Croydon Shire Council
Confirmed Minutes of Ordinary Meeting 17 December 2015
Contents
1. ATTENDANCE ...... 2 2. LEAVE OF ABSENCE ...... 2 3. CONFIRMATION OF MINUTES OF PREVIOUS MEETING ...... 2 4. BUSINESS ARISING FROM MINUTES OF PREVIOUS MEETING ...... 2 5. REGISTER OF INTERESTS ...... 2 6. DECLARATION OF MPI ON ANY ITEM OF BUSINESS ...... 3 7. DECLARATION OF COI ON ANY ITEM OF BUSINESS ...... 3 8. CHIEF EXECUTIVE OFFICER’S REPORTS ...... 3 8.1 CHIEF EXECUTIVE OFFICERS REPORT ...... 3 8.2 LOCAL DISASTER MANAGEMENT PLAN ...... 6 8.3 STOCKED IMPOUNDMENT PERMIT SCHEME ...... 6 8.4 COUNCILLOR REMUNERATION POLICY ...... 7 8.5 COUNCILLOR REMUNERATION SCHEDULE EFFECTIVE 1 JULY 2016 ...... 7 8.6 NORTH WEST QUEENSLAND REGIONAL ORGANISATION OF COUNCILS (NWQROC) ANNUAL MEMBERSHIP FEES ...... 8 8.7 LOCAL GOVERNMENT ELECTION SIGNAGE ...... 9 8.8 GIFTS FOR DEPARTING COUNCILLORS ...... 9 8.9 PANEL OF PREFERRED SUPPLIERS FOR HIRE OF PLANT 1 APRIL 2016 TO 31 MARCH 2017 . 10 8.10 CROYDON SWIMMING POOL ...... 11 8.11 COUNCIL EMPLOYEE ACCOMMODATION ...... 11 8.12 CHIEF EXECUTIVE OFFICER EMPLOYMENT CONTRACT ...... 12 9. BUSINESS UNIT REPORTS ...... 14 9.1 BUSINESS UNIT: CULTURAL HERITAGE AND TOURISM ...... 14 9.2 BUSINESS UNIT: CARAVAN PARK ...... 17 9.3 BUSINESS UNIT: OUTSIDE SCHOOL HOURS CARE ...... 18 9.4 BUSINESS UNIT: ROADS PROGRAM ...... 19 9.5 BUSINESS UNIT: TOWN INFRASTRUCTURE - WATER ...... 21 10 FINANCIAL STATEMENTS ...... 24 10.1 STATEMENT OF FINANCIAL POSITION ...... 24 10.2 STATEMENT OF COMPREHENSIVE INCOME ...... 25 10.3 CASH POSITION ...... 26 10.4 WORK IN PROGRESS LISTING ...... 27 11. COUNCILLORS’ REPORTS ...... 28 11.1 CR KM GAYNOR ...... 28 11.2 CR TJ PICKERING ...... 28 12. GENERAL BUSINESS ...... 28 12.1 CONFERENCES AND MEETINGS SCHEDULE ...... 28 12.2 COUNCILLOR REMUNERATION POLICY REVIEW ...... 29 13. NEXT MEETING ...... 29 14. CONCLUSION ...... 29
1 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______The Ordinary Meeting of the Council of the Shire of Croydon commenced at 10.05am.
1. ATTENDANCE
Cr TJ Pickering (Chair) Cr MM Martin (by teleconference) Cr KM Gaynor Cr PR Kennedy Cr JA Pickering
Joanne Jacobson (Chief Executive Officer) Denise Knudsen (Business Manager)
2. LEAVE OF ABSENCE
Nil
3. CONFIRMATION OF MINUTES OF PREVIOUS MEETING
Moved Cr KM Gaynor Seconded Cr PR Kennedy
That the Minutes and supporting Agenda documents of the Ordinary Meeting of the Croydon Shire Council held 19 November 2015 as presented be confirmed.
All in favour Resolution No.01/13/2015
Moved Cr KM Gaynor Seconded Cr TJ Pickering
That the Minutes and supporting Agenda documents of the Special Meeting of the Croydon Shire Council held 7 December 2015 as presented be confirmed.
All in favour Resolution No. 02/13/2015
4. BUSINESS ARISING FROM MINUTES OF PREVIOUS MEETING
Nil
5. REGISTER OF INTERESTS
Nil
2 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______6. DECLARATION OF MPI ON ANY ITEM OF BUSINESS
Cr MM Martin – Item 8.11
7. DECLARATION OF COI ON ANY ITEM OF BUSINESS
Nil
8. CHIEF EXECUTIVE OFFICER’S REPORTS
8.1 CHIEF EXECUTIVE OFFICERS REPORT
7 Nov – 12 Dec 2015 The end of the year has arrived. With only one week to go I thought things might be slowing down by now but they are not. I wish Councillors a safe and relaxing break and look forward to catching up in the New Year.
TRAVEL/MEETINGS GSD Management Committee Meetings Wed 11 & 18 Nov, 9 Dec (Teleconference): The Management Committee continues to meet regularly and progress the business of Gulf Savannah Development. Gillian is doing a great job as Acting Executive Officer. The Small Business Advisory Service (SBAS) is back on track. Annie Corke has returned and has been instrumental in pulling together the advisory panel. Western Roads Upgrade Program (WRUP) Funding: 24 Nov (Croydon and Georgetown): Sandra Burke and her team from TMR travelled to Croydon to discuss Council’s involvement in the WRUP. In the afternoon we all travelled to Georgetown to meet with Etheridge Council to discuss the matter further. TMR will continue to develop the project and once it is fully scoped a decision will be made regarding how the work will be divided between the two councils. I have no doubt that Croydon will receive a fair share of the funding. Local Disaster Management Group Meeting 24 Nov (Croydon): The final LDMG meeting for the year was held this month. A desktop exercise was performed. The updated Disaster Management Plan is included in this agenda for endorsement by Council. CEO’s Meeting 27 Nov (Karumba): As always this was an excellent opportunity to discuss current operational issues with other CEOs. Well worth the travel to and from Karumba. NWQROC Meeting 30 Nov (Karumba): This is always an interesting meeting. - The Tyre Shredder discussion has finally concluded with Etheridge Council deciding to purchase the machine. They will fund the running and maintenance costs, and hire it (at cost) to other Councils as needed. This is a good outcome.
3 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______- A report was tabled comparing the structure of a number of Queensland ROCs. The Member Councils feel that the NWQROC could be more active and have decided to increase the membership fee from $2k to $10k (effective 1 Jul-16) to fund additional ROC projects. There is a recommendation to endorse this in the agenda. Carpentaria SC has generously offered to continue to subsidize a 0.5FTE secretariat for the ROC. Diploma Local Government-Planning 1-3 Dec (Normanton): This was the second half of this training. Ray, Jo and I now have to complete the homework (which is not insubstantial). It was a very good course and will be invaluable when we go through the process of developing a new town plan. Farewell Afternoon Tea for Jana Fri 4 Dec: This was held in our historical precinct and, as Jana has had so much to do with organizing community events, we invited members of the community in addition to Councillors and staff. It was well attended by the community and is a testament to the contribution Jana has made to the town during her time in Croydon. She will be missed by everyone. DDMG Meeting Wed 9 Dec: This was the last meeting of the Mareeba District Disaster Management Group (at least for a 12 month period) as the trial of amalgamation with the Cairns District commences in January. From our perspective very little will change – just a different group of people to deal with. I have every confidence that, should we need support during an event, that it will be delivered. DATE CLAIMER: 9.30am-1.30pm Tue 15 Dec Community Forum (Matron Morrow Hall): This is a community meeting hosted by FNQ Partners in Recovery with the view to hear from members of the community on issues that are impacting them in the area of health and wellbeing. Mayor Trevor has indicated that he will be attending.
STAFF Leonie Foley will be leaving us mid-January. She has done a great job of looking after our gardens and grounds in recent times. We wish you the best Leonie. We will be advertising for a replacement in the New Year. Caravan Park: We have completed the recruitment for new Caravan Park Managers and have secured a very capable and experienced couple to take on the running of the Park in 2016. Steve and Dianne Wandmaker will be arriving mid-January. Caravan Park Casual Cleaner: Rosalinda Smith has left town and we will be looking to recruit a new casual cleaner for the Park next year. We wish you the best in your new endeavours Rosalinda. Long Day Care Centre: Recruitment for the staffing of the Centre is almost complete. We had some very good applicants and will have someone in place to open the centre early next year.
ITEMS FROM NOV / DEC COUNCIL MEETINGS Discussion re Camping options in Croydon: This has been deferred to a future meeting. Vacation Care: We have inspected the building and plan to give it a freshen-up next year when the building team are in town working on staff housing.
4 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Town Dam: The proposal to de-silt the dam tabled at the November council meeting consumed a lot of our time this month with a teleconference Tue 1 Dec, informal meeting Fri 4 Dec, and Special Meeting Mon 7 Dec, and many conversations/emails to prepare for the meetings. Diversion of water into the Dam Catchment: The engineering report to divert flood water into the catchment has been commissioned and is expected to be received early January.
OTHER Drought: The town dam is the lowest it has ever been and there was only 5mm of rain in November. A number of contingency plans have been developed to ensure the town water supply doesn’t fail should no rain be received in January or February. The Butterfly North Project is progressing as fast as possible. Ergon Energy is expediting the electricity supply for the project. Drug & Alcohol Testing: As promised we have tested all employees and contractors. The process was successful and is the first step in our random testing system. It is good for Council to take a strong stand against the use of these products. Caravan Park: The key internal roads in the park are now sealed. The Cabins are all operational. We continue to progress the electrical upgrade of the Park with the next step being the addition of more powered sites. WH&S Incident at the Caravan Park: Whilst laying the bitumen at the Caravan Park the contractor’s machine came into contact with a power pole. This incident could have been very serious and we are fortunate that no one was injured. An investigation of the incident is under way. Workplace Health and Safety System: We have purchased an upgrade to our system (to bring it into line with current legislation). It has arrived and implementation will commence in January. Long Day Care Centre: The Service Approval application is under way (and it can take up to three months to be finalized). The building has been inspected and minor maintenance has commenced. The building will be painted internally and externally in the next few weeks. Matron Morrow Building: Have you noticed the improvements in this building? It’s already looking great and will be even better once painted – which is scheduled to happen in the next few weeks. Council Housing: We have commenced the tenant inspection program with all newly renovated houses being inspected this month. This will ensure that we protect the asset and deal with any maintenance issues in a timely manner. Council is developing a tender for the maintenance upgrade of the vacant council housing. Grant Funding: - Oval Irrigation: The outcome of our application for funding to upgrade our oval irrigation system was expected late November however the announcement has been delayed. - Diehm’s Lookout: An application will be submitted under the State Government’s ‘Scenic Lookout Restoration Fund’ for an upgrade to the lookout.
5 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______- Signage Funding: GSD has received some funding for new signage and Croydon will be part of that project.
Moved Cr KM Gaynor Seconded Cr PR Kennedy
That Council receives the Chief Executive Officers report.
All in favour Resolution No. 03/13/2015
8.2 LOCAL DISASTER MANAGEMENT PLAN
Attachment 1 refers:
Subject: Local Disaster Management Plan Attachments: Croydon Shire Council Local Disaster Management Plan [Dec-15] Author: Chief Executive Officer Date: 10 December 2015
Executive Summary To consider a recommendation from the Croydon Local Disaster Management Group (LDMG) meeting held 24 November 2015 to adopt the updated Croydon Shire Council Disaster Management Plan Dec-15 (DMP).
Moved Cr PR Kennedy Seconded Cr JA Pickering
That Council adopt the Croydon Shire Council Disaster Management Plan [Dec-15].
All in favour Resolution No. 04/13/2015
8.3 STOCKED IMPOUNDMENT PERMIT SCHEME
Subject: Proposal for Lake Belmore to be included in Stocked Impoundment Permit Scheme
Author: Chief Executive Officer
Date: 11 December 2015
Executive Summary Council has received a letter from the Department of Agriculture and Fisheries (DAF) concerning a proposal to include Lake Belmore Dam in the Stocked Impoundment Permit Scheme (SIPS). This is Council’s opportunity to provide feedback to DAF concerning the proposal.
6 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Moved Cr MM Martin Seconded Cr KM Gaynor
That Council instruct the Chief Executive Officer to write to Department of Agriculture and Fisheries expressing support of the inclusion of Lake Belmore Dam in the Stocked Impoundment Permit Scheme and request that they provide appropriate signage to be placed at Lake Belmore to inform the community on the new requirements.
All in favour Resolution No. 05/13/2015
8.4 COUNCILLOR REMUNERATION POLICY
Attachment 2 refers:
Subject: Councillor Remuneration Policy
Attachments: 1) Councillor Remuneration Policy (Version 1 Jun-14);
2) Draft Councillor Remuneration Policy (Version 2 Dec-15)
Author: Chief Executive Officer
Date: 10 December 2015
Executive Summary Proposal to review and adopt the Councillor Remuneration Policy (V2 Dec-15).
Moved Cr KM Gaynor Seconded Cr PR Kennedy
That Council resolves to adopt the Councillor Remuneration Policy (Version 2 Dec-15).
All in favour Resolution No. 06/13/2015
8.5 COUNCILLOR REMUNERATION SCHEDULE EFFECTIVE 1 JULY 2016
Attachment 3 refers:
Subject: Councillor Remuneration Schedule Effective 1 July 2016
Attachments: Local Government Remuneration and Discipline Tribunal Report 2015
Author: Chief Executive Officer
Date: 10 December 2015
7 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Executive Summary On 30 November 2015, the tribunal finalised its determination of remuneration arrangements for mayors, deputy mayors and councillors to apply from 1 July 2016. The tribunal's determination was published in the Government Gazette on 11 December 2015. Under s247(6) of the Local Government Regulation 2012, Councillors must be paid the maximum remuneration amount unless Council makes a resolution, within 90 days of Gazettal, not to pay the maximum amount.
Moved Cr KM Gaynor Seconded Cr PR Kennedy
Under s247(6) of the Local Government Regulation 2012 Council resolves not to pay the maximum amount determined by the Local Government Remuneration and Discipline Tribunal published in the Government Gazette on 11 December 2015.
Remuneration levels will remain at the 2015-2016 amounts for the 2016-2017 financial year: Mayor $97,684 Deputy Mayor $56,356 Councillors $48,842
For Councillors, a base payment of $32,562 is payable for 12 months. A meeting fee of $1,356.66 is payable for attendance at each of the 12 mandated monthly meetings of Council subject to certification by the Mayor and/or Chief Executive Officer of Council. Mayors and Deputy Mayors are to receive the full annual remuneration level shown.
The reasons for this decision are: Community expectations; Less of a burden on shire funds; and Council is aware of financial constraints such as shire drought, economic down turn and loss of NDRRA funds.
All in favour Resolution No. 07/13/2015
8.6 NORTH WEST QUEENSLAND REGIONAL ORGANISATION OF COUNCILS (NWQROC) ANNUAL MEMBERSHIP FEES
Subject: Endorsement of proposed increase to NWQROC Annual Fees
Author: Chief Executive Officer
Date: 11 December 2015
Executive Summary North West Queensland Regional Organisation of Councils (NWQROC) are proposing to increase their annual membership fees from $2,000 to $10,000. Member Councils were requested to consider and endorse this proposal.
8 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Moved Cr JA Pickering Seconded Cr PR Kennedy
That Council endorse the North West Queensland Regional Organisation of Councils (NWQROC) proposal to increase their annual membership fees from $2,000 to $10,000 effective 1 July 2016.
All in favour Resolution No. 08/13/2015
8.7 LOCAL GOVERNMENT ELECTION SIGNAGE
Attachment 4 refers:
Subject: Local Government Election Signage
Attachments: Department of Transport & Main Roads Fact Sheet – Election Signage
Author: Chief Executive Officer
Date: 2 November 2015
Executive Summary
Recommendation to adopt the Department of Transport and Main Roads (DMR) Election Signage requirements for Croydon Shire Council local roads.
Moved Cr KM Gaynor Seconded Cr MM Martin
That Council adopt the Department of Transport and Main Roads Election Signage requirements for Croydon Shire Council local roads.
All in favour Resolution No. 09/13/2015
8.8 GIFTS FOR DEPARTING COUNCILLORS
Subject: Gifts for Departing Councillors
Author: Chief Executive Officer
Date: 10 November 2015
Executive Summary
Council to discuss gifts for departing Elected Members (ie Councillors who are not re-elected in 2016).
9 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Moved Cr TJ Pickering Seconded Cr JA Pickering
Councillors agree that the gift for departing Councillors (those who are not re-elected in the March 2016 election) will be the iPad that they currently use for council business.
All in favour Resolution No. 10/13/2015
Attendance The meeting adjourned for morning tea at 10.40am
Attendance The meeting resumed at 11.10am
8.9 PANEL OF PREFERRED SUPPLIERS FOR HIRE OF PLANT 1 APRIL 2016 TO 31 MARCH 2017
Subject: Proposal to delegate the management of the tender to the CEO
Attachments: Nil
Author: Director of Engineering Services
Date: 11 November 2015
Executive Summary
The Request for Tender: Panel of Preferred Suppliers for the Hire of Plant for 1 April 2016 to 31 March 2017 is about to be prepared and will be advertised in January 2016. It is anticipated that there will be no major changes to the current tender document. The existing Tender terminates on 31 March 2016. This date was selected to align with our construction period so there were no changeover complications deep into our construction season. The Tender will close late February 2016. Recommendations to form a Panel of Preferred Suppliers for Plant Hire will be complete in March 2016.
As these dates are within the caretaker period for the Local Government Elections and subject to those provisions which preclude major decision making by Councillors, this recommendation is presented to Council earlier than would normally be done. This decision will allow council operations to continue unimpeded during the election period.
The 2015/16 Tender was delegated to the CEO by Council in May 2015. This was done because the majority of Councillors have either a conflict of interest (COI) or a material personal interest (MPI) in the tender. After seeking legal advice from King and Company Solicitors Councillors decided to delegate the management of the tender to the CEO. This ensured that Councillors did not contravene the Act in regard to COI or MPI matters. The process worked very well last year and it is recommended that the same process is approved for the 2016/17 Tender.
10 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Moved Cr TJ Pickering Seconded Cr PR Kennedy
That Council i. Endorse the calling of Request for Tender Panel of Preferred Supplies for Hire of Plant for 1 April 2016 to 31 March 2017. ii. Delegate to the Chief Executive Officer the power to: - a. Invite tenders for the preferred supplier arrangement; b. Consider tenders received; c. Select suppliers to be placed on the Panel of Preferred Suppliers; and d. Sign all documentation and do all other such things as may be necessary to finalise the Panel of Preferred Suppliers.
All in favour Resolution No. 11/13/2015
8.10 CROYDON SWIMMING POOL
This item was deferred to the January 2016 Ordinary Meeting of Council. Cr MM Martin declared a material personal interest in item 8.11 (as defined in section 172 of the Local Government Act 2009) due to being the owner of a residence for sale being offered to Council for purchase, and propose to exclude herself from the meeting while this matter is debated and then vote is taken.
Attendance Cr MM Martin’s teleconference attendance ended at 11.38am
Attendance Denise Knudsen, Business Manager left the meeting at 11.38am
8.11 COUNCIL EMPLOYEE ACCOMMODATION
(This item will be considered in closed session under section 275(1)(h) of the Local Government Regulation 2012)
Moved Cr KM Gaynor Seconded Cr TJ Pickering
That Council moves into closed session to discuss item 8.11 Council Employee Accommodation, under section 275(1)(h) of the Local Government Regulation 2012.
All in favour Resolution No. 12/13/2015
11 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Moved Cr KM Gaynor Seconded Cr JA Pickering
That Council moves out of closed session.
All in favour Resolution No. 13/13/2015
Moved Cr PR Kennedy Seconded Cr JA Pickering
That Council invite written tenders or offers for sale by auction for 102 and 96 Sircom Street, Croydon.
All in favour Resolution No. 14/13/2015
Attendance Cr MM Martin returned to the meeting by teleconference at 11.58am.
Attendance Joanne Jacobson, Chief Executive Officer left the meeting at 12.07pm.
8.12 CHIEF EXECUTIVE OFFICER EMPLOYMENT CONTRACT
(This item will be considered in closed session under section 275(1)(b) of the Local Government Regulation 2012)
Moved Cr KM Gaynor Seconded Cr TJ Pickering
That Council moves into closed session to discuss item 8.12 Chief Executive Officer Employment Contract, under section 275(1)(b) of the Local Government Regulation 2012.
All in favour Resolution No. 15/13/2015
Attendance Cr MM Martin’s teleconference attendance ended at 12.55pm
Moved Cr JA Pickering Seconded Cr TJ Pickering
That Council moves out of closed session.
All in favour Resolution No. 16/13/2015
12 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Moved Cr TJ Pickering Seconded Cr PR Kennedy
That Council resolves to adopt the revised Schedule B (Remuneration) of the employment contract for the Chief Executive Officer and authorises the Mayor to sign the schedule on behalf of Council.
All in favour Resolution No. 17/13/2015
Attendance The meeting adjourned for lunch at 1.00pm
Attendance The meeting resumed at 1.30pm with Joanne Jacobson, Chief Executive Officer and Denise Knudsen, Business Manager in attendance.
13 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______9. BUSINESS UNIT REPORTS
9.1 BUSINESS UNIT: CULTURAL HERITAGE AND TOURISM
Reporting period: November 2015
Attendance Figures/Statistics:
November 2013 139 November 2014 280 November 2015 226 Numbers continue to decrease as temperature rises.
Internet Users 24 Genealogies 2 Phone Enquiries 3
Major Activities this Reporting Period:
The Matron Morrow Hall (Former SES Hall and Hospital Men’s Ward) - Croydon Shire Council and Dave Mellick completed the approved development under Permit No: CHCH05604815 at the Croydon State Emergency Services Building, Sircom Street CROYDON QLD 4871 - QHR No: 600438 on the 24 November 2015.
The attached photographs show the end result of the development of the Croydon State Emergency Services Building which is the former Men’s Ward from the Old Hospital. The close-ups show the specific works undertaken to replace compromised timber and metal components.
The building was restumped with an outer set of 40 turpentine posts, cemented at their base and filled with gravel for pest management if it is ever required. The previous stumps had been cemented to the top. The stumps then shrank allowing water penetration, which rotted the stumps to their core. This will not happen again. The inner steel posts have been replaced with 53 hot dip gal posts for longevity.
The arched features, which had collapsed, have been replaced with new shot floor.
All the rotten brace beams in the veranda ceiling have been renewed.
The cement floor was removed from the toilet and bathroom and the bathroom floor was replaced with timber, similar to the original.
The new chamfer boards are the same size as the originals. The salvaged boards have been contained with other elements of the building that were salvaged in the initial relocation and reconstruction.
The new windows are hand-made of red cedar in the same style as the existing windows.
The shed, damaged in a Croydon storm, has new roof and fascia.
Painting will be the final stage.
14 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______ Completion has been reported to the Department of Environment and Heritage Protection. Feedback indicates that they are impressed with the results. The artefact discovered during restumping has been reported and logged by EHP as a section 89 discovery, and may be placed on display in future after additional research.
An extensive collection of dental instruments is currently in storage, and the hospital display in the Court House could be relocated to Matron Morrow Hall to create a large heritage display.
The new-look Hall hosted its first function – Croydon State School’s Graduation Ceremony.
Before she was moved into town Her new body
Croydon Heritage Preservation Association Inc (CHPAi) - The Association continues to fundraise via raffles. The support of the community has been excellent and is much appreciated. Several grant applications are currently under consideration – Gambling and Casino Benefits Fund and a small DSS Volunteers Grant, which will provide some tools and other equipment for vehicle restorations.
Department of Natural Resources and Mines – Abandoned Mines Unit - The Abandoned Mines Unit has sent details of sites they have targeted for fencing and backfilling. An appeal for further information has been placed on the True Blue Information Centre’s Facebook page, and the Tourism Officer has been in contact with the Department and station owners regarding other potentially dangerous mine sites. Works are scheduled to begin in March. Tourism Officer will continue to liaise with the Department and Council’s works staff.
A compromise will be sought between the safety of the community and the heritage value inherent in the mine shafts and associated landscape. Queensland Rail will also be consulted on shafts close to the rail line, as these form part of the heritage value of the Gulflander service.
Cataloguing and Digitisation Process - Casual Tourism Officers continue working on these projects. Checking of indexes in preparation for digitisation progressing quickly – when completed, all files will be scanned and entered into Infoxpert. This activity is intended to bring our collections policy into compliance with best practice standards, and to create an additional revenue stream for the VIC by charging a fee for genealogical research. Tourism Officer is in contact with several genealogical societies, and a searchable database will be made available online.
15 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Main Roads Signage - Department of Main Roads have offered to provide tourist attraction signs. These will be consistent throughout Queensland. Suitable images have been sourced for Lake Belmore and new photographs will be taken of the Heritage Precinct, to conform with the size and resolution requirements. GSD funding is also available for signage – Tourism Officer will work with Burke and Carpentaria to devise a consistent theme, avoid duplication.
Visitor Information Centre Gardens - Gardens are looking substantially better thanks to the work of Leonie and Cody. Several new sprinkler heads have been installed, allowing better coverage and more efficient use of water. Weeding and other clean up may be required after Christmas, particularly if we have decent rain.
Future Activities:
BIG Metal Exhibition - A Project Management Plan is being prepared for this project. It consists of the: Hans Pehl Showcase Sculpture, the Steam Show Exhibition Shed and the Croydon Heritage Cars Reconstruction for display in the True Blue Gardens, the Exhibition Shed, the men’s shed and for display around town and on occasions. Major grants are being sought for this project. CHPAi continues to raise funds for this project.
CWA Building - Manager Heritage, Culture and Tourism prepared a submission for the CWA outlining a proposal for Council to take over the Croydon CWA Building. The main elements of the proposal are that we: Maintain the building as the CWA, a heritage place in its own right. Tell the Croydon CWA story in framed records and photographs. Maintain the CWA feel by providing a space for local arts and crafts to be displayed. Provide a venue for a regular turnover of school arts and crafts, facilitated by the Croydon State School. This building will be open to the community and public as part of the Heritage Precinct.
NQ Explorers Relic Hunting : Prospecting - This team will come and do some prospecting around Croydon during Heritage Week next year between 12-18 May. They will create transects, detect objects using metal detectors, photograph, film and GPS them. The objects will become the property of Croydon and will be presented to the Department of Environment and Heritage Protection for compliance to the appropriate legislation. They will then be displayed in the True Blue Visitor Information and Heritage Centre.
NQ Explorers did some fossicking here years ago. They will return the collection of coins and other objects from that exercise while they are here. They will be placed on display.
Croydon Characters 2016 - A new Croydon Characters photo exhibition is being developed for next year’s Heritage Week. This will focus on Croydon’s indigenous families. VIC staff will be contacting families and with their help and permission hope to create a series of inter- connected stories for display in the Town Hall.
Tours and Transfers - Manager Heritage, Culture and Tourism has been negotiating a transfer and tour package for elderly travellers with a Cairns operator. The first will happen in July 2016. We will provide transfers to and from the Gulflander, the Golden Sunset Train Ride, and a bus “Time Tour” of Croydon.
16 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______9.2 BUSINESS UNIT: CARAVAN PARK
Reporting period: November 2015
Attendance figures/statistics:
Double Cabins 1 & 2: 18 Family Cabins (3 - 8): 22 Powered sites: 15 Unpowered sites: 13
Major activities this reporting period:
The 4 new cabins are fully connected to power and have been placed in service. Positive feedback has been received from guests, commenting on how great the cabins are, their cleanliness and inclusion of “all that they need”.
Occupancy levels for powered and unpowered caravan sites have dropped rapidly due to the heat. There is still the occassional traveller coming through. It is anticipated that numbers will continue to drop during the months of December and January.
The double cabins have had an external facelift with new screening and designated car spaces for each cabin. The idea for the designated car parking areas is to utilise the space that is already available on the road side of the cabins rather than guests parking in caravan sites.
Recruitment in underway for the replacement of the Caravan Park Manager.
As you may be aware, Rosalinda Smith who is the causal cleaner for the Caravan Park is moving to Brisbane. Thursday 3 December will be Rosalinda’s last day, she has been a great asset to the caravan park and will be missed.
Activities/reporting scheduled:
The mapping for the roads in the caravan park to be sealed have been planned and prepared by the Junior Engineer and Caravan Park Manager. The Caravan Park Manager is future planning for potential new powered sites to be located at the rear of the park.
Customer feedback:
Customer feedback for the new cabins has been very positive. Guests are happy with amenities provided in the cabin accommodation, such as self-contained with ensuites and cooking facilities.
For the few travellers in powered and unpowered sites, comments on the cleanliness of the amenities and camp kitchen has been very positive. The camp kitchen is a very useful area for travellers who are not fully equipped.
17 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______9.3 BUSINESS UNIT: OUTSIDE SCHOOL HOURS CARE
Reporting period: November 2015
Attendance figures/statistics:
Attendance for After School Care from 1/11/15 to 30/11/15 was an average of 13.52 children per day.
Major Activities this reporting period:
November is the last full month prior to the school breaking up so we concentrated on the children doing Christmas craft for those who do not normally attend vacation care.
We have been running swimming twice a week and thank the parents who attend on these days to help out.
Our last visit to the library was 24/11/15. The children have enjoyed their visits although I sometimes feel the library is too small to accommodate the number of children attending at one time.
Activities/Reporting Scheduled:
Enrolments forms, parent handbook and booking forms for 2016 have been distributed. It looks like our numbers will be stable for the next year.
18 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______9.4 BUSINESS UNIT: ROADS PROGRAM
Reporting Period: November 2015
Major activities this reporting period:
Main Road
Maintenance: Road Maintenance Performance Contract 2015/2016 for the Department of Transport and Main Roads is progressing. Poisoning has been carried out on declared roads. Grasslands herbicide has been ordered for treating vegetation. Little other work is being carried out. Virtually all our resources are fully occupied with other works including a big TIDS project. The annual Joint Road Maintenance Assessment Inspection (JRMA) with the TMR inspector involving night inspection of signs was carried out in early November.
A high level meeting was held with the Department in Cairns early in November to resolve the issue of completion of works on the GDR for the $5M allocated in the state budget which is currently in contention. This was followed by a meeting with senior officers of the department in Croydon following which we went to Georgetown to meet conjointly with Etheridge Shire in order to resolve the matter. This was not finalised and the department officers are carrying out further analysis and design as well as seeking further suggestions and information from us which we have provided.
Shire Roads
Flood Damage: Construction is continuing and work is progressing in accordance with our program of works. Work has finished on Glenora Road and on Nine Mile Road at Yapper Road. This crew has relocated to Coralie Road. The cement work on the causeways for NDRRA has been completed. The asphalt part of the restoration on the causeways will be done early next year. Some storms in the rural areas have slowed or shut jobs temporarily but not for very long.
Council Works: TIDS and associated R2R works on Richmond Road at New Water to extend new bitumen for 12 kilometres is progressing very well. Additional gravel placed on Richmond Road is being mixed and trimmed.
No response has been received about a submission lodged for funding from the Beef Roads Scheme for further upgrading of Richmond Road to designed bitumen sealed standard for $3.5M. This was a section over 10 kilometres abutting the southern end of the bitumen at the T Junction on Esmeralda. This encompasses the hazardous S bend which would involve realigning part of the road over the gully plus some drainage infrastructure.
The bitumen crew have carried out works on Richmond Road. Pilbrow Street and the internal roads in the Caravan Park have also been bitumen sealed.
Other Items
Plant: Plant repairs are being carried out. Vehicle replacement quotation documentation was prepared and called in November. It closed in December.
Refuse Disposal: The new cell is being used.
Pest Control: Pig hoppers are being relocated to properties for pig control if requested by the landholder.
19 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Cultural Heritage: The report that there was a problem on Glenore Road was investigated with the Tagalaka representatives who have said they had no concerns.
Accident: There was a serious accident involving a council job truck resulting in extensive damage but luckily no serious injury. This has been thoroughly investigated and action taken in response to events.
Proposed Works Scheduled
RMPC Works on State Controlled Roads QRA 2014 NDRRA REPA TIDS and R2R works
20 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______9.5 BUSINESS UNIT: TOWN INFRASTRUCTURE - WATER
Reporting Period: November 2015
Water Usage:
Total November 7667 kilolitres October 7457 kilolitres September 8368 kilolitres
Lowest Reading November 124 kilolitres Highest Reading November 403 kilolitres
Daily Average November 256 kilolitres October 241 kilolitres September 279 kilolitres
Major Activities this Reporting Period:
Level 3 water restrictions are still in place to conserve water because of the dry conditions and the dam being the lowest it has ever been. Consumption continues to be low which helps in these extreme drought circumstances to make the water last as long as possible before we run out. Currently the dam has enough capacity in storage to last until late February 2016.
The intake has been re-located out further into the dam because the water level is so low. Had it been left in its original position it would be out of water and sucking air. These improvements will be beneficial for the dam in the long term even when it refills. They will help in the future if the dam level gets low.
Activities/ Reporting Scheduled:
Chlorine levels in the reservoir continue to be monitored and adjusted. The quality of water is deteriorating. The water is more turbid as it is sourced from deeper in the dam (closer to the bottom). As a result more chlorine is required to treat the water. Despite this, the plant is still producing good quality water.
Other Matters:
New Bore: The bore is contributing 16% of the town water supply. This ensures compliance with guideline limits. It is a great help. Without this contribution the dam would probably be dry by now.
This proposal of maximum blending of the bore water is compatible with the Butterfly North Water Supply Project. A trial will be carried out after the implementation of the Butterfly North Project which is currently being designed in detail. The design will incorporate maximum flexibility for all combinations of combination and blending of water from all sources.
Drought Management: The dam level is dropping quickly now it is almost dry. The one advantage is that because the surface area is much smaller there is far less evaporation than previously. This is extremely pertinent with the near record hot weather currently being experienced. The dam level now has only enough supply at the current consumption rate until late February 2016 with no further rain.
There is a contingency plan in place should the dam run dry before the new Butterfly North Source is fully implemented. This involves resurrecting the on ground 90mm poly line pumped
21 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______to an on ground 40,000 litre poly tank which we have ordered 2 of for final placement at the Water Treatment Plant as part of the mixing process. A booster pump would be required and one will be available intended for the WTP as part of the final design. We did inspect the old elevated small reservoir which was used in 1999 and 2007 however it has deteriorated and is not suitable for use.
The Drought Management Plan will be reviewed in the future once everything is finalised to update it with implementation of the bore plus infrastructure once constructed for implementation of Butterfly North Water Source.
Investigations have commenced utilising GHD Engineers in Cairns (who designed the original Lake Belmore Dam 14 years ago) to consider the proposal to divert water from gullies in the catchment immediately upstream of the dam. This could be a valuable contributor to the reliability of the dam. This report will be considered by Council once completed
Alternative Water Supply: The design being carried out by Aeramix is progressing very well. Aeramix will have the design finished by the end of December. The design is being fast tracked. Parts which are critical are being designed first especially if there is a lead time on supply components.
Parts of the procurement and installation have been ordered already including pipe, water mixing tanks, the pumps at the pit, electrical control gear and switchboards. All this will allow us to utilise components (should the dam no longer provide water) in order to deliver water from Butterfly North Pit before the whole scheme is finished.
The second contingency plan to that described above is to install the blue brute pipeline from Butterfly North to the WTP and temporarily pump water through the new pipeline until the whole system is complete. Between these 2 contingency plans they should cover all bases.
Swimming Pool: The swimming pool is operating without problems.
Caravan Park: The four additional cabins in the caravan park are complete and in service.
Building / Housing: Building repair of the Matron Morrow Hall building is complete and the final result is very good. The building now looks like something to be proud of and a credit to the town due to the excellent workmanship of the very professional builder who came highly recommended and delivered. The building will be repainted in the very near future. Then it will look spectacular. The historic listed shed at the back has also been repaired.
Quotes will be obtained for other council house renovation projects including other employee houses recently vacated. Extensive work is required to improve these houses.
Other building work approved in the budget is being planned and programmed.
Croydon Rainfall Register: November 2014 51.8mm December 2014 140.2mm January 2015 234.6mm February 2015 61.4mm March 2015 37.2mm April 2015 6.5mm May 2015 Nil June 2015 Nil July 2015 Nil August 2015 Nil September 2015 Nil October 2015 38.4mm November 2015 5mm
22 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______Moved Cr KM Gaynor Seconded Cr PR Kennedy
That Council receives the Business Unit Managers’ reports as presented.
All in favour Resolution No. 18/13/2015
23 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______10 FINANCIAL STATEMENTS
10.1 STATEMENT OF FINANCIAL POSITION
CROYDON SHIRE COUNCIL
Statement of Financial Position As at 30 November 2015
($'000)
Current Assets
Cash and cash equivalents 13,280
Trade and other receivables 410
Inventories 75
Other assets 165
Total current assets
13,930
Non-current Assets
Trade and other receivables 20
Property, plant and equipment 102,018
Total non-current assets 102,038
TOTAL ASSETS
115,968
Current Liabilities
Trade and other payables 233
Provisions 68
Total current liabilities
319
Non-current Liabilities
Trade and other payables 0
Provisions 120
Total non-current liabilities 120
TOTAL LIABILITIES
421
NET COMMUNITY ASSETS 115,547
Community Equity
Asset revaluation reserve 78,493
Retained surplus/(deficiency) 37,054
TOTAL COMMUNITY EQUITY 115,547
24 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______10.2 STATEMENT OF COMPREHENSIVE INCOME
CROYDON SHIRE COUNCIL
Statement of Comprehensive Income
YTD Actual Annual Budget Nov 2015 2015/16 $(000) $(000)
Income
Revenue
Recurrent revenue
Rates, levies and charges 312 634
Fees and charges 84 175
Rental income 53 126
Interest received 154 362
Services revenue 1,299 495
Other income 3 9
Grants, subsidies, contributions and donations 2,854 11,342
Total recurrent revenue
4,759 13,143
Capital revenue
Grants, subsidies, contributions and donations 433 0
Total capital revenue
0 0
Expenses
Recurrent expenses
Employee benefits (2,102) (3,658)
Materials and services (3,805) (7,806)
Finance costs (2) (4)
Depreciation (708) (1,675) Total recurrent expenses (6,617) (13,143) Net Operating Surplus (1,425) 0
25 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______10.3 CASH POSITION
Croydon Shire Council - Cash Position 2015/16
Annual Queensland Effective General Ledger Accounts Accounts Month Total Treasury/Other Interest Cash at Bank Receivable Payable Rate % A/C 3165-3100 A/C 3155-3000 A/C 3155-5000 Jul-15 $ 13,345,845.92 2.887 $ 2,385,638.70 $ 336,214.14 $ 45,594.00 $ 16,022,104.76 Aug-15 $ 13,376,125.49 2.887 $ 2,167,000.89 $ 27,516.19 $ 22,442.13 $ 15,548,200.44 Sep-15 $ 13,405,082.53 2.637 $ 1,232,981.16 $ 353,931.97 $ 187,391.88 $ 14,804,603.78 Oct-15 $ 12,936,671.12 2.787 $ 299,567.53 $ 103,150.26 $ 90,347.14 $ 13,249,041.77 Nov-15 $ 12,463,629.38 2.607 $ 815,634.67 $ 182,477.50 $ 3,471.21 $ 13,458,270.34 Dec-15 $ - $ - Jan-16 $ - $ - Feb-16 $ - $ - Mar-16 $ - $ - Apr-16 $ - $ - May-16 $ - $ - Jun-16 $ - $ -
CASH POSITION Cash at Bank $ 815,634.67 Westpac QTC $ 12,463,629.38 Cash Fund - At Call Deposit Debtors less Creditors $ 179,006.29 $ 13,458,270.34
The following items should be backed by cash and investments.
Cash backed reserves $ 2,328,520.00 Employee entitlements $ 394,472.03 Funded depreciation $ 1,800,000.00 Working capital cash $ 1,500,000.00 Net Cash Surplus $ 7,435,278
26 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______10.4 WORK IN PROGRESS LISTING
Croydon Shire Council Capital Works Budget 2015-16
Budgeted Sale Anticipated Actual Budget Net Budget YTD Actual YTD Actual Net YTD Net Budget less Project Description Comments Proceeds / Grant Completion Completion Expenditure Allocation Income Expenditure Actual Net YTD Actual Lead Received Date Date ROADS INFRASTRUCTURE 1 Haseler & Elizabeth Streets -32,000.00 -32,000.00 32,000.00 18-12-15 Ray 2 Reseal Lake Belmore Road -56,000.00 -56,000.00 56,000.00 18-12-15 Ray 3 Seal Floodway's and Grids -30,000.00 -30,000.00 30,000.00 18-12-15 Ray 4 Drainage Works - Implementation -20,000.00 -20,000.00 20,000.00 30-06-16 Ray 5 Purchase and Install Steel Pipe Culverts -25,000.00 -25,000.00 25,000.00 30-06-16 Ray WATER INFRASTRUCTURE 100% funding awarded - $307k contingency as approved in Aug 15 6 1,443,435.00 -1,750,000.00 -306,565.00 31-03-16 Ray Butterfly North Water Supply Infrastructure Council meeting 306,565.00 7 Dam Wall Pump Station Upgrade In progress -40,000.00 -40,000.00 -6,877.95 40,000.00 18-12-15 Ray 8 Automatic Monitoring of Reservoir In progress -30,000.00 -30,000.00 30,000.00 31-03-16 Ray 9 Lake Belmore Intake Relocation Complete -25,000.00 -25,000.00 -2,695.00 -2,695.00 22,305.00 18-12-15 31-10-15 Ray 10 Water Mains Upgrade - Around Town -30,000.00 -30,000.00 30,000.00 30-06-16 Ray PLANT & EQUIPMENT PURCHASES 11 Replacement of CAT140M Grader #369 200,000.00 -500,000.00 -300,000.00 300,000.00 30-06-16 Ray 12 Replacement of Toyota L'Cruiser Ute #406 30,000.00 -60,000.00 -30,000.00 30,000.00 30-01-16 Ray 13 Replacement of Toyota Hilux 4x4 Dual Cab #452 20,000.00 -50,000.00 -30,000.00 30,000.00 30-01-16 Ray 14 Replacement of Truck Water Tank #110 -90,000.00 -90,000.00 90,000.00 30-01-16 Ray 15 Replacement CAT Steel Drum Roller #155 Sold - not to be replaced -15,000.00 -15,000.00 16,500.00 16,500.00 31,500.00 31-10-15 14-10-15 Ray 16 Replacement Toyota Prado #446 30,000.00 -65,000.00 -35,000.00 35,000.00 30-01-16 Ray OTHER 17 Emp Housing/Pensioner Units - Capital Works/Maintenance -285,000.00 -285,000.00 285,000.00 30-06-16 Ray 18 Pensioner Units Carports -19,000.00 -19,000.00 19,000.00 31-03-16 Ray 19 2 x Council Housing septic tanks In progress -4,840.00 -4,840.00 4,840.00 30-09-15 Ray 20 Airport - Portable Lighting System Complete -10,000.00 -10,000.00 -10,209.40 -10,209.40 -209.40 18-12-15 30-09-15 Ray 21 Matron Morrow Hall - Major Repairs & Painting In progress -180,000.00 -180,000.00 180,000.00 31-03-16 Ray 22 Heritage Buildings - Major Repairs -75,000.00 -75,000.00 75,000.00 30-06-16 Ray 23 2 Way Batteries/Reprogramming -10,000.00 -10,000.00 10,000.00 30-12-15 Ray 24 Caravan Park Fence -17,800.00 -17,800.00 17,800.00 30-06-16 Ray 25 Caravan Park - Budget Cabins Upgrades -7,500.00 -7,500.00 7,500.00 31-03-16 Jo 26 Lake Belmore BBQ Shed Completion -40,000.00 -40,000.00 40,000.00 30-06-16 Ray
$1,723,435.00 -$3,467,140.00 -$1,743,705.00 $16,500.00 -$19,782.35 $3,595.60 $1,747,300.60
CAPEX PROJECTS - PENDING GRANT FUNDING 27 Woodstock Airstrip 119,091.00 -238,182.00 -119,091.00 119,091.00 30-06-16 Ray 28 Swimming Pool - Shade/Landscaping/Seating 10,000.00 -20,000.00 -10,000.00 10,000.00 30-09-15 Jo 29 A10 Shed 20,000.00 -40,000.00 -20,000.00 20,000.00 30-06-16 Ray 30 New Library at VIC 82,250.00 -164,500.00 -82,250.00 82,250.00 30-06-16 Jo 31 Anzac Park Playground/Outdoor Gym Equipment 27,500.00 -55,000.00 -27,500.00 27,500.00 18-12-15 Jo 32 Recreational Ground Irrigation System 25,000.00 -50,000.00 -25,000.00 25,000.00 30-09-15 Ray 33 Entrance Statement 25,000.00 -50,000.00 -25,000.00 25,000.00 30-06-16 Jana 34 Rodeo Grounds Lighting 20,000.00 -40,000.00 -20,000.00 20,000.00 30-09-15 Ray
$328,841.00 -$657,682.00 -$328,841.00 $0.00 $0.00 $0.00 $328,841.00
Moved Cr JA Pickering Seconded Cr KM Gaynor
That Council receives the Financial Statements (Statement of Financial Position, Statement of Comprehensive Income, Cash Position and Work in Progress Listing) for the period ending 30 November 2015 as presented.
All in favour Resolution No. 19/13/2015
11. COUNCILLORS’ REPORTS
11.1 CR KM GAYNOR
Cr KM Gaynor provided a verbal report.
11.2 CR TJ PICKERING
Cr TJ Pickering provided a verbal report.
Moved Cr PR Kennedy Seconded Cr JA Pickering
That Council receives the Councillor reports as presented.
All in favour Resolution No. 20/13/2015
12. GENERAL BUSINESS
12.1 CONFERENCES AND MEETINGS SCHEDULE
DATE WHAT & WHERE WHO TO ATTEND 14 Dec FNQROC Meeting (Mareeba) Cr TJ Pickering, Joanne Jacobson (CEO) 17 Dec Croydon Shire Council General Meeting All 18 Jan GSD Board Meeting (Normanton) Tentative Cr TJ Pickering, Joanne Jacobson (CEO) 21 Jan Croydon Shire Council General Meeting All 8 Feb FNQROC Meeting (Mareeba) Cr TJ Pickering, Joanne Jacobson (CEO) 18 Feb Croydon Shire Council General Meeting All
28 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______12.2 COUNCILLOR REMUNERATION POLICY REVIEW
Council instructed the Chief Executive Officer to review the Councillor Remuneration Policy, Item 6.1.2 Attendance by teleconference and present for discussion and adoption at the January 2016 Ordinary Meeting.
The revised wording is to include: In the circumstances where a Councillor is unable to attend a meeting in person they may attend by teleconference (as per S.276 of the Regulation). If using a mobile phone, the Councillor must be stationary (i.e. not travelling) and in an area of good quality phone reception. Closed sessions may not be attended by teleconference.
13. NEXT MEETING
The next Ordinary Meeting of Council will be held on Thursday 21 January 2016 commencing at 9.30am.
14. CONCLUSION
There being no further business the Mayor thanked all for attending and declared the meeting closed at 2.35pm.
______Cr TJ Pickering Mayor
29 Croydon Shire Council Ordinary Meeting 17 December 2015 Confirmed Minutes Doc #AO326 ______
Croydon Shire Council
Local Disaster Management Plan
Prepared under the provisions of the Disaster Management Act 2003, ss.57(1) & 58
with the assistance of
R C M Disaster Management Services P.O. Box 2178 Mareeba Q 4880 [email protected] FOREWORD
This document, which has been developed by the Croydon Shire Local Disaster Management Group, on behalf of the Croydon Shire Council, describes the arrangements required under the Queensland Disaster Management Act 2003, outlining the disaster management system and specifying agreed roles and responsibilities. It also describes how the disaster management system works during an event.
The focus of the document is on using an ‘all-hazards’ functional approach, minimising impacts on disaster-affected communities, by ensuring a coordinated effort by all levels of government and non- government entities with responsibilities or capabilities in comprehensive disaster management.
This is a dynamic, risk-based document that will be kept up to date to match changes in legislation, or in the Shire’s risk profile, and to reflect learnings from disaster events here and elsewhere.
Trevor Pickering Mayor Croydon Shire Council
Croydon Shire Council
Local Disaster Management Plan
Folio #1 – Disaster Management Arrangements
Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
CONTENTS FOREWORD ...... 2 1 AUTHORITY FOR PLANNING ...... 6 2 APPROVAL ...... 6 3 AMENDMENT REGISTER ...... 7 4 DISTRIBUTION LIST ...... 8 5 DEFINITIONS ...... 9 6 ABBREVIATIONS ...... 13 7 THE DISASTER MANAGEMENT STRUCTURE IN QUEENSLAND ...... 14 8 THE LOCAL GOVERNMENT DISASTER MANAGEMENT PLANNING PROCESS ...... 15 9 STRATEGIC POLICY FRAMEWORK FOR DISASTER MANAGEMENT ...... 16
9.1 CROYDON SHIRE COUNCIL DISASTER MANAGEMENT POLICY ...... 16 10 COUNCIL’S STRATEGIC DIRECTION FOR DISASTER MANAGEMENT...... 17
10.1 CROYDON SHIRE COUNCIL DISASTER MANAGEMENT PRIORITIES ...... 17 11 PURPOSE OF THE DISASTER MANAGEMENT PLAN ...... 18 12 HIERARCHY OF PLANS ...... 19 13 LOCAL DISASTER MANAGEMENT GROUP FUNCTIONS ...... 19 14 LOCAL DISASTER MANAGEMENT GROUP MEMBERSHIP...... 20 15 ROLES AND RESPONSIBILITIES ...... 22 16 DESCRIPTION OF THE ENVIRONMENT ...... 25
16.1 GEOGRAPHY ...... 25 16.2 CLIMATE ...... 25 16.3 DEMOGRAPHY ...... 25 16.4 SOCIAL SUPPORT INFRASTRUCTURE ...... 26 16.5 COMMUNITY CAPACITY ...... 26 16.6 ECONOMIC BASE – INDUSTRY ...... 27 16.7 TRANSPORTATION ...... 27 16.7.1 Road Transport ...... 27 16.7.2 Air Transport ...... 27 16.7.3 Rail Transport...... 28 16.8 TELECOMMUNICATIONS ...... 28 16.9 POWER SUPPLY ...... 28 16.10 WATER SUPPLY ...... 28 16.11 SEWERAGE ...... 28 16.12 MEDICAL FACILITIES ...... 28 16.12.1 Croydon Hospital ...... 28 16.12.2 Mortuary Capacity ...... 29 17 HAZARD IDENTIFICATION ...... 30
17.1 TROPICAL CYCLONES ...... 30 17.2 STORMS ...... 31
Page 1-4 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
17.3 FLOOD ...... 31 17.4 EPIDEMIC / PANDEMIC ...... 31 17.5 EMERGENCY ANIMAL DISEASE ...... 32 17.6 FIRE ...... 33 17.6.1 Wildfire ...... 33 17.6.2 Structural or Industrial Fire ...... 34 17.7 HAZARDOUS MATERIALS INCIDENTS ...... 34 17.8 EARTHQUAKES ...... 34 17.9 MAJOR INFRASTRUCTURE FAILURE – POWER AND COMMUNICATIONS ...... 34 17.10 CLIMATE CHANGE ...... 35 17.11 IMPACTS OF CLIMATE CHANGE ON THE CROYDON SHIRE ...... 35 17.12 OVERVIEW OF CLIMATE PROJECTIONS ...... 36 17.13 RESPONSE TO CLIMATE CHANGE IN THE CROYDON SHIRE ...... 37 18 COST TO THE COMMUNITY OF DISASTER EVENTS ...... 38
18.1 TANGIBLE COSTS ...... 38 18.2 INTANGIBLE COSTS ...... 38 19 RISK MANAGEMENT ...... 39
19.1 CONSEQUENCE DESCRIPTORS ...... 39 19.2 RISK ANALYSIS ...... 40 19.3 RISK REGISTER ...... 41 19.4 RISK TREATMENT REGISTER ...... 43 20 REVIEW AND ASSESSMENT OF PLAN ...... 51
20.1 REVIEW OF MAIN PLAN ...... 51 20.2 REVIEW OF RESPONSE PLANS AND RECOVERY STRATEGY ...... 51 20.3 REVIEW OF RISK TREATMENT STRATEGIES...... 51 21 TRAINING PROGRAM ...... 52 22 EXERCISES ...... 54 23 REPORTING ARRANGEMENTS ...... 55 24 POST DISASTER OPERATIONAL REVIEW ...... 56 25 PUBLIC AWARENESS ...... 57
25.1 COUNCIL WEB SITE ...... 57 25.2 COUNCIL OFFICE...... 57 25.3 MEDIA ...... 57 26 COMMUNITY WARNING AND ALERTING SYSTEMS ...... 58 27 DISASTER COORDINATION CENTRES ...... 58 28 RESPONSE ...... 59 RECOVERY ...... 68
Page 1-5 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
1 AUTHORITY FOR PLANNING
The Croydon Shire Local Disaster Management Plan has been prepared by the Croydon Shire Local Disaster Management Group in accordance with the Disaster Management Act 2003 Sections 57 and 58.
2 APPROVAL
The Croydon Shire Local Disaster Management Plan is recommended by the Croydon Shire Local Disaster Management Group for approval.
______Cr Trevor Pickering Chairperson Croydon Shire Local Disaster Management Group Dated:
------
In accordance with the provisions of the Disaster Management Act 2003, s.80(1)(b), and by a resolution of Council on ___ / ___ / ___ The Croydon Shire Local Disaster Management Plan is approved by the Croydon Shire Council.
______Cr Trevor Pickering Mayor Croydon Shire Council Dated:
------
The Croydon Shire Local Disaster Management Plan is endorsed by the Mareeba District Disaster Management Group.
______Inspector Rolf Straatemeier District Disaster Coordinator Mareeba Disaster District Dated:
Page 6 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 3 AMENDMENT REGISTER
Amendment Date of Amendment Detail Number Amendment The November 2012 LDMG meeting carried a motion arising out an audit of the Croydon Local Disaster Management Plan (LDMP) for minor amendment of the LDMP. The proposed amendments address new information which is now required to be included in 2012-1 13/12/12 the LDMP. These relate to the requirement for completion of a post event operational review report and subsequent amendments to the LDMP, and update information on the Natural Disaster Relief and Recovery Arrangements (NDRRA). 2014-2 1/8/2014 Review and update of plan
2015-3 31/8/2015 Review and update of plans
Note: The latest version of this document is available on Croydon Shire Council’s website www.croydon.qld.gov.au please check that the version you are using is the current amended version.
DOCUMENT CONTROL
Amendment Control - The Local Disaster Management Plan is a controlled document. The controller of the document is the Croydon Local Disaster Coordinator (LDC). Any proposed amendments to this plan should be forwarded in writing to:
Chief Executive Officer PO Box 17 CROYDN QLD 4871 Email: [email protected]
The LDC may approve inconsequential amendments to this document, including changes to names, positions and items that do not affect the intent of the plan. Any changes to the intent of the document must be approved by the LDMG and endorsed by the local government.
A copy of each amendment is to be forwarded to those identified in the distribution list. On receipt, the amendment is to be inserted into the document and the Amendment Register updated and signed.
Page 7 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 4 DISTRIBUTION LIST
Number Organisation Of Copies
Croydon Shire Council Mayor 1 Councillors 4 CEO (Local Disaster Coordinator – Master Copy) 1 Director Corporate Services 1 Director Engineering Services 1 Works Manager 1 Library 1
District Disaster Coordinator, Mareeba Disaster District 1 Inspector, Rural Fire Service, 1 Queensland Fire and Emergency Services, Innisfail Emergency Management Coordinator, 1 Queensland Fire and Emergency Services, Cairns Ergon Energy 1 Local Controller, State Emergency Service Croydon 1 First Officer, Rural Fire Service Croydon 1 Officer in Charge, Queensland Police Service, Croydon 1 Director of Nursing, Croydon Hospital 1 Principal, Croydon State School 1 District Inspector, Rural Fire Service, Innisfail 1 Tagalaka Tribal Aboriginal Corporation 1
Page 8 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 5 DEFINITIONS
A group of people with a commonality of association and generally defined by location, shared experience, or function Community
(Australian Emergency Management Glossary, 1998)
The outcome of an event or situation expressed qualitatively or quantitatively, being a loss, injury, disadvantage, or gain Consequence
(Australian Emergency Management Glossary, 1998)
A service, facility or a group of services or facilities, the loss of which will have severe adverse effects on the physical, social, economic or Critical environmental well being or safety of the community. Infrastructure (Handbook, EMA: Critical Infrastructure Emergency Risk Management and Assurance)
A serious disruption in a community, caused by the impact of an event, that requires a significant coordinated response by the State and other Disaster entities to help the community recover from the disruption
(Disaster Management Act 2003, S13(1))
Disaster A facility to coordinate the collection, collation and dissemination of Coordination information in relation to the response to a disaster event. Centre
Arrangements about managing the potential adverse effects of an event, including, for example, arrangements for mitigating, preventing, preparing Disaster for, responding to and recovering from a disaster Management
(Disaster Management Act 2003, S14)
Activities undertaken before, during or after an event happens to help reduce loss of human life, illness or injury to humans, property loss or Disaster damage, or damage to the environment, including, for example, activities Operations to mitigate the adverse effects of the event
(Disaster Management Act 2003, S15)
Page 9 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
The ability to provide equipment and a suitable number of persons, using the resources available to the local government, to effectively deal with, or Disaster help another entity to deal with, an emergency situation or a disaster in the Response local government’s area Capability
(Disaster Management Act 2003, S80(2))
An event means any of the following:
. a cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or other natural happening; . bushfire; . an explosion or fire, a chemical, fuel or oil spill, or a gas leak; . an infestation, plague, or epidemic; Event . a failure of, or disruption to, an essential service or infrastructure; . an attack against the State; or . another event similar to the above events.
An event may be natural or caused by human acts or omissions
(Disaster Management Act 2003, S16(1)&(2))
A source of potential harm, or a situation with a potential to cause loss Hazard (Emergency Management Australia, 2004)
The public facilities and systems that provide basic life support services such as water, energy, sanitation, communications and transportation. Lifelines
(Australian Emergency Management Glossary, 1998)
Measures taken in advance of a disaster aimed at decreasing or eliminating its impact on society and environment Mitigation
(Australian Emergency Management Glossary, 1998)
Measures to ensure that, should an emergency occur, communities, resources, and services are capable of coping with the effects Preparedness
(Australian Emergency Management Glossary, 1998)
Measures to eliminate or reduce the incidence or severity of emergencies Prevention (Australian Emergency Management Glossary, 1998)
Page 10 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Actions taken to re-establish a community after a period of rehabilitation subsequent to a disaster. Actions would include construction of permanent housing, restoration of all services, and complete resumption of the pre- Reconstruction disaster state
(Australian Emergency Management Glossary, 1998)
The coordinated process of supporting emergency-affected communities in reconstruction of the physical infrastructure and restoration of emotional, Recovery social, economic, and physical well-being
(Australian Emergency Management Glossary, 1998)
The operations and decisions taken after a disaster with a view to restoring a stricken community to its former living conditions, whilst encouraging and facilitating the necessary adjustments to the changes caused by the Rehabilitation disaster
(Australian Emergency Management Glossary, 1998)
The provision of immediate shelter, life support and human needs of persons affected by, or responding to, an emergency. It includes the establishment, management and provision of services to emergency relief Relief centres
(Australian Emergency Management Glossary, 1998)
Measures taken in anticipation of, during, and immediately after an emergency to ensure its effects are minimised Response
(Australian Emergency Management Glossary, 1998)
Effect of uncertainty on objectives Risk (AS/NZS ISO 31000:2009)
Process of finding, recognising and describing risks Risk Identification (AS/NZS ISO 31000:2009)
Coordinated activities to direct and control an organisation with regard to risk Risk Management
(AS/NZS ISO 31000:2009)
Page 11 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Process to modify risk Risk Treatment (AS/NZS ISO 31000:2009)
Serious disruption means:
(a) loss of human life, or illness or injury to humans; or Serious (b) widespread or severe property loss or damage; or Disruption (c) widespread or severe damage to the environment
(Disaster Management Act 2003, S13(2))
Page 12 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 6 ABBREVIATIONS
BoM Bureau of Meteorology DCC Disaster Coordination Centre (Local) DDC District Disaster Coordinator DDCC District Disaster Coordination Centre DDMG District Disaster Management Group LDMG Local Disaster Management Group QFES Queensland Fire and Emergency Services QPS Queensland Police Service RFS Rural Fire Service (QFES Rural Division) SDCC State Disaster Coordination Centre SDMG State Disaster Management Group SES State Emergency Service
Page 13 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 7 THE DISASTER MANAGEMENT STRUCTURE IN QUEENSLAND
The following table depicts the disaster management response system in operation at local level:
E V E N T
RESPONSE AGENCIES
Yes Need help? No
Handle using Agency procedures Request Assistance from LDMG
Yes Need help? No
Request Assistance Provide Support from from DDMG LDMG resources
Page 14 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 8 THE LOCAL GOVERNMENT DISASTER MANAGEMENT PLANNING PROCESS
As the legislation requires, this plan addresses the requirements of Council’s Corporate Plan 2012-2017:
Theme 2 – Environment Sustainability
Effective disaster management arrangements minimise risk to environment.
Theme 4 – A Healthy Resilient Community
Effective disaster management arrangements support community safety outcomes.
Page 15 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 9 STRATEGIC POLICY FRAMEWORK FOR DISASTER MANAGEMENT
9.1 Croydon Shire Council Disaster Management Policy
In accordance with the community’s expectations of local government in relation to community safety and sustainability, the Croydon Shire Council is committed to:
. Working within the provisions of the State Disaster Management Strategic Policy Framework, which focuses on a comprehensive, all hazards approach with all levels of government working in partnership to reduce the effects of disasters;
. Protecting health, safety and quality of life;
. Protecting our environment;
. Recognising and valuing the benefits of partnership and collaboration across all levels of government, community and industry, in all aspects of disaster management;
. Respecting the diversity of Croydon Shire communities; and
. Ensuring accountability and transparency of disaster management in the Croydon Shire.
Page 16 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 10 COUNCIL’S STRATEGIC DIRECTION FOR DISASTER MANAGEMENT
10.1 Croydon Shire Council Disaster Management Priorities
The following disaster management priorities for the Croydon Shire Council will ensure compliance with the disaster management legislation and will provide a sound legal grounding for disaster management in the Croydon Shire:
. Identification, development and fostering of function-specific planning groups to support the Local Disaster Management Group;
. Development of a comprehensive hazard and risk assessment for the Croydon Shire;
. Development of a disaster mitigation strategy for the Croydon Shire;
. Development of a comprehensive disaster management arrangements document for the Croydon Shire;
. Development of appropriate response operational plans for the Croydon Shire;
. Development and resourcing of a disaster coordination centre for the Croydon Shire;
. Development of a holistic disaster recovery strategy for the Croydon Shire;
. Development of a disaster management training and exercise regime for the Croydon Shire;
. Development of an effective disaster preparedness community awareness strategy.
Page 17 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 11 PURPOSE OF THE DISASTER MANAGEMENT PLAN
The Croydon Shire Local Disaster Management Plan is designed to enumerate Council’s responsibilities and associated programs and processes to mitigate where possible the effects of a disaster within the boundaries of the Croydon Shire.
Council accepts that its responsibilities are to:
Establish a Local Disaster Management Group which will:
. identify hazards; . assess threats to life and property; . take measures to reduce or eliminate potential loss to life or property and protect economic development; . be prepared to take action to minimise loss of life and damage; . educate and train Council staff; . put programs in place to consult and engage the community on hazard mitigation; . establish organisational structures to manage the coordination of response to a disaster; . prepare disaster mitigation, operational (response) and recovery plans; . satisfy immediate essential personal and community needs; . manage the process of restoring services to a normal level; . participate in long-term comprehensive recovery, involving social, economic, infrastructure and environmental reconstruction and rehabilitation.
NB It is important that all agencies understand that there are major differences between ‘Incident Management’ and ‘Disaster Management’.
Incidents can be managed via the emergency services or other agencies, employing resources normally available to them. This includes traffic accidents, missing persons, etc. Incidents do not usually cause major community disruption.
Disasters require a coordinated multi-agency, multi-jurisdictional response, and usually result in some sort of community dislocation or severe disruption.
Incident Management Disaster Management
. Single site response . Multi site response . Minor off-site co-ordination . Major off-site co-ordination . Single agency responsibility . Multi agency responsibility . Resources available . Multi faceted problems . Support available . External resources required . Support agencies practiced . External support required . Day to day business . Government Dept involvement . Core function . Community affected . Short term effects . Long term effects
This document does not address Incident Management.
Page 18 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 12 HIERARCHY OF PLANS
State Disaster Management Plan
District Disaster Management Plan
Local Disaster Management Plan
Standard Operational Procedures Individual Agency Response Plans
13 LOCAL DISASTER MANAGEMENT GROUP FUNCTIONS
The Croydon Shire Local Disaster Management Group has the following functions for its area:
[Disaster Management Act s.30(1)]
. To ensure that disaster management and disaster operations in the area are consistent with the State group’s strategic policy framework for disaster management for the State;
. To develop effective disaster management, and regularly review and assess the disaster management;
. To help the local government for its area to prepare a local disaster management plan;
. To identify, and provide advice to the relevant district group about, support services required by the local group to facilitate disaster management and disaster operations in the area;
. To ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster;
. To manage disaster operations in the area under policies and procedures decided by the State group;
. To provide reports and make recommendations to the relevant district group about matters relating to disaster operations;
. To identify, and coordinate the use of, resources that may be used for disaster operations in the area;
. To establish and review communications systems in the group, and with the relevant district group and other local groups in the disaster district of the relevant district group, for use when a disaster happens;
. To ensure information about a disaster in the area is promptly given to the relevant district group;
. To perform other functions given to the group under this Act;
. To perform a function incidental to a function mentioned above.
Page 19 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 14 LOCAL DISASTER MANAGEMENT GROUP MEMBERSHIP The Croydon Shire Local Disaster Management Group consists of the following positions and the relevant persons are appointed in accordance with S.33 Disaster Management Act 2003.
The membership of the Group is to be reviewed annually. The composition of the Croydon Shire Disaster Management Group is as follows:
Title Organisation
Mayor Croydon Shire Council (Chairperson) Chief Executive Officer Croydon Shire Council (Local Disaster Coordinator) IT Officer Croydon Shire Council (Deputy Chairperson) Representative Tagalaka Tribal Aboriginal Corporation Local Controller State Emergency Service First Officer QFES Rural Division - Croydon Director of Nursing Croydon Hospital Officer in Charge Queensland Police Service Principal Croydon State School Rural Fire Services (Innisfail), Inspector Queensland Fire and Emergency Services
Agencies are to nominate their delegated representative/s on the LDMG in writing to the LDMG Chairperson. The representative must have the necessary expertise and / or experience to perform the functions of a LDMG member in accordance with the Disaster Management Act 2003 and act on behalf of the nominated agency. Membership of the group is to be reviewed annually.
LDMG members may appoint a Deputy Member to attend the meetings on their behalf. Each Deputy should have the authority to make decisions and commit resources affecting the agency they are representing. If both the agency member and deputy attend a LDMG meeting, then the core member in this instance will be the only person with voting rights. If only one agency representative attends the meeting (either the member or the deputy), then that person will have the right to vote at the meeting. Deputy members are to be nominated to the LDMG by completing and submitting Form DM13 to the Chairperson for approval.
Observers, advisors and guests may attend meetings and participate in discussions but do not form part of the LDMG membership or have voting rights.
Contact details including full name, designated position title, department/organisation or agency name, work address, business and after hours telephone numbers (both landline and mobile), and email address for each member, deputy and advisors attached in Appendix 1 is to be regularly maintained and updated (at least annually). The LDMG Contact List is not for public dissemination.
The State Disaster Management Group and the District Disaster Management Group (DDMG) are to be advised annually of membership of the Group under the requirements of Section 37 Disaster Management Act 2003.
Sub-Groups The Croydon Shire LDMG may have cause to create sub-groups, whether permanent or temporary, to assist the group with its business to deal with a particular issue. The LDMG can establish a sub- group by passing a meeting resolution. Specific Terms of Reference are to be established for each
Page 20 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 sub-group established to give clear guidance on the establishment, role and function, required outcomes and conduct of business of the sub-group. The LDMG LDC will be a member on each sub-group. All sub-groups are required to provide the LDMG with regular updates at LDMG meetings. Contact details including full name, designated position title, department/organisation or agency name, work address, business and after hours telephone numbers (both landline and mobile), and email address for each sub-group member will be provided to the LDMG. This list is not for public dissemination.
Any decisions made or actions taken by or on behalf of the sub-groups must be endorsed by the LDMG during normal business, or during disaster operations by the LDMG or LDC, to ensure the validity of decisions under the Disaster Management Act 2003.
Frequency of Meetings The Croydon Shire LDMG will meet at least twice a year between April and November, and during the wet season (December through to March) the LDMG meets as required. During periods of activation the LDMG meets as and when required to support the LDCC operations.
The venue for the LDMG meetings will be the Croydon Shire Council Chambers, Samwell Street, Croydon unless otherwise advised. Meeting dates and times will be set and distributed at the first LDMG meeting of each year.
Meeting Quorum The quorum for conducting a meeting is the number equal to one-half of members plus one (1).
Presiding at Meetings The LDMG Chairperson is to preside at all meetings of the LDMG. In his/her absence the LDC will chair the meeting.
Minutes The LDC is responsible for Minutes of each LDMG meeting to be recorded, stored and distributed to each member as soon as practical following the meeting (but prior to the next meeting). The Minutes will record attendance, apologies, records of discussions, agency reports, and resolutions passed and details of next meetings.
Croydon Shire LDMG Representative to the Mareeba DDMG The Local Disaster Management Group Representative on the Mareeba District Disaster Management Group is the Mayor of the Croydon Shire. The Local Disaster Coordinator is the Deputy Member for the DDMG.
If the DDMG Representative changes, Council will, as soon as practicable, inform the Executive Officer of the State Group, and the District Disaster Coordinator, Mareeba Disaster District, of the new appointment.
Page 21 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
15 ROLES AND RESPONSIBILITIES
Agency Roles & Responsibilities
. Maintenance of the Local Government function (via Local Government Business Continuity Contingency Planning)
. Maintenance of normal Local Government services to the community: . Water . Refuse disposal . Public health . Animal control Local Government . Environmental protection . Croydon Aerodrome
. Maintenance of a disaster response capability
. Development and maintenance of fire breaks as appropriate
. Dissemination of disaster-related information to the community
. Development of the comprehensive Local Disaster Management Planning strategies
. Design and maintenance of a public education/awareness program
. Design, maintenance and operation of a Local Disaster Coordination Centre, including the training of sufficient personnel to operate the Centre
. Coordination of support to response agencies
Local Disaster Management . Reconnaissance and impact assessment Group (LDMG) . Provision of public information prior to, during and following disaster event impacts
. Recommendations re areas to be considered for authorised evacuation
. Public advice re voluntary evacuation.
. Identification and resourcing of Evacuation Centres
. Provision of locally based community support services
Queensland Fire and . Functional lead agency for Warnings. Emergency Services . Primary agency to provide control, management and pre- (QFES) incident planning of fires (structural, landscape and transportation).
Page 22 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 . Primary agency for chemical / hazmat related incidents. . Primary agency for bushfire response. . Coordinate and advise on Resupply Operations. . Coordinate and advise on Emergency Supply. . Undertake fire control. . Provide rescue capability for persons trapped in any vehicle, vessel, by height or in confined space. . Rescue of persons isolated or entrapped in swift-water / floodwater events. . Provide advice, chemical analysis and atmospheric monitoring at chemical / hazmat incidents. . Provide mass and technical decontamination capabilities under State Biological Disaster and State Radiological Disaster response. . Provide Urban Search and Rescue (USAR) capability. . Advise and educate on events (all hazards approach) . Assist in pumping out of flooded buildings. . Support the Queensland Hazardous Materials Incident Recovery Plan. . Support the Queensland Coastal Contingency Action Plan - Chemical Spill Response Plan. . Arrange and perform the decontamination process of any persons. . Coordinate, support and manage the deployment of SES resources and operations including: • Storm damage response. • Road Crash Rescue. • Short term welfare support. • Assistance with communications and lighting. . Provide impact assessment, and intelligence gathering capabilities. . Coordinate and facilitate Rapid Damage Assessments and intelligence gathering capabilities. . Develop, implement and maintain the State’s disaster management arrangements and systems. . Deliver Queensland Disaster Management Arrangements (QDMA) training to DDMG and LDMG members in accordance with the Queensland Disaster Management Training Framework (QDMTF). . Provide expert advice on disaster management related matters including Natural Hazard Risk Assessment. . Provide facilitation of logistical and communications support to disasters within capabilities . Provide advice and support in relation to disaster management and disaster operations. . Advice on NDRRA and SDRA Funding.
. Preservation of peace and good order
. Prevention of crime
Queensland Police Service . Security of any site as a possible crime scene (QPS) . Investigation of the criminal aspect of any event
. Coronial investigation procedures
Page 23 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 . Traffic control, including assistance with road closures and maintenance of road blocks
. Crowd management/public safety
. Coordination of search and rescue (See State Rescue Policy)
. Security of evacuated areas
. Registration of evacuated persons
. Coordination of medical resources
. Assessment, treatment and transportation of injured persons
. Assistance with evacuation (for medical emergencies)
. Public health advice and warnings to participating agencies Queensland Health and the community
. Coordination of psychological and counselling services for disaster affected persons
. Ongoing medical and health services required during the recovery period to preserve the general health of the community
Education Queensland . Community awareness via the inclusion of disaster-related (Croydon State School) information in the school curriculum.
. Dissemination of community awareness material Tagalaka Tribal Aboriginal
Corporation . Advice regarding cultural and heritage issues.
Page 24 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 16 DESCRIPTION OF THE ENVIRONMENT
16.1 Geography
Croydon Shire is located just south of the base of the Gulf of Carpentaria in Far North Queensland, encompassing an area of 29,538 square kilometres (approximately half the size of Tasmania). The Croydon Shire is landlocked, surrounded by the Carpentaria, McKinlay, Richmond and Etheridge Shire, and Tablelands Regional Council. Most of the population lives in the township of Croydon, with the remainder on pastoral properties throughout the Shire
The area is predominantly savannah grassland country, with low rolling hills, on a gentle north- westerly downwards slope towards the Gulf of Carpentaria, and lies within the catchment area of the Norman and Gilbert Rivers.
16.2 Climate
The area is typical of tropical climes, in that it has distinct wet and dry seasons, with monsoonal activity in the wet summer season, and little precipitation in the relatively cooler dry season. The region has an average daily temperature range of 19.9 to 33.4 degrees, but temperatures of over 40 degrees are not uncommon. On average Croydon Shire receives 697 mm of rainfall annually.
16.3 Demography
(Adapted from information provided by the Office of Economic and Statistical Research)
As at 30 June 2009, the estimated resident population of the Croydon Shire was 273 persons, with 75 persons in the Shire who stated they were of Aboriginal or Torres Strait Islander origin, or 29.4 per cent of the total population.
67.3 per cent of the 2006 usual resident population were classed as being in the most disadvantaged category of households by income in Queensland.
Page 25 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 As at the December quarter 2009, there is a labour force of 170, with an unemployment rate of 17.6%.
The largest employment categories are Agriculture and Public Administration/Safety, accounting for over 60% of the employment in the Shire, with the Croydon Shire Council as the largest single employer.
16.4 Social support infrastructure
Social support infrastructure in the area is based upon the ‘extended family’ inherent in the traditions of rural communities There is a general acceptance that the community will look after itself to a great degree, but processes are in place via the State’s disaster management system to enable an assisted community recovery from a disastrous or catastrophic event should the need arise.
There is a significant indigenous population within the Shire, mainly centred on the township of Croydon.
16.5 Community Capacity
Notwithstanding the limitations imposed by the distance to emergency support, the community is essentially regarded as having the capacity to effectively respond to most situations from within its own resources. The community values in the area engender a significant degree of self- reliance, which brings stability, foundation and sustainability.
There is a basic emergency service response capacity, with a permanent full-time Queensland Police Service presence, and Queensland Fire and Emergency Services & Rescue Service (Rural Division) and State Emergency Service volunteers. Croydon, Remoakvale and Esmeralda have established Rural Fire Brigades. Rural Fires and SES are actively engaged in recruiting, but the recruiting pool is extremely limited. A hospital based ambulance vehicle using community volunteers is available.
Croydon Shire Council is one of the major employers in the region and has sufficient resources and competent personnel to contribute considerably to the physical response demands of any disastrous event.
Assistance would be required in the community’s recovery from a major event, and it is identified that Community Recovery personnel from the Department of Communities would be required to coordinate psycho-social recovery activities.
In disastrous or catastrophic circumstances, there is the potential for those members of the community who have a disaster or emergency response role to be themselves impacted by the event, rendering them unable to perform their allocated role. In these circumstances, outside response assistance will be required from the disaster management system, and that assistance will be obtained as per the graphic in Section 7 of this document.
Page 26 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 16.6 Economic Base – Industry
Group of men gathered around a table stacked with gold ingots from the Content Mine, Croydon, 1912
From the 1880’s, Croydon was a hugely successful mining town, with mines yielding in excess of 770,000 ounces of gold. Pugh's Almanac of 1900 listed 3 banks, 6 blacksmiths, 5 bakers, 6 commission agents, 4 newsagents, 6 carriers, 2 chemists, 6 drapers, 11 sharebrokers, 4 newsagents, 18 hotels and 4 watchmakers, among many other assorted businesses. Croydon became a municipality in 1892 under the control of the Croydon Divisional Board, and in 1907 administration passed to the Croydon Shire Council. The town has had a maximum population of 7000, and during its heyday, Croydon was the fourth largest town in the colony of Queensland.
Croydon has remained as a service centre for the Shire, with the economy of the Shire based around the pastoral and services industries. The crest of the Croydon Shire Council depicts a Brahman bull, gold ingots and mining implements. While cattle grazing is still the predominant industry, and gold mining itself has long gone into decline, the tourism emanating from the mining history and heritage attributes of the area is flourishing.
The total value of agricultural production in the Croydon Shire in 2005–06 was $18.1 million.
With successful promotion, the tourism sector continues to grow with increasing numbers travelling the Savannah Way.
16.7 Transportation
16.7.1 Road Transport Croydon is situated on the Gulf Development Road, which forms part of the Savannah Way, from Cairns to Broome, Western Australia. The road is bitumen surfaced for its entire length through the Shire. Wet season flooding sees regular closures of the road to both east and west of the township, primarily in the Etheridge and Carpentaria Shires. This has the potential to affect normal resupply of the community. The construction of a high level bridge over the Einasleigh River crossing in the Etheridge Shire will go a long way to alleviating this problem. The only other major road in the Shire is the Croydon to Richmond Road, which is subject to annual closure as a result of flooding.
16.7.2 Air Transport Council owns and operates an all weather aerodrome to the south east of the township. Runway dimensions are 1463 x 30 metres. The aerodrome is used by the Royal Flying Doctor Service
Page 27 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 and light aircraft, but can accommodate heavier military-style aircraft as required. A Pilot Activated Lighting (PAL) system is employed.
16.7.3 Rail Transport The Gulflander is a tourist railmotor which travels from Normanton to Croydon on a weekly basis. The line was originally completed in 1891 to service the Croydon goldfields, and was the primary source of transport for goods from the port at Normanton to the mining community. The track is bolted to steel sleepers, meaning that flood water can flow over the top of the track without causing separation, and thereby saving expense. The last recorded accident of any severity on the railway line was in 1908, when two trains collided, causing one to derail.
Although now purely a tourist facility, the railway could potentially be used in any mass evacuation of the township of Croydon.
16.8 Telecommunications Telephone communication in the Croydon Shire populated areas is available via both fibre optic land line and mobile systems.
The whole area is covered by broadcast radio, via ABC Local Radio and ABC Radio National on the FM band. The area is reasonably well served by free to air broadcast television and subscription satellite television is becoming more popular in all areas. Negotiations are under way for the introduction of a commercial radio station, which will include the capacity for a local over-ride facility for the provision of community disaster/emergency community information.
ADSL internet is available in Croydon, with wireless service available in the areas covered by the 3G mobile telephone network.
The Shire Council has installed and maintains a community UHF radio system, which has broad coverage of the Shire.
16.9 Power Supply Power is provided from grid power via the Kidston-Karumba line. The hospital has an emergency generator and the council has several small portable generators.
16.10 Water Supply A reticulated water supply is provided to the town area from the Belmore Dam, to the north of the township. The town supply is chemically treated. Individual pastoral properties access their supplies from bores.
16.11 Sewerage There is no reticulated sewerage system in the Croydon Shire – septic systems are employed.
16.12 Medical Facilities
16.12.1 Croydon Hospital Croydon Hospital is a 24 hours facility providing acute and primary health care services to the community and district of Croydon in conjunction with the Royal Flying Doctor Service (RFDS). The facility has one overnight holding bed with the capacity for limited patient care.
Hospital Services include:
Page 28 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 Consultation, assessment, treatment, management in accordance with the Queensland Health Primary Clinical Care Manual Weekly Medical Clinics, provided by the Royal Flying Doctor Service and the Mamu Health Service, on alternate weeks Limited first line drugs Limited Pharmacy (no prescriptions), ECG, Ultrasound, Minor Surgical operations Assessing and suturing simple wounds Collection and dispatching of pathology specimens X-ray: Simple diagnostic extremities and chest X-rays Hospital based ambulance vehicle (community volunteer drivers)
16.12.2 Mortuary Capacity There is one mortuary in the Croydon Shire, located at the Croydon Hospital, with a maximum capacity of one body. A multiple fatality event would require the early evacuation of bodies to an appropriate facility.
Page 29 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 17 HAZARD IDENTIFICATION
The main hazards which may impact the Croydon Shire Council area have been identified as:
17.1 Tropical Cyclones
Due to its northerly relatively inland location the Croydon Shire region is less vulnerable to tropical cyclones than areas closer to the coast. There have, however, been a number of significant cyclone events in the area in past times, as recorded by the Bureau of Meteorology, Brisbane:
TC crossed the coast near Cairns and wrecked the town of Croydon. Two churches were wrecked and another was blown off its stumps. The Post Office lost part of its roof and the Court 1906 Unnamed House was damaged. Three hotels were severely damaged and only portions of another two were left standing. Two houses were wrecked and all buildings more or less suffered with scores of people homeless.
TC crossed the coast north of Cairns and moved into the SE Gulf Country. Major flooding with record flood at Normanton (water 1920 Unnamed 20 feet over the railway line). Leichhardt River 16 feet over the rails.
Cyclone Barry made landfall around 1100 UTC 5 January 1996 between the mouths of the Staaten and Gilbert Rivers, a stretch of coastline that is sparsely inhabited. The cyclone was clearly visible on radar by combining data from weather watch radars located on Mornington Island and at Weipa. Radar images were available at 10-minute intervals and an accurate track was able to be plotted from 1800 UTC 4 January 1996 up to the time of landfall. The eye passed directly over a professional fisherman's camp, said to be about 4 metres above high water mark, which was wrecked by wind and storm surge. A field survey by helicopter 1996 TC Barry indicated the occurrence of a storm surge of at least four metres which travelled up to 7 km inland, after topping the frontal dunes, in an area south of the Staaten River mouth.
(The Croydon Shire Disaster Coordination Centre was able to track Barry across the Shire, via information from property owners.)
After making landfall, Barry remained a vigorous depression under the influence of the upper trough and moved through Central Queensland.
Crossed the coast at Innisfail as a Category 4/5 system, and was 2006 TC Larry still a Category 2 cyclone as it traversed the Croydon Shire prior to degenerating into a rain depression north of Mt Isa.
As can be seen from the above, tropical cyclones affecting the Croydon Shire can have their genesis in either the Gulf of Carpentaria or in the Coral Sea, and have been known to approach Croydon Shire from either east or west.
Page 30 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 17.2 Storms
The Croydon area has a history of extreme storms, which have in some instances caused significant damage, including the destruction of houses and the railway station building. Lightening strikes also have the potential to take out communications towers, which are of necessity located on the highest possible locations, and have in the past severely affected some critical Council infrastructure.
17.3 Flood
Flooding in the Croydon Shire is a regular and very costly event. Many roads in the shire are rendered impassable for months every wet season, and significant repairs are often required, necessitating the activation of funding under the Natural Disaster Relief and Recovery Arrangements.
Flooding also brings isolation for those members of the Croydon Shire community who live on pastoral properties, which can be cut off for several weeks or even months at a time. It is normal for these residents to have a good stock of supplies on hand prior the onset of the wet season, but even with the best of preparations, there may be times occasionally when an aerial resupply or evacuation may be required.
The Gulf Development Road is the only sealed road that links Cairns and the Gulf of Carpentaria. Economic impact studies commissioned by the Etheridge and Croydon Shire Councils shows that about $147 million worth of agricultural and fisheries' products are transported annually along the road. The road is regularly cut by flooding in the Etheridge, Croydon and Carpentaria Shires. The advent of the new bridge over the Einasleigh River in the Etheridge Shire will alleviate much of the problem, but there are still several other areas where the main trunk road is susceptible to flooding. In addition to the interruption to the transportation of produce and other goods, the lack of a secure road network has an impact on the potential health and well-being of the community, because of the lack of medical services in the area and the requirement to travel outside the area for anything other than minor ailments or injuries. Some significant recent flood events
1997 Significant monsoonal flooding 1998 Flooding associated with Tropical Cyclone May 2004 Significant monsoonal flooding 2006 Flooding associated with Tropical Cyclones Larry and Monica 2007 Flooding associated with Tropical Cyclone Nelson 2008 Significant monsoonal flooding 2009 Flooding associated with Tropical Cyclones Charlotte and Ellie Flooding associated with Tropical Cyclones Neville, Olga and 2010 Paul
The Emergency Management Australia Disasters Database suggests that the community of the Croydon Shire has suffered losses of $104,000,000 as a result of flooding since 1998.
17.4 Epidemic / Pandemic
Page 31 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 The risk of an outbreak of disease throughout the population of the Croydon Shire could cause the health system to be taxed to its limits and may involve the isolation and quarantine of significant numbers of people for a protracted period.
The prospect of a severe influenza pandemic is real. An influenza pandemic is a disease outbreak that occurs worldwide when:
. a new strain of influenza virus emerges to which no-one is immune;
. the virus causes disease in humans; and
. the virus is easily spread between humans.
In the absence of immunity, a new influenza strain can rapidly spread across the globe, causing epidemics or pandemics, infecting large numbers of people with fatal results.
The Influenza Pandemic 2009 H1N1 provided an example of how quickly a pandemic can travel across the world, and affect millions of people. This particular strain of the disease was not as virulent as feared, resulting in substantially less mortality than expected.
The influenza strain that is still causing some concern is Influenza H5N1 (also known as avian influenza or bird flu). Since avian influenza broke out in late 2003, the World Health Organization (WHO) has warned that should the virus mutate and be easily transferred from human to human, the world could be facing an influenza pandemic with significant consequences.
17.5 Emergency Animal Disease
Animal pests and diseases are a major threat to Australia's livestock industry and an outbreak could impact on our access to export markets and undermine livelihoods.
Australia is currently free of the world's worst animal diseases such as foot-and-mouth disease and avian influenza H5N1, but has recently been impacted by other diseases, such as Equine Influenza and Hendra Virus.
The social, economic and environmental consequences of a Foot and Mouth Disease worst-case scenario outbreak involves key beef and lamb export markets being closed for an extended period. The Productivity Commission estimates that the cost of a Foot and Mouth Disease incursion under this scenario would be between $8 billion and $13 billion of gross domestic product and its consequences would be felt nationally for nearly 10 years after the event. Although regarded as a low risk, it is possible that an outbreak of an emergency animal disease could be intentional.
The cattle industry is the mainstay of the Croydon Shire, and the loss of the industry through any cause would be devastating for the community.
Page 32 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 17.6 Fire
17.6.1 Wildfire There is a risk of wildfire throughout the Croydon Shire, considered to be of a level of severity which would necessitate the activation of the disaster management system to coordinate a response in relation to an outbreak. The majority of the Shire has a medium risk, usually from July to November annually.
The current Bushfire Risk Analysis for the Croydon Shire Council area is available at: http://www.ruralfire.qld.gov.au/
Past fires have involved areas of up to 428,000 hectares, and have severely stretched the fire- fighting capacity of the area.
Recent fires have come extremely close to the township of Croydon. A fire in November 2009 which was thought to have been started by a lightning strike on Mittagong Station 80 kilometres away, and was driven by strong winds to the very edge of the township, requiring a precautionary evacuation of the Croydon State School. The fire was finally brought under control after four days.
There are unusual hazards to fire-fighting operations within the immediate area surrounding Croydon - open mine-shafts and wells, remnants from Croydon’s industrial past.
Page 33 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 17.6.2 Structural or Industrial Fire There may be environmental risks as a result of a fire at any of the following facilities, which store and sell fuel:
. Croydon Store
. .Croydon Centre Cafe
. Gulf Gate Road House
17.7 Hazardous Materials Incidents
No large Hazardous Material/Dangerous Goods Storage sites have been identified in the Croydon Shire that fall under the definition as per the Dangerous Goods Safety Management Act 2001.
Transportation and storage regulations, individual company policies and procedures and emergency services contingency response plans are in place to safeguard the population and the environment from accidental exposure to these chemicals, but their presence and transportation through the township of Croydon is nevertheless a risk to the community.
Whilst the Queensland Fire and Emergency Services Rescue Service has the lead agency role for hazardous materials incidents generally, the local units of the Rural Fire Service (QFES Rural Division) have neither the expertise nor the resources to manage such an event. Resources from Cairns or the Atherton Tablelands would be required to respond to a hazardous materials incident.
17.8 Earthquakes
Earthquakes have not in the immediate past been a major threat in the Croydon Shire area. Data available from Geoscience Australia indicates that since recording commenced, there have been no earthquakes within 100 km of Croydon. There have been a number of earthquakes in the range between 2.8-4.9 on the Richter Scale between 100-200 km from Croydon, but none which have caused any major concern. Notwithstanding, the existence of even a slightly volatile seismic environment acts as a prompt for maintaining situational awareness of the threat, and its possible consequences.
It is important to remember the relatively short period of recorded history when assessing the likelihood of earthquake.
17.9 Major Infrastructure Failure – Power and Communications
One of the most serious issues facing disaster managers in the 21st century is society’s dependence upon technology. The same technology which makes life easier for all, and which everyone takes for granted when it is functioning as planned, has the potential to fail, for a variety of reasons, with potentially devastating consequences.
There is the potential for a “ripple effect”, where the failure of one essential service may lead to progressive failures of other essential services – eg loss of power would lead to loss of communications, loss of reticulated water supply, loss of domestic sewage treatment capability, etc.
All forms of electronic communication would be affected, affecting such diverse areas as banking and commerce (no ATM or EFTPOS availability), and internet and telephone systems.
Page 34 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
It is important to note that it is probable that the problem will not only affect this area, but would potentially have state-wide and possibly national consequences, resulting in a lack of external support capacity.
17.10 Climate Change
While climate change is not in itself a hazard, it has the potential to affect the frequency and intensity of severe weather events.
17.11 Impacts of climate change on the Croydon Shire
(adapted from Climate Change in the Gulf Region - Queensland Office of Climate Change)
Projections for the Gulf region include a slight decline in rainfall with increasing temperature and evaporation, in conjunction with more extreme climate events and sea-level rise. The temperature projections for inaction on climate change suggest a temperature increase well outside the range of temperatures ever experienced over the last 50 years. The projections for temperature and number of hot days are all in the same direction - increasing.
The Gulf region is particularly vulnerable to the impacts of climate change as changes in temperature or rainfall could have significant impacts on the natural resource assets of the region. People will also be affected, as the rate of heat-related health problems increases and increased exposure to catastrophic events, such as cyclones and flooding endanger lives and property.
Page 35 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
17.12 Overview of climate projections
2030 2050 2070 medium emissions scenario low and high emissions low and high emissions scenarios scenarios
Annual and seasonal Annual and seasonal Annual and seasonal temperature: temperature: temperature: Annual mean temperature (the Annual temperature is projected Annual temperature is projected average of all daily to increase by 1.2 °C and 2.0 °C to increase by 1.6 °C and 3.2 °C temperatures within a given under high and low emissions for low and high emissions year) is projected to increase by scenarios respectively. scenarios respectively. 1.0 °C. There is little variation in There is little variation in There is little variation in projections across the seasons. projections across the seasons. projections across the seasons.
Annual and seasonal rainfall: Annual and seasonal rainfall: Annual and seasonal rainfall: Annual rainfall will decrease by Annual rainfall is projected to Annual rainfall (the total rainfall one per cent (-9 mm) under both decrease by one per cent (-9 received within a given year) is high and low emissions mm) and two per cent (-17 mm) projected to decrease by one scenarios. under the low and high per cent (-9 mm). emissions scenarios The largest seasonal decrease respectively. The largest seasonal decrease of 12 per cent (-10 mm) under of six per cent (-5 mm) is the high emissions scenario is The largest seasonal decrease projected for spring. projected for spring. under a high emissions scenario of 18 per cent (-16 mm) is projected for spring. Annual and seasonal potential Annual and seasonal potential evaporation: evaporation: Annual and seasonal potential Across all seasons the annual Under a high emissions evaporation: ‘best estimate’ increase is scenario, annual potential Under a high emissions projected to be around three per evaporation is projected to scenario, annual potential cent (76 mm), with some models increase by as much as nine per evaporation is projected to projecting up to a six per cent cent (229 mm) with the best increase by as much as 14 per increase in winter (32 mm). estimate being six per cent (153 cent (357 mm). mm). Summer is projected to be the season most impacted with increases up to 15 per cent (98 mm) in some models.
Average annual temperature in the Gulf region has increased 0.2 °C over the last decade (from 26.6 °C to 26.8 °C).
By 2070, Burketown may have more than twice the number of days over 35 °C (increasing from an average of 102 per year to an average of 222 per year by 2070 [There is no similar definitive data for Croydon]).
Page 36 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
17.13 Response to Climate Change in the Croydon Shire
The potential impact of climate change on the frequency and intensity of severe weather events will be factored into the annual reviews of the disaster risk reduction strategies as enumerated in the Croydon Shire Disaster Mitigation Plan.
The risk of bushfire is predicted to rise as result of the hotter, drier conditions associated with climate change. Due to the impact of climate change there will be an increase in the number of high fire danger days. An informed public can add significantly to the protection of life and property during bushfire. Using the Croydon True Blue Visitor Information Centre and the Croydon Caravan Park as vehicles to promote awareness and preparedness in the tourist population will also assist in this area, as the time when tourists frequent the Shire is also the peak fire season.
The Croydon Shire Council and the Croydon Local Disaster Management Group will support the Bushfire Community Training Package, which will:
deliver educational campaigns to rural, remote and indigenous communities about the risk of fire in the home; promote awareness of fire risk and how it is increasing as a result of climate change; promote preparedness and protective measures; provide information to Queensland communities to allow individuals to decide between evacuating early or staying to defend their property in the event of a fire.
The risk of increased frequency and intensity of tropical cyclones, floods or severe storms will be addressed by the Croydon Local Disaster Management Group via community awareness campaigns approaching the storm/cyclone season annually. The community awareness campaigns will operate in concert with the regular information provided at that time by Queensland Fire and Emergency Services.
Page 37 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 18 COST TO THE COMMUNITY OF DISASTER EVENTS
18.1 Tangible Costs
A process is in place through The Natural Disaster Relief and Recovery Arrangements which provides for cost-sharing between the Local, State and Commonwealth Governments for expenses incurred by local governments and other entities as a result of a disaster event.
Croydon Shire is regarded as one of the more vulnerable local government areas in Queensland, being the recipient of almost $20,000,000 in Natural Disaster Recovery Arrangements funding since 1999/2000.
18.2 Intangible Costs
While extreme events are relatively rare, when they do occur they can have a major impact on the health outcomes of the community. Obviously, such events can claim many lives and disrupt the provision of basic services, but they can also have other more subtle effects on the mental health of the population.
For example, following Cyclone Larry in 2006 residents in the affected region reported experiencing a number of emotional highs and lows. Sleep disturbance, lack of concentration and forgetfulness have also been reported as side effects of the disaster. Some of these symptoms may be associated with post traumatic stress disorder and many residents also reported feeling unusually anxious as the next cyclone season approached.
Page 38 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 19 RISK MANAGEMENT
A risk management process is applied to the hazards identified as potentially having an impact on the community, the economy, the infrastructure or the environment of the Croydon Shire. This process identifies the risks to specific sectors emanating from each hazard, and uses the Risk Descriptors and Qualitative Analysis Matrix from the Queensland State Disaster Management Plan.
The level of risk is determined by combining the severity of the consequences of the risk with the likelihood of the event impacting the Croydon Shire.
19.1 Consequence Descriptors
Insignificant
No fatalities. Medical treatment required. Small number displaced for a short period. Some damage. Little disruption to community. Some impact on environment with no lasting effects. Some financial loss.
Minor
Small number of fatalities. Hospitalisation required. Minor temporary displacement. Significant damage. Some community disruption. Serious impact on environment with no long-term effects. Significant financial loss.
Moderate
Multiple fatalities. Numerous injuries requiring hospitalisation. Significant numbers displaced for short periods. Serious damage requiring some external assistance. Community functioning with difficulty. Severe impact on environment with long term effects. Serious financial loss.
Major
Numerous fatalities. Extensive injuries, with significant hospitalisation. Large number displaced for significant duration. Severe damage that requires external resources. Community only partially functioning. Severe permanent damage to the environment. Severe financial loss.
Catastrophic
Mass fatalities. Large numbers requiring extended hospitalisation. General and widespread displacement for extended duration. Widespread extensive damage. Community unable to function. Widespread severe permanent damage to the environment. Widespread severe financial loss.
Page 39 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 19.2 Risk Analysis
Qualitative Analysis Matrix – Level of Risk
Consequence Insignificant Minor Moderate Major Catastrophic
Likelihood 1 2 3 4 5
A (almost certain) 1:1 H H E E E
B (likely) 1:10 M H H E E
C (possible) 1:50 L M H E E
D (unlikely) 1:100 L L M H E
E (rare) 1:500 L L M H H
E: extreme risk; immediate action required H: high risk; senior management attention needed M: moderate risk; management responsibility must be specified L: Low risk; manage by routine procedures
The ‘likelihood’ of the risk is based upon the chances of the event actually happening. This is addressed in the left column of the table. To decide upon the Level of Risk, the level of likelihood and the level of consequence are combined, using the above table.
For example, if a risk is decided to be ‘Possible” and the consequences of that risk are “Minor”, then use of the table shows that the Level of Risk is “Moderate”.
If a risk is decided to be ‘Possible” and the consequences of that risk are “Major”, then use of the table shows that the Level of Risk is “Extreme”
Page 40 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
19.3 Risk Register This section replaces the Risk Register included in the Croydon Natural Disaster Risk Management Report (Ganza 2002)
Vulnerable Hazard Sector Potential Risk
Likelihood Consequence Risk Level of
There is a risk that emergency services response to any disaster will be All Hazards Operational Response compromised as a result of insufficient communications capacity. Levels of
Risk Not
Assessed There is a risk that disaster response operations may be compromised by the Operational Response lack of adequately trained personnel to operate the coordination centre.
Fire People There is a risk that fire fighters may be injured or killed C 2 M There is a risk that buildings, facilities and infrastructure will be damaged or Infrastructure C 1 L destroyed. Animals There is a risk that fires will cause loss of stock. C 1 L There is a risk that water supply infrastructure may be damaged, disrupted or Water Supply B 3 H destroyed by fire There is a risk that rural properties will suffer significant loss of fodder due to Economy A 2 H wildfire Sustainability There is a risk that the Rural Fire Service appliance will be withdrawn B 4 E Cyclone/Severe Storm People There is a risk that people may be injured or killed. D 2 L There is risk that buildings, facilities and infrastructure will be damaged or Infrastructure C 2 M destroyed. There is a risk that water supply infrastructure may be damaged, disrupted or Water Supply C 2 M destroyed
Page 41 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
There is a risk that caravans and temporary structures may be damaged or Caravans C 1 L destroyed. There is a risk that transport infrastructure and services (road, rail and air) may Transport C 2 M be disrupted. Medical Facilities There is a risk that the Hospital may be damaged or destroyed. C 3 H There is a risk that medical service providers may be unable to access the town Medical Services C 2 M to conduct clinics Flood People There is a risk that people may be injured or killed. E 1 L There is risk that buildings, facilities and infrastructure will be damaged or Infrastructure D 1 L destroyed. There is a risk that transport infrastructure and services (road and rail) may be Transport C 2 M disrupted. Economy There is a risk that rural properties will suffer significant loss of fodder. A 2 H Animals There is a risk that flooding will cause loss of stock. B 3 H Road Infrastructure There is a risk that road infrastructure will be damaged or destroyed A 4 E There is a risk that an outbreak of an emergency animal disease will decimate Animal Disease Economy D 4 H stock numbers. There is a risk that an outbreak of an emergency animal disease will impact on People D 2 L human health. Human People There is a risk that an epidemic/pandemic will impact on human health. D 2 L Epidemic/Pandemic Medical Services There is a risk that the local medical services capacity will be overwhelmed. C 2 M
Page 42 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
19.4 Risk Treatment Register
This section replaces the Risk Treatment Register included in the Croydon Natural Disaster Risk Management Report (Ganza 2002)
Event Risk Treatment Strategy Agency Responsible Timeline
List the LDMG agency
Events that Local responsible for the action, or Identify timelines List the treatment or range of treatments Government considers Identify the specific risk to be the non-LDMG agency which for the actioning of required to minimise or manage the risk present unacceptable addressed needs to be lobbied to have the the identified scenario levels of risk treatment actioned treatments
Queensland Health There is a risk that emergency Provision of appropriate communication capacity Rural Fire Service services response to any disaster will All Hazards Response via mobile telephone, satellite telephone and Queensland Fire and Immediate be compromised as a result of radio systems. Emergency Services, insufficient communications capacity. Queensland Police Service
There is a risk that disaster response Local Disaster Management operations may be compromised by Identify appropriate personnel to receive Group All Hazards Response the lack of adequately trained Immediate disaster management training Queensland Fire and personnel to operate the coordination Emergency Services centre.
Page 43 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Event Risk Treatment Strategy Agency Responsible Timeline
Provision of appropriate training Rural Fire Service
There is a risk that fire fighters may Immediate and Fire Provision of personal protective equipment Rural Fire Service be injured or killed ongoing
Provision of appropriate communications Rural Fire Service
Rural Fire Service Annually, prior to Fuel Load Reduction Burning Council Fire Season Individual landholders
There is a risk that buildings, facilities Council Development and maintenance of Fire Breaks Ongoing Fire and infrastructure will be damaged or Individual landholders destroyed.
Provision of a community awareness and Rural Fire Service preparedness campaign to highlight the fire risk Annually, prior to Local Disaster Management in the Shire and to encourage individual Fire Season Group migratory action.
Annually, prior to Fuel Load Reduction Burning Individual landholders Fire Season
Annually, prior to Development and maintenance of Fire Breaks Individual landholders Fire Fire Season There is a risk that fires will cause loss of stock. Moving Stock Individual landholders As required Provision of a community awareness and preparedness campaign to highlight the fire risk Rural Fire Service Annually, prior to in the Shire and to encourage individual Local Disaster Management Fire Season migratory action. Group
Page 44 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Event Risk Treatment Strategy Agency Responsible Timeline
Fuel Load Reduction Burning Council Ongoing/Dry Season
There is a risk that water supply Fire infrastructure may be damaged, Provision of fire breaks around the infrastructure Council disrupted or destroyed by fire
Provision of a protective sprinkler system Council
Annually, prior to Fuel Load Reduction Burning Individual landholders Fire Season Annually, prior to Development and maintenance of Fire Breaks Individual landholders Fire Season
There is a risk that rural properties will Fire suffer significant loss of fodder due to Provision of a community awareness and wildfire preparedness campaign to highlight the fire risk Rural Fire Service in the Shire and to encourage individual Annually, prior to Local Disaster Management migratory action, including encouraging Fire Season Group individual landholders to maintain a Rural Fire Service “Rural Property Fire Management Plan”
Recruitment and training of sufficient (16) Immediate and Rural Fire Service qualified fire fighters Ongoing
There is a risk that the Rural Fire
Service appliance will be withdrawn Ensure that a viable management structure is Immediate and developed and maintained for the Rural Fire Rural Fire Service Ongoing Service Unit in Croydon township.
Page 45 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Event Risk Treatment Strategy Agency Responsible Timeline
Provision of a community awareness and Queensland Fire and preparedness campaign to highlight the cyclone Emergency Services and severe storm risk in the Shire and to Local Disaster Management September to April There is a risk that people may be Cyclone/Severe Storm encourage individual migratory action. Group injured or killed.
Pre-season clean-up and removal of potential Council September flying debris Residents
Provision of a community awareness and Queensland Fire and preparedness campaign to highlight the cyclone Emergency Services Sept to April and severe storm risk in the Shire and to Local Disaster Management encourage individual migratory action. Group
There is risk that buildings, facilities Cyclone/Severe Storm and infrastructure will be damaged or Council Residents destroyed. Building Maintenance Ongoing Businesses Government Agencies
Building approval and compliance Council Ongoing
Installation of effective lightning protection Council Short term
Cyclone/Severe Storm There is a risk that water supply Clearing vegetation around facilities Council Ongoing
infrastructure may be damaged, disrupted or destroyed
Use of emergency generators Council As required
Page 46 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Event Risk Treatment Strategy Agency Responsible Timeline
Provision of a community awareness and Local Disaster Management preparedness campaign to highlight the cyclone Group and severe storm risk in the Shire and to Ongoing There is a risk that caravans and Queensland Fire and encourage individual migratory action in relation Cyclone/Severe Storm temporary structures may be Emergency Services damaged or destroyed. to caravans or temporary structures.
Local law compliance Council Ongoing
There is a risk that transport Cyclone/Severe Storm infrastructure and services (road, rail Maintenance of road verges Council Ongoing and air) may be disrupted.
Building Maintenance Queensland Health Ongoing
There is a risk that the Hospital may Cyclone/Severe Storm be damaged or destroyed. Identify alternative treatment areas Queensland Health Ongoing
Ensure that the facility has a functional and Queensland Health Ongoing current emergency plan
Contingency plan for continuation of service Queensland Health Ongoing There is a risk that medical service Cyclone/Severe Storm providers may be unable to access the town to conduct clinics Develop Video Conferencing Capability Queensland Health Short Term
Page 47 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Event Risk Treatment Strategy Agency Responsible Timeline
Provision of a community awareness and Queensland Fire and There is a risk that people may be preparedness campaign to highlight the flood Emergency Services Flood injured or killed. risk in the Shire and to encourage individual Local Disaster Management Ongoing migratory action. Group
Building approval and compliance Council Ongoing
There is risk that buildings, facilities Provision of a community awareness and Flood and infrastructure will be damaged or Queensland Fire and preparedness campaign to highlight the flood destroyed. Emergency Services risk in the Shire and to encourage individual Ongoing Local Disaster Management migratory action. Group
Identification of specific problem areas for of Department of Transport and significant flooding of the state owned highway Main Roads Ongoing for inclusion in the Road Maintenance and Council There is a risk that transport Improvement Program Flood infrastructure and services (road and rail) may be disrupted. Liaise with transport services for continuity of LDMG As required service
Provision of a community awareness and There is a risk that rural properties will preparedness campaign to highlight the flood Flood Primary Industries and suffer significant loss of fodder. risk in the Shire and to encourage individual Fisheries (Department of migratory action. Employment, Economic
Development and Innovation) Ongoing
Local Disaster Management Provision of a community awareness and Group There is a risk that flooding will cause preparedness campaign to highlight the flood Flood loss of stock. risk in the Shire and to encourage individual migratory action.
Page 48 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Event Risk Treatment Strategy Agency Responsible Timeline
Department of Transport and Road Maintenance and Improvement Program Main Roads Ongoing Council
Department of Transport and There is a risk that road infrastructure Main Roads Flood Road closure and load limits applied As required will be damaged or destroyed Council Queensland Police Service
Increase Council’s technical capability Council Short term
Provision of a community awareness and Bio-Security Queensland preparedness campaign to highlight the Local Disaster Management Ongoing emergency animal disease risk in the Shire and Group There is a risk that an outbreak of an to encourage individual migratory action. Emergency Animal emergency animal disease will Disease decimate stock numbers. Development and maintenance of a Pest Council Ongoing Management Plan Individual landholders
Provision of a community awareness and There is a risk that an outbreak of an preparedness campaign to highlight the public Emergency Animal Queensland Health emergency animal disease will impact health risk from emergency animal disease in Disease Bio-Security Queensland Ongoing on human health. the Shire and to encourage individual migratory action.
Page 49 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Event Risk Treatment Strategy Agency Responsible Timeline
Provision of a community awareness and There is a risk that a human preparedness campaign to highlight the public Human epidemic/pandemic will impact on health risk from a human epidemic/pandemic in Queensland Health Ongoing Epidemic/Pandemic human health. the Shire and to encourage individual migratory action.
Development and maintenance of a contingency Queensland Health Ongoing plan for continuation of service Human There is a risk that medical services Epidemic/Pandemic capability will be overwhelmed. Develop and maintenance of a video Queensland Health Short term conferencing capability
Page 50 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
20 REVIEW AND ASSESSMENT OF PLAN
20.1 Review of Main Plan
The Local Disaster Management Plan should be reviewed in accordance with section 59 of the Disaster Management Act 2003 by a working group from the Local Disaster Management Group as follows:
August Working group reviews and amends (as required) the main plan September Draft plan submitted to full Local Disaster Management Group for acceptance or amendment October Reviewed plan submitted to Council for approval November Update plan submitted to District Disaster Management Group for endorsement
The master contact list for all organisations/persons involved in the Council’s disaster management arrangements should be updated at each LDMG meeting and will be held, maintained and distributed by the Local Disaster Coordinator.
20.2 Review of Response Plans and Recovery Strategy
The Disaster Management Operational Plans and the Disaster Recovery Strategy should be reviewed by an LDMG working group as follows:
April-July Working groups review and amend (as required) the supporting plans September Draft amended plans submitted to full Local Disaster Management Group for acceptance or further amendment October Reviewed plans submitted to Council as part of the Main Plan
N.B. If at any time during the year, it becomes apparent that an urgent amendment to or review of the planning documentation is required for operational effectiveness, then such review or amendment must be implemented expeditiously.
External Review
An external review of the Local Disaster Management Plan and all associated Sub Plans will be conducted annually in accordance with the External Assessment of Local Disaster Management Plans and District Disaster Management Plans Standard released by Queensland Fire and Emergency Services (QFES) and performed by a QFES representative and a representative of the DDMG.
20.3 Review of Risk Treatment Strategies
The risk treatment strategies should be reviewed on a regular basis, preferably prior to the annual budgetary determinations by Council in relation to its annual Operation Plan.
The Plan should also be reviewed as a result of any changes in legislation, guidelines or policy.
Page 51 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 21 TRAINING PROGRAM
The Local Disaster Coordinator will ensure that a suitable disaster management training program is designed and implemented, in collaboration with any training provided by / through Queensland Fire and Emergency Services. The training program will include specific training, through workshops, discussion forums and formal instruction, to maintain the disaster management knowledge and understanding levels of all participants at the highest possible level.
The Local Disaster Coordinator will liaise with Queensland Fire and Emergency Services in relation to accessing State/Commonwealth provided training programs and will arrange for members of the Local Disaster Management Group to be made aware of training courses or other appropriate activities being offered by the Department of Community Safety or any other agency.
The Queensland Disaster Management Training Framework (QDMTF) is available on the DM Portal. Further information on the QDMTF and disaster management training can be obtained through the QFES member on the Croydon LDMG.
The Local Disaster Coordinator is responsible for the management of training for the LDMG, and will ensure that a training register is maintained.
Training
In accordance with the provisions outlined in the QDMTF handbook the following members of the LDMG are required to undertake the following disaster management training
Chair and Deputy Chair
Core Training Courses Queensland Disaster Management Arrangements Evacuation - Modules 1 and 2 Resupply Warnings and Alert Systems Induction Local Disaster Management Group Member Induction
Local Disaster Coordinator and Deputy Local Disaster Coordinator
Core Training Courses Queensland Disaster Management Arrangements Disaster Management Planning Disaster Coordination Centre - Modules 1, 2, 3 and 4 Evacuation - Modules 1 and 2 Evacuation Centre Management Recovery - Modules 1, 2 and 3 Resupply Warnings and Alert Systems Disaster Relief and Recovery Funding Arrangements Induction Local Disaster Management Group Member Induction Local Disaster Coordinator Induction
Page 52 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
LDMG Members
Core Training Courses Queensland Disaster Management Arrangements Disaster Management Planning Evacuation - Modules 1 and 2 Induction Local Disaster Management Group Member Induction
Local Disaster Coordination Centre Staff
Core Training Courses Queensland Disaster Management Arrangements Disaster Coordination Centre - Modules 1 and 2 (relevant to role)
Local Disaster Coordination Centre Liaison Officer
Core Training Courses Queensland Disaster Management Arrangements Disaster Coordination Centre - Modules 1 and 2 (relevant to role)
Local Recovery Coordinator
Core Training Courses Queensland Disaster Management Arrangements Disaster Coordination Centre - Module 2 (relevant to role) Recovery Modules 1, 2 and 3 Induction Local Recovery Coordinator Induction
Page 53 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 22 EXERCISES
Exercises are a key component of disaster management strategies:
. to practice coordination and liaison procedures between participating organisations in responding to a disaster event, and
. to identify and take steps to eradicate any serious procedural and functional weaknesses.
Disaster management exercises should be conducted as follows:
Disaster Coordination Centre Exercises Council in-house exercise to test the activation of the Disaster Coordination Centre, including staffing requirements, setting up of the facility, emergency power operation, communication links, etc. – at least annually.
Conduct exercise to practise the use of the Information Management System with all Council and other personnel who will work in the DCC when it is operational – at least annually.
If the Disaster Coordination Centre is activated for an event the annual exercise for that year is not necessary.
Operational Plans Exercise To be conducted prior to the review of the Operational Plans.
Agencies with specific functional responsibility for the development of operational plans should prepare and conduct discussion exercises with members of the working groups to assist in the development of the operational planning process.
Full Local Disaster Management Group Exercises Discussion exercises for the Local Disaster Management Group, facilitated by a representative of QFES, to test the disaster management planning arrangements to be held annually.
If possible participate in exercises being conducted by other relevant emergency services that may require the involvement of the Local Disaster Management Group.
Evaluating Exercises An Exercise Evaluator will be appointed to conduct an evaluation of each Exercise to determine whether the original aim and objectives were achieved, identify any issues, report findings and provide feedback/suggestions where requested.
At the conclusion of each exercise a debrief will be conducted to capture issues and areas for improvement. The LDMG will consider the implementation of both hot debriefs, conducted immediately following participants’ involvement in the exercise, and a more detailed After Action Review, conducted within a few days of the exercise, allowing participants time to provide a more considered view of the exercise.
Page 54 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 23 REPORTING ARRANGEMENTS
The Croydon Shire LDMG shall report its activities to:
Local Disaster Management Group Annual Report - The Croydon LDMG is required to complete an Annual Report at the end of each financial year and provide the completed report to both the Mareeba District Disaster Management Group and the Croydon Shire Council. The LDMG should contact the QFES member on the group for advice and assistance in the completion of the status report. The Annual Report shall be in accordance with the requirements of the Disaster Management Act 2003 and is to be developed as per the Local Disaster Management Group Guidelines.
Disaster Management Status Report - Prior to each meeting of the Mareeba DDMG, a Disaster Management Status Report, as set out in Local Disaster Management Group Guidelines, shall be submitted to the Executive Officer of the Mareeba District Disaster Management Group and the Area Coordinator QFES. The Council representative to the DDMG shall complete and present a Disaster Management Status Report at each meeting of the DDMG or as requested by the District Disaster Coordinator (DDC) and Executive Officer (XO) of the District Group.
Operational Reporting
Situation Report (SITREPS) - During operational activity the Croydon LDMG, through the operation of the Local Disaster Coordination Centre, will be responsible for the preparation and distribution of SITREPs. Situation reports are utilised to capture accurate information from the day’s operations through communicating a current and forecast situation during a disaster event.
The Croydon LDMG will ensure regular and accurate information is received from operational areas to inform operational response, forward planning and the contents of the LDMG SITREP. The LDC will ensure that appropriate staff in the LDCC to compile the SITREP.
If a disaster event requires the activation of the Croydon LDCC, the LDC will ensure that a SITREP is developed and is forwarded regularly from the LDCC to the DDCC. If an event is contained within a local government area and has not progressed to DDCC activation, the DDMG will still have activated to ‘lean forward’ level and the DDC may still request LDMG SITREPS to monitor and assess the situation.
The nature of the disaster and the involvement of the DDMG will determine the timings, complexity and format of the SITREP for a given event.
A template for a LDMG to produce a SITREP to a DDMG during disaster operations is available on the Disaster Management Portal. The SITREPS will be forwarded to the Executive Officer of the Mareeba DDMG as well as all members of the Croydon LDMG.
Membership Reporting - The Local Disaster Management Group will, following the annual review of the Disaster Management Plan, forward a list of the current Members of the Local Group to the Executive Officer of the State Group and the District Disaster Coordinator.
Page 55 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 24 POST DISASTER OPERATIONAL REVIEW
Hot Debrief This debrief is undertaken immediately after operations are complete, giving participants the opportunity to share learning points while the experience is still very fresh in their minds.
Multiple hot debriefs during protracted operations may be appropriate to identify significant issues and provide prompt solutions for immediate implementation - in protracted operations, hot debriefs are to be conducted daily. Debriefs are to be conducted by the Local Disaster Coordinator.
Post Operational Event Debrief The Post Operational event debrief is a more formalised debrief of the event by the Local Disaster Management Group, conducted days or weeks after an operation, when participants have had an opportunity to take a considered view of the effectiveness of the operation.
Ideally this debrief should occur after each participating agency has had the opportunity to have a single agency debrief of the activity.
The LDMG may consider having the debrief facilitated by an independent person or organisation.
The debrief process will: seek constructive information from those being debriefed analyse the operation to determine what went right, what went wrong and why without trying to apportion blame acknowledge good performance focus on improving planning and procedures record relevant information to enable reports to be compiled;
The debrief will address: What happened during the event Areas which were handled well Areas where the coordination or the response could be improved Identified areas for amendment of plans, procedures, or training programs
The Local Disaster Coordinator will make any amendments to documentation which will be included in the regularly programmed review of the Local Disaster Management Plan.
A Post Event Operational Review Report will be completed in association with QFES.
Page 56 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 25 PUBLIC AWARENESS The community should be informed of the disaster management arrangements the Local Disaster Management Group has in place by information distribution, newspaper articles, advertisements and brochures as follows.
25.1 Council Web Site
The Local Disaster Coordinator is to ensure the maintenance of disaster-related public awareness material on Council’s web site.
The current copy of the Croydon Shire Local Disaster Management Plan is to be available for public viewing on Council’s web site www.croydon.qld.gov.au.
25.2 Council Office
The current copy of the Local Disaster Management Plan is to be available for public viewing at Council Chambers, 63 Samwell Street, Croydon. Council may, at its discretion, charge a photocopy fee (as determined by Council’s Schedule of Fees and Charges) for copies of the plan.
25.3 Media
The Council should provide a media release on the adoption of the new Local Disaster Management Plan, and following any subsequent annual updates of the Plan.
Council should arrange for a disaster preparedness information page for inclusion in the Croydon Bush Telegraph.
Page 57 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 26 COMMUNITY WARNING AND ALERTING SYSTEMS
Public information and warnings will be provided in relation to a current event and should include information about the event and any actions recommended.
Broadcast radio should be the primary vehicle for public information in most events.
Warnings may emanate from different sources, depending on the event.
There is the ability for a public warning to be issued to the community via the broadcast radio/TV system, and in particular ABC Far North Radio.
Where practicable, copies of public information bulletins issued by the Local Disaster Management Group etc will be placed on notice boards at the following locations:
. Croydon Shire Council Office
. Croydon Centre Supermarket
. Gulf Gate BP Roadhouse
. Croydon Store
. Croydon Caravan Park
. Croydon Hospital
. Public notice boards
. School notice boards
. Croydon True Blue Visitor Information Centre
Information will be transmitted to pastoral stations via email and fax message as appropriate.
The community UHF radio network may also be utilised to broadcast disaster information.
27 DISASTER COORDINATION CENTRES
The primary disaster coordination centre for the Croydon Shire Council is situated in the boardroom of the Council building located at 63 Samwell Street, Croydon.
Further details concerning the resourcing and operation of the disaster coordination centre are addressed in the Operational Plan: Disaster Coordination Centre.
Page 58 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 28 RESPONSE The Croydon Shire Council has personnel trained in various disciplines as well as vehicles, plant and equipment that can be applied to disaster response activities.
Depending on the severity of the event the Croydon LDMG may request additional response support through the DDCC. This will be in the form of a formal Request for Assistance
The Croydon Shire Council have identified Community Halls and other buildings within the Local Government area as first line evacuation centres (Please note: Evacuation Centres are NOT Cyclone Shelters).
State Emergency Service
The Croydon Shire Council supports the State Emergency Service unit within its region. The SES currently has a headquarters in Croydon.
The SES is a vital part of the QDMA, providing a response capability on behalf of the LDMG to assist communities in times of disaster or emergency situations.
The SES Local Controller is a member of the Croydon LDMG and is able to assist with planning and procedures surrounding activation and operations of SES groups in the Croydon local government area.
ACTIVATION PROCEDURE
Disaster Management Executive
The Chairperson or the Deputy Chairperson of the Local Disaster Management Group and the LDC represents the Local Disaster Management Group during the pre-impact stage of an event. Initial activation of the disaster management system within the Croydon Shire Council area is at the discretion of the Chairperson of the LDMG or their delegate.
Alternatively the activation of the disaster management system within the Croydon Shire Council area may also be activated upon request of the Executive Officer of the District Disaster Management Group or by the District Disaster Coordinator (DDC).
ACCESSING SUPPORT
Due to the limited resources and shire population, early identification of potential requirements for support will be made and submitted to the DDCC so that assistance is available in the timeliest manner possible utilising the standard Request for Assistance forms to District.
The Local Disaster Management Group may request assistance from the Mareeba District Disaster Management Group in the event that the resources available to them are either insufficient or inappropriate or fully utilised.
Page 59 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 ACTIVATION STAGES Activation stages are outlined below:
Triggers Actions Communications
. Awareness of a hazard . Hazard & risks identified . Chair and LDC on that has the potential to . Information sharing with warning agency mobile remotely
affect the local government area . LDC contacts QFES . Initial advice to all stakeholders Alert
. There is a likelihood . QFES and LDC conduct analysis of predictions . Chair, LDC and LDMG that threat may affect . Chair and LDC on watching brief members on mobile local government area and monitoring email . Confirm level & potential of threat . Threat is quantified but remotely may not yet be . Check all contact details . Ad hoc reporting imminent . Commence cost capturing . Need for public . Conduct meeting with available LDMG awareness . Council staff prepare for operations . LDMG is now to . Determine trigger point to Stand Up manage the event . Prepare LDCC for operations
. Establish regular communications with warning agency . First briefing Core Members of LDMG . LDC advises DDC of lean forward & establishes regular contact . Warning orders to response agencies
Lean Forward . Public information & warning initiated
. Threat is imminent . Meeting of LDMG Core Group . LDCC contact through . Community will be or . LDCC activated established land lines has been impacted and generic email . Rosters for LDCC planned & implemented addresses . Need for coordination in . Commence operational plans LDCC . Chair, LDC and LDMG . Local Government shifts to disaster operations members present at . Requests for support . LDMG takes full control LDCC, on established received by LDMG land lines and/or
agencies or to the . SOPs activated mobiles, monitoring LDCC . Core group of LDMG located in LDCC emails . The response requires . Commence SITREPs to DDMG coordination . Distribute contact details
Stand Up . DDMG advised of potential requests for support
. No requirement for . Final checks for outstanding requests . LDMG members not coordinated response . Implement plan to transition to recovery involved in recovery . Community has operations resume . Debrief of staff in LDCC returned to normal standard business and function . Debrief with LDMG members after hours contact arrangements . Recovery taking place . Consolidate financial records . Hand over to Recovery Coordinator for reporting . Return to local government core business
Stand Down . Final situation report sent to DDMG
Page 60 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
ACTIVATION PROCEDURE
Activation at the Local Level will be in response to a local event that demands a coordinated community response.
The authority to activate the Disaster Plan is vested in the Chairperson of the Croydon Shire Local Disaster Management Group or his/her delegate.
It is the duty of the Chairperson or his/her delegate to inform Queensland Fire and Emergency Services and the District Disaster Coordinator regarding the Plan’s activation.
The plan may also be activated at the request of Queensland Fire and Emergency Services or the District Disaster Coordinator.
Source of Persons to be Contact Event Initial Contact Information Notified details Disaster Management Cyclone / Group BoM / QFES LDC / Chairperson Severe Storm Representatives
Disaster Management Group Refer Rural Fire QFES / Public LDC / Chairperson Representatives Appendix
Disaster Management BoM / Residents / Group Flooding LDC / Chairperson QFES / Council Staff Representatives
Page 61 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 OPERATIONAL SITUATION MANAGEMENT
Operations Functional Register
Responsible Contact Operations Function Key Accountabilities Person/Agency Details
Management Functions
LDMG / LDC / Ensure that Sub Plans are current and Operations Management LDCC relevant. Ensure that LDCC is appropriately Local Disaster LDMG / LDC / staffed and resourced to deal with any Coordination Centre LDCC event which may affect the Shire. Ensure isolated parts of the community LDMG / LDC / have knowledge of the resupply Resupply Operations LDCC process. LDMG follows the resupply guidelines. Refer Communication / Media LDMG / LDC / Appendix Liaise with the media to ensure that the Management LDCC reporting is factual and timely. Ensure that the DDMG is kept informed Situational reporting and LDMG / LDC / of the situation and any changing liaison with DDMG LDCC circumstances that may require their input or resources. Mobilise those members of the LDMG / LDC / community required to either respond Community Mobilisation LDCC to the disaster or assist in the staffing of the LDCC.
THREAT SPECIFIC ARRANGEMENTS While these events are managed by other organisations, the local area may be required to provide support to these organisations. These may include:
Threat Co-ordinating Agency
Exotic Animal Disease Department of Agriculture, Fisheries and Forestry Fire Queensland Fire and Emergency Services Cyclone / Storm / Flood / Landslip / Local Government Earthquake Hazardous Material Event Queensland Fire and Emergency Services Human Epidemic Queensland Health Major Industrial Accident Queensland Fire and Emergency Services Major Infrastructure Failure Local Government Major Transportation Event Queensland Police Service Terrorist Activity Queensland Police Service Water Contamination Local Government
Page 62 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
INITIAL IMPACT ASSESSMENT Croydon Shire Council maintains responsibility for initial impact assessment inclusive of input from residents and other private and governing bodies.
Assessment of Impact
Impact assessment considers the four elements of recovery: community, infrastructure, economy, and environment, these are covered below.
The purpose of this Impact Assessment statement is to assist the Local Disaster Management Group in planning, formatting, and conducting a complete initial impact assessment. This assessment gathers information on the magnitude of the event, and the extent of its impact on both the population and the community infrastructure.
The impact assessment will define the following: . Extent of affected area . Affected population including characteristics and condition o Resilience of the population o Vulnerable populations o Number of houses and commercial buildings impacted and to what level . Emergency medical, health, nutritional, water and sanitation o Level of services available: - Determine the number of medical facilities that are still functioning and their capacity - Determine the number of food outlets still able to function - Identify any public health issues, such as asbestos, vermin etc. - Identify the capacity of the water treatment plants, bores and water supplies - What power is available o Level of assistance required to maintain sustainability o Any injuries or fatalities to the public
Additional Damage Assessments
Additional assessments that may require to be undertaken may include the following: . damage to agriculture and food supply . damage to economic resources and social organisation . continuing or emerging threats . levels of response and capacity
This can be carried out by Council staff in most communities and via radio networks, telephone or email to the stations and/or remote communities. A rapid damage assessment form is available to use.
Page 63 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 Post Disaster Assessment
Post-disaster assessment evaluates the disaster management system (process) as it applies during the event. The reviews and assessments required for reporting to the DDCC after an event form the basis of this requirement.
If after the event the community and resources/infrastructure are different to that pre-event a complete review will be undertaken and any modifications to the plans will be made.
FINANCIAL MANAGEMENT PROCESS Due to the enormous costs often associated with disaster events it is difficult for Local Governments to include these expenses in the budgetary processes. Finance operations will often be carried out within compressed time frames and other pressures, necessitating the use of non-routine procedures. This in no way lessens the requirement for sound financial management and accountability.
Council has a pre-determined financial management process for expeditious financial authorisation during disaster related activation. These financial procedures will be utilised to manage any financial issues which are a result of an event impacting the Local Government area.
Croydon Shire Council’s Financial Management process outlines the Local Governments internal financial arrangements in support of a disaster event, and the eventual financial claiming process to recoup funds.
Contents of Council’s Financial Management process includes:
consideration of eligibility for NDRRA or SDRA funding (see below); authority/delegation to relevant persons within the LDCC to expend funds; authorised expenditures; the establishment of a single cost centre for capturing all costs associated with response and recovery; recording of expenses; and recouping of funds.
Either of the two arrangements available in Natural Disaster Relief and Recovery Arrangements (NDRRA) and Queensland State Disaster Relief Arrangements (SDRA) can be activated depending upon the type and scale of the disaster.
SDRA is a wholly State funded, all hazards, personal hardship financial assistance package. The relief measures available include Disaster Relief Assistance Scheme and Counter Disaster Operations. The restoration of state or local government assets required the activation of NDRRA.
NDRRA relates to eligible natural disasters, such as bushfire, cyclone, earthquake, meteor strike, flood, landslide, tornado and storm. NDRRA are provided through a cost sharing formula (between Queensland and Australian Governments) on a range of pre-agreed relief measures. The application of these relief measures is based on Queensland’s interpretation, alignment and
Page 64 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 acceptance of the relief assistance measures outlines in the Australian Government NDRRA Determination 2007.
NATURAL DISASTER RELIEF AND RECOVERY ARRANGEMENTS The objective of the Natural Disaster Relief and Recovery Arrangements (NDRRA) is to assist the recovery of communities whose social, financial and economic well-being has been severely affected by a natural disaster event. The NDRRA Guidelines can be accessed through the internet via the Queensland Government State Disaster Management Group website - www.disaster.qld.gov.au/publications/pdf/NDRRA_QLD_DisasterRelief.pdf.
The Minister of Community Safety is responsible for activating and coordinating the delivery of NDRRA assistance measures.
DECLARATION OF A DISASTER SITUATION If the LDC or the LDMG believe that they will require a Declaration of a Disaster Situation for a particular event than they must place a request to the DDC via phone if possible and explain their need.
Then, in accordance with s. 64 of the Disaster Management Act 2003, the DDC may, with the approval of the Minister, declare a disaster situation for the district or one or more local government areas within the district in whole or in part. As outlined in s. 75 and s. 77 of the Disaster Management Act 2003, the declaration confers extra powers on particular groups to perform actions, give directions and control movements within the declared area.
In declaring a disaster situation, the DDC is to be satisfied that a disaster has happened, is happening or is likely to happen and it will be necessary, or reasonably likely to be necessary, to exercise declared disaster powers to prevent or minimise the loss of human life, illness or injury to humans, property loss or damage, or damage to the environment. Before declaring a disaster situation the DDC is to take reasonable steps to consult with each local government in, or partly in, the proposed declared area.
It is important to note that the declaration of a disaster situation relates to the situational requirement for additional powers and is not linked to the activation of particular disaster management groups under the QDMA or the activation of disaster financial assistance arrangements. All three actions are independent processes and are not interlinked or conditional. The declaration of a disaster situation does not impact the requirements of the Croydon Shire Council under the Disaster Management Act 2003 to manage disaster operations in their area.
PUBLIC HEALTH / MEDICAL SERVICES The Croydon Shire Council does not have an Environmental Health Officer (EHO) as part of its workforce. The Croydon Shire Council will not have the capacity to address any Environmental Health issue which may be a consequence of a disaster event.
Depending on the severity of the event or the need for EHO’s, the Croydon LDMG will most likely request additional response support through the DDCC. This will be in the form of a formal Request for Assistance.
Page 65 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015
Medical services response will be coordinated by Queensland Health and Frontier Services. If they require additional assistance they will attempt to acquire this through their normal channels, and if unable to acquire the assistance needed will promote the issue through the LDCC for assistance from the DDCC. This will be in the form of a formal Request for Assistance.
PUBLIC WORKS AND ENGINEERING The Croydon Shire Council has limited personnel trained in selected disciplines as well as a number of vehicles, plant and equipment that can be applied to Public Works activities. Depending on the severity of the event the Croydon LDMG may request additional response support through the DDCC. This will be in the form of a formal Request for Assistance.
If the Croydon Shire Council require expertise in relation to Engineering services as a result of a disaster event, the Croydon LDMG will request this support through the DDCC. This will be in the form of a formal Request for Assistance.
EVACUATION The Croydon LDMG have identified no obvious reason that would require the population of Croydon to be evacuated from the community. If there was a requirement to evacuate the residents of Croydon out of the community for any reason associated with a disaster event the LDMG will request support for transport and possibly somewhere to relocate to, through the DDCC. This will be in the form of a formal Request for Assistance.
Any evacuation from the community would also result in a Request for Assistance with evacuation centre staffing, resources, food and return logistics.
RESUPPLY The LDMG is responsible for the management of and community education and awareness in relation to the resupply of isolated communities and isolated rural properties. This is carried out prior to the start of every wet season with information supplied to stores and rural properties through normal Council communication channels.
Resupply will be dealt with according to the Resupply Guidelines, and Queensland Fire and Emergency Services will assist with advice and governance issues.
LOGISTICS Resource management, particularly of material resources, is an area which can cause extreme problems in the response to a disaster event. During the response to a small scale event with limited community consequences the Croydon LDMG will be able to manage the following functions to a small degree:
Resource management, through Council stores processes and procedures; Warehousing, in a limited manner utilising existing Council buildings; Asset recording and tracking; and Transportation resource management to move, load and unload material resources.
Page 66 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 The Croydon LDMG has limited capacity to manage Logistics in response to a large scale event and will request assistance from the DCC to assist with this capacity. This will be in the form of a formal Request for Assistance.
It is assumed that convergence could be an issue, whereby resources, both requested and otherwise, may start to arrive en-masse in the Shire. Croydon LDCC will ask for assistance from the DDCC by limiting travel into the Croydon Shire and establishing a staging point at a location outside the Shire so that only needed and requested goods are sent into the Shire in a staged process. Any goods not needed within the Shire will then become the responsibility of the DDCC to manage, transport, store, record and return.
If the logistics process is becoming overwhelming in the Croydon Shire than a request to the DDCC will be sent asking for specific logistics assistance in the form of human resources to manage the process. This will be in the form of a formal Request for Assistance.
Page 67 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 RECOVERY Recovery activation stages are outlined below:
Triggers Actions Communications Response Alert
. Response phase . Appointment of LRC as appropriate . LRC and LRG at ‘lean forward’ . Potential actions and risks identified members on mobile level of . Information sharing commences remotely
activation . LRC in contact with LDCC/LDC . Initial advice to all recovery stakeholders
Response Lean Forward Recovery Alert
. Response phase . Monitoring of response arrangements . LRC and LRG at ‘stand up’ . Analysis of hazard impact or potential impact members on mobile level of . Relief and recovery planning commences and monitoring email activation remotely . Ad hoc reporting
Lean Forward . Immediate relief . Deployments for immediate relief commenced by arrangements recovery functional agencies are required during response
Recovery phase
. Immediate relief . LRG activated at LDCC or alternate location . LRC and LRG arrangements . Recovery plan activated members present at continue . Deployments for immediate relief response LDCC or alternate . Action plans for four functions of recovery location, on activated as required established land lines . Community information strategy employed and/or mobiles,
Response Up Stand monitoring emails
. Response phase . Participate in response debrief . LRC and LRG
Stand Stand moves to ‘stand . Transition arrangements from ‘response and members involved in
down’ level of recovery’ to ‘recovery’ activated including medium term Stand Up activation. handover from LDC to LRC recovery continue as Medium term . Action plans for four functions of recovery required
recovery continue . Regular reporting to commences. . Community information strategies continue LDMG/LDC Response Response Down Recovery
. LRG . Consolidate financial records . LRC and LRG arrangements . Reporting requirements finalised members resume
Stand are finalised. . Participate in recovery debrief standard business Community . Participate in post event debrief and after hours returns to . Post event review and evaluation contact arrangements normal activities . Long term recovery arrangements transferred to . Functional lead
with ongoing functional lead agencies agencies report to support as . Return to core business LRC/LRG as required
Recovery Down required.
Page 68 of 69 Croydon Shire Council – Disaster Management Arrangements – Folio 1 - December 2015 The Local Disaster Management Group and the Disaster Coordination Centre plays a key role in the immediate response period, particularly in the establishment and operation of evacuation centres. The coordinating responsibility for the provision of long-term recovery rests with the Local Government utilising appropriate State and Federal Government Agencies.
“The primary aim of recovery is to assist the affected community to regain a proper level of functioning following a disaster” (Queensland Audit Office 2004), both initially and in the long- term. It is “the coordinated process of supporting emergency-affected communities in reconstruction of the physical infrastructure and restoration of emotional, social, economic and physical well-being” (Emergency Management Australia 2004).
Recovery essentially concerns rehabilitation as well as developing the tools to mitigate against the future impacts of a disaster, and should return the community to an improved state post- disaster. Recovery efforts should identify opportunities for community development, specifically in terms of creating sustainable, safer, and more resilient communities.
The four elements of recovery are: 1. Human Social – including psychosocial recovery; 2. Infrastructure – services and lifelines; 3. Economy – including financial and political considerations, and business continuity; and 4. Environment.
As the community environment is different after a disaster, the LDMG will need to reassess the new risks in the new environment.
When considering recovery needs, the LDMG should have: A strategy or strategies to assist the community to recover to an improved state; Identified agencies that will assist in the recovery process; Mechanisms for assessing the impact and criticality of the disaster (prioritisation is a result of this); and Determined the type and level of assistance required from external sources.
The Croydon Shire has limited capacity to recover from even a minor disaster due to the lack of State and community welfare agencies in the area. Virtually all recovery functions will need to be imported and coordinated by the Local Government.
Page 69 of 69 CROYDON SHIRE COUNCIL
COUNCILLOR REMUNERATION POLICY
For the purposes of determining when the payment of a monthly meeting fee is payable to Councillors, in accordance with the Tribunal’s determination for Category 3 local governments, it is considered the Councils Ordinary Monthly General Meeting will be the meeting for the purposes of complying with the Tribunals determination. If, however, the Council holds another Meeting in the same month and a Councillor attends that meeting and is absent from the Ordinary Monthly General Meeting, it will be considered the councillor has attended a monthly meeting for the purposes of Category 3 councillor remuneration as determined by the Tribunal.
For the purposes of certifying a Councillors attendance at the Ordinary Monthly General Meeting or other meeting, it is considered the Mayor and the Chief Executive Officer’s certification in the ‘Meeting Attendance Book’ will be accepted as complying with the Tribunals requirement in this regard.
In the circumstances where a Councillor is unable to attend a meeting in person, and that meeting is a meeting for the purposes of determining if the Councillors monthly meeting attendance fee is payable, it will be accepted if the Councillor links into the meeting by teleconference for a minimum of 1 hour and the Council has granted leave to the Councillor for the balance of the meeting.
Annual remuneration for all Councillors, including the Mayor and Deputy Mayor, will be paid on a pro rata basis according to the Tribunals requirements, by the end of the respective calendar month.
Adopted by Council 19 June 2014 Resolution Number 03/07/14
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Croydon Shire Council
Councillor Remuneration Policy
Document Control Version Number: 2 Next Scheduled Review Date: December 2016 Author: CEO Council Approval Required: Yes
CEO Approval: ______
Resolution Number Date Reason/Comment
03/07/14 19 June 2014 V1 Initial Policy
18 December 2015 V2 Review of Policy (new template)
Councillor Remuneration Policy
1. Purpose This policy provides guidance on the payment of Councillors to ensure that they are paid in accordance with the determinations of the Local Government Remuneration and Discipline Tribunal (The Tribunal).
2. Scope This policy applies to all current Councillors of Croydon Shire Council.
3. Background The Local Government Act 2009 (section 183) provides the Tribunal with jurisdiction for local government remuneration matters for Queensland local governments. Every year the tribunal decides the maximum remuneration payable to councillors, mayors and deputy mayors in each category of local government (section 244, Local Government Regulation 2012). This decision must be made before 1 December each year. Under s247(6) of the Local Government Regulation 2012, Councillors must be paid the maximum remuneration amount unless Council makes a resolution, within 90 days of Gazettal, not to pay the maximum amount. Section 244 of the Regulation precludes the Tribunal from including amounts in its remuneration determination for expenses to be paid or facilities to be provided to Councillors. These items are provided for under Council's Expenses Reimbursement Policy. Further section 244 also precludes the Tribunal from including in its determination any contribution a local government may make to a voluntary superannuation scheme for Councillors. Accordingly, the level of superannuation payments made to a Councillor is a matter to be determined by each individual Council having regard to the relevant Commonwealth legislation and section 226 of the Act, as is the issue of whether a Councillor may salary sacrifice such contributions.
4. Legislation 4.1 Local Government Act 2009 S.162(e), S.183, S.218, S.226 4.2 Local Government Regulation 2012, Chapter 8, Part 1, Division 1 Councillor Remuneration S240-254, S.276
5. Definitions 5.1 Remuneration means the remuneration determined by the Local Government Remuneration and Discipline Tribunal.
6. Policy 6.1 Meeting Fee: The Tribunal has specified that Councillors (other than the Mayor and Deputy Mayor) are only entitled to a base payment each month unless they attend the mandated monthly meeting of Council or are granted leave of absence from that meeting.
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6.1.1 Definition of ‘Meeting’: For the purposes of determining when the payment of a monthly meeting fee is payable to Councillors it is considered that Council’s Ordinary Monthly Meeting will be the meeting for the purposes of complying with the Tribunal’s determination. 6.1.2 Attendance by Teleconference: In the circumstances where a Councillor is unable to attend a meeting in person they may attend by teleconference. (Attendance by teleconference is permitted by section 276 of the Regulation). 6.1.3 Leave of absence: Council understands that in certain circumstances it is not possible for Councillors to attend Council meetings. Councillors will receive remuneration for absence from Ordinary Council meetings when that absence is considered to be fair and reasonable. Fair and reasonable leave may be absence on council business, absence related to participation in Emergency Services activities, or absent on recreation or sick leave. 6.1.4 Certification of leave of absence: Certification of a Councilor’s eligibility for leave of absence and thus receipt of payment of the meeting fee will be by resolution as recorded in the meeting minutes. 6.1.5 Partial Absence from a meeting: A Councillor who leaves a meeting or a teleconference early without a clearly legitimate reason will only qualify for part- payment of the meeting fee, reflecting their time of attendance. 6.2 Taxation: Councillors are, by default, not regarded as employees for taxation and superannuation purposes. As such PAYE deductions will not be deducted from the monthly payments unless Council is requested to do so by a Councillor. 6.3 Superannuation: Council has not elected to pay an amount from its operating fund to a superannuation scheme as a contribution for Councillors. [Local Government Act S.226(2)] 6.4 Salary Sacrifice: A Councillor may enter into an arrangement to forgo an amount of the remuneration that he or she is entitled to in order to participate in salary packaging of voluntary superannuation contributions. [Local Government Act S.218, 226(4)] 6.5 Pro-rata: Should an elected representative hold a Councillor position for only part of a financial year, he or she is only entitled to remuneration to reflect the portion of the year served.
7. Related Documents 7.1 Councillor Expenses Reimbursement Policy
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3 of 3 Local Government Remuneration and Discipline Tribunal
Local Government Remuneration and Discipline Tribunal Report 2015 CHERBOURG ABORIGINAL GYMPIE REGIONAL NOOSA SHIRE
SOUTH BURNETT REGIONAL SUNSHINE COAST REGIONAL TORRES STRAIT ISLAND REGIONAL
NORTHERN PENINSULA TORRES SHIRE SOMERSET MORETON AREA REGIONAL REGIONAL BAY REGIONAL BRISBANE CITY
MAPOON TOOWOOMBA ABORIGINAL REGIONAL SHIRE BRISBANE CITY NAPRANUM REDLAND ABORIGINAL CITY SHIRE LOCKYER LOCKHART RIVER VALLEY IPSWICH ABORIGINAL SHIRE REGIONAL CITY WEIPA LOGAN TOWN CITY AUTHORITY
GOLD AURUKUN COAST SHIRE SCENIC RIM CITY SOUTHERN REGIONAL PORMPURAAW HOPE VALE DOWNS ABORIGINAL ABORIGINAL REGIONAL SHIRE SHIRE
COOK KOWANYAMA WUJAL WUJAL SHIRE ABORIGINAL ABORIGINAL SHIRE SHIRE
DOUGLAS ° CARPENTARIA SHIRE DOOMADGEE SHIRE ABORIGINAL MORNINGTON YARRABAH 050 100 200 300 400 SHIRE SHIRE ABORIGINAL MAREEBA SHIRE SHIRE Kilometres CAIRNS REGIONAL Map Produced by the Department of State Development Infrastructure and Planning - Spatial Services Unit PALM ISLAND 1/05/2014 CASSOWARY ABORIGINAL SHIRE TABLELANDS COAST BURKE CROYDON REGIONAL REGIONAL HINCHINBROOK SHIRE SHIRE ETHERIDGE SHIRE SHIRE TOWNSVILLE CITY
BURDEKIN SHIRE CHARTERS TOWERS MOUNT REGIONAL WHITSUNDAY ISA CITY REGIONAL MCKINLAY RICHMOND SHIRE SHIRE MACKAY FLINDERS REGIONAL SHIRE CLONCURRY SHIRE
ISAAC REGIONAL WINTON LIVINGSTONE BOULIA SHIRE SHIRE SHIRE ROCKHAMPTON BARCALDINE REGIONAL REGIONAL
LONGREACH WOORABINDA REGIONAL GLADSTONE ABORIGINAL REGIONAL SHIRE CENTRAL HIGHLANDS BUNDABERG DIAMANTINA REGIONAL SHIRE BLACKALL REGIONAL BARCOO TAMBO FRASER SHIRE REGIONAL BANANA SHIRE COAST NORTH REGIONAL BURNETT REGIONAL GYMPIE REGIONAL
QUILPIE MURWEH SHIRE SHIRE MARANOA REGIONAL WESTERN DOWNS Key REGIONAL
LGA boundary BULLOO PAROO SHIRE SHIRE BALONNE GOONDIWINDI SHIRE REGIONAL
Local Government Area Boundaries
© Copyright the State of Queensland (Department of State Development, Infrastructure and Planning) 2014 Map produced by the Department of State Development Infrastructure and Planning No liability accepted for any loss or damage which may arise from the use or reliance upon this information Spatial Services Unit, 2014
Print Date:1/05/2014 Path: S:\Projects\DLG\20131114_LGA_Map\MXD\131114_DLG_LGA_A3_HL.mxd Local Government Remuneration and Discipline Tribunal
1 December 2015
The Honourable Jackie Trad MP Deputy Premier Minister for Transport, Minister for Infrastructure Local Government and Planning and Minister for Trade Level 12 Executive Building 100 George Street Brisbane QLD 4000
Dear Minister
On 30 November 2015, the Local Government Remuneration and Discipline Tribunal concluded its review of remuneration for mayors, deputy mayors and councillors of local governments as required by Chapter 8, Part 1, Division 1 of the Local Government Regulation 2012.
Our determinations on the matters we are required to address, as well as the remuneration schedule to apply from 1 July 2016, are included in the enclosed report which we commend to you.
Yours sincerely
Col Meng Deputy President Adrian Bloomfield Brian Bartley Chairperson Member Member
© State of Queensland. Published by the Local Government Remuneration and Discipline Tribunal, 100 George Street, Brisbane Queensland 4000.
This report is available to be downloaded from the Tribunal's website at http://www.dilgp.qld.gov.au/local- government/remuneration/tribunal-reports.html
© State of Queensland (Department of Infrastructure, Local Government and Planning) (2015)
This work is licensed under the Creative Commons CC BY-NC-ND 4.0 License. In essence this material cannot be changed or transformed, however you may copy and redistribute this material in any format for non-commercial use as long as you credit the Department of Infrastructure, Local Government and Planning. To view a copy of the license, visit http://creativecommons.org/licenses/by-nc-nd/4.0/deed.en Published by the Queensland Government, December 2015, 100 George Street, Brisbane, Qld, 4000.
The Queensland Government is committed to providing accessible services to Queenslanders of all cultural and linguistic backgrounds. If you have difficulty understanding this publication and need a translator, please call the Translating and Interpreting Service (TIS National) on 131 450 and ask them to telephone the Queensland Department of Infrastructure, Local Government and Planning.
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- 2 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Contents
2015 report at a glance 4
Remuneration matters 4 Discipline matters 4
1. The Tribunal 5
Formation and composition of the Tribunal 5 Remuneration responsibilities 6 Discipline responsibilities 7 Previous reports of the Tribunal 8
2. Discipline matters 9
Matters referred in 2015 9 Tribunal decisions 9
3. Other activities of the Tribunal in 2015 10
Legislative framework 10 Exceptional circumstances submissions 11 Submissions received by the Tribunal 11 Meetings and deputations with stakeholders 11
4. Remuneration determination for 2015 12
Categories of local government 12 Remuneration determination for councillors 12 Pro-rata payment 12 Matters not included in the remuneration determination 13 Remuneration schedule 13
Remuneration schedule (to apply from 1 July 2016) 14
Notes to the remuneration schedule 16
Appendix 1 – Submissions received by the Tribunal 17
Appendix 2 – Stakeholders who met with the Tribunal 27
Appendix 3 – Comparative data 29
- 3 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 2015 report at a glance
Remuneration matters
As a result of its deliberations, the Tribunal has decided to:
• reduce the number of categories of local governments to eight (from 10), which incorporates a new category of local government between the previous category 3 and category 4 levels • elevate Mareeba Shire Council to the new category 2 level; Townsville City Council to the new category 6 level; and Logan City Council to the new category 7 level • assign Maranoa Regional Council, Mt Isa City Council and Somerset Regional Council to the newly created category 2 level • assign Western Downs Regional Council to the new category 3 level • assign Rockhampton Regional Council to the new category 4 level • increase the maximum remuneration levels previously determined for each category of local government, as well as the new category 2 level, by two per cent from 1 July 2016.
In making its determination this year, the Tribunal has considered the following facts and circumstances:
• community expectations as represented in submissions made to the Tribunal • the decision of the (federal) Remuneration Tribunal not to increase the remuneration levels of members of Federal Parliament for the financial year 2015–16 • previous decisions of that Tribunal, as well as the Independent State Remuneration Tribunal, which have each granted sizable increases to members of the respective parliaments in recent years • previous decisions of this Tribunal that have adopted a more conservative approach to granting increases in remuneration to local government mayors, deputy mayors and councillors • relatively modest increases in recent times in the consumer price index, the wage price index and average weekly earnings • continuing financial pressures being experienced by many local governments – especially those in drought-affected areas.
Discipline matters
There were three cases of alleged serious misconduct referred to the Tribunal in 2015.
Of the matters referred in 2015:
• two related to allegations of a breach of confidentiality and the release of information confidential to council • one related to the breach of trust as a councillor.
- 4 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 1. The Tribunal
Formation and composition of the Tribunal
The Local Government Remuneration and Discipline Tribunal is an independent entity established under the Local Government Act 2009 (the Act).
On 26 June 2014, Her Excellency Ms Penelope Wensley, AC, the then Governor of Queensland, approved the appointment of a chairperson and members to the Tribunal from 1 July 2014 for a four- year term.
Current membership is as follows:
Colin (Col) Meng Member (1 July 2014 to 30 June 2015) and Chairperson (1 July 2015 to 30 June 2018)
Col Meng served as a Mayor of Mackay Regional Council for a four-year term from 2008 to 2012 then as Queensland Boundaries Commissioner overseeing the de-amalgamation process of four local governments during 2013.
Mr Meng is concurrently Chair of the Mackay Hospital and Health Service and has extensive local government, board and business experience in the Mackay region.
Mr Meng was educated and grew up in the Mackay region and has extensive involvement in a range of community organisations. He is a past president of the Mackay Chamber of Commerce, Mackay Golf Club and was Chairman of the Mackay Regional Area Consultative Committee for seven years. He has been a member of the Rotary Club of Mackay West for 35 years and has been awarded the Paul Harris Medal twice. He was President of the Rotary Club in 1986–87.
Mr Meng has been a long-standing member of the Australian Institute of Company Directors and the Australian Institute of Management.
He brings to the Tribunal extensive knowledge of and experience in local government, community affairs, public administration, public sector ethics and public finance.
Mr Meng assumed the role of Chairperson on 1 July 2015.
Adrian Bloomfield Member (1 July 2015 to 30 June 2018) and Chairperson (1 July 2014 to 30 June 2015)
Adrian Bloomfield is the Deputy President of the Queensland Industrial Relations Commission. Prior to joining the Queensland Industrial Relations Commission in 1993, he was the Director, Queensland Branch of Metal Trades Industry Association of Australia. Mr Bloomfield also has an accountancy background, having held chartered accountancy positions in both Australia and New Zealand.
Mr Bloomfield is the immediate past Tribunal Chairperson and assumed the role of member from 1 July 2015. He brings to the role extensive knowledge of and experience in industrial relations, local government and public administration. He was appointed as the first Chairperson of the former Local Government Remuneration Tribunal upon its formation in October 2007 before his appointment as Chairperson of the Local Government Remuneration and Discipline Tribunal in 2010.
- 5 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Brian Bartley Member (19 December 2014 to 30 June 2018)
Brian Bartley was admitted to practice as a solicitor in 1973, joined Chambers McNab & Co as a partner in 1977 and remained with the firm (which ultimately became the national firm Corrs Chambers Westgarth) until 2000 when he resigned to establish Brian Bartley & Associates.
Mr Bartley has specialised in the areas of commercial litigation, professional negligence, professional disciplinary, insurance law and medical and health law. He is also a qualified mediator.
At various times he has been Chair of the Queensland Law Society Ethics Committee (2010–12) and is currently a member of that committee; President of the Medico-Legal Society of Queensland; member of the Queensland Health Ethics Council; board member of the Centre for Law and Medicine, Bond University; consulting editor at the Uniform Civil Procedure, Lexis Nexis; and council member, Incorporated Council of Law Reporting responsible for publication of the Queensland reports.
Remuneration responsibilities
Sections 176 and 183 of the Act give the Tribunal responsibility for:
• establishing categories of local governments • deciding which category each local government belongs to • deciding the maximum amount of remuneration payable to councillors in each of those categories • hearing and deciding the most serious complaints of misconduct against councillors • undertaking any other functions that the Minister directs.
For the purpose of establishing categories of local government, section 242 of the Local Government Regulation 2012 (the regulation) requires the Tribunal to have regard to defined criteria as follows:
• the size, geographical and environmental terrain of each local government area • the population of each local government area, including the area's demographics, the spread of population serviced by the local government and the extent of the services the local government provides • other matters the Tribunal considers relevant to the effectiveness, efficiency and sustainability of local governments.
After determining the categories of local governments, the regulation requires the Tribunal to decide annually, before 1 December each year, the maximum amount of remuneration to be paid to mayors, deputy mayors and councillors in each category from 1 July of the following year. A local government may, by resolution and within 90 days of the gazettal of a new remuneration schedule, decide to pay councillors a lesser amount than that determined by the Tribunal.
Section 243(3)(b) of the regulation requires the Tribunal to also review the categories once in every four years, in the year prior to each quadrennial election, to determine whether the categories and the assignment of local governments to those categories require amendment. In line with this requirement, the Tribunal has conducted a comprehensive review of local government categories in 2015. The outcome of this review is explained in section 4 of this report.
In addition, section 248 of the regulation allows local governments to make submissions to the Tribunal to vary the remuneration for a councillor, or councillors, to a higher level than that stated in the remuneration schedule where the local government considers exceptional circumstances apply. The Tribunal may, but is not required to, consider any such submission. If the Tribunal is satisfied having regard to the exceptional circumstances, the councillor is entitled to be paid any higher amount, the Tribunal may approve payment of the higher amount of remuneration.
- 6 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Discipline responsibilities
The Act provides the Tribunal with jurisdiction for discipline matters when complaints alleging serious misconduct have been made against councillors and these have been referred to the Tribunal by the Chief Executive (Director-General) of the Department of Infrastructure, Local Government and Planning.
The legislation provides the minimum standards for the conduct, performance and behaviour of councillors and includes expectations for councillor conduct in terms of principles, responsibilities and obligations. It also includes disciplinary provisions where those expectations are not met.
Councillor conduct that is not in accordance with the principles and obligations set out in the legislation may represent inappropriate conduct, misconduct or official misconduct. The role of the Tribunal is to hear and determine the most serious complaints of councillor misconduct referred to it.
The Tribunal may make any order or recommendation that it considers appropriate in view of the circumstances relating to the misconduct. For example, the Tribunal may make one or more of the following orders or recommendations: • an order that the councillor be counselled about the misconduct and how not to repeat the misconduct • an order that the councillor make an admission of error or an apology • an order that the councillor participate in mediation with another person • a recommendation to the department's Chief Executive to monitor the councillor or the local government for compliance with the Act and regulation • an order that the councillor forfeit an allowance, benefit, payment or privilege • an order that the councillor reimburse the local government • a recommendation to the Minister that the councillor be suspended for a specified period, either wholly or from performing particular functions • a recommendation to the Minister that the councillor be dismissed • a recommendation to the Crime and Corruption Commission or the Police Commissioner that the councillor's conduct be further investigated • an order that the councillor pay to the local government an amount of not more than the monetary value of 50 penalty units.
The determinations that the Tribunal makes in relation to disciplinary matters are required to be published on the relevant local government website as they are concluded.
- 7 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Previous reports of the Tribunal
This is the ninth report of the Tribunal and the former Local Government Remuneration Tribunal. Each of the eight previous reports have canvassed, to varying degrees, the roles and responsibilities of local government elected representatives as well as the particular matters that the respective Tribunals have taken into consideration in establishing categories of councils, the assignment of individual councils to a particular category, and the remuneration levels determined for each category each year. The Tribunal encourages all readers of this report to review the previous reports, which are all available on the Department of Infrastructure, Local Government and Planning website. Of particular note are the deliberations on: • the establishment of and rationale for the use of ranges of remuneration in 2007 and the removal of ranges in 2011 • the amalgamation loading put in place in 2007 for the 2008–12 term • matters surrounding the setting of the remuneration rate for the special category of councils in 2008 • guidance on matters of annual leave and sick leave for councillors in 2010 • a review of the issue of attendance at meetings in 2010 • the full category review in 2011 • the reassignment of all special category and category 1 and 2 councils to category 3 in 2013 • the decision to restructure category 3 councillors remuneration to be paid as a base amount (50 per cent) and meeting fees (50 per cent) in 2013 • the decision to further review the structure of category 3 councillors remuneration in 2014 and to determine that it be paid as a base amount (2/3) and meeting fees (1/3).
- 8 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 2. Discipline matters
Matters referred in 2015
Since the preparation of the 2014 report, there have been three serious misconduct referrals from the department to the Tribunal. Table 1 summarises the complaints considered by the Tribunal in the period December 2014 to December 2015.
Table: 1 Complaints considered by the Tribunal in 2015
Council Nature of complaint Outcome Decision date
Redland City Section 171(3) confidentiality breach. Not sustained. 12 October Council 2015
Section 176(3)(b)(i) failing to act impartially Sustained. or honestly in performance of responsibilities.
Banana Shire Section 176(3)(b)(ii) breach of trust as a Not sustained. 12 October Council councillor. 2015
Douglas Shire Section 171(3) confidentiality breach. This matter was Council not finalised at Section 176(3)(b)(i) failing to act impartially the time of the or honesty in performance of report going to responsibilities. print. The Section 176(3)(b)(iii) by misusing Tribunal’s information or material acquired in determination will connection with the performance of be included in the responsibilities as councillor. 2016 Annual Report.
Tribunal decisions
It is of concern to the Tribunal that matters concerning alleged breaches of confidentiality continue to be referred to it.
Accordingly, the Tribunal believes that it is necessary to, again, restate that the information that is made available to councillors in the ordinary course of their work is rarely confidential and nor should it be. The Act, however, at section 171, makes it clear that a councillor must not use or release information that is confidential to the local government.
All councils have guidelines regarding confidential material. These guidelines cover situations where such material is presented and discussed in 'closed' sessions of council as well as in other circumstances such as contractor briefings or meetings with council officers.
As such, all councillors should be expected to understand, and appreciate, that certain information made available to them must always remain confidential. Consequently, councillors should exercise caution before making any decision to release information or material that might have come to their attention during the performance of their role as councillor.
- 9 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 3. Other activities of the Tribunal in 2015
Legislative framework
The 2015 report on remuneration has again been prepared having regard to the requirements of the regulation. For purposes of clarity, the current remuneration requirements follow:
• The Tribunal must establish categories of local governments using a broad set of criteria. • Each local government must be assigned to a category. • The purpose of the categories is to enable the Tribunal to set maximum rates of remuneration for councils assigned to a category. • Categories must be reviewed prior to the scheduled quadrennial election and local governments assigned to the appropriate category. Note: the Tribunal has interpreted this requirement to allow for the re-assignment of a local government at any time based on emergent circumstances. At the same time, by a convention followed since the former Tribunal was established in 2007, any downgrading of a local government leading to reduced remuneration would not take effect until the beginning of a new term following the quadrennial elections. • The Tribunal must, before 1 December of each year, determine the maximum remuneration payable to mayors, deputy mayors and councillors in each category from 1 July of the following year. • Remuneration may provide for performance of functions related to committees of council. Note: the Tribunal only deals with such situations through the section 248 exceptional circumstances provision as there are far too many variations of how councils conduct their business. In the extreme, this could lead to the need for 76 categories to meet individual requirements. • Remuneration cannot include any amounts for expenses or facilities. • Having decided on a maximum amount of remuneration for each category before 1 December each year, the Tribunal must prepare a remuneration schedule and a report within 14 days. A copy of the schedule and report must be provided to the Minister, and the schedule must be published in the Queensland Government Gazette. • Councils must pay the maximum amount of remuneration to councillors unless, by resolution within 90 days of the gazettal of a new schedule, they decide on another amount which cannot exceed the maximum decided by the Tribunal. • Councils may make a submission to the Tribunal, citing exceptional circumstances, for approval to pay a councillor an amount of remuneration that is more than the maximum amount.
- 10 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Exceptional circumstances submissions
During 2015, the Tribunal considered one submission made under section 248 of the regulation, as follows:
Napranum Aboriginal Shire Council sought the Tribunal’s approval for an increase in councillor remuneration for Councillor Rex Burke, the then Deputy Mayor for Napranum Aboriginal Shire Council.
The council made the submission following the resignation of Councillor Philemon Mene, Mayor, effective 5 October 2015. As Councillor Mene’s resignation was effective on a date less than six months from the quadrennial election, there was no requirement to fill the office of Mayor pursuant to section 163(2) of the Act.
Sections 165(1) and (2) of the Act provides that the Deputy Mayor is required to act as the Mayor in the event there is a vacancy in the office of the Mayor, unless the Deputy Mayor is prevented from doing so by absence or some form of temporary incapacity.
On 8 October 2015, the Tribunal wrote to council approving the additional remuneration for Councillor Burke for the period 5 October 2015 to 19 March 2016.
Notwithstanding the above, council subsequently held a by-election on Saturday 31 October 2015, with Councillor Rex Bourke elected as Mayor of the Napranum Aboriginal Shire Council.
Submissions received by the Tribunal
As part of its process for determining remuneration levels of local government elected representatives, the Chairperson of the Tribunal contacted mayors and chief executive officers of the 76 councils within the Tribunal's jurisdiction by email and informed them about the process for making a submission to the Tribunal, or meeting with the Tribunal by way of deputation.
At the close of submissions, the Tribunal had received 137 submissions or deputations from members of the public, ratepayers, councils and councillors. This compared to 33 in 2014, 31 in 2013, 40 in 2012 and 29 in 2011.
Summaries of the submissions received are recorded at Appendix 1 of this report.
Meetings and deputations with stakeholders
Local governments were provided with the opportunity to meet with the Tribunal at the 119th Annual Conference of the Local Government Association of Queensland in Toowoomba on 20 and 21 October 2015. The Chairperson of the Tribunal, Mr Colin Meng, gave a presentation at the conference and provided an update to local government delegates.
During the course of the conference, the Tribunal received deputations from five local governments or individuals as detailed in Appendix 2 of this report.
- 11 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 4. Remuneration determination for 2015
The regulation prescribes the processes the Tribunal is required to follow for deciding the remuneration that is payable to councillors of local governments. In accordance with the regulation, chapter 8, part 1, division 1, the Tribunal makes the following determinations:
Categories of local government
The Tribunal has decided to:
• discontinue the use of the previous categories of: − special category − category 1 − category 2. • introduce a new category of local government (category 2) positioned between the previous category 3 and category 4 levels • re-number the remaining categories and new category of local government as 1 to 8, inclusive • elevate Mareeba Shire Council to the new category 2 level • assign Maranoa Regional Council, Mt Isa City Council and Somerset Regional Council to the new category 2 level • assign Western Downs Regional Council to the new category 3 level • assign Rockhampton Regional Council to the new category 4 level • elevate Townsville City Council to the new category 6 level • elevate Logan City Council to the new category 7 level.
The new categories of local government and the assignment of individual councils to a category level is recorded in the remuneration schedule, which immediately follows this section of the report. This schedule also records the maximum remuneration levels that may be paid to mayors, deputy mayors and councillors within each category.
Remuneration determination for councillors
The Tribunal has decided to increase the maximum remuneration levels previously determined for each category of council, as well as the new category 2 level, by two per cent from 1 July 2016.
Pro-rata payment
Should an elected representative hold a councillor position for only part of a financial year, he or she is only entitled to remuneration to reflect the portion of the year served.
- 12 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Matters not included in the remuneration determination
Section 244 of the regulation precludes the Tribunal from including amounts in its remuneration determination for expenses to be paid or facilities to be provided to councillors under a council's expenses reimbursement policy.
Further, section 244 also precludes the Tribunal from including in its determination any contribution a local government may make to a voluntary superannuation scheme for councillors. Accordingly, the level of superannuation payments made to a councillor is a matter to be determined by each individual council having regard to the relevant Commonwealth legislation and section 226 of the Act, as is the issue of whether a councillor may salary sacrifice such contributions.
Remuneration schedule
As required by section 246 of the regulation the Tribunal has prepared a remuneration schedule for the 2016–17 financial year. Arrangements have been made for the publishing of the remuneration schedule in the Queensland Government Gazette and for this report to be printed and presented to the Minister for Infrastructure, Local Government and Planning.
Section 247 of the regulation requires councils to pay each elected representative as per the schedule unless by resolution within 90 days of the gazettal of the schedule they resolve to adopt a lesser amount. The Tribunal has no power to approve proposed changes outside that 90 day period.
- 13 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Remuneration schedule (to apply from 1 July 2016)
Remuneration determined Category Local governments assigned to categories (see note 1) ($ pa)
Aurukun Shire Council Mayor $99,638 Category 1 Balonne Shire Council Deputy Mayor $57,483 (see note 2) Banana Shire Council Councillor $49,819 Barcaldine Regional Council Barcoo Shire Council Blackall-Tambo Regional Council Boulia Shire Council Bulloo Shire Council Burdekin Shire Council Burke Shire Council Carpentaria Shire Council Charters Towers Regional Council Cherbourg Aboriginal Shire Council Cloncurry Shire Council Cook Shire Council Croydon Shire Council Diamantina Shire Council Doomadgee Aboriginal Shire Council Douglas Shire Council Etheridge Shire Council Flinders Shire Council Goondiwindi Regional Council Hinchinbrook Shire Council
Hope Vale Aboriginal Shire Council
Kowanyama Aboriginal Shire Council
Lockhart River Aboriginal Shire Council Longreach Regional Council Mapoon Aboriginal Shire Council McKinlay Shire Council Mornington Shire Council Murweh Shire Council Napranum Aboriginal Shire Council North Burnett Regional Council Northern Peninsula Area Regional Council Palm Island Aboriginal Shire Council Paroo Shire Council Pormpuraaw Aboriginal Shire Council Quilpie Shire Council Richmond Shire Council Torres Shire Council Torres Strait Island Regional Council Winton Shire Council Woorabinda Aboriginal Shire Council Wujal Wujal Aboriginal Shire Council Yarrabah Aboriginal Shire Council
- 14 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015
Maranoa Regional Council Mayor $114,966 Category 2 Mareeba Shire Council Deputy Mayor $68,980 Mount Isa City Council Councillor $57,483 Somerset Regional Council
Cassowary Coast Regional Council Mayor $122,631 Category 3 Central Highlands Regional Council Deputy Mayor $76,644 Gympie Regional Council Councillor $65,147 Isaac Regional Council Livingstone Shire Council Lockyer Valley Regional Council Noosa Shire Council Scenic Rim Regional Council South Burnett Regional Council Southern Downs Regional Council Tablelands Regional Council Western Downs Regional Council Whitsunday Regional Council
Bundaberg Regional Council Mayor $145,624 Category 4 Fraser Coast Regional Council Deputy Mayor $95,806 Gladstone Regional Council Councillor $84,308 Rockhampton Regional Council
Cairns Regional Council Mayor $168,617 Category 5 Mackay Regional Council Deputy Mayor $114,966 Redland City Council Councillor $99,638 Toowoomba Regional Council
Ipswich City Council Mayor $191,610 Category 6 Townsville City Council Deputy Mayor $130,295
Councillor $114,966
Logan City Council Mayor $214,604 Category 7 Moreton Bay Regional Council Deputy Mayor $148,689 Sunshine Coast Regional Council Councillor $130,295
Gold Coast City Council Mayor $237,597 Category 8 Deputy Mayor $164,785 Councillor $141,791
- 15 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015
Notes to the remuneration schedule
Note 1 The monetary amounts shown are per annum figures. If an elected representative only serves for part of a full year (that is, 1 July to 30 June) they are only entitled to a pro-rata payment to reflect the portion of the year served.
Note 2 For councillors in category 1 councils, a base payment of $33,213 is payable for the 12 months commencing on 1 July 2016. A meeting fee of $1383.83 is payable for attendance at each of the 12 mandated monthly meetings of council subject to certification by the mayor and/or chief executive officer of the council. Mayors and deputy mayors in category 1 councils are to receive the full annual remuneration level shown.
- 16 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Appendix 1 – Submissions received by the Tribunal
No. Date received Council Submitter Summary of comments by submitter
1 2 September Southern Mr Sean Hegarty Mr Hegarty raised the following points with regard 2015 Downs to remuneration for councillors: Regional Council • The ability of councils to budget for salaries conducive to attracting high quality candidates. • Suggests a review of both the format and remuneration system for councillors. They are the closest level of government to the public and should be truly representative of their communities. • Councillors need to be better remunerated, so as to make the role a viable incentive to a broader range of the community, revert to a part-time capacity with a reasonable allowance attached.
2 6 October Mareeba Shire Cr Tom Gilmore Mareeba Shire Council’s (MSC) submission sought 2015 Council Mayor a change to methodology utilised in the categorisation of councils due to inequities which have arisen from the application of the current model. The MSC area encompasses some 53,000 square kilometres, being in excess of 400 kilometres from east to west. The population is in excess of 21,000. There are 2300 kilometres of road, much of it gravel, 10 communities and currently 220 full-time staff. The budget is in the vicinity of $60 million. MSC stated that it should not be placed in the same category as small, remote or indigenous councils due to the size of the council area, complexity of councillor’s duties (as a newly de-amalgamated council) and the extent of the budget.
- 17 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 No. Date received Council Submitter Summary of comments by submitter
3 15 October Tablelands Cr Rosa Lee Long Rosa Lee Long requested that Tablelands Regional 2015 Regional (personal Council (TRC) be classified as category 3 council for Council submission) the following reasons: • TRC is now only 17.5% the size of the former council (following de-amalgamation). • The financial situation of the TRC is currently constrained. • TRC has been granted an additional councillor following the March 2016 local government elections. This is an additional cost to ratepayers. • With an additional councillor, the number of people represented per division will drop from 3500 to 2700 per councillor (on average). • Even as a category 4 council, some councillors are only part-time councillors operating personal businesses. This should remain flexible. • All categories of council suffer from matters outside of their control, e.g. loss of grants and other income from Federal/State Government, ageing infrastructure and so on. This will not be confined to category 3 councils.
4 15 October Logan City Cr Graham Able Cr Able provided a personal submission to the 2015 Council (personal Tribunal asking that Logan City Council (LCC) be submission) re-categorised as a category 8 council. • Disappointed that LCC continues to be a category 7 council. • Fifth largest council by population in Australia. • Third highest budget in Australia with the 2015– 16 budget totalling $839.5 million including assets totalling $5.5 billion. • Added responsibility as a water and sewerage infrastructure provider. • High growth region. Population eclipsed 300,000 in 2014 with projections predicting the city reaching 450,000 by 2030. Managing the growth is a huge responsibility and one that requires councillors to work hard to understand the complexities and make the tough decisions. This responsibility should be reflected in the remuneration.
- 18 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 No. Date received Council Submitter Summary of comments by submitter
5 16 October Tablelands Matthew Hyde On 15 October 2015, council resolved to make 2015 Regional Deputy Chief formal representation to the Tribunal seeking to Council Executive Officer retain category 4 classification for the following reasons:
• Councillors work full time at the job in site visits to infrastructure, constituents, attendance at weekly meetings/workshops (and more during peak times such as budget, planning scheme matters etc), deputations, advocacy, development considerations etc. • The level of remuneration is likely to impact on the skills and experience of candidates. • Category 3 councils have a huge variance with some councils being 10 times larger than others. • Significant pressure exists on councillors to make informed business decisions due to the financial situation council is in due to a number of matters outside its control, e.g. loss of grant and other income, ageing infrastructure, loss of economies of scale and decisions through amalgamation. • Large area to be covered by councillors. TRC councillors have 11 communities spread throughout the region.
6 26 October Banana Shire Ray Geraghty Banana Shire Council (BSC) reiterated its 2015 Council Chief Executive submission forwarded to the Tribunal on 28 Officer February 2014.
• The Tribunal’s decision to tie councillors' remuneration to attendance at mandated council meetings has significant implications for rural shires such as Banana Shire. • BSC believes concerns about attendance at council meetings mainly related to category 1 and 2 councils and the special category councils. Category 3 councils don’t appear to have an attendance problem. Generally, councillors are absent from meetings for legitimate reasons. • BSC is concerned about the equalisation of remuneration for elected members for category 1 and 2 councils and special category councils, and the former category 3 councils. • BSC requests that a separate category 3 be created for legitimate councils and the removal of the requirement of councils in this category to split remuneration on the basis of meeting attendance.
7 26 October Tablelands Elaine De Lai Strongly objects to the Tablelands Regional Council 2015 Regional proposal to remain as a category 4 council. Council
- 19 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 No. Date received Council Submitter Summary of comments by submitter
8 27 October Rockhampton Bob Holmes Rockhampton Regional Council (RRC) sought to 2015 Regional Acting Chief retain a level 6 categorisation and should not be Council Executive Officer impacted due to the de-amalgamation of Livingstone Shire Council. RRC stated the current categorisation was relevant for several reasons: • As RRC operates on a divided basis, de- amalgamation did not reduce the quantum of population that each councillor now represents. The number of councillors was reduced accordingly, leaving the same (and in some cases increased) workloads. Councillors hold office on a full-time basis. • RRC’s role as a major service centre in central Queensland is relevant to this categorisation. The availability of a range of government social services, as well as supporting public tertiary health services and a wide range of educational facilities supports and reinforces Rockhampton’s role as the principal economic node in central Queensland. • RRC operates several services that are limited to only a handful of local authorities in Queensland. All were retained after the de- amalgamation including the Rockhampton Airport, Zoo, Art Gallery, Pilbeam Theatre and the Heritage Village. These additional services add extra complexity. RRC’s development is consistently evidenced by the fact that the region’s 2015 population stands at 85,067 and is projected to grow to 113,096 by 2036, an increase of 32.95% in 21 years. On an annual basis this is 1.57% which will provide additional workload for existing councillors.
9 27 October Tablelands Sheryll La Trobe Supports Cr Lee Long’s motion to have the 2015 Regional Tablelands Regional Council re-categorised as a
Council category 3 council. Many of the current councillors work very few hours within the community, own and run businesses and have other work. The area is in dire financial straits. Council services have been cut to the bone, especially in the small outlying towns. There is an appalling waste of money and resources stemming from decisions made in council meetings. Ratepayers have been charged an extra $100 (purportedly for de- amalgamation costs) for the 2015–16 financial year on top of the highest raise in rates in Queensland. Therefore, along with the exorbitant cost of rates, TRC also has reduced services. Ms La Trobe believes that the cost of councillor wages and perks has vastly contributed to TRC's financial state. When an extra councillor is added next year, this will contribute even more so to the situation.
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10 27 October Tablelands June Quinn Tablelands Regional Council should be a category 2015 Regional 3.
Council
11 28 October Toowoomba Brian Pidgeon Toowoomba Regional Council (TRC) supports 2015 Regional consistency in the categorisation of councils for Chief Executive Council remuneration purposes and believes that TRC Officer category 6 is more closely aligned to other category
7 councils. TRC believes a number of unique circumstances apply to the Toowoomba region that justifies a move to category 7. Council’s 2015–16 annual budget of $555 million includes $273 million in operational expenditure and $272 million in capital works. TRC continues to manage the challenges that come with being a growth council, including a number of large infrastructure projects requiring significant capital investment by council and the challenges to reforming and restructuring the organisation following amalgamation. TRC referred to a comparison of selected council metrics stating Toowoomba has a significantly longer road network than other councils and the second largest area. Council states this makes Toowoomba unique when it comes to the construction and management of road infrastructure and associated responsibilities for water and sewerage assets. Council also has a significant involvement in a range of major infrastructure projects. Re-categorisation of TRC as a category 7 would promote relativities between councils and attract the right people onto council who can operate with confidence in this environment.
12 28 October Tablelands D. De Lai Strongly rejects Tablelands Regional Council’s 2015 Regional proposal to remain as a category 4 council.
Council
13 29 October Tablelands Steven and Requests that Tablelands Regional Council (TRC) be 2015 Regional Elizabeth Prowse re-categorised as a category 3 council. Council Since de-amalgamation occurred the TRC is much smaller. Soon there will be an additional councillor added to council for political/functional voting equality reasons which will further significantly reduce councillors’ responsibilities and workload.
14 30 October Southern David Keenan Southern Downs Regional Council, at its General 2015 Downs Chief Executive Meeting held on 28 October 2015 resolved that Regional Officer Council should remain as a category 4 local Council government authority.
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15 30 October Sunshine Michael Whittaker Sunshine Coast Regional Council (SCRC) is seeking 2015 Coast Regional Chief Executive to remain a category 8 council notwithstanding the Council Officer de-amalgamation process that led to the formation of the new Noosa Shire Council from 1 January 2014. Council argues nothing has materially changed for SCRC councillors since de-amalgamation in terms of workload, complexity of decision making required and the span of representative responsibilities they each hold for their divisions. None of the existing SCRC divisions were altered as a result of the de- amalgamation process, further reinforcing that there has been no change in the breadth of the councillors representational responsibilities. In summary, due to the collective impacts of geographic size, diversity of topography and environmental considerations, current and forecast population growth as well as the challenges of servicing a very high visitor population and the wider range of services that council is required to deliver (when compared with category 7 councils), SCRC should continue to be classified as a category 8 local government area for remuneration purposes. An appropriate remuneration category for SCRC will not only reflect the particular circumstances of the region and the strong growth trajectory it is encountering, but will also assist with retaining and attracting people with the requisite skills and experience needed to perform the role of a SCRC councillor in this dynamic local government environment.
16 30 October Tablelands Murray Powdrell Rejects the proposal by Tablelands Regional 2015 Regional Council to stay as a category 4: Council • With an extra councillor and smaller divisions councillors workloads will be reduced. • The decision by incumbent councillors who voted to remain as a category 4 council is likely not based on the best interests of ratepayers and more likely based on financial self interest. • Because of the above point, decisions regarding councillor remuneration should be made by an independent body able to determine reasonable remuneration compared to other councils, rather than councillors who are likely to be biased because the decision to become a category 3 council would result in a worsening of their financial circumstances. Having any person in a paid position able to determine what their remuneration should be is in my view fundamentally flawed.
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17 30 October Tablelands Dinah Penshorn In view of the fact that the council will have six 2015 Regional councillors following the next election, the
Council Tablelands Regional Council category should be
amended to category 3.
Ratepayers have had to shoulder added costs with de-amalgamation from Mareeba Shire Council and it is unfair to add an extra burden with increased remuneration for the present number of councillors plus the extra one to be elected next year.
18 29 and 30 Whitsunday Joe and Betty De 118 submissions were received objecting to October Regional Groot Whitsunday Regional Council’s proposal to the Council Elizabeth Shrimpton Tribunal for a re-categorisation from a category 4 Geoff Dalton to 5. Elise Woodhouse Issues raised included: PC Havill Ian Shield • ratepayers have experienced an increase in Chris Richards rates and charges – cannot afford another Desma Munro increase Janette Langford Wayne Kirk • land valuations are down Brian Sellars • small businesses continue to close Anthony and Sharon Sullivan • community is impacted by high unemployment Jane Selby • irresponsible to increase councillor Hon. De-Anne Kelly remuneration at this time Jill Warren Pam and Robert • the residents of Bowen and Collinsville are Skinner disadvantaged by decisions of council Frank Creighton • council’s proposal is out of touch with Neville Hobdell community expectations Aileen Jochheim Ron and Enid • based on projected population and growth Ben and Sarah Bon figures not comparable with other category 5 Russ Young councils Stan Coleman Christine McNamara • council did not consult with the community Angela Fox about the proposal. Community had only two James Turner days to respond to council’s resolution Robert Andersen • community is feeling the impact of the mining Leola Janz downturn. Trisha Wales (and 14 co-signatories) Margaret Wyngaard John Barnes Greg and Marg Watson Judith Feeney Andrew and Pauline Milosevich Linda Andersen Peter and Kathy Lawton Brian and Janice Germain Dale and Christine Nicholls Julie Heidke Fay and Brian Ryle
- 23 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 No. Date received Council Submitter Summary of comments by submitter Desni Wilkins
Ashley Pattemore Kristy Williams Graham Girolami Ken Feeney John Storrie Prue Graham Rosslyn Wyngaard Doug Tawse Ross Meier Graeme and Anne Mason Geoff Reudavey Gordon Benham Alan Dyne Joanne Holcombe Philomene Bell Deborah Reid Mackie Joey Prowse Isabel Sloan Greg and Marcia Pott Pat James Roger Down Julie Martin Melanie Connolly Joan Echevarria Ted Gatkowski Lee Scott Tarragon Stark Judy Patteson Sue Gatkowski A very concerned Businesswoman Kris Hansen Lissa Whitton Greg and Debbie Mawhirt Anji Young Brian Schwarz Richard and Denise Hall Chris and Adele D. Hillier Trisha Wales Johnathan Peter Tim Warren John and Colleen Dodds Amy Doolan Margaret Jarred John and Regina Aquilina CR & MJ Sloan Justin Fox
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Fay and Ron Mitchell Michael and Kylie Brunker James and Margaret Parker Bob Morton Chris Pollard Joyce Macdonald Carol Macaulay Rachel Geddes Chantel Veronica Walter Brian Fisher Adrian Tilney Terry Wilkinson Helen Weldon Anjanette Murray Sonya Earl John Finlay Sharon Feeney Christene Beauchamp Larraine Jill Knight Ronald Phillips Ian Pott Ian Andersen Peter and Glenys Tengbom Colleen Rowe Bowen One Stop Name withheld (x 4)
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19 9 November Whitsunday Barry Ombundson Whitsunday Regional Council (WRC) is currently a 2015 Regional category 4 council. In each of past three years, WRC Acting Chief Council made submissions to the Tribunal seeking to be re- Executive Officer categorised as a category 5 local government. Previous submissions to the Tribunal were based on the workload of councillors; distances travelled by those councillors in exercising their roles and responsibilities; and the economic diversity of the Whitsunday region. This submission differs slightly in that it seeks to also submit to the Tribunal that WRC compares to all other local governments with a population of between 20,000 and 50,000 residents, in addition to all other local governments contained in the urban regional medium and fringe medium group. WRC states it compares very favourably across all benchmarks for local governments in both of these two groups. The social and economic diversity of the Whitsunday Region; the size and shape of the local government area; and the region’s continued growth and strong projected growth, all impact on the level of representation able to be afforded to the residents and ratepayers of the local government by WRC’s elected members. Comparisons indicate that WRC could be considered a ‘fringe’ category 5 local government as at June 2014, and with an improved performance in 2015, may have moved solidly into the category 5 grouping.
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No Date Council Summary of submission
1 20 October North Burnett Regional Council is dissatisfied with the category rating and the split in 2015 Council remuneration of retainer and council meeting attendance. Council stated this was a cause of concern as councillors are absent from Cr Don Waugh, Mayor meetings for legitimate reasons. Cr Jo Dowling Attendance at meetings doesn’t give a true indication of the role. Mark Pitt, CEO The distance travelled by some councillors also needs to be taken into consideration, and the financial cost of that. While officially councillors are part time, the reality is that the role is full time because of the distances required to travel. Council also cited the example of where a councillor operates a personal business and has to employ someone to run that business while travelling and/or undertaking council business. Council states it is important to offer an attractive salary to attract the right people to the job.
2 20 October Sunshine Coast Council requested that the Tribunal consider retaining Sunshine 2015 Regional Council Coast Regional Council (SCRC) at the current category level (category level 8). Michael Whittaker, CEO Mr Whittaker highlighted: • similarities between SCRC and Gold Coast City Council (GCCC). For example, similar demographics, the financial impost of the tourism surcharge (more than $9 million tourism surcharge), internationally recognised destination, has its own airport • difference between urban representation and rural areas • less government funding per capita than other areas • higher environmental foot print than other areas which needs to be managed, again similar to Gold Coast • larger in size than Logan, Ipswich and Moreton Bay • significant developments such as Stocklands – 50,000 additional residents at Caloundra South (more than 19 years) • council needs to create the right economy • different category attracts different candidates.
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3 20 October Whitsunday Regional Council is expected to endorse a submission for the Tribunal at its 2015 Council next meeting seeking a change in category from 4 to 5. Cr Jennifer Whitney, Council cited data that indicates Whitsunday Regional Council Mayor compares favourably to other councils in the higher category and outperforms others in category 4. Cr John Atkinson Council stated it has a strong economic development focus, with a Mr Barry Omundson, number of significant projects under consideration in the region. CEO Council needs to be able to attract the right calibre of councillors, including young people. Part-time role has an impact on council business and functionality as councillors at the moment have more than one job. Council is focussed on building a modern council – there is a large international focus now. Need a full-time council to get the work done with greater participation and contribution. Need to attract strategically thinking councillors and the salary at a higher category would make a difference.
4 20 October Tablelands Regional Councillors discussed the impact of the possible change from 2015 Council category 4 to 3 following de-amalgamation. Cr Peter Hodge Council confirmed it has been allocated one additional councillor. Cr Shaaron Linwood Council discussed the impact of large divisions on the workload of councillors. Council believes it is important to offer remuneration to attract younger people and women into local government. An individual can still manage on a category 4 income. It is difficult to survive on a sole income of category 3 councillor which will deter good people. Into the future council needs to focus on economic growth. Council passed a resolution to retain category 4 (vote 4-1).
5 20 October Gympie Regional Council requested that the Tribunal consider retaining category 4 2015 Council level for Gympie Regional Council. The council has voted on this and is divided 50/50. Cr Mick Curran, Mayor Asked the Tribunal to review and consider. Cr Bob Leitch
- 28 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Appendix 3 – Comparative data
1 9 * Rank (high to low) 5
Average annual operating income $78.9 $22.9 $29.8 per Councillor 2008-2014 ($M) ^ N/A 1 8 * Rank (high to low) 6
Average annual operating income $228.6 $268.4 2008-2014 ($M) ^ N/A $1,104.1 1 9 * Rank (high to low) 7 $75.2 67 $16.6 53 $4.2 49 $92.2 64 $13.5 62 $3.4 61 $78.6 66 $9.2 68 $2.3 68 $95.4 61 $13.2 63 $3.3 62 $384.0 33 $38.4 37 $6.4 38 $119.0 53 $14.3 59 $3.6 57 $925.1 17 $77.4 21 $9.7 25 $187.5 41 $31.7 41 $5.3 42 $240.3 37 $39.8 32 $6.6 32 $535.9 28 $62.6 24 $10.4 23 $843.9 18 $98.0 18 $12.3 20 $234.1 38 $35.3 38 $5.9 39 $123.1 52 $18.4 50 $4.6 47 $174.1 43 $23.4 43 $3.9 52 $110.1 57 $15.6 56 $3.9 53 $161.1 44 $14.4 57 $3.6 56 $423.4 30 $40.8 31 $6.8 31 $264.9 36 $38.4 36 $6.4 37 $792.8 20 $75.6 22 $12.6 19 $981.0 16 $132.7 14 $16.6 14 $429.2 29 $52.8 28 $8.8 26 $207.7 39 $21.1 46 $5.3 41 $277.2 34 $44.3 30 $7.4 30 $113.3 55 $33.9 39 $8.5 28 $118.0 54$137.7 50 $7.0 70 $20.6 47 $1.8 70 $5.1 43 $134.7 51 $22.8 44 $3.8 54 $2,126.2 $1,537.1 13 $132.9 13 $13.3 17 $2,973.6 $1,551.4 12 $128.2 15 $12.8 18 Average annual community equity $1,305.7 14 $141.0 12 $17.6 13 $10,139.3 2008-2014 ($M) ^ N/A 1 * Rank (high to low) 6
Operating income per Councillor $86.05 $23.41 10 2014 ($M) $30.37 1 9 * Rank (high to low) 6 6 60 $3.66 57 $234.1 Operating income 2014 ($M) $273.3 $1, 1 204.6 9 * Rank (high to low) 8 $89.6 70 $16.7 57 $4.17 54 $442.1 35 $37.2 39 $6.20 41 $118.2 64 $14. $211.5 49 $27.9 46 $4.64 50 $248.6 43 $47.7 34 $7.95 35 $703.2 29 $82.1 22 $13.68 21 $337.1 38 $32.8 42 $5.46 45 $176.8 52 $17.1 56 $4.28 53 $233.1 45 $51.8 30 $8.63 30 $116.5 65 $9.0 70 $2.26 70 $248.0 44 $12.8 63 $3.20 61 $471.4 32 $43.9 36 $7.32 37 $124.2 62 $7.0 73 $1.74 73 $317.9 40 $57.3 28 $9.54 27 $505.4 30 $50.2 33 $8.37 32 $110.2$290.0 68 41 $10.9 $22.1 67 49 $2.72 $5.52 65 44 $251.9 42 $15.3 59 $2.54 69 $115.3 66 $20.6 50 $5.14 46 $162.0 55 $28.6 45 $7.15 38 $110.9 67$161.5 57 $12.5 64 $10.9 68 $3.12 62 $2.71 66 $321.0 39 $32.7 43 $8.18 33 $216.2 47 $24.4 48 $4.07 56 $1,119.2 17 $79.2 24 $9.90 26 $1,087.4 18 $93.9 19 $11.74 24 $2,402.0 $1,687.6 14 $147.9 16 $14.79 17 $3,059.9 $1,057.6 19 $78.0 25 $12.99 23 $1,376.5 16 $148.6 15 $18.57 14 $1,915.0 11 $179.7 12 $17.97 15 $1,913.9 12 $170.5 13 $21.31 12
Community equity 2014 ($M) $11,198.2
Area not Divided (U)
Number of Councillors (excluding 6 U 4 U 8 6 U 6 U 6 8 4 U 6 U 4 U 6 U 4 U 4 U 6 U 4 U 6 U 9 6 8 U 6 U 44 U U 6 U 4 U 4 U 4 U 4 U 4 U 6 U 8 U 10 10 10 Mayors) 14 Local Governments Local Goondiwindi Regional Council Aurukun ShireAurukun Council Gympie Regional Council Council Regional Gympie Balonne Shire Council Hinchinbrook ShireHinchinbrook Council Banana Shire Council Banana Isaac Regional Council Council Regional Isaac Hope Vale Aboriginal Shire Council Council Shire Aboriginal Vale Hope Ipswich City Council Barcaldine Regional Council Council Regional Barcaldine Barcoo Shire Council Barcoo Blackall - Tambo Regional Council Council Regional Tambo - Blackall Boulia Shire Council Council Shire Boulia Bulloo Shire Council Council Shire Bulloo Burdekin Shire Council Bundaberg Regional CouncilBundaberg Burke ShireBurke Council Carpentaria Shire Council Carpentaria Cairns RegionalCairns Council Cassowary Coast Regional Council Central Highlands Regional Highlands Central Council Charters Towers Regional Towers Council Charters Cherbourg AboriginalCherbourg Shire Council Shire Council Cloncurry Cook Shire Council Croydon ShireCroydon Council Diamantina Shire CouncilDiamantina Doomadgee AboriginalDoomadgee Shire Council Etheridge Shire Council Douglas ShireDouglas Council Flinders Shire Council Gladstone RegionalGladstone Council Fraser Coast Regional Council Council Regional Coast Fraser Gold Coast City Council
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2 3 8 7 4 6 33 $41.7 $34.0 $23.9 $22.8 10 $24.8 $33.6 N/A N/A N/A 2 4 7 9 5 3 $417.0 $340.3 $239.3 N/A $227.6 $298.0 $403.2 N/A N/A 2 5 6 8 4 3 $92.3 63 $16.5 54 $4.1 50 $53.9 71 $9.8 65 $2.5 65 $69.8 68 $8.6 69 $2.1 69 $63.8 69 $6.6 72 $1.7 72 $44.0$93.2 72 62 $6.9 $13.9 71 60 $1.7 $3.5 71 59 $89.7 65 $9.8 67 $2.4 67 $63.7 70 $9.8 66 $2.4 66 $96.6 60 $14.3 58 $2.9 63 $575.6 27 $60.1 26 $10.0 24 $683.2 24 $82.4 20 $13.7 16 $712.2 23 $60.3 25 $7.5 29 $142.7$646.4 49 25 $13.7 $56.8 61 27 $3.4 $3.8 60 55 $771.0 21 $108.4 17 $18.1 12 $401.1 31 $72.9 23 $12.1 21 $152.5 46 $17.5 51 $3.5 58 $194.6 40 $30.7 42 $5.1 45 $758.6 22 $87.0 19 $10.9 22 $150.3 47 $20.5 48 $5.1 44 $387.5 32 $39.4 35 $6.6 35 $104.5 59 $21.6 45 $5.4 40 $831.0 19 $39.5 34 $6.6 34 $181.0 42 $32.2 40 $6.4 36 $157.4 45 $16.3 55 $4.1 51 $147.6 48 $16.8 52 $4.2 48 $108.3 58 $11.3 64 $2.8 64 $110.9 56 $20.4 49 $5.1 46 $603.9 26 $52.5 29 $8.8 27 $275.7 35 $39.5 33 $6.6 $4,920.6 $3,638.7 $1,173.6 15 $114.2 16 $14.3 15 $3,250.4 $2,528.3 $3,975.1 $4,746.3 $1,948.2 11 $183.7 10 $18.4 11 $2,109.0 10 $180.2 11 $25.7 N/A N/A N/A 3 2 7 8 4 5 9 N/A $37.62 $38.20 $26.89 $26.72 $34.73 $34.66 5 4 7 8 2 3 $0.0 $376.2 $382.0 $268.9 $267.2 $416.8 $415.9 4 5 6 7 3 2 0 $0. $60.8 74 $9.0 71 $2.24 71 $69.1 73 $7.2 72 $1.79 72 $83.8$45.9 71 75 $12.2 65 $6.5 74 $3.04 $1.62 63 74 $95.5 69 $11.7 66 $2.91 64 $71.5 72 $13.0 62 $3.24 60 $808.3 24 $81.5 23 $13.59 22 $459.8 33 $50.6 32 $8.43 31 $769.8 25 $70.2 26 $8.77 29 $164.5$713.3 54 28 $17.2 $50.8 55 31 $4.29 $3.39 52 59 $747.9 26 $69.6 27 $11.60 25 $483.0 31 $83.4 21 $13.90 20 $180.3 51 $17.3 54 $3.46 58 $211.8 48 $34.1 41 $5.69 43 $809.6 23 $115.3 17 $14.41 18 $128.3 61 $6.1 75 $1.53 75 $161.9 56 $17.6 53 $4.40 51 $350.6 36 $41.0 37 $6.83 39 $452.7 34 $45.7 35 $7.61 36 $175.0 53 $18.7 52 $4.69 49 $973.5$848.7 21 22 $84.7 $36.3 20 40 $14.12 $6.06 19 42 $158.2 58 $25.2 47 $5.05 48 $191.8 50 $20.2 51 $5.06 47 $219.4 46 $16.5 58 $4.12 55 $122.4 63 $10.6 69 $2.65 68 $134.8 60 $32.0 44 $7.99 34 $140.8 59 $13.5 61 $2.69 67 $721.1 27 $53.9 29 $8.98 28 $338.1 37 $38.0 38 $6.34 40 $4,144.6 $1,421.8 15 $157.3 14 $19.66 13 $4,075.4 $3,862.6 $1,022.5 20 $102.0 18 $17.01 16 $3,210.0 $4,321.5 $5,501.5 $2,088.5 10 $224.6 10 $22.46 11 $1,735.9 13 $180.0 11 $25.71 U U 6 4 U 6 8 U 8 U 4 U 4 U 6 U 6 U 6 U 5 U 4 U 6 U 44 U U 8 U 4 U 4 U 4 U 6 U 6 U 4 U 46 U 6 U 5 4 U 4 U 4 U 4 U 5 U 7 6 6 U 10 15 10 10 10 12 12 10 uth Burnett Regional Council Burnett uth So Kowanyama Aboriginal ShireKowanyama Council % Tablelands Regional Council Southern Downs Regional Downs Southern Council Western Downs Regional Downs Western Council Torres Shire Council Sunshine Regional Council Coast Lockhart River Aboriginal Shire Council Council Shire Aboriginal River Lockhart Livingstone Shire Council Whitsunday RegionalWhitsunday Council Torres Strait Island Regional Council Council Regional Island Strait Torres Council City Townsville Toowoomba RegionalToowoomba Council Lockyer Valley Regional Council Council Regional Valley Lockyer Winton ShireWinton Council Mapoon Aboriginal Shire CouncilMapoon Longreach Regional Council Longreach Woorabinda Aboriginal ShireWoorabinda Council Council Shire Aboriginal Wujal Wujal Maranoa RegionalMaranoa Council Mackay Regional Council Council Regional Mackay Logan City Council Logan Yarrabah Aboriginal Shire Council Yarrabah Mornington Shire Council Mornington McKinlay Shire Council Council Shire McKinlay Mareeba Shire Council Mareeba Mount Isa City Isa Council Mount Moreton Bay Regional Bay Council Moreton Murweh Shire CouncilMurweh Napranum Aboriginal ShireNapranum Council Noosa Shire Council Regional Council Burnett North Northern PeninsulaNorthern Regional Area Council Palm Island Aboriginal Shire Council Council Shire Aboriginal Island Palm Paroo ShireParoo Council Pormpuraaw Aboriginal Shire CouncilPormpuraaw Quilpie Shire Council Council Shire Quilpie Richmond ShireRichmond Council Redland City Council Rockhampton Regional Council Rockhampton Scenic Rim Regional Council Council Regional Rim Scenic Somerset Regional Council Council Regional Somerset
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1 3 Rank (high to low) 6
% growth 2014-2026 985 6.9% 53 283 -3.1% 66 391 20.7% 23 523388 5.2% -4.4%633 54 13.2% 68 38 342 -5.5% 69 1,310 19.6% 26 1,785 -2.0% 63 1,626 16.6% 32 5,320 24.9% 14 3,509 3.2% 57 1,398 8.2% 49 4,778 -2.3% 64 1,701 20.6% 24 2,421 7.8% 52 2,492 8.1% 51 Projected resident 3,085 -8.2% 72 364,584 93.9% 738,261 35.2% population 205,735 29.4% 11 2026 6 1 * Rank (high to low) 7 64 73 61 74 9486 70 71 77 72 190 60 186236 62 53 214 56 564 43 672 40 195 59 589 42 244 52 280 51 108 68 296 50 433 46 Electors per Councillor (excluding 13,559 30,459 13,131 Mayor) 2014 6 1 * Rank (high to low) 7 73 75 81 73 91 72 274 60 230 65 304 57 349 53 710 43 850 41 323 54 539 33 1,847 33 15,021 -1.4% 62 057 30 2,225 32 31,359 28.2% 12 815 42 353 52 374 51 124102 70 71 140 68 384 50 560 47 8,262 15 6,082 15 96,107 45.4% Estimated population per Councillor 3,949 27 2,886 27 38,393 21.5% 20 18,805 (excluding Mayor) 2014
* Rank (high to low) - Fastest growth 2 1 9 13 3, ranking 2.99% 1.92% 14 39,005 Average annual resident population 1.65% 18 17,665 change 2010-2014 (%) 6 1 * Rank (high to low) 8 921 65 -0.05% 66 292 75 -0.09% 68 324 73 0.40% 57 497406 70 71559 0.61% 68 0.08% 51 63 0.45% 55 362 72 0.14% 61 1,095 60 2.02% 11 1,822 53 -0.16% 70 1,395 55 1.27% 24 4,260 42 0.82% 44 3,399 45 0.74% 48 1,292 57 0.93% 41 4,888 39 0.28% 59 1,410 54 0.82% 45 2,245 51 0.71% 49 2,306 50 1.00% 37 3,359 46 0.48% 53 11,541 36 -0.57% 74 1,924 35 1,524 34 11,565 0.2% 59 24,455 27 1.93% 48,464 16 1.11% 31 6,058 19 4,594 18 57,051 17.7% 30 11,024 37 0.46% 54 1,837 36 1,341 36 12,378 12.3% 41 66,097 14 3.46% 11,607 35 1.02% 35 2,902 32 2,277 30 13,797 18.9% 28 12,517 34 0.41% 56 2,086 34 1,506 35 12,533 0.1% 60 15,236 32 0.64% 50 2, 28,70531,595 25 24 -0.01% 2.10% 65 4,784 22 3,728 22 29,639 3.3% 56 94,28317,916 12 31 0.78% 0.18% 46 60 9,428 2,986 13 31 7,297 2,275 13 31 112,395 19.2% 18,713 4.4% 27 55 188,047 546,067 101,306 11 1.19% 28 10,131 12 7,856 12 124,852 23.2% 15 Estimated resident population 2014 158,985 Local Governments Local Ipswich City Council Hinchinbrook ShireHinchinbrook Council Hope Vale Aboriginal Shire Council Council Shire Aboriginal Vale Hope Isaac Regional Council Council Regional Isaac Gympie Regional Council Council Regional Gympie Gold Coast City Council Goondiwindi Regional Council Fraser Coast Regional Council Council Regional Coast Fraser RegionalGladstone Council Etheridge Shire Council Flinders Shire Council Douglas ShireDouglas Council Diamantina Shire CouncilDiamantina AboriginalDoomadgee Shire Council Croydon ShireCroydon Council Cook Shire Council Cloncurry Shire Council Cloncurry Charters Towers Regional Towers Council Charters Cherbourg AboriginalCherbourg Shire Council Cairns RegionalCairns Council Banana Shire Council Banana Balonne Shire Council Aurukun ShireAurukun Council Central Highlands Regional Highlands Central Council Cassowary Coast Regional Council Carpentaria Shire Council Carpentaria Burdekin Shire Council ShireBurke Council Boulia Shire Council Council Shire Boulia Council Shire Bulloo Regional CouncilBundaberg Barcoo Shire Council Barcoo Council Regional Tambo - Blackall Barcaldine Regional Council Council Regional Barcaldine
- 31 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Appendix 3 – Comparative data (continued)
7 2 5 9 4 8 869 -10.9% 75 847 15.9%767 34 -9.4% 73 477 -11.7% 76 358 22.2% 18 261 -10.3% 74 236 9.9% 45 714 1.7% 58 2,8843,096 8.3%1,783 18.3% -5.6% 47 29 70 1,171 8.1%4,572 50 1,021 -3.0% 8.3% 65 48 1,491 21.9% 19 4,089 -3.5% 67 1,2861,137 -6.7% 13.5%3,290 71 22.4% 36 17 1, 3, 5,006 8.4% 46 380,741 34.6% 188,412 16.3% 33 180,599 21.5% 21 541,969 29.9% 10 419,087 37.4% 257,292 34.0% 3 8 9 2 4 5 56 75 51 76 173 63 331440 49 354 45 130 48 67 134 66 153 65 224 54 873 39 189 61 102 69 497 44 160 64 401 47 223 55 197 58 597 41 197 57 21,940 12,083 11,337 25,891 18,594 14,414 3 8 9 2 4 5 73 74 73 76 244 63 533654 48 472 46 183 49 66 169 67 236 64 271 61 306 56 135 69 706 44 251 62 672 45 276 59 281 58 913 40 308 55 3,992 26 2,990 26 28,745 20.0% 25 6,385 17 4,749 17 47,120 23.0% 16 6,063 18 4,586 19 49,824 37.0% 34,761 19,204 5 3 6 7 4 8 29 1.83% 16 28,282 1.23% 26 16,197 1.23% 27 14,864 2.27% 1.97% 12 25,426 2.13% 4 7 9 2 3 5 975 63 -0.70% 75 731 67847 66 1.42% 23 -0.74% 76 943 64 0.90% 42 540 69 -0.50%293 73 74 1.51% 22 291 76 -0.49% 72 3,651 44 1.17% 2,6171,888 49 52 1.88% -0.47% 15 71 2,663 48 2.73% 1,083 614,714 0.94% 40 40 0.00% 64 1,179 39 1,223 58 0.82% 43 4,238 43 -0.07% 67 1,002 622,687 47 1.16% 30 0.94% 39 1,379 56 0.37% 58 1,125 59 0.50% 52 4,619 41 0.11% 62 35,716 20 1.01% 36 4,465 23 3,382 23 40,446 13.2% 37 24,973 26 0.76% 47 4,162 25 3,117 24 28,039 12.3% 42 32,941 23 1.11% 32 5,490 21 4,140 21 37,594 14.1% 35 23,952 28 2.48% 10,311 38 -0.11% 6983,43939,463 13 1,719 17 38 1.64% 1.51% 19 21 1,338 37 11,920 6,577 11 10,320 16 0.1% 8,865 11 4,987 61 16 100,986 21.0% 57,720 46.3% 22 53,052 15 1.11% 33 8,842 14 6,967 14 59,605 12.4% 40 21,537 3022,717 1.25% 29 25 1.00% 3,590 38 29 3,786 2,754 28 29 2,764 25,304 28 17.5% 31 25,324 11.5% 44 13,862 33 1.07% 34 1,733 37 1,292 38 15,506 11.9% 43 38,312 18 2.21% 36,378 19 2.54% 34,211 21 1.58% 20 5,702 20 4,466 20 43,106 26.0% 13 33,653 22 1.70% 17 4,207 24 3,056 25 38,010 12.9% 39 282,822 161,970 148,641 417,137 305,110 123,383 10 2.07% 10 12,338 10 9,254 10 162,455 31.7% 192,038 Sunshine Regional Council Coast Toowoomba RegionalToowoomba Council Southern Downs Regional Downs Southern Council Tablelands Regional Council Torres Shire Council South Burnett Regional Council Burnett South Quilpie Shire Council Council Shire Quilpie Redland City Council Council Regional Somerset Palm Island Aboriginal Shire Council Council Shire Aboriginal Island Palm ShireParoo Council Aboriginal Shire CouncilPormpuraaw ShireRichmond Council Regional Council Rockhampton Northern PeninsulaNorthern Regional Area Council Council Regional Rim Scenic North Burnett Regional Council Burnett North Moreton Bay Regional Bay Council Moreton Aboriginal ShireNapranum Council Noosa Shire Council McKinlay Shire Council Council Shire McKinlay Shire CouncilMurweh Mornington Shire Council Mornington City Isa Council Mount Mareeba Shire Council Mareeba Maranoa RegionalMaranoa Council Logan City Council Logan Lockhart River Aboriginal Shire Council Council Shire Aboriginal River Lockhart Council Regional Valley Lockyer Council Regional Mackay Aboriginal Shire CouncilMapoon Longreach Regional Council Longreach Woorabinda Aboriginal ShireWoorabinda Council Council Shire Aboriginal Wujal Wujal Aboriginal Shire Council Yarrabah Winton ShireWinton Council Kowanyama Aboriginal ShireKowanyama Council % Livingstone Shire Council Townsville City Council Council City Townsville Whitsunday RegionalWhitsunday Council Torres Strait Island Regional Council Council Regional Island Strait Torres Western Downs Regional Downs Western Council
- 32 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Appendix 3 – Comparative data (continued) 2 4 60 60 57 60 55 51 57 47 44 60 46 60 48 53 * Rank (high to low) 60 0 0 0 0 0 1 0 4 7 0 4 0 2 1 0
Average annual number of building 623 11 3,525 1,785 approvals 2009-2015 9 1 4 54 54 47 54 47 47 54 42 44 54 46 42 10 42 54 54 47 44 200 25 * Rank (high to low) 54 0 0 1 0 1 1 0 5 4 0 2 5 0 0 1 4 0 42 30 276 20 21 34 42 33 23 33 38 34 Building approvals 2015 52 68 54 60 83 27 63 31 16 15 37 17 39 45 10 39 13 40 71 33 13 446 11 476 13 57 48 534942 2651 32 652 10 98 49 25 32 600 12 115 27 14 44 37 24 70 40 31 19 663 20 18228 19 264 701 15 10 333 15 23 17 3610 21 38 11 4,912 67 * Rank (high to low) 5841 20 2,433 35 33 36 1,148 2,858 1,990 4,566 3,934 1,329 1,741 1,666 Total road length (kms) 1,761
4 6
7
2 1 3 9 4 8 6 * Rank (high to low) 7 347 39 85 1,688 60 1,316 1,332 61 3,080 Area (sq kms) 1,089 64 1,749 7 1 * Rank (high to low) 8 47 71 1,835 59 113 64 65 32 75 70 104 51 7, 107 48 1,105 63 115 Total staff 2014 (FTE) 9 1 8 * Rank (high to low) 5
Indigenous estimated resident 3.56% 60 495 16 59,835 3.54% 61 653 15 10,466 36 2,590 1.25% 75 3386 population 2014 (%) 2.67% 70 359 20 58,720 10 3,254 3 6 4 * Rank (high to low) 2 1007
Index of relative socio-economic 976.1 20 9.24% 34 1186 617.15961.18 71 27 91.85% 8.55% 35 149 43 2,427 54 373 937.14 40 4.00% 57 57 67 39,201 23 916.78 51 23.19% 23 79 59 94,667 937.73 39 23.96% 22 33 75 29,487 27 1,088 897.95 58 20.00% 25 140 44 105,782 934.07 42 21.78% 24 100 52 47,983 15 1,571 555.67 75 97.47% 916.88 50 3.32% 65 853 11 6,436 44 2,997 914.54 53 27.08% 21 45 72 40,039 22 713 930.61 45 7.90% 37 246 31 68,374 984.93 15 10.81% 31 67 63 73,763 944.35 34 5.14% 48 233 32 5,043 46 1,143 925.57 48 9.37% 33 324 26 4,685 47 1,200 974.35 21 6.34% 43 154 41 53,521 13 2,983 947.37944.96 31886.02 33 59 8.47% 4.23% 36 40.38% 55 18 52 165 69 54 39 68 61,825 30,389 60,956 26 1,843 865.32 60 36.79% 19 105 49 64,125 980.45 18 4.03% 56 266 30 28,546 28 3,723 950.43 30 17.07% 26 85 56 31,106 25 2,319 586.32 74 92.05% 943.42908.49 36 56 6.42% 3.59% 41 59 98 700 53 13 41,193 7,103 18 41 1,992 2,594 915.64 52 2.80% 68 447 17 6,885 42 2,277 962.73 26 4.86% 49 152 42 19,256 32 2,475 944.04677.94 35959.61 67 28 5.65% 94.40% 47 3.84% 58 173 38 1037 2,801 52 693 1024.14 1015.76 advantage and disadvantage 1028.36 Local Governments Local Doomadgee AboriginalDoomadgee Shire Council ShireDouglas Council Etheridge Shire Council Diamantina Shire CouncilDiamantina Croydon ShireCroydon Council Cook Shire Council Cloncurry Shire Council Cloncurry Cherbourg AboriginalCherbourg Shire Council Bundaberg Regional CouncilBundaberg Burke ShireBurke Council Cairns RegionalCairns Council Charters Towers Regional Towers Council Charters Bulloo Shire Council Council Shire Bulloo Burdekin Shire Council Cassowary Coast Regional Council Regional Highlands Central Council Barcaldine Regional Council Council Regional Barcaldine Barcoo Shire Council Barcoo Council Regional Tambo - Blackall Council Shire Boulia Carpentaria Shire Council Carpentaria Banana Shire Council Banana Balonne Shire Council Aurukun ShireAurukun Council Flinders Shire Council Council Regional Coast Fraser Gympie Regional Council Council Regional Gympie Gladstone RegionalGladstone Council Goondiwindi Regional Council Gold Coast City Council ShireHinchinbrook Council Council Shire Aboriginal Vale Hope Ipswich City Council Isaac Regional Council Council Regional Isaac
- 33 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015 Appendix 3 – Comparative data (continued)
9 1 5 7 3 6 8 49 50 60 60 60 59 54 60 55 60 60 60 45 60 43 60 60 60 51 2 2 0 0 0 0 1 0 0 0 0 0 7 0 8 0 0 0 1 808 995 3,527 1,722 2,203 1,366 8 2 5 3 7 6 47 47 54 54 4054 10 41 54 54 54 54 54 54 54 40 54 54 54 54 54 47 1 1 0 0 9 0 0 0 0 0 0 0 0 9 0 0 0 0 0 1 28 31 28 37 86 26 186 26 56 29 65 30 134 22 279 19 4,374 1,317 29 27 59 74 17 64 56 321 13 321 16 62 55 1,095 50 31 284 14 406 14 39 243 17 211 22 63 47 245 16 288 18 2534 127 23 109 28 30 11 38 34 35 35 139 21 233 21 65 46 216 18 290 17 66 12 157 20 201 24 2275 446 11 1,064 2618 2,297 36 68 28 105 29 15 3,176 72 69 61 43 1,377 76 38 100 24 208 23 73 21 2,062 1,061
5
8 9
3
2 1
5 958 66 2,286 2,033 57 3,439 7,601 38 2,479 2,251 56 2,971 3,727 50 1,711 12,958 33 7,365 3 9 6 5 4 2 76 2,543 53 352 0 82 58 1,998 58 171 69 61 11 76 18 45 72 390 72 56 124 45 71 74 38 111 47 159 73 56 3 4 2 6 7 1.89% 73 901 10 536 70 1.06% 76 309 27 870 68 870 4.28% 53 71 60 40,734 19 1,978 4.35% 52 983 6.13% 45 1686 1 8 9 5 7 60% 11 643.6 70 90. 995.7 12 3.41% 63 332 24 11,752 34 1,412 980.5 17 3.47% 62 1499 910.1 55 63.32% 17 118 46 883 67 112 554.4 76 97.10% 687.08940.52 66 37 90.35% 11.35% 12 30 90 60 55 66 4,429 67,423 48 566 905.09 57 30.59% 20 84 57 47,616 16 2,283 602.36 72 96.25% 750.34 61 85.47% 16 155 40 1,057 65 363 650.15 69 94.51% 964.06 24 6.14% 44 68 62 26,580 29 1,296 953.81 29 6.37% 42 808 12 6,560 43 1,992 946.75 32917.08 11.48% 49 29 6.00% 105 46 49 211 40,699 34 20 19,667 2,759 31 4,132 978.75 19 2.56% 71 355 22 4,248 49 1,787 999.08 11 2.24% 72 1504 932.24 43 2.83% 67 179 35 5,373 45 1,880 713.24 64 89.23% 14 66 64 3,578 51 167 938.22 38 2.90% 66 335 23 2,269 55 1,428 927.17 47 13.37% 28 233 32 53,505 14 2,307 668.54986.34 68 14 88.01% 15.09% 15 27 50 177 70 36 1,244 43,188 62 17 2,033 158 913.53 54 4.38% 51 308 28 8,382 37 3,277 928.89 46 3.32% 64 364 19 7,112 40 3,053 965.29 23 2.80% 69 1400 989.22 13 7.34% 39 402 18 58,711 11 5,860 1001.3 10 1.58% 74 1492 982.81 16 6.85% 40 176 37 40,572 21 2,748 739.79 62 89.26% 13 45 72 548 69 35 936.44 41 7.75% 38 304 29 11,289 35 1,845 729.05 63962.94 25 90.68% 10 4.49% 50 332 24 690 14 489 71 37,939 24 368 7,518 966.12 22 4.24% 54 356 21 23,804 30 1,841 697.11 65 93.66% 930.78 44 9.83% 32 96 54 53,814 12 2,502 591.77 73 92.80% 1030.45 1002.36 1001.43 1007.07 1002.37 Redland City Council Pormpuraaw Aboriginal Shire CouncilPormpuraaw Council Shire Quilpie Paroo ShireParoo Council Napranum Aboriginal ShireNapranum Council Noosa Shire Council Northern PeninsulaNorthern Regional Area Council Palm Island Aboriginal Shire Council Council Shire Aboriginal Island Palm Richmond ShireRichmond Council Rockhampton Regional Council Rockhampton Murweh Shire CouncilMurweh Regional Council Burnett North Scenic Rim Regional Council Council Regional Rim Scenic Kowanyama Aboriginal ShireKowanyama Council % Livingstone Shire Council Moreton Bay Regional Bay Council Moreton Somerset Regional Council Council Regional Somerset Lockhart River Aboriginal Shire Council Council Shire Aboriginal River Lockhart Lockyer Valley Regional Council Council Regional Valley Lockyer Mareeba Shire Council Mareeba Council Shire McKinlay Mornington Shire Council Mornington City Isa Council Mount South Burnett Regional Council Burnett South Southern Downs Regional Downs Southern Council Logan City Council Logan Maranoa RegionalMaranoa Council Sunshine Regional Council Coast Longreach Regional Council Longreach Mackay Regional Council Council Regional Mackay Mapoon Aboriginal Shire CouncilMapoon Tablelands Regional Council RegionalToowoomba Council Torres Strait Island Regional Council Council Regional Island Strait Torres Council City Townsville Regional Downs Western Council Torres Shire Council Yarrabah Aboriginal Shire Council Yarrabah Whitsunday RegionalWhitsunday Council Wujal Wujal Aboriginal Shire Council Council Shire Aboriginal Wujal Wujal Winton ShireWinton Council Woorabinda Aboriginal ShireWoorabinda Council
- 34 - Local Government Remuneration and Discipline Tribunal – Remuneration report 2015
• Where a local law or town planning provision does not apply Election Signage to state-controlled roads, Transport and Main Roads will adopt a similar approach to the local government to ensure Election signage in state-controlled consistency across the electoral region. road corridors • However, Transport and Main Roads requirements will take Road safety is a priority precedence, where a local government’s election sign requirements cause a road safety or traffic efficiency The Department of Transport and Main Roads must ensure the problem for a state-controlled road. safety of all road users and promote traffic efficiency on • Queensland’s roads. For these reasons Transport and Main Election signs must be located so as not to distract Roads manages advertising within state-controlled road motorists, restrict sight distances on approaches to corridors. intersections, restrict the visibility of other authorised signs, or otherwise impact on safety. Transport and Main Roads supports sensible and safe • activities during democratic processes and allows the The placement of an election sign must not cause a safety installation of election signs under certain conditions. hazard to other traffic (for example, pedestrians or cyclists). • Election signs must not be fastened to trees or road What are election signs? infrastructure (for example, signs or guardrails). Election signs are any freestanding advertising device • Signs must be made of a material that is designed to be identifying candidates and/or promoting a political party at easily broken. The stake or frame on which the sign is local, state or federal government elections. fastened should have a cross section measurement of not Transport and Main Roads requirements more than 55mm x 25mm. Transport and Main Roads approval is not required for The following location requirements apply for election election signs located within the state-controlled road if: signs: • • Election signs are placed after the official notification of an In rural areas where the speed limit is 80km/h or less, election and removed within seven days (or less if required election signs must be located at least three and a half by the relevant local government) after election polling day. metres from the edge of the nearest traffic lane. • In rural areas where the speed limit is greater than 80km/h, Site selection and lateral placement election signs must be located at least six metres from the Where the local government has not imposed any edge of the nearest traffic lane. additional requirements, election signs will be subject to If you require signage made from heavier materials, please statutory controls and the following criteria: contact a Transport and Main Roads Regional Office. • Election signs, other than approved billboards, are Signs requiring a Transport and Main Roads permit prohibited on motorways, freeways or roads of a similar standard. A Transport and Main Roads permit is required for signs that do not comply with the requirements outlined above. A • Election signs must always be located as close as Transport and Main Roads Regional Office can provide practicable the property boundary and parallel to it. This is assistance. Applications are assessed on their merits. particularly important in urban areas for safety reasons. Other criteria • No portion of an election sign shall project over the carriageway or any surface used by motor vehicles. The candidate accepts liability for any claims arising from the placement of election signs. • Election signs must be non-rotating and must not be illuminated or in corporate reflective or fluorescent materials.
2 This fact sheet provides general information on election • The maximum size of an election sign is 0.6m . signage. For further information contact your regional office at • Election signs must not interfere with a state-controlled road www.tmr.qld.gov.au/About-us/Contact-us/In-person/Roads-offices.aspx or its operation. To locate the Roadside Advertising Guide and other technical • Election signs must comply with any local government law publications visit www.tmr.qld.gov.au about size and numbers.
• Local governments may impose additional requirements on election signs located beside all roads, including state- controlled roads, in a local government area through local laws or town planning provisions.