 1 Department of Transport and Main Roads $0.00 2 Clermont - Alpha Road (Federal Stimulus) Mon 2/11/20 Fri 30/07/21 $2,700,000.00 Alpha Alpha 3 Clermont - Alpha Road (Missing Link) Mon 8/02/21 Wed 31/03/21 $900,000.00 Alpha Alpha 4 Capricorn Highway (Belyando East and West) Mon 1/02/21 Fri 31/12/21 $8,500,000.00 Alpha Alpha 5 Barcaldine - Aramac Road (Tranche 1 Safety Project) Mon 31/08/20 Wed 30/06/21 $5,200,000.00 Barcaldine Barcaldine 6 Barcaldine - Aramac Road (Rehabilitation Project) Mon 1/02/21 Fri 30/07/21 $2,800,000.00 Aramac Aramac 7 Barcaldine - Aramac Road (Tranche 2 Safety Project) Mon 16/08/21 Fri 24/12/21 $5,000,000.00 Barcaldine Barcaldine 8 Barcaldine - Aramac Road (Tranch 3 Safety Project) Mon 31/01/22 Thu 30/06/22 $4,800,000.00 Barcaldine Barcaldine 9 Barcaldine - Aramac Road (Widening) Mon 2/08/21 Fri 24/12/21 $1,200,000.00 Aramac Aramac 10 Recreation Park Turn off upgrades Mon 5/07/21 Fri 13/08/21 $200,000.00 Barcaldine Barcaldine 11 Cedar Street Footpath Mon 28/09/20 Mon 8/02/21 $60,000.00 Barcaldine Barcaldine 12 Cycleways (Alpha, Aramac, Barcaldine) Mon 29/06/20 Fri 27/08/21 $420,000.00 All All 13 Road Maintenance Performance Contract $3,073,207.00 14 Schedule 1 - OSCR Mon 29/06/20 Fri 25/06/21 $1,885,000.00 All All 15 Schedule 2 - National Highway Mon 29/06/20 Fri 25/06/21 $410,000.00 Barcaldine Barcaldine 16 Schedule 3 - Declared Plants Mon 29/06/20 Fri 25/06/21 $20,000.00 All All 17 Schedule 4 - Clermont - Alpha Resheeting Mon 29/06/20 Fri 18/12/20 $410,456.00 Alpha Alpha 18 Schedule 5 - Bulk Sign Replacement Mon 29/06/20 Fri 25/06/21 $107,307.00 All All 19 Schedule 6 - Upgrade Site Boards at Intersections Mon 29/06/20 Fri 25/06/21 $0.00 All All 20 Schedule 7 - Incident Management - Call Out Activities Wed 1/07/20 Tue 29/06/21 $200,000.00 All All
21 Schedule 8 - Gregory Park Bus Stopping Bay Mon 29/06/20 Fri 25/06/21 $30,000.00 All All 22 Schedule 9 - Resheeting Alpha - Tambo Road (443) Tue 6/04/21 Wed 30/06/21 $400,000.00 Alpha Alpha 23 Schedule 10 - Reseal Prep Works Mon 1/03/21 Wed 31/03/21 $401,600.00 All All 24 Schedule 11 - Alice River Bridge Traffic Management $50,450.00 Barcaldine 25 Schedule 12 - DRFA Emergent Works Event 21E Wed 30/12/20 Tue 30/03/21 $420,000.00 All All 26 Schedule 13 - Ineligible flood damage $63,881.00 All 27 Schedule 14 - Clermont - Alpha Missing Link Mon 1/02/21 Fri 30/04/21 $700,000.00 Alpha Alpha 28 Schedule 15 - Upgrade rest area Alpha Mon 10/05/21 Wed 30/06/21 $200,000.00 Contractor Contractor 29 Schedule 16 - Alpha - Tambo Road scour repair Mon 31/05/21 Wed 30/06/21 $60,000.00 Alpha Alpha 30 Queensland Reconstruction Authority $0.00 31 Flood Damage, March 2019 Mon 4/11/19 Thu 30/06/22 $25,000,000.00 All All 32 Flood Damage, January 2020 Mon 2/11/20 Thu 30/06/22 $15,000,000.00 All All 33 Flood Damage, January 2021 Thu 7/01/21 Fri 30/06/23 $10,000,000.00 All All 34 Road 2 Recovery $0.00 35 Reseal Program Fri 26/03/21 Wed 30/06/21 $1,200,000.00 Contractor Contractor 36 Ash Street (Maple to Beech) Mon 1/11/21 Fri 24/12/21 $150,000.00 37 Elm Street (Pine to Myall) Mon 28/09/20 Fri 25/12/20 $600,000.00 Barcaldine Barcaldine 38 Oak Street Footpath Mon 30/03/20 Wed 31/03/21 $125,000.00 Barcaldine Barcaldine 39 Council $0.00 40 New Landfill Mon 29/06/20 Fri 25/06/21 $300,000.00 Barcaldine Barcaldine 41 Barcaldine Airport Cross Strip Reseal Mon 4/10/21 Fri 24/12/21 $70,000.00 Barcaldine Barcaldine 42 Alpha Reservoir Safety Access Mon 29/03/21 Fri 25/06/21 $125,000.00 Contractor Contractor 43 Jericho Reservoir Safety Access Mon 29/03/21 Fri 25/06/21 $175,000.00 Contractor Contractor 44 SCADA and Telemetry System Mon 30/03/20 Thu 30/06/22 $1,200,000.00 Contractor Contractor 45 Barcaldine Sewerage Treatment Plant Upgrade Mon 3/02/20 Thu 31/03/22 $1,400,000.00 Contractor Contractor 46 Flood Mitigation Barcaldine North Mon 29/03/21 Fri 25/06/21 $350,000.00 Contractor Contractor 47 Water Recreation Park Mon 29/06/20 Fri 25/06/21 $600,000.00 Barcaldine,Contractor Barcaldine,Contractor
Task Project Summary Manual Task Start-only Deadline
Project: May 21 Program Split Inactive Task Duration-only Finish-only Progress Date: Tue 18/05/21 Milestone Inactive Milestone Manual Summary Rollup External Tasks Manual Progress Summary Inactive Summary Manual Summary External Milestone
Page 1 BARCALDINE REGIONAL COUNCIL PAGE 127 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.8.1 SUBJECT HEADING: Muttaburra Campdraft Association – Request for Sponsorship Author and Title: Paula Coulton – District Manager Aramac and Muttaburra CLASSIFICATION: (if confidential)
Summary: From the District Manager - Aramac and Muttaburra, submitting a request for sponsorship from the Muttaburra Campdraft Association for their Campdraft event in September.
Officer's Recommendation: That Council agrees to sponsor $1,000 to the Muttaburra Campdraft Association for their Campdraft event in 2021.
Background The Muttaburra Campdraft Association will be holding a Campdraft in September 2021 and requests support from Council by way of donation or sponsorship. By this Association hosting a compdraft in Muttaburra, it will bring great benefits to the community as a whole. It will boost the population of Muttaburra by over 300 people for a period of three days or longer and in turn benefiting the small community businesses. Turnover will be greater than usual and very appreciated. Campdrafters from near and far will get to experience the Muttaburra hospitality which is unique. Council’s reputation will be held in high regard by the Compdraft Association, competitors and the locals for supporting this event. Council’s support to events like these is incredibly important to our communities as it ensures our Clubs hold successful events and demonstrates that Council plays an active part in the community.
Please see attached, the email from the Muttaburra Campdraft Association outlining the sponsorship levels in greater detail.
Link to Corporate Plan Goal 5. Vibrant Communities Strategy 5.6.Community Support 5.6.1. Encourage and support not-for-profit and charitable organisations working in the Region
Consultation (internal/external) Deputy Chief Executive Officer
Policy Implications Nil
Budget and Resource Implications Budget allocation of $1000 available
Risk Implications Minor Risk BARCALDINE REGIONAL COUNCIL PAGE 128 AGENDA FOR GENERAL MEETING 26 MAY 2021
Link to Corporate Plan Goal 5. Vibrant Communities Strategy 5.6.Community Support 5.6.1. Encourage and support not-for-profit and charitable organisations working in the Region
Consultation (internal/external) Deputy CEO
Policy Implications Nil
Budget and Resource Implications Budget dependant on level approved – Gold at $1000
Risk Implications Minor risk
BARCALDINE REGIONAL COUNCIL PAGE 129 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.8.2 SUBJECT HEADING: Land Lease - Muttaburra Author and Title: Paula Coulton – District Manager Aramac and Muttaburra CLASSIFICATION: (if confidential)
Summary: From the District Manager - Aramac and Muttaburra, presenting the tenders received for the lease of land at L544 SP309924 and L49 CM159 in Muttaburra.
Officer's Recommendation: That Council agrees to lease the proposed land to , subject to development approval.
Background Council recently advertised L544 SP309924 and L49 CM159 Muttaburra for Lease by Tender. One application from was received.
Link to Corporate Plan Goal 2. Our Local Economy Strategy 2.5. Business Investment 2.5.1. Actively seek new business, investment, population and employment opportunities for our Region
Consultation (internal/external) Deputy Chief Executive Officer King and Co. Western Game Meats
BARCALDINE REGIONAL COUNCIL PAGE 130 AGENDA FOR GENERAL MEETING 26 MAY 2021
Policy Implications Nil
Budget and Resource Implications Budget
Risk Implications Minor risk
BARCALDINE REGIONAL COUNCIL PAGE 131 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.9.1 SUBJECT HEADING: Request for Rates Exemption - Barcaldine RSL Sub Branch Inc. Author and Title: Jenny Lawrence – District Manager Barcaldine CLASSIFICATION: (if confidential)
Summary: From the District Manager Barcaldine, tabling the recommendation for granting of Rates Exemption to the Barcaldine RSL Sub Branch Inc.
Officer's Recommendation: That Council grants a concession of 50% water utility charge, commencing from 1 July 2020 to Barcaldine RSL Sub Branch Inc. for property at 74 Ash Street, Barcaldine and other service charges are to remain.
Background Council received an email from the President of the Barcaldine RSL Sub Branch Inc. requesting a Rates Exemption for property owned at 74 Ash Street, Barcaldine. Currently the property is exempt from General Rates whilst paying for services only, water is not discounted presently.
The Barcaldine RSL Sub Branch are now intending to reoccupy part of the building for RSL related activities, events, meetings and Veteran Advocacy, with part of the building to be leased to create revenue for the organisation.
Barcaldine RSL Sub Branch Inc. are seeking consideration for exemption from rates until such time that tenants are secured, at which time they will come back to Council with a further proposal.
Link to Corporate Plan Goal 5. Vibrant Communities Strategy 5.6.Community Support 5.6.1. Encourage and support not-for-profit and charitable organisations working in the Region
Consultation (internal/external) Deputy Chief Executive Officer
Policy Implications Nil
Budget and Resource Implications Reduction in revenue from Water Service Charges
Risk Implications Nil
BARCALDINE REGIONAL COUNCIL PAGE 132 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.10.1 SUBJECT HEADING: Regional Arts Development Fund Application Author and Title: Angela Waugh, Community Engagement Coordinator CLASSIFICATION: (if confidential)
Summary: From the Community Engagement Coordinator, reporting on Regional Arts Development Fund assessment outcomes and funded project outcome reports.
Officer's Recommendation: That Council accepts the Committee recommendation to approve the application from the Barcaldine Cultural Association for the amount of $1,350 for the Mosaic Workshop with Margaret Stevenson.
Background One Regional Arts Development Fund (RADF) application was received in April and May and assessed by the RADF Committee. 1. Barcaldine Cultural Association for a total project cost of $2,150 with a RADF contribution of $1,350. The applicant was eligible for funding under the RADF criteria and the application met the assessment considerations.
RADF Grant Applicant Project Category Total Cost Amount
1. Barcaldine Mosaic Workshop Building Cultural $2,150.00 $1,350.00 Cultural Community Association Capacity
Link to Corporate Plan Goal 5. Vibrant Communities Strategy 5.2. Arts and Culture 5.2.1. Encourage creativity by supporting arts and cultural activity
Consultation (internal/external) Regional Arts Development Fund Committee
Policy Implications Nil
Budget and Resource Implications $1,350.00 is within the 2020-2021 RADF funding RADF financial year is 1 September to 31 August
Risk Implications Low risk BARCALDINE REGIONAL COUNCIL PAGE 133 AGENDA FOR GENERAL MEETING 26 MAY 2021
BARCALDINE REGIONAL COUNCIL For your own use: OFFICER REPORTS □ PCOI □ DCOI COUNCIL MEETING DATE: 26 May 2021 Item No: 3.10.2 SUBJECT HEADING: Get Gardening Expo Author and Title: Angela Waugh, Community Engagement Coordinator CLASSIFICATION: (if confidential)
Summary: From the Community Engagement Coordinator, submitting a proposal to amend resolution 2019/12/431 regarding the 2021 Get Gardening Expo.
Officer's Recommendation: That Council agrees to amend resolution 2019/12/431 and postpones the 2020 Get Gardening Expo in Muttaburra to September 2022, due to Westech being held in September 2021.
Background At the December 2019 Council Meeting, it was agreed that Council would postpone the 2020 Get Gardening Expo in Muttaburra to September 2021 due to Westech Field Days being held in September 2020. Westech Field Days was impacted by COVID and postponed to Tuesday 7 and Wednesday 8 September 2021, this now has an impact on the expo.
Following community consultation with the District Manager Aramac and Muttaburra, the Muttaburra community asked to postpone the expo to the following year as they have a number of events scheduled this year.
The winners of the Get Gardening Competition would be announced at Westech Field Day on Wednesday 8 September 2021.
Link to Corporate Plan Goal 5. Vibrant Communities Strategy 5.6.Community Support 5.6.3. Support and promote 'in place' events
Consultation (internal/external) District Manager – Aramac and Muttaburra Muttaburra community members
Policy Implications Nil
Budget and Resource Implications Nil budget expenditure in 2021
Risk Implications Low