NOTICE OF GENERAL MEETING
Dear Councillors,
Notice is hereby given of a General Meeting of the Charters Towers Regional Council to be held Wednesday 19 February 2020 at 9.00am at the CTRC Board Room, 12 Mosman Street, Charters Towers.
A Johansson Chief Executive Officer Local Government Regulation 2012, Chapter 8 Administration Part 2 Local government meetings and committees
“274 Meetings in public unless otherwise resolved A meeting is open to the public unless the local government or committee has resolved that the meeting is to be closed under section 275.
275 Closed meetings (1) A local government or committee may resolve that a meeting be closed to the public if its councillors or members consider it necessary to close the meeting to discuss—
(a) the appointment, dismissal or discipline of employees; or (b) industrial matters affecting employees; or (c) the local government’s budget; or (d) rating concessions; or (e) contracts proposed to be made by it; or (f) starting or defending legal proceedings involving the local government; or (g) any action to be taken by the local government under the Planning Act, including deciding applications made to it under that Act; or (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage.
(2) A resolution that a meeting be closed must state the nature of the matters to be considered while the meeting is closed.
(3) A local government or committee must not make a resolution (other than a procedural resolution) in a closed meeting.” GENERAL MEETING
TO BE HELD WEDNESDAY, 19 FEBRUARY 2020 AT 9.00AM
CTRC BOARD ROOM, 12 MOSMAN STREET, CHARTERS TOWERS
MEETING AGENDA
1. Opening of meeting ...... 1 2. Attendance/apologies ...... 1 3. Prayer ...... 1 4. Condolences ...... 1 5. Declarations of Interest ...... 1 6. Deputations ...... 1 7. Confirmation of minutes ...... 1 8. Mayor’s and councillors’ reports ...... 2 9. Business arising from previous meeting minutes ...... 2 10. Reports for consideration – Infrastructure Services ...... 2 11. Reports for consideration – Corporate and Community Services ...... 10 12. Reports for consideration – Office of the Chief Executive Officer ...... 53 13. Reports for consideration - Confidential ...... 218 Close of Meeting for Confidential Reports ...... 218 The meeting will be opened for the taking of resolutions...... 220 14. Mayoral minute ...... 220 15. Close of meeting……………………………………………………………………………………….221 Attachment 'A" Unconfirmed Minutes from General Meeting held 29 January 2020 1. OPENING OF MEETING
2. ATTENDANCE/APOLOGIES
3. PRAYER
4. CONDOLENCES
5. DECLARATIONS OF INTEREST
6. DEPUTATIONS
7. CONFIRMATION OF MINUTES ❖ Minutes of General Meeting held 29 January 2020
1 8. MAYOR’S AND COUNCILLORS’ REPORTS
9. BUSINESS ARISING FROM PREVIOUS MEETING MINUTES
10. REPORTS FOR CONSIDERATION – INFRASTRUCTURE SERVICES
10.1 Trustee Leases for Lot 9 and Lot 11 on GF108 EXECUTIVE SUMMARY This report seeks approval to offer a new five (5) year lease to the existing tenant for reserve land described as Lot 9 and 11 on GF108, located at Glen Houghton Road. The current lease holder requires both lots for property access and has leased both parcels historically. The current Trustee Lease expires on 30 April 2020.
OFFICER’S RECOMMENDATION That Council: ➢ Offer the first right to lease Lot 9 and 11 on GF108 to the current tenant of the said land for a new term of five (5) years, conditional upon consent of the Minister, and subject to the legal considerations outlined in this report.
BUDGET & RESOURCE IMPLICATIONS No expenditure will be required on Council’s part. Council will receive income from lease fees payable.
The costs of registration of the trustee lease with the Department of Natural Resources, Mines and Energy (DNRME) will be the responsibility of the trustee lessee. There is no cost for preparation of a lease agreement as Council has a standard lease document registered with DRNME.
BACKGROUND Council is the trustee of the road reserve described as Lot 9 and 11 on plan GF108, locality plan attached. Previously the area was leased by Council under a similar Trustee Lease ending April 2020.
An inspection of the reserve area has been undertaken and the following noted:
Reserve is in fair condition or ‘B’ grade land condition based on stock route grazing resource monitoring program developed with Department Agriculture and Fisheries Grazing Land Management and in accordance with Council standards for land grading (see Appendix 1 of Charters Towers Stock Route Network Management Plan) and is suitable for leasing with minimal weed control required.
The reserve has two adjoining landowners, the current lessee who resides on Lot 7 and 8 GF77 and an adjoining larger property (L2 SP206851). Section 236(1)(C)(iii) of the Local Government Regulation 2012 states that council may dispose of an asset, by tender or auction if, the disposal of the land or an interest in the land, is for the purpose of renewing the lease of the land, to the existing tenant of the land. In summary, this means Council can offer a new lease to the existing tenant. The relevance of this provision was confirmed by the Local Government Association Queensland (LGAQ).
Given the location of the lease area and the total area involved, the current lease holder may be impacted, if these small parcels were to be offered and taken up by the much larger adjoining landholder as Lot 9 and Lot 11 on GF108 are required for property access and were previously held by State leases prior to changes in the State policy.
LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Infrastructure and Sustainability” in Council’s Corporate Plan (2018-2023).
CONSULTATION (Internal/External)
2 External: Department of Natural Resources, Mines and Energy Local Government Association Internal: Environmental Services Coordinator - Mic Langburne
LEGAL CONSIDERATIONS Local Government Regulation 2012 Section 236(1)(c)(iii) states that a Trustee Lease can be offered to the existing tenant of the land, provided various conditions are met.
Section 236(2) states that disposal of land under this section can only be decided by Council Resolution.
Section 236(3) states that a Local Government may only dispose of the land under this section, if the disposal would be equal to or greater than market value.
Section 236(5) states “ For subsection (3), a written report about the market value of land or an interest in land from a valuer registered under the Valuers Registration Act 1992 who is not an employee of the local government is evidence of the market value of the land or the interest in land.
Land Act 1994 Section 57 trustee leases provides the framework for leases, trustee permits. A Land Officer from State Land Asset Management - Department of Natural Resources, Mines and Energy reviewed Council’s intended actions and had no concerns, as long as Local Government requirements were met.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no political, public relations, financial, workplace health and safety risk implications that warrant the recommendations being declined.
Report Prepared by: Report Authorised by: ASHLEY BLOKLAND CAMERON SCOTT Infrastructure Services Manager Operations Director Infrastructure Services Date: 22 January 2020
ATTACHMENTS • Attachment A – Glen Houghton Road Reserve Area Map.
REFERENCE DOCUMENT • Standard Lease Conditions Doc No. 846320 • Officer’s Report Document No. 1320254 ______
3 Attachment A
4 10.2 Environmental Policy Statement EXECUTIVE SUMMARY To improve Council’s management process, it has been recommended to combine Council’s safety, quality and environmental systems into a single integrated system.
This report aims to amend Statutory Policy S0059/PSD – Environmental Management System, endorse the Environmental Policy Statement contained within the report and enable the Chief Executive Officer to make amendments to the Environmental Policy Statement to best meet the management intent of the new integrated system.
OFFICER’S RECOMMENDATION That Council: ➢ Endorse the reviewed Environmental Policy Statement illustrated in Attachment A; and ➢ Approve the Chief Executive Officer to make amendments to the Environmental Policy Statement that best reflects the direction of the organisation and management of the environment.
BUDGET & RESOURCE IMPLICATIONS By integrating Council’s safety, quality and environmental management systems into a single integrated system removes unnecessary duplication, while streamlining operational efficiencies.
BACKGROUND On 18 April 2018, Council endorsed Statutory Policy No S0059/PSD to align the Environmental Management System to International Standard ISO-14001:2016 as a result of ISO14001:2004 becoming obsolete on 30 June 2018. The amended policy outlined a set of environmental values for Council to meet its environmental obligations.
The Environmental Policy Statement attached is similar to the statement approved by Council at its General Meeting held 18 April 2018. The amendments made to the policy statement is to streamline the endorsement of the policy statement to the Chief Executive Officer, which is consistent with Council’s current safety, quality documents and other operational policies.
LINK TO CORPORATE PLAN 2018-2023 Corporate Plan: Priority Area 7 - Our Organisation: To streamline operations with greater focus on strategic orientations to achieve continuous improvement.
CONSULTATION (Internal/External) Internal: Manager Operations – John Teague Manager Governance and Communications – Camille Conaghan External: Nil
LEGAL CONSIDERATIONS There are no legal considerations that impact on the recommendations.
POLICY IMPLICATIONS There are no legal considerations that impact on the recommendations.
RISK IMPLICATIONS There are no perceived risks that impact on the recommendations.
Report Prepared by: Report Authorised by: MICHAEL LANGBURNE CAMERON SCOTT Manager Environmental Services Director Infrastructure Services Date: 3 February 2019
ATTACHMENTS • Attachment A: Environmental Policy Statement Document No. 1322601
REFERENCE DOCUMENT • Officer’s Report ECM Document No. 1322615
5 ENVIRONMENTAL POLICY STATEMENT
Charters Towers Regional Council is committed to achieving a high standard of environmental care in its activities as a local government. Council recognises that responsible environmental management is increasingly important, with greater expectations being placed on all organisations to minimise their impact on the environment.
To achieve this, the Charters Towers Regional Council commits to the following:
• Acquire and maintain third party certification for road construction and maintenance activities, measured against ISO 14001:2016. • Implementation and maintenance of an Integrated Management System to minimise detrimental environmental impact. • Minimisation of the spread of weeds associated with road maintenance and construction activities. • Operate landfills and water and sewage treatment facilities to ensure minimum long-term environmental impact. • Operate the motor vehicle workshop in an environmentally responsible manner. • Implement site-specific environmental management plans for road construction and maintenance activities. • Control sediment run-off from the Dalrymple Saleyards to ensure minimal impact on waterways. • Continuous improvement; achieved by the ongoing planning for improvements of activities that have the potential to impact on the environment. • Minimisation of pollution to land, air and water. • Investigate and promote the recycling and re-use of goods within Council and the wider community of the region. • Minimisation of the consumption of water, energy, paper and other natural and manufactured resources. • Ensuring that the performance of activities is in accordance with environmental legislation and other requirements to which the Council is bound. • Reporting all relevant incidents related to the environment openly and honestly. • Monitoring of environmental performance against defined objectives and targets. • Provide training to all employees to ensure that Council activities are carried out in an environmentally safe and acceptable manner. • Ensuring that staff and contractors are conversant with the requirements of the Integrated Management System. • Protecting biodiversity and ecosystems and adaption to climate change outcomes for a sustainable future.
Environmental management is not the responsibility of any one person; it is the responsibility of everyone.
CEO Signature______Date: ___/___/______
(Aaron Johansson)
6 10.3 Application for partial simultaneous road opening closure of Ryans Road EXECUTIVE SUMMARY Council has received a request for a proposed partial simultaneous road opening and closure of Ryans Road, Reid River. This is to allow the road reserve to be closed and reopened over the current formed roadway. As Council is responsible for control of the road reserve the Department of Natural Resources, Mines and Energy (DNRME) has requested that Council lodge the application on behalf of the adjoining landowner.
OFFICER’S RECOMMENDATION That Council: ➢ Lodge application for proposed simultaneous road opening and closure application over portions of Ryans Road, Reid River; and ➢ Complete and return Form C to the Department of Natural Resources, Mines and Energy (DNRME).
BUDGET & RESOURCE IMPLICATIONS There are no budget and resource implications associated with lodgement of the application.
BACKGROUND DNRME have requested Council’s support to a proposed simultaneous road opening and closure of a portion of Ryans Road, Reid River on Lot 1 on RP719773.
The landowner of Lot 1 on RP719773 approached DNRME to resolve this matter, with a recommended realignment (see Attachment A). Given that continued access to Reid River is preferred, an updated realignment (see Attachment B) includes continuation of the road reserve for 40 metres on the northern side where the original proposal comes back onto alignment.
Council does not currently maintain this section of Ryans Road and does not have any assets in this area.
It is therefore recommended that Council lodge an application with DNRME on behalf of the adjoining landholder for proposed simultaneous partial road opening and closure application, including the additional 40 meters over the identified area of Ryans Road, Reid River and return a signed LA30 Part C to DNRME.
LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Infrastructure and Sustainability” in Council’s Corporate Plan (2018-2023).
CONSULTATION (Internal/External) Internal: Director Infrastructure Services - Cameron Scott Planner – Prue Miller
External: Mr. Robert Van Damme, Adjoining landowner - Lot 94 on EP97 Mr. Peter Honnef, Adjoining landowner – Lot 95 on EP97 Mr. Ian Reid, Owner, Adjoining landowner - 40 Ryans Road Ms. Angela Garret, Land Officer, DNRME
LEGAL CONSIDERATIONS There are no legal implications that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no political, public relations, financial, workplace health and safety risk implications that warrant the recommendations being declined.
7 Report Prepared by: Report Authorised by: KELIE STANDFAST CAMERON SCOTT Infrastructure Services Administration Coordinator Director Infrastructure Services Date: 7 February 2020
ATTACHMENTS • Attachment A – Map of proposed road opening and closure • Attachment B – Map of preferred road opening and closure
REFERENCE DOCUMENT • Internal correspondence - ECM Document No. 1322672 • Correspondence to Ian Reid – ECM Document No. 1317824 • Officer’s Report Document No. 1323935
ATTACHMENT A
8 ATTACHMENT "B" Simultaneous Road Opening/Closure of Portion of Ryans Road
Proposed Road Opening
Scale @ A3—1:11901
PO Box 189 CHARTERS TOWERS QLD 4820 T: 07 4761 5300 E: [email protected] W. www.charterstowers.qld.gov.au
Date: 1702/2020 Drawn by: Kelie Standfast Document: Simultaneous Road Opening/Closure
9 11. REPORTS FOR CONSIDERATION – CORPORATE & COMMUNITY SERVICES
11.1 Monthly Financial Report EXECUTIVE SUMMARY A complete summary of Council’s position as at 31 January 2020, comparing actuals to original budgets, is presented across the following consolidated reports. After seven months of the 2019/20 financial year, 59% elapsed, operational expenditure is at 56% of the original budget, whilst total revenue is sitting at 97% of original budget.
The higher revenue percentage of 97% is partly a result of the 2nd half yearly 2019/2020 rates levied in February. Removal of the levied rates beyond year-to-date earnings gives a more accurate indicator of revenue sitting at 81% of original budget.
OFFICER’S RECOMMENDATION That Council: ➢ Receive the following reports, presenting the overall financial position of Council as at 31 January 2020; • Consolidated Income Statement • Consolidated Balance Sheet • Consolidated Cashflow Statement
BUDGET & RESOURCE IMPLICATIONS Budgets are monitored real-time as each order is raised, whilst overall monitoring is undertaken fortnightly. The attached reports are at General Ledger Level and therefore expenditure, apart from depreciation; represent cash outgoings, excluding commitments.
BACKGROUND The recommendation above summarises the financial reports presented under this meeting report. See below for summary of Borrowings and monies on Investment as at the reporting period.
Borrowings Loan Drawdown $1,500,000 Less Loan Repayments $430,029 Add Accrued Interest & Administration $97,292 Closing Balance – Loan Funds Owing $1,167,263
Book rate (excluding administration) 2.67% Administration Rate 0.12% Fixed Rate Maturity Date 15/06/2027 Payment Frequency Quarterly Next Payment 15 March 2020
Investments Institution Value as at 31 Term Interest January 2020 Rate Queensland Country Credit Union 12 months $1,000,000 2.60% (QCCU) matures 12/06/2020 Queensland Treasury Corporation $49,457,328 Daily Cash Fund 1.73% (QTC)
2019/20 Rating Overview
Adopted Total Nett Rate Levies & Charges $23,013,900.00 Actual Revenue $14,954,827.45 Total Outstanding (variance) $8,059,072.55 To date prepayments of $412,975.87 towards the 2020/21 rate levies has been received.
10 Rating Calendar: • 2019/20 First Half-yearly rates levies issued o Issue/Discount Close – 5 September 2019 / 8 October 2019 • 2019/20 Second Half-yearly rate levies issued o Issue/Discount Close – 29 January 2020 / 28 February 2020
This table exhibits rates arrears activity for December 2019. $ Balance Arrears (%) Outstanding (%) Outstanding year levies - Current 10,980,447 94.0392 41.53 Outstanding year levies – 2018/19 503,557.47 4.3126 2.34 Outstanding year levies – Pre-2017/18 192,454.61 1.6482 0.87 Total Outstanding Balance 11,676,459.25 100.00
Important points to note from this table include: • Receipts of $1,953,427.78 towards levies owing were received during the prior month, taking total YTD Rate Levy receipts to $14,954,827.45. • Combined Arrears of 44.74% with overall $696,012.08 outstanding for previous year levies.
LINK TO CORPORATE PLAN CTRC Corporate Plan 2018-2023 • Priority Focus Area 7 – Our Organisation
CONSULTATION (Internal/External) Internal: All reports have been reconciled by the responsible officer, as well as undergoing an additional independent check against Council’s General Ledger as at the end of the month prior to this meeting.
External: N/A
LEGAL CONSIDERATIONS There are no legal implications that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS 1. Forward financial planning continues to be a high priority, and the Long Term Financial Model is actively referenced and updated with key changes throughout the year.
2. Large Asset Classes and Projects are actively monitored throughout each fortnight. Fortnightly positions captured via reporting in the case of Roads and Plant, and monthly reports in respect to Water, Sewerage and Buildings. Monitoring and reporting incorporates both actuals and commitments, enabling early detection of concerning variations to budget, or possible trends.
Report Prepared by: Report Authorised by: BELINDA BLOKLAND MARNIE TAYLOR Financial Services Coordinator Director Corporate & Community Services Date: 4 February 2020
ATTACHMENTS Council’s position as at 31 January 2020: • Consolidated Income Statement • Consolidated Balance Sheet • Consolidated Cashflow Statement
REFERENCE DOCUMENT • Monthly Rating Model for January 2020 Document No. 1323283 • Officer’s Report Document No. 1322377 ______
11 INCOME STATEMENT As at 31 January 2020 Year Ended 30 June 2020
2019/2020 2019/2020 2019/2020 Original Actuals Percentage Annual YTD Position Budget 59% REVENUE Recurrent Revenue Nett Rate Levies & Charges General Levies 11,875,000 12,584,873 106% Waste Management Levies 1,286,807 1,328,586 103% Water Allocation Levies 5,935,293 5,241,937 88% Sewerage Levies 3,541,900 3,627,644 102% Excess Water Levies 374,900 (43,787) -12% Total Nett Rate Levies & Charges 23,013,900 22,739,253
Fees & Charges Water Fees & charges 25,000 6,562 26% Sewerage Fees & charges 40,000 27,000 68% Other Fees & charges 2,646,370 1,765,015 67% Total Fees & Charges 2,711,370 1,798,577
Interest received (includes rates & community loans) 998,798 482,486 48% Sales 150,000 97,147 65% Contract Income - RMPC, RPC, PW 2,870,000 7,232,191 252% Other recurrent income 159,510 128,467 81%
Operating Grants & Subsidies Operating Grants & Subsidies 7,623,321 2,446,519 32% Operating Contributions 1,415 - 0% Non Capital Flood Event Grants 17,000,000 17,081,023 100% Total Operating Grants & Subsidies 24,624,736 19,527,542
TOTAL Recurrent Revenue 54,528,314 52,005,663 95%
Capital revenue Capital Grants & Subsidies 5,672,598 6,458,328 114% Capital Contributions 70,000 4,709 7% Total Capital Revenue 5,742,598 6,463,037
TOTAL INCOME 60,270,912 58,468,700 97%
EXPENSES Recurrent expenses Materials, Services & Maintenance (30,817,555) (17,307,148) 56% Employee Benefits (20,867,000) (10,785,885) 52% Audit Fees (241,000) (90,367) 37% Donations (399,550) (86,338) 22% Finance Costs (37,050) (41,935) 113% Depreciation & amortisation (7,426,490) (5,210,954) 70% TOTAL Recurrent Expenses (59,788,645) (33,522,627) 56% Capital operating expenses
TOTAL EXPENSES (59,788,645) (33,522,627) 56%
Notional result attributable to council 482,267 24,946,073
Notional Operating Position before Capital Income (5,260,331) 18,483,036
Notional Op Position before Capital Income & Excess Water (5,635,231) 18,526,823
Notional Cash available for Capital including Grants 7,908,757 30,157,027 Notional 'Council funded Cash' available for Capital 2,166,159 23,693,990 12
Income Statement BALANCE SHEET As at 31 January 2020 Year Ended 30 June 2020
2019/2020 2019/2020 Original Actuals Annual YTD Budget CURRENT ASSETS Cash at Bank & On-Call Investments 25,964,444 50,687,064 Cash Floats 9,400 9,400 Trade and Other Receivables 3,050,384 13,731,562 Inventories 634,671 676,425 Accrued revenue & prepayments 2,450,059 104,119 Non-current assets classfied as held for sale - - TOTAL CURRENT ASSETS 32,108,958 65,208,570
NON-CURRENT ASSETS Receivables 10,942 15,179 Property, plant and equipment 510,119,856 486,168,967 Internal Loan Receivables 8,973,650 368,000 TOTAL NON-CURRENT ASSETS 519,104,448 486,552,146
TOTAL ASSETS 551,213,406 551,760,716
CURRENT LIABILITIES Trade and other Payables 380,361 1,557,649 Borrowings 143,429 74,417 Annual & LSL Provisions 4,101,807 4,211,524 Accrued Expenses & Unearned Revenue 2,870,786 - TOTAL CURRENT LIABILITIES 7,496,383 5,843,590
NON-CURRENT LIABILITIES Trade and Other Payables - - Borrowings 949,418 1,092,846 Non Current LSL Provision 737,660 875,671 Internal Loans Payable 8,973,650 368,000 TOTAL NON-CURRENT LIABILITIES 10,660,728 2,336,517
TOTAL LIABILITIES 18,157,111 8,180,107
NET ASSETS 533,056,295 543,580,609
COMMUNITY EQUITY Council Capital 346,761,888 327,190,949 Asset Revaluation Reserve 160,329,963 154,524,808 Retained Surplus/(Deficiency) - 24,946,073 Cash Reserves 25,964,444 36,918,779 TOTAL COMMUNITY EQUITY 533,056,295 543,580,609
13 Balance Sheet CASH FLOW STATEMENT As at 31 January 2020 Year Ended 30 June 2020
2019/2020 2019/2020 Original Actuals Annual YTD Budget
CASH FLOW FROM OPERATING ACTIVITIES Receipts from customers 28,904,780 25,434,198 Payments to suppliers & employees benefits (52,362,155) (29,155,874) (23,457,375) (3,721,676)
Interest Received 998,000 482,133 Non capital grants & contributions 7,624,736 2,446,519 Non capital NDRRA Event Grants 17,000,000 17,081,023 Borrowing costs - (19,704) Net Cash inflow (outflow) from operating activities 2,165,361 16,268,295
CASH FLOW FROM INVESTING ACTIVITIES Payments for property, plant & equipment Payments for property, plant & equipment (11,701,269) (8,901,349) (11,701,269) (8,901,349)
Receivables-Community Loan Repayments 9,026 4,785 Receivables-Internal Loans 394,350 - Proceeds from sale of property, plant & equipment 539,000 - Capital grants, subsidies, contributions 5,742,598 6,463,037 Net cash inflow (outflow) from investing activities (5,016,295) (2,433,527)
CASH FLOW FROM FINANCING ACTIVITIES Repayment of Internal Loan Borrowings (394,350) - Repayment of External Loan Borrowings (141,054) (66,483) Net cash flow from financial activities (535,404) (66,483)
NET INCREASE (DECREASE) IN CASH (3,386,338) 13,768,285
Opening Cash 29,350,782 36,918,779 Beginning of Reporting Period - Cash Floats 9,400 9,400 Cash at beginning of reporting period 29,360,182 36,928,179
Closing Cash End of Reporting Period - Cash at Bank 25,964,444 50,687,064 End of Reporting Period - Cash Floats 9,400 9,400 Cash at end of reporting period 25,973,844 50,696,464
Cash Movement Net Increase/(Decrease) in Cash at Bank (3,386,338) 13,768,285 Net Increase/(Decrease) in Cash Floats - -
NET INCREASE (DECREASE) IN CASH (3,386,338) 13,768,285 14 Cash Flow Statement 11.2 Request to revoke Statutory Policies S0024, S0025 and S0026 EXECUTIVE SUMMARY This report seeks to revoke Statutory Policies S0024, S0025 and S0026 relating to the making and adoption of Model Local Laws and Subordinate Local Laws. The resolution seeks to simplify Council’s operating procedures by solely utilising the provisions of the Local Government Act 2009 for any future matters relating to making and adopting Local Laws and Subordinate Local Laws into the future.
OFFICER’S RECOMMENDATION That Council: ➢ Revoke Statutory Policy S0024 - Local Laws Process for the Adoption of Model Local Laws; ➢ Revoke Statutory Policy S0025 - Local Laws Process for the Making of Local Laws; and ➢ Revoke Statutory Policy S0026 - Local Laws Process for the Making of Subordinate Local Laws.
BUDGET & RESOURCE IMPLICATIONS There are no budget or resource implications created by this resolution.
BACKGROUND A review of Council’s existing Statutory Polices has been undertaken by Council’s Regional Development Department to simplify Council’s operating procedures. As part of this, it has been determined that Statutory Policies S0024, S0025 and S0026 provide no greater benefit than simply following the requirements of Chapter 3, Part 1 of the Local Government Act 2009. Chapter 3 among other things, prescribes the process for making, recording and reviewing Local Laws. As such, this resolution seeks to revoke these Statutory Policies and rely on the Local Government Act 2009 for all future matters relating to making, adopting and revoking Local Laws and Subordinate Local Laws.
The resolutions to adopt Statutory Policies S0024, S0025 and S0026 were taken by Council on 13 October 2010.
LINK TO CORPORATE PLAN Priority Area 7 – Our Organisation Key Strategies – A Commitment to Continuous Improvement and Business Excellence Key Actions – Commitment to Higher Levels of Customer Service
CONSULTATION (Internal/External) Internal: Chief Executive Officer – Aaron Johansson Director Corporate and Community Services - Marnie Taylor Director Infrastructure Services – Cameron Scott Manager Regional Development – Matthew Kelly Planner – Prue Miller External: Nil
LEGAL CONSIDERATIONS There are no legal considerations created by this resolution that warrant the recommendation to be declined by Council. Where any future Local Law or Subordinate Local Law is to be created, amended or revoked, the provisions of the Local Government Act 2009 will apply.
POLICY IMPLICATIONS There are no policy implications created by this resolution that warrant the recommendation to be declined by Council.
RISK IMPLICATIONS There are no risk implications that warrant the recommendation to be declined by Council.
Report Prepared by: Report Authorised by: MATTHEW KELLY MARNIE TAYLOR Manager Regional Development Director Corporate & Community Services
15 Date: 3 February 2020
ATTACHMENTS • Statutory Policy S0024 - Local Laws Process for the Adoption of Model Local Laws – ECM Document No. 386286 • Statutory Policy S0025 - Local Laws Process for the Making of Local Laws – ECM Document No. 386287 • Statutory Policy S0026 - Local Laws-Process for the Making of Subordinate Local Laws – ECM Document No. 386294
REFERENCE DOCUMENT • Officer’s Report – ECM Document No. 1322545 ______
16 NUMBER: S0024
ACT: Local Government Act 2009 Regulatory Services
POLICY TITLE: Process for the adoption of Model Local Laws
DEFINITION A model local law is a law about a matter within the jurisdiction of local government that is proposed by the Minister as suitable for adoption by local governments as a local law.
OBJECTIVE To establish the process for the adoption of model local laws in accordance with the requirements of Section 29 of the Local Government Act 2009.
POLICY 1. Make proposed law a) Council must, by resolution, adopt the model local law and, if necessary, amend or repeal any relevant existing local law.
2. Give public notice of law Within one (1) month of the day upon which resolution for the adoption of the model local law is taken, Council must notify the public of the making of such model local law.
A notice of the making of the model local law must be published in:- (i) a newspaper that is circulating generally in Council’s local government area; (ii) the gazette; and (iii) on Council’s website.
The public notice must state – a) the name of the local law; b) the date of the resolution making the local law; c) the name of any existing local law amended or repealed by the new local law; d) the purposes and general effect of the model local law; e) that the local law is an adopted model local law ; f) if the model local law contains an anti-competitive provision – that fact; g) that a certified copy of the local law is open to inspection at the local government’s public office and at the department’s state office; h) that a copy of the certified copy of the local law may be purchased at the local government’s office.
17 3. Within seven (7) days of notification of the making of the local law Council shall give the Minister – a) a copy of the notice; and b) a copy of the local law.
18 CHARTERS TOWERS REGIONAL COUNCIL Exceptional Service for an Exceptional Community Statutory Policy
NUMBER: S0025
ACT: Local Government Act 2009 Regulatory Services
POLICY TITLE: Process for the making of a Local Law
DEFINITION A local law is a law developed by Council which is not a model local law and includes an amendment local law that amends an existing local law or a repealing local law that repeals an existing local law.
OBJECTIVE To establish a process for the making of local laws in accordance with the requirements of Section 29 of the Local Government Act 2009.
POLICY 1. Propose a Law Before making the local law, Council must, by resolution, propose to make the law.
2. Ensure proposed law satisfactorily deals with any State Interest (Section 29(A) – Local Government Act 2009) Following resolution proposing to make the law, Council must – a) consult with relevant government entities about the overall state interests in the proposed local law; and b) give the Minister the following – i) a copy of the proposed local law; ii) a drafting certificate for the proposed local law; iii) the following information about the proposed local law – a) any provision of the proposed local law that is a possible anti- competitive provision and actions taken or proposed to be taken by the local government about the provision; and b) information required by the Minister or under a regulation.
3. Consult with public about proposed law Council may proceed further in making the proposed local law by commencement of the consultation period as hereinafter specified once the Minister notifies Council that the overall state interest is satisfactorily dealt with in accord with Section 29(A)(4) of the Local Government Act 2009 and that the proposed local law is drafted substantially in accordance with the drafting standards.
Charters Towers Regional Council - Statutory Policy No.0025 – Process for the making of Local Laws
Adopted: 13 October, 2010 Page 1 of 4 Document No. 489244 Version 1 19 Council must consult with the public about the proposed local law for at least 21 days (the consultation period).
The consultation period shall be for a minimum period of 21 days unless otherwise specified by:
a) a condition agreed by the Minister and Council in step 2 hereinbefore appearing; or b) prescribed by regulation.
The consultation period begins on the day when the notice mentioned in step (4) is first published.
4. A notice about the proposed local law must be – a) published at least once in a newspaper circulating generally in Council’s local government area; b) displayed on public notice boards at both Council’s administration centre’s from the first day of the consultation period until the end of the last day of the consultation period; and c) published on Council’s website.
The notice must state the following – a) Council’s name as the proponent of the local law; b) the name of the proposed local law; c) the purposes and general effect of the proposed local law; d) the length of the consultation period and the first and last days of the period; e) that a copy of the proposed local law is open to inspection at City Hall on or before the last day; f) that a copy of the proposed local law may be purchased from City Hall on or before the last day at a stated price; g) that written submissions by any person supporting or objecting to the proposed local law may be made and given to Council on or before the last day stating – i) the grounds of the submission; and ii) the facts and circumstances relied on in support of the grounds.
The price of a copy of the proposed local law must be no more than the cost to Council in having a copy available for purchase, and, if the copy is posted to the purchaser, the postage cost.
5. Give public access to proposed law On the first day of the consultation period and until the end of the last day of the consultation period – a) a copy of the proposed local law must be open to inspection at City Hall; and b) copies of the proposed local law must be available for purchase from City Hall at the price stated in the notice about the proposed local law.
Charters Towers Regional Council - Statutory Policy No.0025 – Process for the making of Local Laws
Adopted: 13 October, 2010 Page 2 of 4 Document No. 489244
20 6. Accept and consider all submissions The Council must consider every submission properly made to it.
A submission is properly made if it – a) is the written submission of any person about the proposed local law; and b) states the grounds of the submission and the facts and circumstances relied on in support of the grounds; and c) is given to the Council on or before the last day of the consultation period.
7. Decide whether to proceed with making proposed law 1. After considering every submission properly made to it, Council must, by resolution, decide whether to – a) make the proposed local law as advertised (the advertised proposed law) or; b) proceed with the making of the proposed local law with amendments (the amended proposed law); or c) not proceed with the making of the proposed local law.
2. If Council resolves to make the local law as advertised, Council may proceed in accordance with step 9 hereinafter appearing (make proposed law).
3. If Council resolves to proceed with the making of the proposed local law with amendments, Council must – a) advise the Minister of its decision under step 7; and b) give the Minister information about the proposed local law required by the Minister or the regulation.
4. If the Minister considers that State interests are satisfactorily dealt with by the proposed local law, the Minister will advise the Council it may proceed with the making of the local law.
5. Alternatively, if the Minister considers that State interests would be satisfactorily dealt with by the proposed local law if Council satisfied particular conditions, the Minister – a) may impose conditions on Council that the Minister considers appropriate; and b) will advise the Council that it may proceed with the making of the local law if it – i) satisfies any conditions about the content of the proposed local law; and ii) agrees to satisfy any other conditions.
6. Before proceeding further in making a proposed local law, Council must – a) satisfy any condition about the content of the proposed local law; and b) agree to satisfy any other conditions.
Charters Towers Regional Council - Statutory Policy No.0025 – Process for the making of Local Laws
Adopted: 13 October, 2010 Page 3 of 4 Document No. 489244
21 9. Make proposed law 1. Council must, by resolution, make – a) the advertised proposed law; or b) the amended proposed law; or
10. Give public notice of law Within one (1) month of the day upon which resolution for the making of the local law is taken, Council must notify the public of the making of such local law.
A notice of the making of the local law must be published in:- (i) a newspaper that is circulating generally in Council’s local government area; (ii) the gazette; and (iii) on Council’s website.
The public notice must state – a) the name of the local law; b) the date of the resolution making the local law; c) the name of any existing local law amended or repealed by the new local law; d) the purposes and general effect of the local law; e) if the local law is an interim local law – that fact, and the date on which the interim local law expires; f) if the local law contains an anti-competitive provision – that fact; g) that a certified copy of the local law is open to inspection at the local government’s public office and at the department’s state office; h) that a copy of the certified copy of the local law may be purchased at the local government’s office.
11. Within seven (7) days of notification of the making of the local law Council shall give the Minister – a) a copy of the notice; and b) a copy of the local law.
Charters Towers Regional Council - Statutory Policy No.0025 – Process for the making of Local Laws
Adopted: 13 October, 2010 Page 4 of 4 Document No. 489244
22 CHARTERS TOWERS REGIONAL COUNCIL Exceptional Service for an Exceptional Community Statutory Policy
NUMBER: S0026
ACT: Local Government Act 2009 Regulatory Services
POLICY TITLE: Process for the making of Sub-ordinate Local Laws
DEFINITION A sub-ordinate local law is a law made by a local government about a matter that a local law expressly states that the local government may make about the matter.
OBJECTIVE To establish a process for the making of sub-ordinate local laws in accordance with the requirements of Section 29 of the Local Government Act 2009.
POLICY
1. Propose a Law Before making a sub-ordinate local law, Council must, by resolution, propose to make the sub-ordinate law.
NB. Whilst there is no legislative requirement for a drafting certificate for a sub-ordinate local law, sub-ordinate local laws must be written in a manner consistent with the guidelines issued under the Legislative Standards Act 1992. To ensure legislative compliance, it is recommended that Council continue to secure a ‘drafting certificate’ from a legal practitioner prior to the sub-ordinate local law being advertised for public consultation. Under the Local Government Act 2009, drafting certificates with respect to non model local laws are signed by the Chief Executive Officer. The drafting certificate from the legal practitioner is solely for Council records establishing compliance.
2. Consult with public about proposed law Council must consult with the public about the proposed sub-ordinate local law for at least 21 days (the consultation period).
The consultation period shall be for a minimum period of 21 days unless otherwise specified by regulation.
The consultation period begins on the day when the notice mentioned in step (3) is first published.
Charters Towers Regional Council - Statutory Policy No. 26 – Process for the making of Sub-ordinate Local Laws
Adopted: 13 October. 2010 Page 1 of 4 Document No. 489246 Version 1
23 3. A notice about the proposed sub-ordinate local law shall be – a) published at least once in a newspaper circulating generally in Council’s local government area; b) displayed on public notice boards at both Council’s administration centre’s from the first day of the consultation period until the end of the last day of the consultation period; and c) published on Council’s website.
The notice must state the following –
a) the name of the proposed sub-ordinate local law;
b) the name of the local law allowing the sub-ordinate local law to be made; c) the purposes and general effect of the proposed sub-ordinate local law; d) the length of the consultation period and the first and last days of the period; e) that a copy of the proposed sub-ordinate local law is open to inspection at City Hall on or before the last day; f) that a copy of the proposed sub-ordinate local law may be purchased from City Hall on or before the last day at a stated price; g) that written submissions by any person supporting or objecting to the proposed sub-ordinate local law may be made and given to Council on or before the last day stating – i) the grounds of the submission; and ii) the facts and circumstances relied on in support of the grounds.
The price of a copy of the proposed sub-ordinate local law must be no more than the cost to Council in having a copy available for purchase, and, if the copy is posted to the purchaser, the postage cost.
4. Give public access to proposed law On the first day of the consultation period and until the end of the last day of the consultation period – d) a copy of the proposed sub-ordinate local law must be open to inspection at City Hall; and e) copies of the proposed sub-ordinate local law must be available for purchase from City Hall at the price stated in the notice about the proposed sub-ordinate local law.
5. Accept and consider all submissions The Council must consider every submission properly made to it.
A submission is properly made if it – a) is the written submission of any person about the proposed sub-ordinate local law; and b) states the grounds of the submission and the facts and circumstances relied on in support of the grounds; and c) is given to the Council on or before the last day of the consultation period.
Charters Towers Regional Council - Statutory Policy No. 26 – Process for the making of Sub-ordinate Local Laws
Adopted: 13 October. 2010 Page 2 of 4 Document No. 489246 Version 1 24 6. Decide whether to proceed with making proposed sub-ordinate law 1. After considering every submission properly made to it, Council must, by resolution, decide whether to – a) make the proposed sub-ordinate local law as advertised (the advertised proposed law) or; b) proceed with the making of amendments to the proposed sub-ordinate local law; or c) not proceed with the making of the proposed sub-ordinate local law.
2. If Council resolves to make the sub-ordinate local law as advertised, Council may proceed in accordance with step 7 hereinafter appearing (make proposed law).
3. If Council resolves to proceed with the making of amendments to the proposed sub-ordinate local law, Council must – a) determine whether the amendments are so substantial as to require re- consultation with the public and if so, re-publicise the proposed sub-ordinate local law as amended in accordance with steps 3, 4 and 5; or b) determine that the amendments proposed are not substantial and proceed to make the proposed sub-ordinate local law.
7. Make proposed sub-ordinate law 1. Council must, by resolution, make – a) the advertised proposed sub-ordinate law; or b) the amended proposed sub-ordinate law.
8. Give public notice of law Within one (1) month of the day upon which resolution for the making of the sub-ordinate local law is taken, Council must notify the public of the making of such sub-ordinate local law.
A notice of the making of the sub-ordinate local law must be published in:- (i) a newspaper that is circulating generally in Council’s local government area; (ii) the gazette; and (iii) on Council’s website.
The public notice must state – a) the name of the sub-ordinate local law; b) the date of the resolution making the sub-ordinate local law; c) the name of the local law that authorises the sub-ordinate local law to be made; d) the name of any existing sub-ordinate local law amended or repealed by the new sub-ordinate local law; e) the purposes and general effect of the sub-ordinate local law; f) that a certified copy of the sub-ordinate local law is open to inspection at the local government’s public office and at the department’s state office; g) that a copy of the certified copy of the sub-ordinate local law may be purchased at the local government’s office.
Charters Towers Regional Council - Statutory Policy No. 26 – Process for the making of Sub-ordinate Local Laws
Adopted: 13 October. 2010 Page 3 of 4 Document No. 489246 Version 1 25 9. Within seven (7) days of notification of the making of the sub-ordinate local law Council shall give the Minister – a) a copy of the notice; and b) a certified copy of the sub-ordinate local law.
10. The Chief Executive Officer must certify a copy of the sub-ordinate local law.
Charters Towers Regional Council - Statutory Policy No. 26 – Process for the making of Sub-ordinate Local Laws
Adopted: 13 October. 2010 Page 4 of 4 Document No. 489246 Version 1 26 11.3 Request to amend Strategic Policies STRAT0045, STRAT0057 and STRAT0059 EXECUTIVE SUMMARY This report seeks to amend Strategic Policies STRAT0045 relating to the commercial use of local government controlled land, STRAT0057 relating to residential design and siting and amenity and aesthetics applications for Building Work and STRAT0059 relating to the management of local government caravan parks. The amendments seek to reflect the two Directorate Council structure with minor amendments to STRAT0045 to better align with Council’s Local Laws and the Australian Standards.
OFFICER’S RECOMMENDATION That Council: ➢ Endorse the amendments to Strategic Policy, STRAT0045/CCS - Commercial Use of Local Government Controlled Areas and Roads; ➢ Endorse the amendments to Strategic Policy, STRAT0057/CCS - Residential Design and Siting and Amenity and Aesthetics; and ➢ Endorse the amendments to Strategic Policy, STRAT0059/CCS - Management of Local Government Caravan Parks.
BUDGET & RESOURCE IMPLICATIONS There are no budget or resource implications created by this resolution.
BACKGROUND STRAT0045, STRAT0057 and STRAT0059 have been identified as requiring amendments to reflect Council’s new two Directorate structure, formatting requirements and consistency with the remaining of Council policies. Overall the amendments made maintain the intent of the existing policies other than STRAT0045 which has been amended to reduce the minimum width of pedestrian walkways for footpath dining from 2.5m to 1.5m based on the current Australian Standards. The title of STRAT0045 has also been amended to better align with Local Law No. 1 (Administration) 2011. As such, this resolution seeks to amend these Strategic Policies as per the attachments included herein.
LINK TO CORPORATE PLAN Priority Area 1 – Economic Development Priority Area 2 – Tourism
CONSULTATION (Internal/External) Internal: Chief Executive Officer – Aaron Johansson Director Corporate and Community Services - Marnie Taylor Director Infrastructure Services – Cameron Scott Manager Regional Development – Matthew Kelly Planner – Prue Miller External: Nil
LEGAL CONSIDERATIONS There are no legal considerations created by this resolution that warrant the recommendation to be declined by Council.
POLICY IMPLICATIONS There are no policy implications created by this resolution that warrant the recommendation to be declined by Council.
RISK IMPLICATIONS There are no risk implications that warrant the recommendation to be declined by Council.
Report Prepared by: Report Authorised by: MATTHEW KELLY MARNIE TAYLOR Manager Regional Development Director Corporate & Community Services Date: 3 February 2020
ATTACHMENTS
27 • Strategic Policy STRAT0045/CCS - Commercial Use of Local Government Controlled Areas and Roads – ECM Document No. 1177926 • Strategic Policy STRAT0057/CCS – Residential Design and Siting and Amenity and Aesthetics – ECM Document No. 1225549 • Strategic Policy STRAT0059/CCS – Management of Local Government Caravan Parks – ECM Document No. 1225549
REFERENCE DOCUMENT • Officer’s Report – ECM Document No. 1322450 ______
28 STRATEGIC POLICY
NUMBER: STRAT0045 / CORPORATE AND COMMUNITY SERVICES
ACT: LOCAL GOVERNMENT ACT 2009
POLICY TITLE: COMMERCIAL USE OF LOCAL GOVERNMENT CONTROLLED AREAS AND ROADS
1. PURPOSE AND SCOPE 1.1 To provide greater clarity when assessing applications made for a Prescribed Activity under Local Law No. 1 (Administration) 2011 and Subordinate Local Law No. 1.2 (Commercial Use of Local Government Controlled Areas and Roads) 2011. To ensure that applications made for a Prescribed Activity are decided in a consistent and transparent manner whilst being in the best interests of existing businesses, the community and Council.
1.2 The scope of this Policy is to acknowledge that the Region supports a range of commercial activities that may occur on a local government controlled area including: a) Events and associated trading activities; b) Markets; c) Buskers/street entertainers; d) Mobile Food Vendors (includes itinerant traders, stopping as long as it takes to serve customers in a particular location); e) Footpath dining; f) Recreational activities of various kinds (fitness classes); g) The running of tours; h) Short term hire arrangements of recreational equipment; and i) Temporary or fixed position vending.
1.3 It is acknowledged that there are many benefits commercial activity on public land provides, for example: a) A relatively low-cost and low-risk basis for new business entrepreneurs to pilot an idea; b) Enhancing the level of visitor satisfaction by providing a hospitality service in locations where such services would not otherwise be available; c) Assisting in the activation and vibrancy of public spaces, and in some cases, improving the broader commercial/trading environment in the Region; d) Providing a service or experience that is genuinely different to that which can be provided by seemingly equivalent permanent, fixed businesses; and e) Complementing and supporting conventional, fixed, permanent businesses, providing additional income to the Region.
2. COMMENCEMENT OF POLICY This Policy will commence from 1 July 2018. It replaces all other policies relating to Commercial Use of Local Government Controlled Areas and Roads (whether written or not).
3. APPLICATION OF POLICY 3.1 This Policy is to be read in conjunction with Local Law No. 1 (Administration) 2011 and Subordinate Local Law No. 1.2 (Commercial Use of Local Government Controlled Areas and Roads) 2011 for the purposes of assessing and deciding an application made for a Prescribed Activity. In addition to Section 4 of Subordinate Local Law No. 1.2 (Commercial Use of Local Government Controlled Areas and Roads) 2011, this Policy provides additional criteria which Authorised Officers can refer to when assessing and deciding an application made for a Prescribed Activity.
4. DEFINITIONS Term: Definition: Commercial Has the meaning given under Schedule 2, Part 2 in Local Law No. 1 (Administration) 2011. Use of Local
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Term: Definition: Government Controlled Areas and Roads
Footpath Has the meaning given in the Transport Operations (Road Use Management) Act 1995. Goods Includes wares, merchandise, chattels, money, stone, timber, metal, fluid and any other article, substance or material whatsoever and also includes an animal. Local Has the meaning given under Schedule 1 in Local Law No. 1 (Administration) 2011. Government Controlled Area Mobile Means an operator soliciting or carrying on the supply of goods or services (including food or Roadside drink) for profit in circumstances where— vending a) the operator travels from place to place; and b) the operator supplies the goods or services to a customer in response to the customer waving down the operator. Principle Has the meaning given in Schedule 1, Section 6(3)(a) and (4)(a) in the Subordinate Local premises Law No. 1.2 (Commercial Use of Local Government Controlled Areas and Roads) 2011. Road Has the meaning given under Schedule 1 in Local Law No. 1 (Administration) 2011. Sale Includes — a) to sell; and b) sell for resale; and c) offer, or expose for sale; and d) agree or attempt to sell; and e) receive, keep or have in possession for sale; and f) cause or permit to be sold or offered or exposed for sale; and g) provide a sample; and h) barter; and i) auction; and j) supply or have available for supply; and k) suffer or permit any of the above acts. Stationary Means an operator soliciting or carrying on the supply of goods or services (including food or Roadside drink) for profit in circumstances where— Vending a) the operator carries on the activity from— i. a specified place; or ii. a number of specified places; but b) the activity is not footpath dining. Vehicle Has the meaning given in the Transport Operations (Road Use Management) Act 1995. Waste Has the meaning given in the Waste Reduction & Recycling Act 2011.
5. POLICY PROVISIONS 5.1 Legislative Control To be read in conjunction with Local Law No. 1 (Administration) 2011 and Subordinate Local Law No. 1.2 (Commercial Use of Local Government Controlled Areas and Roads) 2011.
5.2 Applications Properly Made For assessment purposes, all applications must be properly made by completing all sections of Form F0181/CCS and paying all applicable fees as per Council’s Fees and Charges Schedule.
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5.3 Objectives a) Achieve fair outcomes, in both procedure and outcome terms; b) Preserve vibrancy and attractiveness to the Region; c) Provide convenient and attractive services to the Region; d) Encourage innovation, new business development and opportunity for growth and jobs; e) Generate returns to ratepayers; and f) Ensure legal robustness, simplicity, administrative efficiency and comprehensibility.
5.4 Guiding Principles a) Community safety; b) Environmental diligence, to avoid unreasonable nuisance, inconvenience or annoyance to adjoining landholders, pedestrian traffic or users of the said land; c) Careful, well considered management in preference to ad hoc approvals; d) Council consultation in the planning process; e) Legislative compliance; f) The activity must not duly interfere with proper use; g) That the physical characteristics of the local government controlled land or road, be suitable for the prescribed activity; and h) To protect local business without hampering innovation, entrepreneurship or impediment to potential tourist trade.
5.5 Guiding Framework Activity Addition Criteria Events a) Every event is unique, with its own specific set of circumstances and requirements. To understand the requirements of an event, Council is to refer to the Events in Qld Handbook (Best practice guidelines for event delivery in Queensland). b) Each event location approved on local government controlled land must be suitable to the scope of the event being considered. For example, a marathon on Council Roads or bull riding at Council’s equestrian centre. Markets a) Market participation is guided by the approval of the market organiser. b) Markets are generally perceived as beneficial to community and therefore approved under a group booking. c) An individual stall holder, partaking in an organised market must still comply with all other laws such as the Food Act 2006 and the Planning Act 2016. Buskers / a) Buskers and Street Performers in general will not be considered as a commercial venture Street for the purpose of this Policy. This activity will be regulated under Subordinate Local Law Entertainers No 1.14 (Undertaking Regulated Activities on Local Government Controlled Areas & Roads) 2011. b) Those participating in these activities are to complete Application Form F0390/CCS prior to undertaking the activity. c) This Policy may however apply to professional street performers performing on a regular basis. Mobile a) Mobile Roadside Vending is only required to have a Food Business Licence in one of Roadside the local government areas within which they intend to operate. A register of Mobile Food Vending Businesses in Queensland is available online at Queensland Government Publications. b) Mobile Roadside Vendors do not include vehicles used to transport food from a fixed premise. c) This Policy does not include stalls on private land.
General Criteria a) Mobile Roadside Vending locations are limited to roads with a 60 km/h speed limit or 50km/h if adjacent to a public space. b) Not to be located on hills, crests or road curvatures. c) Where the road is controlled by the Department of Transport and Main Roads, roadside vending locations will be referred to the Roadside Vending on State-controlled Roads –
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Activity Addition Criteria Technical Assessment Guide. Approval from the Department of Transport and Main Roads will be required prior to the activity taking place. d) Mobile Roadside Vending is limited to 15 hours per week. e) Mobile Roadside Vending is limited to operating hours of between 7:00am and 6:00pm. f) Mobile Roadside Vending operating as an individual entity will not be permitted in any Council Park. The only exception being, the road access corridors contained within Lissner Park. g) Mobile Roadside Vending locations must maintain a safe zone of 5m between curb and road corridor. h) Carparks may be considered for commercial activity, but not within the Central Business District of Charters Towers as defined as the areas within the Centre Zone of the Charters Towers Regional Town Plan. Footpath a) Footpath dining is limited to the footpath immediately adjacent to an existing business. Dining b) The specified area must adjoin the building and not extend beyond the lateral limits of the existing business seeking approval. c) A footpath corridor of a minimum of 1.5m for pedestrian traffic must be maintained in all circumstances. d) The use of umbrellas must have a ground clearance of at least 2m and be securely anchored to the satisfaction of a Council Authorised Officer. Recreation a) Recreation, fitness classes, sporting activities are desirable attributes for a healthy Activities community, however, the risks are real and must be managed. b) An activity seeking approval will be assessed on fit-for-purpose criteria as provided by the Applicant. c) Any activity that utilises props will be assessed individually. Examples may include skipping ropes, dumbbells or tractor tyres. d) In some instances, management plans may be required to address associated risk of an activity being planned. Conducting a) Enhances visitor satisfaction. Tours b) The guiding principle for assessing tours is to ensure visitor safety, environmental vigilance, enhance local business and meet community expectation. Short Term a) Innovation and entrepreneurship are long held values to assist in building communities. Hire b) The guiding principle for short term hire arrangements, is to ensure visitor safety, Arrangements environmental vigilance, enhance local business and meet community expectation.
Temporary or a) Applies to trading at approved events, Fetes and Markets and trading from a fixed Fixed Position location. Vending b) The provision of unpackaged food requires a food licence in accordance with the Food Act 2006.
General Criteria a) Temporary or Fixed Position Vending locations are limited to roads with a 60 km/h speed limit or 50 km/h, if adjacent to a public space. b) Temporary or Fixed Position Vending locations are not to be located on hills, crests or road curvatures. c) Where the road is controlled by the Department of Transport and Main Roads, Temporary or Fixed Position Vending will be referred to the Roadside Vending on State- controlled Roads – Technical Assessment Guide. Approval from the Department of Transport and Main Roads will be required prior to the activity taking place. d) Temporary or Fixed Position Vending is limited to 15 hours per week. e) Temporary or Fixed Position Vending is limited to operating hours of between 7:00am and 6:00pm. f) Temporary or Fixed Position Vending operating solo, will not be permitted in any Council Park. The only exception is the road access corridors of Lissner Park. g) Temporary or Fixed Position Vending locations must maintain a safe zone of 5m between curb and road corridor.
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Activity Addition Criteria h) Carparks may be considered for commercial activity, but not within the Central Business District of Charters Towers as defined as the areas within the Centre Zone of the Charters Towers Regional Town Plan.
5.6 Equal Opportunity It is not the intention of this Policy to support mobile or vendor trading for the sale of goods or provision of services from public land, but rather to tailor goods and services to be an incidental use, and ancillary to the regions business districts.
In the event, competition exceeds expectation, Council reserves the right to limit approved activities and if required, apply an ‘expression of Interest’ document to manage commercial use of public controlled land.
6. POLICY REVIEW The Policy is to be reviewed and amended to reflect legislative changes, or two (2) years from the directive inception if no changes have been required to be enacted, at the direction of the Chief Executive Officer.
Variations The Council reserves the right to vary, replace or terminate this policy from time to time. The Chief Executive Officer has authority to: a) Approve an application that may not adhere to the guiding principles and framework, or b) Review an application, if same meets the guiding principles and framework outlined in this Policy.
Associated Documents 1) Relevant State and Federal Legislation and Policies: a) Local Government Act 2009; b) Transport Operations (Road Use Management) Act 1995; c) Transport Operations (Passenger Transport) Act 1994; d) Transport Infrastructure Act 1994; e) Transport and Main Roads – Guideline (Roadside Vending on State-controlled Roads; f) Land Act 1994; g) Planning Act 2016; h) Environmental Protection Act 1994; i) Food Act 2006; and j) Waste Reduction & Recycling Act 2011. 2) Local Government Local Laws and Policies: a) Local Law No.1 (Administration) 2011; b) Subordinate Local Law No. 1.2 (Commercial Use of Local Government Controlled Areas and Roads) 2011; and c) Charters Towers Regional Town Plan.
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Official Use Only: POLICY VERSION AND REVISION INFORMATION Policy Authorised by: Marnie Taylor Original issue: 18 April 2018 Title: Director Corporate and Community Services Policy Maintained by: Matthew Kelly Current version: 2 Title: Manager Regional Development Review date: 12 months from directive inception
CEO Signature: ______Aaron Johansson
10 December 2019
DIRECTIVE TO CCS:
Key Stakeholders identified and engaged within (Names/Sections here): this development process Regional Development Department
Distribution & Dissemination of approved:
Policy / Administrative Directive / Procedural Guidelines / Other:
Process Stakeholders identified Date completed Email Notices Noticeboards P&C Newsletter Corporate Newsletter Payslips Section/Toolbox meetings Other: Other:
Signed (for and on behalf of CCS): Date:
Recorded/evidence in Document Management System (ECM): 1177926
Strategic Policy STRAT0045/CCS Commercial Use of Local Government Controlled Areas and Roads 34Version: 2 Document Set ID: 1177926 Adopted by Council at its General Meeting held 10 December 2019 Page 6 of 6 Version: 22, Version Date: 03/02/2020 STRATEGIC POLICY
NUMBER: STRAT0057 / CORPORATE AND COMMUNITY SERVICES
ACT: PLANNING ACT 2016 AND PLANNING REGULATION 2017
POLICY TITLE: RESIDENTIAL DESIGN AND SITING AND AMENITY AND AESTHETICS
1. PURPOSE AND SCOPE 1.1 To set out the guidelines to be utilised by Council in assessing Applications for Design and Siting and Amenity and Aesthetics made for certain types of Building Works. For assessment, Council has the role of a Referral Agency under the Planning Regulation 2017.
This Policy has been developed to assist Council Officers in undertaking their assessments and for the community to better understand the Assessment Benchmarks Council will have regard to when making its decision. Overall, the Policy seeks to maintain the residential amenity of Charters Towers for matters relating to building setbacks and the appropriate location of Class 10 structures and buildings.
2. COMMENCEMENT OF POLICY 2.1 This Policy will commence from 17 December 2018. It replaces all other policies relating to residential Design and Siting and Amenity and Aesthetics.
3. APPLICATION OF POLICY 3.1 This Policy applies to Building Works under Schedule 9, Part 3, Division 2, Tables 1 and 3 of the Planning Regulation 2017. Works included are as follows:
Design and Siting: Amenity and Aesthetics: Construction of any Class 1 or Class 10 building or Construction of any Class 10a building more than 2 structure which does not comply with the Design storey's in height and/or having a building height more and Siting Acceptable Solutions of the Queensland than 8.5m. Development Code Mandatory Parts 1.1, 1.2 or 1.3. Construction of either a Class 1 or Class 10 building or structure must not result in a site cover which exceeds 50% of the total area of the subject site. Construction of any Class 10b structure or a combination of structures which exceeds 1.8m in building height and located within 6m of the front property boundary and/or a Council controlled road. The location of any Class 10a Shipping Container or Railway Carriage on premises.
3.2 For assessment of applications for Design and Siting, this applies to all land as applied under the Queensland Development Code Mandatory Parts 1.1, 1.2 and 1.3.
3.3 For assessment of applications for Amenity and Aesthetics, localities are defined as the General Residential Zone within the Charters Towers Regional Town Plan.
4. DEFINITIONS 4.1 The definitions within this Policy are contained below however where a term is not defined herein, the same meaning assigned to them under the Planning Act 2016, Planning Regulation 2017, Building Act 1975, Building Regulation 2006 or the Charters Towers Regional Town Plan.
Term: Definition:
STRAT0057/CCS Residential Design and Siting and Amenity and Aesthetics Version: 2 Adopted by Council at its General Meeting held 10 December 2019 Page 1 of 3 35 Document Set ID: 1225549 Version: 17, Version Date: 03/02/2020 Term: Definition: Adverse Means preventing success or development; harmful; unfavourable. Aesthetics Means a set of principles concerned with the nature and appreciation of beauty. Amenity Means a desirable or useful feature or facility with a pleasant or attractive visual character contributing to a building or place. Building Height Has the same meaning as the Charters Towers Regional Town Plan.
5. POLICY PROVISIONS 5.1 Council requires lodgement of a Design and Siting and/or Amenity and Aesthetics Application prior to the Development Permit for Building Works being approved either by Council or a Private Building Certifier acting as the Assessment Manager.
5.2 Applications will need to be made in the approved form, including but not limited to: a) Completion of Council form; b) Payment of Council fee as per the relevant Fees and Charges Schedule for that financial year; and c) Supply of plans of development including but not limited to site plan and building plans.
5.3 Council will have regard to the following Assessment Benchmarks:
Design and Siting: Amenity and Aesthetics: Current approved use of the site. Whether adjoining land owners have consented to the proposal. The dimensions and configuration of the land on which the building or structure is proposed and whether the site is a corner site. The differences in contours of the land on which the building or structure is proposed compared with the contours of adjoining land. Any adverse amenity impacts created because of the proposal on the established built form including adjoining neighbours or public places. Any underground Council controlled infrastructure and/or easements located within the site. All existing structures and the established built form immediately visible from the site including building line setbacks. Consideration will not be given to existing structures located outside of the immediate visible streetscape. The relevant Performance Criteria of the All existing structures on the site and their total site Queensland Development Codes Mandatory Parts cover and siting. being MP1.1, MP1.2 and MP1.3. The nature of the proposal including its height, design, building materials and colours being complimentary to the existing built form. Where proposing to locate a Class 10a relocatable storage structure, development: a) Is located to the rear of the property; b) Does not dominate any primary or secondary road frontage; and c) Is painted and designed using a similar colour scheme to the existing Class 1a. Whether the existing is suitable or proposed landscaping treatments may be required to soften and/or screen any amenity impacts created because of the proposal. Any other matter which Council may consider relevant given the nature of the proposal and the premises.
5.4 Applications will be assessed and decided.
6. POLICY REVIEW
Strategic Policy STRAT0057/CCS Residential Design and Siting and Amenity and Aesthetics Version: 2 Adopted by Executive Leadership Team 10 December 2019 Page 2 of 3 36 Document Set ID: 1225549 Version: 17, Version Date: 03/02/2020 The Policy is to be reviewed and amended to reflect legislative changes, or one year from the directive inception if no changes have been required to be enacted, at the direction of the Chief Executive Officer.
Variations The Council reserves the right to vary, replace or terminate this policy from time to time.
Associated Documents 1) Relevant State and Federal Legislation and Policies: a) Planning Act 2016; b) Planning Regulation 2017; c) Building Act 1975; d) Building Regulation 2006; and e) The Queensland Development Code Mandatory Parts 1.1, 1.2 and 1.3. 2) Local Government Local Laws and Policies: a) Charters Towers Regional Town Plan.
Official Use Only: POLICY VERSION AND REVISION INFORMATION Policy Authorised by: Marnie Taylor Original issue: 12 December 2018 Title: Director Corporate and Community Services Policy Maintained by: Matthew Kelly Current version: 2 Title: Manager Regional Development Review date: 12 months from directive inception
CEO Signature: Aaron Johansson
10 December 2019
DIRECTIVE TO CCS: Key Stakeholders identified and engaged within this (Names/Sections here): development process Regional Development Department
Distribution & Dissemination of approved: Policy / Administrative Directive / Procedural Guidelines / Other: Process Stakeholders identified Date completed Email Notices Noticeboards P&C Newsletter Corporate Newsletter Payslips Section/Toolbox meetings Other: Other:
Signed (for and on behalf of CCS): Date: Recorded/evidence in Document Management System (ECM): 1225549
Strategic Policy STRAT0057/CCS Residential Design and Siting and Amenity and Aesthetics Version: 2 Adopted by Executive Leadership Team 10 December 2019 Page 3 of 3 37 Document Set ID: 1225549 Version: 17, Version Date: 03/02/2020 STRATEGIC POLICY
NUMBER: STRAT0059 / CORPORATE AND COMMUNITY SERVICES
ACT: LOCAL GOVERNMENT ACT 2009
POLICY TITLE: MANAGEMENT OF LOCAL GOVERNMENT CARAVAN PARKS
1. PURPOSE AND SCOPE 1.1 The Charters Towers Region has long been a destination for local, regional, interstate and international visitors who are seeking an authentic Australian outback experience. Part of this experience includes the use of local government caravan parks which offer unique social, cultural and environmental connections to land and country. This policy has been developed to ensure that these local government caravan parks are managed consistently and sustainably.
1.2 The purpose of this policy is to ensure that local government caravan parks are provided with a consistent and fiscally sustainable level of service for the enjoyment of residents and visitors to the Charters Towers Region.
1.3 The scope of this policy is to: 1) Identify the local government caravan parks for which Charters Towers Regional Council is responsible; 2) levels of service, lengths of stay and fees; 3) Prescribe the obligations of patrons who benefit from local government caravan parks; and 4) Align with Council’s exiting local laws and policies.
1.4 This policy serves as the strategic direction only and where required, site specific land use planning will be developed taking into consideration the requirements of the Queensland State Government and Council’s corporate and operational needs. Matters relating to budgetary requirements will be individually detailed and resolved as part of Council’s annual budget cycle.
2. COMMENCEMENT OF POLICY 2.1 This Policy will replace all other policies relating to local government caravan parks and will take effect from 23 January 2019.
3. APPLICATION OF POLICY 3.1 This policy applies to all local government caravan parks including: 1) Council staff, elected members, contractors and agents associated with the management, repair, maintenance, compliance and enforcement of local laws in these grounds; and 2) The patrons who use these caravan parks and their facilities.
4. DEFINITIONS 4.1 The definitions within this policy are contained below and where a term has not been defined, these terms have the same meaning as those defined in the Local Law No.1 (Administration) 2011 and Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011.
Term: Definition: Accommodation Has the same meaning as Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011. Caravan park Has the same meaning as Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011. Complementary Has the meaning given in Subordinate Local Law No. 1.8 (Operation of Caravan accommodation Parks) 2011. Customer A request for Council to take action to satisfy the needs of a customer. This may be request of a physical nature, such as a request to fill a pothole or to collect a stray dog, or a request for information. Local Has the same meaning as Subordinate Local Law No.4 (Local Government government Controlled Areas, Facilities and Roads) 2011.
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Term: Definition: caravan park Patron A person, group or entity who uses a local government caravan park.
5. POLICY PROVISIONS 5.1 Local Government Caravan Parks There are four local government caravan parks within the Charters Towers Regional Council local government area to which this policy applies. These include:
Local Summary government camping ground Charters Formally described as Lot 1 on CT182102 and located at 2-8 Show Street, Richmond Towers Hill. Facilities include: Showgrounds 1) 240 litre refuse bins; 2) Toilet facilities; 3) Shower facilities; 4) Vehicle access; and 5) Cleared sites.
It is noted that this caravan park only operates when the existing Charters Towers Top Tourist Park, Big Four Aussie Outback Oasis Holiday Park and Dalrymple Tourist Van Park are fully booked during the peak holiday seasons, usually between April and August and during Easter and Christmas holiday seasons.
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Ravenswood Formally described as Lot 11 on GS1095 and located at 89 Deighton Street, Showgrounds Ravenswood. The caravan park facilities are located on the largest northern part of the lot. Facilities include: 1) 240 litre refuse bins; 2) Toilet facilities using an onsite septic system; 3) Shower facilities; 4) Seating and tables both within shelters and open areas; 5) Vehicle access; and 6) Cleared sites.
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Fletcher Creek Formally described as Lot 24 on DV840973 and located at Lynd Highway, Basalt. Camping and Facilities include: Water Reserve 1) A local government notice detailing the obligations for patrons under Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011; 2) Refuse waste dump point for black and grey water waste; 3) 240 litre refuse bins; 4) Toilet facilities using an onsite septic system; 5) Shower facilities; 6) Seating and tables both within shelters and open areas; 7) Unformed vehicle access; and 8) Cleared sites.
The Fletcher Creek Camping and Water Reserve presents a unique and complex regulatory environment given the size and usage of the Department of Transport and Main Roads gazetted road reserve. Given the ongoing confusion between jurisdictional boundaries, further development of a Land Management Plan will be undertaken by Council to further refine the operational scope of this policy.
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Marcrossan Formally described as Lot 26 on BKN137 and located at 64 Macrossan Park Road, Recreation Dotswood. Access is also obtained through Lot 28 on BKN137. Facilities include: Reserve 1) A local government notice detailing the obligations for patrons under Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011; 2) 240 litre refuse bins; 3) Toilet facilities using an onsite septic system; 4) Shower facilities; 5) Seating and tables both within shelters and open areas; 6) Unformed vehicle access; and 7) Cleared sites.
5.2 Desired levels of Service The desired levels of service have been developed to ensure that: 1) A consistent approach to maintenance and compliance is achieved for all local government caravan parks; 2) Levels of service reflect the requirements of patrons during peak holiday and tourism seasons (including Christmas and Easter and the ‘interstate motor traveller months’ between April and August) and in response to customer requests; and 3) Levels of service are flexible and robust in reflecting the human resource and financial capacity of Council for the relevant financial year.
The desired levels of service for each local government caravan park are detailed within Appendix A of this policy.
5.3 Lengths of Stay and Prescribed Fees As each local government caravan park offers a unique experience, the lengths of stay and fees vary in all instances and are prescribed in Appendix B.
The prescribed lengths of stay and fees are enforceable by Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011 and will be clearly sign posted at each local
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government caravan ground. The Council’s annual Fees and Charges Schedule will detail each prescribed fee. Fees will be able to be paid online on Council’s website.
5.4 Obligations of Patrons Patrons are to act in good faith complying with all Federal and State legislative requirements and Council’s Local Laws and Policies. Patrons must not engage in a prohibited activity or restricted activity as mentioned in Schedule 2, Item 8 of Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011 including but not limited to: 1) Ensuring that the caravan and/or camping site is maintained in a clean and sanitary condition; 2) All waste is disposed of in a waste container, or waste disposal system where provided; 3) Ensuring that no more persons are located at any one site as permitted by the local government notice; and 4) Ensuring all fees for use of the caravan and/or camping site are paid in advance to the local government.
5.5 Obligations of Council Council will as part of the long-term management of these local government caravan parks ensure that: 1) Obtain all approvals required under State and Local laws; 2) Adhere to and enforce the requirements of all Local Laws; and 3) Ensure that each local government caravan park is managed and maintained generally in accordance with the desired standards of service as prescribed in Appendix A.
6. POLICY REVIEW The policy is to be reviewed on an annual basis or at the direction of the Chief Executive Officer (or if legislation changes).
Variations Council reserves the right to vary, replace or terminate this Policy from time to time.
Associated Documents 1) Relevant State and Federal Legislation: a) Local Government Act 2009 and Local Government Regulation 2012; b) Planning Act 2016 and Planning Regulation 2017; and c) Land Act 1994 and Land Regulation 2009. 2) Local Government Local Laws and Policies: a) Local Law No.1 (Administration) 2011; b) Subordinate Local Law No.1.2 (Commercial Use of Local Government Controlled Areas and Roads) 2011; and c) Subordinate Local Law No.1.6 (Operation of Camping Grounds) 2011. ______
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APPENDIX A – PRESCRIBED DESIRED LEVEL OF SERVICE Table 1: Desired level of service – Charters Towers Showgrounds Service function maintenance: Level of service: Refuse waste Refuse waste bins are not serviced outside of scheduled event bookings. 6 x 240 litre refuse waste bins serviced weekly during operation as overflow camping facility. Dump point, onsite septic and As required. plumbing Cleaning and hygiene Only serviced prior to scheduled event booking. Serviced daily during operation as overflow camping facility. Open space Serviced weekly. Compliance As required. Information and technology Mobile network coverage is available and therefore no additional infrastructure is to be provided. Signage A local government notice installed at the entry point of the premises detailing the obligations for patrons under Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011. Other (road works, electrical, As required. vandalism etc)
Table 2: Desired level of service – Ravenswood Showgrounds Service function maintenance: Level of service: Refuse waste 13 x 240 litre refuse waste bins serviced weekly between April and August and during Easter and Christmas holiday seasons. 4 x 240 litre refuse waste bins serviced weekly at other times. Onsite septic and plumbing As required. Cleaning and hygiene Serviced daily between April and August and during Easter and Christmas holiday seasons. Serviced twice weekly at other times. Open space Serviced weekly. Compliance Provided by on-site Caretaker and Town Officer as required. Information and technology Mobile network coverage is available and therefore no additional infrastructure is to be provided. Signage A local government notice installed at the entry point of the premises detailing the obligations for patrons under Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011. Other (road works, electrical, As required. vandalism etc)
Table 3: Desired level of service – Fletcher Creek Camping Reserve Service function maintenance: Level of service: Refuse waste 18 x 240 litre refuse waste bins serviced twice weekly between April and August and during Easter and Christmas holiday seasons. 18 x 240 litre refuse waste bins serviced weekly at other times. Dump point, onsite septic and Once per week and additional services as required. plumbing Cleaning and hygiene Serviced twice weekly with truck, water and street cleaner between April and August and during Easter and Christmas holiday seasons. Serviced weekly with truck and water at other times. Open space Half day site maintenance including slashing, removal of debris once per month and additional service as required.
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Service function maintenance: Level of service: Full day maintenance including slashing, removal of debris. Compliance One visit per week between April and August and additional service as required per year. Information and technology No infrastructure provided. Limited service available. Signage A local government notice installed at the entry point of the premises detailing the obligations for patrons under Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011. Other (road works, electrical, One road grade per year and other works as required. vandalism etc)
Table 4: Desired level of service – Macrossan Recreation Reserve Service function maintenance: Level of service: Refuse waste 14 x 240 litre refuse waste bins serviced weekly. Onsite septic and plumbing Once per year and additional service as required. Cleaning and hygiene Serviced twice weekly with truck, water and street cleaner between April and August and during Easter and Christmas holiday seasons. Serviced weekly with truck and water at other times. Open space Half day site maintenance including slashing, removal of debris once per month and as required because of customer request. Full day maintenance including slashing, removal of debris once per year. Compliance One visit per week between April and August and additional service as required. Information and technology No infrastructure provided. Limited mobile network coverage available. Signage A local government notice installed at the entry point of the premises detailing the obligations for patrons under Subordinate Local Law No.4 (Local Government Controlled Areas, Facilities and Roads) 2011. Other (road works, electrical, One road grade per year and other works as required. vandalism etc)
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APPENDIX B – PRESCRIBED LENGTH OF STAY AND FEE Table 1: Prescribed length of stay and fee – Charters Towers Showgrounds Length of Stay: Fee: In accordance with Subordinate Local Law No.4 As per the Fees and Charges Schedule of the relevant (Local Government Controlled Areas, Facilities financial year. and Roads) 2011 and the Department of Natural Resources, Mines and Energy trust land policies.
Table 2: Prescribed length of stay and fee – Ravenswood Showgrounds Length of Stay: Fee: In accordance with Subordinate Local Law No.4 As per the Fees and Charges Schedule of the relevant (Local Government Controlled Areas, Facilities financial year. and Roads) 2011 and the Department of Natural Resources, Mines and Energy trust land policies.
Table 3: Prescribed length of stay and fee – Fletcher Creek Camping Reserve Length of Stay: Fee: In accordance with Subordinate Local Law No.4 Nominal fee in the form of a donation box. (Local Government Controlled Areas, Facilities and Roads) 2011 and the Department of Natural Resources, Mines and Energy trust land policies.
Table 4: Prescribed length of stay and fee – Macrossan Recreation Reserve Length of Stay: Fee: In accordance with Subordinate Local Law No.4 Nominal fee in the form of a donation box. (Local Government Controlled Areas, Facilities and Roads) 2011 and the Department of Natural Resources, Mines and Energy trust land policies.
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Official Use Only: POLICY VERSION AND REVISION INFORMATION Policy Authorised by: Aaron Johansson Original issue: 23 January 2019 Title: Chief Executive Officer Policy Maintained by: Matthew Kelly Current version: 2 Title: Manager Regional Development Review date: 12 months from directive inception
CEO Signature: Aaron Johansson
10 December 2019
DIRECTIVE TO CCS:
Key Stakeholders identified and engaged within Aaron Johansson; Chief Executive Officer this development process Matthew Kelly; Manager Regional and Development Hayley Thompson; Manager Community Services Mic Langburne; Environmental Services Coordinator Troy Risdale; Open Space Coordinator
Distribution & Dissemination of approved:
Policy / Administrative Directive / Procedural Guidelines / Other:
Process Stakeholders identified Date completed Email Notices Noticeboards P&C Newsletter Corporate Newsletter Payslips Section/Toolbox meetings Other: Other:
Signed (for and on behalf of CCS): Date:
Recorded/evidence in Document Management System (ECM): 1207030
STRAT0059/CCS Management of Local Government Caravan Parks 47Version: 2 Document Set ID: 1207030 Adopted by Council at its General Meeting held 10 December 2019 Page 10 of 10 Version: 27, Version Date: 03/02/2020 11.4 Round 2 2019-2020 Charters Towers Regional Arts Development Fund (CTRADF) Committee Recommendations EXECUTIVE SUMMARY Thirteen applications were received for the last of two (2) funding rounds for the 2019-2020 financial year.
Fifteen nominations were received for fourteen areas of representation on the CTRADF Committee. The current committee deliberated on the nominations and recommend twelve community members to be elected as the new CTRADF Committee for 2020-2024.
OFFICER’S RECOMMENDATION That Council: ➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned Regional Arts Development Fund application for Round 2 2019-2020 funding: Recommended Grant Applicant Purpose of Grant Amount Pentland Sewing Group auspiced by Pentland Pentland Through the Years Quilt Project $4,800 + GST Progress Association Inc
➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned Regional Arts Development Fund application for Round 2 2019-2020 funding: Recommended Grant Applicant Purpose of Grant Amount Meg Bassett NAIDOC Exhibition Project $2,400 no GST
➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned Regional Arts Development Fund application for Round 2 2019-2020 funding: Recommended Grant Applicant Purpose of Grant Amount Women of the Outback Shed Wood Artistry Project $4,262 no GST Inc
➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned Regional Arts Development Fund application for Round 2 2019-2020 funding: Recommended Grant Applicant Purpose of Grant Amount Columba Catholic College Let Your Light Shine Project $1,910 +GST
➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned Regional Arts Development Fund application for Round 2 2019-2020 funding: Recommended Grant Applicant Purpose of Grant Amount Towers Arts Inc Painting with Paula Payne Project $6,000 no GST
➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned Regional Arts Development Fund application for Round 2 2019-2020 funding: Recommended Grant Applicant Purpose of Grant Amount Charters Towers Pottery Figure It Out Sculpture Workshop $2,550 no GST Club Inc
48 ➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned Regional Arts Development Fund application for Round 2 2019-2020 funding: Recommended Grant Applicant Purpose of Grant Amount Festival of Voices & Festival of Bands All Souls St Gabriels School $2,657 + GST Project
➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned Regional Arts Development Fund application for Round 2 2019-2020 funding: Recommended Grant Applicant Purpose of Grant Amount Charters Towers Patchwork Our Charters Towers Thread Painting $4,099 no GST & Quilters Group Inc Project
➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned Regional Arts Development Fund application for Round 2 2019-2020 funding: Recommended Grant Applicant Purpose of Grant Amount Queensland Music Festival Lizard Tail Recovery Project $2,500 + GST Pty Ltd
➢ Endorse the recommendation of the Charters Towers Regional Arts Development Fund Committee to approve the undermentioned nominations for the new Committee for a maximum period of four (4) years being 2020-2024: Primary Area/s of Secondary Area/s of Nominee Representation Representation Museums and/or Cultural Theatre/Dance/Performance, Amanda (Mandy) Stevens Heritage Women Multimedia and Melanie Adams Women Theatre/Dance/Performance Young People (under 30 years), Morgan Hermann People with a Disability Writing, Women People with a Disability, Seniors Earl Robinson Visual Art/Craft/Design (aged 55 years +), Men Theatre/Dance/Performance, Indigenous Peoples Community Cultural Development, Steven Harris Museums and/or Cultural Heritage, Festivals, Music, Men
Primary Area/s of Secondary Area/s of Nominee Representation Representation Culturally and Linguistically Music, Cultural Development, Norihiro (Nori) Yamada Diverse (CALD) People Theatre/Dance/Performance, Men Young People (under 30 years), Community Cultural Seniors (aged 55 years +), People Sian Rowe Development with a Disability, Visual Art/Craft/Design, Women Mic Clouten Music Festivals, Writing, Men Joan Royal Seniors (aged 55 years +) Festivals, Women Regional Township Residents Jesse (Jet) Jones Music, Men and Writing Deb Sellars Festivals Music, Women Corey Wills Young People (under 30 years) Music, Men
49 BUDGET & RESOURCE IMPLICATIONS Payment to be made from Work Order Number – 4000401. Remaining funding available for 2019-2020 community applications equates to $31,170 (Round 1 approved funding $4,830). An additional $8.00 to be transferred from returned 2018-2019 RADF funds to cover recommendations.
BACKGROUND Thirteen RADF applications for funding were submitted for Round 2 2019-2020. Of the thirteen applicants, Towers Arts Inc, Charters Towers Pottery Club Inc, Charters Towers State High School P&C Association Inc, All Souls St Gabriels School, Lucky Strike Line Dancers Club Inc, Charters Towers Patchwork & Quilters Group Inc and Meg Bassett have previously received RADF funding and have successfully acquitted their projects. Women of the Outback Shed Inc, Jane Cuddihy, Pentland Sewing Group, Columba Catholic College, Queensland Music Festival Pty Ltd and Amanda Neilson are first-time applicants.
The applications (including support material) and Committee Assessment Sheets were forwarded to the Charters Towers Regional Arts Development Fund (CTRADF) Committee members via email and in person to address the assessment of the applications against the fund’s eligibility criteria. Committee members responded by attending the Round 2 meeting in person or completing the Committee Assessment Sheets and returning them to the RADF Liaison Officer (RLO) for collation prior to the meeting if unable to attend. Nine (9) of the thirteen applications were approved by the CTRADF Committee. A majority decision was made by the Committee to approve the applications above, confirmed by the Committee Chair (Cr Graham Lohmann) signing the attached memo.
Conditions will be attached to the Letter of Offer for each of the successful applications to ensure that the projects achieve maximum reach and impact for the funds provided.
This round was very competitive with over $62,800 in requested funding and only $31,170 in remaining funds. The four (4) unsuccessful applications were declined funding for this round for the following reasons: • Charters Towers State High School P&C Association Inc - Getting Arts to the Towers Project - the application showed a lack of community involvement. • Jayne Cuddihy - Talk of The Towers Project - applicant should consider a smaller project or secure additional funding sources to decrease the requested amount of RADF funding. • Amanda Neilson - Portraits of ‘The Worlde’ History Project - applicant should include a capacity building element to include the community in the project and consider a smaller project or secure additional funding sources to decrease the requested amount of RADF funding. • Lucky Strike Line Dancers Club Inc - Line Dancing Workshop Project - the partnership with the Charters Towers Country Music Festival identified in the application was unsubstantiated and the connection to the ‘Our History’ priority was not considered adequate to approve this application at this time.
The application from Queensland Music Festival for Lizard Tail Recovery Project was not fully funded, in part due to limited funds. The applicant applied for $5,000 and the committee agreed to offer $2,500 in RADF funding for the project.
Feedback reflecting the above reasons will be reiterated in a letter to the unsuccessful applicants encouraging them to amend their application and reapply in a future funding round.
Nominations were called for CTRADF Committee members via Facebook, Council’s Website and The Northern Miner as well as email and personal contact by RADF Liaison Officer and current committee members. Community members with an interest in arts and culture self-nominated by completing a nomination form identifying their areas of representation and supplying a letter of support and a resume.
A total of fifteen nominations were received for thirteen areas of representation. The current RADF Committee deliberated on the nominations and recommend the abovementioned community members to be elected as the new CTRADF Committee for 2020-2024. The total number of committee members will be fourteen providing a wide cross section of the community. Two further members of the committee will be included following the Council elections and allocation of portfolios. A Chairperson and Councillor representative are to be determined by Council.
50 LINK TO CORPORATE PLAN Priority Area - Community - Build strong supportive communities that are culturally and heritage rich.
CONSULTATION (Internal/External) Internal: Manager Community Services - Hayley Thompson
External: Charters Towers Regional Council RADF Committee including: Committee Member Area of Representation Mrs Jeneve Barnicoat Homestead Mrs Katie Jones Pentland & Writing Mrs Dominique Everard-Shepley Theatre, Dance and Performance Ms Meg Bassett Visual Arts and Multimedia Mrs Penney Wilson Music Ms Karly Smith Young Persons Mrs Maree Manley Older Persons Mr Michael Brumby Museums and Cultural Heritage Cr Sonia Bennetto Council Cr Graham Lohmann Council/Chair
LEGAL CONSIDERATIONS There are no legal implications that warrant the recommendation to be declined.
POLICY IMPLICATIONS Projects are in line with Council’s Arts & Cultural Development Policy.
RISK IMPLICATIONS The financial implications are considered to be very low and not a reason for this recommendation to be declined.
Report Prepared by: Report Authorised by: KATHY THORLEY HAYLEY THOMPSON Community Services Officer Manager Community Services Date: 6 February 2020
ATTACHMENTS Signed Memo of Recommendation for nine (9) successful Round 2 2019-2020 RADF applications. ECM Doc # 1322165
REFERENCE DOCUMENT Jane Cuddihy Application ECM Doc # 1319812 Pentland Sewing Group Inc Application ECM Doc # 1322230 Meg Bassett Application ECM Doc # 1322401 Charters Towers State High School P&C Association Inc Application ECM Doc # 1322456 Women of the Outback Shed Inc Application ECM Doc # 1319814 Columba Catholic College Application ECM Doc # 132255 Towers Arts Inc Application ECM Doc # 1322313 Charters Towers Pottery Club Inc Application ECM Doc # 1321937 Amanda Neilson Application ECM Doc # 1322483 All Souls St Gabriels School Application ECM Doc # 1322692 Charters Towers Patchwork & Quilters Group Application ECM Doc # 1322515 Queensland Music Festival Pty Ltd Application ECM Doc # 1322565 Lucky Strike Line Dancers Club Application ECM Doc # 1322536 Completed Round 2 2019-20 Committee Assessment Sheets ECM Doc # 1323381 Minutes of CTRADF Committee Round 2 2019-20 Meeting held 4 February 2020 ECM Doc # 1322335 Officer’s Report ECM Doc # 1322166 ______
51 52 12. REPORTS FOR CONSIDERATION – OFFICE OF THE CHIEF EXECUTIVE OFFICER
12.1 Local Disaster Management Plan EXECUTIVE SUMMARY The Charters Towers Regional Council Local Disaster Management Plan is tabled for Council’s endorsement.
OFFICER’S RECOMMENDATION That Council: ➢ Endorse the Charters Towers Regional Council Local Disaster Management Plan.
BUDGET & RESOURCE IMPLICATIONS There are no budget or resources implications that warrant the recommendation being declined.
BACKGROUND In accordance with the Disaster Management Act of 2003 Section 57(1) states that a local government must prepare a plan (a local disaster management plan) for disaster management in the local government’s area.
In accordance with Section 59 it states that: (1) A local government may review, or renew, its local disaster management plan when the local government considers it appropriate. (2) However, the local government must review the effectiveness of the plan at least once a year.
Council’s Local Disaster Management Plan has not been reviewed, in detail, since 2016 however was assessed, workshopped and included in the Townsville District Disaster Capability Review in 2017/2018. The recommendations referenced in the Capability Review have been included throughout the document.
In 2019 Council was activated as part of the Far North and Northern Queensland Monsoon event. During 2019 the Local Disaster Management Plan has been updated with information arising from this event.
Members of the Local Disaster Management Group were invited to provide feedback and endorse the contents of the Local Disaster Management Plan.
LINK TO CORPORATE PLAN Priority Focus Area – Community – to be an inclusive and engaged resilient community, with access to services and facilities that enable a safe and healthy lifestyle.
CONSULTATION (Internal/External) Internal: Executive Assistant to the Mayor - Jennifer Brown Chief Executive Officer - Aaron Johansson Director Infrastructure Services - Cameron Scott Director Corporate and Community Services - Marnie Taylor Manager Community Services - Hayley Thompson External: Core Members and nominated Advisors of Local Disaster Management Group
LEGAL CONSIDERATIONS There are no legal implications that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no political, public relations, financial or workplace health and safety risk implications that warrant the recommendation being declined.
53 Report Prepared by: Report Authorised by: JENNIFER BROWN AARON JOHANSSON Executive Assistant to the Mayor Chief Executive Officer Date 15 January 2020
ATTACHMENTS • Local Disaster Management Plan – Document No. 1316821
REFERENCE DOCUMENT • Officer’s Report Document No. 1318263 ______
54 DRAFT - Local Disaster Management Plan 2019-2020
Version 7 - 1316821 Date
55 DocumentLocal Set ID: Disaster 1316821 Management Plan – 2019-2020 Page 1 Version: 3, Version Date: 13/02/2020 Contents FOREWORD ...... 2 ENDORSEMENT ...... 2 DOCUMENT CONTROL...... 3 DISTRIBUTION LIST ...... 4 DEFINITIONS AND ABBREVIATIONS ...... 5 COMMUNITY PROFILE...... 8 MANAGING RISK...... 23 HAZARD IDENTIFICATION, MITIGATION AND RISK REDUCTION ...... 23 HAZARD: FLOODING...... 32 HAZARD: SEVERE STORMS INCLUDING CYCLONES...... 40 HAZARD: DAM BREAK...... 42 HAZARD: EARTHQUAKES AND TREMORS ...... 45 HAZARD: BUSHFIRE – URBAN AND RURAL ...... 47 HAZARD: PANDEMIC DISEASE (HUMAN) ...... 49 HAZARD: EXOTIC DISEASE IN ANIMALS...... 51 HAZARD: TERRORISM ...... 53 HAZARD: AIRCRAFT (AVIATION) ACCIDENT ...... 55 DROUGHT DECLARATIONS ...... 58 PLANNING AND PLANS...... 59 COMMUNITY ENGAGEMENT ...... 77 CAPABILITY INTEGRATION ...... 86 OPERATIONS...... 86 COLLABORATION AND COORDINATION...... 88 ACTIVATION - LOCAL LEVELS OF ACTIVATION FOR RESPONSE ARRANGEMENTS ...... 89 ACTIVATION – LOCAL LEVELS OF ACTIVATION FOR RECOVERY ARRANGEMENTS ...... 100
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56 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 FOREWORD The Charters Towers Regional Council is committed to ensuring that the Region remains a safe place to live, work and visit. Through partnerships with the members of the Local Disaster Management Group, the Council will continue to reduce the effects of natural disasters on the Region and its residents through continual disaster planning and education within the region.
ENDORSEMENT The preparation of this Local Disaster Management Plan has been undertaken in accordance with the Disaster Management Act 2003 (the Act), to provide for effective disaster management in the local government area.
The plan is endorsed for distribution by the Charters Towers Regional Council’s Local Disaster Management Group.
It was resolved that at a Meeting of the Charters Towers Regional Council’s Local Disaster Management Group held ? that the Local Disaster Management Plan be endorsed.
Elizabeth R. Schmidt Chair Local Disaster Management Group
Aaron Johansson Local Disaster Coordinator Local Disaster Management Group Date of Endorsement:
The plan is endorsed for distribution by the Charters Towers Regional Council.
Elizabeth R. Schmidt Mayor Charters Towers Regional Council Date of Endorsement:
EXECUTIVE Officers Recommendation: SUMMARY The Local That Council endorse the 2019-2020 Local Disaster Management Plan. Disaster Management Cr moved, seconded by Cr that the Officer’s Plan is tabled recommendation be adopted. for Council’s Carried. endoresement
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57 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 DOCUMENT CONTROL
Amendment Control
The Local Disaster Management Plan is a controlled document. The controller of the document is the Charters Towers Regional Council Local Disaster Coordinator (LDC). Any proposed amendments to this plan should be forwarded in writing to:
The Local Disaster Coordinator Charters Towers Regional Council Local Disaster Management Group PO Box 189 CHARTERS TOWERS QLD 4820
The LDC (Local Disaster Coordinator) may approve inconsequential amendments to this document. Any changes to the intent of the document must be approved and endorsed by the Charters Towers Regional Council.
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.
Amendment Register
Document the history of amendments to the plan.
Amendment Plan Updated
No / Ref Issue Date Inserted by Date
Various 2009 Version 1 January 2010 Version 2 – December 2010 including Disaster 10th December Various 2010 Management and other 2010 Legislation Amendment Bill 2010) 21st November Various 2012 Version 3 – November 2012 2012 Various 2013 Version 4 – August 2013 August 2013
Various 2015 Version 5 – August 2015 August 2015 Version 6 – July 2016 Various 2016 Reviewed Plan by LDMG May 2016 Members in accordance with July 2016 Disaster Management Standard Various 2019 Version 7 - Added August 2019 recommendations from the 2017-2018 Townsville District Disaster Capability Review and from lessons learned – Far North and North Queensland Monsoon Event 2019
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58 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 DISTRIBUTION LIST
The undermentioned organisations will be supplied with an electronic copy of the Local Disaster Management Plan for distribution within their organisations:
Charters Towers Regional Council: Local Disaster Management Group Chair Local Disaster Management Group Deputy Chair Local Disaster Management Group Local Disaster Coordinator Local Disaster Management Group Deputy Local Disaster Coordinator Local Disaster Management Group Secretariat Director Infrastructure Services Director Corporate and Community Services Aerodrome Reporting Officer Local Controller – State Emergency Services Officer in Charge – Queensland Police Service (QPS) Charters Towers (for further distribution) Queensland Fire and Emergency Services – Emergency Management Coordinator (for further distribution) Townsville District Disaster Management Group – District Disaster Coordinator Ergon Energy Telstra Optus Schools: Charters Towers State High School Blackheath & Thornburgh College Columba Catholic College All Souls St Gabriels School Charters Towers Central State School Richmond Hill State School Millchester State School Charters Towers School of Distance Education Greenvale State School Pentland State School Homestead State School Ravenswood State School Charters Towers Ministers’ Fraternal Prospect Community Services Queensland Health – Charters Towers Health Facility
In accordance with Section 60 of the Disaster Management Act 2003, “a local government must ensure a copy of its local disaster management plan is available for inspection, free of charge, by members of the public— (a) at the local government’s head office; and (b) on the local government’s website; and (c) at other places the chief executive officer of the local government considers appropriate. (2) The local government must, on payment of the appropriate fee, give a person a copy of the plan. (3) In this section— appropriate fee means the fee, decided by the chief executive officer of the local government that is no more than the reasonable cost of providing the copy.”
A copy of the Plan, excluding the controlled document annexures, shall be made available for public viewing at Council’s Administration Centre and City Hall and on Council’s website.
Copies of the plan, excluding the controlled annexures, shall be made available for purchase, at a fee determined by Council.
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59 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 DEFINITIONS AND ABBREVIATIONS Definitions
ACTIVATION OF RELIEF Activated by Minister for Police, Fire and Emergency Services for a AND RECOVERY special geographical area affected by a natural disaster to activate MEASURES: DRFA and co-ordinate DRFA assistance measures EMERGENCY A Public Servant from Queensland Fire and Emergency Services MANAGEMENT appointed to provide advice and assistance to Local Government and COORDINATOR: District Disaster Management Groups in Planning and Operations. CHAIRPERSON/LDMG: The Chairperson of the Local group, means the person appointed or acting as the chairperson of the group under section 34 of the Disaster Management Act 2003 also Disaster Management Regulation 2014. COMBINED LOCAL Local Governments that have united with one another for disaster GOVERNMENTS: management purposes. COMMAND: The direction of members and resources of an agency in the performance of the agency's roles and tasks. Command operates vertically within an agency. CONTROL: The overall direction of the activities, agencies or individuals concerned. Control operates horizontally across all agencies, functions and individuals. Situations are controlled. CO-ORDINATION: The bringing together of agencies and individuals to ensure effective disaster management but does not include the control of agencies and individuals by direction. CO-ORDINATION CENTRE: A centre established at State, District or Local level as a centre of communications and co-ordination during response and recovery operations. e.g. DDCC- District Disaster Co-ordination Centre, SDCC- State Disaster Co-ordination Centre, LDCC-Local Government Disaster Co-Ordination Centre. DECLARED DISASTER (i) a police officer; or OFFICER: (ii) a person authorised under s75(1) of the DMA to exercise declared disaster powers for the disaster situation. DISASTER: (1) A “disaster” is a serious disruption in a community, caused by the impact of an event, which requires a significant coordinated response by the State and other entities to help the community recover from the disruption. (2) In this section – ‘serious disruption’ means - (a) Loss of human life, or illness or injury to humans; or (b) widespread or severe property loss or damage; or (c) widespread or severe damage to the environment.
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60 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 DISASTER DISTRICT: Means a part of the State prescribed under a regulation as a disaster district. DISTRICT DISASTER Means the functional group as set out in the Disaster Management Act MANAGEMENT GROUP: 2003 DISTRICT DISASTER Means a person appointed as a district disaster coordinator under COORDINATOR: section 25. DISTRICT DISASTER A plan that documents planning and resource management to counter MANAGEMENT PLAN: the effects of a disaster within the disaster district.
DISASTER MANAGEMENT: Arrangements about managing the potential adverse events, including, for example, arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster.
EXECUTIVE OFFICER – STATE Of the State group, means the person who is the executive officer of DISASTER MANAGEMENT the group under section 19(3). GROUP (SDMG):
EXECUTIVE OFFICER – That person appointed by the District Disaster Coordinator to be the DISTRICT DISASTER Executive Officer of the District Disaster Management Group for MANAGEMENT GROUP: disaster management purposes.
EXECUTIVE OFFICER – LOCAL That person appointed by a Local Government to be the Executive DISASTER MANAGEMENT Officer for disaster management purposes. GROUP:
FUNCTIONAL LEAD AGENCY: A Government department allocated a responsibility by the State Disaster Management Group to coordinate a particular function in respect of disaster management.
HAZARD: A potential or existing condition that may cause harm to people or damage to property or the environment.
INCIDENT: Day-to-day occurrence which are responded to by a single response agency by itself or in cooperation with other response agencies.
LOCAL CONTROLLER: The controller of a Local State Emergency Service Unit appointed under the Disaster Management Act 2003. The Local Controller is usually the appointed leader of a volunteer SES unit
LOCAL DISASTER The persons responsible for implementing the requirements of Local MANAGEMENT GROUP: Government with respect to development & implementation of disaster arrangements for their area.
LOCAL DISASTER A plan that documents agreed arrangements that are in place to deal MANAGEMENT PLAN: with disaster events within its area of responsibilities.
LOCAL DISASTER Chief executive officer, or other council officer appointed by the Chair COORDINATOR: of the LDMG as the Local Disaster Coordinator
MITIGATION: Measures taken in advance of an event aimed at decreasing or eliminating its impact on society and the environment.
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61 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Abbreviations
ADF Australian Defence Force ATSB Australian Transport Safety Bureau BOM Bureau of Meteorology COAG Council of Australian Governments DACC Defence Assistance to the Civil Community DDC District Disaster Co-ordinator DDCC District Disaster Co-ordination Centre DDMG District Disaster Management Group EMC Emergency Management Coordinator (QFES) DMA Disaster Management Act 2003 DOCDSS Department of Communities, Disability Services and Seniors DAF Department of Agriculture and Fisheries DHPW Department of Housing and Public Works HAZMAT Hazardous Material LDMG Local Disaster Management Group LDC Local Disaster Co-ordinator NCTP National Counter Terrorism Plan DRFA Disaster Relief Funding Arrangements QAS Queensland Ambulance Service QFES Queensland Fire and Emergency Services QPS Queensland Police Service DTMR Department of Transport & Main Roads SDCC State Disaster Coordination Centre SDMG State Disaster Management Group SDRA State Disaster Relief Arrangements SES State Emergency Service SITREP Situation Report SDC State Disaster Coordinator SOP Standing Operating Procedures QRA Queensland Reconstruction Authority XO Executive Officer EA Emergency Alert
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62 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 COMMUNITY PROFILE
COMMUNITY CONTEXT
GEOGRAPHY
Charters Towers is located on the Flinders Highway 134km west of Townsville and covers an area of 68,571.2km2 (geographically as big as Tasmania). The Charters Towers Regional Council extends from the Belyando River in the south to the Kennedy Highway, Lynd Junction in the north and west to the Burra Range and east to Reid River 61.8 kilometres southwest of Townsville and embraces the communities of Mingela, Ravenswood, Homestead, Pentland, Balfes Creek, Sellheim, Greenvale, Hidden Valley, Hervey Range and the Burdekin Falls.
The Charters Towers Region extends for 420 kilometres north to south and 318 kilometres east to west.
A principal geographical feature is the Great Dividing Range extending the full length, on the western side, of the Charters Towers Regional Council area, with pockets of tropical and subtropical rainforest existing on the eastern side particularly in the areas of Hidden Valley and High Range.
RIVER SYSTEMS
Several river systems exist within the region, these are the Burdekin, Broughton, Belyando, Cape and Fletcher Rivers, all of which have major feeder tributaries running into them. All systems are subject to flooding pending on rainfall within the area. The Burdekin River is the major river system in the area.
CRITICAL INFRASTRUCTURE AND ESSENTIAL SERVICES
Supplied by Ergon Energy and mostly overhead in all communities. Charters Towers has two main substations Charters Towers Sub and Millchester Sub. Charters Towers Sub is located on the Flinders Highway (East) opposite All Souls and St Gabriels School and Millchester Sub is located approx. five (5) kilometres from the CBD on Bluff Road.
Power is supplied by Energy Queensland and mostly overhead in all communities. Charters Towers has two main substations Charters Towers Sub and Millchester Sub. Charters Towers Sub is located on the Flinders Highway (East) opposite All Souls and St Gabriels School and Millchester Sub is located approx. five kilometres from the CBD on Bluff Road.
Power is supplied to Charters Towers from three feeders. There is a 132KV Transmission line from Ross Substation in Townsville to the Millchester Substation.
There are two (2) 66KV sub-transmission lines coming from Stuart Substation to Woodstock - Mingela then to Charters Towers Substation. The second comes from the Clare Substation via Ravenswood to Charters Towers Substation. These two sub-transmission lines feed power to the west.
Greenvale Township is supplied from a 66 KV line from a connection at Helens Hill near Ingham via Mt Fox to the Greenvale substation, just north of the town. The town is then supplied via an 11 KV line to an underground low voltage distribution system. The Greenvale rural area is supplied by a SWER line.
Homestead, Pentland and Balfe’s Creek is supplied from the Cape River Substation. The main supply to Cape River Substation is by two (2) 66 KV sub–transmission lines from Charters Towers Substation and Millchester Substation, from Cape River Substation two sub transmission lines head west to Hughenden.
Hervey Range area is supplied from a SWER line from Townsville.
Hidden valley is not connected to a power grid, customers are self-generated. DRAFT - Local Disaster Management Plan 2019-2020 - Version 7 - 1316821 Page 8
63 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 WATER
Charters Towers Water Supply: Pumped from the Burdekin River via a weir approximately 14kms from town to the FEJ Butcher Water Treatment Plant then on to a reservoir on Towers Hill and gravity fed over Charters Towers. Reservoir storage capacity is 16.2ML. Average water supply to Charters Towers (Summer): 18.8ML/Day Ave (Nov-Feb). Average water supply to Charters Towers (Winter): 10.3ML/Day Ave (May-Aug).
Ravenswood Water Supply: Water is pumped from the Burdekin River to Suhrs Creek Dam located approximately 2.8km upstream of the town of Ravenswood and then pumped to the water treatment plant on to the water tower for storage and distribution. The dam has capacity of approximately 1380ML at full supply level. The surface area of the dam at full supply level is approximately 39ha.
Pentland Water Supply: Water is pumped from bores adjacent to the Cape River approximately 3km from the Chlorination Plan which in turn is 5km away from the township. The water is then pumped to a reservoir on a hilltop on the outskirts of town. Reservoir storage capacity is 1.0ML.
Homestead Water Supply: No Council water supply in Homestead.
Greenvale Water Supply: Water is pumped from bores in the Burdekin River at Greenvale approximately 21.5kms from town to a small filtration and disinfection unit prior to storage in a hilltop reservoir approximately 3km from town. Reservoir storage capacity is 2.27ML.
Hervey Range: No Council water supply in Hervey Range.
Hidden Valley: No Council water supply in Hidden Valley.
SEWERAGE
Charters Towers: Sewerage is connected to all households in the municipal area. Most outlying properties are on septic. The Sewerage plant is located off the Flinders Highway on Mosman Creek. Auxiliary power is not provided at this facility.
Greenvale: Sewerage is connected to all households in the municipal area. Most outlying properties are on septic.
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64 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Ravenswood: All properties are on septic, with a small number of mine properties serviced by sewerage which is managed by Carpentaria Gold.
Pentland: All properties are on septic.
EMERGENCY SERVICES
State Emergency Services A local State Emergency Service Unit consisting of 4 SES Groups (Greenvale, Pentland, Ravenswood & Charters Towers) with a total of approx. 80 active members, 5 vehicles equipped for rescue & support (including road crash rescue capabilities at Greenvale, Pentland & Ravenswood). 3 floodboats (including a rescue boat for the Burdekin Dam) and 9 trailers (for Traffic Control, Rescue & Welfare) service this council area.
Queensland Fire and Emergency Services - Fire and Rescue A local headquarters in Charters Towers consisting 5 permanent staff, approximately10 auxiliary staff and 1 Decon/Rehabilitation Trailer available to assist the community.
Queensland Fire and Emergency Services (Rural Fire Service) A local headquarters in Charters Towers with 2 permanent staff, 2 operational and 1 administrative. There are approx. 30 volunteer rural fire brigades spread throughout the region.
Queensland Police Service There is a Queensland Police Service station in Charters Towers, with 18 uniform officers, 6 CIB, CPIU & SARCIS, 2 Road Policing Unit and a School Based Police Officer permanently stationed there. There are also single officers stationed at Greenvale, Ravenswood and Pentland.
Queensland Ambulance Service There is a Queensland Ambulance Service station in Charters Towers with 9 officers in the Charters Towers Region and has four vehicles attached to the service.
HEALTH
Charters Towers A 23 bed hospital (acute care facility/service) is located in town. It has a staff consisting of the following:
1 Medical superintendent. 2 senior medical officers. 1 director of nursing/facility manager. 26 full time equivalent nursing staff
Pentland Royal Flying Doctor visits Pentland once per month and the clinic is established at the Pentland Soldiers Memorial Hall.
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65 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Greenvale: Royal Flying Doctor visits Greenvale each fortnight on a Thursday. The clinic is in the Joint Emergency Services building, RFDS has one part of building. QAS/SES/QFES (Rural) shares other part of building. Access to QFES helicopter if Code 1 call out is required. Access to fully equipped Ambulance for Code 2 call out. One (1) Basic Life Support Paramedic available in Greenvale. One (1) Advanced Care Paramedic. Works out of Charters Towers Ambulance Station, however, resides in Greenvale part of the time.
Ravenswood: Royal Flying Doctor visits Ravenswood once per month. A clinic has been set up in the Ambulance Building in Ravenswood. There is a nurse on each shift at the mine. If an Ambulance is required it is dispatched from Charters Towers. There is a helipad near the mine site.
TRANSPORT
State Controlled Roads
The two principal main, state controlled roads, contained within the Charters Towers Regional area are the Flinders Highway A6 (Townsville to Cloncurry) & A2 (Cloncurry to Mount Isa), extending from Townsville to Mt. Isa and the Gregory Developmental Road A7 (Charters Towers – Clermont), extending from Belyando River in the south and connecting with the Kennedy Developmental Road at the Lynd Junction (Charters Towers – Lynd) No. 63 in the North.
The undermentioned table refers to the State Controlled roads within the Charters Towers Region:
Road Road Description Road Code Road Length Townsville – Charters Towers – Reid River to Armstrong Road 14A (A6) 75.5 kms Flinders Highway intersection Charters Towers – Mount Isa – Armstrong Road to Burra Range (past 14B (A6) 139.7 kms Flinders Highway Pentland) Gregory Developmental Road – Belyando River to intersection with 98B 193 kms Charters Towers - Clermont Flinders Highway (West) Gregory Developmental Road – Intersection with Flinders Highway 98C 238 kms Charters Towers – The Lynd (East) to 31 kms past Greenvale Burdekin Dam Falls Road Intersection with 14A at Mingela to 5407 121 kms Burdekin Dam Hervey Range Developmental Townsville City Council Boundary to 83A 93 kms Road Intersection with 98C Ayr – Ravenswood Road Burdekin Shire Boundary to 5472 7 kms Intersection with (Ravenswood)
The main east/west railway line terminating at Mt Isa passes through Charters Towers.
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66 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 AERODROMES/AIRSTRIPS
Council has two (2) trained Airport Reporting Officers on staff, who inspect the Charters Towers Airport three (3) times a week on a roster basis.
Pentland, Ravenswood and Greenvale are not subject to formal inspection processes; however Council’s Town Officers visit the sites on a regular basis to inspect everything is operational.
Charters Towers Aerodrome: Airstrip – 1736 metre sealed runway with a PCN of 7, capable of landing large aircraft in an emergency eg. Hercules Full PAL lighting available with generator backup
Ravenswood Airstrip: Airstrip – 1000 metres gravel strip
Pentland Airstrip: Airstrip – 1200 metres gravel/grass Solar runway lighting and solar-lit windsock installed
Greenvale Airstrip: Airstrip – 1200 metres gravel/grass Solar runway lighting and solar lit windsock installed.
Bredden Airstrip Airstrip – 1900 metres gravel/grass.
Charters Towers Regional Council has been successful in a funding application under the 2019 Queensland Disaster Resilience Fund to have RNAV procedures written to the Charters Towers Airport. Currently this project is on hold as Council is in the process of seeking an exemption from CASA for the width of the Airstrip to remain at 90m. If the exemption is successful Council will be able to call for Tenders for the writing of RNAV procedures to its Airport.
NEIGHBOURING RELATIONSHIPS
Townsville, Hinchinbrook, Burdekin, Palm Island through the NQROC (Regional Organisation of Councils), Townsville Enterprise Limited (Member), Mount Isa to Townsville Economic Zone MITEZ (Member), NQ Dry Tropics (Member) and Northern Alliance of Councils Inc. (NAOC).
POPULATION
The preliminary estimated resident population of Charters Towers Region as at 30th June 2018 was 11,850.
Locality Population (Approx.) Charters Towers area 8120 Ravenswood 255 Pentland 297 Balfes Creek 30 Burdekin Dam 30 Hidden Valley 150 Hervey Range 279 Homestead 48 Mingela 40 Greenvale 232 Other Rural areas 2369 DRAFT - Local Disaster Management Plan 2019-2020 - Version 7 - 1316821 Page 12
67 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The region sees an influx of tourists during the cooler months of the year. The region is an access point for travelling west to the Northern Territory, north to the Gulf area and tourists continuing south to the channel country and east to the Queensland coast.
CLIMATE AND WEATHER
A general outline of the weather pattern for the area is based on two principal seasons, under normal circumstances.
Those being the: wet season extending from the end of November to the end of March and, dry season with intermittent showers for the balance of the year.
Mean annual rainfall for the Charters Towers region is between 550 - 600 mm per annum. Considerable variation to this figure can occur throughout the overall area. At any time of the year the area can be subject to violent thunderstorms with high velocity wind.
General topography of the area varies from tropical and subtropical pockets located in the north eastern section of the Charters Towers Regional Council area, to temperate conditions along the Great Dividing Range to the east of the boundary of the Regional Council and; to arid and semi-arid conditions west of the Range.
COMMUNITY PREPAREDNESS
The Charters Towers Regional Council will ensure that public education material in relation to floods, storms and emergency procedures is available at Council’s:
Administration building; City Hall, and Excelsior Library.
Further, such material will be placed on Council’s website and distributed to townships within the Charters Towers Region for placement on community noticeboards and at places where persons congregate eg. local stores, hotels etc.
In respect to Council’s website, the Emergency Dashboard, http://www.getready.ctrc.qld.gov.au/ will continue to be updated as required. The dashboard will be the point of truth during a disaster event. Council, in partnership with Queensland Fire and Emergency Services, will seek to provide opportunities for additional public education to school aged children (preference curriculum areas under year 5 & 6), throughout the year and preferably prior to the storm season.
Council, in partnership with the Australian Red Cross, will deliver the Pillowcase Project in early 2020, to schools within the Charters Towers Region. The Pillowcase Project is a disaster resilience education program designed to help children, in years 3 & 4, to prepare psychologically and practically for an emergency. This program has been developed with links to the Australian curriculum.
During flood (and other) events, Council’s Communication Coordinator, will work closely with the various media outlets to ensure that the condition of roads in the region is widely disseminated. This aims to assist in reducing the number of persons becoming stranded in the town and on roads in the region. This information will also be placed on Council’s Emergency Dashboard.
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68 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 INDUSTRY
Employment (total) by industry Charters 2018/19 2013/14 Towers Regional Council Change 2013/14 to Industry Number % Queensland% Number % Queensland% 2018/19 Agriculture, Forestry and 613 12.2 2.7 692 13.4 2.7 -79 Fishing Agriculture 587 11.7 2.4 662 12.8 2.4 -75 Aquaculture 0 0.0 0.1 0 0.0 0.0 0 Forestry and 10 0.2 0.0 10 0.2 0.0 0 Logging Fishing, Hunting 0 0.0 0.1 3 0.1 0.1 -3 and Trapping Agriculture, Forestry and 15 0.3 0.2 16 0.3 0.2 -1 Fishing Support Services Mining 660 13.2 2.4 620 12.0 3.0 +40 Coal Mining 0 0.0 1.1 0 0.0 1.2 0 Oil and Gas 5 0.1 0.2 5 0.1 0.3 0 Extraction Metal Ore Mining 592 11.8 0.5 552 10.7 0.5 +40 Non-Metallic Mineral Mining 15 0.3 0.1 10 0.2 0.2 +5 and Quarrying Exploration and Other Mining 48 1.0 0.5 53 1.0 0.8 -5 Support Services Manufacturing 241 4.8 6.9 260 5.0 7.4 -19 Food Product 49 1.0 1.8 52 1.0 1.8 -3 Manufacturing Beverage and Tobacco Product 7 0.1 0.2 7 0.1 0.2 +1 Manufacturing Textile, Leather, Clothing and 8 0.2 0.3 13 0.3 0.3 -5 Footwear Manufacturing Wood Product 20 0.4 0.4 33 0.6 0.4 -13 Manufacturing Pulp, Paper and Converted Paper 3 0.1 0.1 2 0.0 0.1 +1 Product Manufacturing
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69 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Charters 2018/19 2013/14 Towers Regional Council Change 2013/14 to Industry Number % Queensland% Number % Queensland% 2018/19 Printing (including the Reproduction of 1 0.0 0.3 5 0.1 0.3 -4 Recorded Media) Petroleum and Coal Product 0 0.0 0.1 1 0.0 0.1 0 Manufacturing Basic Chemical and Chemical 21 0.4 0.3 26 0.5 0.3 -4 Product Manufacturing Polymer Product and 37 0.7 0.3 18 0.4 0.3 +18 Rubber Product Manufacturing Non-Metallic Mineral Product 4 0.1 0.3 14 0.3 0.4 -10 Manufacturing Primary Metal and Metal 17 0.3 0.6 18 0.4 0.8 -1 Product Manufacturing Fabricated Metal Product 23 0.4 0.5 23 0.4 0.6 -1 Manufacturing Transport Equipment 18 0.4 0.7 10 0.2 0.7 +7 Manufacturing Machinery and Equipment 11 0.2 0.8 12 0.2 0.8 -1 Manufacturing Furniture and Other 23 0.5 0.5 25 0.5 0.5 -2 Manufacturing Electricity, Gas, Water and 23 0.5 1.2 36 0.7 1.3 -13 Waste Services Electricity 21 0.4 0.6 22 0.4 0.6 -1 Supply Gas Supply 0 0.0 0.1 0 0.0 0.2 0
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70 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Charters 2018/19 2013/14 Towers Regional Council Change 2013/14 to Industry Number % Queensland% Number % Queensland% 2018/19 Water Supply, Sewerage and 2 0.0 0.3 12 0.2 0.3 -11 Drainage Services Waste Collection, Treatment and 0 0.0 0.3 1 0.0 0.3 -1 Disposal Services Construction 289 5.8 9.6 394 7.6 9.8 -105 Building 60 1.2 2.5 74 1.4 2.4 -15 Construction Heavy and Civil Engineering 31 0.6 1.2 48 0.9 1.1 -17 Construction Construction 198 3.9 5.9 271 5.2 6.3 -73 Services Wholesale 101 2.0 2.9 102 2.0 3.2 -1 Trade Basic Material 54 1.1 0.7 51 1.0 0.8 +4 Wholesaling Machinery and Equipment 12 0.2 0.8 10 0.2 0.8 +2 Wholesaling Motor Vehicle and Motor 3 0.1 0.3 9 0.2 0.3 -6 Vehicle Parts Wholesaling Grocery, Liquor and Tobacco 13 0.3 0.6 16 0.3 0.6 -2 Product Wholesaling Other Goods 2 0.0 0.5 2 0.0 0.6 -1 Wholesaling Commission- Based 16 0.3 0.1 14 0.3 0.1 +2 Wholesaling Retail Trade 462 9.2 10.5 484 9.3 10.3 -21 Motor Vehicle and Motor 47 0.9 0.9 53 1.0 0.9 -6 Vehicle Parts Retailing
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71 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Charters Towers 2018/19 2013/14 Regional Council Change 2013/14 to Industry Number % Queensland% Number % Queensland% 2018/19 Fuel Retailing 36 0.7 0.4 32 0.6 0.4 +4 Food Retailing 159 3.2 3.3 172 3.3 3.3 -14 Other Store-Based 217 4.3 5.8 225 4.3 5.5 -7 Retailing Non-Store Retailing and Retail 3 0.1 0.1 2 0.0 0.1 +1 Commission Based Buying Accommodation and 321 6.4 7.6 327 6.3 7.2 -6 Food Services Accommodation 76 1.5 1.5 89 1.7 1.5 -13 Food and Beverage 245 4.9 6.1 238 4.6 5.7 +7 Services Transport, Postal and 162 3.2 5.3 203 3.9 5.3 -41 Warehousing Road Transport 90 1.8 2.4 101 2.0 2.2 -11 Rail Transport 32 0.6 0.6 60 1.2 0.6 -28 Water Transport 2 0.0 0.1 3 0.0 0.1 0 Air and Space 0 0.0 0.5 0 0.0 0.6 0 Transport Other Transport 11 0.2 0.1 6 0.1 0.1 +6 Postal and Courier Pick-up and Delivery 20 0.4 0.5 24 0.5 0.6 -4 Services Transport Support 6 0.1 0.7 9 0.2 0.7 -3 Services Warehousing and 0 0.0 0.4 0 0.0 0.3 0 Storage Services Information Media and 70 1.4 1.3 64 1.2 1.4 +6 Telecommunications Publishing (except Internet and Music 7 0.1 0.2 7 0.1 0.3 0 Publishing) Motion Picture and Sound Recording 13 0.3 0.2 12 0.2 0.2 0 Activities Broadcasting (except 5 0.1 0.2 4 0.1 0.2 +1 Internet) Internet Publishing 0 0.0 0.0 0 0.0 0.0 0 and Broadcasting Telecommunications 9 0.2 0.5 10 0.2 0.6 -2 Services
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72 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Charters Towers 2018/19 2013/14 Regional Council Change 2013/14 Industry Number % Queensland% Number % Queensland% to 2018/19 Internet Service Providers, Web Search Portals and 4 0.1 0.1 4 0.1 0.1 0 Data Processing Services Library and Other Information 34 0.7 0.1 27 0.5 0.1 +7 Services Financial and 44 0.9 2.6 51 1.0 2.7 -7 Insurance Services Finance 29 0.6 1.0 30 0.6 1.1 -1 Insurance and Superannuation 6 0.1 0.8 6 0.1 0.8 0 Funds Auxiliary Finance and Insurance 8 0.2 0.8 14 0.3 0.8 -6 Services Rental, Hiring and Real Estate 56 1.1 1.7 55 1.1 2.0 +1 Services Rental and Hiring Services (except 22 0.4 0.4 22 0.4 0.5 0 Real Estate) Property Operators and Real Estate 34 0.7 1.3 33 0.6 1.5 +1 Services Professional, Scientific and 97 1.9 6.4 97 1.9 6.7 0 Technical Services Professional, Scientific and Technical Services 89 1.8 5.2 91 1.8 5.6 -3 (Except Computer System Design and Related Services) Computer System Design and Related 8 0.2 1.2 5 0.1 1.1 +3 Services Administrative and 114 2.3 3.3 107 2.1 3.4 +7 Support Services Administrative 29 0.6 1.7 33 0.6 1.7 -4 Services
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73 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Charters Towers 2018/19 2013/14 Regional Council Change 2013/14 Queensland Industry Number % Number % Queensland% to % 2018/19 Building Cleaning, Pest Control and 84 1.7 1.6 74 1.4 1.7 +11 Other Support Services Public Administration and 321 6.4 7.0 322 6.2 6.5 -1 Safety Public 261 5.2 4.5 259 5.0 4.1 +2 Administration Defence 8 0.2 0.8 7 0.1 0.8 +1 Public Order, Safety and 52 1.0 1.8 56 1.1 1.6 -4 Regulatory Services Education and 13. 670 9.2 613 11.8 8.7 +57 Training 4 Preschool and 12. 611 5.9 558 10.8 5.7 +53 School Education 2 Tertiary Education 14 0.3 2.0 22 0.4 1.9 -8 Adult, Community and Other 44 0.9 1.4 33 0.6 1.1 +12 Education Health Care and 11. 566 13.5 524 10.1 12.5 +43 Social Assistance 3 Hospitals 158 3.2 4.6 160 3.1 4.1 -2 Medical and Other Health Care 113 2.2 4.0 106 2.0 3.7 +7 Services Residential Care 186 3.7 1.9 152 2.9 1.9 +33 Services Social Assistance 110 2.2 3.1 106 2.0 2.8 +4 Services Arts and Recreation 19 0.4 1.6 26 0.5 1.6 -6 Services Heritage Activities 10 0.2 0.2 9 0.2 0.2 +1
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74 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Charters Towers 2018/19 2013/14 Regional Council Change Queensla Queensland 2013/14 to Industry Number % Number % nd% % 2018/19 Creative and Performing Arts 5 0.1 0.3 3 0.1 0.3 +2 Activities Sports and 0 0.0 0.9 9 0.2 0.8 -9 Recreation Activities Gambling Activities 5 0.1 0.3 4 0.1 0.3 0 Other Services 186 3.7 4.0 200 3.9 4.3 -14 Repair and 99 2.0 1.9 113 2.2 2.1 -14 Maintenance Personal and Other 85 1.7 2.1 86 1.7 2.1 -1 Services Private Households Employing Staff and 2 0.0 0.0 1 0.0 0.0 +1 Undifferentiated Goods 100. 100 Total Industries 5,014 100.0 5,175 100.0 -160 0 .0
Source: National Institute of Economic and Industry Research (NIEIR) ©2019.
GOVERNMENT BUILDINGS, FACILITIES AND SERVICES
Charters Towers Regional Council’s Administration Offices and Meeting Chambers are located in Charters Towers. The Office of the Chief Executive Officer and sections of the Directorates of Corporate and Community Services and Infrastructure Services are currently located in the Administration Centre at 12 Mosman Street and City Hall, 70 Mosman Street, Charters Towers. Tenders have been called for the redevelopment of the former Blue Care Respite Centre, to the rear of the Administration Centre, into office space. Corporate and Community Services staff, currently located at City Hall, will move to the Administration Centre sometime in 2020.
Council has two (2) work depots in Charters Towers:
Airport Depot (Corinda Avenue) Highway Depot (Flinders Highway West)
Council has depots in the townships of: Pentland Ravenswood Greenvale
There are Queensland Government and Commonwealth Government Buildings and Offices spread throughout the region:
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75 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Queensland Government buildings and services include: Queensland Health – Charters Towers Health Facility Queensland Health – Eventide Aged Care Facility Queensland Health – Charters Towers Rehabilitation Centre Department of Agriculture and Fisheries Department of Agriculture and Fisheries – Tropical Weeds Research Centre Department of Agriculture and Fisheries – Spyglass Research Facility – Gregory Developmental Road Queensland Ambulance Service – Charters Towers Queensland Fire and Emergency Services – Charters Towers – Urban, Rural & State Emergency Services Queensland Police Service o Charters Towers o Greenvale o Pentland o Ravenswood Queensland Courts – Charters Towers Centrelink – Charters Towers Education Queensland o Charters Towers o Greenvale o Pentland o Ravenswood o Homestead Independent Schools – Charters Towers Federal Member for Kennedy Office – Charters Towers State Member for Traeger Office – Charters Towers Department of Defence - RAAF Air Cadets – Charters Towers Department of Defence – Macrossan Army Camp
PUBLIC BUILDINGS, SPACES AND EVENTS
The Charters Towers Region has no areas that would be considered high density. Areas where the density of people would be increased on occasion include: Regional Halls Motorcross precinct Motorsports precinct Bivouac Junction – outdoor concerts and camping relating to long weekends and events Camping grounds Local Parks Library Show Grounds Rodeo Grounds Public Swimming Pools Public toilets Hotels Motels Shops Australia Post Banks Family Support Centre Churches Clubs
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76 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Schools
Columba Catholic College - Mt Carmel Campus Columba Catholic College – St Mary’s Campus Blackheath and Thornburgh College All Souls St Gabriels School Charters Towers State High School Charters Towers School of Distance Education Central State School Millchester State School Richmond Hill State School
EVENTS
The Charters Towers Region hosts events throughout the year. These events attract locals and tourists alike. The dates of these events vary from year to year however the month remains constant:
January Goldfield Ashes cricket Carnival January Australia Day events March Charters Towers Pony Club – Horsesports March Charters Towers “Gold and Dust” Rodeo April All Australia Jamboree April Dalrymple Arena Campdraft April Anzac Day May Charters Towers Country Music Festival May Sutherland Park Campdraft (Pentland) May Greenvale Campdraft May All Breed Pigeon Show June Motor Show and Swap Meet June Burnouts June Hervey Range Spirit & Soul Festival July Charters Towers Gold City Campdraft July NAIDOC Week July Heart of Goldfields Rodeo August Charters Towers Agricultural Show August King of Goldfields Motorcross August Blackheath & Thornburgh College Reunion and Garden Party August Charters Towers Pony Club Gymkhana August Charters Towers Eisteddfod August Charters Towers Community Day September Dalrymple Country Music Weekend September Reedybrook Ashes September Ewan Races October Inland Barra Classic October Charters Towers Amateur Races October Ravenswood Halloween Ball October Towers Rush November Richmond Hill State School Fete November Pentland Races December Christmas Fair
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77 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 MANAGING RISK (Standard for Disaster Management in Queensland)
The management of risk is fundamental to making the community safer. Risks need to be identified for both natural and human caused hazards. Entities have a shared responsibility to work together with their community to develop integrated strategies.
Outcomes:
There is a shared understanding of the risks for all relevant hazards; and Risk is managed to reduce the impact of disaster on the community.
HAZARD IDENTIFICATION, MITIGATION AND RISK REDUCTION
BURDEKIN RIVER - Flood Risk
The Burdekin River basin drains an area of about 130,000 square kilometres. Two main tributaries drain the catchment, the Burdekin River flowing from the north and the Belyando from the south, which joins at the Burdekin Falls Dam. Downstream of the Dam, the Bowen and Bogie Rivers join the Burdekin River before it flows into the sea near Ayr/Home Hill.
Major floods, causing inundation of properties and closure of main roads, can occur along the major rivers both upstream and downstream of the Burdekin Falls Dam. Downstream of the Dam, major flooding in the Ayr and Home Hill areas results from either flood waters travelling down from the upper Burdekin and Belyando basin or from intense rain in areas below the Dam.
Previous Flooding
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78 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The table below summarises the flood history of the Burdekin River catchment - it contains the flood gauge heights of the highest know floods recorded at selected river height locations, together with heights of recent floods. Information provided by the Bureau of Meteorology.
Flood Event Sellheim Taemas St Anns Burdekin Falls Dam Apr 1958 7.70 - - - Feb 1968 13.41 - 8.17 - Jan 1972 16.99 5.37 - - Jan 1974 16.78 9.59 8.69 - Jan 1991 15.50 8.81 7.71 4.93* Early Feb 9.45 - 8.16 3.95* 1991 Late Feb 1991 19.70 9.66 - 6.85* Jan 1998 20.50 9.00 - 4.96* Feb 2008 13.45 8.09 8.93 2.25* Feb 2009 20.50 8.74 5.03 6.69* Mar 2012 16.21 9.41 7.63 5.07* Mar 2017 - - 5.69 Feb 2019 18.10 7.96 - 6.27
All heights are in metres on flood gauges. [*] Indicated height in metres over the Spillway.
Historical flood heights for all river stations in the Burdekin River Flood warning network, as shown on the undermentioned map, are available from the Bureau of Meteorology upon request.
Map 1 – Coastal Rivers – North – Burdekin Basin – Flood Warning Network as at 08/09/2015 (Map produced by Flood Forecasting and Warning Services, Bureau of Meteorology, Brisbane
Flood Monitoring System – Burdekin River crossing – Hervey Range Developmental Road
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80 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The table below shows the flood classifications for selected river height stations in the Burdekin River catchment and has been provided by the Bureau of Meteorology:
River First Minor Towns Crossing Crops & Moderate Major Flood Height Report Flood and Height Grazing Flood Level Level Station Height Level Houses Greenvale 6.0 - 8.0 17.0 12.0 - 18.0 Blue Range 7.0 3.2 (B) 8.0 20.0 12.0(d/s) - 15.0(d/ s) Mt Fullstop - - 5.5 - 11.5 - 17.0
Sellheim 2.0 13.5 (B) 12.0 14.0 14.0 18.0 15.0
Mt Douglas 4.0 9.2 (B) 5.0 6.0 8.0 10.0 9.0 Burdekin Falls 0.0 0.0 (S) 3.0 - 5.5 - 8.0 Dam Taemas 3.0 4.60 (B) 5.0 - 7.0 - 8.0 St Anns - - 4.0 - 6.5 - 10.0
All heights are in metres on flood gauges.
(B) = Bridge (A) = Approaches (C) = Causeway (X) = Crossing (S) = Spillway (d/s) = Downstream
The above details are correct at the time of preparing this document. Up-to-date flood classifications and other details for all flood warning stations in the network are at:
http://www.bom.gov.au/qld/flood/networks/index.shtml
Burdekin River Catchment – Assessment of the Flood Potential
Major flooding requires a large-scale rainfall situation over the Burdekin River catchment. The completion of the Burdekin Falls Dam in the 1980's has reduced to some extent the occurrence of major flooding in the lower reaches. Major flooding still occurs, however, in the lower reaches from the runoff produced by heavy rainfall and flooding in the lower Burdekin, Bowen and Bogie River catchments. The following can be used as a rough guide to the likelihood of flooding in the catchment:
Average catchment rainfalls of in excess of 200mm in 48 hours may cause moderate to major flooding and traffic disabilities to develop, particularly in low-lying areas of the Burdekin River catchment downstream of the Burdekin Falls Dam and extending into the Burdekin River delta area. Average catchment rainfalls of in excess of 300mm in 48 hours may cause major flooding and traffic disabilities to develop, particularly in low-lying areas of the Burdekin River catchment downstream of the Burdekin Falls Dam and extending into the Burdekin River delta area.
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81 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 A Natural Disaster Risk Management Study was completed in 2010 for the Charters Towers Region. The outcome of this study includes an updated list of risks, a risk analysis and mitigation plan. It is Council’s intention to review the risks contained within this plan. Council is working with its Emergency Management Coordinator, Queensland Fire and Emergency Services, regarding the requirements under the Queensland Emergency Risk Management Framework (QERMF) and identifying risks associated with certain hazards. This project will continue into 2020.
There were thirty (30) risks identified for the Charters Towers region contained within the Risk Management Study and they are as follows:
1. People are stranded on road – stable or receding water levels 2. People are stranded on the highway – rising flood waters 3. Locals bogged on dirt roads 4. People are stranded on their properties without adequate supplies 5. Short term localised urban flooding 6. Charters Towers is isolated for an extended period (>2 days) 7. Livestock is unable to be transported from municipal yards for an extended period (> 2 days) 8. Houses are flooded Severe storms (including tornados)
9. Buildings are severely damaged 10. Power is interrupted 11. Water services are interrupted for more than 24 hours 12. Sewerage system fails for more than 24 hours 13. UHF repeaters is/are lost 14. Landline phone access is lost 15. Hospital is unusable
Fire
16. Fire in CBD affecting multiple buildings 17. Large scale bushfire
Other
18. Mass casualties (>10) (eg due to building collapse, major traffic accident) 19. Outbreak of livestock disease (or outbreak scare) 20. Major transport accident 21. Aviation accident due to wildlife 22. Hazardous Chemical spill/release 23. Earthquake 24. Emergency services are unable to provide expected level of service during critical event 25. Dam failure (Suhrs, Paluma, Burdekin Falls) 26. Contamination of water supply 27. Pandemic 28. Missing person/s 29. Area is hit by major cyclone 30. Terrorism
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82 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The following risks have been given an overall initial assessment of High. The likelihood of such risks has been referenced being the most likely to impact the Charters Towers region:
Risk No. Risk Likelihood 6. Charters Towers is isolated for an extended period (>2 days) Likely 7. Livestock is unable to be transported from municipal yards for Likely an extended period (> 2 days) 11. Water services are interrupted for more than 24 hours (Becomes Likely high if generator power is unavailable) 12. Sewerage system fails for more than 24 hours (Becomes high if generator Possible power is unavailable) 14. Landline phone access is lost (Becomes high if UHF is lost at the same Likely/ time) Possible 16. Fire in CBD affecting multiple buildings Possible 18. Mass casualties (>10) (eg. due to building collapse, major traffic accident) Possible 19. Outbreak of livestock disease (or outbreak scare) Possible 20. Major transport accident (becomes high if mass casualties or road Possible closure for an extended period 21. Aviation accident due to wildlife Likely 22. Hazardous chemical spill/release (becomes High if mass casualties or Possible requirement for mass evacuation) 27. Pandemic (medium to high, if the pandemic is deadly) Likely/ Possible 28. Missing person/s Possible 29. Area is hit by cyclone Possible
The risk assessment was conducted in accordance with AS/NZS ISO 31000:2009. The current risk management guidelines is 31000:2018.
(The current Australian Standard – Risk Management – Guideline is AS ISO 31000:2018. This standard originated as AS/NZS 4360:1995, Third edition 2004. Jointly revised and redesignated as AS/NZS ISO 31000:2009. Revised and redesignated as AS ISO 31000:2018)
A key component of disaster management is the preparation of accurate and detailed risk studies and the implementation of effective mitigation strategies. The purpose of a mitigation plan is to rationalise the process of determining these strategies and to outline how they are to be implemented and monitored.
Following completion of the risk register, risk treatments were grouped into manageable projects and recorded in a disaster mitigation project register. The register outlines each mitigation project, its strategies and actions, approximate project cost, responsible lead agencies and the Council Officer responsible for overseeing the project. This disaster mitigation plan outlines how the Charters Towers Regional Council study advisory group completed the disaster risk study and the findings of the study. This plan also outlined the disaster mitigation goals, objectives and strategies of the Region for the next 10 years to 2020 and at this time is to be reviewed.
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83 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The Charters Towers Region will continue to implement best practice risk assessment and management practices in the region. The region will comply with the risk management standards (AS ISO 31000:2018) in order to achieve:
• a more rigorous basis for decision making and planning; • better identification of threats; • gaining value from uncertainty and variability; • pro-active rather then re-active management; • more effective allocation of resources; • improved incident management and reduction in loss and cost of risk; • improved community confidence and trust; • improved compliance with relevant legislation, and • better corporate governance.
Hazardous Sites and Possible Threats
There is a rail corridor between Townsville and Charters Towers and ends at Mount Isa and, is used to transport hazardous substances, it is also to be noted that the rail corridor traverses near the CBD.
Fuel is stored in underground tanks both at Council’s Airport and Highway Depots.
AVGAS is available on site at the Charters Towers Airport with a 50,000 L capacity. The installation of a Jet A1 bowser will be completed end of February 2020. This will be a 10,000 L capacity.
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84 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Currently there is aviation fuel stored at the Charters Towers Airport in a lockable shed, however when the Jet A1 is installed, such storage will be reviewed.
The fuel supply at the Charters Towers Airport is inspected on a regular basis.
There are two (2) fuel stations contained in the Charters Towers CBD area and others located on the outskirts of town and quite close to residential areas. There is a roadhouse on the outskirts of Charters Towers that caters for all vehicles including but not limited to road trains. There is also a bulk fuel supplier located to the south of Charters Towers.
In the township of Ravenswood, petrol bowsers are located near the local store and is close to residential areas.
In the township of Pentland there is a garage which sells fuel located near the Flinders Highway and is close to residential areas.
In the township of Greenvale there is a roadhouse at the entry to the township that supplies fuel.
There is a roadhouse on the Gregory Developmental Road (Charters Towers – The Lynd) that supplies fuel. There is a roadhouse on the Gregory Developmental Road (Charters Towers – Clermont) that supplies fuel. Both establishments are away from residential areas however are close to the highway. They also have living quarters and camping areas available.
In the areas of Charters Towers, Ravenswood, Pentland and Greenvale, hazardous substances are also contained at the swimming pools eg chlorine storage.
Johnex Explosives is located on the southern side of Charters Towers and stores and manufactures explosives. Transportation of explosives is by road.
Agripower has a Gas storage plant at Plum Tree Creek Road.
Large quantities of fertilizer and agriculture chemicals are stored at various stockfeed outlets located on the outskirts of Charters Towers.
Mining companies throughout the region store hazardous chemicals.
A possible biosecurity threat exists in the region due to the high number of stock within the region.
Increased health risks with the increase in the flying fox population within residential and recreational areas of Charters Towers.
In the Charters Towers Region there are several abandoned mine sites. Members of the public are encouraged to contact the Department of Natural Resources, Mines and Energy through its Abandoned Mine Lands Program if they become aware of these areas. There are several mine shafts within the Charters Towers Region that have already been identified and made safe by the Department.
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85 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The following organisations have accepted responsibility as lead agencies for operations associated with each hazard.
HAZARD LEAD AGENCY CYCLONE Charters Towers Regional Council SEVERE STORM Charters Towers Regional Council FLOODING Charters Towers Regional Council FIRES – URBAN/RURAL Queensland Fire and Emergency Services AIRCRAFT ACCIDENT Queensland Police Service WATER CONTAMINATION Charters Towers Regional Council MEDICAL PANDEMICS & EPIDEMICS Queensland Health EXOTIC ANIMAL & PLANT DISEASE Department of Agriculture & Fisheries (QVETPLAN) INFRASTRUCTURE FAILURE Charters Towers Regional Council
The Charters Towers Regional Council will maintain a detailed mitigation plan, including a Risk Register detailing Risks and Residual Assessments.
Management of Residual Risks
Throughout the risk management process there will be residual risks. Residual Risks are the risks to the region that cannot be reduced within the capacity of the Region.
The Local Disaster Management Group has identified five (5) main residual risks. These identified residual risks have been referred to the DDMG for inclusion in the District Disaster Management plan:
Staffing o It is recognised that the Region will quickly lack the staff or specialised skill sets that may be required during an event depending on the event. Engineering o In order to remove or significantly reduce certain risks, modification assets through engineering will be required. As an example, in order to flood proof the highway to Townsville all bridges and roads must be constructed above Q100. Residual risk will remain where these engineering modifications are not cost effective for the risk posed. This residual risk will be accepted by the Council. Isolation and re-supply o If road access is cut it is recommended to use the rail facilities. Communication failure Fuel Supply o Availability of supply of Jet A1 fuel.
Flying Foxes: Listed as Risk 21 in All Hazards Study – Aircraft accident due to wildlife
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86 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 HAZARD: FLOODING
In 2014 Charters Towers Regional Council had the opportunity to participate in a state-wide Flood Mapping Project undertaken by the Department of Natural Resources, Mines and Energy. Level 2 flood maps were developed for the areas of:
Charters Towers/Millchester Sellheim Bivouac Junction Pentland
These plans will be and have been utilised throughout Council in a number of areas including, but not limited to:
Roads Infrastructure Planning Local Disaster Management Mitigation against damage to critical infrastructure
Council received funding to conduct a Mosman Creek Flood Study. This study has been completed and recommendations were submitted to Council at its August 2015 General Meeting. This study will assist Council in its planning to assist with short term localised urban flooding, as referenced in Council’s Mitigation Plan.
In 2015 Charters Towers Region Council participated in a review of the Flood Gauge Network in Queensland and had input to such review. Close engagement was initially held with thirty-two (32) Local Government Authorities (LGAs) where the review into flood warning infrastructure rated settlements as ‘Very High’ and ‘High’ priority for improving gauge assets.
Charters Towers Regional Council was nominated as one of those local authorities. The Queensland Reconstruction Authority (QRA) and Bureau of Meteorology (BoM) will continue to review the nominated locations of the flood gauge network.
The outcomes of this review have assisted Council with successful funding applications for the installation of the flood monitoring equipment in the Charters Towers Region and Council is currently working with Queensland Reconstruction Authority to nominate areas for further flood monitoring equipment placements.
Showgrounds Drain near showgrounds Causeway – Holliman Road
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87 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Due to the large Charters Towers Regional Council land mass, the region has been differentiated by location relative to the impact of flooding events:
(A) Urban: is described as Charters Towers and the other townships of Ravenswood, Pentland, Greenvale, Balfes Creek, Homestead, Hidden Valley, Mingela and Hervey Range; and
(B) Rural: is described in sectors determined by the highway system, centering on Charters Towers, described as the:
North East (NE) quadrant (bounded by the Flinders Highway and Gregory Developmental Road to the east of Charters Towers); North Western (NW) quadrant (bounded by the Flinders Highway and Gregory Developmental Road to the west of Charters Towers); South Western (SW) quadrant (bounded by the Flinders Highway and Gregory Developmental Road (to Clermont, Emerald and Roma) to the south west of Charters Towers); South Eastern (SE) quadrant (bounded by the Gregory Developmental Road and Flinders Highway to the south east of Charters Towers).
In relation to rural areas, flooding can occur separately in each of the four quadrants or all together depending on where the rain event occurs. Flooding can therefore be localised or widespread.
The region has three main river systems:
o Burdekin River (NE) and (SE) quadrants; o Cape River (NW), (SW) and part of (SE) quadrants; and o Suttor River (SE) quadrant
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88 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Each of these systems is in turn fed by other river systems as follows:
Major system Sub system Tributary Area Burdekin River Grey Creek NW Clarke River Gregory River NW Broken River Yates Creek Stockyard Creek NW Basalt River NW Fletcher Creek NW Lolworth Creek NW Hann Creek NW Cape River NW Cape River Amelia Creek SW Campaspe River SW Broadley Creek SW Burdekin River Reedybrook Creek NE Hopewell Creek NE Perry Creek NE Camel Creek NE Douglas Creek NE Running River NE Star River NE Keelbottom Creek NE Fanning River NE Haughton River NE Reid River NE Burdekin River Brought River SE Kirk River SE Suttor River Cape River SE Belyando River SE
Flooding occurs in some parts of the region every year.
The north of Queensland relies on the monsoon and cyclones to irrigate the land and so these are very welcome events. There is little rain at other times of the year. However, the storm activity associated with these events is usually strong to severe and it is likely that damage will be sustained in every event, although it might not reach the trigger for Disaster Recovery Funding Arrangements (DRFA) assistance in some instances.
Macrossan Bridge – Burdekin River – Flinders Highway (East) DRAFT - Local Disaster Management Plan 2019-2020 - Version 7 - 1316821 Page 34
89 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The major floods impacting the area in the past nineteen years (19) years are as follows:
Year River system Location Damage 2/2019 Whole Region Whole Monsoon Trough event causing widespread rain over the Region whole Region caused damage associated with all river systems.
DRFA process invoked.
2/2011 Whole Region Whole Very widespread rain over whole Region caused damage Region associated with all river systems.
DRFA process invoked.
2/2009 Whole Region Whole Region Very widespread rain over whole Region caused damage associated with all river systems.
DRFA process invoked.
2/2003 Cape River SW Cut roads, generally minor damage 2/2002 Cape River NW,NE,SE Severe storms in NW of Region caused severe damage to Lolworth Ck roads and infrastructure. Fletcher Ck Hann Ck Burdekin R cut highway for two (2) days. Evacuations Basalt River required in NW homesteads near Lolworth Ck. Burdekin R DRFA process invoked.
11/2001 Gregory R NW Very intense storm washed away a bridge over the Gregory R and caused damage to roads in a localised area of the Region in the far NW. DRFA process invoked
2/2000 Whole Region Whole Region Very widespread rain over whole Region caused massive damage associated with all river systems.
DRFA process invoked.
General Features
The Charters Towers Regional Council relies upon the Bureau of Meteorology for its flood warning advices.
Major road communication lines with the east, south, north and west traverse the region described above. All networks are crossed by the major river/creek systems and are vulnerable to flooding.
Despite major mitigation construction work by the Charters Towers Regional Council and Department of Transport and Main Roads, major flooding can occur for lengthy periods. The key vulnerable point is the Burdekin River at Macrossan, between Charters Towers and Townsville but there are many other localised flooding locations that also cause service and community disruption.
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90 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The urban catchments have primary flow systems within the road verge/underground with major storm events generally catered for within road reserves and pondage systems.
Primary drainage is expected to cater for Q5 year events, within the underground drainage system, the road networks and defined overland flow paths. Secondary drainage is expected to cater for up to Q100 year events contained within the road network, defined flow paths and defined detention areas.
The volume of stormwater flow leaving a catchment is related to the intensity and duration of the rainfall, the topography of the catchment, the level of urban development, the capacity of the road network and overland flow paths and the flow and detention/retention within the overall catchment area and designated areas.
Records clearly suggest that the period November to April offer the greatest risk to the community of serious damage to infrastructure and potential loss of life. Flooding is a by-product both during and as an aftermath of storms. The time of day and day will impact the possible extent of damage to life and property and the disaster response of Charters Towers Regional Council.
MITIGATION
Cameras and Flood Gauges Maintenance of the region’s roads is a priority of Charters Towers Regional Council within available funds.
The Department of Transport and Main Roads in partnership with Charters Towers Regional Council have installed cameras at flood prone locations, on state-controlled roads within the Charters Towers region.
These cameras were installed to assist Council and the Department in respect to road closure activities during times of flooding and provides an additional level of intelligence for the Local Disaster Coordination Centre staff and the Department during a flood event. The cameras were effective in the 2019 Far Northern and North Queensland Monsoon Event and provides a visual on major tributaries and crossings in the region.
As previously mentioned, Council participated in a review of flood gauge infrastructure within the region and nominated the Burdekin River Bridge at the Battery, amongst others, where such infrastructure would be beneficial.
The review of the flood gauge infrastructure carried out by the Bureau of Meteorology and Queensland Reconstruction Authority, has enabled Charters Towers Regional Council to make successful funding applications for the installation of flood monitoring systems at major flood locations within the region.
There were no Council owned Rain and River Gauges between Gainsford and Mt Fullstop. The Hervey Range Development Road is a State Controlled Road and has access to the coast and such access is of economic benefit to the region. Police resources would travel from Greenvale, in flooding events, to ascertain a reading on this bridge.
In May 2019 a Flood Monitoring System was installed on Starbright Station, near Battery, which gives a visual on the Burdekin River bridge, on the Hervey Range Developmental Road. This system was funded under the Natural Disaster Resilience Program – 2018/2019.
The results of this flood gauge review are continuing by the Queensland Reconstruction Authority in partnership with the Bureau of Meteorology to:
validate the identified settlements requiring improved flood warning infrastructure; confirm the locations that need to have a flood forecast service designed, and work with BoM, any partner agencies and LGAs to identify regional collaborative opportunities for improving flash flood warning arrangements
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91 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 In December 2019 a Flood Monitoring System was installed on Mt Fullstop Station which gives a visual on the Clarke River bridge, on the Gregory Developmental Road (Charters Towers – The Lynd). This system was funded under the Queensland Disaster Resilience Fund – 2019.
Both systems will provide to the Local Disaster Management Group a heightened level of intelligence in respect to the increased inflows into the Burdekin River due to major rainfall events within the region and images from these cameras will be made available to the general public through Council’s Emergency Dashboard.
Memorandums of Understanding between Charters Towers Regional Council with the property owners of Starbright Station and Mt Fullstop Station will be developed in 2020 in respect to the permissions granted to Council to install the systems on their properties. Council will move towards a lease agreement over the areas to ensure ongoing access to carry out maintenance amongst other requirements to the systems.
Throughout 2020 Charters Towers Regional Council together with several other local authorities and the Queensland Reconstruction Authority will be participating in the Burdekin and Haughton Catchment Resilience Strategy Project. The purpose of the project is to develop a flood resilience strategy for the Burdekin catchment.
Mosman Creek Flood Study The following information has been extracted from the Mosman Creek Flood Study document submitted to Council in June 2015.
The flood modelling analysis has considered to highlight the underlying vulnerability of some parts of Charters Towers to relatively frequent flooding impacts. The absence of major rainfall events in Charters Towers over recent history has however potentially reduced the CTRC and the community’s awareness of these latent flooding risks. The following measures are recommended to be undertaken to improve Charters Towers resilience to flood risks:
o The culvert capacity through the railway embankment adjacent to Webster Street needs to be confirmed and reviewed as required, as significant flooding impacts are predicted to properties upstream of the railway embankment at this location; o Information on flooding behaviour needs be collected following flood events in Charters Towers, including surveys of peak flood mark/debris lines and collation of community information such as photos and other flood related observations. This information would assist to validate future investigations of flooding behaviour and risks in Charters Towers; o The installation of a streamflow gauge on Mosman Creek below the Charters Towers township should be considered to improve the understanding of the rainfall-runoff characteristics of the catchment; o Continued work to expand and update the CTRC asset database of culvert and bridge structures within Charters Towers should be undertaken. Ideally this would be expanded to include hydraulic structure asset information on main highways and railway embankments in the study area.
With the aforementioned information, Council will seek funding into the future to mitigate against flooding in the areas stated.
The Urban locations subject to localised short duration flooding are described for the purpose of this plan as Charters Towers and the townships of Ravenswood, Pentland, Greenvale, Balfes Creek, Homestead, Hidden Valley, Mingela and Hervey Range.
Isolated short duration flooding events may occur in the rural parts of the Region, with relatively low to moderate impacts due to the remoteness and limited impact on a few residents. In most cases, the residents have come to expect this and are prepared for such inconveniences.
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92 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Localised short duration flooding can occur throughout the region. Low lying areas in Charters Towers have in the past been inundated, however the duration is usually short due, in part, to the large volume storm water road verge, underground drain and surface drainage system through town.
The main highway and regional road systems have been cut by rising floodwaters for varying periods depending on the intensity and duration. The Region experienced its last major flooding event during February 2019.
Secondary Hazards
Landslides during heavy rain may affect the Region’s road systems in and around the higher areas.
In February 2019, the Hervey Range and Paluma communities were affected by landslips.
The landslips occurred in another local authority area, however due to the blockage of access to these communities, one of the landslips became a factor in the isolation of a community and the second was a factor in causing economic loss to a business due to access being open to local traffic only.
The data provided by the Bureau of Meteorology on the mean monthly rainfall in the Charters Towers region is provided hereunder:
Monthly rainfall recorded at CHARTERS TOWERS AIRPORT Mean monthly rainfall (mm)
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93 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Mean Rainfall is the arithmetically averaged total amount of precipitation recorded during a calendar month or year.
The following percentage map show how rainfall is distributed throughout the year.
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94 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 HAZARD: SEVERE STORMS INCLUDING CYCLONES
Cyclones are largely associated with coastal regions of northern and central Queensland; with the remnants of cyclones know to reach inland, usually being downgraded to a rain depression. The Charters Towers Region has experienced the effects of cyclones, with Cyclone Aivu (1989) and Cyclone Yasi (2011) being two notable events.
The North Eastern (NE) quadrant of the region is susceptible to Cyclonic events and accordingly has been separately assessed for risk relative the remainder of the region.
The distinction between a storm and a cyclone for the purpose of this plan is largely the presence of strong winds and heavy rain associated with an identified cyclone. Damage and hazards may arise in the same manner as a storm though the intensity and sudden impact may be greater.
A thunderstorm is deemed severe as categorised by the Bureau of Meteorology if it produces one or a combination of the following phenomenon:
flash flooding; hailstones (2cm diameter or greater at the ground); destructive wind gusts (90km/ h or greater); and tornados.
Thunderstorms that lack the intensity required to produce the above phenomenon can still threaten the safety of people and damage infrastructure due to lightning strikes.
The period of greatest electrical storm activity is historically from November to April, though high wind and hail/heavy rainstorms have been known to occur at other times of the year. History suggests that apart from possible loss of life or injury, such activity may cause a failure of the power distribution and/or communication system for periods of up to several hours, structural damage to buildings (mainly roofs) and damage from fallen trees and related debris associated with heavy rain, hail, high winds and or electrical activity. Natural tree foliage is a significant danger to road traffic during and after severe storms.
Extended periods without mains supply electrical power will cause problems for food and related retail outlets, without emergency power generation.
Community engagement opportunities have occurred with Cornetts IGA and Woolworths in respect to mitigating against power outages as a result of natural disaster.
Council has provided Ergon Energy with the following critical infrastructure power restoration priorities in the event of a major power outage:
1. Water Treatment Plants 2. Sewerage Treatment Plants & Charters Towers Health Facility 3. Telecommunications 4. Identified Evacuation Centres and Shelters 5. Major Food Suppliers 6. Schools 7. Government and Emergency Service Facilities 8. Pharmacies and GPs 9. Traffic Control & Boom Gates 10. Emergency Personnel Accommodation.
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95 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Depending how the community is impacted and the severity of the damage will dictate restoration plan for the area.
The extent of damage to life, property and infrastructure will be determined to a large extent by the time and day as well as the extent and ferocity of the storm.
History suggests that short duration storms that occur during high activity periods (daylight, end of school day, shopping day etc) offer the greatest chance of damage to life and property. While accurate records are unavailable, damage as a result of such events may extend to personal injury, roof damage, rainwater penetration, power failure losses, consequential flooding losses, infrastructure damage and damage from flying objects.
High wind and hail/rainstorms are frequent events in the region during the November to April period. Damage will be localised to the area covered by the storm event and may include personal injury and property damage. Flash flooding again is a consequence and may cause damage to property and Charters Towers Regional Council infrastructure. Fires have been associated with electrical storms in rural and remote areas of the Region. Severe storms are likely to bring down power and communication lines.
MITIGATION
Mitigation extends to the provisions of the Local Disaster Management Plan 2019, Charters Towers Regional Council emergency and routine response teams for debris removal, roads, footpaths and drainage clearing and maintenance.
On 7 June 2012, the Queensland Government tabled its detailed response to the Queensland Floods Commission of Inquiry (QFCoI) report and recommendations. Chapter 2 of the report related to Floodplain Management and stated that ‘a recent flood study should be available for use in floodplain management for every urban area in Queensland. Where no recent study exists, one should be initiated.’ In response to these recommendations, the Queensland Flood Mapping Program (QFMP) was established to implement specific recommendations that related to flood information and investigations, repository of flood data and the display of flood information.
As stated earlier in this document, Council has Level 2 Flood Maps for the areas of:
Charters Towers/Millchester Pentland Sellheim Bivouac Junction
These maps have been utilised for mitigation purposes within the previous stated Mosman Creek Flood Study report, been factored into Council’s Planning documentation and have been referenced in recent flooding events. These maps are available to the general public through the Department of Natural Resources, Mines and Energy, Flood Information website https://floodcheck.information.qld.gov.au
Charters Towers Regional Council will work in conjunction with the Community Engagement Officer, Queensland Fire and Emergency Services, Northern Region together with the local Chamber of Commerce and Mines Inc. and local businesses to provide Business Continuity information sessions for businesses and organisations within the Charters Towers Region.
Current treatments are similar to those described under Flooding above. Fires associated with rainstorms are addressed as needed under this Local Disaster Management Plan.
SECONDARY HAZARDS
There are no expected events that are not mentioned above.
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96 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 HAZARD: DAM BREAK
Flooding from dam breaks is considered isolated events.
Evidence suggests that dam breaks may arise during peak flow periods associated with storm activity in/or near to the dam catchment.
Charters Towers Regional Council is the owner of the Suhr’s Creek Dam in Ravenswood and is operated by Carpentaria Gold. There a no major water storage facilities as part of its infrastructure that would cause a major impact due to failure. However, there are a few commercial and private dams that may be impacted by heavy rainfalls. These are regarded as referable dams.
Referable Dam Definition (Section 341 (1) Water Supply (Safety and Reliability) Act 2008): A dam is, or a proposed dam after its construction will be, a referable dam if – (a) a failure impact assessment of the dam, or the proposed dam, is required to be carried out under this part; and (b) the assessment states the dam has, or the proposed dam after its construction will have, a category 1 or category 2 failure impact rating; and (c) the chief executive has, under section 349, accepted the assessment.
(Section 346 (a) defines category 1 and category 2 failure impact ratings: (a) for a category 1 failure impact rating – 2 or more persons and not more than 100 persons; (b) for a category 2 failure impact rating – more than 100 persons)
Region experience is such that Charters Towers Regional Council infrastructure damage may arise during such events.
Dam failures are possible at:
Suhrs Creek Dam in Ravenswood; Paluma Dam; and Burdekin Falls Dam.
The Charters Towers Regional Council’s Local Disaster Management Group has input into the Emergency Management Action Plans for:
o Suhrs Creek Dam in Ravenswood; o Paluma Dam, and o Burdekin Falls Dam.
All dams would be affected in the event of a major dam failure and there are residents that would be affected downstream of all the dams mentioned.
The Charters Towers Regional Council’s Weir is subject to possible extreme outflows, however the impact is considered low.
Current treatments extend to the provisions of this Local Disaster Management Plan, Suhrs Creek Dam Emergency Action Plan, Paluma Dam Emergency Action Plan and Burdekin Falls Dam Emergency Action Plan.
Charters Towers Regional Council personnel provide emergency and routine response teams for weir maintenance, debris removal, roads, footpaths and drainage clearing and maintenance.
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97 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 In 2015 the Local Disaster Management Group took part in a desktop exercise that included the members of the Local Disaster Management Group and Townsville Water, operators of the Paluma Dam. As a result of such exercise a visit to the community of Hidden Valley occurred and a discussion with local residents identified the following:
that communications needed to be improved through more battery power being available to Telstra Towers and in the event of a disaster to ensure that more telephone time is available to residents when the sun sets as most of the residents are on solar power. the communications matter was referred to the District Disaster Management Group for further assistance and the following points were advised to the Local Disaster Management Group for reference: o Telstra services in the Hidden Valley are fixed services delivered by radio from the 100m high Hidden Valley RT off Ewan Road; o due to the remote nature of the area, this is a solar powered facility; o the batteries installed are not a mains power back-up, but instead an integral part of the daily operation of the facility; o there are localised copper cable distribution in the region that are also fed by solar powered nodes that communicate back to Hidden Valley; o initial assessments by Telstra have not uncovered any known issues with the operation of landline services in the Hidden Valley area; o Hidden Valley does not currently have any mobile coverage. Enquiries about the use of Telstra Mobile Network SIM cards in satellite phones is possible. Compatible Iridium satellite network handsets can accept a mobile network SIM in lieu of a satellite service SIM. It should be noted however that call charges from Iridium services using mobile network SIM’s are higher than the charges when using a regular satellite service SIM; o Residents in the Hidden Valley area can have mobile phone SIM cards ‘reburnt’ at any Telstra store; o Telstra’s new SIMs are compatible with all mobile phone devices.
Council has visited Hidden Valley residents in the downstream catchment of the referable dam in the region to mitigate against persons becoming stranded in this area and will include evacuation procedures in its Evacuation Sub-Plan.
Notifications and alerts arising from Emergency Action Plans are distributed to Charters Towers Regional Council.
Burdekin Shire Council has included an area of the Charters Towers Regional Council region in its Emergency Alert boundaries for the Burdekin Falls Dam as the number of residents affected in the Charters Towers Regional is minimal.
Dam Failure is an identified risk and Council, together with the Local Disaster Management Group, will ensure contingencies identified in the Emergency Action Plans, are actioned.
SECONDARY HAZARDS
There are no expected events that are not mentioned above.
In respect to dam wall failures, annexed to this plan, is the Paluma Dam Emergency Action Plan and an Emergency Management Plan for the Suhr’s Creek Dam.
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98 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The Paluma Dam Emergency Action Plan is authored by the Co-ordinator of Dams and Catchments, Townsville Water and held with Townsville City Council.
The Emergency Management Plan for the Suhr’s Creek Dam is authored by the Health, Safety Environment and Training Manager, Carpentaria Gold and held with Carpentaria Gold, Ravenswood operations. The Suhr’s Creek Dam is a Charters Towers Regional Council owned dam and Carpentaria Gold operates the Dam on Council’s behalf.
The Emergency Action Plan for the Burdekin Falls Dam is authored by Sunwater, Brisbane and held with Sunwater in Brisbane and at the Burdekin Falls Dam.
The Charters Towers Regional Council receives updates from Townsville Water, Carpentaria Gold and Sunwater respectively in its capacity as a Controlled Copy Holder of the said plans.
Burdekin Falls Dam – Referable Dam owned and operated by Sunwater
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99 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 HAZARD: EARTHQUAKES AND TREMORS
From historical data it could be stated that Charters Towers Regional Council is not at extreme risk in terms of the likelihood of being subjected to an earthquake at a sufficient level to cause significant loss.
However, there was a reported event in 1913 measuring 5.8 on the Richter Scale at Ravenswood.
Nevertheless, as increasing volumes of information is gathered and a better understanding of earthquakes is gained, it is within the realms of possibility that Charters Towers Region could be impacted by such an event.
Unrecorded but felt events in recent years suggest that the Region may be impacted.
It is of note that the epicenter of an earthquake can be over 100km from the point of impact.
Information taken from the University of Queensland’s website http://www.quakes.uq.edu.au/quakeinfo-townsville.html states that the Queensland Catalogue contains a total of 493 earthquakes in the Townsville map region, the largest having a magnitude of 5.5. Shown on the diagram below are Richter magnitude ML>0 events.
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100 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Seventeen earthquakes have struck within 50 km of Townsville demonstrating the nearby vicinity contains active faults. The seismic network near Townsville is relatively sparse except around the Burdekin Falls Dam. It is recognised through experience from the Newcastle earthquake that the consequences may be extreme and stretch Charters Towers Regional Council resources. It is expected that the State Disaster Management arrangements would come into play should such a serious event arise.
The following table of information in respect to Earthquakes has been sourced from Geoscience Australia Earthquakes site. This information refers specifically to the Charters Towers Regional area, however does not have any further data as in the previous table from the University of Queensland.
It is recognised that Charters Towers Regional Council and the State’s infrastructure could be subjected to substantial damage in a seismic event.
Following a tremor in August 2016, Council experienced significant damage to aged underground water supply infrastructure.
It is expected that Charters Towers Regional Council will follow a first line of defence to protect life and put into action its Disaster Management measures.
The Charters Towers Regional Council can monitor earthquake/tremor events through the Bureau of Meteorology and adhere to both State building codes and Charters Towers Regional Council Planning Scheme requirements.
A Seismograph station exists in Charters Towers and is located inside Towers Hill and therefore a heightened level of intelligence is available to the Local Disaster Management Group in the event of a quake or tremor occurring.
SECONDARY HAZARDS
It is inevitable that secondary hazards will emerge should an event occur of significant magnitude that services are disrupted. Such an event will no doubt lead to major external assistance. There are no other expected events that are not mentioned above.
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101 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 HAZARD: BUSHFIRE – URBAN AND RURAL
An urban bush fire is possible after significant rain (which increases the fuel content) when matched with prolonged dry weather and heatwave conditions.
Similarly, rural bush fires offer a significant danger due to the intensity and isolation.
Health and respiratory problems are often accompanied with bush fires. Bush fires near major highways cause problems to transport and the travelling public.
Charters Towers and its small townships have the potential of being subject to bush fire activity although the presence of fire breaks around the towns reduces the consequence and likelihood of such events occurring, leading to an assessment of ‘low’ risk.
In addition, Charters Towers Regional Council maintains public reserves around the towns. The other minor population centres of the Region would also generally be classed as subject to serious outcomes from bush fires. There are several older style and heritage buildings in and around Charters Towers.
The remainder of the Region is generally primary production, open plains for grazing and forestry reserves and parks. The review of the hazard area by the Mitigation Study Advisory Group (SAG) in 2010, identified concerns for the rural residential areas.
These concerns were acknowledged by the Rural Fire Services. The key concerns centred on the time it would take Rural Fire Services to respond to a call for assistance, the presence of flammable material in and adjacent to buildings, the availability of a water supply near the fire and associated preventative and support practices. The Study Advisory Group (SAG) formed the view that areas that are bushfire prone and likely to be developed, present an ‘’extreme risk”.
The Burra Range area, west of Pentland, has been identified as a high-risk area due to the vegetation types.
MITIGATION
Charters Towers Regional Council has a well-developed emergency response infrastructure in place and this Local Disaster Management Plan, which covers the risks associated with bushfire and is served by an established Urban and Rural Fire and Rescue Services.
Rural and remote areas of the Region will be subject to adverse outcomes from localised bush fires caused through storm events (lightning strikes), unintended consequences of heat and light or deliberate events.
Damage to property, the environment, rural reserves, pasture and crops are likely consequences.
The Charters Towers Regional Council’s Local Disaster Management Plan provides general direction during emergency events.
An Urban Fire Brigade is in Charters Towers.
Rural Fire Brigades are located at:
o Greenvale o Pentland o Hervey Range o Ravenswood o Charters Towers
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102 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 33 volunteer rural brigades exist throughout the Charters Towers region. An administration centre for the Queensland Rural Fire Service is located in Charters Towers.
Controlled burns occur annually and are organised in partnership with Charters Towers Regional Council, Department of Natural Resources, Mines and Energy and Queensland Fire and Emergency Services both urban and rural crews, in respect to the burning of Unallocated State Land parcels. The Department takes the lead with the planning for the burns.
2019 saw the collaboration of agencies working together to ensure that the fire fuel loads within the Charters Towers region were significantly reduced.
Charters Towers Regional Council is a member of the Fire Management Group and has input into the annual Operation Cool Burn, Bushfire Risk Mitigation Plan, prepared by Queensland Fire and Emergency Services.
Hervey Range Rural Fire Brigade, Charters Towers Fire Station and Charters Towers Rural Fires and SES
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103 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 HAZARD: PANDEMIC DISEASE (HUMAN)
The following description of a Pandemic has been extracted from the World Health Organisation’s website:
A pandemic is the worldwide spread of a new disease.
An influenza pandemic occurs when a new influenza virus emerges and spreads around the world, and most people do not have immunity. Viruses that have caused past pandemics typically originated from animal influenza viruses.
Some aspects of influenza pandemics can appear like seasonal influenza while other characteristics may be quite different. For example, both seasonal and pandemic influenza can cause infections in all age groups, and most cases will result in self-limited illness in which the person recovers fully without treatment. However, typical seasonal influenza causes most of its deaths among the elderly while other severe cases occur most commonly in people with a variety of medical conditions.
By contrast, this H1N1 pandemic caused most of its severe or fatal disease in younger people, both those with chronic conditions as well as healthy persons, and caused many more cases of viral pneumonia than is normally seen with seasonal influenza.
For both seasonal and pandemic influenza, the total number of people who get severely ill can vary. However, the impact or severity tends to be higher in pandemics in part because of the much larger number of people in the population who lack pre-existing immunity to the new virus. When a large portion of the population is infected, even if the proportion of those infected that go on to develop severe disease is small, the total number of severe cases can be quite large.
For both seasonal and pandemic influenza, the highest levels of activity would be expected to occur in the usual influenza season period for an area. (In the temperate climate zones, this is usually the winter months, for example). But as was seen with the current H1N1 pandemic, pandemics can have unusual epidemiological patterns and large outbreaks can occur in the summer months.
The effects of a disease with a high morbidity rate may include:
closure of businesses due to staff unavailability; significant decrease in staff attendances at work; re-allocation of staff to maintain essential services; loss of key staff, skills and reluctance of staff to attend work areas due to fear of infection.
Factors that influence the likelihood of a pandemic occurring include:
the emergence of a new viral subtype; the virus being virulent enough to cause disease in humans and the capacity of the virus to spread efficiently from person to person.
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104 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 IMPACTS AND EFFECTS
Vulnerability of People The population of the Charters Towers Region is no less susceptible to pandemic disease than any other area of Queensland. The spread of disease would be higher in the town areas than the rural properties due to the density of population and the reduced social distancing. Traditionally school children show a higher transmission rate than adults.
Vulnerability of Social Structures The impact of widespread disease on the social structure of the region would be dependent on the strain of virus prevalent in the community. This may range from short term illness to widespread deaths from the disease.
At a minimum it is expected that the community would experience hardship from social distancing measures including:
absenteeism from workplace due to illness; requirement to care for ill family; closure of schools requiring parents to care for children; reduction in social events and care for those quarantined at home unable to access normal facilities.
In the worst case of a disease with a high morbidity rate, the impacts on the social structure would be significantly higher. In addition to the items listed above these would include:
significant increase in death rate within the region; higher admission rates to the health facilities; losses of key staff; periods of grieving from family and friends of deceased; general fear in the community, and significant reduction in industry due to staff shortages.
Vulnerability of Buildings Whilst buildings will not be directly affected there may be a requirement to allocate several facilities to assist the health services in managing the disease.
Vulnerability of Lifelines The reduction in the available workforce within the region would lead to a reduction in the services available to the community. Whilst the disease would not directly impact on the physical lifelines, reduced staff may lead to maintenance issues and reduced operating capacity of these lifelines.
Business continuity planning would necessitate reallocation of staff to maintain these essential lifelines.
Vulnerability of Local Economic Production and Employment The effect of pandemic disease on the local economy is dependent upon the virulence and type of virus.
In the case of a milder strain of virus, the region could expect:
increased absenteeism from normal workplaces through illness; parents absent from work due to need to care for children; closure of schools and need to reduce non-essential services.
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105 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 HAZARD: EXOTIC DISEASE IN ANIMALS
The following information has been extracted from the AusVet Plan)
Australian agriculture benefits enormously from its freedom from the more devastating disease epidemics that plague livestock industries in other parts of the world. An exotic disease incursion or a serious outbreak of an emerging or endemic disease could cause serious production losses to livestock industries in this country, jeopardise exports of livestock and livestock products and/or have serious public health implications. It is therefore essential that effective contingency plans and competency- assessed, trained personnel are available to counter such diseases.
The Australian Veterinary Emergency Plan (AUSVETPLAN) is a coordinated national response plan for the management and wherever possible, eradication of exotic disease incursions and outbreaks of certain emerging or endemic animal diseases. The term ‘emergency animal disease’ (EAD) is used in this manual to collectively describe all these disease categories:
General policy In most cases, where this is applicable and is cost-effective, the policy for control and eradication of an EAD will be stamping out. This would involve:
quarantine and/or movement controls; destruction and disposal of infected and exposed animals; decontamination of infected premises; surveillance of susceptible animals; and restriction of the activities of certain enterprises.
These measures may be supplemented where necessary (or replaced when stamping out is not appropriate) by one or more of the following options:
vaccination; vector or wild animal control; and animal treatment.
Infected and disease-free zones may be established to contain the disease agent and to protect Australia’s export trade.
IMPACTS AND EFFECTS:
Vulnerability of People In general individuals are not affected by exotic diseases that affect animals. Restriction on movement of people would be expected but unless the disease develops the ability to pass from animal to human there would be little direct effect on people.
There could be psychological effects due to the effect that exotic disease in animals is jeopardising movement of animals.
Vulnerability of Social Structures Charters Towers Region is a large agricultural area with one of its main product being beef. The agricultural industry is a significant employer in the region. Any outbreak of exotic disease in animals within the region would have a direct and significant impact on the social structure of the region.
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106 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Experiences drawn from the foot and mouth outbreak in the United Kingdom show the following expected effects:
Isolation of property owners and staff unable to leave the infected property; 100% stock loss on some properties resulting in unrecoverable losses; Individuals being targeted with blame for introduction or spread of disease and Loss of market confidence.
Vulnerability of Buildings No affect.
Vulnerability of Lifelines No affect.
Vulnerability of Critical Facilities No affect.
Vulnerability of Local Economic Production and Employment The effect of exotic disease in animals on the Charters Towers economy would be significant. The impact on the economy will be dependent upon the nature of the disease and the control measures required containing it. Widespread job losses would be expected in the Charters Towers Region. Economic losses may extend for some time if there is an embargo on beef from the region as a result of disease.
The following is an extract from the World Bank on animal disease:
“The consequences of animal diseases in domesticated birds and livestock can be complex and generally go well beyond the immediate effects on affected producers.
These diseases have numerous impacts, including: productivity losses for the livestock sector (e.g. production losses, cost of treatment, market disturbances) loss of income from activities using animal resources (in such sectors as agriculture; energy; transportation; tourism) Loss of well-being of human beings (morbidity and even mortality rates; food safety and quality) prevention or control costs (production costs; public expenditure) sub-optimal use of production potential (animal species, genetics, livestock practices)”
Livestock – HM Clarke Saleyards
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107 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 HAZARD: TERRORISM (extract form the National Counter Terrorism Plan):
1 A terrorist act is defined under Section 100(1) of the Criminal Code Act 1995 [Cwlth] and is an act or threat, intended to advance a political, ideological or religious cause by coercing or intimidating an Australian or foreign government or the public, by causing serious harm to people or property, creating a serious risk to the health and safety to the public, or seriously disrupting trade, critical infrastructure or electronic systems.
A ‘terrorist incident’ is a combination of circumstances or conditions which may lead to or result from a terrorist act, and which require preventative and/or responsive action.
2 The nature of terrorism means that its implications may cross jurisdictional boundaries. This, and the range of preventive measures and capabilities that may be required, necessitates that Australia maintain a national, cooperative approach to counter terrorism. Coordination and consultation between jurisdictions is formalised by the Inter-governmental Agreement on Australia’s National Counter-Terrorism Arrangements of 24 October 2002.
3 The National Terrorism threat Advisory System has a scale of five (5) levels: (i) Certain (ii) Expected (iii) Probable (iv) Possible (v) Not expected
The threat from terrorist activity in the Charters Towers Region is considered low. The role of the Local Disaster Management Group is to deal with the effects of a terrorism event as it would with any other event affecting the region, the role of investigating and preventing a terrorism incident is the role of the Queensland Police Service.
Charters Towers Regional Council will be guided by the Queensland Counter-Terrorism Strategy 2013- 2020 and the National Counter-Terrorism Plan (4th Edition 2017).
There is potential for people to move through Charters Towers the community is located at the crossroads of two major highways and there is an explosives manufacturing plant within the area.
IMPACTS AND EFFECTS
Vulnerability of People There are very few circumstances or areas in the Charters Towers Region that require the gathering of many people. One of the intents of a terrorist act is to create fear in the public. The residents of the region are no more immune from this than any other area of Queensland.
Standard security measures are applied by state agencies to identify hazards and large events, gatherings and official visits.
Vulnerability of Social Structures Recovery will be planned for and managed in a structured manner. The broad needs created by the impact of a terrorist incident on a community will only be met through a range of services. These may be provided by a variety of both government and non-government organisations.
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108 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Local level 1 The focus of recovery planning and management is on community input. Emergency planning must cater for local conditions and incorporate localised recovery planning to address the five key aspects of recovery.
2 Local government has responsibilities to provide and maintain physical services relevant to recovery. Most local government authorities also provide a range of human and community services to individuals and the community.
Vulnerability of Buildings There are few buildings in the region that would meet the criteria detailed in the Local Government counter terrorism risk management kit.
Vulnerability of Lifelines The lifeline of the Charters Towers Region is considered at low risk of terrorist activity.
Vulnerability of Critical Facilities The critical facilities/infrastructure are considered at low risk of terrorist activity.
Vulnerability of Local Economic Production and Employment Whilst there is potential for a terrorist act to disable one of the significant mines in the area thus leading to major job losses the likelihood of this is considered low.
Should the nations alert level increase there would be some delays and increased expense involved to the mining sector in the production and transport of explosives.
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109 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 HAZARD: AIRCRAFT (AVIATION) ACCIDENT
The Australian Transport Safety Bureau (ATSB) guidelines: Hazards at Aircraft Accident Sites: Guidance for Police and Emergency Personnel are contained in this ATSB booklet. The current working edition is Edition 7 – June 2017.
ATSB guidelines are covered under Legislation Part 1, Section 3 of the Transport Safety Investigations Act 2003. These guidelines are prepared primarily for the police and emergency services personnel, to explain what to do if a civilian or military aircraft crashes. In this case, within the Charters Towers Regional Council area.
Aviation Accidents are also referenced in Council’s Disaster Mitigation Plan.
Civil Aircraft The ATSB is an operationally independent Bureau within the Commonwealth Department of Infrastructure, Transport, Cities and Regional Development and it is the responsible organisation for civil aircraft accidents. ATSB is contactable by telephone. The contact number is 1800 011 034 to report an aircraft emergency.
An accident for the purpose of these guidelines is:
(a) a person dies or suffers serious injury as a result of an occurrence associated with the operation of the vehicle; or (b) the vehicle is destroyed or seriously damaged as a result of an occurrence associated with the operation of the vehicle; or (c) any property is destroyed or seriously damaged as a result of an occurrence associated with the operation of the vehicle.
Military Aircraft The Directorate of Flying Safety-Australian Defence Force (DFS-ADF) manages all military aircraft accidents.
The DFS-ADF are contactable on 0410 626 357 in an emergency and if possible, notify the nearest military base. The Australian Defence Force (ADF) maintains a multi-tiered aviation safety organisation. There is a 24-hour rapid response Aircraft Accident Investigation Team (AAIT).
Qualified staff is available at all military bases where aviation activity takes place, these personnel will usually be the first to arrive at an accident site until they are relieved by qualified AAIT Staff.
Who Must Report an Aviation Accident? the owner, operator or crew of the aircraft must report the accident immediately. If members of the public, emergency services personnel or CTRC LDMG personnel witness an aircraft accident, they too are required to report it, if the owner, operator or crew are unable to report to ATSB. The police will normally coordinate the aircraft accident investigation. it is essential the ATSB be notified of all aviation accidents and serious incidents. In the event of a Military Aircraft accident, DFS-ADF Duty Officer will take your call and activate the military aircraft accident response plan.
What the ATSB or DFS-ADF need to know? Immediately report the following details where possible:
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110 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Civil Aircraft Aircraft type and its registration letters, this normally begins with VH- followed by three letters. If the aircraft has no VH prefix, it may be a foreign civil or sports aviation aircraft, although beware fire may have consumed any VH prefix. The registration normally appears on the side of the fuselage (main body) the fin/rudder combination and the wings. For a foreign civil aircraft provide as much information as possible.
Military Aircraft For any Australian military, aircraft type, the serial number and side number. There may be a N prefix (Navy) or A prefix (Air Force or Army) on the side of the fuselage as well as some form of squadron or unit identification. It may be difficult to identify a foreign military aircraft, but as a rule military aircraft serial numbers are painted on either side of the fuselage.
Accident Site Coordination and Security The emergency organisation which arrives first at the aircraft accident site may well be a volunteer or permanent fire brigade or a Defence fire brigade unit. In either case, initiative & liaison will be needed particularly in the early stages when fire control is critical. A key consideration at accident sites is that the rescue personnel do not themselves become a casualty. Individuals sometimes place themselves at considerable risk of injury or death. Caution is be practiced & an awareness of hazards at hand.
All accident sites must be secured to prevent unauthorised persons from entering the area. This is based on common sense and respect for casualties, protection of valuable, important or classified equipment, the preservation of evidence to establish factors that contributed to the accident and the prevention of unnecessary exposure to hazards.
Protection of Aircraft Wreckage The ATSB and Defence understand that police and emergency services personnel have a duty to take action immediately they arrive at the scene, however it is important for determining the factors that contributed to the accident that wreckage, ground scars and the accident site are disturbed as little as possible.
However, authorisation is not required to: o ensure safety of persons, animals or property; or o remove deceased persons or animals from the accident site; or o move the aircraft, or the wreckage of the aircraft, to a safe place; or o protect the environment from significant damage or pollutions.
There is also a requirement to: o prohibit the removal of fatalities until the arrival of police, coroner’s representative and medical authorities; o prevent interference with rescue and associated operations; o admit only authorised personnel to the accident site; and o keep bystanders outside the established zone of safety.
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111 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Aviation Accident - What to do checklist In the booklet, Hazards at Aircraft Accident Sites: Guidance for Police and Emergency Personnel, the current working edition being Edition 7 – June 2017, this booklet features a ‘what to do’ checklist for reference.
Police, CTRC LDMG personnel and Emergency Services personnel are specifically requested to follow the checklist in detail when and wherever possible.
Dangerous Materials and Hazards Aircraft both civil and military may contain dangerous materials, hazardous fuels, explosives, magnesium and aluminum metals, composite materials, toxic gases, high pressure containers, oxygen and other dangerous cargo which can harm the assisting personnel. All care must be taken not to interfere with dangerous or hazardous materials. Some materials may become dangerous when involved in a fire.
Reopening of Airport In the event of an aircraft accident on the runway or on any other part of the aerodrome where aircraft land, taxi and park, there is to be a comprehensive checklist inspection by certified personnel for full serviceability prior to re-opening the airport. It may be necessary to sweep the runway for foreign matter or debris that could cause damage to other aircraft at some time in the future. This re- open advice is sent out in the form of a NOTAM. The Airport Reporting Officer shall liaise with Police, Queensland Fire and Emergency Services and any other organisation investigating the crash site prior to any decision.
Debriefing It is important for all personnel involved in assisting and rescue services at an aviation accident site to attend a full debriefing session.
Counselling Services Some personnel may require counselling services.
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112 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 DROUGHT DECLARATIONS
A drought is declared when a region records a deficient water supply for an extended period of months or years.
Drought is not classed as an eligible disaster under the Disaster Relief Funding Arrangements however it is important to note that it has had significant impacts on the Charters Towers Region and the drought declaration history has been included in this plan for information.
As at 1st December 2019, there were a total of 41 Councils and 4-part Council areas drought declared. These declarations represent 67.4% of the land area of Queensland.
Drought Declaration History for Charters Towers Regional Council area: (Information sourced from Department of Agriculture and Fisheries and www.longpaddock.qld.gov.au)
Local Authority Date Declared Date Revoked Charters Towers Regional Council 02/01/64 23/01/64 02/09/65 06/01/66 22/06/66 23/03/67 28/09/67 02/02/68 05/12/68 09/04/70 24/07/70 21/01/71 26/10/72 23/02/73 20/12/77 19/01/78 *PART 03/12/79 25/03/80 07/09/82 12/07/83 *PART 01/05/86 15/05/89 01/05/93 18/04/97 *PART 01/02/03 PART 02/04/07 PART 1/09/13 PART 31/03/14 FULL 01/04/14 PART 17/05/18 PART 01/06/18
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113 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 PLANNING AND PLANS (Standard for Disaster Management in Queensland)
Planning involves many steps. It should result it entities working with their community to prioritise how their collective and collaborative efforts will reduce the impact of disasters on the community. Plans document these efforts, identify interdependencies, roles and responsibilities, and provide guidance on how to undertake disaster management.
The planning process results in a shared understanding of the efforts required to reduce the risk to the community.
There is a shared understanding of how the impact of disasters will be managed and coordinated. Plans outline and detail how the impact of disasters on the community will be reduced.
PREPAREDNESS AND PLANNING
Training
Those with roles within Disaster Management are identified and trained in accordance with the Queensland Disaster Management Training Framework. A regular review is undertaken to ensure that all members have completed up to date and relevant training in relation to their roles.
Central features of this process includes:
o training the members of the Charters Towers Regional Council’s Local Disaster Management Group and the Townsville District Disaster Management Group. o training the Charters Towers Regional Council’s Local Disaster Coordination team in the use of Guardian and the operation of the Local Disaster Coordination Centre. o training the Community disaster management agencies (including Charters Towers Community, emergency services, community agencies and volunteer organisations) in disaster management concepts and operations o testing and developing capacity through exercises.
Assessment of disaster response capability
The Charters Towers Regional Council has access to the staff and equipment to deal with most events that threaten the region. Widespread damage or multiple events would require the resources of the region to be supplemented by the Townsville District group.
Charters Towers has the resources to aid neighbouring local authorities only if Charters Towers is not affected at the time. The resources needed to manage an event in the Region would detract from Council’s abilities to continue many of its normal functions for the duration of the incident.
Charters Towers LDMG has predominantly activated for flooding in the past. In the event of an incident with little or no warning and widespread damage (eg. earthquake), local emergency response agencies would be quickly overwhelmed. In this case, additional resources would be requested from Townsville.
Due to the size of the Region and the number of pastoral areas within it, the LDMG may be required to conduct re-supply operations during some wet seasons. The LDMG has the capacity to coordinate these after permission is sought from the Townsville DDMG for the sourcing of appropriate transport (usually helicopters).
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114 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 During major or prolonged flooding, the LDMG may need to request a re-supply of essential goods for the Charters Towers area, or for townships within the region’s area of responsibility. Re-Supply operations were conducted throughout the Charters Towers Region during the 2019 Far Northern Monsoon Event.
Lessons identified from operations and exercises are referred to the LDMG for action and to inform future planning across all levels of disaster management.
Entities are to ensure that those representatives providing support to the LDMG during events are the liaison officers for each entity and have the necessary skills, experience and authority to perform the role required during such disasters for the LDMG and remain available to all other entities.
Planning
The following table illustrates the responsibilities and key functions and roles including necessary authorities:
Agency Roles and Responsibilities Local Government PRACTICAL INVOLVEMENT: . Maintenance of the Local Government function (via Local Government Business Continuity Planning) . Maintenance of normal Local Government services to the community . Maintenance of the comprehensive Local Government Disaster Management Planning strategies . Design and maintenance of a public education/awareness program . Design, maintenance and operation of Local Government Disaster Co-ordination Centre, including the training of sufficient personnel to operate the Centre . Co-ordination of support to response agencies . Maintenance of warning and telemetry systems . Collection and interpretation of information from telemetry systems . Reconnaissance and post-impact assessment . Debris clearance of roads and bridges . Issuing of public information prior to, during & following disaster event impacts . Recommendations re areas to be considered for authorised evacuation . Public advice re voluntary evacuation . Provision of locally based community recovery services
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115 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Agency Roles and Responsibilities Queensland Fire and Emergency PRACTICAL INVOLVEMENT: Services – Emergency The role of QFES, with respect to disaster management, is Management to provide advice and assistance to all agencies and committees within the Queensland disaster management system. QFES is responsible for: . the overall management of Queensland’s disaster management system on behalf of the SDMG, . provision of policy and operational advice to disaster managers at all levels of the State’s disaster management system, . facilitation of a comprehensive approach to disaster management, . operation and maintenance of the State Disaster Coordination Centre (SDCC). Queensland Fire and Emergency PRACTICAL INVOLVEMENT: Services – Fire and Rescue . Fire control . Fire prevention . Rescue of trapped persons (See State Rescue Policy) . Assist in pumping out of flooded buildings . Assist in clean-up of flood affected buildings . Management of hazardous material situations . Provision of Material Safety Data Sheet information relative to hazardous materials . Provision of expert advisory services. Fire And Rescue employ 6 Scientific Officers that operate out of the Scientific Unit. . Rapid damage assessments Queensland Fire and Emergency PRACTICAL INVOLVEMENT: Services - State Emergency . Co-ordination of voluntary organisations within the Service community . Public Education in partnership with local government . Rescue of trapped or stranded persons (See State Rescue Policy) . Assistance with Traffic Control . Short term welfare support . Assistance with impact assessment . Assistance with communications . Assistance with lighting
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116 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Agency Roles and Responsibilities Queensland Police Service PRACTICAL INVOLVEMENT: . Preservation of peace and good order . Prevention of crime . Maintenance of any site as a possible crime scene . Coronial investigation procedures . Traffic control, including assistance with road closures and maintenance of road blocks . Crowd control . Co-ordination of evacuation . Co-ordination of rescue . Security of evacuated areas . Security of damaged premises . Registration of evacuated persons . Tracing, or co-ordination of search for, missing members of the community Queensland Ambulance Service PRACTICAL INVOLVEMENT: . Assessment, treatment and transportation of injured persons . Assistance with evacuation . Provision of advice regarding medical special needs sectors of the community Queensland Health PRACTICAL INVOLVEMENT: . Co-ordination of medical resources. . Appropriate pre-hospital on-site medical and health response management for casualties. . Public health advice and warnings to participating agencies and the community. . 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 Department of Agriculture and PRACTICAL INVOLVEMENT: Fisheries . Advice relative to stock matters . Facilitation of fodder drops . Destruction of stock as required . Advice relative to disaster recovery processes for primary producers . Lead Agency role relative to any outbreak of emergency animal disease Bureau of Meteorology PRACTICAL INVOLVEMENT: . the forecasting of weather and of the state of the atmosphere . the issue of warnings of gales, storms and other weather conditions likely to endanger life or property, including weather conditions likely to give rise to floods or bushfires . the supply of meteorological information . the publication of meteorological reports and bulletins . the furnishing of advice on meteorological matters
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117 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Agency Roles and Responsibilities Charters Towers Ministers’ PRACTICAL INVOLVEMENT: Fraternal . Community welfare Prospect Community Services PRACTICAL INVOLVMENT: . Community welfare . Recovery hub . Conduit between Local Disaster Management Group and NDIS providers (in the event of a natural disaster) QIT Plus PRACTICAL INVOLVEMENT: . Technical support of Guardian Disaster Management Software System Joint Councils PRACTICAL INVOLVEMENT: . Council to Council assistance within scope of Memorandum of Understanding
Existing sub-plans form appendices to this Local Disaster Management Plan and are evidence of Council integrating disaster management planning in its core business delivery. A Business Continuity plan exists for Council’s Administration Centre and City Hall. Future Business Continuity Plans will be developed in the future for water, sewerage and financial services.
ADMINISTRATION AND GOVERNANCE
Authority to Plan
The Disaster Management Act 2003 (DM Act) requires comprehensive disaster management plans to be developed. Charters Towers Regional Council has complied with the introduction of the State Counter-Disaster Organisation Act 1975 for the provision of emergency planning and response for the local community.
This plan is prepared for the Charters Towers Region under the provision of Section 57 of the Disaster Management Act 2003, and replaces the former Local Government Disaster Management Plan.
This plan has been produced by and with the authority of the Charters Towers Regional Council pursuant to Section 57 and 58 of the Disaster Management Act 2003, hereafter referred to as ‘the Act’:
57 Plan for disaster management in local government area (1) A local government must prepare a plan (a local disaster management plan) for disaster management in the local government’s area. (2) The plan must include provision for the following— (a) the State group’s strategic policy framework for disaster management for the State, and the local government’s policies for disaster management; (b) the roles and responsibilities of entities involved in disaster operations and disaster management in the area; (c) the coordination of disaster operations and activities relating to disaster management performed by the entities mentioned in paragraph (b); (d) events that are likely to happen in the area; (e) strategies and priorities for disaster management for the area; (f) the matters stated in the disaster management guidelines as matters to be included in the plan; (g) other matters about disaster management in the area the local government considers appropriate.
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118 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 58 Requirements of plan
A local disaster management plan must be consistent with the disaster management guidelines.
Purpose
This plan details the arrangements within the Charters Towers Regional Council’s local government area to plan and coordinate capability in disaster management and disaster operations.
The purpose of the Charters Towers Regional Council Local Disaster Management Plan is to address the disaster management needs of the Regional Council area.
This will be achieved by:
(i) Ensuring that community risks related to events are effectively managed; (ii) Ensuring that risks requiring District level support are identified and communicated to the District Level; (iii) Ensuring that Local Government and Local Groups comply with their disaster management obligations under the Disaster Management Act 2003; and other purposes related to disaster management the Local Government determines.
The disaster management system in Queensland can be shown diagrammatically as follows:
Figure 2 - Diagram of Queensland Disaster Management Structure
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119 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Objectives
The objectives of the Charters Towers Regional Council’s Local Disaster Management Plan is to facilitate the implementation of effective and efficient disaster management strategies and arrangements including:
the development, review and assessment of effective disaster management for the local government area including arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster. compliance with the State Disaster Management Group’s (SDMG) Strategic Policy Framework; the State Disaster Management Plan; the Local Disaster Management Guidelines; and any other Guidelines relevant to local level disaster management and disaster operations. the development, implementation and monitoring of priorities for disaster management for the local government area.
Prevention
Address and provide prevention strategies for disaster management of the Charters Towers Region through mitigation and education.
The plan aims to identify community awareness programs that will assist the community in preparing for a disaster event.
Preparedness
Address and provide preparedness strategies for disaster management of the Charters Towers Region through mitigation and education.
The plan aims to identify community awareness programs that will assist the community in preparing for a disaster event.
Response
Address and provide response strategies for disaster management of the Charters Towers Region.
Recovery
Address and provide recovery strategies for disaster management of the Charters Towers Region.
The plan ensures that community risks relating to disaster events, or events that affect the wellbeing of the community are identified and effectively managed.
The plan is to detail the arrangements and responsibilities between response agencies, supporting government and non-government organisations.
The objective of the plan is to ensure that risks requiring District level support are identified and communicated to District level.
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120 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Strategic Policy Framework
Disaster management and disaster operations in the Charters Towers Regional Council’s local government area are consistent with the Disaster Management Strategic Policy Framework. The Charters Towers Regional Council and the Local Disaster Management Group will ensure that the Council’s responsibilities under the Disaster Management Act 2003 are executed in full. Council is committed to the values of the disaster management strategic policy framework:
Protecting health, safety, quality of life and economic vitality. Building and maintaining partnerships and collaboration across all levels of government, community and industry, in all aspects of disaster management. Protecting our natural and built environment. Respecting the diversity of Queensland communities. Ensuring accountability and transparency of the Queensland disaster management arrangements.
Planning assumptions
Charters Towers Regional Council has the capability to manage events that occur in the region on a regular basis. These include minor to moderate flooding, fires with minimal structural damage and short duration storms. Larger scale events in the region, or multiple events, would require the support of outside agencies.
The region has the capacity to effect small scale evacuations; however larger scale evacuations with prolonged shelter phases would require assistance from outside of the region.
Whilst the region has access to a range of services, it recognises the limitations within these services. An example of this would be lack of a surgical facility in the region.
Events that would be beyond the capacity of the Region would include, but not be limited to:
flash flooding of significant numbers of dwellings; earthquake with multiple structural failures; exotic animal disease; events that require long term housing for evacuated person’s, and events with multiple fatalities or multiple serious injuries.
Scope
This plan details the arrangements necessary to undertake disaster management within the Charters Towers Regional Council’s local government area. This includes the communities and localities of:
Charters Towers Balfes Creek Homestead Pentland Sellheim Mingela Ravenswood Hervey Range Greenvale Hidden Valley Burdekin Falls Dam
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121 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Figure 3: Map of Charters Towers Region:
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122 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The Charters Towers Regional Council’s Local Disaster Management Group’s Disaster Management priorities include:
protection of life; building community resilience throughout the Charters Towers Region; protection of infrastructure; manage information and communications; co-ordinate recovery; finalise Evacuation Sub-Plan, and finalise Recovery Sub-Plan.
Review and Renew Plan
Pursuant to Section 59 of the Disaster Management Act 2003 “a local government may review, or renew, its local disaster management plan when the local government considers it appropriate. However, the local government must review the effectiveness of the plan at least once a year.”
The Charters Towers Regional Council’s local disaster management plan will be reviewed every twelve months by the members of the Local Disaster Management Group, the Charters Towers Regional Council and a representative of the District Disaster Management Group. A copy of plan is to be forwarded to the Inspector General of Emergency Management (IGEM) for its review.
This plan will also be reviewed under the following circumstances:
following activation of the Local Disaster Management Group in response to an event; assessment of changes in hazards; progress on mitigation strategy (and therefore changes to exposure/risk); changes in community context (population, demography, socio economic indicators); lessons identified from exercises, training or previous events; following a local government election, in respect to personnel changes; following significant changes to the planning environment including changes in threats or the community; in response to changes in the planning guidelines; or in any other circumstance where the Chair believes a review is warranted.
Changes to the plan shall be approved by Charters Towers Regional Council and endorsed by the Charters Towers Local Disaster Management Group.
The Local Disaster Management Group will: prepare a schedule to exercise Council’s Local Disaster Management Plan on an annual basis; implement a clear review schedule and review dates on all documentation; make sub-plans available to the community alongside the Local Disaster Management Plan on Council’s web-site to enable community members to be better informed.
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123 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Local Disaster Management Group Establishment
Under the Disaster Management Act 2003, Section 29, a local government must establish a local disaster management group for the local government area.
Section 30, of the Disaster Management Act 2003, details the functions of the local Disaster Management Act as follows:
(a) 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; (b) to develop effective disaster management, and regularly review and assess the disaster management; (c) to help the local government for its area to prepare a local disaster management plan; (d) 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; (e) 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; (f) to manage disaster operations in the area under policies and procedures decided by the State group; (g) to provide reports and make recommendations to the relevant district group about matters relating to disaster operations; (h) to identify, and coordinate the use of, resources that may be used for disaster operations in the area; (i) 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; (j) to ensure information about a disaster in the area is promptly given to the relevant district group; (k) to perform other functions given to the group under this Act; (l) to perform a function incidental to a function mentioned in paragraphs (a) to (k).
In accordance with Section 29 of the Disaster Management Act 2003 the Charters Towers Regional Council’s Local Disaster Management Group was established on 15th July 2008.
Membership
The following table details Core Membership of the Charters Towers Regional Council’s Local Disaster Management Group:
Organisation Role Charters Towers Regional Council Chair Mayor, Charters Towers Regional Council. In the absence of the Mayor, the Councillor identified as the Deputy Chair shall assume the role of Chair. Charters Towers Regional Council Deputy Chair Charters Towers Regional Councillor appointed by CTRC Charters Towers Regional Council Local Disaster Coordinator Chief Executive Officer Charters Towers Regional Council Deputy Local Disaster Coordinator Director Infrastructure Services Charters Towers Regional Council Executive Officer Executive Assistant to Mayor Charters Towers Regional Council Recovery Committee Administrator Queensland Police Service Charters Senior Sergeant Towers State Emergency Service Local Controller Ministers’ Fraternal Nominated Representative
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124 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Organisation Role Queensland Fire and Emergency Management Coordinator (EMC) Emergency Services - Emergency Management Queensland Fire and Emergency Inspector Services - Fire & Rescue Prospect Community Services Chief Executive Officer Queensland Health- Charters Towers DON/Facility Manager Health Centre
Membership of the group shall mean and include the person acting in the capacity of any of the above members or the delegate of the member as the case maybe.
In conjunction with Queensland Fire and Emergency Services, the Charters Towers Regional Council’s Local Disaster Management Group and member agencies, maintain a Disaster Management Training Needs Analysis, which details a coordinated approach to disaster management training within the group in accordance with the Queensland Disaster Management Training Framework. An ongoing gap analysis of the Charters Towers Regional Council’s Local Disaster Management Group is conducted to identify Disaster Management Training requirements for members.
In 2019, the Charters Towers Local Disaster Management Group achieved and is continuing to achieve 100% in respect to its training requirements and works closely with its Emergency Management Coordinator to ensure compliance in this area.
Charters Towers Regional Council contributes to the annual report of the Townsville District Disaster Management Group wherein it provides an overview of the activities of its Local Disaster Management Group. Disaster Management information is also included in Council’s Annual Report.
Pursuant to Section 33 of the Disaster Management Act 2003 the following refers to Membership of the Local Disaster Management Group and the roles and functions of the group:
Subdivision 3 Membership
33 Membership
(1) A local group consists of the persons appointed as members of the group by the relevant local government for the group. (2) At least 1 person appointed under subsection (1) must be a person nominated by the chief executive of the department. (3) At least 1 person appointed under subsection (1) must be a Councillor of a local government. (4) The relevant local government for a local group may appoint a person as a member only if satisfied the person has the necessary expertise or experience to be a member.
34 Chairperson and deputy chairperson of local group
(1) The relevant local government for a local group is to appoint— (a) a member of the group as the chairperson of the group; and (b) a member of the group as the deputy chairperson of the group. (2) The member appointed as the chairperson must be a Councillor of a local government.
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125 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 34A Functions of chairperson of local group
The chairperson of a local group has the following functions— (a) to manage and coordinate the business of the group; (b) to ensure, as far as practicable, that the group performs its functions; (c) to report regularly to the relevant district group, and the chief executive of the department, about the performance by the local group of its functions.
35 Local disaster coordinator
(1) The chairperson of the local group must, after consulting with the chief executive, appoint the chief executive officer or an employee of the relevant local government as a local disaster coordinator of the group. (2) The chairperson of the local group may appoint a person mentioned in subsection (1) as a local disaster coordinator of the group only if satisfied the person has the necessary expertise or experience to be a local disaster coordinator. (3) The appointment under subsection (2) must be in writing and may only be revoked in writing.
36 Functions of local disaster coordinator
The local disaster coordinator has the following functions— (a) to coordinate disaster operations for the local group; (b) to report regularly to the local group about disaster operations; (c) to ensure, as far as practicable, that any strategic decisions of the local group about disaster operations are implemented.
37 Notice about membership of local group
The relevant local government for a local group must, at least once a year, give written notice of the members of the group to— (a) the chief executive; and (b) the chairperson for the disaster district in which the local group is situated.
Appointment of representative to District Group
The Charters Towers Regional Council Mayor is appointed as a member of the District Disaster Management Group.
Notification of membership to State Group
The XO (Executive Officer) shall notify the State Disaster Management Group and District Disaster Management Group of the local groups’ membership once per annum. Changes to the executive membership will be forwarded to the state and district groups as they occur.
Membership of the Committee shall mean and include the person acting in the capacity of any of the above members or the delegate of the member. The delegate must have the authority to commit resources from parent body.
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126 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Advisors
The following members whilst not regarded as “core” members of the Local Disaster Management Group, may be called upon to give specialist advice about the role and capabilities that their organisation may be able to provide to the LDMG in the event of a disaster:
Agency Member Charters Towers Regional Council Nominated staff JOSS – Joint Operations Support Acting Operations Officer Staff (Department of Defence) Queensland Police Service – Greenvale, Officer in Charge Pentland and Ravenswood Queensland Ambulance Service – Charters Towers Officer in Charge Queensland Fire and Emergency Services (Urban) Officer in Charge Queensland Fire and Emergency Services (Rural) Officer in Charge Telstra Area Manager Community Groups eg Lions, Rotary etc Nominated representative Schools – State Regional Director/Principals & Nominated staff Schools – Independent Regional Officers/Principals & Nominated staff Local welfare groups including but not limited to: Blue Care, As required Salvation Army, St Vincent De Paul, Lifeline Community Care Charters Towers Chamber of Commerce and Mines Inc. President Mine Rescue Groups Mining Companies/Managers Department of Agriculture and Fisheries Regional Director/Nominated Representative Department of Natural Resources Mines and Energy Regional Director/Nominated Representative Department of Transport and Main Roads Regional Director/Nominated Representative Department of Local Government, Racing and Multicultural Affairs Regional Director/Nominated Representative Bureau of Meteorology Officer in Charge/Nominated Representative Queensland Rail Officer in Charge/Nominated Representative GIVIT Queensland Manager Department of Communities, Disability Services and Seniors Regional Director/Nominated Representative Ergon Energy PSS Pilot Network Performance Officer - Flinders Eventide Aged Care Facility DON Dalrymple Villa Aged Care Facility Manager Blue Care DON My Aged Care Contact Queensland Reconstruction Authority Regional Liaison Officer NBN – Major Incident Management team National Network Emergency Manager
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127 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Agency Member Telstra Area General Manager/Nominated Representative Optus Area General Manager/Nominated Representative Townsville City Council Paluma Dam Operator Carpentaria Gold Suhr’s Creek Dam Operator Sunwater Burdekin Falls Dam Operator
Any other person or organisation may be requested, at the discretion of the Chair of the LDMG (Local Disaster Management Group), to provide advice to the group.
In 2018, Specialist Advisors were reviewed. In 2020 the Specialist Advisors will be further reviewed and training in the QDMA is to be arranged with the Local Disaster Management Group’s Emergency Management Coordinator. Membership documentation will be forwarded to the relevant agencies for completion and sign off from the Chair of the Local Disaster Management Group.
The Local Disaster Management Group will include training of identified deputies and advisors to support succession planning and fatigue management.
Sub-Groups
The following groups have been established:
Sub Group 1st Contact 2nd Contact Infrastructure Services Director Manager Operations Corporate and Community Director Manager Community Services Services Office of the Chief Executive Chief Executive Officer Officer Aged Care Executive Officer – LDMG Not Applicable Recovery Local Recovery Coordinator Recovery Committee Administrator
The Local Recovery Group currently contained Council’s draft Recovery Sub-Plan there are four functional sub-groups.
These are:
Human Social Economic Infrastructure (Roads, Transport and Buildings) Environmental
In the Queensland State Recovery Plan, five functional sub-groups are referenced, and these include:
Environmental Recovery Building Recovery Economic Recovery Roads and Transport Recovery Human Social Recovery.
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128 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 In February 2020, Council is partnering with Queensland Reconstruction Authority, Queensland Fire and Emergency Services and other community stakeholders to participate in a workshop to review its draft Recovery Plan. The result of this workshop will be the development of a Recovery Plan for the Charters Towers Region.
Meetings and Quorum
The members of the Charters Towers Regional Local Disaster Management Group meet, under normal circumstances, once (1) in the lead up to and following each wet season, and additional two (2) meetings per year. Under emergency/disaster conditions meetings are convened at the request of the Chair, the Local Disaster Coordinator of the Local Disaster Management Group, their delegate or at the request of the District Disaster Coordinator. Additional meetings will be convened to address additional or extraordinary business as required.
The Disaster Management Act 2003 section 40 states a quorum for a meeting of a disaster management group is the number equal to – (a) one-half of its members for the time being holding office plus 1; or (b) if one-half of its members for the time being holding office is not a whole number, the next highest whole number.
Meetings will be held at the Charters Towers Regional Council’s Administration Centre.
Members and deputies to the Charters Towers Regional Local Disaster Management Group shall be appointed in writing with signed approval from the Chair of the LDMG.
In accordance with Section 37 of the Disaster Management Act 2003, the relevant local government for a local group must, at least once a year, give written notice of the members of the group to –
(a) the executive officer of the State group; and (b) the district disaster coordinator for the disaster district in which the local group is situated.
41 Presiding at meetings
(1) The chairperson of a disaster management group is to preside at all meetings of the group at which the chairperson is present. (2) If the chairperson is absent from a meeting of the group, but the deputy chairperson is present, the deputy chairperson is to preside. (3) If the chairperson and deputy chairperson are both absent from a meeting of the group—
(a) the member of the group nominated by the chairperson is to preside; or (b) if the chairperson does not nominate a member under paragraph (a) —the member nominated by the deputy chairperson is to preside. (4) If the offices of chairperson and deputy chairperson are vacant, the member of the group chosen by the members present is to preside.
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129 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 42 Conduct of meetings
(1) A disaster management group may hold meetings or allow members of the group to take part in its meetings, by using any technology that reasonably allows members to hear and take part in discussions as they happen. Example of use of technology— teleconferencing
(2) A member who takes part in a meeting of a disaster management group under subsection (1) is taken to be present at the meeting.
(3) A resolution is validly made by a disaster management group, even if it is not passed at a meeting of the group, if— (a) a majority of the members of the group gives written agreement to the resolution; and (b) notice of the resolution is given under procedures approved by the group.
43 Minutes
A disaster management group must keep minutes of its meetings.
Administrative Responsibilities
The LDC of the local group may be responsible for the administrative responsibilities of the group, or the group may appoint an executive officer to perform these functions. The following administrative tasks are to be undertaken by the group:
Keeping of meeting minutes; Maintenance of contact lists; Maintenance of membership lists; Updating of local plan; Registration of correspondence; Reporting (as listed); and Conduct of meetings.
Authority to Activate the Group
The group may be activated by the Chair of the local group should the Chair believe that the activation in response to a threat is significant to warrant activation. The level of activation will be determined by the Chair, considering the likelihood and possible impact of the threat. The group may also be activated by the District Disaster Coordinator (DDC).
Activation of the group will occur independently of activation of DRFA. The decision to activate will be based on threat rather than financial implications.
Once the group is activated, situation reports will be compiled and submitted to the district group at a frequency determined by the district group.
Whilst there may be no requirement for the entire group to attend a coordination centre, the Chair is to ensure that the entire group is kept informed of the situation and actions of the group.
The group will stand down only after the decision to cease activity has been made by the Chair and the DDC. Once the group has stood down, a final situation report will be compiled and sent to the district disaster management group.
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130 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Reporting
The Local Disaster Coordinator (LDC) or Executive Officer (XO) of the Charters Towers LDMG is responsible for the administrative and reporting obligations of the group. The following reporting must be undertaken by the group: Report: Submitted to: Frequency: Format: Meeting minutes DDMG Following each meeting Minutes LDMG Report DDMG Annually Word document LDMG Membership DDMG Annually Email/ Correspondence Situation Reports DDMG As negotiated As issued Activation Report DDMG As required Issued by DDMG
Local Disaster Coordination Centre February 2019
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131 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 COMMUNITY ENGAGEMENT (Standard for Disaster Management in Queensland)
The community is central to disaster management. Community engagement entails actively involving the community in managing their risk. It involves collaboratively planning how the community’s collective efforts will contribute to their safety. Community engagement builds local capability, capacity and community self-reliance. This allows entities to focus their efforts where they are needed most.
Outcomes Entities proactively and openly engage with communities The community makes informed choices about disaster management, and acts on them
Community Education
In accordance with Section 30(e) of the Disaster Management Act 2003 ongoing public awareness and community education programs are conducted by the Charters Towers Regional Council with assistance various agencies 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.
Assistance has been provided in the past and will be provided in the future by Community Engagement Officer, Queensland Fire and Emergency Services, Townsville, through school visits. The LDMG Executive Officer has raised the possibility of hosting Business Continuity Planning sessions within the Charters Towers Region.
In 2020 the Australian Red Cross will deliver its “Pillow Case” project to schools within the Charters Towers Region and Volunteering Queensland will provide Volunteer Training, throughout the region, made possible through the 2019 FNQ & NQ Monsoon Trough – Category C Flexible Funding Grants Program. Part of the focus of this training will be in respect to how people can assist, in a volunteer capacity, following a disaster event.
Community education includes programs designed by Council in conjunction with Council’s operational staff and the Charters Towers Regional Local Disaster Management Group, together with material prepared by agencies such as the Queensland Fire and Emergency Services, Bureau of Meteorology and other statutory services.
The Local Disaster Management Group is to involve more of the community in disaster management activities that align to the Charters Towers mitigation plan, to help increase awareness of risks and what residents can do to reduce them.
The Local Disaster Management Group will promote the Local Disaster Management Plan to support community understanding of the plan.
To strengthen this area, Council will develop community profiles, and will test messaging content with the community.
Included in these programs are the following:
o publications explaining cyclone preparedness and emergency procedures; o details of practical measures residents can take prior to, during, and after a disaster event or incident to help them prepare for and recover from the impact of an event; o preparations of media releases and community service announcements explaining storm season and cyclone preparedness and emergency procedures; and o ongoing media campaign to encourage the public to "be aware".
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132 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Programs within the plan include:
School based education programs: Queensland Fire and Emergency Services Community Engagement Officer conducts disaster awareness programs in local schools within the region. Such visits are organised through Council in consultation with schools and Queensland Fire and Emergency Services. In 2020 the Australian Red Cross will conduct the Pillow Case project in various schools within the region.
Community group education programs: The month of October has been nominated as Get Ready month. The Queensland Government’s Get Ready Campaign occurs around the second week in October.
During October/November, 2019, Get Ready information mornings were held around the region where promotional material was provided to interested members of the public. Following these information sessions, it was recommended that these information mornings be held every two (2) years. It is intended to visit groups such as 60 and Better and aged care groups throughout 2020 to enhance community group education programs. Representatives of the Local Disaster Management Group will attend an Emergency Services Cadet training evening in February 2020 where the cadets will assist with placing of promotional products in the promotional bags. During this evening, representatives will also provide a brief as to the activities of the LDMG. Information for new residents: In 2020 promotional bags of disaster preparedness materials will be provided to the Charters Towers Regional Council’s Visitor Information Centre for distribution to new residents. Displays at community events: The Executive Officer will take opportunity to provide preparedness information to the regional community through various events occurring within the region eg. Markets, Community Days. Specific information for vulnerable groups: A vulnerable persons sub-plan has been developed. Disaster preparedness information has been provided to Prospect Community Services for the clients. This information will be provided to Community Health at the Charters Towers Health Facility. Information for Aged and Disabled Care groups: Prospect Community Services is currently the conduit between the Local Disaster Management Group and the NDIS services providers. Preparing for a disaster information will be provided to groups and organisations who have direct contact with seniors and those with disabilities. Advice to small business: In partnership with Queensland Fire and Emergency Services, Council will investigate the provision of Business Continuity Planning sessions for business owners within the Charters Towers Region. Support for SES recruitment: Charters Towers Regional Council supports the State Emergency Services as part of its operations. SES volunteers have supported community engagement activities organized by the Local Disaster Management Group. The Local Disaster Management Group is prepared to support SES recruitment and if the opportunities arise, display information pertaining to such recruitment. Charters Towers Regional Council has provided support for the Emergency Services Cadets Program that was initiated in 2019 by the Charters Towers State Emergency Services Group.
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133 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The Charters Towers Regional Council Local Disaster Management Group also aims to enhance community disaster awareness and preparedness by providing access to the Charters Towers Regional Council Local Disaster Management Plan and associated sub plans on Charters Towers Regional Council's public website (http://www.charterstowers.qld.gov.au).
Agencies responsible for the provision of public information are outlined below:
o Townsville District Disaster Coordinator will advise detail of mandatory evacuations and declarations under the Disaster Management Act, relating to any disaster event. o Charters Towers Regional Council will provide local stream flood information, community based flood watch program, local information on road closures, traffic routes, evacuations, evacuation centres, community support centres, debris clean up, and all matters relating to the activation of the Charters Towers Regional Council’s Local Disaster Management Group and Charters Towers Local Disaster Management Plan.
Media Management
All media releases are to be approved by the Chair or Local Disaster Coordinator of the LDMG prior to release to media outlets. During major operations, if the Chair or Local Disaster Coordinator is absent, the Local Disaster Management Group should appoint a Media Liaison Officer. In Council’s case, it’s Manager Governance and Communications or Communications Coordinator would undertake this role. If the subject matter is controversial refer Media to DDC or SDCC-Brisbane.
The allocated Media person will be present at all meetings of the LDMG and have access to SitReps to keep the public informed.
Further information is contained in the Public Information and Warnings Sub-Plan.
The goals of the Charters Towers LDMG in respect to Community education is as follows:
o building community awareness on an all hazards approach; o promoting community self-reliance through personal responsibility for managing risks as much as possible, o increasing community resilience through being prepared for natural disaster events; o developing the community’s appreciation of the Queensland Disaster Management Arrangements (QDMA) and understanding of their role to support and contribute to disaster management and o imparting knowledge through community education programs to combat community complacency.
The effectiveness of community education is measured through regular community surveys and engagement.
To ensure public awareness of identified risks to the region, Council will display its Disaster Mitigation Plan on its website.
The variety of approaches taken in respect to Community Engagement ensures that the communication is relevant to the community. It ensures the continuous flow of up to date critical information.
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134 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Communication Systems
The following communication systems are available:
SES Radio Net: Telstra Next G, HF and UHF system, Mobile repeater (SES channels only) QPS Radio Net: HF, UHF system, satellite phone, Telstra Next G QAS Radio Net: HF, UHF and VHF system, Telstra Next G, satellite phone QFES (Rural Fire Service): VHF and UHF system – Mobile Repeaters x 2, 3 satellite phones, HF Base station QFES (Fire and Rescue): Telstra Next G, satellite phone, UHF and VHF system. Fire ground channels can vary from incident to incident and it will be advised to all agencies reporting to the incident ground. Fire Ground Channels are selected by the Incident Command. Fire Com channels will also vary pending on location in the Charters Towers Region. During a disaster the Fire and Rescue representative will be able to advise communications to the LDMG that will be specific to the incident. Charters Towers Regional Council: Telstra Next G, satellite phone, UHF system, Telstra Tipt, Email, Website and Social Media, 200Kva on standby and 180Kva on prime power Generator at Administration Centre to provide backup power as required Charters Towers Hospital: Telstra Next G, UHF system, satellite phone.
Linkages: UHF Channel (emergency channel) 5 Charters Towers Regional Council – Channel 4
Repeater system information UHF channel 7 & UHF Channel 6. A map delineating UHF repeater sites within Charters Towers Region is provided as follows:
Get Ready Activities
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135 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Map: UHF Repeater Sites
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136 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Charters Towers Regional area has free to air television stations including: ABC, Seven, Nine, SBS and Imparja as well as pay television and access to AM and FM radio stations. These services are connected to local town power.
UHF Radio and Telephone Trees
Council has several people in the region who live on the banks of major rivers and it has been identified to contact residents by UHF Radio and telephone to check river heights particularly in the upper reaches of the Burdekin and Cape River catchments.
In 2020, Council will formalise, by way of correspondence, confirming with the nominated property owners’ their preparedness to provide updates in respect to the communicating of river heights to the Local Disaster Management Group as well as ensuring their preparedness to make contact with neighbouring property owners through the use of the UHF network.
It has been recommended as it would be beneficial to the community if the Group could consider ways of mitigating the poor communications access throughout the region, through further promotion of the existing UHF system.
In 2020 Council will be reviewing the UHF repeater network.
Warnings
It has been recommended that in the event of a disaster and if the need arose to disseminate warnings across the region immediately, it was recommended that the UHF network be used.
Channel 1 is recommended for the Northern quadrants of the region and Channel 6 for the southern quadrants of the region.
UHF communication tower information is held by Council and by RB Communications (who provides maintenance to the towers).
During the 2019 Far North and Northern Monsoon Event, Charters Towers Regional Council prepared several Emergency Alert messages and such messages were disseminated throughout the region through the mobile telephone networks.
Operational Reporting Major Operations
The Charters Towers Regional Council LDCC will only be activated on the instructions from the Chair or the Charters Towers Regional Council Local Disaster Coordinator in times of disaster or major incidents.
The initial request for assistance will come from a Control Authority as designated in the Local Disaster Management Plan, the Disaster District Co-ordinator or a Government Agency.
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137 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Action Required
(i) Local Disaster Coordinator to activate and staff the Charters Towers Regional Council LDCC to suitable level. (ii) Activate Guardian Disaster Management System, however have paper forms for backup. (iii) Relay all Official Warnings to Officer in Charge, affected area. (iv) After initial contact, request continuing Sitreps, dependent on situation. (v) After initial contact, request continuing Sitreps, as required. (vi) Establish early contact with QFES Emergency Management Coordinator and DDC Townsville. (vii) Relay Sitreps to DDC Townsville and provide copies to the members of the Local Disaster Management Group, together with the Queensland Reconstruction Authority for information. (viii) Record all inward telephone calls and request for assistance through Guardian or by other means as instructed by the Local Disaster Coordinator and detail to Committee for necessary action. (ix) All requests for assistance are to be collated and logged at Charters Towers Regional Council LDCC. The requests are to be processed by CTRC LDMG by its Guardian Disaster Management System or by other means as instructed by the Local Disaster Coordinator. (x) If outside assistance is required a Request for Assistance by the Chair, or Local Disaster Co- ordinator, is to be forwarded to the DDCC in Townsville. (xi) Council has the Guardian software installed and such program is set up for noting of operations, jobs, projected tasks and overview. The use of this system allows the Disaster Management Group ready evaluation of the operation, and outstanding tasks. It also allows for easy transfer of operational duties during change of staff. (xii) In respect to re-supply, Charters Towers Regional Council Liaison Officers are to collect all Orders and have same collated at Charters Towers Regional Council LDCC before requesting assistance and forwarding details to DDC Townsville. This process to occur through the Guardian Disaster Management System or as instructed by the Local Disaster Coordinator. (xiii) Ensure Charters Towers Regional Council and all traders receive official memorandums from Executive Officer, SDCC, eg. freight arrangements, insurance subsidy arrangements, welfare, etc. (xiv) CTRC LDMG must ensure the Liaison Officers of agencies in Charters Towers Regional Council LDCC are kept fully informed on all decisions and actions taken by the Local Group.
Rural Residents
When any incident or disaster is likely to impact on rural residents, the Charters Towers Regional Council LDCC must ensure contact is made with all rural residents to ensure their safety and welfare.
Current listings of rural residents must be maintained in the Co-Ordination Centre.
A list of Rural Residents is held by the Executive Officer for the Local Disaster Management Group.
The list of Rural Residents is updated when contact has been made with the residents. This list is used for Disaster Management purposes only.
In 2019, during the monsoon event, constant contact was made with rural property owners every couple of days.
Following the Monsoon Event in January/February, information packs were distributed to approx. 200 rural property owners together with a survey requesting an update of property owner contact details together with other vital information. These details will be updated and will continue to be updated when property owners are contacted in during future natural disaster events.
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138 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 are on generated power, contact by telephone can only be made during daylight hours by telephone. At night the generators are shut down.
The Paluma Dam Emergency Action Plan is held by the Executive Officer of the Local Disaster Management Group. This plan provides a list of Hidden Valley residents that are downstream of the Paluma Dam and, in the event of a dam failure, will be required to be contacted and evacuated if necessary.
The Emergency Management Plan for the Suhrs Creek Dam, Ravenswood, is held by the Executive Officer for the Local Disaster Management Group. This plan provides a list of Ravenswood residents that are downstream of the Suhrs Creek Dam, and in the event of a dam failure will be required to be contacted and evacuated if necessary.
The Emergency Action Plan for the Burdekin Falls Dam is held by the Executive Officer for the Local Disaster Management Group. This plan provides a list of residents in the vicinity of the Dam and in the event of a dam failure will be required to be contacted and evacuated if necessary. Burdekin Shire Council has included several Charters Towers Regional Council residents within its Emergency Alert processes in the event of a failure of the Burdekin Dam.
The contact lists within the Emergency Action Plans for Referable Dams are maintained by the dam owners and dam managers.
The Local Disaster Management Group will, as part of its planning, consider vulnerable people as part of its capability enhancement strategy and that an enhanced understanding of warnings for the vulnerable will be an area of focus for the Group.
LDMG members will receive warning products via several means.
The DDC will receive notification directly from the State Disaster Coordination Centre (SDCC) and internally through Queensland Police Service Communication Centres and will ensure the dissemination of warnings to vulnerable LDMGs within the district.
The Charters Towers Regional Council’s LDMG will be notified by Townsville District Disaster Coordination Centre and may also receive notification from internal agency central offices.
Several agencies will also receive warnings directly from the Bureau of Meteorology.
Details regarding responsibility for notification processes within LDMG member agencies are detailed in respective agency plans. Agency plans may include detailed contact registers to achieve dissemination of warnings.
The Local Disaster Management Group will plan to exercise, with the region, the testing of their warning messages with the community through Emergency Alerts. For this to be achieved, there needs to be liaison with the State Disaster Coordination Centre to seek assistance in the testing of the community messages.
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139 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 In summary, the responsibilities of LDMG members for notification in the local government area are shown in the following table:
Responsible Agency Group/Agency Notified
Charters Towers Regional Council Council resources
Charters Towers Ministers’ Fraternal Members of the Clergy - Churches
Prospect Community Services Staff and clients of the Prospect Community Services Limited Queensland Health – Charters Towers Health Staff and patients at Charters Towers Health Centre Centre and Eventide Nursing home
Queensland Fire and Emergency Services State Emergency Services Units Queensland Fire and Emergency Services Units Queensland Police Service Queensland Police Service - Stations
The process for the notification and dissemination of warning products is not a function dependent on the activation of the LDMG, rather should be an automatic responsibility of LDMG Executives and members regardless of the status of activation of the LDMG.
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140 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 CAPABILITY INTEGRATION (Standard for Disaster Management in Queensland)
Capability integration involves entities building their capabilities together in a way that complements existing capability within the community. Capability integration is dependent on a shared understanding of the goals that guide the sector, and the ability to share and manage resources appropriately.
Outcomes: Resources are prioritised and shared with those who need them, when they need them. Entities develop integrated capabilities and shared capacity to reduce the impact of disasters on the community.
OPERATIONS (Standard for Disaster Management in Queensland)
Operations are the activities undertaken by entities during response, relief, and recovery for a specific event, including activities to mitigate and prepare for the impacts of that event.
Outcomes:
Operations minimise the negative impacts of an event on the community and provide the support needed for recovery.
Strategies
The CTRC LDMG will ensure that its Core Members, Specialist Advisors and external agencies that were active during the event, are assembled for a post-disaster “hot” debrief. This debrief will occur as soon as practicable following the event.
The content discussed at this debrief will be documented and a report prepared for all members of the said groups. A copy of this report will be forwarded to the District Disaster Management Group for its information.
This report will give a review of operations and putting the Local Disaster Management Plan into action. It will also identify any shortfalls in operations and areas that need improvement. It is to give a whole picture of the event from start to end.
The report will identify the areas where training is required. In consultation with QFES, the LDMG will liaise with QFES in respect to disaster management training and exercises.
This Local Disaster Management Plan is a “living” document and through activations of Disasters, Events, Training and Exercises will continue to be improved and actions implemented to ensure that the Charters Towers Regional Council’s Local Disaster Management Group’s Disaster Management priorities are being met.
Contact to be made with key contacts within vulnerable community groups eg. aged, disabled, indigenous etc.
A public address system is available for mounting to a vehicle and announcements may be recorded to broadcast on a repeat basis.
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141 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 LDMG members will receive warning products via several means including inter alia:
Telephone Text messages Facebook/Social Media Email or in person
Disaster Declaration
In accordance with Section 64 of the Disaster Management Act, a 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 Section 75 and Section 77 of the Act, the declaration confers extra powers on individuals and groups to perform actions, give directions and control movements within the declared area.
If the powers were needed the Charters Towers Regional Council’s Local Disaster Management Group would request the DDC to make the appointment.
In declaring a disaster situation, the DDC is to be satisfied that a disaster has happened, is happening or is likely to happen. 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 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 a local government under the Act to manage disaster operations in their area.
When a disaster is declared information in respect of same would be disseminated through the Core Group Members and Deputies, Advisors, Media/Communications Officer for media outlets and through Council contact lists.
Depending on the scale of the event, the Core Members of the Local Disaster Management Group will work with the Advisors in respect to the requirements. During this time both the Core Members and Advisors will be flexible as they work together to ensure the community is safe.
In accordance with Section 59(2) of the Disaster Management Act 2003 two exercises will be conducted each calendar year. Prior to the onset of the wet season, the Chair and LDC of the LDMG will ensure that the members are confident in their roles within the group. The LDC of the LDMG will work with Queensland Fire and Emergency Services to identify training and exercise shortfalls of the group.
Council understands the need to work within formal and informal relationships for cooperative service delivery through the membership of the LDMG.
The Local Disaster Management Plan is reviewed annually (internally and by the Inspector General Emergency Management), updated in consultation with member agencies and distributed as appropriate.
It is recommended that a key decisions register be kept and that a spreadsheet of actions be developed and remain updated. This information is to be maintained by the Executive Officer of the Local Disaster Management Group.
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142 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 COLLABORATION AND COORDINATION (Standard for Disaster Management in Queensland)
Collaboration and Coordination refers to how entities consider an integrated approach, and work together to promote a positive environment within the disaster management sector across all phases of disaster management. It includes the ways in which they show leadership and commitment to the principles behind disaster management.
Outcomes: Entities proactively work together in a cooperative environment to achieve better results for the community A collaborative culture exists within disaster management.
Council has the Guardian software installed and such program is set up for noting of operations, jobs, projected tasks and overview. The use of this system allows the Disaster Management Committee ready evaluation of the operation, and outstanding tasks. It also allows for easy transfer of operational duties during change of staff.
Memorandums of Understanding
The Charters Towers Regional Local Disaster Management Group has developed and will develop MOU’s with the following individuals and agencies, in 2020, in respect to Disaster Management Response within the Charters Towers Region:
Education Queensland Blackheath & Thornburgh College – Independent School Columba Catholic College – Catholic Diocese All Souls St Gabriels School – Independent School Volunteering Queensland Local Churches GIVIT Elizabeth Schmidt – Owner of Anne Street Church Property Owners of Starbright Station and Mt Fullstop Stations – Flood Monitoring Systems Queensland Fire and Rescue – Use of Saleyards for Rapid Response Team accommodation
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143 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 ACTIVATION - LOCAL LEVELS OF ACTIVATION FOR RESPONSE ARRANGEMENTS
Triggers Actions Communications
. Awareness of a . Hazard & risks identified . Chair and LDC hazard that has . Information sharing with warning agency remotely on the potential to . LDC contacts QFES mobile
Alert affect the local . Initial advice to all stakeholders government area
. There is a . QFES and LDC conduct analysis . Chair, LDC likelihood that of predictions and LDMG threat may affect . Chair and LDC on watching brief members on local government . Confirm level & potential of threat mobile and area . Check all contact details monitoring . Threat is . Commence cost capturing email remotely quantified but . Conduct meeting with available LDMG . Ad-hoc reporting may not yet be . Council staff prepare for operations imminent . Determine trigger point to stand up . Need for . Prepare LDCC for operations public . Establish regular communications with awareness warning agency . LDMG is now . First briefing of core members of LDMG Lean Forward to manage the . LDC advises DDC of lean forward & event establishes regular contact . Warning orders to response agencies . Public information & warning initiated . Advisors contacted . Threat is imminent . Meeting of LDMG Core Group . LDCC contact . Community will be . LDCC activated through or has been . Rosters for LDCC planned & implemented established impacted . Commence operational plans land lines and . Need for . Local government shifts to disaster generic email coordination operations addresses in LDCC . LDMG takes full control . Chair, LDC and . Requests for . SOPs activated LDMG members support received . Core group of LDMG located in LDCC present at by LDMG . Commence SITREPs to DDMG LDCC, on Stand Up agencies or to the . Distribute contact details established land . DDMG advised of potential requests for LDCC lines and/or support . The mobiles, response monitoring requires emails coordinatio n
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144 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Triggers Actions Communications
. No requirement . Final checks for outstanding requests . LDMG for coordinated . Implement plan to transition to recovery members not response . Debrief of staff in LDCC involved in . Community has . Debrief with LDMG members recovery returned to . Consolidate financial records operations normal function . Hand over to Recovery resume . Recovery Coordinator for reporting standard taking place . Return to local government core business business and . Final situation report sent to DDMG after hours
Stand Down contact arrangements
Local Disaster Coordination Centre
The Charters Towers Regional Council LDCC will be located at the Charters Towers Regional Council’s Administration Gold & Beef Rooms & Boardroom, 12 Mosman Street, Charters Towers.
If required a secondary Charters Towers Regional Council LDCC will be situated at the Police Station, Gill Street, Charters Towers.
The Charters Towers Regional Council LDCC should include the following: - suitable room (Gold and Beef Rooms and Boardroom) (set apart from normal every day Charters Towers Regional Council activities; - adequate tables, chairs etc - white boards - access to adequate telephones, including landline, mobile and satellite - access to computer equipment - access to audio visual (television) - access to a photocopier - access to local radio communications and UHF radio
The Charters Towers Regional Council LDC is responsible for: (i) Co-ordination of operations as defined in the Plan; (ii) Dissemination of public information through the appropriate media outlets, and (iii) Co-ordination with and reporting to District and State Agencies.
The Executive Officer will be responsible for: (i) activation of the Charters Towers Regional Council LDCC (ii) operation of the Charters Towers Regional Council LDCC (iii) staffing to required level (iv) training of staff (v) if warranted, provision of a mobile Charters Towers Regional Council LDCC.
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145 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Operational Planning
The Concept of Operations (COO) details the stages of activations of the group and the roles of the staff in the coordination centre. Within the COO document there is a large portion of operational plans, these plans detail items that should be covered during different phases or actions of the response.
Concept of Operations USBs are available for use by the LDMG. This USB has been provided by Queensland Fire and Emergency Services. In the event of a disaster and no connectivity, the USB contains an emergency management virtual toolbox to support the operation of the Local Disaster Coordination Centre.
Distribution of Public Warnings
Upon implementation of this Plan, all public warnings will be distributed through the Charters Towers Regional Council LDCC upon recommendation of the Control Authority and on the authorisation of the Chairperson of the Disaster Committee or their delegate.
Charters Towers Regional Council LDMG to decide on the appropriate means of delivering warnings to town residents, dependent on local conditions, eg. evacuation to safe housing, etc.
Full use should also be made of local radios, commercial radio and television stations.
Entities to ensure that those representatives providing support to the LDMG during events are the liaison officers for each entity and have the necessary skills, experience and authority to perform the role required during such disasters for the LDMG and remain available to all other entities.
State Controlled Road Cameras – Flood prone areas
In partnership with the Department of Transport and Main Roads, five (5) cameras have been located at flood prone locations throughout the region and Council and the LDMG together with the Department of Transport and Main Roads, will be able to monitor flood levels. The locations include:
Shovel Creek (Flinders Highway West) Cape River (Gregory Developmental Road – Clermont Highway) Hann Creek (Gregory Developmental Road – The Lynd) Burdekin River at Macrossan (Flinders Highway – East) Bonnie Flats at Powlathanga (Flinders Highway - West)
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146 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 POST-DISASTER
Assessment Initial Impact Assessment
Following a disaster event the Charters Towers Regional Council LDMG will appoint the following personnel to undertake an initial impact assessment as follows:
Damage estimates to Social Housing, government Department of Housing and Public Works Buildings/Contents etc Damage estimates to Water Treatment Plants and Director Infrastructure Services & Manager equipment Utilities Damage estimates to Sewerage Plant Equipment Director Infrastructure Services & Manager Utilities Damage estimates to Charters Towers Regional Council Director Infrastructure Services Roads Damage estimates to Electrical Substations and Ergon Energy – PSS Pilot Network transmission assets Performance Officer – Flinders Damage to Health Facility and Staff Quarters Queensland Health - Townsville Damage to Emergency Services Complexes eg QPS, Senior Sergeant – Queensland Police – QAS, QFES and SES Charters Towers Generalised damage to area QFES (Fire and Rescue)
The priority for the CTRC LDMG post disaster event will be:
Preservation of life and property (this may include the establishment of evacuation centres and increased security throughout the community to protect public/private property) Restoration of essential services and assets e.g. hospital, water, power, communications.
NOTE: It is appreciated that the initial estimates (costs) of damage may not be accurate but the report must clearly reflect deaths and injuries, actual damage, personal losses and cases of personal hardship resulting from the event to ensure adequate local, district and state response.
Reporting Procedures - Reporting Requirements
The Local Disaster Coordinator of the CTRC Local Disaster Management Group is responsible for the administrative responsibilities of the group, which is carried out by the nominated Executive Officer. The normal business reporting requirements of the CTRC Local Disaster Management Group are as follows:
Keeping of meeting and training attendance registers Maintenance of membership and contact lists Documentation of meeting minutes and distribution of minutes to LDMG Members and Advisory members Distribution of meeting agendas Submission of meeting minutes and actions to Council for endorsement Submission of reports and annual CTRC LDMG status reports (including annual planning requirements) as required to the DDMG.
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147 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 When managing LDMG records, the LDMG must comply with the requirements of the Public Records Act 2002 and records may be subjected to public scrutiny under the Right to Information Act 2009.
Initial Assessment Report
Besides advising the appropriate Department Regional Officers of the damage estimate, the CTRC LDMG Chairperson and/or the Executive Officer will complete an initial assessment report and relay this report to the District Disaster Co-ordinator, Townsville.
Follow up reports/Debrief
As the recovery process continues and more accurate details of damage, personal losses and hardship comes to hand, this updated information must be relayed to DDC Townsville and QFES Townsville.
The failure of any Government department to address their statutory responsibilities must also be brought to the notice of the DDC Townsville for advice to SDCC, Brisbane.
A hot debrief is to be undertaken as soon as practicable after operations are complete giving participants the opportunity to share learning points while the experience is still fresh in their minds.
A post event debrief is to be undertaken within one month of the conclusion of the event when participants have had an opportunity to take a considered view of the effectiveness of the operation.
The debrief should take the following format:
What did we set out to do? What actually happened? What should we continue doing? What should we do differently next time?
Any post disaster review reports generated by a LDMG should be forwarded to the Townsville DDC for consideration.
Any strategies identified as part of the debrief process should include an outline of the procedures and method for implementing those improvement strategies as a component of the monitoring and review of the LDMP and the local disaster management arrangements.
It is recommended that Council strengthen this section of the Plan by the development of an intelligence cell and functions to support the Local Disaster Coordination Centre in the event untrained or non-local staff deploy to assist operations. This will future-proof the group’s intelligence capability.
At the commencement of all Disaster District Operations the Executive Officer SDCC will issue guidelines to DDC Townsville on approved expenditure.
All activities involving expenditure of SDCC money must be approved by the Executive Officer, SDMG. Failure to do so will result in costs being borne by the Charters Towers Regional Council.
All requests for assistance to DDC Townsville which are approved by Executive Officer, SDCC, will be issued with an approval number. This number must be quoted on all official orders and accounts, which must be certified by DDC Townsville prior to payment.
As soon as possible after each operation is completed all accounts from companies contracted must be collected, collated and forwarded to DDC-Townsville for Certification and payment.
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148 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Failure to maintain accurate records during operations, and early collation of all accounts may result in lengthy delays in payment, non-payment, or accounts being received months later with no record of approval (etc) and costs being passed to Charters Towers Regional Council.
For each event, specific cost centres are established for emergent works expenditure and counter disaster operations in accordance with DRFA and SDRA guidelines. For DRFA restoration works, preparation of submissions to the relevant funding body for approval. For urgent projects, a separate project number is allocated for costing purposes to enable works to commence prior to official approval.
Logistics Support
The Charters Towers Regional Council’s Local Disaster Management Group will request assistance from the DDMG by way of the completion of a Request for Assistance form that is signed by the Local Disaster Coordinator.
All resources provided and utilised will be managed by the Local Disaster Management Group via the Local Disaster Coordinator.
Requests for Assistance will be prioritised if required eg. protection of life, continuity of essential services etc.
A draft Host Town Plan has been developed for Charters Towers to be utilised as a reception area for large numbers of evacuees from a coastal disaster event.
The LDMG will contact the local authorities that bound the Charters Towers Region in respect to support that could be offered during the event of a disaster. Charters Towers Regional Council is a signatory on a Memorandum of Understanding (MOU) with other North Queensland and Far Northern Queensland local authorities which sets out a framework for cooperation between the Councils named.
The aim is to promote cooperation between these Councils in a disaster event which affects one or more of the Council areas and to promote collaboration between Councils on disaster prevention, preparation, response and recovery arrangements. The MOU is not intended to be legally binding or enforceable.
As Charters Towers Regional Council operates the Guardian Disaster Management System it can assist its coastal neighbours if the need arises.
Training has occurred in the use of Guardian with Council staff being trained in its use at regular intervals together with members of the Local Disaster Management Group.
The Local Disaster Management Group will develop event planning doctrine that outlines specific roles and responsibilities, agency leads and generic tasks for a range of disaster events linked to the Group’s identified natural and human-caused risks.
Council will review its Assets Registers to explore and record specific resources, availability and requirements during hazard specific events. Charters Towers Regional Council put a call out to its staff during 2018 seeking expressions of interest in becoming Auxiliary fire fighters to assist with the numbers of people available to assist the urban QFES staff when needed.
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149 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Re-supply
The Executive Officer of the LDMG has developed a spreadsheet that refers to the major suppliers of fuel, gas, food stuffs and pharmaceuticals in Charters Towers and refers to the following questions:
How often is resupply? When are delivery days? Method of delivery? Alternate delivery method? How many people will be supported on normal stock levels? How many days’ supply is available? What capacity does the store have to supply if the population doubled?
During the year, Council calls for Tenders for helicopter services for assistance in the event of a Natural Disaster.
In 2019 called for Expressions of Interest for helicopter services to be in place for two years. Council has been in contact with other local authorities recommending that a regional approach be investigated in respect to the provision of helicopter services.
Recovery Strategy
The primary aim of recovery is to assist the affected community to regain a proper level of functioning following a disaster, both initially and in the long term.
It includes: • assistance with the clean-up of residential and commercial properties • provision of temporary housing, shelter, financial assistance and emergency • food supplies and material aid • counselling of emotionally affected persons • mental health services • public awareness programs to inform the community of available recovery assistance • assistance to complete aid application forms • restoration of lifelines and essential services • reconstruction of the physical infrastructure • review of the Charters Towers Regional Council’s Local Disaster Management Plan considering the disaster.
Recovery must commence as early as possible during the response phase of the event and continue after the response phase has concluded.
Recovery will be addressed through the activation of the Recovery Sub Plan.
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150 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Recovery Sub Plan
Council’s Recovery Sub Plan is currently being reviewed and will be workshopped in mid February 2020 and include specific detail to inform local action and the transition between the phases.
Recovery of Council’s infrastructure and corporate processes will be addressed in the Charters Towers Regional Council’s Business Continuity Plans.
A Business Continuity Plan has been developed for Council’s Administration Centre and City Hall. Business Continuity Plans for Council’s Water and Sewerage and Financial Operations are currently being developed.
The four functional areas of recovery Council have established are:
Human Social Infrastructure (buildings and engineering; roads and transport) Economy (including financial and political considerations) Environment
However the State Recovery Plan refers to five (5) functional recovery groups: Human and Social Economic Environment Building Roads and Transport
The application of recovery will depend upon the initial impact assessment from the survey conducted as part of the Recovery Plan, and the information gained from lead and support agencies.
Recovery
Human Social
Recovery is the coordinated process of supporting disaster-affected individuals, families and communities towards the restoration of emotional, social, economic and physical wellbeing following a disaster. Services typically include provision of information, payment of financial assistance, and provision of personal and psychosocial support.
Recovery of the community will commence with the activation of the Recovery Sub Plan, which provides for the immediate and ongoing needs of the disaster affected community (i.e. sustenance and shelter).
Financial aid and disaster relief to the disaster affected community may be met in part from the provisions of Disaster Relief Funding Arrangements, public appeals, and private insurance.
The community will need access to services provided by the following agencies to assist in the rebuilding of the community:
Department of Communities, Disability Services and Seniors Queensland Health Department of Human Services Department of Housing and Public Works Insurance Council of Australia Finance industry representatives Non-Government community support agencies Charters Towers Regional Council
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151 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 The above services are usually delivered through a recovery centre established at a suitable location where representatives of the above agencies can be accessed by members of the public. Where suitable, the recovery centre may be co-located with the evacuation centre, provided suitable separation for privacy can be achieved. The recovery centre should be located as close as possible to the evacuation centre.
The purpose of the recovery centre is to make available multiple community services at one point. This removes the necessity for persons affected by the disaster to seek services at several locations and eliminates the duplication of such services. The centre also aids in the coordination of participating government and non-government agencies in providing services.
The physical requirements for a recovery centre are: capacity power water sewerage communications long-term availability catering access/egress proximity to transport car parking.
Information about access to these services may delivered by:
radio and television broadcasts social media platforms Council’s Emergency Dashboard print media information centres pamphlets and newsletters public meetings.
Service provisions
Recovery services refer to a range of activities undertaken to prevent the escalation of the impacts of a disaster and to restore the wellbeing of the individuals and the communities and the infrastructure that supports them. These services may include:
reception registration personal support outreach/home visits financial assistance and insurance advice business advice housing support or advice counselling.
The Recovery Centre will be staffed by officers of the Department of Communities, Disability Services and Seniors and staff of participating agencies.
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152 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 These functions are undertaken at the district level of the Disaster Management system. Additional related functions are subject to the Recovery Sub Plan at the local disaster management level. These functions cover services provided by local government agencies, including:
material aid evacuation centres registration personal support immediate accommodation (24 to 48 hours) catering services.
Infrastructure recovery
Services and infrastructure for which Charters Towers Regional Council is responsible will be restored in accordance with the Charters Towers Regional Council’s Business Continuity Plan which is yet to be developed.
The provision and restoration of services and infrastructure that is owned by government entities will be the responsibility of that entity.
Economic recovery
The insurance industry is a key player in the economic recovery of the community together with agencies who manage the provision of financial assistance.
Disaster Recovery Funding Arrangements/State Disaster Relief Arrangements include:
personal hardship and distress restoration of public assets concessional loans to small businesses freight subsidies loans or grants to non-profit organisations.
Centre payments include:
disaster relief payments special benefits continuing payments.
Appeals
Appeals must be strictly administered and may be organised by state and local governments, charitable organisations, service clubs, churches and media. Appeals will result in cash donations, material aid and gifts being received for distribution to the disaster-affected community.
Council has a Memorandum of Understanding with GIVIT Listed Limited. GIVIT will explore all types of offers of assistance that are effectively managed and matched to pre-identified local needs during and following a disaster event.
Discussions have been held with Volunteering Queensland to assist with volunteerism within the region.
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153 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Environmental recovery
Environmental recovery includes public health issues and physical damage to the environment.
Public health issues include water, sanitation, shelter, food and infectious diseases and will be managed by Charters Towers Regional Council’s Environmental Services Co-ordinator with assistance from Queensland Health as required.
Environmental damage may include not only damage to flora and fauna but also damage inflicted by the release of hazardous materials. The recovery will be managed by Council officers with expertise from the Department of Environment and Science, Queensland Fire and Emergency Services and Department of Natural Resources, Mines and Energy.
Washout – Laroona Road February 2019 ______
Clarke River Gregory Developmental Road
February 2019
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154 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 ACTIVATION – LOCAL LEVELS OF ACTIVATION FOR RECOVERY ARRANGEMENTS
Triggers Actions Communications Response Alert
. Response . Appointment of LRC as appropriate . LRC and LRG phase at ‘lean . Potential actions and risks identified members on forward’ level . Information sharing commences mobile remotely of activation . LRC in contact with LDCC/LDC Lean
Forward . Initial advice to all recovery stakeholders Response Recovery Alert
. Response . Monitoring of response arrangements . LRC and LRG phase at . Analysis of hazard impact or potential members on ‘stand up’ impact mobile and level of . Relief and recovery planning commences monitoring email activation remotely . Ad hoc reporting . Immediate . Deployments for immediate relief relief commenced by recovery functional arrangements agencies are required during Recovery Lean Forward response phase
. Immediate . LRG activated at LDCC or alternate . LRC and LRG relief location members present Response Stand Up arrangements . Recovery plan activated at LDCC or continue . Deployments for immediate relief alternate location, response on established . Action plans for four functions of land lines and/or recovery activated as required mobiles, . Community information strategy monitoring emails . Response employed phase moves . LRC and LRG to ‘stand . Participate in response debrief members down’ level of . Transition arrangements from involved in activation. ‘response and recovery’ to ‘recovery’ medium term Medium term activated including handover from recovery recovery LDC to LRC continue as Recovery Stand Up commences. . Action plans for four functions of required
Response Stand Down recovery continue . Regular reporting . Community information strategies to LDMG/LDC continue
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155 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Triggers Actions Communications
. LRG . Consolidate financial records . LRC and LRG arrangements . Reporting requirements finalised members are finalised. . Participate in recovery debrief resume Community . Participate in post event debrief standard returns to . Post event review and evaluation business and normal . Long term recovery arrangements after hours activities with transferred to functional lead agencies contact ongoing . Return to core business arrangements support as . Functional lead required. agencies report to Recovery Stand Down LRC/LRG as required
It is recommended that following the development and implementation of the Recovery Plan, it will be beneficial for the Local Disaster Management Group to test the trigger points, the communications between LDMG and recovery groups, and decision making.
Those agencies responsible for functional recovery areas and represented at the District Group, are encouraged to work with the Charters Towers Regional Council group as it plans for this component.
Council will include community education around recovery to ensure the community is aware of recovery and the policies around Offers of Assistance and supporting guidance would be of value of developing consistent messaging to the community.
This should also consider local volunteering efforts and options and how unsolicited offers of volunteering and goods and services can be managed to effectively meet community need.
Re-Supply Operations February 2019
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156 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020 Local Disaster Management Plan 2019-2020
157 Document Set ID: 1316821 Version: 3, Version Date: 13/02/2020
Document Name
12.2 Local Disaster Management Sub-Plans EXECUTIVE SUMMARY The Charters Towers Regional Council Local Disaster Management Sub-Plans are tabled for Council’s endorsement.
OFFICER’S RECOMMENDATION That Council: Endorse the Charters Towers Regional Council Local Disaster Management Sub-Plans: o Public Health o Public Information and Warnings o Management of Vulnerable Persons o Financial o Re-Supply
BUDGET & RESOURCE IMPLICATIONS There are no budget or resource implications that warrant the recommendation bring declined.
BACKGROUND The Local Disaster Management Plan is a strategic document and the Sub Plans provide the procedures and processes underpinning the Plan.
LINK TO CORPORATE PLAN Priority Focus Area – Community – to be an inclusive and engaged resilient community, with access to services and facilities that enable a safe and healthy lifestyle.
CONSULTATION (Internal/External) Internal: Chief Executive Officer – Aaron Johansson Manager Community Services - Hayley Thompson Community Services Officer - Kathy Thorley Financial Services Coordinator - Belinda Blokland Environmental Services Coordinator - Mic Langburne Manager Operations - John Teague
External: Core Members of the Local Disaster Management Group
LEGAL CONSIDERATIONS There are no legal implications that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no police implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no political, public relations, financial or workplace health and safety risk implications that warrant the recommendation being declined.
Report Prepared by: Report Authorised by: JENNIFER BROWN AARON JOHANSSON Executive Assistant to the Mayor Chief Executive Officer Date: 15 January 2020
ATTACHMENTS
Sub Plans Draft Public Health - Document No. 1212533 Draft Public Information Warnings - Document No. 1212729 Management of Vulnerable Persons - Document No. 1212556 Financial - Document No. 1212545 Re-Supply - Document No. 1213833
REFERENCE DOCUMENT
______158 Agenda for General Meeting of Charters Towers Regional Council to be held 19 February 2020
Officer’s Report Document No. 1318351 ______
______159 Agenda for General Meeting of Charters Towers Regional Council to be held 19 February 2020
Public Health Sub-Plan
August 2019
160 Document SetPublic ID: 1212533 Health Sub-Plan Page 1 Version: 18, Version Date: 13/02/2020 Contents Endorsement...... 1 Document Control ...... 2 Amendment Control...... 2 Amendment Register...... 3 1.0 OVERVIEW...... 4 1.1 Purpose ...... 4 1.2 Authority ...... 4 1.3 Functional Responsibility...... 4 1.4 Review of the Plan ...... 4 1.5 Support Agencies...... 4 1.6 Scope...... 5 ...... 5 1.7 Roles and Responsibilities...... 5 1.8 Relevant Legislation...... 6 1.9 Public Health Issues...... 6 1.10 Support Agencies ...... 6 1.11 Management Process...... 7 2.0 WATER ...... 7 2.1 Water Supply...... 7 2.2 Reticulated water supply...... 8 2.3 Ensuring Safe Drinking Water ...... 8 3.0 FOOD...... 9 3.1 Inspections...... 9 3.2 Prioritisation of food businesses ...... 9 3.3 Food disposal...... 9 3.4 Donated food ...... 9 4.0 ENVIRONMENTAL PROTECTION ...... 9 5.0 REFUSE ...... 10 6.0 DISEASE CONTROL...... 10 6.1 Personal Appearance Services ...... 10 6.2 Dengue fever ...... 10 6.3 Soil Borne Diseases...... 10 7.0 VECTOR AND VERMIN CONTROL...... 10 8.0 HYGIENE...... 10 9.0 DISPOSAL OF DEAD STOCK AND ANIMALS...... 11 10.0 PUBLIC INFORMATION...... 11 10.1 Prior to event...... 11 10.2 During and after an event...... 11 Alignment with Standard for Emergency Management ...... 12
Endorsement
Public Health Sub-Plan Page 1 161 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020 This plan is recommended for distribution by the Charters Towers Regional Council Local Disaster Management Group.
Aaron Johansson Local Disaster Coordinator Date: / / Charters Towers Local Disaster Management Group Mayor Elizabeth Schmidt Chair Date: / / Charters Towers Local Disaster Management Group
This plan is endorsed for distribution by the Charters Towers Regional Council.
Date of General Meeting: Resolution Number: Resolution
Aaron Johansson Chief Executive Officer Date: / / Charters Towers Regional Council Mayor Elizabeth Schmidt Charters Towers Regional Council Date: / /
Document Control
Amendment Control The Public Health Sub Plan is a controlled document. The controller of the document is the Charters Towers Local Disaster Coordinator (LDC). Any proposed amendments to this plan should forwarded in writing to:
Local Disaster Coordinator Charters Towers Regional Council P O Box 189 CHARTERS TOWERS QLD 4820
Telephone: 07 47615300 Email: [email protected]
The Local Disaster Coordinator may approve minor amendments to this document.
The Local Disaster Coordinator will ensure that any changes to the content of the document will be submitted to the Charters Towers Regional Council’s Local Disaster Management Group (CTRCLDMG) for approval and be endorsed by the Charters Towers Regional Council.
Public Health Sub-Plan Page 2 162 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020 Amendment Register
Amendment Plan Updated Version No. Issue Date Action Date Original August 2013 Mic Langburne Initial Plan August 2018 Environmental Services Coordinator 2 December 2019 Cr Graham Review July – September 2019 Lohmann (Deputy Chair) Andy Pethybridge (Emergency Management Coordinator) Jennifer Brown (Secretariat – LDMG)
Public Health Sub-Plan Page 3 163 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020 1.0 OVERVIEW
1.1 Purpose The purpose of the Public Health Sub Plan is to prioritise and direct the allocation of resources to conduct an effective public health response in the event of disaster.
Its intention is to empower the Charters Towers Regional Council with the processes and procedures necessary to protect the health and well-being of the public when normal daily services become compromised or unavailable.
This Public Health Sub Plan forms a part of, and should be used in conjunction with, the Charters Towers Regional Council’s Local Disaster Management Plan.
1.2 Authority This plan forms a sub-plan of the Charters Towers Regional Council Local Disaster Management Plan (CTRCLDMP) and is developed under the authority of the Disaster Management Act 2003.
1.3 Functional Responsibility The Local Disaster Coordinator is to ensure all agencies and members of the Charters Towers Regional Council Local Disaster Management Group (CTRCLDMG) are aware of these Public Health arrangements.
1.4 Review of the Plan In accordance with section 59 of the Disaster Management Act 2003, the Public Health Plan (PHP) will be reviewed at least once each year by appropriately qualified personnel. The review of the effectiveness of the plan must occur at least once a year, this can be conducted by event activation, desk top or practical exercise. This must occur with representation from the Local Disaster Management Group, Queensland Fire and Emergency Services (QFES) Emergency Management Coordinator (EMC) and associated stakeholders.
The Public Health Sub Plan will also be reviewed following each disaster event to incorporate any amendments or adjustments considered necessary.
1.5 Support Agencies
Queensland Health Department of Public Works and Housing Charters Towers Regional Council Department of Agriculture and Fisheries (DAF)
Public Health Sub-Plan Page 4 164 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020 1.6 Scope
The public health response is structured as follows:
Local Disaster Management Group
Director Infrastructure Services
Environmental Manager Services Regional Coordinator Development
1.7 Roles and Responsibilities
Local Disaster Management Group (LDMG)
Liaison with officers engaged in public health activities
Director Infrastructure Services
Liaison between LDMG and officers engaged in public health activities Coordinate and oversee public health response activities Assist emergency services where required Direction of vector and vermin control activities
Environmental Services Coordinator (ESC)
Monitor compliance with the Food Act 2006 Monitor compliance with the Environmental Protection Act 1994 Monitor compliance with the Public Health Act 2005 Assist emergency services where required Direction of sanitation activities Direction of miscellaneous health service activities Coordinate Vector Control and Vermin Control Activities Public information and communication Make recommendations to the LDMG or Director on all waste management issues
Rural Services Coordinator (RSC) Who then is responsible?
Assist the LDMG, Director Corporate and Community Services on all matters regional where applicable Assist with the disposal of dead animals
Manager Regional Development (MRD) Coordinate assistance of Rangers where possible to assist the LDMG, MO, ESC, RSC, MRD
Public Health Sub-Plan Page 5 165 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020 Rangers Assist the LDMG, DIS, ESC, & MRD when required Aid where required
Contact details of relevant staff are contained in the Controlled document however are not available in the plan for public information.
Director Infrastructure Services Not available for public Environmental Services Coordinator Not available for public Manager Regional Development Not available for public
It is to be noted that Pandemic Planning/Management in the Charters Towers Region is managed under the Townsville District Disaster Management Group Health Functional Plan.
1.8 Relevant Legislation Legislation relevant to the management of issues having the potential to impact public health under which relevant officers hold powers and authorisations, or may be directed to act by officers who hold powers and authorisations, include: Food Act 2006 Environmental Protection Act 1994 Public Health Act 2005 Public Health (Infection Control for Personal Appearance Services) Act 2003 Disaster Management Act 2003 Public Safety Preservation Act 1986 Charters Towers Regional Council Local Laws
1.9 Public Health Issues Public health issues arising in disaster events may consist of physical, chemical or biological threats. These threats have the potential to impact upon the health and well-being of the community unless they are effectively investigated, assessed and managed.
Some of these threats may involve:
Food safety Vector control Water quality and security Waste disposal Personal and environmental hygiene Infectious diseases Environmental pollution Disposal of animal carcasses Biohazards
1.10 Support Agencies Management of threat where necessary will involve a coordinated response with other government departments, service providers and businesses including: Queensland Health (Townsville Public Health Unit) Department of Environment and Science Ergon Energy Queensland Fire and Emergency Services Safe Food Queensland Department Agriculture & Fisheries (AusVetPlan) Queensland Police Service Queensland Ambulance Service Contact details of these agencies are listed in the table hereunder:
Public Health Sub-Plan Page 6 166 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020 Agency Contact Details Queensland Health - Townsville Public Health Unit Telephone: + 61 7 4433 6900 Postal address: LMB 4016, Townsville Qld 4810 Street address: 242 Walker St, Townsville Department of Environment and Science 13 74 68
Ergon Energy 13 10 46
Queensland Fire and Emergency Services (QFES) 13 25 00
Safe Food Queensland 1800 300 815 [email protected] P O Box 440, Spring Hill, Qld, 4004 Department Agriculture and Fisheries (AusVetPlan) (02) 6272 3933 http://www.daff.gov.au/general-inquiries Queensland Police Service 000 or 4788 2555 Queensland Ambulance Service 000
The Director Infrastructure Services will coordinate with external agencies where necessary and direct staff accordingly.
1.11 Management Process The management and mitigation of threats to public health is to be achieved by: Delivering best practice environmental and public health principles; Planning and preparing for effective response to hazardous events; Integrating Council’s environmental health resources with other stakeholders; Delivering a timely response through the provision of timely advice and public information prior to during and after a disaster event; Regularly reporting to and consulting with the Director Infrastructure Services in relation to activities undertaken and decisions made; Learning lessons from experiences which can be used to improve practices and procedures in the future.
2.0 WATER
2.1 Water Supply In instances where water may be contaminated or any of the systems shut down, Council’s Environmental Services Coordinator will make provision to provide bottled drinking water or water trucked in from unaffected areas.
The water will be made available from locations throughout the town as directed by Council.
A limit of 3 litres per person per day will apply (Based on Queensland Evacuation Centre Toolkit – Australian Red Cross) while stocks are available, but further rationing may occur if necessary.
Public Health Sub-Plan Page 7 167 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020 2.2 Reticulated water supply Council’s Department of Infrastructure Services will monitor the quality and safety of its reticulated water supply. Boiled water alerts will be issued in accordance with the Public Information and Warning Sub Plan, if it is determined that the water supply is not safe for human consumption. Should this occur, the public will be advised to use bottled or boiled water.
2.3 Ensuring Safe Drinking Water Information taken from Queensland Health Fact Sheet – Last Updated February 2019 – Version 3.1
Having access to adequate supplies of safe drinking water during and immediately after a disaster is one of the most important parts of protecting the community’s health. However, drinking water supplied by council may not be available or safe to drink after a disaster. As a result, residents should be encouraged to include adequate supplies of safe drinking water in their emergency kits. If residents haven’t prepared adequate supplies of safe drinking water, the following information can help residents to treat water and ensure its safety: During and immediately following a disaster: Council has an obligation to alert the public if it knows or suspects the safety of the water has been compromised as a result of a disaster. Residents will be encouraged to listen to their local radio and television station: o Commercial Radio Stations at Townsville: o ABC o Southern Cross Austereo o Local Radio: o 4GC/West FM o Television Stations: o WIN o Nine o Seven o ABC o Imparja or check Council’s website (if possible) for updates on water supply. It is important that any advice provided through these channels is followed. Make water safe: If Council knows or suspects drinking the water might make residents sick because of disease- causing microbes, it will advise residents to boil the water before consumption. Water should be brought to the boil (100o C) and then allowed to cool, before being stored in clean, covered containers before use. Residents are encouraged to take care when boiling water as it can scald. It is safest to boil water using an electric kettle. If residents have lost electric power water can be boiled, using a saucepan, on a gas stove, barbeque or portable gas cooker. Residents are reminded to always take care when boiling in pots and pans, particularly if they have young children or vulnerable people in their household. Residents are reminded to keep pan handles turned inward so children cannot reach them. The use of bottled water is another safe alternative. Use cooled, boiled water or bottled water for: Drinking Preparing baby formula Hand washing Preparing food and cooking Brushing teeth Bathing infants, and Making ice. Dirty dishes should be washed in hot soapy water, rinsed in hot water and left to completely air-dry before using again. Residents don’t need boiled water for toilet flushing and clothes washing. Water contaminated by chemicals (including fuels) will not be made safe by boiling. Residents are encouraged to use a differed source of water if it is known or suspected that water might be contaminated. Further information may be obtained from the following: Department of Health http://www.health.qld.gov.au/disaster
Public Health Sub-Plan Page 8 168 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020 Disaster Management http://www.disaster.qld.gov.au/Pages/default.aspx, and Contact 13 QGOV (13 74 68) for nearest Public Health Unit
3.0 FOOD
3.1 Inspections Council’s Environmental Services Coordinator will undertake inspections of impacted food businesses to ensure compliance with the Food Act 2006 and the Food Safety Standards. These inspections are intended to prevent and minimise the risk of food-borne illness in the community. These inspections will focus on the safe production of food that is safe for human consumption including: the maintenance of appropriate temperature control of foods requiring freezing, chilling or heating; the protection of food from spoiling and contamination, and the preparation of food in premises in a fit state to prepare food for sale to the public.
Where an Officer is unable to get to a food premises, the officer may attempt to contact the food business operator by other means including by telephone, fax or email, or any other way considered appropriate in the circumstances.
3.2 Prioritisation of food businesses Where resources are limited, the Environmental Services Coordinator may seek assistance from the Tropical Public Health Unit based in Townsville or from the District Disaster Management Group through a Request for Assistance.
Priority will be governed by risk. Risk will be established on the key principles of vulnerability; namely, children including private schools and childcare facilities, aged care facilities, disable care facilities, the major food suppliers and all the remaining licensed food premises.
3.3 Food disposal Spoilt or contaminated food is to be disposed of at the Stubley Street landfill in Charters Towers or any of the Regional landfills within the region. For all remaining areas, food must be buried so that it cannot be scavenged by people or animals.
In the event of isolation of a community the LDMG will make arrangements applicable to the circumstances.
3.4 Donated food All donated goods are to be directed through GIVIT. When offers of food are made to the LDMG, advice is to be given to ensure that the food items are suitable for donation. Environmental Services Coordinator can provide advice to determine the safety of the food.
4.0 ENVIRONMENTAL PROTECTION
Environmental issues arising from disasters may involve the release of contaminants such as fuel, oil, chemicals, raw materials or sediments from industrial premises.
Businesses will be monitored by Council for environmental nuisance and environmental harm to ensure that there has been no release of contaminants from their premises.
Other factors impacting the environment may include noise and exhaust gases from generators used by residents and businesses experiencing ongoing power loss. When the use of generators give rise to noise complaints, Council Officers will provide education and advice to all parties involved and issue compliance notices only in extreme situations.
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The Environmental Services Coordinator will coordinate use of waste disposal sites as required. Open Spaces staff will attend to the clean-up of public places as soon as essential services are restored and work priorities permit.
Council will re-open its waste facilities as soon as possible following a disaster event.
6.0 DISEASE CONTROL
6.1 Personal Appearance Services Businesses performing personal appearance services (eg. Hairdressers, Beauty Salons) will be instructed to cease such activities until power, clean water and waste services have been restored.
6.2 Dengue fever The risk of a dengue fever outbreak is significantly increased in the event of disaster. In the event of an outbreak, Council will conduct a joint response with Queensland Health, which will be conducted in accordance with the current Queensland Dengue Management Plan.
6.3 Soil Borne Diseases The risk of soil borne diseases (eg. Melioidsis) increase during prolonged periods of wet weather.
In the event of risk refer to Queensland Health.
7.0 VECTOR AND VERMIN CONTROL
The threat of an increase in vector and vermin populations in populated areas is increased significantly following periods of excessive rain and flood. This can be exacerbated due to seasonal influences, unavailability of personal insect repellent, concentrations of people in evacuation centres and isolated communities. Following a disaster event, Council’s Environmental Services Coordinator will be supported by any other appropriately qualified staff members to intensify treatment of vectors and vermin throughout the affected area in the response and early recovery phase. A summary of vectors and vermin and the diseases they can transmit are as follows:
Vector Some Diseases Transmitted by the Vector Mosquitoes Dengue fever, Ross River fever, Barmah Forest virus, Viral Encephalitis Houseflies Diarrhoea, dysentery, salmonella Cockroaches Diarrhoea, dysentery, salmonella Lice Endemic typhus, pediculosis, relapsing fever, skin irritation Ticks Rickettsia fever, tularemia, viral encephalitis Rodents Rat-bite fever, leptospirosis, salmonella, melioidosis Rodent fleas Endemic typhus, plague Rodent mites Rickettsia fever, scrub typhus Flying Foxes Australian Bat Lyssavirus, Hendra Virus
8.0 HYGIENE
Advice on personal hygiene will be made available to the community through information contained on Council’s Emergency Dashboard including but not limited to:
Public Health Sub-Plan Page 10 170 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020 Handwashing Bathing Dental Hygiene Wound Hygiene, and Environmental Hygiene.
9.0 DISPOSAL OF DEAD STOCK AND ANIMALS
The public health risk posed by the large scale death of livestock and animals through contamination of water and stockfeed in emergency situations can be devastating. For the prevention of Exotic diseases, Biosecurity Queensland may be contacted in certain situations to implement the AustVetPlan. The LDMG will liaise with Department of Agriculture and Fisheries for advice to determine the appropriate course of action.
10.0 PUBLIC INFORMATION
10.1 Prior to event Community engagement can help to create empowered, sustainable and resilient communities through: increasing awareness of the nature of hazards and the potential impact of those hazards; promoting public resilience through encouragement of personal responsibility, and developing the community’s awareness of official disaster management arrangements and the assistance provided by disaster management groups.
As much information as possible is provided to the public to empower them to assess the risks and take whatever action is necessary to minimise personal injury or damage to property.
Information will be provided by Council through its communication channels and in accordance with its Public Information and Warnings Sub Plan.
10.2 During and after an event Council will continue to provide information to the public in accordance with its Public Information and Warnings Sub Plan.
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Managing Risk The management of risk is fundamental to making the community safer. Risks need to be identified for both natural and human-caused hazards. Entities have a shared responsibility to work together with their community to develop integrated strategies to manage these risks.
1. There is a shared understanding of risks for all relevant hazards. 2. Risk is managed to reduce the impact of disasters on the community.
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173 Document Set ID: 1212533 Version: 18, Version Date: 13/02/2020
Document Name Public Information & Warnings Sub-Plan
August 2019
Date
174 Document SetPublic ID: 1212729 Information & Warnings Sub Plan Page 1 Version: 11, Version Date: 13/02/2020 Contents Endorsement...... 1 Document Control ...... 1 Amendment Control ...... 1 Amendment Register...... 2 1.0 OVERVIEW ...... 2 1.1 Purpose ...... 2 1.2 Authority...... 2 1.3 Functional Responsibility ...... 2 1.4 Review of the Plan ...... 2 2.0 Partner Agencies ...... 3 3.0 Authorisation of Release ...... 3 4.0 Media Liaison Officer or Public Information Officer ...... 3 5.0 Emergency Alerts...... 3 6.0 Public Information – Methods of Communication...... 5 7.0 Warnings – Methods of Communication...... 5 8.0 Release of Information - Severity Levels of Community Warnings and Public Information...... 6 8.1 Preparedness and Resilience - Advice...... 6 8.2 Warnings – Watch and Act ...... 6 8.3 Recovery - Advice...... 6 9.0 Unauthorised messaging and misinformation ...... 6 10.0 Documentation ...... 7 11.0 Types and Sources of Warnings...... 7 12.0 Messaging for Vulnerable populations...... 8 Alignment with Standard for Emergency Management ...... 9
Public Information & Warnings Sub Plan Page175 0 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 Endorsement
This plan is recommended for distribution by the Charters Towers Regional Council Local Disaster Management Group.
Aaron Johansson Local Disaster Coordinator Date: / / Charters Towers Local Disaster Management Group Mayor Elizabeth Schmidt Chair Date: / / Charters Towers Local Disaster Management Group
This plan is endorsed for distribution by the Charters Towers Regional Council.
Date of General Meeting: Resolution Number: Resolution
Aaron Johansson Chief Executive Officer Date: / / Charters Towers Regional Council Mayor Elizabeth Schmidt Charters Towers Regional Council Date: / /
Document Control
Amendment Control The Public Information and Warnings Sub Plan is a controlled document. The controller of the document is the Charters Towers Local Disaster Coordinator (LDC). Any proposed amendments to this plan should forwarded in writing to:
Local Disaster Coordinator Charters Towers Regional Council P O Box 189 CHARTERS TOWERS QLD 4820
Telephone: 07 4761 5300 Email: [email protected]
The Local Disaster Coordinator may approve inconsequential amendments to this document.
The Local Disaster Coordinator will ensure that any changes to the content of the document will be submitted to the Charters Towers Local Disaster Management Group (CTRCLDMG) for approval and be endorsed by the Charters Towers Regional Council.
Public Information & Warnings Sub Plan Page176 1 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 Amendment Register
Amendment Plan Updated Issue Date Inserted by Action Date August 2018 Jennifer Brown Initial Plan August 2018 (CTRC) Cr Graham Lohmann (CTRC) & Andy Pethybridge (EMC – QFES) August 2019 Jennifer Brown Review July-September 2019 (CTRC) Cr Graham Lohmann (CTRC) & Andy Pethybridge (EMC – QFES) Cr Sonia Bennetto
1.0 OVERVIEW
1.1 Purpose The purpose of a Public Information and Warnings Sub Plan Guide is to provide for the effective recording, monitoring, management and dissemination of accurate, useful and timely information and warnings to the public prior to, during and after disaster events, along with pre-season preparation and resilience information.
Under Section 30 of the Disaster Management Act, the Charters Towers Regional Council Local Disaster Management Group is responsible for ensuring the community is aware of how to respond in preparation for and during a disaster event. It involves raising awareness of identified threats and how the public should respond at an individual and/or household level and may include warnings and directions.
1.2 Authority This plan forms a sub-plan of the Charters Towers Regional Council Local Disaster Management Plan (CTRCLDMP) and is developed under the authority of the Disaster Management Act 2003.
1.3 Functional Responsibility The Local Disaster Coordinator (LDC) is to ensure all agencies and members of the CTRCLDMG are aware of the contents of the Public Information and Warnings Sub-Plan.
1.4 Review of the Plan In accordance with section 59 of the Disaster Management Act 2003, the Public Information & Warnings Sub- Plan will be reviewed at least once each year by appropriately qualified personnel. The review of the effectiveness of the plan must occur at least once a year, this can be conducted by event activation, desk top or practical exercise. This must occur with representation from the LDMG, Queensland Fire and Emergency Services (QFES) Emergency Management Coordinator (EMC) and associated stakeholders.
A copy of the revised Public Information & Warning Sub-Plan will be distributed to the people identified in the Local Disaster Management Plan’s distribution list.
Public Information & Warnings Sub Plan Page177 2 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 2.0 Partner Agencies
Bureau of Meteorology Queensland Fire and Emergency Services State Emergency Services Fire and Rescue Services – Urban Rural Fire Services Emergency Management Coordinators Queensland Police Service Charters Towers Greenvale Pentland Ravenswood Radio Stations ABC Radio 4GC/West FM Southern Cross Ten Austereo Local and Regional Newspapers Northern Miner Townsville Bulletin NQ Register Queensland Country Life Herbert River Express Ayr Advocate The Tablelander The Tablelander Advertiser Department of Transport and Main Roads Queensland Rail Department of Agriculture and Fisheries Queensland Health
3.0 Authorisation of Release Determination of the person/position authorised to release disaster-related information to the public: Chair Deputy Chair Local Disaster Coordinator Communication Coordinator
4.0 Media Liaison Officer or Public Information Officer
Communications Coordinator Elected Member Support Officer Person delegated by the LDC Should be identified in the disaster management plan Relevant experience or provision of media training
5.0 Emergency Alerts
Conducted in accordance with Queensland Emergency Alert Manual M.1.174 found at www.disaster.qld.gov.au
The Queensland Government’s “Emergency Alert Service” is the national telephone-based emergency warning system, which provides the capability to send warning messages to fixed line telephones (i.e. landlines) based on the location of the handset and to mobile phones based on the location of the mobile phone.
Public Information & Warnings Sub Plan Page178 3 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 The “Emergency Alert” (EA) system will be utilised by the CTRCLDMG as required and as per the Queensland Emergency Alert Manual M.1.174 found at www.disaster.qld.gov.au
Community warnings provide the community with appropriate advice on disaster and emergency situations to enable the community to make informed decisions about preparedness and safety and/or the steps to be taken in responding to a disaster or emergency. The Manual describes three severity levels of community warnings:
Warning; Watch and Act; and Advice Community warnings, alerts and information can be issued or sourced by several methods depending on the type of disaster or emergency and/or agency. Queensland’s primary community warning, alert and information methods are:
Information through local government or agency websites and disaster information boards, local events and activities; opt-in alerts from local government which provide SMS, landline, email and social media community messaging; agency specific warnings and/or alerts, for example Sunwater, Ergon Energy; alerts and information from media and broadcasts; Bureau of Meteorology weather warnings for tropical cyclones, severe thunderstorms, severe weather, tsunami and bushfires; QFES fire ban alerts and/or warnings under the Fire and Emergency Services Act 1990; QFES bushfire warnings (Advice: monitor conditions, Watch and Act: conditions are changing and Emergency Warning: you are in danger) and; EA (Warning, Watch and Act or Advice)
Community warnings should be timely and to greatest extent possible, to be issued as soon as the appropriate recommendation for protective action can be made. It is important to know when to use a community warning, alert or information.
In the context of EA, the Incident Controller is the person responsible for the request of an EA Campaign/s to be sent to a geographical area.
CTRCLDMG has determined that the persons/positions authorised to request an EA Campaign/s to be sent to a geographical area are:
Local Disaster Coordinator Deputy Disaster Coordinator in the absence of the Local Disaster Coordinator
Public Information & Warnings Sub Plan Page179 4 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 6.0 Public Information – Methods of Communication
Notification of public information campaigns should be communicated across multiple methods to maximise saturation and penetration as follows:
Newspapers o Townsville Bulletin delivered daily; o Northern Miner, one edition per week. Newsletters o Community Newsletters Email o Charters Towers Regional Council has internal group distribution list o Rural Properties database for internal use only Community Displays Social Media Council’s Website and Emergency Dashboard
7.0 Warnings – Methods of Communication
Notification of warning campaigns should be communicated across multiple methods to maximise saturation and penetration as follows: Tasking of QPS/SES volunteers to advise campers/travelling public at camping grounds of pending weather events and possible self-evacuation from the area. Radio/Television (with sign language/sub-titles where available) Radio: o Commercial Radio Stations at Townsville: o ABC o Southern Cross Austereo o Local Radio: o 4GC/West FM Television Stations: o WIN o Nine o Seven o ABC o Imparja Noticeboards: Community/Schools – Noticeboards – Pentland/ Homestead/ Greenvale/ Ravenswood. Digital Messaging: o Roadwork signage o Visitor Information Centre o Pepper’s Cafe Mobile Council PA System can be attached to vehicle Emergency Services public address vehicles o QFES Fire Appliance Multi-lingual releases as appropriate to the area o National translation service, as required Charters Towers Regional Council’s general number 07 4761 5300. (This number will be manned during business hours and diverted to an afterhours message containing emergency contact options.) SES 24 hour hotline is 132500 Internet website portal o Emergency Dashboard - CTRC o QFES o Disaster Management
Public Information & Warnings Sub Plan Page180 5 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 Social Media o Charters Towers Regional Council Facebook SMS or text message o use by core member agencies and specialist advisors for distribution to organisation and/or clients Doorknocking by Emergency Services (SES, QPS) DTMR Roadside electronic billboards oRoad closure advices (Located: Intersection of Gregory Developmental Road and Flinders Highway West; Gregory Development Road (The Lynd) near Charters Towers Cemetery; Flinders Highway East located at Stuart, Townsville City Council area. Roadside changeable signs: oLimited number available
8.0 Release of Information - Severity Levels of Community Warnings and Public Information
8.1 Preparedness and Resilience - Advice Community Warning, Alerts and Information Community warnings, alerts and information support community resilience. When combined with the community’s understanding of environmental risks, strong community education and engagement and effective disaster or emergency preparedness, warnings, alerts and information can have the potential to reduce the impacts of disasters or emergencies on communities and protect lives, properties and the environment.
8.2 Warnings – Watch and Act
Information to be released:
Communications will focus on preparation for and response to disaster events ensuring residents are informed of: i) the progress of the event; ii) the progress made in combating the event; iii) the threat to themselves and the actions they need to take. Information approved by the CTRC LDMG through the Chairperson will be prepared and released.
8.3 Recovery - Advice Assistance (see Recovery Sub-Plan)
o How and where to get personal assistance o How and where to get information regarding assistance for livestock and companion animals
9.0 Unauthorised messaging and misinformation Coordination of response to unauthorised messaging and misinformation to avoid panic, fear and confusion.
Allocation of resources to monitor social media sites and radio.
Social media misinformation needs to be reported to page Administrator requesting removal. Consider further messaging on Council page to counter misinformation.
All releases must come from an authoritative source:
o Charters Towers Regional Council Emergency Dashboard and Charters Towers Regional Council Facebook pages will be a single point of truth for the community to access information during all phases of an event.
Public Information & Warnings Sub Plan Page181 6 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 o LDMG Chair or authorised representative will provide communication to the media.
10.0 Documentation
All media releases will be stored within Council’s Records System and Disaster Management System – Guardian.
11.0 Types and Sources of Warnings
Organisation Type of Warnings Responsibility Bureau of Meteorology Meteorological Provides cyclone, flood (flood alert, flood (BOM) Warnings watch and flood advice), severe storm (including thunderstorm), tsunami, land gales and severe bushfire weather advices to media outlets Department of Agriculture Animal & Plant Provides clear, accurate information about and Fisheries Diseases an animal/plant disease emergency and its implications and the progress of control or eradication procedures. Department of Transport For information on road closures on state and Main Roads highways (131940 or www.qldtraffic.qld.gov.au) Queensland Rail For information regarding the western rail corridor. Ergon Energy Provides information regarding power outages and power supply. Queensland Fire and Hazardous material Coordinates media and public information Emergency Services incident regarding fire, chemical or gas emergency (QFES) – Fire and situations. Rescue Bushfires Queensland Health Pandemic For information regarding a public health Public Health warnings epidemic or heat waves. Queensland Police Hazardous material Has responsibility for providing Service (QPS) incident information about a locally managed Terrorism incident, including directed evacuations. Aircraft Charters Towers Public health warnings For local information on road closures, Regional Council traffic routes, evacuations, places of refuge, evacuation centres, recovery centres, debris clean-up, and all matters relating to the activation of the Charters Towers Regional Local Disaster Management Group. Geoscience Australia Geo-technical For information on earthquakes and warnings tremors
Public Information & Warnings Sub Plan Page182 7 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 12.0 Messaging for Vulnerable populations
Charters Towers Regional Council will adapt its communications processes for the distribution of emergency messages to reflect the following principles as per Communicating with People with Disability – National Guidelines for Emergency Managers. To target all vulnerable groups in the community, Council will: only distribute necessary and relevant information; verbalise visual information, including phone numbers and website details; use multiple information and presentation formats; keep information consistent, accurate, short and sharp; and use clear language and simple sentences.
To assist in the delivery of emergency warning messages, Council may utilise interpreter services (including Auslan) as required.
https://www.qld.gov.au/__data/assets/pdf_file/0022/55327/supporting-people-with-vulnerabilities- framework.pdf
Public Information & Warnings Sub Plan Page183 8 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 Alignment with Standard for Emergency Management
Community Engagement The community is central to disaster management. Community engagement entails actively involving the community in managing their risk. It involves collaboratively planning how the community’s collective efforts will contribute to their safety. Community engagement builds local capability, capacity and community self- reliance. This allows entities to focus their efforts where they are needed most.
5. Entities proactively and openly engage with communities 6. The community makes informed choices about disaster management, and acts on them
Public Information & Warnings Sub Plan Page184 9 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020 Public Information & Warnings Sub Plan
Public Information & Warnings Sub Plan Page185 10 Document Set ID: 1212729 Version: 11, Version Date: 13/02/2020
Document Name Management of Vulnerable Persons (At Risk)
Sub-Plan
August 2019
Date
186 Document SetManagement ID: 1212556 of Vulnerable Persons Sub-Plan Page 1 Version: 10, Version Date: 13/02/2020 Contents
Endorsement ...... 2 Document Control...... 2 Amendment Control...... 2 Amendment Register ...... 3 Purpose...... 3 Authority ...... 3 Functional Responsibility ...... 4 Definition of Vulnerable Persons (At Risk):...... 4 Responsibilities of Other Agencies and Organisations ...... 4 Identification of Risks...... 6 Alignment with Standard of Emergency Management...... 7 Appendix B ...... 8 Contact details Agencies and Organisations (to be finalised): ...... 8
Management of Vulnerable Persons Sub-Plan Page 1
187 Document Set ID: 1212556 Version: 10, Version Date: 13/02/2020 Endorsement
This plan is recommended for distribution by the Charters Towers Regional Council Local Disaster Management Group.
Aaron Johansson Local Disaster Coordinator Date: / / Charters Towers Local Disaster Management Group Mayor Elizabeth Schmidt Chair Date: / / Charters Towers Local Disaster Management Group
This plan is endorsed for distribution by the Charters Towers Regional Council.
Date of General Meeting: Resolution Number: Resolution
Aaron Johansson Chief Executive Officer Date: / / Charters Towers Regional Council Elizabeth Schmidt Mayor Date: / / Charters Towers Regional Council
Document Control
Amendment Control
The Management of Vulnerable Persons (At Risk) Sub-Plan is a controlled document. The controller of the document is the Charters Towers Local Disaster Coordinator (LDC). Any proposed amendments to this plan should forwarded in writing to:
Local Disaster Coordinator Charters Towers Regional Council P O Box 189 CHARTERS TOWERS QLD 4820
Telephone: 0747615300 Email: [email protected]
The Local Disaster C may approve minor amendments to this document.
The LDC will ensure that any changes to the content of the document will be submitted to the Charters Towers Regional Council’s Local Disaster Management Group (CTRCLDMG) for approval and be endorsed by the Charters Towers Regional Council.
Management of Vulnerable Persons Sub-Plan Page 2
188 Document Set ID: 1212556 Version: 10, Version Date: 13/02/2020 Amendment Register
Amendment Plan Updated Version No. Issue Date Inserted by Action Date 01 August 2018 Jennifer Brown Initial Plan August 2018 (CTRC) Cr Graham Lohmann (CTRC) & Andy Pethybridge (EMC – QFES) 02 August 2019 Jennifer Brown Review July to September 2019 (CTRC) Cr Graham Lohmann (CTRC) Cr Sonia Bennetto (CTRC) & Andy Pethybridge (EMC – QFES)
Purpose
The purpose of the Management of Vulnerable Persons (At Risk) Sub-Plan is to manage vulnerable person arrangements for a local event, in which the Charters Towers Regional Council’s Local Disaster Management Group (CTRCLDMG) and its plans and processes have been activated.
Authority
This plan forms a sub-plan of the Charters Towers Regional Council’s Local Disaster Management Plan (CTRCLDMP) and is developed under the authority of the Disaster Management Act 2003.
Management of Vulnerable Persons Sub-Plan Page 3
189 Document Set ID: 1212556 Version: 10, Version Date: 13/02/2020 Functional Responsibility
The Local Disaster Coordinator (LDC) is to ensure all agencies and members of the Charters Towers Regional Council’s Local Disaster Management Group are aware of these management arrangements.
Definition of Vulnerable Persons (At Risk):
(See also https://www.qld.gov.au/community/documents/disasters-emergencies/supporting-people-with- vulnerabilities-framework.pdf)
Recipients of NDIS Boarding School residents Residents of Eventide, Dalrymple Villa and Charters Towers Rehabilitation Unit Patients at Charters Towers Health Service (Hospital) Elderly residents living independently in receipt of Home Care or other support packages Residents requiring in home high care medical support (eg Oxygen, dialysis) Homeless Tourists Domestic Violence Victims Substance Dependent persons
Responsibilities of Other Agencies and Organisations
Each agency or organisation is responsible for providing management response for clients and staff in the event of a disaster. Should the agency’s capacity be exceeded, they should seek assistance from the LDMG to request assistance from the District:
Agency Responsibility Local Disaster Management Group Provision of timely and accurate information to agencies and the community Conduit between Agencies and District Prospect Community Services Communication conduit between LDMG and NDIS providers Charters Towers Health Care Facility – Mass Casualty Plan Queensland Health Hospital Provide inpatient and home care for clients Maintain business continuity plan and evacuation plan Expandable capacity for triage and primary assessment Expandable bedding capacity Eventide Aged Care Facility – Evacuation and emergency procedures and business Queensland Health continuity plan Expandable capacity Can accept patients from Charters Towers Health Facility (Hospital) Caterers for all Queensland Health Facilities within Charters Towers Capacity to accept ambulant evacuees, provided staffing resources are provided Agency Responsibility Charters Towers Rehabilitation Unit – Evacuation and emergency procedures and business Queensland Health continuity plan Expandable capacity Management of Vulnerable Persons Sub-Plan Page 4
190 Document Set ID: 1212556 Version: 10, Version Date: 13/02/2020 Can accept patients from other mental health facilities Home Care Services – Queensland Provision of home care services in Charters Towers, Health Greenvale, Ravenswood and Pentland Dalrymple Villa – Aged Care Facility Evacuation and emergency procedures and business continuity plan Expandable capacity Capacity to accept ambular evacuees provided staffing resources are provided In house catering provided UnitingCare – Blue Care Evacuation and emergency procedures and business continuity plan Provide in home care and support to clients Boarding Schools: Evacuation and emergency procedures and business All Souls St Gabriels continuity plan Columba Catholic College Expandable capacity Blackheath and Thornburgh College Charters Towers School of Distance Capacity to accept evacuees in certain circumstances Education (confirmation required of (outside of school terms) when inreach activities occur) Catering/kitchen facilities available
Management of Vulnerable Persons Sub-Plan Page 5
191 Document Set ID: 1212556 Version: 10, Version Date: 13/02/2020 Identification of Risks
Agency Risks Identified Mitigation of Risks Prospect Community Services Lack of transportation for clients Liaise with Public Transport providers and Eventide Aged Care Facility Charters Towers Health Care Lack of transportation for clients Liaise with QAS and Eventide Aged Facility – Queensland Health and patients to be moved Care Facility Supply and disposing of needles Queensland Health to identify alternate for intravenous drug users supply and disposal procedures Lack of available Oxygen Monitor Oxygen supplies and maintain supplies for independent living client lists clients Request for Assistance Dialysis recipients unable to travel to Townsville for treatment Eventide Aged Care Facility – Reduced availability of food from Request for Assistance through District Queensland Health local suppliers due to interrupted logistics chain Reduced availability of medications from Townsville Suppliers due to interrupted logistics chain Lack of available Oxygen Request for Assistance supplies
Charters Towers Rehabilitation Reduced availability of Request for Assistance through District Unit – Queensland Health medications from Townsville Suppliers due to interrupted logistics chain Home Care Services – Inability to provide home care Business Continuity Plan Queensland Health services in Greenvale, Request for Assistance through District Ravenswood and Pentland due to reduced access (eg flooding) Dalrymple Villa – Aged Care Lack of transportation for clients Liaise with Public Transport providers Facility Reduced availability of food from and Eventide Aged Care Facility local suppliers due to interrupted logistics chain Request for Assistance Lack of available Oxygen supplies Uniting Care – Blue Care Lack of communications due to Satellite telephones and hard copy electrical and client contact documentation telecommunications failure Lack of available Oxygen Assist clients to monitor Oxygen supplies for independent living supplies and maintain client lists clients Boarding Schools: Reduced availability of food from Request for Assistance through District All Souls St Gabriels local suppliers due to interrupted Columba Catholic College logistics chain Blackheath and Thornburgh College Charters Towers School of Reduced availability of food from Request for Assistance through District Distance Education local supppliers due to interrupted logistics chain (inreach activity weeks)
Management of Vulnerable Persons Sub-Plan Page 6
192 Document Set ID: 1212556 Version: 10, Version Date: 13/02/2020 Alignment with Standard of Emergency Management
Operations
Operations are the activities undertaken by entities during response, relief, and recovery for a specific event, including activities to mitigate and prepare for the impacts of that event.
Outcome
9. Operations minimise the negative impacts of an event on the community and provide the support needed for recovery.
The Outcome is to be applied separately for:
Response Relief Recovery
Management of Vulnerable Persons Sub-Plan Page 7
193 Document Set ID: 1212556 Version: 10, Version Date: 13/02/2020 Appendix B
Contact details Agencies and Organisations (to be finalised):
Agency Contact Name Contact details Local Disaster Management Aaron Johansson Not available in uncontrolled document Group Local Disaster Coordinator Prospect Community To be advised Not available in uncontrolled document Services Chief Executive Officer Charters Towers Health Care Joanna Meharg Not available in uncontrolled document Facility – Queensland Health Director of Nursing Eventide Aged Care Facility Lorraine Dempsey Not available in uncontrolled document – Queensland Health Director of Nursing Charters Towers Nicole Purcell Not available in uncontrolled document Rehabilitation Unit – Director of Nursing Queensland Health Home Care Services – Joanna Meharg Not available in uncontrolled document Queensland Health Director of Nursing Dalrymple Villa – Aged Care Joanne Boschetti Not available in uncontrolled document Facility Manager UnitingCare – Blue Care – Georgina Mitchell Not available in uncontrolled document Charters Towers Community Care All Souls St Gabriels Darren Fleming Not available in uncontrolled document Columba Catholic College Candi Dempster Not available in uncontrolled document Blackheath and Thornburgh Simon Murphy Not available in uncontrolled document College Charters Towers School of John Clark Not available in uncontrolled document Distance Education
Management of Vulnerable Persons Sub-Plan Page 8
194 Document Set ID: 1212556 Version: 10, Version Date: 13/02/2020 Management of Vulnerable Persons Sub-Plan
195 Document Set ID: 1212556 Version: 10, Version Date: 13/02/2020
Document Name Financial Management
Sub-Plan
August 2019
196 Document Set ID: 1212545 Version: 8, Version Date: 13/02/2020 Contents Endorsement ...... 2 Document Control...... 2 Amendment Control...... 2 Amendment Register ...... 3 Abbreviations List...... 3 1.0 OVERVIEW...... 4 1.1 Purpose ...... 4 1.2 Authority ...... 4 1.3 Functional Responsibility...... 4 1.4 Responsibilities of Other Agencies and Organisations ...... 4 1.5 Relevant Issues...... 4 2.0 EXPENDITURE PROCEDURES ...... 5 2.1 Authorised Expenditure...... 5 2.2 Expenditure Records...... 5 3.0 DISASTER RECOVERY FUNDING ARRANGEMENTS...... 6 3.1 General...... 6 3.2 Activation ...... 6 3.2.1 Trigger Points ...... 6 3.2.2 Activation of DRFA v. Disaster Declaration...... 7 3.3 Recouping of Expenditure ...... 7 Appendix 1...... 8
Financial Sub-Plan – August 2019 197 Page 1 Document Set ID: 1212545 Version: 8, Version Date: 13/02/2020 Endorsement
This plan is recommended for distribution by the Charters Towers Regional Council Local Disaster Management Group.
Aaron Johansson Local Disaster Coordinator Date: / / Charters Towers Local Disaster Management Group Mayor Elizabeth Schmidt Chair Date: / / Charters Towers Local Disaster Management Group
This plan is endorsed for distribution by the Charters Towers Regional Council.
Date of General Meeting: Resolution Number: Resolution
Aaron Johansson Chief Executive Officer Date: / / Charters Towers Regional Council Mayor Elizabeth Schmidt Charters Towers Regional Council Date: / /
Document Control
Amendment Control The Financial Management Sub Plan is a controlled document. The controller of the document is the Charters Towers Local Disaster Coordinator (LDC). Any proposed amendments to this plan should forwarded in writing to:
Local Disaster Coordinator Charters Towers Regional Council P O Box 189 CHARTERS TOWERS QLD 4820
Telephone: 07 47615300 Email: [email protected]
The Local Disaster Coordinator may approve minor amendments to this document.
The Local Disaster Coordinator will ensure that any changes to the content of the document will be submitted to the Charters Towers Local Disaster Management Group (CTRCLDMG) for approval and be endorsed by the Charters Towers Regional Council.
Financial Sub-Plan – August 2019 198 Page 2 Document Set ID: 1212545 Version: 8, Version Date: 13/02/2020 Amendment Register
Amendment Plan Updated Version No. Issue Date Inserted by Action Date 01 August 2018 Jennifer Brown Initial Plan August 2018 (Secretariat LDMG) Cr Graham Lohmann (CTRC) & Andy Pethybridge (EMC – QFES) 02 August 2019 Jennifer Brown Review August 2019 (CTRCSecretariat LDMG) Cr Graham Lohmann (CTRC) & Andy Pethybridge (EMC – QFES)
Abbreviations List CDO Counter Disaster Operations LDC Local Disaster Coordinator DRFA Disaster Recovery Funding Arrangements QRA Queensland Reconstruction Authority SDRA State Disaster Relief Arrangements CTRC Charters Towers Regional Council CTRCLDMG Charters Towers Regional Council Local Disaster Management Group CTRCLDMP Charters Towers Regional Council Local Disaster Management Plan
Financial Sub-Plan – August 2019 199 Page 3 Document Set ID: 1212545 Version: 8, Version Date: 13/02/2020 1.0 OVERVIEW
1.1 Purpose
The purpose of the Financial Management Sub Plan is to manage the financial arrangements for a local event, in which the Charters Towers Local Disaster Management Group (CTRCLDMG) and its plans and processes have been activated.
1.2 Authority
This plan forms a sub-plan of the Charters Towers Regional Council Local Disaster Management Plan (CTRCLDMP) and is developed under the authority of the Disaster Management Act 2003.
1.3 Functional Responsibility
The Local Disaster Coordinator (LDC) is to ensure all agencies and member of the CTRCLDMG are aware of these financial arrangements.
1.4 Responsibilities of Other Agencies and Organisations
Each support agency or organisation is responsible for providing its own financial services and support to its response operations in the field and maintaining compliance with its own financial policies and procedures.
1.5 Relevant Issues
Disaster related finances are not included in the budgetary processes of councils or other responding agencies. Disaster events may require the allocation of substantial funds as a consequence.
Due to the nature of many disaster situations, finance operations will often be carried out within compressed time frames and other pressures, possibly necessitating the use of non-routine procedures; this in no way lessens the requirement for sound financial management and accountability. Charters Towers Regional Council’s financial management policy and procedures will govern all financial delegations and authorisations to expend funds, recording of expenditure, etc.
Financial Sub-Plan – August 2019 200 Page 4 Document Set ID: 1212545 Version: 8, Version Date: 13/02/2020 2.0 EXPENDITURE PROCEDURES
2.1 Authorised Expenditure
All costs incurred by Charters Towers Regional Council (CTRC) because of a disaster event will be captured and recorded to meet the requirements of the Disaster Recovery Funding Arrangements.
2.2 Expenditure Records
Prior to each wet season, project/works orders will be created and activated by the relevant Council Directorates to capture costs for deployment of resources and response and recovery activities. Expenses should be recorded in the following three (3) categories:
Labour; Plant hire; Materials and services.
When an incident occurs, Council and each participating Department or agency should immediately begin accounting for personnel, equipment and other costs relating to the disaster response. Separate recording of disaster-related expenditure shall be in accordance with the Council’s or relevant agency’s financial procedures and supported by logs, formal records and file copies of expenditures to provide clear and reasonable accountability to ensure justification for reimbursement is maintained.
All costs incurred by Council because of damaged assets and response and recovery activities will be coordinated by Local Disaster Coordinator and Directors of the Charters Towers Regional Council. Upon activation of the Charters Towers Regional Council’s Local Disaster Management Group, a disaster cost centre and project/job numbers will be created and activated to capture costs for deployment of resources and response and recovery activities. Cost centre and project/job numbers will be provided by Council’s Financial Services Coordinator.
For each event, specific cost centres are established for emergent works expenditure and counter disaster operations in accordance with DRFA and SDRA guidelines. For DRFA restoration works, project folders containing relevant information for each road/project are created to assist in the preparation of submissions to the relevant funding body for approval. For urgent projects, a separate project number is allocated for costing purposes to enable works to commence prior to official approval.
While innovative and expeditious means of procurement are called for during times of disaster events, it is still mandatory that good accounting principles and practices be employed to safeguard the use of public funds from the potential of fraud, waste or abuse.
Financial Sub-Plan – August 2019 201 Page 5 Document Set ID: 1212545 Version: 8, Version Date: 13/02/2020 3.0 DISASTER RECOVERY FUNDING ARRANGEMENTS
3.1 General
Following severe disaster events, Local, State and Commonwealth Governments respond through a coordinated range of disaster management arrangements to address both the physical and financial needs of affected communities. The Queensland Relief and Recovery Arrangements Guidelines outline financial assistance available to communities, small businesses, primary producers, non-profit organisations and local and state governments affected by disasters.
The arrangements are designed to provide a ‘safety net’ to those in immediate need or who are unable to affect their own recovery. Two (2) types of arrangements are available, which can be activated depending upon the type and scale of the disaster. These include: 1. Disaster Recovery Funding Arrangements (DRFA); and 2. Queensland State Disaster Relief Arrangements (SDRA). Counter Disaster Operations (CDO), which are activities undertaken by Local and State Government agencies to provide direct assistance to and in the protection of the public before, during and after a disaster event, are included in these arrangements. The Queensland Disaster Relief and Recovery Arrangements Guidelines are reviewed annually and can be found on the Queensland Reconstruction Authority (QldRA) website https://www.qra.qld.gov.au/our-work/disaster- recovery-fundingunder Disaster Recovery Funding. All claims must be prepared in accordance with these guidelines.
3.2 Activation
The Minister for Police and Minister for Corrective Services (supported by Queensland Fire and Emergency Services) is responsible for activating and coordinating the delivery of DRFA assistance measures in conjunction with the QRA and other agencies.
Following an eligible disaster event and an initial evaluation of damage, loss and personal hardship, the Minister will activate those DRFA relief/assistance measures, which are appropriate.
The activation of relief measures is dependent on a demonstrated need for a category of assistance and whether:
The damage was caused by an eligible disaster event; and State expenditure on eligible DRFA assistance measures will exceed the small disaster criterion of $240,000.
Where the small disaster criterion will not be reached, the Minister may consider the activation of State (funded) Disaster Relief Arrangements (SDRA) for community response or personal hardship needs.
3.2.1 Trigger Points
Local Government trigger points apply to DRFA funding. Each local government trigger point or contribution level amount (applicable to each DRFA disaster event) is calculated on Council’s prior year financials. Each local government must have eligible damage exceeding their trigger point to be able to claim under restoration of essential public assets. The trigger point amount is a contribution by council and applies to each activated event.
Organisation Financial Year DRFA Maximum Trigger Point Charters Towers Regional Council 2019/2020 $80,618
Financial Sub-Plan – August 2019 202 Page 6 Document Set ID: 1212545 Version: 8, Version Date: 13/02/2020 3.2.2 Activation of DRFA v. Disaster Declaration
The declaration of a disaster situation and the area covered by the declaration is not related to the activation of the DRFA and the area defined for the receipt of financial assistance.
The ‘declaration of a disaster situation’ is a formal declaration invoked under the Disaster Management Act 2003. It is a short-term declaration, which provides additional operational powers to the Queensland Police Service and emergency services prior to, during and in the immediate wake of a disaster event.
The ‘activation of the DRFA’ by the Minister (see Section 3.2 above) provides jointly funded State / Commonwealth Government financial assistance to communities affected by eligible disaster events.
3.3 Recouping of Expenditure
Each agency is responsible for claiming their own reimbursement of funds relating to disaster operational expenses.
Claims within Council will be coordinated by the Directorates of Infrastructure Services, Corporate and Community Services and the Office of the Chief Executive Officer.
3.4 Related Documents
Charters Towers Regional Council’s Financial Policy and Procedures Charters Towers Regional Council’s Local Disaster Management Plan Queensland Disaster Management Act 2003 Queensland Disaster Relief and Recovery Arrangements Guidelines
Alignment with Standard for Emergency Management
Collaboration and Coordination refers to how entities consider an integrated approach, and work together to promote a positive environment within the disaster management sector across all phases of disaster management. It includes the ways in which they show leadership and commitment to the principles behind disaster management.
Outcome
10. Entities proactively work together in a cooperative environment to achieve better results for the community. 11. A collaborative culture exists within disaster management.
Financial Sub-Plan – August 2019 203 Page 7 Document Set ID: 1212545 Version: 8, Version Date: 13/02/2020 LDMG Financial Management Sub-Plan
Financial Sub-Plan – August 2019 204 Page 8 Document Set ID: 1212545 Version: 8, Version Date: 13/02/2020
Document Name Re-Supply Sub-Plan
August 2019
205 Document SetRe-Supply ID: 1213833 Sub Plan Page 1 Version: 14, Version Date: 13/02/2020 Contents Endorsement ...... 2 Document Control...... 2 Amendment Control...... 2 Amendment Register ...... 3 Purpose...... 3 Partner Agencies...... 3 Planning ...... 3 Isolated Community Resupply...... 3 Re-supply of Stranded Persons...... 4 Re-supply to Isolated Rural Properties...... 4 Donated Goods ...... 4 Retailers ...... 5 Schools ...... 6 Transportation...... 6 Fuel Suppliers ...... 7 Essential Goods and Mail...... 7 Dangerous Goods Identified ...... 8 Liaise with Major Mail Centres...... 8 Weight Limit Per Household ...... 8 Other organisations that should be considered as retailers as they regularly provide essential goods and services to communities...... 8 Standard for Disaster Management in Queensland...... 9
Re-Supply Sub Plan Page 1
206 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020 Endorsement
This plan is recommended for distribution by the Charters Towers Regional Council Local Disaster Management Group.
Aaron Johansson Local Disaster Coordinator Date: / / Charters Towers Local Disaster Management Group Mayor Elizabeth Schmidt Chair Date: / / Charters Towers Local Disaster Management Group
This plan is endorsed for distribution by the Charters Towers Regional Council.
Date of General Meeting: Resolution Number: Resolution
Aaron Johansson Chief Executive Officer Date: / / Charters Towers Regional Council Mayor Elizabeth Schmidt Charters Towers Regional Council Date: / /
Document Control
Amendment Control The Re-Supply Sub-Plan is a controlled document. The controller of the document is the Charters Towers Local Disaster Coordinator (LDC). Any proposed amendments to this plan should forwarded in writing to:
Local Disaster Coordinator Charters Towers Regional Council P O Box 189 CHARTERS TOWERS QLD 4820
The Local Disaster Coordinator may approve minor amendments to this document.
The Local Disaster Coordinator will ensure that any changes to the content of the document will be submitted to the Charters Towers Regional Council Local Disaster Management Group (CTRCLDMG) for approval and be endorsed by the Charters Towers Regional Council.
Re-Supply Sub Plan Page 2
207 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020 Amendment Register
Amendment Plan Updated Issue Date Inserted by Action Date August 2018 Jennifer Brown Initial Plan August 2018 (CTRC) Cr Graham Lohmann (CTRC) & Andy Pethybridge (EMC – QFES) August 2019 Jennifer Brown Review July to September 2019 (CTRC) Cr Graham Lohmann (CTRC) Cr Sonia Bennetto (CTRC) & Andy Pethybridge (EMC – QFES)
Purpose
The purpose of the Re-Supply Sub Plan is to ensure that communities and isolated properties are re-supplied with food and other essential items during times of extended isolation that is out of the scope of the respective Business Continuity Plan.
Partner Agencies
. Retailers . Suppliers . District Disaster Management Group . Queensland Fire and Emergency Services . Queensland Police Service . Local Government . Australia Post . Queensland Health . Department of Transport and Main Roads . Department of Agriculture and Fisheries . Queensland Rail . Logistic Transport providers . Education Queensland Schools . Independent Boarding Schools
Planning
Refer to Queensland Resupply Manual – M.1.205
https://www.disaster.qld.gov.au/dmg/st/Documents/M1205-Queensland-Resupply-Manual.pdf#search=resupply
Isolated Community Resupply Consult with local suppliers and retailers i.e. Woolworths, Cornetts and small corner stores. Re-Supply Sub Plan Page 3
208 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020 Consult with fuel suppliers. Consult with pharmacies including Queensland Health Facilities and Dalrymple Villa. Consult with Veterinary Services. Consult with boarding schools. Consult with accommodation providers in Pentland, Greenvale, Ravenswood, Homestead, Burdekin Falls Dam, Hervey Range, Hidden Valley, Belyando Crossing and farm stay providers Consult with Prospect Community Services regarding NDIS recipients. Liaise with businesses and community leaders in townships. If circumstances dictate, liaise with neighbouring LDMGs to undertake resupply activities to isolated communities adjacent to their boundaries, where it is not practicable to undertake resupply operations from Charters Towers. (e.g. Townsville LDMG resupplying Hervey Range 2019)
Re-supply of Stranded Persons Resupply of stranded persons is Queensland Police Service (QPS) responsibility. Requests for assistance received are referred to QPS as lead agency.
Re-supply to Isolated Rural Properties
Monitor well-being of rural properties in affected zone.
Data base of rural property owners in the region maintained by Charters Towers Regional Council. The database is reviewed at least annually for accuracy by Council’s Disaster Management Officer.
Prior to the storm and cyclone season, Expressions of Interest are called for helicopter suppliers and the database from the Expression of Interest forms are provided to the Townsville District Disaster Management Group for its information and action as and if required to provide resupply to isolated rural properties.
Resupply operations will be coordinated through the LDMG from Council’s Airport facilities unless otherwise advised.
Consult with Air Asset providers as to availability.
Aviation fuel will be available and advice as to where the helicopters will land will be provided by the LDMG. A 10,000 litre tank for the storage of Jet A1 fuel is being installed in early 2020 and will be available at the Charters Towers Airport. Consult with Department of Agriculture and Fisheries. Liaise with neighbouring LDMGs for opportunities to resupply properties in neighbouring LGAs in close proximity to LGA boundaries (e.g. Flinders and Charters Towers – north west areas)
Donated Goods
The receipt and delivery of donated goods will be coordinated through GIVIT in partnership with the Charters Towers Ministers’ Fraternal.
Re-Supply Sub Plan Page 4
209 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020 Retailers
Major food retailers in Charters Towers included Woolworths and Cornetts.
Other food retailers include Foodworks, Norton’s Corner Store, Max’s Corner Store.
Bakers include Perry’s Bakery and Goldfield Bakery.
Chemists/Medical Supplies – Griffiths Pharmacy, Collins Pharmacy, Charters Towers Health Service, Eventide Aged Care Facility and Dalrymple Villa
Vets – Gold City Veterinary Service, Tablelands Vet Clinic
Gas Supplier – Towers Gas and Camping and retail fuel suppliers
Ice Suppliers – Woolworths, Cornetts, Whitbreads and retail fuel suppliers
Identify delivery points
Stores are delivered to Charters Towers by road with arrangements in place for delivery direct to retailers or as otherwise defined by the LDMG.
Requests for assistance through the DDMG for use of rail and air freight.
Dry goods could be stored at Council’s Airport
Delivery points in isolated communities will be identified as determined by the LDMG.
Delivery points for isolated properties will be identified as determined by the LDMG and property owners.
Forms, letters and guidelines
Refer to Sections 3.6 to 3.6.3 Queensland Resupply Manual – M.1.205
https://www.disaster.qld.gov.au/dmg/st/Documents/M1205-Queensland-Resupply-Manual.pdf#search=resupply
Re-Supply Sub Plan Page 5
210 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020 Schools
The following schools have accommodation facilities:
. All Souls St Gabriels School . Blackheath and Thornburgh College . Columba Catholic College . Charters Towers School of Distance Education
Transportation
Identify suitable transport providers
. Road transports . Rocket Run . Fastway Couriers . Toll Couriers . Killametre Couriers . Public Transport . Helicopters . Rail Transport . UAV – Unmanned Aerial Vehicle . Maritime vehicles (Flood boat)
Identify dispatch and delivery points
Delivery of goods will be to the respective retailers and Council Airport.
There are a number of forklifts and delivery trucks available in Charters Towers to assist with the unloading of stores/equipment.
Airstrip details
Regional airstrip details include:
Charters Towers Aerodrome: Airstrip – 1736 metre sealed runway with a PCN (Pavement Classification Number) of 7, capable of landing large aircraft in an emergency e.g. Hercules Full PAL (Pilot Activated Lighting) available with generator backup
(Information regarding Charters Towers Airport and any other major airstrips may be found at www.worldaerodata.com)
Ravenswood Airstrip: Airstrip – 1000 metres gravel strip
Pentland Airstrip: Airstrip – 1200 metres gravel/grass
Greenvale Airstrip: Airstrip – 1200 metres gravel/grass
Re-Supply Sub Plan Page 6
211 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020 Bredden Airstrip Airstrip – 1900 metres gravel/grass
Fuel Suppliers
Ensure priority fuel provision for emergency and transport vehicles.
Fuel suppliers:
. Woolworths Fuel . Puma Roadhouse – Flinders Highway (West) . BP Roadhouse – Flinders Highway (East) . Caltex – Gill Street . IOR . Independent
Council has bulk fuel storage capability at its depots.
Jet A1 fuel is available from bowser at the Charters Towers Airport.
Essential Goods and Mail
https://www.disaster.qld.gov.au/dmg/st/Documents/M1205-Queensland-Resupply-Manual.pdf
Section 2.3. Essential Goods Guidance
The following goods are considered ‘essential’ to maintaining human and domestic animal life and or health until “business as usual” normal supply operations can recommence:
Basic foodstuffs – preferably either dried or tinned or otherwise packaged to last ‘on the shelf’ without special storage requirements by the isolated communities. Basic cleaners, disinfectants etc. to enable communities to maintain adequate hygiene practices (subject to clearance by the transport/logistics agency). Baby foods, formula and nappies. Foodstuffs other than above to meet special dietary requirements (on certification by an appropriate authority.
Medicines and medical supplies, water purification tablets/treatments (subject to clearance by the carrying agency). Dried pet foods (tinned pet food should be obtained prior to isolation). Fuels (subject to clearance by the carrying agency) for essential motor transport, to keep electrical generators operational to provide power for cooking, heating, lighting, refrigeration, water pumps and similar electrically powered appliances used to prepare or preserve food, maintain life, or provide purified water. Aviation fuel (subject to it being used for reconnaissance or to resupply local homesteads). Batteries (subject to clearance by the transport/logistics agency) for powering radios, or hand held/ portable radio transmitters/receivers. Other goods which, in the opinion of the Assistant Commissioner, QFES (on advice from the appropriate authority), are deemed necessary to maintain the physical and/or psychological welfare of the inhabitants of the isolated communities.
The following are not considered as ‘essential’ goods: Any alcoholic drinks and canned or bottled soft drinks (except on the advice of appropriate health authorities); Any tobacco products; Re-Supply Sub Plan Page 7
212 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020 Entertainment equipment and electrical goods of any description (other than those to replace unserviceable household food preparation and similar goods); and Any merchandise to allow retailers to trade in anything other than those items considered essential to maintain human/animal health.
Dangerous Goods Identified
All pallets etc should be inspected to ensure that they DO NOT contain any dangerous goods items, eg. Aerosol Cans. (Other associated items such as batteries, cleaning agents, corrosive products, etc will only be included if subject to clearance by the carrying agency).
Liaise with Major Mail Centres Australia Post – Charters Towers – Daily postal service Mail Collection point – Licensed Post Office - Ravenswood General Store – Daily postal service Mail Collection point – Greenvale Rural Transaction Centre – twice weekly postal service Mail Collection point – Licensed Post Office - Pentland Store – Daily postal service Mail Collection point – Homestead Store – Community Postal Agency - Daily postal service Mail Collection point – Mingela Hotel – Daily postal service Mail Collection point – Burdekin Duck Roadhouse – Daily postal service Mail contractors in place from Charters Towers to deliver mail to rural properties with the region
Weight Limit Per Household
All orders for resupply stores are vetted by the Local Disaster Management Group (LDMG) to ensure equitable distribution.
Appointment of Council Liaison Officer for the collation and coordination of local orders.
All stores delivery will be coordinated through the Retailers.
Other organisations that should be considered as retailers as they regularly provide essential goods and services to communities
Hospitals and Clinics
Ravenswood Ambulance Centre – RFDS Joint Emergency Services Centre – Greenvale – RFDS Pentland Soldiers Memorial Hall – RFDS
Charity Organisations
UnitingCare - Lifeline Community Care – Store Salvation Army – Store St Vincent De Paul – Store Anglican Op Shop
Aged Care Facilities
Dalrymple Villa Eventide
Re-Supply Sub Plan Page 8
213 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020 Other
Charters Towers Rehabilitation Centre Prospect Community Services Blue Care
Standard for Disaster Management in Queensland
Planning involves many steps. It should result in entities working with their community to prioritise how their collective and collaborative efforts will reduce the impact of disasters on the community. Plans document these efforts, identify interdependencies, roles and responsibilities, and provide guidance on how to undertake disaster management. The planning process results in a shared understanding of the efforts required to reduce the risk to the community.
3. There is a shared understanding of how the impact of disasters will be managed and coordinated
4. Plans outline and detail how the impact of disasters on the community will be reduced
Re-Supply Sub Plan Page 9
214 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020 Sample Resupply Information Document to be updated annually
Information left out of Public document.
Re-Supply Sub Plan Page 1
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216 Document Set ID: 1213833 Version: 14, Version Date: 13/02/2020
Document Name 12.3 Consideration to change April General Meeting date EXECUTIVE SUMMARY Council recently adopted to change the April General Meeting date to allow for a Post-Election Meeting to be held following the declaration of poll. Following adoption of this date, the Local Government Association of Queensland (LGAQ) released the Mayoral Induction and official welcome date. This invitation is extended to all Queensland Mayors and Chief Executive Officer’s. This function will also allow the Mayor the opportunity to meet with the Premier, Minister for Local Government and the Cabinet.
OFFICER’S RECOMMENDATION That Council: Re-schedule its April 2020 General Meeting from Wednesday 29 April 2020 to Tuesday 28 April 2020 to allow the Mayor and CEO to attend the Local Government Association of Queensland’s (LGAQ) Mayoral Induction.
BUDGET & RESOURCE IMPLICATIONS There are no financial implications involved, other than the cost of advertising the change of meeting date (approximately $100).
BACKGROUND Council, at its January General Meeting of Council adopted to change the date of the April General Meeting from Wednesday, 15 April 2020 to Wednesday, 29 April 2020. This was to allow time to hold a Post-Election Meeting following the declaration of poll.
On Monday, 11 February 2020, The Local Government Association of Queensland (LGAQ) announced the date for the upcoming new Mayoral Inductions to be held at Local Government House in Brisbane on 29 January 2020. Newly elected mayors will be invited for an induction and official welcome.
As part of the induction, the LGAQ will seek to arrange a function at Parliament House to meet with the Premier, Minister for Local Government and the Cabinet - and will extend this invitation to all Queensland Mayors and Chief Executive Officer’s (CEOs).
It is recommended to re-schedule the April 2020 General Meeting of Council to Tuesday, 28 April 2020 to allow the Mayor and CEO to attend the LGAQ function in Brisbane.
LINK TO CORPORATE PLAN CTRC Corporate Plan 2018-2023 Priority 7 – Our Organisation “ CONSULTATION (Internal/External) Internal: Chief Executive Officer – Aaron Johansson External: N/A
LEGAL CONSIDERATIONS In accordance with S277 of the Local Government Regulation 2012, the change of date needs to be advertised.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no enterprise or work health and safety risks arising from adopting the recommendation.
Report Prepared by: Report Authorised by: AMY RUSSELL AARON JOHANSOON Executive Assistant to the CEO Chief Executive Officer Date: 11 February 2020 ATTACHMENTS Nil
REFERENCE DOCUMENT
______217 Agenda for General Meeting of Charters Towers Regional Council to be held 19 February 2020 LGAQ circular Officer’s report Document No. 1324651 ______
13. REPORTS FOR CONSIDERATION – CONFIDENTIAL
Close of Meeting for Confidential Reports In accordance with the Local Government Regulation 2012 S275, (e) contracts proposed to be made by it; the meeting will be closed to discuss the following confidential report:
Item 13.1 T001/20 Internal Office Fitout and Accessibility Upgrades
Item 13.2 PQS024/19 Prequalified Suppliers of Road & Civil Construction Services
In accordance with the Local Government Regulation 2012 S275, (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage; the meeting will be closed to discuss the following confidential reports:
Item 13.3 Notice of Intention to Sell due to non-payment of rates – L11/SP185815, Parish of Charters Towers
Item 13.4 Notice of Intention to Sell due to non-payment of rates – L1/MPH1573, Parish of Charters Towers
Item 13.5 Notice of Intention to Sell due to non-payment of rates – L3/RP855204, Parish of Burdekin
Item 13.6 Notice of Intention to Sell due to non-payment of rates – L2/RP702013, Parish of Charters Towers
Item 13.7 Notice of Intention to Sell due to non-payment of rates – L2/MPH13707, Parish Sellheim, Breddan
Item 13.8 Notice of Intention to Sell due to non-payment of rates – L1/MPH31121, Parish of Ravenswood
Item 13.9 Notice of Intention to Sell due to non-payment of rates – L2/MPH33569, Parish of Millchester
Item 13.10 Notice of Intention to Sell due to non-payment of rates – L48/RP895230, Parish of Greenvale
Item 13.11 Notice of Intention to Sell due to non-payment of rates – L111/CT18232, Parish of Charters Towers
Item 13.12 Notice of Intention to Sell due to non-payment of rates – L1/RP736786, Parish of Charters Towers
Item 13.13 Performing Arts & Cultural Advisory Committee Meeting held 6 February 2020
In accordance with the Local Government Regulation 2012 S275, (b) industrial matters affecting employees; the meeting will be closed to discuss the following confidential report:
Item 13.14 Work Health & Safety Report – January 2020
In accordance with the Local Government Regulation 2012 S275, (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage; the meeting will be closed to discuss the following confidential reports:
Item 13.15 Indigenous Reference Group Meeting held 6 February 2020
______218 Agenda for General Meeting of Charters Towers Regional Council to be held 19 February 2020 Item 13.16 Memorandum of Understanding with Wandarra Pty Ltd
INFRASTRUCTURE SERVICES
13.1 T001/20 Internal Office Fitout and Accessibility Upgrades ______
CORPORATE & COMMUNITY SERVICES
13.2 PQS024/19 Prequalified Suppliers of Road & Civil Construction Services ______
13.4 Notice of Intention to Sell due to non-payment of rates – L1/MPH1573, Parish of Charters Towers ______
13.5 Notice of Intention to Sell due to non-payment of rates – L3/RP855204, Parish of Burdekin ______
13.6 Notice of Intention to Sell due to non-payment of rates – L2/RP702013, Parish of Charters Towers ______
13.7 Notice of Intention to Sell due to non-payment of rates – L2/MPH13707, Parish Sellheim, Breddan ______
13.8 Notice of Intention to Sell due to non-payment of rates – L1/MPH31121, Parish of Ravenswood ______
13.9 Notice of Intention to Sell due to non-payment of rates – L2/MPH33569, Parish of Millchester ______
13.10 Notice of Intention to Sell due to non-payment of rates – L48/RP895230, Parish of Greenvale ______
13.11 Notice of Intention to Sell due to non-payment of rates – L111/CT18232, Parish of Charters Towers ______
13.12 Notice of Intention to Sell due to non-payment of rates – L1/RP736786, Parish of Charters Towers ______
13.13 Performing Arts & Cultural Advisory Committee Meeting held 6 February 2020 ______
______219 Agenda for General Meeting of Charters Towers Regional Council to be held 19 February 2020 OFFICE OF THE CHIEF EXECUTIVE OFFICER
13.14 Work Health & Safety Report – January 2020 ______
13.15 Indigenous Reference Group Meeting held 6 February 2020 ______
13.16 Memorandum of Understanding with Wandarra Pty Ltd ______
The meeting will be opened for the taking of resolutions.
14. MAYORAL MINUTE ______
15. CLOSE OF MEETING ______
______220 Agenda for General Meeting of Charters Towers Regional Council to be held 19 February 2020 Attachment "A"
MINUTES of the UNCONFIRMEDGENERAL MEETING of CHARTERS TOWERS REGIONAL COUNCIL held Wednesday 29 January 2020 Commencing at 9.00am
221 Contents
Item Page
1. Opening Of Meeting ...... 2 2. Attendance/Apologies ...... 2 3. Prayer ...... UNCONFIRMED...... 2 4. Condolences...... 2 5. Declarations Of Interest ...... 2 6. Deputations……………………………………………………………………………………………….2 7. Confirmation Of Minutes...... 2 8. Mayor’s And Councillors’ Reports ...... 3 9. Business Arising From Previous Meeting Minutes...... 5 10. Reports For Consideration – Infrastructure Services...... 5 11. Reports For Consideration – Corporate & Community Services ...... 7 12. Reports For Consideration – Office Of The Chief Executive Officer ...... 10 13. Confidential Reports...... 12 14. Mayoral Minute ...... 17 15. Close Of Meeting ...... 17 16. Annexures To Minutes ...... 17
222 1. OPENING OF MEETING The Meeting was opened at 9:00am by Mayor ER Schmidt.
2. ATTENDANCE/APOLOGIES
Councillors: Cr ER Schmidt (Mayor) Cr S Bennetto (Deputy Mayor) Cr MJ Bailey Cr GJ Lohmann Cr MJ Power Cr BP Robertson CR AP Barr
Officers: Mr A Johansson – Chief Executive Officer Mr C Scott – Director UNCONFIRMEDInfrastructure Services Mrs M Taylor – Director Corporate & Community Services Mrs A Russell – Executive Assistant to the Chief Executive Officer Ms C Conaghan – Manager Governance & Communications Mr O Gough – Communications Coordinator Mr P Fendley – Acting Manager Work Health and Safety Mr M Kelly – Manager Regional Development Ms P Miller - Planner
Ps. Tom Starchan attended on behalf of the Minister’s Fraternal
Apologies: Nil
Members of the Gallery: Beth Hytch Wyn Edwards ______
3. PRAYER
Ps. Tom Starchan delivered an opening prayer and departed the meeting at 9:06am ______
4. CONDOLENCES Condolences were offered for the following residents who have passed away:
Karen Page Shane Busiko Michael McAulay Bernard Mackay Graham Long Jill Siemon Paul Stevenson
223 5. DECLARATIONS OF INTEREST Mayor Liz Schmidt called for declarations of interest in matters listed on the Meeting Agenda.
Item 13.1 Supply of non-potable water to existing and future customers
“I, Cr MJ Power declare that I have a conflict of interest in the matter (as defined by section 175D of the Local Government Act 2009) as follows:
Due to a family member owning land impacted by this recommendation.
I will be dealing with this declared conflict of interest by leaving the meeting while this matter is discussed and voted on.”
It was carried that Cr MJ Power has a real/perceived conflict of interest in the matter. And accordingly, must leave the meeting room, including any place set aside for the public, and stay away while this matter is discussed and voted on.
6. DEPUTATIONSUNCONFIRMED
No deputations were scheduled.
7. CONFIRMATION OF MINUTES Minutes of General Meeting held 11 December 2019
Resolution No.: 3174
Moved: Cr S Bennetto Seconded: Cr AP Barr
That the Minutes of the General Meeting held 11 December 2019 be confirmed.
CARRIED
Minutes of Special Meeting held 19 December 2019
Resolution No.: 3175
Moved: Cr GJ Lohmann Seconded: Cr BP Robertson
That the Minutes of the General Meeting held 19 December 2019 be confirmed.
CARRIED ______
224 8. MAYOR’S AND COUNCILLORS’ REPORTS Mayor Schmidt reported on: Date Details 13/12/2019 • Attended Council’s Christmas Function 17/12/2019 • Attended Northern Miner Officer to draw winners of Competition • Attended Burdekin and Haughton Catchment Resilience Strategy Project with Chief Executive Officer 18/12/2019 • Meeting with member of Our Town Foundation Inc. 19/12/2019 • Chaired Special Meeting of Council • Attended meeting of Our Town Foundation Inc. 20/12/2019 • Telephone discussion with constituent regarding water issues 23/12/2019 • Christmas and New Year break 02/01/2020 03/01/2020 • Attended Memorial Service for Shane Busiko 07/01/2020 • Meeting with business owner • Meeting with Queensland Fire and Emergency Services Representatives 08/01/2020 • AttendedUNCONFIRMED Meeting with Mayor of Townsville • Attended Meeting with Consultant in Townsville • Meeting with Council’s Chief Executive Officer and representative from Senator Canavan’s Office in Charters Towers 10/01/2020 • Various Meetings with Council staff • Meeting with Our Town Foundation Inc. representative 14/01/2020 • Meeting with Council staff and representatives from the Department of Natural Resources, Mines and Energy • Meeting with constituent 16/01/2020 • Attended Community Advisory Network (CAN) Meeting 20/01/2020 • Attended Taste of the Towers Annual General Meeting 21/01/2020 • Attended Meeting with Council’s Chief Executive Officer and Tourism, Trade and Investment Advisor regarding development project • Attended Meeting with Council’s Chief Executive Officer and Tourism, Trade and Investment Advisor regarding project 22/01/2020 • Media Interview with 4GC • Meeting with constituent 23/01/2020 • Attended Australia Day Awards rehearsal • Meeting with representatives from Queensland Health 24/01/2020 • Meeting with Mayor of Hinchinbrook and Shadow Minister for Environment and Science • Participated in 2020 Australia Day Awards Ceremony 26/01/2020 • Presided at Australian Citizenship Ceremony 27/01/2020 • Australia Day Public Holiday • Assisted with the presentation of trophies at the Goldfield Ashes Cricket Carnival 29/01/2020 • Chaired January General Meeting • Media interview with 4GC Radio • Meeting with constituent regarding Local Government Elections
225 Deputy Mayor S Bennetto reported on: Date Details 12/12/2019 • Meeting with Regional Development Australia (North West QLD) Committee • Television interview session regarding the Flying Fox influx • Richmond Hill State School Seniors Awards evening 12/12/2019 • North QLD Sports Foundation – NQ Games Working Group Reference • Christmas Fair 13/12/2019 • Council’s Christmas Function 19/12/2019 • Special Meeting of Council 23/01/2020 • Australia Day Ceremony rehearsal 24/01/2020 • Escorting of Australia Day Ambassador on tour of Charters Towers and lunch • Australia Day Awards Ceremony at the World Theatre 26/01/2020 • Australia Day Celebrations at Greenvale Country Club
Cr MJ Power reported on:
19/12/2019 • Special Meeting of Council 23/01/2020 • AustraliaUNCONFIRMED Day Ceremony rehearsal 24/01/2020 • Australia Day Awards Ceremony at the World Theatre
Cr GJ Lohmann reported on: Date Details 11/12/2019 • Improving Access to Information and Resources Working Group meeting 12/12/2019 • Consumer Advisory Council meeting Townsville • Community Christmas Fair • Dinner function with Minjar Gold Executives & staff 13/12/2019 • Council Christmas function 17/12/2019 • Opening Doors and Connecting Community meeting - JCU student placements 19/12/2019 • Council Special Meeting 8/01/2020 • Voiceover recording for Australia Day Awards 16/01/2020 • Community Advisory Network meeting – via teleconference 23/01/2020 • Australia Day Awards function rehearsal 24/01/2020 • Pentland Australia Day celebrations • Australia Day Awards function 26/01/2020 • Citizenship Ceremony • ABC radio interview • Australia Day Pool Party 27/01/2020 • PCYC volunteering -Goldfield Ashes
Cr AP Barr reported on: Date Details 18/01/2020 • Water Infrastructure Upgrade (WIUP) Meeting
226 Cr MJ Bailey reported on: Date Details 12/12/2019 • Connecting Community Meeting 12/12/2019 • Community Christmas Fair 17/12/2019 • Opening Doors Meeting 18/12/2019 • Water Infrastructure Upgrade (WIUP) Meeting 19/12/2019 • Special Meeting of Council 16/01/2020 • Connecting Community Meeting 16/01/2020 • Our Town Association Meeting 16- • Goldfield Ashes preparations 27/01/2020 28/01/2020 • Water Infrastructure Upgrade (WIUP) Meeting
Cr BP Robertson reported on: Date Details 19/12/2019 • Special Meeting of Council 24/01/2020 • Australia Day Awards ______UNCONFIRMED
9. BUSINESS ARISING FROM PREVIOUS MEETING MINUTES
There was no business arising from previous meeting minutes.
10. REPORTS FOR CONSIDERATION – INFRASTRUCTURE SERVICES
10.1 Application for partial road closure of Bevan, Forbes and Broker Streets EXECUTIVE SUMMARY Council has received a request for ‘in principle support’ for a proposed partial road closure of Bevan, Forbes and Broker Streets, Charters Towers.
OFFICER’S RECOMMENDATION That Council: Offer no objection to the proposed road closure application over portions of Bevan, Forbes and Broker Streets on the condition that an easement is created allowing access to Council water infrastructure on Bevan Street; and Provide a letter of support to the applicant to form part of the application to Department of Natural Resources, Mines and Energy (DNRME). ______
Resolution No.: 3176
Moved: Cr GJ Lohmann Seconded: Cr S Bennetto
That Council: Offer no objection to the proposed road closure application over portions of Bevan, Forbes and Broker Streets on the condition that an easement is created allowing access to Council water infrastructure on Bevan Street; and Provide a letter of support to the applicant to form part of the application to Department of Natural Resources, Mines and Energy (DNRME). CARRIED
227 REFERENCE DOCUMENT • Officer’s Report Document No. 1319137 ______
10.2 Application for partial simultaneous road opening closure of Ryans Road EXECUTIVE SUMMARY Council has received a request for a proposed partial simultaneous road opening and closure of Ryans Road, Reid River. This is due to the landowners of Lot 94/EP97 constructing buildings within the road reserve. As Council is responsible for control of the road reserve the Department of Natural Resources, Mines and Energy (DNRME) has requested that Council lodge the application on behalf of the adjoining landowners.
OFFICER’S RECOMMENDATION That Council: Lodge application for proposed simultaneous road opening and closure application over portions of Ryans Road, Reid River; and Complete and return Form C to the Department of Natural Resources, Mines and Energy (DNRME). ______UNCONFIRMED
Resolution No.: 3177
Moved: Cr GJ Lohmann Seconded: Cr AP Barr
That Council: Lodge application for proposed simultaneous road opening and closure application over portions of Ryans Road, Reid River; and Complete and return Form C to the Department of Natural Resources, Mines and Energy (DNRME). CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1319148
10.3 Pentland Pool Repairs EXECUTIVE SUMMARY The Pentland Pool is currently closed to the public due to its vinyl liner splitting and detaching from the pool surrounds. Emergent repairs are required to enable the pool to be functional and open to the public.
OFFICER’S RECOMMENDATION That Council: In accordance with s.235(a) of the Local Government Regulation 2012, procure the services of TP Aquatic Constructions to undertake emergent repairs at the Pentland Pool. ______
228 Resolution No.: 3178
Moved: Cr BP Robertson Seconded: Cr AP Barr
That Council: In accordance with s.235(a) of the Local Government Regulation 2012, procure the services of TP Aquatic Constructions to undertake emergent repairs at the Pentland Pool.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1320670
11. REPORTS FOR CONSIDERATION – CORPORATE & COMMUNITY SERVICES
11.1 Monthly Financial Report
EXECUTIVE SUMMARYUNCONFIRMED A complete summary of Council’s position as at 31 December 2019, comparing actuals to original budgets, is presented across the following consolidated reports. After six months of the 2019/20 financial year, 50% elapsed, operational expenditure is at 41% of the original budget, whilst total revenue is sitting at 77% of original budget.
OFFICER’S RECOMMENDATION That Council: Receive the following reports, presenting the overall financial position of Council as at 31 December 2019; • Consolidated Income Statement • Consolidated Balance Sheet • Consolidated Cashflow Statement ______
Resolution No.: 3179
Moved: Cr AP Barr Seconded: Cr S Bennetto
That Council: Receive the following reports, presenting the overall financial position of Council as at 31 December 2019. • Consolidated Income Statement • Consolidated Balance Sheet • Consolidated Cashflow Statement
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1316530 ______
229 11.2 Request to Adopt the Charters Towers Regional Local Government Infrastructure Plan and Administrative Amendment to the Charters Towers Regional Town Plan EXECUTIVE SUMMARY This report seeks Council’s support to adopt the Charters Towers Regional Local Government Infrastructure Plan (Local Government Infrastructure Plan) and to adopt the first Administrative Amendment to the Charters Towers Regional Town Plan (the Town Plan).
OFFICER’S RECOMMENDATION That Council: In accordance with Chapter 5, Part 2, Section 10.1 of the Minister’s Guidelines and Rules adopt the Charters Towers Regional Local Government Infrastructure Plan commencing Monday 10 February 2020 along with meeting the requirements of Section 10.3; and In accordance with Chapter 2, Part 1, Section 3.1 of the Minister’s Guidelines and Rules adopt an Administrative Amendment to the Charters Towers Regional Town Plan commencing Monday 10 February 2020 along with meeting the requirements of Sections 3.2 and 3.3. ______Resolution No.: 3180UNCONFIRMED Moved: Cr GJ Lohmann Seconded: Cr AP Barr
That Council: In accordance with Chapter 5, Part 2, Section 10.1 of the Minister’s Guidelines and Rules adopt the Charters Towers Regional Local Government Infrastructure Plan commencing Monday 10 February 2020 along with meeting the requirements of Section 10.3; and In accordance with Chapter 2, Part 1, Section 3.1 of the Minister’s Guidelines and Rules adopt an Administrative Amendment to the Charters Towers Regional Town Plan commencing Monday 10 February 2020 along with meeting the requirements of Sections 3.2 and 3.3.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1311051 ______
11.3 Request to adopt Infrastructure Charges Resolution (No. 2) 2020 EXECUTIVE SUMMARY This report seeks Council’s approval in adopting the Infrastructure Charges Resolution (No. 2) 2020. The Infrastructure Charges Resolution (No. 2) 2020 supports the Charters Towers Regional Town Plan and the Charters Towers Regional Local Government Infrastructure Plan and serves as the final instrument for adoption by Council as part of the greater Town Plan project.
OFFICER’S RECOMMENDATION That Council: In accordance with Section 113 of the Planning Act 2016, adopt the Infrastructure Charges Resolution (No. 2) 2020 which takes effect on 10 February 2020, and Revoke Statutory Policy S0039 – Adopted Infrastructure Charges (former Charters Towers City Planning Area) adopted on 10 August 2011; and Revoke STRAT0016 – Development Incentives Policy adopted on 19 August 2015. ______
230 Resolution No.: 3181
Moved: Cr GJ Lohmann Seconded: Cr MJ Power
That Council: In accordance with Section 113 of the Planning Act 2016, adopt the Infrastructure Charges Resolution (No. 2) 2020 which takes effect on 10 February 2020, and Revoke Statutory Policy S0039 – Adopted Infrastructure Charges (former Charters Towers City Planning Area) adopted on 10 August 2011; and Revoke STRAT0016 – Development Incentives Policy adopted on 19 August 2015.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1310840 ______
ATTENDANCE Mr M Kelly, Manager UNCONFIRMEDRegional Development and Ms P Miller, Planner departed the meeting at 9:24am ______
11.4 Annual Rate Levies EXECUTIVE SUMMARY Council considers levying rates on an annual basis and discontinuing half yearly levying.
OFFICER’S RECOMMENDATION That Council: Adopt a change to the levying of rates from twice per year, to an annual rate levy following the adoption of the Budget, to take affect from the 2020/2021 Financial Year. ______
Resolution No.: 3182
Moved: Cr AP Barr Seconded: Cr MJ Bailey
That Council: Adopt a change to the levying of rates from twice per year, to an annual rate levy following the adoption of the Budget, to take affect from the 2020/2021 Financial Year.
CARRIED
Cr GJ Lohmann, Cr BP Robertson & Cr S Bennetto recorded a vote against the motion.
REFERENCE DOCUMENT • Officer’s Report Document No. 1319150 ______
231 12. REPORTS FOR CONSIDERATION – OFFICE OF THE CHIEF EXECUTIVE OFFICER
12.1 Second Quarter Progress Report - Chief Executive Officer’s Organisational Development Plan EXECUTIVE SUMMARY The Chief Executive Officer’s revised three year Organisational Development Plan was adopted by Council in August 2019. This report evidences the organisation’s progress against the Q2 2019-20 objectives in the Plan.
OFFICER’S RECOMMENDATION That Council: Receive the second Quarter Progress Report, covering October to December 2019, on the Chief Executive Officer’s Organisational Development Plan adopted 21 August 2019, and note the contents therein. ______
Resolution No.: 3183
Moved: Cr APUNCONFIRMED Barr Seconded: Cr GJ Lohmann
That Council: Receive the second Quarter Progress Report, covering October to December 2019, on the Chief Executive Officer’s Organisational Development Plan adopted 21 August 2019, and note the contents therein.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1314506 ______
12.2 Smart Precinct North Queensland (SPNQ) EXECUTIVE SUMMARY Townsville City Council has invited Charters Towers Regional Council, through the North Queensland Organisation of Councils (NQROC), to become a member of the Smart Precinct North Queensland (SPNQ).
OFFICER’S RECOMMENDATION That Council: Endorse the membership of Charters Towers Regional Council as a member of Smart Precinct North Queensland (SPNQ) ______
Resolution No.: 3184
Moved: Cr BP Robertson Seconded: Cr MJ Power
That Council: Endorse the membership of Charters Towers Regional Council as a member of Smart Precinct North Queensland (SPNQ)
CARRIED
232 REFERENCE DOCUMENT • Officer’s Report Document No. 1314591 ______
12.3 Second Quarter Progress Report – CTRC Operational Plan 2019/20 EXECUTIVE SUMMARY Local Government Regulation 2012 s174 (3) requires a progress report on the implementation of Council’s Operational Plan to be tabled for Council at quarterly intervals.
The report evidences progress achieved on the targets set, in terms of “How we will measure our performance”.
OFFICER’S RECOMMENDATION That Council: Receive and note the Second Quarter Progress Report, covering October to December 2019, on the 2019/20 CTRC Operational Plan adopted 26 July 2019 ______Resolution No.: 3185UNCONFIRMED Moved: Cr AP Barr Seconded: Cr GJ Lohmann
That Council: Receive and note the Second Quarter Progress Report, covering October to December 2019, on the 2019/20 CTRC Operational Plan adopted 26 July 2019.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1318965
12.4 Consideration of change of March General Meeting date and April General Meeting date EXECUTIVE SUMMARY Council’s Election Caretaker Period Policy STRAT0067 states the March General Meeting of Council will be held on the second Tuesday of the month. It is recommended the April General Meeting of Council be held on 29 April 2020 to allow time for the Post Election Meeting of Council.
OFFICER’S RECOMMENDATION That Council: Re-schedule its March 2020 General Meeting from Wednesday 18 March to Tuesday 10 March 2020, in accordance with the Election Caretaker Period Policy STRAT0067; Re-schedule its April 2020 General Meeting from Wednesday 15 April 2020 to Wednesday 29 April 2020 to allow time for the Post Election Meeting to be held. ______
233 Resolution No.: 3186
Moved: Cr GJ Lohmann Seconded: Cr MJ Bailey
That Council: Re-schedule its March 2020 General Meeting from Wednesday 18 March to Tuesday 10 March 2020, in accordance with the Election Caretaker Period Policy STRAT0067; Re-schedule its April 2020 General Meeting from Wednesday 15 April 2020 to Wednesday 29 April 2020 to allow time for the Post Election Meeting to be held.
CARRIED
REFERENCE DOCUMENT • Officer’s report Document No. 1317599 ______
ATTENDANCE Members of the gallery departed the meeting at 9:43am Ms C Conaghan, ManagerUNCONFIRMED Governance & Communications departed the meeting at 9:43am Mr O Gough, Communications Coordinator departed the meeting at 9:43am Mr P Fendley, Acting Manager Work Health and Safety departed the meeting at 9:43am
13. REPORTS FOR CONSIDERATION – CONFIDENTIAL
Close of Meeting for Confidential Reports In accordance with the Local Government Regulation 2012 S275, (e) contracts proposed to be made by it; the meeting will be closed to discuss the following confidential reports:
Item 13.1 Supply of non-potable water to existing and future customers
Item 13.2 PQS41/19 Prequalified Suppliers Helicopter Services
Item 13.3 PSA047/19 Preferred Supplier – Fire Safety Equipment Servicing
In accordance with the Local Government Regulation 2012 S275 (b) industrial matters affecting employees; the meeting will be closed to discuss the following confidential report:
Item 13.4 Workplace Health & Safety Report – November and December 2019
In accordance with the Local Government Regulation 2012 S275, (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage; the meeting will be closed to discuss the following confidential reports:
Item 13.5 Local Disaster Management Group’s Meeting held 5 December 2019
CLOSE OF MEETING
234 Resolution No.: 3187
Moved: Cr MJ Bailey Seconded: Cr BP Robertson
That in accordance with Section 275 of the Local Government Regulation 2012, the General Meeting be closed to the public at 9:43am for discussion of the following matters:
(e) contracts proposed to be made by it; (Item 13.1, 13.2 & 13.3)
(b) Industrial matters affecting employees (Item 13.4)
(h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage (Item 13.5)
CARRIED ______
ATTENDANCE: UNCONFIRMED In accordance with the declaration of interest at Item 13.1, Cr MJ Power departed the meeting at 9:44am
Cr Power returned to the meeting at 9:47am
OPENING OF MEETING
Resolution No.: 3188
Moved: Cr S Bennetto Seconded: Cr GJ Lohmann
That the meeting be opened at 9:59am for the taking of resolutions.
CARRIED
ATTENDANCE In accordance with the declaration of interest at Item 13.1, Cr Power departed the meeting at 9:59am ______
235 CORPORATE AND COMMUNITY SERVICES
13.1 Supply of non-potable water to existing and future customers EXECUTIVE SUMMARY There are four customers connected to the non-potable water main between the Charters Towers Weir (the Weir) and FEJ Butcher Water Treatment Plant (WTP). A contract is recommended to be entered into between these customers, potential new customers and Council for use of non-potable water supply.
OFFICER’S RECOMMENDATION That Council: Effective from 1 July 2020, enter into contract with existing customers connected to the non- potable water main between the Charters Towers Weir and FEJ Butcher Water Treatment Plant; Approve a flat rate per kilolitre of $0.23/kL for existing customers and potential new customers, with the fee to be reviewed each financial year as part of Cost Recovery and Commercial Fees and Charges; and Authorise the Chief Executive Officer to vary the terms and conditions of the Non-Potable Water Supply Contract as required. ______UNCONFIRMED
Resolution No.: 3189
Moved: Cr MJ Bailey Seconded: Cr AP Barr
That Council: Effective from 1 July 2020, enter into contract with existing customers connected to the non- potable water main between the Charters Towers Weir and FEJ Butcher Water Treatment Plant; Approve a flat rate per kilolitre of $0.23/kL for existing customers and potential new customers, with the fee to be reviewed each financial year as part of Cost Recovery and Commercial Fees and Charges; and Authorise the Chief Executive Officer to vary the terms and conditions of the Non-Potable Water Supply Contract as required.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1319164 ______
ATTENDANCE Cr Power returned to the meeting at 10:00am ______
236 13.2 PQS41/19 Prequalified Suppliers Helicopter Services EXECUTIVE SUMMARY Council advertised in the Northern Miner newspaper on the 25 July and the Townsville Bulletin on the 27 July 2019 for the Provision of Helicopter related services to assist the LDMG (Local Disaster Management Group) during emergency activations.
OFFICER’S RECOMMENDATION That Council: In respect to PQS041/19 Prequalified Supplier Arrangement – Helicopter Services, accept the following contractors for inclusion on the arrangement, for a period of two years from date of acceptance, with an option to extend for a further 1 year:
• Air T&G Pty Ltd • Arafura Helicopters Pty Ltd • Aviation Utilities P/L • Avmin Pty Ltd • Dwyer Aviation Services • Heli-Central Pty Ltd • Independent UNCONFIRMEDAviation • Liddles Air Services • M.I. Helicopters Pty Ltd • Microflite Pty Ltd • Ryellen Heliwork • Stirling Helicopters • Townsville Helicopters ______
Resolution No.: 3190
Moved: Cr GJ Lohmann Seconded: Cr BP Robertson
That Council: In respect to PQS041/19 Prequalified Supplier Arrangement – Helicopter Services, accept the following contractors for inclusion on the arrangement, for a period of two years from date of acceptance, with an option to extend for a further 1 year:
• Air T&G Pty Ltd • Arafura Helicopters Pty Ltd • Aviation Utilities P/L • Avmin Pty Ltd • Dwyer Aviation Services • Heli-Central Pty Ltd • Independent Aviation • Liddles Air Services • M.I. Helicopters Pty Ltd • Microflite Pty Ltd • Ryellen Heliwork • Stirling Helicopters CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1312784 ______
237 13.3 PSA047/19 Preferred Supplier – Fire Safety Equipment Servicing EXECUTIVE SUMMARY Establishment of a preferred supplier arrangement required in meeting Council requirements in relation to servicing fire safety equipment at various Council facilities and sites.
OFFICER’S RECOMMENDATION That Council: In respect to PSA047/19 Preferred Supplier Arrangement – Fire Safety Equipment Servicing, accept Fortifire Pty Ltd for a period of two years from 1 March 2020 to 1 March 2022, with an option to extend for a further two, twelve month periods at Council’s discretion. ______
Resolution No.: 3191
Moved: Cr MJ Bailey Seconded: Cr AP Barr
That Council: In respect to PSA047/19UNCONFIRMED Preferred Supplier Arrangement – Fire Safety Equipment Servicing, accept Fortifire Pty Ltd for a period of two years from 1 March 2020 to 1 March 2022, with an option to extend for a further two, twelve month periods at Council’s discretion. CARRIED
REFERENCE DOCUMENTS • Officer’s Report Document No. 1318078 ______
Office of the Chief Executive Officer
13.4 Work Health & Safety Report – November and December 2019 EXECUTIVE SUMMARY The Work Health and Safety Report for November and December 2019 is presented to Council for consideration. Details on injuries, claims and risk management initiatives are contained in the report.
OFFICER’S RECOMMENDATION That Council: Notes the monthly Work Health and Safety report for November and December 2019. ______
Resolution No.: 3192
Moved: Cr S Bennetto Seconded: Cr MJ Power
That Council: Notes the monthly Work Health and Safety report for November and December 2019.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1311126 ______
238 13.5 Local Disaster Management Group’s Meeting held 5 December 2019 EXECUTIVE SUMMARY The unconfirmed Minutes of the Charters Towers Regional Council’s Local Disaster Management Group Meeting held 5 December 2019 are presented for Council to note.
OFFICER’S RECOMMENDATION That Council: Receive the unconfirmed Minutes of the Charters Towers Regional Council’s Local Disaster Management Group’s Meeting held 5 December 2020. ______
Resolution No.: 3193
Moved: Cr GJ Lohmann Seconded: Cr AP Barr
That Council: Receive the unconfirmed Minutes of the Charters Towers Regional Council’s Local Disaster Management Group’sUNCONFIRMED Meeting held 5 December 2020. CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1318254 ______
14. MAYORAL MINUTE
No Mayoral Minutes were tabled for consideration. ______
15. CLOSE OF MEETING There being no further business, the General Meeting closed at 10:01am
CONFIRMED BY COUNCIL AT THE GENERAL MEETING HELD ON 19 FEBRUARY 2020
Mayor Date
239