T Separate Attachment PLA 18A
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E K E E Ordinary Meeting of Council 20 November 2018 R C R Campbells Creek Walk E T C A M P B E L L S
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Existing row of Claret Ash Car park A S R R 1 R D P
E N 2 12 S R Existing bowling A P BS green Five Flags Hotel 4 X R R E B C O M M U N I T Y 3 L Shelter Former Shire of P A R K 2 A B 1 Campbells R Newstead Hall 5 R R R Campbells Creek Creek 'Home of - 3 R S Bowling Club the Trotter' sign K BS
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E 7 Former shop Elec. Box E Toilets A BS R E S O S C 5 Gate
E S R R R 9
11 S M R S A I N 8 S Gate L 1 R S O A R 6 D 11 E L S E T R 6 School Crossing E L 10 E R R 8 R B Post B Y BS P R 7 Office R 9 R R 2 No. existing E M Stamps F disabled car spaces High voltage A Cafe power wire E
C To Olivet Christian
T College
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E E R R R T R R S
Car park R
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Thrifty Link / V
L Campbells Creek Beards Timber I Primary School and Hardware S Campbells Creek Streetscape Design Elements 1 xProvide bicycle racks to the nature strip outside the post office and in the community park. L E G E N D
2 xConstruct a grassed kerb outstand, including kerb and channel, at the corner of Alexandra Street and Main Road EXISTING BUILDING/STRUCTURE PROPOSED STREET TREE intersection. AS NOTED PROPOSED CONCRETE FOOTPATH 3 xEstablish native ground covers to the two splitter islands outside of the Five Flags Hotel. PROPOSED 1500mm WIDE BICYCLE LANE R 4 xProvide directional signage directing people to the Community Centre and Chinese cemetery on Alexandra EXISTING RESIDENTIAL PROPERTY Street. PROPOSED INDIGENOUS PLANTING EXISTING TREE 5 xPlant a mix of evergreen and deciduous trees to enhance existing street trees. Specific species to be determined PROPOSED BUSH FOODS GARDEN in further consultation with the local community. P.a. EXISTING TREE TO BE REMOVED 6 xProvide seating to the nature strip outside the general store and post office. These seating areas should PROPOSED / EXISTING DISABLED CAR SPACES WHERE incorporate garden beds of indigenous plants. NOTED
7 xProvide kerb outstands and seating at the school crossing. EXISTING GRASSED AREA PROPOSED STREET FURNITURE
8 xProvide Share Lane Markings for bicycles to both sides of Main Street with compliant bicycle lane graphics in EXISTING STREET FURNITURE R PROPOSED BIKE RACK consultation with VicRoads. PROPOSED SEATING P EXISTING PICNIC TABLE S 9 xProvide artwork (i.e. murals) to the fence of the community park and to the Campbells Creek Primary School's S EXISTING SEAT Corner Lyttleton and Lloyd Streets, Castlemaine VIC 3450 front fence to establish a link between the park and the primary school. Artwork to be developed in partnership Tel: (03) 5471 1700 B EXISTING BIN Email:[email protected] with the school and to reflect local indigenous history and aquatic fauna. i EXISTING INFORMATION SIGN MICHAEL SMITH xConstruct a concrete footpath adjacent to the community park fence with indigenous plants at regular intervals EXISTING BICYCLE RACK AND ASSOCIATES 10 R Landscape Architecture along the nature strips. BS EXISTING BUS STOP SIGN This drawing is the copyright of, and may not be reproduced or and Urban Design transmitted without prior consent of Michael Smith and Associates EXISTING SERVICES Landscape Architecture and Urban Design 11 xCreate a more defined entrance to the community park by highlighting the two existing gates from Main Road Office: 1st floor, 407 Whitehorse Road, Balwyn VIC 3103 Amendments: Postal: 5 Jervis Street, Camberwell VIC 3124 leading to the paths through the park. E EXISTING POWER POLE (HIGH VOLTAGE) 16.07.2018. REV A - Revisions following community consultation 25.07.2018. REV B - Revisions following Council feedback Tel: 9830 0414 L EXISTING LIGHT 07.09.2018. REV C - Revisions following Community feedback Fax: 9830 2555 12 xRemove the disused bus stop. 18.09.2018. REV D - Revisions following Council feedback Email: [email protected] EXISTING TELSTRA PHONE BOX 19.09.2018. REV E - Revisions to following VicRoads feedback T In association with the following subconsultants: Elec. Box Print Issue: Peter McNabb and Associates EXISTING ELECTRIC BOX 21.05.2018. Draft emailed to G.Atkin 28.05.2018. Draft emailed to G.Atkin Carol Atwell Urban Art 16.07.2018. Emailed to G.Atkin Traffix Group 25.07.2018. Emailed to G.Atkin Wilde and Woollard 07.09.2018. Emailed to G.Atkin Equal Access Consultants 18.09.2018. Emailed to G.Atkin 19.09.2018. Emailed to G.Atkin Drawn: CG / GL Date: 20.04.2018 0 5 10 15 20 25 50M Title: L2 - Streetscape Design, Campbells Creek Project No.: 18-015 Cad File: Client: Mount Alexander Shire Council Drawing No.: Sheet 2 of 2 i
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Castlemaine Diggings T
R R Manchester National Heritage Park R 1860 E R Former house
E Existing Church Mo's R T bridge BS S Antiques 1 Railway 1859 L 11 5 Sculpture
artwork Trewartha E E T Robert Terrace Penny E Chewton L
General Sculpture E
R Store 13 4 R R 4 S 4
T 11 R 2 D S L Sculpture S O A BS i 12 i T Red Hill R S 4 of Woman 6 N i Hotel A I 5 Post E M R 6 10 Town PO Office R D Existing Old Hall Boxes I 13 8 7 shelter lockup A 3 5 9 E P C L 4 3 S S P R H E Chewton Toilets R E L L E R Y P A R K U
D Soldiers War
R A Playground S Memorial Car park area S P Existing T P E C sculpture E R T R S H Chewton P F S E Swimming R B B R I S Pool Y C
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T R R C H E W T O N S O L D I E R S O M E M O R I A L P A R K A D
Pavilion
Chewton Design Streetscape Elements 1 xRepaint the bridge near the corner of Adelaide Street and Main Road. L E G E N D PROPOSED STREETSCAPE ITEMS Chewton Streetscape Themes 2 xProvide defined 45 degree angled car parking (sealed and levelled) on the northern side of Main Road near the general store. Include one EXISTING BUILDING/STRUCTURE disabled parking space closest to the general store. AS NOTED PROPOSED STREET TREE Agree access, walking, cycling Priority one Priority two ,PSURYHFXUUHQW« - 24 out of 24 agree or strongly - 40k zone/zebra x/lights for pedestrians at Gen Store - Seating for rest-stops. Signs to Forest Creek walking - Access - Shade, The streetscape survey identifies the are between 3 xImprove the existing fencing of Chewton Pool and Soldiers Memorial Park along Main Road in consultation with Chewton Pool Inc. R PROPOSED BIKE RACKS agree - Safety of pedestrians and cyclists from traffic in the path - Socialising Church Street and the pool as the main focus but I would say PROPOSED SEATING designated area from - Traffic calming to enhance safety in designated area - Access, Safety of pedestrians and cyclists that from the pool up to the community centre should be the 4 xInstall bike racks at key locations within the core township centre (i.e. general store, post office and swimming pool). R EXISTING RESIDENTIAL PROPERTY S - No through access for articulated vehicles or OD - Improve / upgrade area for open air seating outside - A pedestrian priority crossing of Main Road between soldiers aim. There are many more residences from Church Street to vehicles Chewton shop - Memorial Park / Chewton Pool for access to Chewton shop say the community centre then from Adelaide Street to Church PROPOSED 45 DEGREE x EXISTING TREE - More statues from Richard Yates - Pedestrian crossing a the general store. can be - History, Open space Street. They need access as well and footpaths and street 5 Provide a 1.5m (where possible) accessible concrete footpath on both sides of Main Road. CAR PARKING - Good safe bike lanes and tracks activated by lights - History,good signage at the entrance. VicRoads have no lighing are very poor in this part of Chewton. PROPOSED DISABLED PARKING SPACE - Truck curfew, speed limit lowered - huge semi trailer - Zebra crossing for pedestrians from oval / pool to signs for Chewton. Less heavy traffic through town e.g. double - Shade,clean up the Chewton Park. It's an absolute eye sore. 6 xWork in consultation with the community and VicRoads to install a pedestrian refuge to facilitate a safe pedestrian crossing of Main Road trucks in residential and heritage areas at all hours shop. many children and older residents cross here trucks. Advertising monster meeting, gold discovery etc. Better signage to tell the history. (Pyrenees Highway). This work includes widening of the road shoulder and the construction of a kerb outstand at the general store corner (North PROPOSED BUS LINE MARKING - More trees and plants - Maintenance of existing flora, ensure no native veg - Native planting for noise and visual screening from traffic. - Access,Maintaining Footpaths: if we get any. Also a walking Street and Main Road). EXISTING GRASSED AREA - Trees or existing large trees are removed Exersite. Sculptures. Access / signage to forest creek. Planting path through to Wesley Hill PROPOSED 1.5m (WHERE POSSIBLE) ACCESSIBLE - Improved street lighting - Sculptures natives in the pines. Picnic table. cycling path / lane in need of - Shade,Street trees are sadly lacking in Chewton. Ellery Park CONCRETE FOOTPATH - Clean up Ellery park and plant European trees so it will - Management of nature strips upgrade. is a horrible eye sore and needs to be bull dozed and started 7 xCreate a defined entrance to Soldiers Memorial Park by construction of a kerb and channel and plantings in conjunction with the pedestrian be shady and welcoming instead of crappy gum trees - Street trees along the entire Main Road.There are - Open Space, Maintenance of existing on road bike land. again. This time using European shade trees. History has refuge walk. that are all around us, its an eyesore. It should be beautiful shade trees out side 151 Main Road, but the Speed humps to ensure automobile drivers don't exceed the been brought to life with the sculptures. More can be done. PROPOSED 1.8 METRE WIDE PEDESTRIAN EXISTING STREET FURNITURE REFUGE ISLAND something that is beautiful and welcoming, but apart rest of the rd is Barren, hot and dry looking. 50km speed limit. Also, more green areas along side of road - History xInstall one overhead light onto the existing timber pole located west of the intersection of Main Road and Fryers Street / North Street, 8 EXISTING PICNIC TABLE from Mos BBQ..NO ONE uses that dry crunchy "park" - Bus shelter for elderly and young children t - History, The sculptures have been an amazing draw card to - Nature Strip management including eradication of gazanias opposite the general store. P - Trees that provide shade i.e. European / oaks encourage use of bus Chewton. I have had so many people stop and look at them, to prevent further escapes into the bush. - Work with the EXISTING SEAT - Encourage new businesses such as cafes to the main - Greater signage for Chewton on the Calder Freeway that have been told to come to Chewton and see them chewton school to identify streets where chilren can walk/ride S Corner Lyttleton and Lloyd Streets, Castlemaine VIC 3450 street B180 exit - Access safely to school and then improve them to make this possible - xCreate a defined entrance to Ellery Park at the corner of Fryers Road and Main Road (i.e. new plantings and signage) in consultation with the EXISTING BIN Tel: (03) 5471 1700 9 B Email:[email protected] - A cafe with an arts focus - Careful placement of new trees 3. street lighting - History, The Sculptures are amazing as they really bring the Replace granite kerbstones with sandstone - put overhanging Chewton Domain Society Inc. EXISTING INFORMATION SIGN - 40km hour zone. Trucks still hurtle along at 60 or - Share trees lining Main Road history of the town alive, so lets build on this theme and have power lines that cross the Pyrenees at the PO underground. i MICHAEL SMITH 70kpm. We need speed bumps and /or lights. - More sculptures other artists submit work that would tell the history...They could - Access,Street Planting to compliment the built environment, EXISTING BICYCLE RACK AND ASSOCIATES xRemove some vegetation within Ellery Park, in consultation with the Chewton Domain Society Inc. to improve visibility of facilities from Main R - Care of existing street trees - Footpath to connect Wesley Hill Market be placed in Ellery park....I know these current sculptures 10 Landscape Architecture A safe walkable footpath, traffic calming measures. Tourism in BS EXISTING BUS STOP SIGN - Shade trees along the Main Road - An open the transparent process to plan a project to were private commissions but the idea could be supported by Castlemaine is good for the shire but growth in traffic Road. and Urban Design - Clean up Ellery Park. Disgraceful mess interpret the heritage site through Chewton - a subtle the shire and have a competition through Chewton can't be overlooked. Car Parking. Genuine EXISTING SERVICES Office: 1st floor, 407 Whitehorse Road, Balwyn VIC 3103 - Street trees placement of plaques perhaps - not wooden carvings - Shade, Council maintaining bicycle street on highway safe history rather than kitsch sculptures on Council xInstall bus shelters with seating at the existing bus stops with defined bus zone road/line markings in consultation with PTV. Amendments: 11 E EXISTING POWER POLE Postal: 5 Jervis Street, Camberwell VIC 3124 - Trees for the nature strip - Roadside Parking area at Chewton Shop for riders and drivers managed land. A plan that ties in historic buildings with the 16.07.2018. REV A - Revisions following community consultation Tel: 9830 0414 - Improved street lighting especially at Fryers Rd - Socialising more recent surrounds - pool, park, town hall, creek, bridge. EXISTING LIGHT 25.07.2018. REV B - Revisions following Council feedback 12 xCreate a paved courtyard space with seating between the Town Hall and Ellery Park, in consultation with the Chewton Domain Society Inc. L 07.09.2018. REV C - Revisions following Community feedback Fax: 9830 2555 18.09.2018. REV D - Revisions following Council feedback Email: [email protected] Pyrenees Hwy - Open Space Street lighting that is effective, esp. near Part and Fryers road. T EXISTING TELSTRA PHONE BOX - Seating - Access,As above. No point walking / cycling in the midst of Highway crossing near shop, near PO. In association with the following subconsultants: Elec. Box dangerous traffic 13 xPlant a mix of evergreen and deciduous trees to enhance existing street trees. Specific species to be determined in consultation with the local EXISTING ELECTRIC BOX Print Issue: Peter McNabb and Associates 21.05.2018. Draft emailed to G.Atkin community. 28.05.2018. Draft emailed to G.Atkin Carol Atwell Urban Art 16.07.2018. Emailed to G.Atkin Traffix Group 25.07.2018. Emailed to G.Atkin Wilde and Woollard 07.09.2018. Emailed to G.Atkin Equal Access Consultants 18.09.2018. Emailed to G.Atkin Drawn: CG / GL Date: 20.04.2018 0 5 10 15 20 25 50M Title: L2 - Streetscape Design, Chewton Project No.: 18-015 Cad File: Client: Mount Alexander Shire Council Drawing No.: Sheet 2 of 2 P Guildford Streetscape Design Elements 1 xProvide defined parking spaces including parallel parking and 45 degree angled parking on the north side of Fryers Street, adjacent to E L the general store and 45 degree angled parking on the south side of Fryers Street, adjacent to John Powell Reserve. Include one disabled parking space closest to the general store.
2 xProvide additional bicycle racks at key locations (i.e. general store, Country Fire Authority Post Office Guildford Public Hall and John Powell Reserve).
3 xProvide an access ramp and steps leading up to the Ron Barassi bust T S statue.
E 4 xPlant indigenous and native groundcovers and tufting plants in the road reserve to the east side of John Powell Reserve.
Bus Stop E T 5 xConstruct a post and rail fence with planter boxes adjacent to the sign Public Hall wall and construct a post and rail fence along Templeton
BS R Street on the road side of the open drain. Beer Garden xConstruct a kerb outstand at the south west corner of the Bus stop T 6 10 intersection of Fryers Street and Templeton Street.
S 7 xProvide directional signage to points of interest (i.e. the Big Tree, picnic/toilet facilities, Ron Barassi bust statue, cycle loop and historic R buildings within the township precinct). 2 12 R Bus Stop sign 8 xProvide a kerb outstand at the corner of the general store and BS include buffer planting, shade tree and bollards to the road edge. Stables Tavern 12 Star Hotel Relocation of give way sign and revised road line marking will be B&B required on Fryers Road in consultation with VicRoads for the precise 2 R Guildford General Store 9 alignment.
9 S 9 xProvide interpretive signage at key locations within the core L township centre (i.e. the Big Tree, Guildford Public Hall and other Guildford Family Hotel 1 historic buildings within the township precinct). 1 2 S Former xImprove the vegetation along the nature strip between the 8 Music Hall 10 J.Sinclair Guildford Family Hotel and the Post Office with additional low White centre line B Existing Drapers and maintenance vegetation (avoiding bus stop area). F R Y E bins 11 Grocers shop R S xConstruct a kerb outstand outside the Guildford Family Hotel on the White centre line 11 S 9 corner of Fryers Street and the Templeton Street. Timber sleeper wall T R E E xExtend concrete lintels for bus stop access outside the Guildford T 13 Existing car parking 12 1 N Family Hotel. Ramp up Gate R 2 13 x Construct an accessible and mountable pedestrian refuge on Fryers O i 3 Ramp Overhead power wire F R Y Street between the Guildford Public Hall and the Guildford Family John Powell Reserve E E R S Hotel. T Fraxinus 6 S angustifolia Pit 7 T R 14 xImprove the frontage of the Guildford Public Hall to improve Gate E E i E T pedestrian safety and amenity and allow for a defined drop off/pick 4 14 up zone. Existing Ron P L 15 S L Barassi sculpture Fraxinus S S 15 xProvide pot / tubs for colourful plants in front of the Public Hall. The angustifolia B plants are to be maintained by the general community. L E G E N D Open drain 5 P Guildford Public Hall EXISTING BUILDING/STRUCTURE 4 AS NOTED Fraxinus M angustifolia 5
E R EXISTING RESIDENTIAL PROPERTY EXISTING TREE Fraxinus angustifolia T R R MICHAEL SMITH AND ASSOCIATES EXISTING STREET FURNITURE EXISTING SERVICES Landscape Architecture EXISTING POWER POLE PROPOSED STREET TREE EXISTING PICNIC TABLE E and Urban Design P Corner Lyttleton and Lloyd Streets, Castlemaine VIC 3450 EXISTING GRASSED AREA EXISTING LIGHT EXISTING SEAT L PROPOSED PARALLEL AND 45 DEGREE Tel: (03) 5471 1700 Office: 1st floor, 407 Whitehorse Road, Balwyn VIC 3103 S Email:[email protected] EXISTING TELSTRA PHONE BOX CAR PARKING Postal: 5 Jervis Street, Camberwell VIC 3124 B EXISTING BIN T Amendments: Tel: 9830 0414 Pit EXISTING PIT 16.07.2018. REV A - Revisions following community consultation Fax: 9830 2555 i EXISTING INFORMATION SIGN PROPOSED DISABLED PARKING SPACE 25.07.2018. REV B - Revisions following Council feedback Email: [email protected] PROPOSED STREET FURNITURE 07.09.2018. REV C - Revisions following Community feedback R EXISTING BICYCLE RACK PROPOSED DROP-OFF / PICK-UP ZONE 18.09.2018. REV D - Revisions following Council feedback In association with the following subconsultants: Peter McNabb and Associates EXISTING ANGLED PARKING BS EXISTING BUS STOP SIGN Carol Atwell Urban Art R PROPOSED BIKE RACK Print Issue: PROPOSED INDIGENOUS PLANTING 21.05.2018. Draft emailed to G.Atkin Traffix Group PROPOSED SEATING 28.05.2018. Draft emailed to G.Atkin Wilde and Woollard S 16.07.2018. Emailed to G.Atkin Equal Access Consultants PROPOSED POST AND RAIL FENCE 25.07.2018. Emailed to G.Atkin 07.09.2018. Emailed to G.Atkin Drawn: GL / CG WITH PLANTER BOXES 18.09.2018. Emailed to G.Atkin 0 2 4 6 8 10 20M Date: 20.04.2018 Title: L2 - Streetscape Design, Guildford Project No.: 18-015 This drawing is the copyright of, and may not be reproduced or transmitted without prior consent of Michael Smith and Associates Cad File: Landscape Architecture and Urban Design Client: Mount Alexander Shire Council Drawing No.: Sheet 2 of 2 Newstead Streetscape Design Elements 1 xProvide a sealed parking area and improved drainage outside the swimming pool and kindergarten.
E R 2 xInstall gates to the Newstead Park fence to improve child safety and allow maintenance access. CL Ford R Building 3 xProvide additional seating at key locations within the core township centre (i.e. R general store, pool) in partnership with the Newstead Men's Shed. Seats and E tables to be universally accessible. Newstead Preschool R 4 xImprove the presentation of the Newstead Community Centre forecourt in R Newstead partnership with the Newstead Community Centre Special Committee of Council. 11 3 Bullboars ) R Butcher Y R 5 xProvide defined parking spaces including 45 degree angled parking at the front of P 1 A the Newstead Community Centre, Newstead Grocer and Milk Bar on the Pyrenees E W P R H Highway and 90 degree parking near the Newstead Grocer on Panmure Street. E G I R Consider time limited parking for spaces near the Newstead Grocer. Include a B H H disabled parking space outside the Newstead Community Centre and one near the The Newstead and R 9 District Swimming Pool I Newstead Grocer on Panmure Street R S L L Red Door 10 E E I BnB and E 6 xConstruct concrete kerb outstands at the Panmure Street intersection south of Public Toilet E N R Art Gallery E 9 Lyons Street to match the existing kerb outstands outside the Dig Cafe and the 10 S R bakery. BS Y Dig at P 8 S Newstead 8 ( T L R 7 xProvide interpretive signage at key locations within the core township centre. 3 5 5 S BS E Pottery Studio E 60 degree parking xProvide demarcation of the two bus stop areas. P S S S T 8 and Gallery R S S The Tin 11 Trunk S Milk Bar 9 xSeal and improve drainage to the current gravel areas with asphalt on both sides Antiques Newstead B R of the Lyons Street, east of Panmure Street. Bakery i 7 Newstead Newstead 3 x Community S B 10 Provide garden squares to surround mature tree and nodal projections to Grocer recently planted street trees with agricultural pipe to facilitate watering. Centre S S 6 R S i 6 S L 11 xReview location of bike racks in core township centre and install/rationalise Newstead S 4 S L B B where required. Boot Store S S R S P T A 5 Crown E N R Hotel 'The E M Shambles' R U R T R S E E Givoni S N Mills S O 2 P Building T Y R L Newstead E i Mens Shed E Existing walking tracks P T to the Loddon River P N E W S T E A D P A R K S
L E G E N D EXISTING STREET FURNITURE PROPOSED STREETSCAPE ITEMS P EXISTING PICNIC TABLE PROPOSED STREET TREE EXISTING BUILDING/STRUCTURE EXISTING SEAT Corner Lyttleton and Lloyd Streets, Castlemaine VIC 3450 AS NOTED S PROPOSED SEATING Tel: (03) 5471 1700 EXISTING BIN S Email:[email protected] B PROPOSED PICNIC TABLE i EXISTING INFORMATION SIGN P MICHAEL SMITH PROPOSED BIKE RACK AND ASSOCIATES EXISTING BICYCLE RACK (TO BE REPLACED R R Landscape Architecture R EXISTING RESIDENTIAL PROPERTY WITH NEW BIKE RACK) PROPOSED ASPHALT SEAL TO This drawing is the copyright of, and may not be reproduced or and Urban Design EXISTING GRAVEL AREA IN SECTIONS OF transmitted without prior consent of Michael Smith and Associates BS EXISTING BUS STOP SIGN Landscape Architecture and Urban Design EXISTING TREE LYONS AND PANMURE STREETS EXISTING SERVICES Office: 1st floor, 407 Whitehorse Road, Balwyn VIC 3103 Amendments: Postal: 5 Jervis Street, Camberwell VIC 3124 PROPOSED BUS ZONE DELINEATION 16.07.2018. REV A - Revisions following community consultation EXISTING POWER POLE Tel: 9830 0414 EXISTING TREE TO BE REMOVED E 25.07.2018. REV B - Revisions following Council feedback 07.09.2018. REV C - Revisions following Community feedback Fax: 9830 2555 L EXISTING LIGHT PROPOSED LINE MARKING TO PARKING 18.09.2018. REV D - Revisions following Council feedback Email: [email protected] AREAS OUTSIDE RETAIL SHOPS EXISTING GRASSED AREA EXISTING TELSTRA PHONE BOX In association with the following subconsultants: T Print Issue: Peter McNabb and Associates Pit 21.05.2018. Draft emailed to G.Atkin EXISTING PIT PROPOSED GROUND COVERS AND LOW TUFTING 28.05.2018. Draft emailed to G.Atkin Carol Atwell Urban Art EXISTING SEALED PATH PROPOSED STREETSCAPE ITEMS PLANTS 16.07.2018. Emailed to G.Atkin Traffix Group 25.07.2018. Emailed to G.Atkin Wilde and Woollard PROPOSED DISABLED PARKING SPACE 07.09.2018. Emailed to G.Atkin 18.09.2018. Emailed to G.Atkin Equal Access Consultants Drawn: CG / GL Date: 20.04.2018 0 5 10 15 20 25 50M Title: L2 - Streetscape Design, Newstead Project No.: 18-015 Cad File: Client: Mount Alexander Shire Council Drawing No.: Sheet 2 of 2 AS NOTED
T Taradale Streetscape Design Elements
E 1 xPlant a mix of evergreen and deciduous trees to enhance existing R EXISTING RESIDENTIAL PROPERTY Taradale E street trees. Specific species to be determined in further consultation Mechanics with the local community. Species with low flammability to be EXISTING TREE Institute R considered. EXISTING TREE TO BE REMOVED T 2 xConstruct a kerb outstand or outstands to the southeast side of the R O D E R S intersection of High Street and Roderick Street. EXISTING GRASSED AREA I C K 2 S T R E 2 E T 3 xProvide directional signage to points of interest (i.e. churches, Historic EXISTING STREET FURNITURE 3 railway viaduct and historic buildings within the township precinct). horse trough N 1 P EXISTING PICNIC TABLE i 4 xProvide defined parking spaces including 45 degree angled parking EXISTING SEAT D O S i B at the front of the Taradale Wine and Produce store and service A Service B EXISTING BIN station and S station (east side of High Street). Include one disabled parking space. O 12 i EXISTING INFORMATION SIGN Pattersons BS B mechanics I R Corner 4 5 xProvide road markings for a dedicated bicycle lane to the east side R EXISTING BICYCLE RACK (TO BE REPLACED S H WITH NEW BIKE RACK) 12 of High Street with compliant bicycle lane graphics. Metro Petroleum BS EXISTING BUS STOP SIGN BS D C 6 xRe-paint the Back Creek road bridge. EXISTING SERVICES
N R E EXISTING POWER POLE O P xRe-paint the Back Creek pedestrian bridge. S 7 L EXISTING LIGHT U M EXISTING TELSTRA PHONE BOX 8 xConstruct a kerb and channel on the north side of the High Street T M R 1 M intersection of De La Beche Street and Murchison Street. Pit EXISTING PIT PROPOSED STREETSCAPE ITEMS U
R Toilets 9 xReplace the existing 'Castlemaine Events' signage on the south west i PROPOSED STREETSCAPE ITEMS D H T side of High Street town entry with a 'Welcome to Taradale' sign that Taradale Wine S E B lists events and local information. I B and Produce E PROPOSED STREET TREE D G 4 R B L T T 10 xConstruct a kerb and channel to the intersection of High Street and H Jackson Street O S PROPOSED 45 DEGREE Shelter High voltage E S CAR PARKING power lines N xProvide defined parking spaces along Jackson Street. Include one P 11 PROPOSED DISABLED PARKING O disabled parking space. S 12 S SPACE 5 K T C Drinking i P 12 xRemove the bus stop from outside the service station and combine PROPOSED 1500mm WIDE 10 A 11 fountain with the bus stop zone outside the Taradale Wine and Produce store BICYCLE LANE TO THE EAST SIDE R J P in consultation with PTV. Include provision of seating and bus shelter. E 10 S PROPOSED SEATING Playspace Taradale Mineral Springs E E Reserve T S
Ex General Store K with 'Bushells' sign 6 E i E C R 7 E 6 C K B A
6 T DE E E LA B E C H E S T R
6 8 8 Corner Lyttleton and Lloyd Streets, Castlemaine VIC 3450 Tel: (03) 5471 1700 Email:[email protected] MICHAEL SMITH AND ASSOCIATES Landscape Architecture This drawing is the copyright of, and may not be reproduced or transmitted without prior consent of Michael Smith and Associates and Urban Design 1 Landscape Architecture and Urban Design Taradale Office: 1st floor, 407 Whitehorse Road, Balwyn VIC 3103 Amendments: Postal: 5 Jervis Street, Camberwell VIC 3124 16.07.2018. REV A - Revisions following community consultation Tel: 9830 0414 Public Hall 25.07.2018. REV B - Revisions following Council feedback 07.09.2018. REV C - Revisions following Community feedback Fax: 9830 2555 18.09.2018. REV D - Revisions following Council feedback Email: [email protected] In association with the following subconsultants: Print Issue: Peter McNabb and Associates 21.05.2018. Draft emailed to G.Atkin 28.05.2018. Draft emailed to G.Atkin Carol Atwell Urban Art 16.07.2018. Emailed to G.Atkin Traffix Group (At existing sign location) 25.07.2018. Emailed to G.Atkin Wilde and Woollard 07.09.2018. Emailed to G.Atkin Equal Access Consultants 9 18.09.2018. Emailed to G.Atkin Drawn: CG / GL
0 5 10 15 20 25 50M Title: L2 - Streetscape Plan, Date: 20.04.2018 Taradale (Key Area) Project No.: 18-015 Cad File: Client: Mount Alexander Shire Council Drawing No.: Sheet 2 of 2 Separate Attachment PEO 13A Ordinary Meeting of Council 20 November 2018
Mount Alexander Shire Municipal Fire Management Plan
A sub-plan of the Municipal Emergency Management Plan
Interim 2018/19
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 1 of 84 Document Version Control
Authorisation Version 1.0 of this Plan was adopted as the first iteration of the Mount Alexander Shire Municipal Fire Management Plan (MFMP), created by utilising the Integrated Fire Management Planning (IFMP) principles, and was endorsed through a formal motion of the Mount Alexander Shire Municipal Fire Management Planning Committee (MFMPC) at its meeting on 29th February 2012, for which the Chair of the committee did sign for, and on behalf of, all members of the Mount Alexander Shire MFMPC. The Plan has been revised, and amended as necessary, for presentation in a standard format as Version 1.4 and was formally endorsed by the Municipal Fire Management Planning Committee at its meeting on 1st August 2018 for which the Chair of the Municipal Fire Management Planning Committee did sign for, and on behalf of, all members of the Mount Alexander Shire Municipal Fire Management Planning Committee. It is understood that all partner agencies will be accountable for the management of their respective assets, activities and responsibilities as identified within the Plan.
Municipal Fire Management Planning Committee Endorsement
Signed: Date:
TBC Co Chair Mount Alexander Shire Municipal Fire Management Planning Committee
Northern Victoria Integrated Municipal Emergency Management Planning Committee Endorsement
Signed: Date:
Vicky Mason Chair Northern Victorian Integrated Municipal Emergency Management Planning Committee
Mount Alexander Shire Council Adoption
Signed: Date:
Darren Fuzzard Chief Executive Officer Mount Alexander Shire Council
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 2 of 84 Document Information File Name MEMP Sub Plan - Municipal Fire Management Plan
Mount Alexander Shire Municipal Fire Management Author(s) Planning Committee
File Number DOC/17/31828
Folder Number TBC
Document Version History Version Date Description Updated by
Draft 0.1 10/02/12 Initial draft. Distributed to MASC Emergency MFMPC for review. Management Coordinator – Joanna Hambling
Draft 0.2 07/03/12 Updated to incorporate MASC Emergency MFMPC feedback. Endorsed Management Coordinator – by MFMPC and distributed to Joanna Hambling MEMPC for review.
Draft 0.3 04/05/12 Updated to incorporate MASC Emergency MEMPC feedback. Endorsed Management Coordinator – by MEMPC, distributed to Joanna Hambling RSFMPC for review and released for public comment.
Draft 0.4 18/07/2012 Updated to incorporate MASC Assistant Municipal Community feedback as Fire Prevention Officer – result of the Consultation Luke Ryan sessions held at various locations throughout the Shire.
Version 11/09/2012 Adoption of Plan by Mount MASC Assistant Municipal 1.0 Alexander Shire Council at its Fire Prevention Officer – meeting on 11/09/2012 Luke Ryan
Version 04/06/2014 Updated to incorporate MASC Municipal Fire 1.1 further development work on Prevention Officer – Risk Register, Risk Graham Etherton Treatment Register (Work Plan) and conversion of document to a new standard format.
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 3 of 84 Version 18/06/2015 Updated to include MASC Municipal Fire 1.2 administrative changes and Prevention Officer – Eain VFRR-B review of Risk McRae Register.
Version 2016 Update to NSP-BPLR section MASC Municipal Fire 1.3 Prevention Officer – Luke Update of MNSP-PLR Sub Ryan Plan
Version 31 July Full review to make current MASC Municipal Fire 1.4 2018 Prevention Officer – Luke Ryan Emergency Management Coordinator – Jason Amos
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 4 of 84 Acronyms Acronym Definition
CFA Country Fire Authority
CDCH Castlemaine District Community Health
DELWP Department of Environment , Land, Water and Planning
EMMV Emergency Management Manual Victoria
EMV Emergency Management Victoria
IAP2 International Association for Public Participation
IFMP Integrated Fire Management Planning
MASC Mount Alexander Shire Council
MOC Municipal Operations Centre
MEMP Municipal Emergency Management Plan
MERC Municipal Emergency Response Coordinator
MERI Monitoring, Evaluation, Reporting & Improvement
MERO Municipal Emergency Resource Officer
MFMP Municipal Fire Management Plan
MFMPC Municipal Fire Management Planning Committee
Loddon Mallee Regional Strategic Fire Management LM-RSFMPC Planning Committee
SFMPC State Fire Management Planning Committee
VBRC 2009 Victorian Bushfires Royal Commission
VFRR Victorian Fire Risk Register
VicPol Victoria Police
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 5 of 84 Contents Foreword ...... 8 1. Introduction ...... 9 1.1 The Integrated Fire Management Planning Framework ...... 11 1.2 Authority for, and Adoption of the Plan ...... 10 1.3 Plan Review and Updates ...... 10 1.4 Plan Audit ...... 11 1.5 Stakeholders ...... 11 1.6 Related Documents ...... 12 2. Engagement & Communications ...... 14 2.1 Community Consultation Processes ...... 16 2.2 Summary of Community Feedback ...... 17 3. Environmental Scan ...... 19 3.1 About the Shire ...... 19 3.2 Demographics ...... 201 3.3 Employment and Income……………………………………………………...………21 3.4 Bushfire Risk……………………………………………………………………………22 3.5 Bushfire History……………………………………………………………………… 23 3.6 Weather……………………………………...………………………………………….23 3.7 Assumptions about the future………………………………………………………..24 4. Municipal Fire Management Objectives……………………………………………..27 4.1 Municipal Objectives…………………………...……………………………………...26 4.2 Alignment to Regional Objectives ...... 27 5. Fire Management Risk Strategy ...... 35 5.1 Risk Assessment Methodologies ...... 34 5.2 Physicial Geographical and Systems Risks…………………………………………36 5.3 Risk Descriptions…………………………...………………………………………….38 5.4 Work Plan Summary (Risk Treatment Strategies) ...... 431 5.5 Community Information Guides……………………………………………...……….46 5.6 Neighbourhood Safer Places - Bushfire Places of Last Resort…………………...47 5.7 Community Fire Refuges…………………………...…………………………………47 5.8 Hazard Trees…………..…………………………….………………………………..47 6. Review & Reporting Process ...... 538 6.1 Monitoring, Evaluation, Reporting and Improvement (MERI)……………... …….48 6.2 Fire Management Planning Program Logic………………………………………..48 6.3 Outcomes……………………………………………………………………………...50 6.4 Implementation………………………………………………………………………..51
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 6 of 84 6.5 Reporting……………………………………………..…………….…………………51 Appendices
Appendix Title Notes
A.1 Victorian Fire Risk Register Identifies risks, as per the Planning Guide
A.2 Structural Fire Risk Identifies and details risks - Management Register to be completed
A.3 Hazardous Materials Risk Identifies and details risks - Management Register to be completed
B Risk Treatments Register Multi-Agency Work Plan – to be redeveloped
C.1 Hazardous Trees Identification & Responsible Persons
C.2 Community Information Castlemaine, Fryerstown, Guides Chewton and Maldon
C.3 Neighbourhood Safer Castlemaine, Maldon, Places Newstead, Campbells Creek, Guildford, Taradale, Harcourt
C.4 Community Fire Refuges None within municipality (2018)
D Under development – due for completion late 2018 Mount Alexander Risk Analysis and Engagement Strategy
E Mapping
E.1 Fuel Load & Fire History IFMP ( 2012 )
E.2 Mapping bushfire EMCOP (2018) treatments
E.3 Severe day fire intensity and VFRR
E.4 Mapping – Council MASC 2018 Roadside Slashing Program
E.5 Mapping – Fire Access MASC 2016 Roads
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 7 of 84 Foreword
Foreword
The Mount Alexander Shire Municipal Fire Management Plan has been prepared in accordance with the principles of Integrated Fire Management Planning, utilizing a risk- based framework to identify and manage the incidence and severity of bushfires within the municipality. Later versions of the Plan will utilize the same approach to identify and manage threats from Structural Fires and Hazardous Materials incidents. The Plan has been developed in consultation with a range of stakeholders through an integrated and holistic process encompassing the whole spectrum of emergency management. Treatment strategies revolve around the prevention, preparedness, response, and recovery clusters of inter-related emergency management activities, and require everyone to take responsibility for their own safety. It is the intention that this Plan will encourage and facilitate improved community safety outcomes. The building of resilience, capacity and capability should not be exclusive to the recovery phase only, but be identified and fostered throughout the identification of risks, and the development of preparedness strategies and response plans. Reliance is placed upon the active engagement and assistance of emergency management stakeholders through planning partnerships, and the engagement of the community through consultation processes, for the continued development of the Plan. The social, natural, built and economic impacts of emergencies, including the loss of life, the destruction of property and the dislocation of communities are an inevitable result of bushfires and on occasions are significant in impact. However the risk-based approach to managing emergencies is best placed to mitigate and manage the impacts of bushfires within the municipality. The Risk Treatments of the Work Plan will be fed into regional and state-wide planning processes, allowing for the strategic alignment of risk mitigation efforts with neighbouring municipalities.
………………………………………………
Co-Chair Mount Alexander Shire Municipal Fire Management Planning Committee 1 August 2018
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 8 of 84 Introduction
1. Introduction
1.1 The Integrated Fire Management Planning Framework This Municipal Fire Management Plan (MFMP) has been prepared in accordance with Part 6 of the Emergency Management Manual of Victoria and the State Government’s guidelines for Integrated Fire Management Planning. The Victorian Government established these guidelines in response to the challenges that have emerged in fire management over the last decade. Integrated Fire Management Planning has adopted a staged, planning process that is consistent with International Standard for Risk Management ISO 31000. This MFMP; • Establishes the context through an environmental scan • Identifies the risks and vulnerabilities to be managed across the municipal footprint • Reduces the likelihood and consequence of fire hazards within local communities through treatment management strategies. These strategies are designed to increase community safety whilst decreasing the risks to physical, environmental, economic and social assets, as well as building community resilience. • Identifies community engagement activities to promote and encourage shared responsibility, and • Considers planning across municipal boundaries The MFMP has been developed using the seven-stage IFMP planning process, as in Figure 1 below.
Figure 1: IFMP Planning Process1 The MFMP seeks to achieve consistent and effective fire management planning within the municipality through commitment to cooperation, sharing and building of collective
1 State Fire Management Strategy 2009, State Fire Management Planning Committee, 2009 Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 9 of 84 Introduction knowledge and utilising experiences at municipal and regional levels. Critical to success is the ongoing building and maintaining of relationships across government, the public and private sectors, and the broader community.
1.2 Authority for, and Adoption of the Plan Pursuant to current legislative requirements of the Emergency Management Act (1986), Council is required to develop and maintain a MFMP, and under the CFA Act (1958) Section 55A (1 & 2), Council is required to develop and implement a MFMP. In accordance with Part 6A of the Emergency Management Manual Victoria, a MFMP, prepared and endorsed in compliance with the guidelines, will be deemed to fulfil the requirements of Section 55A of the Country Fire Authority Act (1958).
As recommended in Part 6A of the Emergency Management Manual Victoria, the MFMP is a sub plan of the Municipal Emergency Management Plan, and is prepared by the Municipal Fire Management Planning Committee (MFMPC). The MFMPC shall endorse the plan following consultation, where appropriate, with non- committee members who have responsibilities and accountabilities under the plan. After appropriate stakeholder and community consultation and engagement, the plan was endorsed in succession by the MFMP, and the Municipal Emergency Management Planning Committee (MEMPC), before being adopted by Mount Alexander Shire Council at its meeting on 11th. September 2012. The MFMP is to be reviewed and amended; • Annually in association with the Municipal Emergency Management Plan • Following significant incidents, or a change in risk exposure • As directed by the State or Regional Integrated Fire Management Planning Committee, and • As required by legislation • Further detail, in regards to ongoing monitoring and improvements processes, is outlined in Part 6 of this plan. It is understood that the audit process and planning cycles may change in time, as the Integrated Fire Management Planning Framework, and any planning processes or legislation, evolves in the future.
1.3 Plan Review and Updates
MFMP‘s have a three year planning cycle. This Plan was endorsed for a period of three years by Council at its meeting on 11th. September 2012, and was due for further endorsement during September 2015.
In 2015 the MFMP was requested to delay the development of the MFMP until further notice by the State Fire Management Planning Committee (SFMPC) due to the development of the Fire Planning Guide being prepared. This request was followed up in May 2016 with a formal request from the Chair of the SFMPC to await the release of the Victorian Fire Management Strategy (VFMS) prior to undertaking a comprehensive review of Regional and Municipal Fire Management Plans. As of August 2018 the development of the VFMS is not yet completed.
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 10 of 84 Introduction
The latest review of the MFMP has been undertaken to ensure it is still current in accordance Section 55A. Agencies shall continually review and amend where necessary their descriptors in the Risk and Treatment Tables, and the plan shall be amended accordingly.
1.4 Plan Audit
This Municipal Fire Management Plan (as transitioned from the Municipal Fire Prevention Plan), is to be audited in accordance with the provisions of Section 55B of the CFA Act (1958) and must incorporate the provisions of Section 55A (2) of the CFA Act (1958) relating to fire risks and their treatment. This MFMP was last successfully audited on 9 June 2015.
1.5 Stakeholders Council, agencies that have a fire management responsibility and the community, all have an integral role to play in the planning, development and maintenance of the Municipal Fire Management Plan. Membership of the MFMPC shall be as determined from time to time, by the Municipal Emergency Management Planning Committee MEMPC, and shall comprise both Core Members and Associate Members, as represented in the following tables; Core Membership:
Organisation Title
Country Fire Authority District 2 Operations Officer
Country Fire Authority Strathloddon Group – Group Officer
Country Fire Authority Mt Alexander Group - Group Officer
Country Fire Authority Brigade Administrative Support Officer - Mount Alexander Catchment
Forest Fire Management Regional Fire Planning Manager
Forest Fire Management Forest & Fire Operations Officer
Mount Alexander Shire Council Councillor
Mount Alexander Shire Council Municipal Fire Prevention Officer
Mount Alexander Shire Council Emergency Management Coordinator
Victoria Police Senior Sergeant / MERC
VicRoads Team Leader / Routine Maintenance
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 11 of 84 Introduction
Mount Alexander Shire MFMPC will continue to engage with other agencies that have an emergency management responsibility, during the life cycle of this plan. They shall be identified as Associate Members of the MFMPC. Community engagement programs seeking inputs from the broader community, and utilized as part of the monitoring and improvement processes, will occur from time to time as the need arises.
Associate Membership:
Organisation Title
Centennial Mining Limited
Dept. of Education &Training Regional Emergency Management Officer
Dept. of Health & Human Services Regional Recovery Manager
Dept. of Transport Regional Officer-Operations Branch-Public Transport
Vic Track Land Manager & Fire Prevention
Victorian Goldfields Railway Manager Operations
HVP Plantations Community & Risk Coordinator
HM Loddon Prison Security Supervisor
HM Middleton Prison Security Supervisor
HM Tarrengower Women’s Prison Fire Awareness Officer
Coliban Water Manager – Raw Water Supply
Parks Victoria Ranger - Operations
SP Ausnet
Powercor Regional Asset Manager - Northern
V/Line Off – Track Rail Interface Manager
Fryers Forest Eco Village Committee Chair
1.6 Related Documents This Plan is a sub-plan of, and should be read in conjunction with the Northern Victorian Integrated Municipal Emergency Management Plan: Mount Alexander Shire Edition (MEMP). Other documents related to this plan include:
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 12 of 84 Introduction
• Bushfire Safety Policy Framework2 • Emergency Management Manual Victoria (EMMV) • Country Fire Authority Act - 1958 • Electricity Safety Act - 1998 • Loddon Mallee Regional Strategic Fire Management Plan3 • Mount Alexander Shire Council Plan 2017 - 2021 • Mount Alexander Shire Community Emergency Risk Management Plan 2010 • Mount Alexander Shire Health and Wellbeing Plan 2017 - 2020 • Mount Alexander Shire State of the Environment Report 2014 • Victorian Fire Risk Register, and • Fire-related plans of MFMPC member organisations.
2 Bushfire Safety Policy Framework, Fire Services Commissioner, September 2011 3 Loddon Mallee Regional Strategic Fire Management Plan, Loddon Mallee Regional Strategic Fire Management Planning Committee, August 2011 Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 13 of 84 Engagement & Communications
2. Engagement & Communications
2.1 Community Consultation Processes
The “International Association for Public Participation (IAP2) Framework”, adopted by the SFMPC, has been utilized by the MFMPC in guiding the engagement decisions of the MFMPC, for development of the Plan. Pivotal to this has been the community consultation processes. Please note that ‘public’ in the IAP2 context, includes organisations, agencies, authorities, businesses, and the general public. The IAP2 Framework provides a hierarchy of engagement that is valuable in making clear, the engagement commitment of the MFMPC in the development of this Plan.
Hierarchy Level Public Participation Goal
To provide the public with balanced and objective information to Inform assist them in understanding the problems, alternatives, opportunities and / or solutions
To seek and obtain public feedback on analysis, alternatives and / or Consult decisions
To work directly with the public throughout the process to ensure Involve that the concerns and aspirations of the public are consistently understood and considered
To partner with the public in each aspect of the decision, including Collaborate the development of alternatives and the identification of the preferred solution
Empower To place final decision-making in the hands of the public
Table 1: Extract from the IAP2 Public Participation Spectrum4 Source: International Association of Public Participation, 2011
Figure 2 overleaf outlines the key engagement activities and timeframes for the initial development of the Mount Alexander Shire Municipal Fire Management Plan, through application of the IAP2 engagement framework.
4 IAP2 Public Participation Spectrum, International Association for Public Participation, 2004
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 14 of 84 Engagement & Communications
Note: This page is formatted as A3 in size.
Municipal Fire Management Planning Project Milestones & Stakeholder Engagement Phases
Municipal LM Regional State Fire Municipal Fire Emergency Strategic Major Community Mgt Other Areas Land Mgt Electicity Transport General Othe r Stage Activity Mgt Planning Mgt Fir e M gt Water Org's Industries / Facilities & Planning of Council Org's Org's Org's Public Committees Oct-11 Jan-12 Sep-11 Nov-11 Dec-11 Feb-12 Mar-12 Apr-12 Jun-12 Committee Planning Planning Employers Org's Aug-11 May-12 Committee Committee Committee Jul-12 onwards
Assess Environment Empow ered Informed Involved Involved Involved Involved Involved Involved Consulted Consulted Environmental Scan Determine Objectives Empow ered
Identify & Register Risks Empow ered Involved Involved Involved Involved Involved Involved Consulted Consulted Ris k Assessment Assess Risks Empow ered
Evaluate Current Risk Treatments Empow ered Collaborative Collaborative Collaborative Collaborative Collaborative Collaborative Collaborative Analyse Develop Risk Treatment Recommendations Empow ered Collaborative Collaborative Collaborative Collaborative Collaborative Consulted Consulted
Agree Risk Treatments Empow ered Collaborative Collaborative Collaborative Collaborative Collaborative Consulted Consulted
Draft Municipal Fire Management Plan Empow ered (Plan) Decide Endorse Draft Plan (MFMPC) Empow ered Empow ered Empow ered
Endorse Draft Plan (MEMPC) Empow ered Empow ered Empow ered
Determine Community Consultation Empow ered Mechanism
Publish Distribute Plan for Comment Empow ered Consulted Consulted Consulted Consulted Consulted Consulted Consulted Consulted Consulted Consulted Consulted Consulted
Finalise Plan Empow ered
Determine Implementation & Reporting Empow ered Process Deliver Undertake Actions Empow ered Collaborative Collaborative Collaborative Collaborative Collaborative
Monitor & Evaluate Performance Empow ered Collaborative Collaborative Collaborative Collaborative Collaborative Monitor & Improve Report Outcomes Empow ered Informed Informed Informed Informed
Figure 2: Project Milestones & Stakeholder Engagement Phases
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 15 of 84 Engagement & Communications So as to commence community engagement, for the provision of community input into the Environmental Scan and Risk Assessment stages of the project, a community questionnaire in relation to fire risks was undertaken in October 2011. Of the responses received: • None were from people aged 25 or under despite targeted promotion towards this demographic. • Fire related concerns were found to vary, however the main issues were fuel loads, information and warnings, and community knowledge. • The majority of responders have fire plans in place, which may be reflective of the fact that those responding to the survey have an active interest in fire planning, rather than the community at large. • Only a minority of responders have actually practised their fire plans. • Protecting life and improving knowledge with regards to fire management, were deemed to be the most important considerations. • Minimising damage to the environment rated was rated slightly higher than minimising fuel load. The findings suggest that there is a need to address community perceptions regarding fire risks and the prioritisation of fuel reduction treatments. A Community Consultation Planning Workshop was conducted for the MFMPC on 26th. April 2012 with the dual aim of; • determining what the latter part of the community consultation process should achieve, and • determining how the community consultation process should be conducted. The engagement objectives, determined for the final phase of the MFMP development process were: • Increased community awareness and appreciation of: o The bushfire risks within the municipality o The complexity of fire management planning o The need for integrated planning and collaboration between agencies • The collation, consideration, and application of community feedback on the draft MFMP • Community buy-in to the fire management planning process recognition of community responsibilities.
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 16 of 84 Engagement & Communications The resultant Engagement Scope was determined as;
An Engagement Action Plan was developed, which identified key activities and programming details: • Public Display / Exhibition of the plan for a one month period • Five “Open House Sessions” at varying locations throughout the Shire • A final workshop for compiling and discussing feedback with both the public and committee members. • The draft plan being listed on the Council Website, with feedback forms also being available. An extensive publicity schedule was also developed outlining the methods of community engagement and opportunities for contributing towards the plan: • Media releases x 2 • Advertising in local newspapers x 2 • Social media web links • Distribution of postcards informing community of engagement process and methods of participation and opportunities to review the plan and provide feedback. All engagement activities occurred with strong support from the MFMPC member agencies during June 2012.
2.2 Summary of Community Feedback
A total of five “Open House Sessions” were conducted at three locations within the Shire; three sessions at Castlemaine and one each at Maldon and Harcourt. The number of persons who took the opportunity to participate at these sessions totalled 20. At each session, community members were encouraged to ask questions about the plan, provide any opinions, and to take away the summary of the plan and feedback forms, so that they would be able to provide a more detailed feedback of the plan, if they so wished. A total of five responses were received on the feedback forms for this round of consultations.
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 17 of 84 Engagement & Communications Four of the responses focused mainly on existing fire potential or perceived threats. The concerns expressed can be directed towards the agencies that are responsible for those areas of concerns (i.e. the Oak Forest and the Chewton Pine Plantation) or for consideration by the Municipal Fire Management Planning Committee in determining options for a more holistic targeting of problem areas. Three of the responses were concerned with specifics about particular areas which have been included in the MFMP. Feedback comments regarding the wording of sentences, and descriptions used for specific areas, were also included in the responses and will be considered at future meetings of the MFMPC. One of the responses went to great detail to report upon other community education program responses, citing the results of the studies, and the experiences of people who have been caught in recent bushfires. Whilst this information was well researched and presented, its probable impact on the content of the MFMP is considered to be minimal, with the MFMP needing to focus on the macro, not the micro. The CFA have in place a number of programs that are trying to address community complacency and levels of education about all fire types, not just bushfires. The MFMP does not provide a substitute for the individual responsibility of each community member, to prepare themselves against the threat of fire, however the continuance of education programs may satisfy some of the “needs” that were expressed in this submission. Replies were forwarded to those responders who requested a reply. A one-hour feedback workshop was conducted as a follow-up input session, for the responders to the survey.
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 18 of 84 Environmental Scan 3. Environmental Scan
The environmental scan below has been developed utilising the following resources: • Mount Alexander Shire Council Plan – 2017-2021 • Mount Alexander Shire Community Emergency Risk Management Plan - 2010 • Mount Alexander Shire State of the Environment Report - 2014 • Australian Bureau of Statistics National Regional Profile: Mount Alexander • Community Indicators Victoria Mount Alexander Wellbeing Report • Department of Environment, Land, Water & Planning (DELWP) Overall Fuel Hazard Assessment Guide (4th Edition - July 2010) • Loddon Mallee Regional Strategic Fire Management Plan August – 2011 - 2021 • REMPLAN - Community • Regional Development Victoria - Loddon Mallee South Regional Strategic Plan September – 2015 - 2018 • Victorian Fire Risk Register. • Pheonix RapidFire modelling • DELWP Risk Landscape Mapping
3.1 About the Shire
Figure 3: Map of Mount Alexander Shire
Mount Alexander Shire is a diverse shire with urban and rural communities, some having national, historic and environmental significance. Located within commuting distance of both Melbourne and Bendigo, the population of approximately 18,762 people live mostly in the townships of Castlemaine, Harcourt, Maldon, Newstead and Taradale.
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 19 of 84 Environmental Scan Castlemaine is the largest town, and Greater Castlemaine is home to more than 50% of the shire’s population. Mount Alexander Shire (the Shire) forms part of the Loddon Mallee Region (the Region), which encompasses ten municipalities and covers nearly 59,000km2, or approximately 26%, of the land area of the State of Victoria.
3.2 Demographics According to the Shire’s 2016 community profile, the median age of Mount Alexander residents is 49. Children up to 17 years of age comprise only 15.1% of the population, whilst people 65 years and over make up nearly 24.1% of the population. With a rating of 980.8, the Shire sits just below the mean on the Index of Relative Socio- Economic Disadvantage, with neighbouring municipalities at both ends of the spectrum. This index is derived from attributes such as low income, low educational attainment, high unemployment, jobs in relatively unskilled occupations and variables that reflect disadvantage rather than measure specific aspects of disadvantage (e.g., Indigenous and Separated/Divorced). The age profile of Mount Alexander Shire residents is depicted in the table below.
Age Group Shire Volume Shire %
Infants 0 to 4 years 837 4.5 Children 5 to 17 years 2,554 13.6 Adults 18 to 64 years 10,835 57.7 Mature adults 65 to 84 years 3,976 21.2 Senior citizens 85 years and over 562 3 Total persons 18,764 100.0
Table 2: Mount Alexander Shire Age Structure Source: Australian Bureau of Statistics, Mount Alexander Shire Summary Profile, 2016
3.3 Employment & Income The 2006 Census found there are over 6,000 jobs available within the Shire. Of those, approximately 4,360 employees also reside within the Shire. There are higher proportions of the Shire’s workforce involved in manufacturing, health care and social assistance than in other regional communities. Local workforce opportunities are concentrated across six main providers: George Weston Foods; Castlemaine Health; Mount Alexander Shire Council; Diecrast Engineering; and the Department of Justice. There are fewer people involved in agriculture and construction than in other regions. Overall the 2016 Census identified, 96.6% of the Shire’s total available labour force is employed (47.4% of the population aged 15+), and 2.7% of the population aged 15+ are unemployed. Mount Alexander Shire’s labour force in 2016 was 7,651, of which 3,245 were employed part-time (42.4%) and 3,866 were full time workers (50.5%). Analysis of household income levels in Mount Alexander in 2006 compared to regional Victoria shows that there were a smaller proportion of high-income households (earning $1,700 per week or more) and a larger proportion of low-income households (earning less than $500 per week). This is a reflection of the higher numbers of single-person households and the ageing population within the Shire. The economies of municipalities to the north of the Shire are mainly driven by agriculture both in terms of production and associated materials for processing and servicing of
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 20 of 84 Environmental Scan agricultural industries. Municipalities to the south are progressively moving away from agriculture to other service activities and manufacturing. Changes to agriculture and farming management processes will have significant impacts for the Shire’s economy. Water in the Shire is provided by Coliban Water and is sourced from the Loddon and Campaspe river systems, with both having relatively small storages, but large demands. Security of water supplies imposes a major impact on municipal development. The capacity and capability of Coliban Water to meet current and future needs of the residents and businesses, remains a major future challenge for the agency, and the Shire.
3.4 Bushfire Risk In the development of the Loddon Mallee Regional Strategic Fire Management Plan, an assessment was undertaken for the purpose of identifying the ranking of each municipality against vulnerability, certain likelihood, and consequence criteria. The matrix below highlights the rankings for Mount Alexander Shire compared to other municipalities within the Region.
Ranking Category (out of 10 Description municipalities)
Based on the history of ignition, number of days that Grass Fire Danger Rating is > Very High, Likelihood of 6th and the percentage of fuel hazard that is either grass fire High, Very High or Extreme within the municipality
Based on the history of ignition, number of days that Forest Fire Danger Rating is > Very High, Likelihood of 7th and the percentage of fuel hazard that is either forest fire High, Very High or Extreme within the municipality
Based on the barriers to capability building and Human levels of social connectedness across the 8th vulnerability prevention, preparedness, response and recovery spectrum
The extent and number of human settlements Human and places that house vulnerable community settlement 3rd members that are rated Extreme or Very High exposure and have been identified by the Victorian Fire Risk Register assessment process
The extent of business and infrastructure assets Business and that are rated Extreme or Very High and have 3rd asset exposure been identified by the Victorian Fire Risk Register assessment process
The extent of endangered and vulnerable Ecological Vegetation Classes (ECV’s) within the Biodiversity risk 8th municipality that have been identified in the Office of the Emergency Services Commissioner’s Consequence of Loss project
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 21 of 84 Environmental Scan
Ranking Category (out of 10 Description municipalities)
The extent of fire sensitive aboriginal sites within Aboriginal the municipality that have been identified in the 8th heritage risk Office of the Emergency Services Commissioner’s Consequence of Loss project
The extent of heritage-listed sites on the Victorian Heritage Register within the Non-aboriginal 1st municipality that have been identified in the heritage risk Office of the Emergency Services Commissioner’s Consequence of Loss project
Table 3: Mount Alexander Shire Bushfire Likelihood, Vulnerability & Consequence Rankings Source: Loddon Mallee Regional Strategic Fire Management Plan, August 2011
Risk Categories and “risk contributors” are to be constantly monitored throughout the application of this plan and amended where appropriate. Loss of Human life is a key risk category of the plan, and will continue to be a major focus. All planning workshops and on- going risk identification processes will continue to address human life vulnerabilities across the Shire, and the necessary treatments to mitigate the risk. Mount Alexander Shire has four key bushfire landscapes, as depicted in Table 4 below. Each landscape has unique environmental characteristics which, when combined with the weather conditions of the day, determines fire behaviour for that landscape.
Spotting / Fuel Hazard Primary Landscape Topography Ember Level Driver Potential
Grass, Crop & Low to Flat to Wind Low Stubble Moderate Undulating
Box & Ironbark High to Fuel / Moderate / Forest & Undulating Extreme Topography High Woodland
Fuel / Transitional Mixed High to Undulating Topography / High Species Extreme Plume
Fuel / Pine Plantation High Undulating Low Topography
Flat to Urban Low to High Wind / Fuel Low Undulating
Table 4: Mount Alexander Shire Bushfire Landscape Source: Loddon Mallee Regional Strategic Fire Management Plan, August 2011 Grass and forest fires occurring within the Shire, see it having below average likelihood rankings when compared to other municipalities within the Loddon Mallee Region. This then reflects a shorter fire season and the relatively low number of days with a Fire Danger Index
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 22 of 84 Environmental Scan > 25. Fuel hazard across the Shire rated at > High, accounts for nearly 30% of the municipality. Historical ignition levels are rated at below average with an average of 53 ignitions per year, six of these being caused by natural sources, and the rest by other means. The dispersed nature and density of occupation, along with the arrangement of the hazard across the municipality means 13 communities and 31 special fire protection sites are rated Extreme or Very High by the Victorian Fire Risk Register (most of which are in the Extreme category). The VFRR ranking for economic exposure is average and mainly reflects the light industry and commercial assets that are distributed throughout the municipality. The Shire is rated low for the Region in the amount of Vulnerable or Endangered Ecological Vegetation Classes and the number of fire sensitive aboriginal artefact areas. The goldfields heritage of the area and its gold era towns are of international standing and hence the municipality has the highest number of Heritage Register records in the Region.
3.5 Bushfire History The most recent major fire to impact Mount Alexander Shire occurred on 7 February 2009 in the Redesdale / Barfold area. Starting in Redesdale, the fire burnt 7,086 ha. Mainly in the Mount Alexander Shire, but also impacting small areas on City of Greater Bendigo, Mitchell and Macedon Ranges municipalities. The fire resulted in the loss of 14 houses, over 50 sheds, a church, bridge, two olive plantations, one vineyard and 300km of fencing. There were no lives lost in this fire. Other fires to impact the municipality include: • 2003 – Barkers Creek • 1986 – South east of Metcalfe • 1981 and 1996 – Castlemaine Woollen Mill • 1980 – North West of Maldon, Muckleford Forest • 1979-80 – Golden Point (east of Maldon, Muckleford / Walmer area) • 1975 – South west of Redesdale • 1969 – North and North West of Maldon, and south of Strathlea • 1965 – South Ravenswood • Circa 1963 – Walmer • 1958 and 2001 – Harcourt Cool Store • 1957 – Harcourt Sawmill.
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3.6 Weather Mount Alexander has cool damp winters and hot dry summers. The month with the highest average temperatures is February with a mean maximum of 28.4°C and a mean minimum of 13.5°C. The other summer months also have average maximum temperatures over 25°C and mean minimums of over 10°C – indicating that these months are periods in which heatwaves are likely. The decile 9 maximum temperature for January is 35.5 degrees Celsius and the highest ever recorded temperature was 43.9 degrees Celsius on February 7th 2009 (Black Saturday). The mean average annual rainfall for Castlemaine is 591 mm. February is the driest month. South West is the dominant wind direction through Spring, Summer and Autumn. February has a noticeably Northerly trend. Average wind speed is the highest in late Spring and early Summer. Weather patterns involving the passage of fronts (South-West wind change) in Summer usually generate high-speed North-Westerly winds with an abrupt South-Westerly change.
Future climate projects have been undertaken for the Loddon Mallee region, based on sophisticated national and international global climate models. Future climate models for Bendigo indicates that by 2030 there will be 6 additional day over 35oc and by 2070 if higher emissions were to eventuate there would be 16 additional days a year over 36oc compared to 2015 temperatures.
3.7 Assumptions about the future Population: Situated on the Calder Growth corridor, the Mount Alexander region is considered to have a moderate annual increase in population and is expected to reach 22,756 by 2026 up from 18,283 in 2009 according to the Bureau of Statistics. The increase in human settlement will see a greater human interface within higher fire risk areas, particularly on small to moderate parcels of land. This will require due diligence under planning and building regulations in minimising risk of fire in the future. There will continue to be a transient population throughout the year due to tourism, events and festivals. The existence and influence of Culturally and Linguistically Diverse (CALD) communities (e.g. Sudanese) has also been identified, and addressed, during the life cycle of this plan. Planning Scheme Protection: The Bushfire Management Overlay (BMO) is a planning specification that identifies a number of minimum requirements in regards to bushfire safety, that are to be applied against any building project within any area for which the overlay covers. It was introduced by the State Government into Municipal Planning Schemes as recommended by the 2009 Bushfires Royal Commission. Municipal areas that fall under the influence of the Overlay are areas that have the highest fire risk and are likely to be particularly exposed to the impacts of bushfire. The suitability of any new development (including subdivisions) within these areas must be fully considered before it proceeds. Where development does occur in these areas appropriate bushfire protection measures will be required, under planning and building regulations.
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 24 of 84 Environmental Scan Community Education: The availability of Community Information Guides (CIG’s - formerly Township Protection Plans) as developed by CFA will continue to provide important information to individuals and communities in the development of their Fire Safety Plans. The advice contained in the CIG’s can assist them with their planning considerations, covering the periods of before, during and after a fire. Included in these CIG’s is information on Neighbourhood Safer Places – Bushfire Places of Last Resort (there are seven registered sites within the Shire), where as a last resort, people can seek shelter from a threatening fire. Vulnerable Persons:
Group Local Context
Babies and Pre- At the 2016 Census, there were 835 people (4.45% of the schoolers (0 – 4) population) living within Mount Alexander. This is a decrease from 869 (5.4%) from the 2006 Census.
Young People (5 – 19) At the 2016 Census, there were 2,904 people (15.5% of the population) living within Mount Alexander.
People over 65 At the 2016 Census, there were 4,531 people (24.1% of the population) living within Mount Alexander. This is an increase of 2,200 (13%) from the 2006 Census.
Overweight and obese, The Department of Human Services Burden of Disease report and those with poor (2001) estimates that 2.9% of males and 2.4% of females in Mount cardio-vascular fitness Alexander suffer from cardiovascular disease. This is a higher proportion than the Victorian population more generally.
People with chronic The Department of Human Services Burden of Disease report medical illnesses or (2001) estimates that 15.8% of males and 13.9% of females in conditions Mount Alexander suffer from some form of disease. This is a higher proportion than the Victorian population more generally.
People with a physical At the 2011 Census, 819 residents in Mount Alexander were or cognitive disability described as requiring assistance, equating to 2.9% of the population. Of these residents 8 were 0-4 years of age and 405 were 65 years or older.
People who live alone At the 2016 Census, Mount Alexander had a high proportion of or are socially isolated single person households (32.9%) his equates to 2,426 persons.
SEIFA Index of The SEIFA index of disadvantage for Mount Alexander Shire is Disadvantage 995, with a national rank of 353 / 544 LGAs. The lower the index score is an indication of greater disadvantage in general.
PPRR Capabilities: All emergency services agencies within Loddon Mallee Region have been experiencing a progressive reduction in available registered volunteer personnel over a number of years, and this trend is also very evident in Mount Alexander Shire, as it applies to the preparation, prevention, response and recovery phases of emergency management. In particular, there is a reduced number of younger personnel making themselves available as volunteers with
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 25 of 84 Environmental Scan the emergency response and recovery agencies. This emergency capability factor will need to be monitored and addressed through consultation and recruitment activities within all communities of the shire. The recommendations of the Bushfire Royal Commission also, will continue to be implemented throughout the Region and Shire, as and when achievable. Climate Change: The CSIRO, has identified that the Loddon Mallee Regions climate will change. On average the fire danger period (bushfires season) will become longer. The monthly-average FFDI currently exceeds 10 from late November to late March. This could extend from early November to late March by 2020, and from late October to early April by 2050. On average, there are currently 17.8 days when the FFDI rating is Very High or Extreme. This could increase to 19.5 - 21.9 days by 2020 and 21.4 - 29.8 days by 2050. There are currently 61.1 days when the GFDI rating is Very High or Extreme. This could increase to 63.6 - 69.5 days by 2020 and 65.9 - 81.7 days by 2050. • The number of FFDI days of Very High or Extreme, when fires are difficult to control will increase across all locations. • The number of GFDI days of Very High or Extreme, when fires are difficult to control will increase across all locations. • Possible earlier starts to fire seasons may arise from a predicted reduction in spring rains. Spring rain provides much of the run off for static water supply from dams and water points. The use of piped and transported water will be more common. • The Region is susceptible to severe and extended drought events which reduce fuel levels in grass and forests and readily available water supply. • In drought periods heavier forest fuel locations become more available and more susceptible to plume driven bushfire events. • Agriculture industry becomes highly susceptible to adverse fire events. • The capacity of rural communities to support volunteerism will decline.
Source: Climate change impacts on fire-weather in south-east Australia, Commonwealth Scientific and Industrial Research Organisation (CSIRO) Australia, December 2005.
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4.1 Municipal Objectives The objectives of the Mount Alexander Municipal Fire Management Plan were identified by the Committee, after consideration of data provided by the results of community consultations, plus local knowledge and expertise provided by local stakeholders and organisations, and the VFRR. The municipal objectives are to; • Create an informed community that fully understands the fire risks within their local environment and how to manage them • Ensure community participation in the prevention, preparedness, response and recovery phases of emergency management to develop resilient communities • Initiate and maintain the management of fuel to reduce the likelihood of ignition spread and fire intensity of fire, whilst minimising environmental / ecological impacts • Ensure protection of significant cultural and environmental assets within the Shire Ensure that the risk of fire, and resultant impacts upon the economy, are minimised • Initiate planning for the protection of essential infrastructure
4.2 Alignment to Regional Objectives In the on-going development of this plan, the Mount Alexander Shire Municipal Fire Management Planning Committee recognised the importance of having close alignment with the Loddon Mallee Regional Strategic Fire Management Plan, thus ensuring the maintenance of a strong focus on building capacity and capability within organisations, the community, and between all stakeholders. So by aligning Municipal Objectives to Regional Objectives, it is believed that the MFMP will assist in achieving the following outcomes; • A Healthier environment • Safer and more resilient communities • A Prosperous economy • A cohesive fire management system Bushfires in one sense, can be described as being indiscriminate. They can affect individuals, families, whole communities of differing type and place, businesses, industries, and government services. And each of these entities can be impacted in varying ways, degrees and timeframes.
The strength of the IFMP process is the risk-based approach that is utilised in the development of a “landscape view” that it presents to fire management. Within the Loddon
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 27 of 84 Municipal Fire Management Objectives Mallee Region, and hence Mount Alexander Shire, the risk-based approach considers “Likelihood” and “Consequence of Loss and Damage” caused by the bushfire to; • The economy: its business entities, infrastructure and human resource being adversely impacted beyond its resilience
• The environment: and its ecological processes, flora and fauna populations and products that are valued by society of being adversely impacted by bushfire beyond its resilience
• The community: its income, values, social and domestic built structures, individuals, and particularly the vulnerable being adversely impacted by bushfire beyond its resilience
The risk-based approach also takes into consideration, the ability of; • The fire management system, it’s planning implementation and improvement activities in satisfying the fire management “need-gap” between potential impact and the level of resilience. With this in mind, and to finally align Municipal Objectives with the Regional Objectives, it was necessary for the Municipal Fire Management Planning Committee to adopt the Regional Strategic Fire Management Plan’s four key strategies.
Regional Key Strategies: Associated Regional Objective To improve the resilience of the shire, and Building Resilience close the gap between exposure and vulnerability To build a learning and improvement Learning and Improvement culture that expands knowledge and increases capability of those involved in fire management and the broader society To generate synergy and effectiveness in The management and treatment of risk the treatment of risk To develop sustainable partnerships to Enhanced partnerships support fire management across the shire
Finally, the six municipal objectives ( refer 4.1 above ) are supported by combining them with a set of broader-perspective objectives, aligning them with the Regional Strategies, and presenting them in Work Tables below.
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STRATEGY 1 – BUILDING RESILIENCE Build resilience to minimise the occurrence of fire Build resilience to mitigate the impacts of fire
Key Treatment Objectives Activities Lead Partners Time Measure milestones or review Agency Frames points Create a confident community that Co-ordinate targeted MFMPC - All Annually Identify target audiences Number of avenues to access understands the fire risks within its local delivery of community Core agencies and locations using risk- information environment, and how to manage them education programs agencies and based data Number of people participating organisations Provide cross agency Provide opportunities for in program contribution to emergency support Number of individuals with a Ensure community participation in the management planning prevention, preparedness, response and Improve accessibility of personal fire plan Develop schedule of recovery phases of emergency information Decrease in incidents management to develop self-reliant program delivery Decrease in impact of fire communities Provide opportunities for Develop programs contribution to emergency Test the effectiveness of , evaluate and update Build community capability to develop, management planning implement and evaluate fire management programs plans Evaluate programs
.
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STRATEGY 2 – LEARNING AND IMPROVEMENT Learning assists to build a culture of shared planning and responsibility
Key Treatment Objectives Activities Lead Partners Time Measure milestones or review Agency Frames points
Provide opportunities to Provide opportunities to help people; CFA All Annually Identify, target and deliver Decrease in the number of fires enhance the following agencies suitable community • MASC Decrease in loss for when fires skills; Develop new skills education programs occur • DELWP • Risk identification Understand their risks Develop and promote a Number of targeted programs schedule of program • • Understand roles delivered Risk reduction delivery • • Mitigation skills Demonstrate the use of the Web site hits Prevention, Preparedness, Deliver programs with Response and Recovery other agency support framework Lead by example • Lead by example
Provide opportunities to Ensure roles and responsibilities of MFMPC - Core All Annually Identify and promote Increased availability of clarify roles and agencies are available agencies and agencies roles and responsibilities information responsibilities of agencies organisations of agencies and Decrease in requests for the and individuals individuals information
Provide opportunities for Shared planning review sessions MFMPC All Annually Municipal Fire Number of opportunities shared planning agencies Management Planning Committee bi annual Changes as a result of the report (MERI) planning
Effectiveness of treatment management strategies
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STRATEGY 3 – THE MANAGEMENT AND TREATMENT OF RISK Risk based planning
Key Treatment Objectives Activities Lead Partners Time Measure milestones or review Agency Frame points s Initiate and maintain the Risk based planning MASC All Quarterl Monitor the Report to the MFMPC on the management of fuel to reduce agencies y implementation of the progress of the treatment Development of cross agency, and CFA the intensity of fire, whilst treatment management management strategies minimising environmental / complimentary treatment management DELWP strategies Review the effectiveness of the ecological impacts strategies Evaluate the treatment treatment management Develop, implement and review cross management strategies strategies agency treatment management strategies To minimise the occurrence of Test and evaluate the Update the Risk Register and fire including roadside burn programs, fuel risk based model Work Plan to reflect treatment reduction programs and fire prevention status, as reported by the programs treatment owner Update the risk based data as it becomes available
To mitigate the impact of fire Risk based planning MFMPC – All Annually Conduct strategic review Annual report to MEMPC in the following contexts; Core agencies of risks and associated (VFRR review) Development of cross agency, and agencies treatment management • Decrease in loss when fires People complimentary treatment management program occur • Economic strategies • Annual review risk Natural environment More informed and better Develop, implement and review treatment based data (VFRR and • Built environment prepared communities management strategies DELWP Risk Landscape mapping) Review risk based data Develop, implement and review communications strategies
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STRATEGY 3 – THE MANAGEMENT AND TREATMENT OF RISK Risk based planning
Key Treatment Objectives Activities Lead Partners Time Measure milestones or review Agency Frame points s
To minimise the occurrence of Risk based planning structural fires Research, collate, review and present risk- based data Development of cross agency, and To mitigate the impact of complimentary treatment management structural fires strategies
Develop, implement and review treatment
management strategies
The processes for these two elements are currently being developed by a Reference Group at State level.
To minimise the occurrence of Risk based planning hazmat incidents Research, collate, review and present risk- based data To mitigate the impact of Development of cross agency, and hazmat incidents complimentary treatment management strategies Develop, implement and review treatment management strategies
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STRATEGY 4 – ENHANCED PARTNERSHIPS Integrated Fire Management Planning aims to enhance our partnerships
Key Treatment Objectives Activities Lead Agency Partners Time Measure milestones or review Frames points To plan for the protection of Risk based planning MFMPC – Core All agencies Annually Strengthen active stakeholder Treatment essential infrastructure that agencies and involvement management supports life. Development of cross organisations strategies are agency, and complimentary, Improve complimentary cross- sustained, or improved To minimise the risk and treatment management agency treatment management where identified, for the impact of fire upon the strategies protection of essential strategies economy. infrastructure, the Identify where management economy, and To protect the significant Implementation of treatment strategies are not being attained, and significant cultural, cultural, heritage and management strategies the reason/s why heritage and environmental assets of the environmental assets municipality. Review the effectiveness of Review effectiveness of the of the municipality. strategies the integrated fire Develop an integrated fire The annual review of management planning management process, to Amend MFMPC meeting agendas the Municipal Fire process with all stakeholders identify any gaps in the where necessary to ensure the Management Planning processes or plan, or areas attainment of effective and Committee for improvement sustainable delivery of MFMPC Development, outcomes. Adjustments made to implementation and the Municipal Fire Strengthen cross-agency Management Planning continuous review of communication and engagement Committee processes, communication strategies strategies as determined by the annual review.
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Coordinate planned cross- Engage all stakeholders MFMPC – Core All agencies Annually Agencies actively encouraged to Ongoing and open agency treatments during the annual fire agencies and continue to engage in Integrated Fire enhancement management cycle, to organisations Management Planning principles to better align treatment activities actively participate in addressing the needs to best align with, fire management treatments
Draw upon community Engage community expertise MFMPC – Core All agencies Annually Identify community expertise, and Completion of the expertise for planning and fire during the review process of agencies and and the seek their input into the plan review review, and all management activities the Fire Management Plan organisations community stages as required resultant actions.
Take an all-hazards approach whenever practicable
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5.1 Risk Assessment Methodologies: Risk Management underpins the integrated fire management planning process. Addressing fire risks includes prevention and preparedness activities, as well as the provision of response and recovery should a fire occur. The International Risk Management Standard ISO 31000:2009 was utilised to produce a Municipal Fire Risk Profile that identifies and rates fire-related risks. This Municipal Fire Management Plan has considered the following risk statements;
• The risk of a bushfire igniting, spreading, and impacting upon assets and values.
• The risk that the management of a fire (Prevention, Preparedness, Response & Recovery), is aligned to the level of exposure and vulnerability of the assets and values.
Risk is defined as, the effect of uncertainty on objectives, and is assessed using the parameters of the likelihood of an event occurring, and the consequences should it happen.
In other words,
LIKELIHOOD x CONSEQUENCE = RISK
Likelihood:
Likelihood is used as a qualitative description of probability or frequency. It can be categorised as:
Level Category Description
1 Rare May only occur in exceptional circumstances
2 Unlikely Could occur very infrequently
3 Possible May occur at some time
4 Likely Will probably occur in most circumstances
5 Almost Certain Is expected to occur in most instances
Table 5: Likelihood Measures
Consequence:
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 35 of 84 Fire Management Risk Strategy Consequence considers the outcome of an event expressed qualitatively or quantitatively, being a loss, injury, disadvantage or gain. It can be categorised as:
Level Category Description
Minimal short-term impact to social, natural, built or 1 Insignificant environmental environment
Some short-term impact to social, natural, built or 2 Minor environmental environment
Some medium- to long-term impact to social, natural, 3 Moderate built or environmental environment
High medium- to long-term impact to social, natural, 4 Major built or environmental environment
Extensive medium- to long-term impact to social, 5 Catastrophic natural, built or environmental environment
Table 6: Consequence Measures
Risk Scoring Matrix The risk scoring matrix combines the likelihood and consequence scores to determine a risk rating as follows:
Consequence Likelihood 1 2 3 4 5 (Insignificant) (Minor) (Moderate) (Major) (Catastrophic) 5 (Almost certain) 5 10 15 20 25 4 (Likely) 4 8 12 16 20 3 (Possible) 3 6 9 12 15 2 (Unlikely) 2 4 6 8 10 1 (Rare) 1 2 3 4 5
Extreme Risk; Risk level ≥15 immediate action required High Risk; Risk level 10 - 14 senior management attendance needed Moderate Risk; Risk level 7 – 9 management responsibility must be specified Low Risk; Risk level ≤ 6 manage by routine procedures
Figure 4: Risk Scoring Matrix The resultant risk rating aids in the development and prioritisation of treatment actions.
5.2 Physical, Geographical and Systems Risks:
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As part of the risk management process, the MFMPC identified a list of Risk Categories which form the basis for the risk assessment process. Within each risk category, factors that contribute to the overall risk category, known as Risk Contributors, were identified and assessed. Risk Contributors were developed using the Victorian Fire Risk Register as a basis for key social, built and environmental assets within the municipality.
The MFMP Committee then identified further risk contributors based on local knowledge and understanding by local partner agencies, and additional contributors identified during the consultation process, of fire risks throughout the municipality. The MFMP Committee also considered a broad range of risks that may occur, and undertook specific analysis for bushfires on days of Severe, Extreme and Code Red Bushfire Danger rating.
The analysis also considered the effectiveness of the current treatments that are in place.
It is important to note that the criteria used in the level of consequence, is undertaken in a State-Wide context. The consequence of a single fatality is significant to the family, community and emergency services, however when combined with the likelihood of its occurrence within the municipality, it means that many ratings for the municipality are rated as low, when compared against the State-based Bushfire Consequence Table.
Whilst most bushfires occur on days of lower Fire Danger Ratings, they are generally manageable, and rarely create significant damage to life, property, or natural / cultural values.
The Risk Ratings Summary Table below illustrates the major risk contributors against each risk category, as an average across the municipality, the details of which, are listed in the Victorian Fire Risk Register (Appendix A.1) and the Treatments Work Plan (Appendix B) of this plan.
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Risk Ratings Summary The information below provides an overview of the data contained in the Bushfire Risk Management Register and the Treatments Work Plan. Please refer to Appendices A.1 and B.
Mount Alexander Shire - Municipal Fire Management Plan - Risk Register
Inhe re nt Risk Asse ssme nt Anticipated Re sidua l Risk Asse ssme nt Risk Details (Pre-Treatment) (Post-Treatment)
Risk Pre-Mitigation Risk Post-Mitigation Risk Likelihood Risk Likelihood Risk ID Risk Description Consequence Risk Rating Consequence Risk Rating
R01 Loss of human life 3 (Possible) 5 (Catastrophic) Extreme 3 (Possible) 5 (Catastrophic) Extreme
R02 Loss of or damage to property 4 (Likely) 3 (Moderate) High 4 (Likely) 3 (Moderate) High
R03 Loss of or damage to transport infrastructure 3 (Possible) 4 (Major) High 3 (Possible) 4 (Major) High
Loss of or damage to communications R04 3 (Possible) 4 (Major) High 3 (Possible) 4 (Major) High infrastructure Loss of or damage to electricity infrastructure R05 4 (Likely) 4 (Major) Extreme 4 (Likely) 4 (Major) Extreme and supply Loss of or damage to water infrastructure and R06 3 (Possible) 4 (Major) High 3 (Possible) 4 (Major) High supply 5 (Almost R07 Damage to flora or fauna 5 (Almost certain) 2 (Minor) High 2 (Minor) High certain) Lack of awareness or understanding of fire risks R08 5 (Almost certain) 3 (Moderate) Extreme 4 (Likely) 3 (Moderate) High and associated responsibilities
R09 Hyper-awareness of fire risks 4 (Likely) 3 (Moderate) High 3 (Possible) 3 (Moderate) Moderate
Unscrupulous parties taking advantage of the R10 4 (Likely) 2 (Minor) Moderate 3 (Possible) 2 (Minor) Low vulnerable pre- or post-fire Lack of suitable access to and egress from R11 4 (Likely) 4 (Major) Extreme 3 (Possible) 4 (Major) High areas of high fire danger Loss of community infrastructure that supports R12 3 (Possible) 4 (Major) High 3 (Possible) 4 (Major) High social connectedness Loss of agricultural, forestry and horticultural R13 4 (Likely) 3 (Moderate) High 4 (Likely) 3 (Moderate) High infrastructure, productivity and viability Reduced economic viability and long-term R14 3 (Possible) 4 (Major) High 3 (Possible) 4 (Major) High sustainability Duplication of effort and economic resources in R15 5 (Almost certain) 2 (Minor) High 4 (Likely) 2 (Minor) Moderate preparedness Loss of significant cultural, social and natural R16 3 (Possible) 4 (Major) High 3 (Possible) 4 (Major) High assets
Figure 5: Risk Ratings Summary
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5.3 Risk Descriptions The risks as listed in the Risk Ratings Summary (Table 5 above) and expanded upon below, describe the strategic risks as identified by the MFMP Committee. The treatments for these risks, designed to either minimise the likelihood of them occurring, or reducing their impact, is a shared responsibility between emergency agencies, state and local government, landowners, businesses and the general public.
R01 Loss of human life The protection of human life is paramount. Avoiding any loss of human life, either directly or indirectly as a result of fire, is of the upmost priority and the primary driver of all prevention, preparedness, response and recovery works. R02 Loss of or damage to property The destruction of homes, businesses and other assets can cause significant emotional harm and damage to livelihoods. It is a reality that fire usually results in at least some damage to property. Whilst emergency services will make all efforts to protect property, it is unfeasible to protect all assets in the path of a fire. R03 Loss of or damage to transport infrastructure Transport infrastructure includes the physical structures (roads, bridges, rail tracks, signals, stations etc.) and associated operating systems (e.g. signal communications) for road and rail transport. As a rural shire, Mount Alexander is dependent on road and rail accessibility for economic prosperity and social connectedness. Roads also provide the primary means of access and egress for relocation and fire-fighting purposes. R04 Loss of or damage to communications infrastructure Within Mount Alexander Shire there is a significant collection of communications infrastructure that serves our community and that of our neighbours. Communications infrastructure refers to the major equipment required for fixed and mobile phone lines, radio, internet and television communications. These services underpin the social and economic connectivity required in everyday life. From an emergency perspective, these services provide the primary source of information to the general public. Emergency Services and Recovery Agencies also depend upon these services for the coordination of response and recovery activities. Any interruptions to these services, particularly during the fire danger period, would have major consequences. R05 Loss of or damage to electricity infrastructure and supply Key electricity infrastructure within Mount Alexander Shire includes distribution lines, transmission lines, and sub-stations. Individuals and businesses alike rely heavily on electricity to meet daily needs, and in an emergency context, electricity provides the power to communicate and operate vital equipment such as water pumps. Short-term electricity outages should be anticipated and prepared for, particularly during the fire danger period. However, continued attention is required to minimise the potential for medium- to long-term outages that could significantly hamper emergency response or recovery efforts. R06 Loss of or damage to water infrastructure and supply The provision of fresh drinking water and effective sanitation of wastewater is fundamental to public health and wellbeing.
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 39 of 84 Fire Management Risk Strategy Water infrastructure includes tanks, pipelines, basins, pumping stations, treatment plants and reclamation plants. Minimising the threat of fire and its associated direct and indirect impact to these facilities is imperative to ensure continuity of an uncontaminated water supply.
R07 Damage to flora or fauna Mount Alexander Shire is home to a significant array of rare, endangered, vulnerable or threatened flora and fauna species. Whilst damage to flora and fauna cannot be entirely eliminated, conventional fire management practices (such as fuel reduction burning) must be conducted in a manner considerate of the environment to minimise or, where possible, avoid harm. R08 Lack of awareness or understanding of fire risks and associated responsibilities State Government research has found that 75% of people living in the most fire prone areas do not believe they need a fire plan5. There is also inconsistent understanding of the factors taken into consideration when determining the location and timing of fuel reduction burns, the purpose of Neighbourhood Safer Places, the distinction between fire danger ratings and days of total fire ban etc. Bushfire safety is a shared responsibility between government and a range of stakeholders. However, individuals are ultimately responsible for making their own decisions about how to respond to bushfire risk. Efforts must therefore be made through the integrated fire management planning process to increase the level of public understanding of bushfire risk and the ability of people to make informed decisions to protect lives and property. R09 Hyper-awareness of fire risks Whilst the current research suggests a lack of awareness and understanding of fire risks, there is also the threat of hyper-awareness. Hyper-awareness can be as damaging to community resilience and long-term preparedness as complacency, and must be avoided. The work undertaken by agencies to raise public awareness must be considerate of this, and agencies must be mindful to not cause unnecessary anxiety or undue alarm amongst the community. R10 Unscrupulous parties taking advantage of the vulnerable pre- or post-fire It is an unfortunate fact that in today’s society there continues to be a minority of people willing to behave in a dishonest, deceitful, or unethical way. The threat of emergencies such as bushfires can generate fear or anxiety amongst some community members, and such unscrupulous parties usually take advantage of these moments to prey upon the vulnerable, anxious community members. Laws and regulations are purposefully designed to govern and minimise the potential for fraudulent or unethical activities, or the provision of sub-standard products. However, it pays to be vigilant at all times and in particular, to minimise the potential for exploitation in relation to emergency prevention, preparedness, response or recovery. R11 Lack of suitable access to and egress from areas of high fire danger Mount Alexander Shire is home to vast tracts of box ironbark and mixed species forest with many communities and critical infrastructure situated in remote or difficult to access locations surrounded by forest, in steep valleys or down heavily foliaged tracks
5 Minister for Bushfire Response, Peter Ryan, ABC News, 14 November 2011.
Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 40 of 84 Fire Management Risk Strategy One of the most common challenges in fire-fighting is obtaining safe access to a fire. The identification and maintenance of multiple suitable access and egress routes is essential, to allow responding fire fighting vehicles and crew to operate safely and successfully, as well as provide avenues for communities to move away from danger safely, to other safe havens or shelters. R12 Loss of community infrastructure that supports social connectedness In many of our communities there is a ‘hub’ that acts as the centre for societal activity and connectedness. ‘Hubs’ take many shapes and forms, ranging from town halls and community centres, to schools, pubs, and village greens. The loss of any such community infrastructure can have protracted consequences that generally inhibit community recovery from emergencies..
R13 Loss of agricultural, forestry and horticultural infrastructure, productivity and viability Within the Shire around 80,000 hectares is devoted to agricultural, forestry and horticultural activity, accounting for nearly 10% of employment., The assets of agriculture and horticulture, from soil fertility to crops, to livestock and fences, watering systems and buildings, all have an immense reliance upon the land, and are particularly susceptible to the devastating impacts of fire. Many such businesses were impacted by the 2009 Barfold–Redesdale fire, but have demonstrated enormous resilience and determination to reinstate operations and return to a proper level of functioning. However, where possible it is far preferable to minimise and avoid the loss of agricultural, forestry and horticultural infrastructure to retain continuing productivity and viability. R14 Reduced economic viability and long-term sustainability Mount Alexander Shire’s economic portfolio is diverse, with the arts, tourism, manufacturing, and retail industries thriving, in addition to the above-mentioned agriculture, forestry and horticulture. The long-term economic prosperity and diversity of the Shire rests on the continued attraction of investment and business growth. The threat of fire alone, as a result of being located in one of the most bushfire prone areas of the world, can be enough to deter large investment and business opportunities. Authorities and the community must work together to mitigate the associated threat to economic viability and long-term sustainability. R15 Duplication of effort and economic resources in preparedness Given the volume and diversity of parties involved, the effectiveness of emergency prevention and preparedness activities is not always maximised. In an environment characterised by competing priorities and limited resources, it makes sense to avoid duplication of effort wherever possible. Aside from achieving economies of scale in the utilisation of resources, working to minimise duplication also strengthens collaboration and consistency of approach, elements critical to building disaster resilient communities. R16 Loss of significant cultural, social and natural assets The heritage and history of Mount Alexander Shire is captured in a rich tapestry of cultural, social and natural assets including scarred trees, stone circles, scatters, middens, water-courses, rock art, historical streetscapes, and heritage parks. These assets are irreplaceable. Their value cannot be underestimated. Their loss must be avoided.
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The Victorian Fire Risk Register - Bushfire (Appendix A.1) contains over 246 items of information relating to risk categories for Mount Alexander Shire. A significant number of risk contributors were found to have a risk rating of MODERATE or HIGH on days of “Extreme” or above. The localities of Barkers Creek, Castlemaine North, South, East and West, Chewton and Chewton Bushlands, Elphinstone, Faraday, Happy Valley/Moonlight Flat, Maldon, McKenzie’s Hill, Spring Gully, Taradale, Vaughan and Walmer have risk ratings of Extreme for days of “Extreme” or “Code Red” ratings. Other risk ratings ranging from EXTREME to HIGH are spread across all risk groupings, including educational facilities, utilities, communications infrastructure, economic infrastructure and other vulnerable life facilities.
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5.4 Work Plan Summary (Risk Treatment Strategies) The Loddon Mallee Regional Strategic Fire Management Planning Committee has made a determination which emphasises the significant importance of making improvements to, and ensuring the sustainability of, communities, the economy, and the environment of the Shire during the next 3 years by focussing on the development and maintenance of risk treatment strategies, aligned to the basic tenets of the following principles;
• Building resilience; • Applying learning and improvement; • Enhancing partnerships; and • Enacting effective management and treatment of risk.
All current treatments for identified risks within the Shire, as specified in the below table (and the relationships necessary to collaboratively identify, design, and implement them) satisfy the above four principles when the current treatments are assigned within any of the following six categories;
• Community education • Environmental management • Hazard reduction • Ignition management • Preparedness • Regulatory applications
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Current Treatments: There are a number of existing treatments in place to manage or mitigate identified fire risks. These treatments are categorised in the table below. Each treatment has a designated owner that is responsible for leading, monitoring, and reporting upon the effectiveness of that treatment. (Please refer to Appendix B for more detail on the treatments that are currently in place)
Category Current / Existing Treatments Bushfire Planning Workshops ‘Can I or Can't I?' Publication Community Based Bushfire Management (CBBM-Safer Together) Community Fireguard Program Community Information Guide’s Community Information Stalls Community Meetings Community Presentations Door Knocking / Letter Box Drop Early Fire Safe Fire Operations Plan (FOP) Community Forums Fire Ready Kit Fire Ready Victoria Meetings Community Fire Safe Kids and Youth Education House Bushfire Self-Assessment Tool Isolated Elderly Program Juvenile Fire Awareness and Intervention Program Media Promotion – Newspapers, Radio, Social Media & Portable Mobile Education Unit On the Land Publication Property Advice Visit Service (PAVS) Signage Social Stories – Grass Fire Social Stories – Bushfire Safety Awareness Field Exercise Program (SAFE) VicEmergency Smartphone App
Biodiversity / Species Action Plans / Statements Implementation Works on Waterways Permits Landcare Committee Forums Roadside Vegetation Working Group Forums Local, State and Federal Government Laws and Regulations Environmental Roadside Conservation Management Plans Management Flora and Fauna Act and Regulations Roadside Firewood Collection Permits Domestic Firewood Collection on Public Land The Forest Act 1958 Crown Land Act 1978
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Category Current / Existing Treatments Fire Prevention Inspections Plantation Design Planning Roadside Vegetation Planning Strategic Fire Breaks Maintenance Vegetation Clearance Permits Hazard Reduction Vegetation Management & Asset Maintenance Water Infrastructure Protection Fire Access Road and Track Maintenance Roadside Burning Programs 10/30/50 Planning Rule Controlled Burning Operations (FOP) Disconnection of Automatic Circuit Re-closers on SWER Lines Fire Danger Period / Bushfire Operations Plans Implementation Fire Patrols Ignition Fire Danger Period Signage in Public Areas Management Strategic Planning Co-agency Planning with Event Holders
SEE COMMUNITY EDUCATION FIELD ABOVE FOR ADDITIONAL TREATMENTS At-Risk Schools & Children’s Facilities Identification & Code Red Closure Bushfire Neighbourhood Safer Places Assessments & Maintenance Contingency Water Supply Evacuation Planning Fire Access Track Maintenance Preparedness Fire Planning Fire Plug Maintenance Vulnerable Persons Identification MFMPC Meetings Fire Danger Period Notification Total Fire Ban Day Notification Portable Variable Message Signage Community Meetings and Events Maternal Child and Health Presentations Building Regulations Planning Regulations Regulatory Product Safety & Advertising Laws / Regulations Country Fire Authority Act and Regulations 1958 Table 7: Current Treatments
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For more detail of existing treatments, please refer to the following associated appendices:
• Appendix B: Multi-Agency Work Plan ( Risk Treatments ) • Appendix C.1: Hazard Trees Identification & Notification Procedure • Appendix C.2: Community Information Guides • Appendix C.3: Neighbourhood Safer Places – Places of Last Resort • Appendix C.4: Community Fire Refuges • Appendix D: Engagement & Communications Plan • Appendix E: Mapping
New or Enhanced Treatment Opportunities: Through the collaborative nature and risk-based approach of the Integrated Fire Management Planning process, opportunities to enhance existing treatments, or implement new treatments, should continually be identified, assessed and, where appropriate, adopted. A number of such opportunities have already been identified and earmarked for further exploration to determine their feasibility, composition, and demonstrable benefits in the treatment of identified risks. These are summarised below.
Municipality-wide Opportunities:
• Greater collaboration between stakeholders with shared interests or co-located assets to ensure that treatments are complementary and their effectiveness is maximised. For example, all parties currently involved with the management of rail infrastructure to work collaboratively with the MFMPC in identifying locations where mineral earth breaks and fuel reduction burns could significantly enhance the effectiveness of the existing slashing and spraying works. • Incentives to reduce the risk of private property ignitions. • Enhanced consideration of fire risk when designing roadside planting schemes and public and private land developments. • Targeted fire awareness raising mechanisms for:
- Event organisers - Tourists and other visitors - New home owners - Residents living in isolated areas - Business owners - Disaffected teenagers - Absentee land owners - Vulnerable communities (i.e. low-socio economic communities, aged communities or communities located amongst high bushfire risk areas)
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• More detailed consideration of agricultural and horticultural harvests that may be adversely affected by planned burns (to avoid smoke taint etc.). • Better integration between fuel load reduction and weed management practices, particularly in relation to gorse, broom, and blackberry weeds. • Better ongoing engagement with communities and focus groups. • Improved and sustainable procedures for fire-plug maintenance. • Township level planning considerate of the protection of significant cultural, social and natural assets. • Increased knowledge and awareness across agencies that are responsible for the implementation of treatments, of the significance of scarred trees, stone circles, scatters and middens, and other items of cultural significance. • Engagement with local indigenous groups
Locality-Specific Opportunities:
Castlemaine scenario: The northern, north-western, western, eastern and southern fringes of Castlemaine are considered to be major risk areas, where the urban / rural interface contains a mix of high fuel loads and residential structures. Of particular concern is; • Limited access and egress along traffic routes within the Barkers Creek area. • The majority of houses located on the western side of town (Richards Road through to Gingell Street) are made from timber and in close proximity to one another. Properties of this nature are usually very vulnerable to ember attack, and in this location, even more so. • Much of Barkers Creek is privately owned undulating land with flammable vegetation such as box iron bark, scrub, fallen timbers, and flammable weeds, which could provide an avenue for a faster moving bushfire when the vegetation is dry. Treatment opportunities for Castlemaine and Barkers Creek: • Targeted engagement with land owners on the western and north-western aspect of the township to increase participation in the creation and maintenance of internal boundary fire breaks (by either slashing or creating mineral earth breaks), which can reduce the vulnerability of the township as well as assist land owners to protect their own assets by keeping fire away from fence lines. • Targeted engagement with residents living in the northern, western and north- western residential areas of Castlemaine, to better inform them about the available methods for keeping their properties fire safe, and the importance of having a Fire Plan. • Regular mitigation treatments such as planned burning and mulching works for the interface between residential areas and the western perimeter of Kalimna Park. • Planned burning or other mitigation treatments to reduce the fuel load in the proximity of Castlemaine Hospital, plus maintenance of fire access roads in bushland surrounding the hospital. • Enhanced vegetation management along rail lines including the Victorian Goldfields Railway Tourist line which runs from Castlemaine to Maldon. • Encourage fire agencies to undertake roadside burn programs along strategically chosen roadsides within the Castlemaine area.
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• Investigate enhanced vegetation management programs for weed infested roadsides which potentially increases fire risk to abutting residences.
Campbells Creek • Targeted engagement with residents living in the western area of Campbells Creek to better inform them about the available methods for keeping their properties fire safe, and the importance of having a Fire Plan. • Regular vegetation management along the banks, reserves and trails that surround Campbells Creek. • Enhanced vegetation management along the disused rail line. • Targeted engagement with residents living along the urban / rural interface to better inform them about the available methods for keeping their properties fire safe, and the importance of having a Fire Plan. • Encourage fire agencies to undertake roadside burn programs along strategically chosen roadsides within the Campbells Creek area. • Investigate enhanced vegetation management programs for weed infested roadsides which potentially increases fire risk to abutting residences.
Chewton, Chewton Bushlands, Golden Point and Faraday • Targeted engagement with all residents, particularly those living in or around Chewton Bushlands, to better inform them about the available methods for keeping their properties fire safe and the importance of having a Fire Plan. • Alignment of DELWP planned burns and other fire prevention works within the designated asset protections zones, to be reviewed. • Encourage fire agencies to undertake roadside burn programs along strategically chosen roadsides within the area. • Investigate enhanced vegetation management programs for weed infested roadsides which potentially increases fire risk to abutting residences. • Explore options to replace trees at the plantation by Adelaide Street (near to the swimming pool) with species more appropriate in areas of high fire risk.
Fryerstown, Spring Gully and Irishtown • Targeted engagement with all residents to better inform them about the available methods for keeping their properties fire safe and the importance of having a Fire Plan. • Strategically planned burning programs in forest land to reduce fuel loads in proximity of Fryerstown, Spring Gully and Irishtown. • Multi agency preparedness planning with the community members, particularly the Fryers Forest Eco Village Community. • Regular maintenance of Fire Access Tracks. • Regular slashing of roadside vegetation in the lead up to the Fire Danger Period. • Source alternate water supply location, storage and infrastructure for firefighting purposes. • Investigate enhanced vegetation management programs for weed infested roadsides which potentially increases fire risk to abutting residences.
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Maldon • Planned burning to reduce the fuel load in the proximity of Maldon and the Maldon Hospital. • Explore options to address the high risk associated with Derby Hill, for when a south- west wind change occurs during any fire occurring to the west of Maldon. • Targeted engagement to better inform residents about the available methods for keeping their properties fire safe and the importance of having a Fire Plan. • Encourage fire agencies to undertake roadside burn programs along strategically chosen roadsides within the Maldon area. • Investigate enhanced vegetation management programs for weed infested roadsides which potentially increases fire risk to abutting residences.
Taradale and Elphinstone • Concentrated campaign to address fuel load in the area to the west and north-west of Taradale and Elphinstone, which presents a real risk of ember attack on the townships for any fire in the Fryers Range. • Targeted engagement to better inform residents about the available methods for keeping their properties fire safe and the importance of having a Fire Plan. • Encourage fire agencies to undertake roadside burn programs along strategically chosen roadsides within the Taradale and Elphinstone areas. • Strategically chosen planned burning programs of the Fryers Ranges to reduce the fuel load in the proximity of the Taradale and Elphinstone townships. • Investigate enhanced vegetation management programs for weed infested roadsides which potentially increases fire risk to abutting residences. Vaughan • Targeted engagement to better inform residents about the available methods for keeping their properties fire safe and the importance of having a Fire Plan.
Yapeen • Targeted engagement to better inform residents about the available methods for keeping their properties fire safe and the importance of having a Fire Plan. • Encourage fire agencies to undertake roadside burn programs along strategically chosen roadsides within the Taradale and Elphinstone areas.
Walmer • Targeted engagement with residents, particularly those bounded by Ottereys Scrub, Chaplins and the Muckleford - Walmer Roads, to better inform them about the available methods for keeping their properties fire safe and the importance of having a Fire Plan. • Encourage fire agencies to undertake roadside burn programs along strategically chosen roadsides within the Taradale and Elphinstone areas.
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The municipality-wide and location-specific treatment opportunities identified above are by no means exhaustive.
Risk analysis and treatment identification is an on-going process that should be continually reviewed. Therefore further analysis will continue to be undertaken by the MFMPC, and consideration given to ‘sectorising’ larger townships in order to advance more in-depth exploration. Supporting this process, data from various agencies has been produced and placed into comprehensive maps which includes fire risks and associated treatments. This visual information provides an invaluable tool by which to evaluate the strategic alignment of treatments and for identification of gaps. To support on-going improvement and further analysis, it is essential that all applicable agencies maintain geospatial data that can be provided to the Committee for this purpose. Note: Additional treatment opportunities may also be identified through the Community Emergency Preparedness Enhancement Project, which is a collaborative initiative between Mount Alexander Shire Council (MASC), CFA, and Castlemaine District Community Health (CDCH) funded through the State Government’s Fire Ready Communities program.
Good Practice Principles:
Going forward, in identifying new treatments, or evaluating existing treatments, the following principles should be applied: • Treatments should be strategically aligned; they should be complimentary and considerate of the long-term fire risk environment. • Treatments should be designed in consideration of multiple objectives and perspectives, mindful of the social, natural, economic, and built environments. • Treatments should have demonstrable benefits that sufficiently reduce the level of residual risk when considered against the social, environmental and economic cost of that treatment.
5.5 Community Information Guides:
A key recommendation from the Report of the 2009 Victorian Bushfires Royal Commission, was the development of Township Protection Plans for high risk communities across Victoria. The priority in the development of these plans was the protection of life.
On 30th. July 2012, advice was received that effective immediately, Township Protection Plans were to become known as Community Information Guides.
Community Information Guides are established for all high risk communities, and are designed to assist people to prepare for bushfires, by explaining the necessities for establishing a fire plan, and putting together a basic fire safety kit. It also provides
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information for residents of those communities in regards to the actions that should be taken if fire threatens the community.
Should the fire risk in any community be modified, such as by land clearing or land development, then the Community Information Guide will be updated to reflect the changes, and ensuring that the advice contained therein, is always current.
As at August 2018, Mount Alexander Shire has three Community Information Guides for the townships of Castlemaine, Chewton, Fryerstown and Maldon.
For further details, refer to the CFA website www.cfa.vic.gov.au
5.6 Neighbourhood Safer Places- Bushfire Places of Last Resort:
Neighbourhood Safer Places – Bushfire Places of Last Resort comprise an area, or a building, that may, as a last resort, provide some sanctuary from the life threatening effects of a bushfire ( for example – radiant heat or direct flame contact ).
Persons should not expect that there will be facilities, services or emergency vehicles or personnel present at the Neighbourhood Safer Place, when taking shelter there, because of an approaching bushfire. It is only a location that has been identified as the safest option for taking shelter.
The following Table lists the compliant Neighbourhood Safer Places within the municipality.
Location Compliant Facility Address Castlemaine Victory Park bounded by Barker St. Forest St. Frederick St. and Mostyn St. Campbells Creek Campbells Creek Cnr. Elizabeth St. and Community Centre Cemetery Rd. Harcourt Harcourt Valley Primary Mills Road (between School – Basketball Binghams Road & Stadium Coolstore Road) Harcourt 3453. Maldon Bill Woodfull Rec. The Oval Reserve Maldon Bill Woodfull Rec Reserve The Pavilion Newstead Newstead Community 9 Lyons St. Centre Guildford John Powell Reserve bounded by Midland H’way and Fryers St. Taradale Taradale Hall Cnr. High St. & De La Beche St.
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5.7 Community Fire Refuges:
No Fire Refuges exist within the municipality.
5.8 Hazard Trees:
In accordance with the Electricity Safety Act 1998, a municipal council must specify within its Municipal Fire Prevention Plan,
• Procedures and criteria for the identification of trees that are likely to fall onto, or come in contact with an electric line ( Hazard Tree ), and
• Procedures for the notification to responsible persons of trees that are hazard trees in relation to electric lines for which they are responsible.
As such, the municipality has a Hazardous Trees Management Plan which forms Appendix C1 to this Municipal Fire Management Plan. The municipality is the Responsible Person for electric lines within the declared area of Castlemaine, and this is the only area within the shire that council is accountable as the Responsible Person within the meaning of the legislation.
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6. Review & Reporting Process
The Integrated Fire Management Planning process is a continuous cycle of Monitoring, Evaluation, Review and Improvement (MERI), which operates within a complex and challenging environment. Within this complex environment, there are limited and competing resources for achievement of the desired outcomes of acceptable levels of residual risk to the community. Therefore, fundamental to the success of the planning process is the establishment and preservation of healthy stakeholder partnerships that allow for continued, transparent and robust dialogue in the interest of achieving the Plan’s objectives in the long-term. It is the role of the MFMPC to spearhead relationship management for this purpose. In addition to monitoring the ‘health’ of the process, implementation of the plan itself must be constantly monitored and reported upon to enable continuous improvement.
6.1 The MERI Process: The purpose of the MERI Framework is as follows; • Demonstrates progress of fire management planning • Identifies opportunities for improvement • Contributes to the Office of Emergency Services Commissioner (OESC) Victoria- wide data, and the development of performance monitoring and assurance framework • Aligns with relevant standards and approaches, such as AS / NZS ISO 31000:2009 Risk Management International Association of Public Participation ( IAP2 ) Australian Government Natural Resource Management ( NRM ) MERI framework
The MERI Framework is; • A method to inform improvements to both of, The Process ( Fire Management Planning Committees ) The Product ( Fire Management Plans ) • A process to track the progress of municipal, regional and state plan actions ( the products ) • A process and product to increase visibility of accountabilities of participating agencies ( the process )
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6.2 Fire Management Planning Program Logic: Program Logic articulates the underlying theory of how change will occur in an intervention (such as a program or project). It provides a tool for understanding and describing the connections between overarching objectives, the expected outcomes, outputs and activities of the fire management planning process. Articulation of the program logic for fire management, including its underlying assumptions, assists in determining what to monitor, so that monitoring and review efforts are effective and efficient. From the Program Logic Figure over page the foundational activities at municipal level (purple section) have been completed. The influencing activities of Implementation, Monitoring and Improvement (pink section) are now being applied. The expected outcomes of the fire management planning process are now progressing ( through the blue and green outcome parcels ) and contributing towards further progression through the higher level outcomes, of achieving EMV Strategic positions ( orange section ), in attainment of communities within the shire becoming “More Resilient to Major Disasters” ( National Strategy for Disaster Resilience – 2011 ).
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6.3 Outcomes: The outcomes expected of the fire management planning process (blue and green sections) include; • Immediate (short-term) outcomes regarding changes to the knowledge, attitudes, skills and aspirations of fire management planning stakeholders. ( the Current focus ) Question: How effective is the fire management planning process in achieving a consistent, integrated, sustainable and transparent approach to fire management? • Intermediate (longer-term) outcomes regarding changes in the behaviour of stakeholders involved in the fire management planning process. ( the Future focus ) Question: To what extent and in what ways has the integrated approach to fire management planning delivered more value than the fragmented approach? If these outcomes are achieved, fire management planning across the municipality will be more consistent, sustainable, integrated and transparent. At the highest level, the outcomes the fire management planning process is expected to contribute towards, are the outcomes articulated in Strategic Directions for Fire Planning in Victoria 2013. They include; • Active participation of the community, the sector and the government, working together in fire management planning, to reduce the destructive impact of fire on communities and the environment. • Communities that are more resilient to the effects of fire • Greater understanding of the fire sector within the community, and • Healthy, natural, social, built and economic environments 6.4 Implementation: The Monitoring, Evaluation, Reporting and Improvement (MERI) Framework provides the basis for ongoing monitoring and review of the fire management planning process. It underpins the delivery of fire management planning to inform improvements to both the planning process and plans themselves.
The Framework does this by: • Monitoring output performance against plan targets; • Identifying achievements and areas of concern; • Guiding the quality and focus of fire management planning; and • Identifying opportunities to support continuous improvement.
The MERI reporting process for MERI Municipal Users commenced in July 2014 and is reported on a biannual basis; 1 July to 31 December and 1 January to 30 June.
6.5 Reporting: Monitoring of the progress of the Plan, and in particular, the status of the Work Plan (treatment program) is a constant task. Communicating the results of such monitoring shall be via regular reporting by the MFMPC to the RSFMPC in accordance with the following timeframes;
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The following table summarises the proposed reporting and review activities for Municipal Plans:
Frequency of Responsible Task / Action reporting Party
Implement treatments, as per agreed Work All treatment Plan owners Ongoing Further explore identified opportunities for new or enhanced treatments with relevant MFMPC stakeholders, and agree on course of action
Report to the Municipal Committee of the progress of treatment implementation, including All treatment an evaluation of treatment appropriateness, owners Bi-annually impact, effectiveness, efficiency, and legacy. 1. June Report to the Regional Strategic Committee of 2. December the progress of treatments against the Regional MFMPC (Quarterly by Works / Action Plan. exception) Update Risk Register & Work Plan to reflect treatment status, as reported by treatment MFMPC owner
Conduct strategic review of risks and associated treatment program (VFRR Review), asking: • Are the identified risks still valid? • Do their pre-treatment and residual risk ratings still hold true? MFMPC • Are there new risks that need to be added to the register and managed? • Do the treatments currently in place Annually adequately address the identified risks? 1. September • Are there any new or enhanced treatments required?
Review and update Plan content and mapping MFMPC to ensure validity
Provide overarching progress report to Municipal Emergency Management Planning Committee, focusing on the collective MFMPC effectiveness of treatments in the management of risks and progress towards the achievement of objectives
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Frequency of Responsible Task / Action reporting Party
Conduct end-to-end review of Plan, with Tri-ennially particular focus on the environment scan and MFMPC objectives
Table 8: Monitoring, Reporting & Review Actions
APPENDICES
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Victorian Fire Risk Register Refer to https://www.vfrr.vic.gov.au/ or contact Mount Alexander Shire Council – Municipal Fire Prevention Officer for additional VFRR reports.
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APPENDIX A.2 APPENDIX A.2
STRUCTURE FIRE
RISK MANAGEMENT REGISTER
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Appendix A.2 Appendix A.2 Register yet to be developed in Country Victoria
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APPENDIX A.3 APPENDIX A.3
HAZARDOUS MATERIALS
RISK MANAGEMENT REGISTER
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Appendix A.3 Appendix A.3 Register yet to be developed in Victoria
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APPENDIX B APPENDIX B
VICTORIAN FIRE RISK REGISTER
(WORK PLAN)
Contact Mount Alexander Shire Council Municipal Fire Prevention Officer for copy of work plan
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APPENDIX C. 1 APPENDIX C. 1
HAZARDOUS TREES
ELECTRIC LINE CLEARANCE
MANAGEMENT PLAN 2017
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APPENDIX C. 1 Mount Alexander Shire Council Electric Line Clearance Management Plan - 2017
Available from https://www.mountalexander.vic.gov.au/files/E nvironment/Electric_Line_Clearance_Manage ment_Plan_2017_-_April_2017.pdf
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APPENDIX C. 2 APPENDIX C. 2
COMMUNITY
INFORMATION GUIDES
Refer to https://www.cfa.vic.gov.au/plan- prepare/community-information-guides
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APPENDIX C. 3 APPENDIX C. 3
NEIGHBOURHOOD
SAFER PLACES
(PLACES OF LAST RESORT)
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APPENDIX C. 3
Refer to Mount Alexander MEMP Sub Plan – Neighbourhood Safer Places – Places of Last Resort Sub Plan for full details
Neighbourhood Safer Place - Bushfire Place of Last Resort within Mount Alexander Shire Township Location Address
Campbells Creek Campbells Creek Community Corner Elizabeth Street and Centre Cemetery Road Campbells Creek 3451 Castlemaine Victory Park and Mostyn Street Park bounded by Barker Street, (between Barker Street and Forest Street, Frederick Street Hargraves Street) and Mostyn Street (between Barker Street and Hargraves Street) Castlemaine 3450
Harcourt Harcourt Valley Primary School Mills Road (between Binghams – Basketball stadium Road & Coolstore Road) Harcourt 3453.
Guildford John Powell Reserve Bounded by Midland Highway (Parker Street and Templeton Street) and Fryers Street Guildford 3451 Maldon Bill Woodfull Recreation Francis Street Maldon 3463 Reserve Pavilion Maldon Bill Woodfull Recreation Francis Street Maldon 3463 Reserve Oval Newstead Newstead Community Centre 9 Lyons Street (Pyrenees Highway) Newstead 3462
Taradale Taradale Hall Corner High Street (Calder Highway/Malmsbury-Elphinstone Road) and De La Beche Street Taradale 3447
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APPENDIX C. 4 APPENDIX C. 4
COMMUNITY
FIRE REFUGES
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Appendix C.4 Appendix C.4 There are no Community Fire Refugees in Mount Alexander Shire
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APPENDIX D APPENDIX D
Mount Alexander Risk Analysis and Engagement Strategy
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APPENDIX D Register currently under development – due for completion late 2018
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APPENDIX E. 1 APPENDIX E. 1
MAPPING
FUEL LOAD & FIRE HISTORY
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APPENDIX E. 2 APPENDIX E. 2
MAPPING
BUSHFIRE TREATMENTS
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APPENDIX E. 3 APPENDIX E. 3
Severe Day Fire Intensity & VFRR
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APPENDIX E. 4 APPENDIX E. 4
MAPPING
Council Roadside Slashing Program
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APPENDIX E. 5 APPENDIX E. 5
MAPPING
Fire Access Roads (2016)
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Mount Alexander Shire Municipal Fire Management Plan – Version 1.4 – August 2018 l Page 84 of 84 Separate Attachment PEO 13B Ordinary Meeting of Council 20 November 2018
Northern Victorian Emergency Management Cluster Heatwave Plan Issue 4 - November 2018
Template Prepared by Central Victorian Greenhouse Alliance for Buloke, Central Goldfields, Gannawarra, Loddon, Macedon Ranges and Mount Alexander shire councils who participated in the Resilient Community Assets Heat Health project and City of Greater Bendigo who was involved in the early stages of the project.
The Resilient Community Assets Project — a partnership between the Victorian Government and six local councils.
Version Control Date Version Details Officer April 2016 2 New Municipal Heatwave Plan Central Victorian Greenhouse template developed Alliance July 2016 2.1 Draft Municipal Heatwave Plan Mount Alexander Shire - developed for Heatwave Working Emergency Management Group Coordinator October 2016 2.2 Further devp. Mount Alexander Shire - Climate Change Coordinator November 2016 2.3 Municipal Heatwave Workshop Mount Alexander Shire - held – further development Climate Change Coordinator and Emergency Management Team November 2016 3.0 Final Version Mount Alexander Shire - Emergency Management Coordinator May 2017 3.1 Additional developments and Mount Alexander Shire - transition to Northern Victorian Emergency Management Cluster Sub Plan Coordinator June 2017 3.2 Campaspe Shire information Mount Alexander Shire - added Emergency Management Coordinator February 2018 3.3 Document put to Northern Mount Alexander Shire - Victorian Integrated MEMPC Emergency Management Coordinator November 2018 4 Document updated and put to Cluster Coordinator Northern Victorian Integrated MEMPC
NVEMCLUSTER – Municipal Heatwave Plan – November2018 2
Abbreviations
ABS Australian Bureau of Statistics AV Ambulance Victoria BOM Bureau of Meteorology CDCH Castlemaine District Community Health CH Castlemaine Health CSU Councils “Customer Service Unit” DHHS Department of Health and Human Services DoJ Department of Justice EMCOP Emergency Management Common Operating Picture EMC Emergency Management Commissioner EMV Emergency Management Victoria HACC Home and Community Care MERC Municipal Emergency Response Coordinator MERO Municipal Emergency Resource Officer MRM Municipal Recovery Manager OH&S Occupational Health and Safety SC-H State Commander - Heat SCoT State Coordination Team SEIFA Socio-Economic Indexes for Areas VicPol Victoria Police VPR Vulnerable Persons Register
NVEMCLUSTER – Municipal Heatwave Plan – November2018 3 Table of Contents
Version Control ...... 2 Abbreviations ...... 3 1. Introduction ...... 5 2. Why have a plan? ...... 7 State context and guidelines ...... 7 Heatwave and heat health within local government planning framework ...... 7 3. Heatwave terminology ...... 8 Heatwave ...... 8 Heat Event ...... 8 Extreme heat ...... 8 Heat health temperature thresholds ...... 8 Heat health alerts ...... 8 4. How heat affects our health and communities ...... 9 Health impacts of heatwaves ...... 9 Impacts of heat wave ...... 9 5. Roles and Responsibilities ...... 12 Heat health alerts ...... 12 Emergency management ...... 13 6. Prevention, Preparedness, Response and Recovery ...... 15 7. How this plan was developed ...... 16 8. Local weather / climate statistics ...... 17 North Central District ...... 17 Northern Country District ...... 19 9. What we are going to do ...... 20 10. Stage 1: Longer term prevention and mitigation actions ...... 21 11. Stage 2: Pre summer preparation actions ...... 22 12. Stage 3: Preparation immediately before forecast extreme heat events ...... 25 13. Stage 4: Extreme heat event response actions ...... 27 14. Stage 5: Post event recovery actions ...... 28 15. Communications plan ...... 29 16. Evaluation process ...... 31 17. Items for future reviews ...... 32 18. Appendices ...... 33 Heat health temperature thresholds...... 33 Mount Alexander Municipal Profile ...... 35 Loddon Municipal Profile ...... 37 Central Goldfields Municipal Profile ...... 39 City of Greater Bendigo Municipal Profile ...... 41 Campaspe Municipal Profile ...... 43 19. Heatwave planning and response partner contact details ...... 45 20. References and Resources ...... 46
NVEMCLUSTER – Municipal Heatwave Plan – November2018 4
1. Introduction
The impacts of extreme heat have been assessed as a significant risk facing the State of Victoria (DoJ 2014). In the last 200 years, extreme heat events have taken more lives than any other natural hazard in Australia (BoM 2015). In Victoria, the duration, frequency and intensity of heatwaves are expected to increase as a result of climate change. (Steffen et al 2014). It is getting warmer and drier. Over the past 100 years, global surface air temperatures have risen by almost 1°C. Both the atmosphere and the oceans have warmed. Human activity is causing climate change, through our release of greenhouse gases from the burning of fossil fuels, land use change and agriculture. Atmospheric concentrations of carbon dioxide are now more than 40% higher than they were before industrialisation. In the Loddon Mallee region, the rate of warming has increased since the 1960s. On average, rainfall has declined since the 1960s, especially in autumn. The harsh Millennium Drought (1996 to 2009) ended with two of the wettest years on record in 2010–11. (This statement is from the following website: https://www.climatechange.vic.gov.au/information-and- resources ). ‘Three days or more of high maximum and minimum temperatures that are unusual for that location’ constitute a heatwave according to the Bureau of Meteorology in their Heatwave service for Australia. However the risks of high temperature extremes occur in any extreme heat event. Heatwaves or extreme heat events can have significant impacts on human health and life. Two recent heat events in Victoria resulted in large numbers of deaths. In the 2009 heatwave an estimated 374 excess deaths occurred, much greater than the 173 deaths arising from the Black Saturday bushfires the following week. In the 2014 heatwave there were 167 excess deaths. Excess deaths are above what would otherwise be expected and may have been a result of extreme heat (DHHS 2015).
Extreme heat can affect anyone; however there are some sectors of the population that are more susceptible to its impacts. These include the elderly, the very young, those with some pre-existing medical conditions, those on particular medications and the socially isolated. Heat events have the greatest impact on health when there are several consecutive days of extreme temperatures in association with high night time temperatures. Extreme heat can also affect infrastructure by creating increased demand and/or failure of essential services such as power, transport and water. Failure of such infrastructure can further affect the functioning of government and community services, business and industry. The aim of this Heat Health Plan is to support the community to prepare for, respond to and recover from heatwaves and extreme heat events. Implementation of this Heat Plan (the Plan) will: • ensure health information and support is available to our community • increase the understanding and capacity of our community to respond during heat events • manage a heat event emergency more effectively • influence long term changes in behaviour to improve our health and wellbeing.
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This will be achieved by: • undertaking strategies and actions to increase the resilience of our community to extreme heat • identifying and supporting vulnerable groups in the community and the risks they face during heat events • developing partnerships with local organisations to better coordinate response to heat events • promoting a community awareness and education component • informing employees and community members on the dangers of heat events • identifying, documenting and assigning tasks to be implemented during a heat event • establishing governance arrangements to action the plan • evaluating the ongoing effectiveness of the plan and its implementation.
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2. Why have a plan? State context and guidelines Planning for the impacts of extreme heat and heatwave has been underway in Victoria for at least ten years. Three key documents outline this process:
• The State Heat Plan (DoJ 2014) outlines arrangements for an integrated and whole-of- government approach to the emergency management of extreme heat in Victoria. • The Heat Health Plan for Victoria (DHHS 2015) outlines a coordinated approach to the prevention, preparation and management of extreme heat in Victoria, with a focus on health and community service providers and local and state government. • State Extreme Heat Sub-Plan (Edition 2) outlines the Victorian arrangements for the coordinated response to the impacts and consequences of extreme heat events (including heatwaves) on the community, infrastructure, and services. Each of these plans recognise the role of local government in working with local communities to prepare and plan for, respond to and recover from emergencies. They also acknowledge that each council should develop a multi-agency heat health plan as a sub-plan of the Municipal Emergency Management Plan. To support this, the then Department of Health developed a Heatwave Planning Guide (DHS 2009) to assist local government to develop heat health management plans. Heatwave and heat health within local government planning framework Management of extreme heat and heatwave straddles a number of local government areas of responsibility including emergency management, home care services, social wellbeing, infrastructure, economic development, sustainability and environment and town planning. The Community Emergency Risk Assessment (CERA) process for the Northern Victorian IMEMPC has identified Extreme Temperature – Heatwave, as having a “high” residual risk rating. As a result of this rating, this Heatwave Plan was developed.
NVEMCLUSTER – Municipal Heatwave Plan – November2018 7 3. Heatwave terminology There have been recent changes in the terminology defining heat and heatwaves and the following terms are currently in general usage. Heatwave The Bureau of Meteorology’s Heatwave service for Australia defines heatwave as ‘three days or more of high maximum and minimum temperatures that are unusual for that location’. Heatwave as an emergency requiring a control agency is defined as three or more days in excess of the heat health threshold for a particular weather district. Heat Event The State Heat Plan uses the term heat event for periods of high temperatures regardless of duration as even one day of high temperature may result in impact and consequences on the community, Infrastructure and services, with these effects compounding over successive days of high temperature (DoJ 2014). Extreme heat The term extreme heat is used to describe:
• A sustained period of high temperatures (heatwave) and; • A single day of higher than average temperature that for that time of year (a temperature that occurs infrequently or highest on record) as classified by the Bureau of Meteorology (BoM) Heat health temperature thresholds DHHS has identified heat health temperature thresholds for each weather forecast district in Victoria (which align with the Victorian Country Fire Authority districts). Above these thresholds heat-related illness and mortality increase substantially. The heat health temperature threshold is based on the forecast average temperature for any given day; that is the average of the forecast daily maximum temperature and the forecast overnight temperature (the daily minimum for the following day (see Appendix 1). Heat health alerts Heat health alerts are issued by the Chief Health Officer for a particular district once the forecast average temperatures reach or exceed the heat health threshold for that district (see Section 5).
NVEMCLUSTER – Municipal Heatwave Plan – November2018 8 4. How heat affects our health and communities Health impacts of heatwaves As temperatures rise, so does the risk of developing a heat related illness — a medical condition that results from the body’s inability to cope with heat and cool itself. If left untreated, a heat illness can lead to serious complications, including death. Heat related illness can make people feel uncomfortable, not so much because they feel hot, but rather because they sense how difficult it has become to lose body heat at the rate necessary to keep their inner body temperature close to 37°C. The body responds to heat stress progressively through three stages:
Symptoms Heat Cramps Muscle pains Spasms in the abdomen, arms or legs Heat Exhaustion Pale complexion and sweating Rapid heart rate Muscle cramps, weakness Dizziness, headache Nausea, vomiting Fainting Heatstroke Same symptoms as heat exhaustion except sweating stops (a life-threatening Mental condition worsens, confusion emergency) Seizure Stroke-like symptoms or collapsing Unconsciousness Source: How to cope and stay safe in extreme heat brochure (DHHS 2015)
Impacts of heat wave Heatwave place significant strain on medical services such as hospitals and ambulance services. Statistics show that across Victoria in the January 2014 Heatwave there was 621 heat-related presentations to emergency departments. This represented a fivefold increase (105 expected) in heat related presentations for this period. Overall there was a 7% increase in (all cause) public hospital emergency departments presentations during the same period. Ambulance Victoria also recorded a 25% increase in the case load in the metropolitan area during the January 2009 and 2014 Heatwave. However the 2014 heatwave represents a reduction of 47% case load that was experienced in the January 2009 Heatwave. Heatwaves also place excessive strain on Victoria’s power supplies. On 29 January 2014 (during the January 2014 heatwave) the then known Energy Retailers Association of Australia (ERAA) reported that in Victoria 10,576 megawatts (MW) of power was used this was an increase of just under 4,000MW from a typical January day - the number one cause for this increase was the use of air conditioners. The ERAA advises that historically, the risk of interrupted electricity supply has increased for two main reasons: • a shortage of supply of electricity (too much demand/not enough power stations) resulting in planned and managed load shedding to supply • Spikes in demand in specific parts of the network tripping the equivalent of fuses resulting in localized outages until the fault or fuse can be repaired or re-set.
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Heatwaves increase the risk of both events occurring. The Australian Energy Market Operator (AEMO) advises that when there is a shortfall in the electricity supply, there can be a need to reduce demand very quickly to an acceptable level, or risk the entire electricity network becoming unstable. Load shedding generally commences with industrial and commercial customers prior to any residential customers. Additional impacts of extreme heat exist across the range of Local Government responsibilities and other systems affecting our communities:
Personnel and staffing Fire Danger days often occur at the same time as heat waves – leading to lower staff levels Higher levels of stress Poor rest and sleeping patterns Infrastructure Buildings designed for lower heat stress levels Bitumen and road-seals may lose integrity at high temperature Railways shift and buckle at high temperature Higher levels of use of public places like pools and shopping centres Utilities Planned power outages Potential for disruption from other emergencies – e.g. fire Economic development Less active consumption patterns in extreme heat Less mobility in extreme heat Less interest in destination visitation in high fire-danger periods Emergency Services Multiple demands and stressors on these services in extreme heat periods
For emergency services the stresses on services are compounded in the context of heatwaves, particularly where they occur simultaneously with other emergencies. An example is the connection between local, neighbouring ambulance, nurse-on-call and patient transport services. Each of these services is set up to complement the other. However in extended extreme circumstances with direct health impacts the process of prioritisation and communication between patients and agencies can become fraught.
Figure 1 – Future Climate Projections. Under climate change projections, The Northern Victorian Cluster municipalities is expected to become hotter and drier
Images from Climate-Ready Victoria: Loddon Mallee http://www.climatechange.vic.gov.au/__data/assets/pdf_file/0003/320889/Loddon-Mallee.pdf
NVEMCLUSTER – Municipal Heatwave Plan – November2018 10 If carbon mitigation is not addressed as part of a response to climate change, and a 4-6°C increase in temperature is experienced, then Castlemaine is expected to have a climate more like Nyngan in New South Wales, Bendigo will have a climate more like Shepparton and Echuca will have a climate more like Swan Hill. An example is: If Castlemaine’s temperature was to increase 4-6°C, it would result in an average summer temperature of 33°C (compared with around 27°C now) and annual rainfall of 481mm (compared with 591mm now). Under a climate change scenario of around 2°C temperature increases, Castlemaine is expected to have a climate more like Gawler in SA, with an average summer temperature of 29.9°C and annual rainfall of 451mm. (CSIRO, 2015)
NVEMCLUSTER – Municipal Heatwave Plan – November2018 11 5. Roles and Responsibilities The responsibility for preparing and protecting vulnerable population groups is shared across state and local governments, health and community service providers and emergency management agencies. DHHS, along with other agencies, has responsibility for reducing the impact of extreme heat on public health by preparing for, and responding to, heat events. It does this by:
• developing the Heat health plan for Victoria to raise awareness of the impacts of extreme heat and actions to minimise the risks • developing the Heatwave Planning Guide • issuing heat health alerts • maintaining the heat health information surveillance system • developing a communication strategy with a range of resources • providing support and guidance to other agencies. Local government, as the closest tier of government to communities, has a central role in building community capacity and resilience to prepare, plan for, respond to and recover from extreme heat events (DoJ 2014). Heat health alerts The Chief Health Officer issues heat health alerts for relevant weather districts when forecast average temperatures reach or exceed threshold levels. The purpose of heat health alerts is to notify relevant agencies of forecast extreme heat conditions in preparation for enacting heat health plans (DHHS 2015). While alerts are targeted at departmental areas, health services, local government, agency partners and service providers they are available to everyone and accessible at www.health.vic.gov.au/environment/heatwaves-alert. (See Appendix 1.) When a heat health alert is issued for the North Central or Northern Country weather district the relevant MRM (Municipal Recovery Manager) will make the decision to activate council’s Heat Health Plan. Subscription to the heat health alert service can be made at https://www2.health.vic.gov.au/public- health/environmental-health/climate-weather-and-public-health/heatwaves-and-extreme-heat/heat- health-alerts-subscribe
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Figure 2 - Average Min + Max temperature heatwave thresholds across the state from Victorian Heat Health Plan
Emergency management The State Emergency Response Plan - Extreme Heat Sub-Plan (Edition 2) outlines the Victorian arrangements for the coordinated response to the impacts and consequences of extreme heat events (including heatwaves) on the community, infrastructure, and services. In November 2016 the control agency for heatwaves transferred from Victoria Police to the EMC. Heatwave is a Class 2 emergency under the Emergency Management Act 2013 and during extreme heat events the main emergency management tasks are:
• ensuring the messages to the public are coordinated, consistent and complementary • ensuring the impact and consequences of extreme heat on the community are identified and managed in an integrated and coordinated manner • coordinating the whole-of-government response to the varied emergencies caused by the heat. The EMC is the Control Agency for extreme heat events under the EMMV Part 7 – Emergency Management Roles and Responsibilities.
The response to the management of consequences of an extreme heat event will be led from State with the EMC as the Control Agency, in partnership with Chief Health Officer (CHO), Ambulance Victoria - Director Emergency Management, and key infrastructure leaders, as required.
The activation of the state tier arrangements will be at the discretion of the EMC, having considered the advice of the SCoT.
NVEMCLUSTER – Municipal Heatwave Plan – November2018 13 Based on processes outlined in the State Operational Arrangements – Extreme Heat, the EMC may appoint a SC-H, to lead the whole of government for the management. The Emergency Management Commissioner has set in place a number of triggers to identify when the establishment of the State Control function and appointment of the SC-H is required. This is based on the potential or actual significant consequence and may include but is not limited to;
The Heat Heath Plan for Victoria sets out the actions DHHS takes to prepare for and respond to heat events to reduce negative health impacts, including issuing heat health alerts and communicating how to survive in the heat. Under the Local Government Act 1989 local government has a responsibility to protect public health in emergencies (DoJ 2014). The Heat health plan for Victoria encourages local government to address this responsibility by planning for heat events, enacting arrangements to support vulnerable members of the community, communicating heat health messages and coordinating ongoing support and local recovery activities as required (DHHS 2015). Local Government has a range of statutory responsibilities that are impacted by heatwaves. Clear communications to staff and recipients of these services are essential in heat events. Messaging for these communications should be consistent and clear in addressing effects on services and the community.
NVEMCLUSTER – Municipal Heatwave Plan – November2018 14 6. Prevention, Preparedness, Response and Recovery Prevention, preparedness, response and recovery are commonly employed phases of emergency management and are promoted in the Heatwave Planning Guide (DHS 2009) as an option for planning for heat event management. In this plan:
• Prevention refers to eliminating or minimising the impacts of extreme heat on communities and individuals. • Preparedness refers to planning and raising community awareness in the lead up to summer and heat events. • Response refers to implementation of pre-determined actions in the event of extreme heat and providing relief and recovery services • Recovery refers to follow up actions to support persons affected by the event to achieve proper and effective levels of functioning.
This plan groups actions into the following themes:
• Planning: Longer term planning and environmental interventions will be relevant in reducing the ongoing effects of extreme heat. • Organisational capacity: Training of council staff to deliver care and support to individuals during extreme heat events, assisting service providers and ensuring that crucial council services continue to be run during a heat event. • Stakeholder partnerships: Actions to engage, support and work with partner agencies in preparing for and responding to heat events. • Community support: A strategy and set of actions to identify, prepare and support vulnerable or isolated individuals and sectors of the community in preparation for, or in response to, an extreme heat events. • Communications: Educational information that can be distributed to the community and service providers, describing the risks of extreme heat and personal steps to reduce the effects.
NVEMCLUSTER – Municipal Heatwave Plan – November2018 15 7. How this plan was developed Building on a Heat Health Plan template, this plan was adapted for the needs of Council and referred to relevant personnel internally. A draft plan was developed by the Emergency Management and Climate Change Coordinators. This was approved by managers and then circulated as a draft to key external and internal stakeholders. These key stakeholders met as a group to discuss and modify the plan. In conducting this process they shared current heatwave practices and experience and compared plans and levels of awareness around heatwave management. The plan was reviewed in order to understand how best it could serve the needs of Council, but also complement other agencies and account for the interests of the community more broadly. This was vital to gaining clarity of definitions responsibilities in extreme heat events. The stakeholders consisted of: Internal to Council External agencies Municipal Emergency Management Local hospital representative Coordinator (or similar) Climate Change Coordinator (or similar) Local hospital representative Manager that covers HACC teams Manager Public Health (DHHS) Group Manager Ambulance Victoria(AV)
While Council has a key coordination and facilitation role in extreme heat events, it is one of a number of agencies responsible for minimising the impact of heat on the community. Council can contribute to greater community capacity and resilience in addressing heat events by providing input into the heat health plans developed by other stakeholders and also by engaging stakeholders in the development and review of council’s heat health plan.
NVEMCLUSTER – Municipal Heatwave Plan – November2018 16 8. Local weather / climate statistics Table 1 below identifies the number of days over 32 degrees in Castlemaine, Maryborough and Echuca since 2006/2007FY (not representative of heat health alerts). Note that some data missing on BOM records and very limited data avail Q1/2012 for Echuca resulting in non-useable statistic for Echuca in 2011/12 FY
80 70 60 50 Castlemaine day above 32c 40 30 Maryborough days 20 above 32d 10 Echuca days above 32d 0 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Table 2 below identifies historic and projected average heatwave days from 1974 – 2030.
North Central District North Central has a typically Mediterranean climate, with cool damp winters and hot dry summers. Between Castlemaine and Maryborough the month with the highest average temperatures is February with a mean maximum of approximately 28.5°C and a mean minimum of 13.5°C. The other summer months also have average maximum temperatures over 25°C and mean minimums of over 10°C – indicating that these months are periods in which heatwaves are likely. The average annual rainfall in Castlemaine is 591mm and Maryborough 528mm. (BOM, 2017) Up-to-date and live weather reports and predictions can be found at the Bureau of Meteorology (BoM) website and app (web addresses in Part 20). It should be noted that local weather conditions may vary to reported statistics.
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Figure 3 - Average daily maximum temperatures recorded at Castlemaine Prison (BOM, 2016)
Table 3 below identifies the number of days where a heat health alert was issued for North Central Weather District.
Year Month Number of heat Comments health alerts issued 2012/13 – 8 Heat November 1 Health Alerts issued December 1 across Victoria with 6 January 4 issued in North Central District 2013/14 – 11 Heat December 1 North Central District Health Alerts issued January 7 had 5 consecutive across Victoria with all February 3 days over Jan/Feb of 11 issued in North Heat Health Alerts Central District 2014/15 – 3 Heat January 2 Health Alerts issued across Victoria with 2 issued in North Central District 2015/16 – 9 Heat December 3 Three consecutive Health Alerts issued January 2 days of Heat Health across Victoria with all February 1 Alert in March – 9 issued in North March 3 Heatwave declared Central District 2016/17 December 1 January 1 February 2
NVEMCLUSTER – Municipal Heatwave Plan – November2018 18 Northern Country District The Northern Country district climate ranges from cold winters with occasional frosts through to arid summers that peak with an average high temperature of 35oCs in the months of January, February and March, making these the most likely months for heatwaves to occur. The average annual rainfall in Echuca is 400mm. (BOM, 2016)
Figure 4 - Average daily maximum temperatures recorded at Echuca Aerodrome (BOM 2017)
Up-to-date and live weather reports and predictions can be found at the Bureau of Meteorology (BoM ) website and app (web addresses in Part 20). It should be noted that local weather conditions may vary to reported statistics. Table 4 below identifies the number of days where a heat health alert was issued for Northern Country Weather District. Year Month Number of heat Comments health alerts issued 2012/13 – 8 Heat November 1 Health Alerts issued January 2 across Victoria 2013/14 – 11 Heat January 3 Health Alerts issued
across Victoria February 2
2014/15 – 3 Heat January 2 Health Alerts issued
across Victoria
2015/16 – 9 Heat December 2 Health Alerts issued January 1 across Victoria February 1 March 1 2016/17 - 9 Heat December 1 Health Alerts issued January 1 across Victoria February 1
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9. What we are going to do To be better prepared for extreme heat each summer council will undertake a range of actions to:
• Include heatwave mitigation, preparation, response and recovery into existing municipal plans • Work with our community, agencies and organisations to support vulnerable populations • Develop a communication strategy using heat health alert messages consistent with DHHS materials. • Continued promotion of the Heatwave Help website (www.heatwavehelp.com.au) and supporting publications. • Respond to state activated heat health alert system in a planned and considered way. Our action plan provides year round guidance to preventing, preparing, responding to and recovering from extreme heat events. The actions are divided into five stages of prevention, preparation, response and recovery. Stage 1: Long term prevention actions Stage 2: Pre summer preparation Stage 3: Preparation immediately before forecast extreme heat events Stage 4: Extreme heat event response Stage 5: Post event recovery. There are a range of corporate and stakeholder plans that should take into account the concerns raised in this document.
Relevant Municipal Emergency Relevant agency plans Management Plan and Sub Plans Northern Victorian Integrated Municipal State Health Emergency Response Plan Emergency Management Plan Regional Climate Adaptation Plan Municipal Relief and Recovery Plan (where applicable) Community Health Emergency Plans
Municipal Public Health Emergency Hospital Emergency Plans Management Plan (where applicable)
NVEMCLUSTER – Municipal Heatwave Plan – November2018 20 10. Stage 1: Longer term prevention and mitigation actions The following actions are anticipated to be those relevant to minimising the impacts of heatwaves. They are suggested rather than directed actions and should be reviewed in the context of actual heatwaves in order to ensure they are as relevant as possible.
Actions recommended by the State Heat Health Plan are marked in orange
PLANNING
Action Suggested lead agency or personnel Advocate for a of review planning scheme and building codes to Council and relevant increase thermal efficiency of homes and buildings agencies Advocate for support to install climate mitigating measures in Council and relevant vulnerable people’s homes e.g. Solar and AC agencies Undertake assessment of heat island effect of urban areas Council Increase shade in public spaces Council Ensure planting of suitable street trees Council Improve public access to drinking water Council Heat proofing of public buildings Council
ORGANISATIONAL CAPACITY
Action Suggested lead agency or personnel Ensure power supply back up for critical services Health Services and relevant agencies Advocate for better power disruption notifications and services Council and Health Services Undertake risk assessment and planning for Council’s ability to Council and Health maintain adequate staffing and delivery of services in extreme heat Services events
COMMUNITY SUPPORT
Action Suggested lead agency or personnel Seek opportunities for funds to retrofit dwellings for thermal efficiency, Council and relevant particularly those of vulnerable and low income residents agencies Develop community social capital by fostering neighbourhood Council and connections community agencies Encourage incorporation of extreme heat issues and management in Council Community Planning Projects and community plans Develop or link into existing all hazards look after your neighbours Council and relevant campaign agencies
NVEMCLUSTER – Municipal Heatwave Plan – November2018 21 11. Stage 2: Pre summer preparation actions Actions recommended by the State Heat Health Plan are marked in orange
PLANNING
Action Suggested lead agency or personnel Review and update the heat health plan and other relevant heat All agencies plans, including business continuity plans Develop and document a clear process for responding to heat health All agencies alerts including clearly identified responsible officers and contact details for all relevant staff and agencies (see Part 20) Develop extreme heat event checklists for council staff and facilities Council Review council Extreme Heat / Heatwave Policy for: Council and relevant o Community use of council facilities agencies o Rescheduling of Planned Activity Group activities
ORGANISATIONAL CAPACITY
Action Suggested lead agency or personnel Participate in exercises and forums to discuss and improve individual All agencies and collective responses to extreme heat events Train Council staff and service providers to support individuals during Council extreme heat events • Ensure service provider staff are appropriately trained to Council identify clients who may need assistance • Provide heat health information to staff engaged in delivering Council and relevant client services so they can raise awareness agencies • Encourage staff to download the Better Health Channel app All agencies from www.vic.gov.au/social-media/mobile-apps/betterhealth- channel-health-information-and-services.html • Encourage staff to download the BOM app All agencies • Encourage staff to subscribe to receive heat health alerts All agencies from www.health.vic.gov.au/environment/heatwaves-alert.htm • Establish a cancellation policy for outdoor sport and All agencies recreation events and other events with large gatherings of people during extreme heat events
STAKEHOLDER PARTNERSHIPS
Action Suggested lead agency or personnel Engage with key stakeholders and community members to raise Council and awareness about the risks of extreme heat appropriate agencies Convene an annual heat event roundtable or exercise of relevant Council stakeholders Encourage and support other stakeholders (e.g. health services Council providers, medical clinics, aged care facilities) to develop heat health plans and ensure their plans are integrated with this plan
NVEMCLUSTER – Municipal Heatwave Plan – November2018 22 COMMUNITY SUPPORT
Action Suggested lead agency or personnel Determine the level of service that council will provide to vulnerable Council persons in extreme heat events e.g. check-up via phone calls, welfare visits Identify established and informal networks to connect and engage Council and relevant with Aboriginal and culturally and linguistically diverse communities agencies Identify and assess at risk populations and individuals Council and relevant agencies Determine the most appropriate list or register for vulnerable and at All agencies risk residents. It has been identified that the Vulnerable Persons Register doesn’t necessarily capture those most at risk from extreme heat Action Suggested lead agency or personnel Use and update relevant lists of people who may be at risk of Council extreme heat that are current, including people who receive HACC services or Meals on Wheels, in heat health planning Review and update council residents listed on the Vulnerable Council Persons Register Develop and document a clear process for providing support and Council contact to vulnerable clients on days of extreme heat e.g. phone checks or welfare visits Community Care workers will: Council o Provide heat help action kits to vulnerable clients. o Assess vulnerable client’s homes for the ability to cope with extreme heat. o Provide advice to vulnerable clients on how to manage their homes in extreme heat events Update individual heat health plans for clients and vulnerable-client Council lists Talk with clients, family and carers about downloading the Better Council Health Channel app and subscribing to receive heat health alerts Encourage / support households and individuals to prepare all All agencies hazards plans e.g. Red Cross Rediplan Promote www.heatwavehelp.com.au and heatwave guides (How to Council beat extreme heat – Your guide, Heatwave Action Plan and Heatwaves and Health – staff guides)
NVEMCLUSTER – Municipal Heatwave Plan – November2018 23 COMMUNICATIONS
Action Responsible agency or personnel Develop and annually update a heat health communication plan. Council with support (see section 15) from Agencies o The communication strategy will cover both internal and external audiences o Annually prepare communication resources, draft media releases, contact lists o Identify target groups for awareness campaigns (vulnerable, aged care facilities, sporting clubs, caravan parks, tourism operators) o Identify appropriate communications methods and materials for different target audiences, age groups and culturally and linguistically diverse communities as relevant Engage staff across Council to identify opportunities to promote Council heat health and enhance activities to respond to extreme heat Order and display the department’s heat health brochure in the Council lobby and other council venues and distribute to clients Distribute the department’s heat health brochures and other All agencies communication materials to other service providers e.g. senior citizens centres, medical clinics and pharmacies.
NVEMCLUSTER – Municipal Heatwave Plan – November2018 24 12. Stage 3: Preparation immediately before forecast extreme heat events Actions recommended by the State Heat Health Plan are marked in orange
ORGANISATIONAL CAPACITY
Action Responsible agency Take action in accordance with heat health plans or other plans Relevant staff containing heat-related actions such as service continuity plans, emergency management plans and occupational health and safety plans Activate heat health alert process – internal and external (see Part Municipal Recovery 20) Manager Monitor local weather conditions on the Bureau of Meteorology’s All agencies website Reschedule services to the cooler part of the day All agencies Ensure appropriate staffing levels and consider staff and client Managers safety in hot weather Coordinate staff to implement Council support process for Council identified vulnerable clients Ensure Council and other agency display stands etc. are stocked Council with extreme heat event information and brochures such as those produced by DHHS Review organisational service delivery changes for Extreme Heat All agencies &/or Total Fire Ban days
STAKEHOLDER PARTNERSHIPS
Action Responsible agency or personnel Work with partner agencies as identified in this plan and the MEMP MEMPC / Heatwave to undertake preparation activities Committee
COMMUNITY SUPPORT
Action Responsible agency or personnel Alert clients on vulnerable persons register or other council Council registers of upcoming extreme heat events Provide consistent heat health messages during client visits or Agencies telephone calls Ensure staff engaging with the public are aware of what the council Council is doing to support and protect those at risk such as where people can go to stay cool
NVEMCLUSTER – Municipal Heatwave Plan – November2018 25 Action Responsible agency or personnel Advise organisers of outdoor and sporting events to consider Council postponing or cancelling events - this applies to events organised by council Encourage organisers of outdoor and sporting events to register for All agencies heat health alerts Provide information to the community regarding cool spaces Council (including pool and library opening and closing times) Consider providing free pool passes to disadvantaged or Council vulnerable persons Advise food premises re extra caution with food hygiene during Council heat event Contact clients in the event of known power failures to check for Council welfare of vulnerable clients.
COMMUNICATIONS
Action Responsible agency or personnel Utilise the media kit developed by DHHS as a basis for all media All agencies and communications with adaptations for local conditions Instigate consistent community messages through local media or All agencies other communication channels Update the Council website with consistent heat health information Council or message from the mayor or CEO
NVEMCLUSTER – Municipal Heatwave Plan – November2018 26 13. Stage 4: Extreme heat event response actions Actions recommended by the State Heat Health Plan are marked in orange
ORGANISATIONAL CAPACITY
Action Responsible agency or personnel Undertake council activities in the Municipal Emergency Council Management Plan if required Reschedule any non-essential events, meetings and services to All agencies another day or in the cooler part of the day
STAKEHOLDER PARTNERSHIPS
Action Responsible agency or personnel Work with partner agencies as identified in this plan and the MEMP MEMPC and to activate designated roles and activities. Heatwave Committee
COMMUNITY SUPPORT
Action Responsible agency or personnel Instigate council support process for identified vulnerable clients Council e.g. phone checks or welfare visits Remind vulnerable clients of key actions to take in extreme heat All client service events agencies Monitor temperatures in client areas of agency buildings All agencies Ensure adequate drinking water is available for clients, visitors and All agencies staff
COMMUNICATIONS Action Responsible agency or personnel Increase community messaging through local media and standard All agencies communication channels
NVEMCLUSTER – Municipal Heatwave Plan – November2018 27 14. Stage 5: Post event recovery actions Actions recommended by the State Heat Health Plan are marked in orange
ORGANISATIONAL CAPACITY
Action Responsible agency or personnel Convene a post event debriefing session o Review the impact of the event including information collated by DHHS, council and other agencies: the number of ambulance call outs, hospital admissions and fatalities, the number of vulnerable persons contacted by council staff, impacts of power Council with support blackouts (if any), use of cool spaces / refuges from Heatwave (official and unofficial) Committee o Consider what worked well and what could be improved in preparation for further heat o Evaluate the effectiveness of internal communications and processes o Evaluate the effectiveness of community education and awareness campaigns Notify DHHS (as central agency) of any staffing changes due to heat or fire danger days Annually review and update this plan Council with support from Heatwave Committee
COMMUNITY SUPPORT
Action Responsible agency • Consider local recovery activities if required Council • Contact and assess vulnerable persons in days immediately All client services after the event agencies • Talk with clients about how they are recovering from the All client services heat agencies
NVEMCLUSTER – Municipal Heatwave Plan – November2018 28 15. Communications plan Diagram 1 - Heat Health Alert notification for up to two consecutive days
Diagram 2 - Heat Health Alert notification for three consecutive days or more OR single day with higher than average temperature for that time of year
NVEMCLUSTER – Municipal Heatwave Plan – November2018 29 Heatwave Communications Package – Department of Health and Human Services Each year in the lead up to the summer season, the Department of Health and Human Services will provide a Heatwave Communication Package to Local Government. Typically this package will contain:
• Template media releases • Key messages • Social media messaging These resources are available from:
• https://www.betterhealth.vic.gov.au/council-media-kit-survive-the-heat • https://www2.health.vic.gov.au/public-health/environmental-health/climate-weather-and- public-health/heatwaves-and-extreme-heat/heatwave-community-resources
Heatwave Help Project – Communication/education tools. The Central Victorian Greenhouse Alliance in partnership with Mount Alexander, City of Greater Bendigo, Buloke, Loddon, Central Goldfields and Gannawarra Councils has developed a Heatwave Action Kit to assit with community education of the impacts of heatwave and to built community resilience in dealing with heatwave. This Kit contains:
• How to beat extreme heat – your guide • Magnetic Thermometer • Fan • Magnetic Heatwave Action Plan Additional products have also been developed through this project including:
• Heatwave Health in Community Care – education video • Heatwave Help: Local stories on dealing with heatwaves – educational video Electronic copies of these resources are available from https://heathealth.cvga.org.au/
NVEMCLUSTER – Municipal Heatwave Plan – November2018 30 16. Evaluation process Undertake an annual evaluation of this plan at the end of each summer season. The evaluation will:
• Involve all relevant stakeholders • Be evidence based and conducted against clear and measurable goals • Review whether actions contained in the plan occurred in reasonable timelines with effective outcomes • Inform revision and improvement of the plan.
Reviews can be carried out: • early in the summer season, for example, after the first heat health alert is issued • following a major heatwave event, such as a prolonged period of extreme heat or an emergency‑level heatwave • at the end of each summer.
The State Government’s Heatwave Plan review tool suggests practical steps to manage reviews at all stages.
Mini review Trends show that heat health alerts are likely to be issued several times during summer. Currently, major heatwave events occur less frequently, perhaps every few years (though climate experts predict increasing frequency).
Regular mini-reviews of this plan will ensure that it is current and relevant. These should be held twice a year in November and April, before and after the main heatwave season.
This type of review targets specific aspects such as: • whether you distributed the Department of Health’s heat health alert to internal and external stakeholders successfully • whether your services were appropriately adapted and delivered as planned.
A smaller review could be conducted: • early in the summer season, for example, after the first heat health alert is issued • following a major heatwave event, such as a prolonged period of extreme heat or an emergency‑level heatwave.
The information gathered from the mini review will typically provide direct benefit in supporting your planning and preparation processes, so you might consider updating the plan immediately rather than waiting until the end of summer.
Full review Following summer, the Heatwave stakeholder group should review this heatwave plan in its entirety. The review should look at how well local processes worked and explore ways of improving your plan. The review will identify how well your heatwave plan: • worked with other plans and strategies • addressed the needs of clients and community members most at risk to extreme heat • engaged internal and external stakeholders and community partners • actioned heatwave-related activities before, during and after extreme heat • adapted services in response to forecasted conditions • provided key health messages to clients, staff and local community members • distributed to internal and external stakeholders and community partners • outlined its review strategy.
NVEMCLUSTER – Municipal Heatwave Plan – November2018 31 For a comprehensive investigation of best practice around reviewing heatwave plans you can access the Department of Health - Heatwave Review Tool (2011) at https://www2.health.vic.gov.au/public-health/environmental-health/climate-weather-and-public- health/heatwaves-and-extreme-heat/heatwave-planning
Relevant agencies The following agencies have been party to the formation of this document. • Integrated Municipal Emergency Management Planning Committee members • Local health providers.
17. Items for future reviews A number items have been identified through the heat wave planning process that warrant further consideration in later iterations of the plan:
• Further effects on community, infrastructure and environment • Community support – internal and external responsibilities • Outreach to CALD communities • Sharing vulnerable persons register information across agencies • Review sections 10-15 with relevant staff and unit buy-in, clarify and streamline these sections • Email distribution list in Communications plan section (Part 15).
NVEMCLUSTER – Municipal Heatwave Plan – November2018 32 18. Appendices Heat health temperature thresholds.
NVEMCLUSTER – Municipal Heatwave Plan – November2018 33
Source: Department of Health and Human Services. https://www2.health.vic.gov.au/public- health/environmental-health/climate-weather-and-public-health/heatwaves-and-extreme-heat/heat- health-alerts
NVEMCLUSTER – Municipal Heatwave Plan – November2018 34 Mount Alexander Municipal Profile
Appendix 1: Mount Alexander Municipal Profile
Mount Alexander Shire covers 1529km2 incorporating the townships of Nuggetty, Baringhup, Maldon, Walmer, Ravenswood South, Harcourt, Sutton Grange, Welshmans Reef, Newstead, Sandon, Yapeen, Guildford, Castlemaine, Chewton, Elphinstone, Metcalfe, Fryerstown and Taradale. Mount Alexander Shire is a predominantly rural area with many townships and communities located amongst bush and grass landscapes. The municipality still has significant residential areas such as the township of Castlemaine. The Shire’s topography varies with undulating country in the centre of the shire surrounded by grasslands in outer areas of the shire. The municipality also has elevated areas consisting of Mount Tarrengower and Mount Alexander. Climate is mild with hot dry summer periods.
Demographics The population of the Shire is 18,374 (ABS Census 2016). The residential population1 by localities:
Castlemaine – Moonlight Flat – McKenzie Hill 7,198 Campbells Creek 1,714
Maldon – Tarrengower – Nuggerty 1,603 Chewton – Golden Point – 1,390 Chewton Bushlands
Harcourt – Harcourt North 1,125 Newstead 717
Muckleford – Muckleford South – Strangways 6462 Elphinstone 556
Ravenswood – Ravenswood South 469 Taradale 423
Barker Creek 421 Baringhup – Bradford – 2412 Eddington - Neereman
Guildford 2882 Faraday – Sutton Grange 234
Redesdale 2272 Guildford 2882
Faraday – Sutton Grange 234 Redesdale 2272
Walmer – Gower 202 Welshmans Reef – Joyces 1972 Creek
Metcalfe – Metcalfe East 177 Fryerstown 176
Strathlea – Sandon – Cambelltown – Werona 1172 Langley – Barfold 81 – Yandoit Hills
Vaughan – Fryerstown – Glenluce – Irishtown 342 – Tarilta
1 https://www.remplanlogin.com.au/community/ 2 locality includes some areas outside of Mount Alexander Shire NVEMCLUSTER – Municipal Heatwave Plan – November2018 35 Vulnerable Groups (2016 Census data)
Some groups are more susceptible to the health effects of heatwave
Group Local Context and heatwave effects Babies and Pre- At the 2016 Census, there were 822 people (4.5% of the schoolers (0 – 4) population) living within Mount Alexander.
There were three excess deaths (seven compared to four) during the 2009 heatwave. This was statistically not significantly different from the average for the same week between 2004 and 2008. Young People (5 – 14) At the 2016 Census, there were 1,985 people (10.6% of the population) living within Mount Alexander.
People over 65 At the 2016 Census, there were 4,356 people (24% of the population) living within Mount Alexander.
There were 6,630 presentations of people over 65 at hospitals across Victoria during the 2014 heatwave. This was higher than the 5,627 presentations expected. This is a 33% increase when compared to non-heatwave events presentations Overweight and obese, The Department of Human Services Burden of Disease report and those with poor (2001) estimates that 2.9% of males and 2.4% of females in Mount cardio-vascular fitness Alexander suffer from cardiovascular disease. This is a higher proportion than the Victorian population more generally.
Pregnant and Maternal and Child Health (MCH) statistics show that there approximately 150 births annually in the municipality in recent breastfeeding mothers years. People with chronic The Department of Human Services Burden of Disease report (2001) estimates that 15.8% of males and 13.9% of females in medical illnesses or Mount Alexander suffer from some form of disease. This is a higher conditions proportion than the Victorian population more generally.
People with a physical At the 2016 Census, 933 residents in Mount Alexander were described as requiring assistance. Of these residents 10 were 0-4 or cognitive disability years of age and 514 were 65 years or older.
People who live alone At the 2016 Census, Mount Alexander had a high proportion of single person households 2,426 people or are socially isolated
Low-socio economic The ABS Index of Relative Socio-Economic Disadvantage (SEIFA) groups, including suggests the Mount Alexander community is more disadvantaged homeless people than the state more generally. There are particular pockets of disadvantage in Chewton, South Castlemaine and McKenzie Hill. CDCH advises that they have an annual client intake of approximately 36 people who have been sleeping rough. They estimate that the real number may be in vicinity of 120 people however. Those living or camping At the 2016 Census, 72 people were living within 43 other types of dwellings such as caravans, tents or similar type of in caravans and tents accommodation.
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 36
Loddon Municipal Profile
The Shire of Loddon is located in North Central Victoria. It has a total area of almost 7000km2 and is largely comprised of agricultural land, both irrigated and dry land, but also contains large areas of State Forest. The Shire is interspersed with approximately 27 small townships and hamlets, none of which having a population in excess of 1,000 people.
The Shire extends from Eddington in the south to Pyramid Hill in the north, from Wychitella in the west to Leichardt in the east. The northern section of the Shire is predominantly agricultural land. This area is largely flat cleared land, with few remaining forest areas.
The southern area of the Shire is hillier country which consists of a mix of dry land agricultural land, rural residential properties and large tracts of State Forest.
Demographics
The population of the Shire is estimated at 7,516(ABS ERP 2016). Estimated residential population3:
• Boort 873 • Wedderburn 941 • Inglewood 855 • Pyramid Hill 558 • Bridgewater 142 • Tarnagulla 133 • Serpentine 192 • Korong Vale 168 • Newbridge 192 • Mitiamo 117 • Eddington 196
(Figures based on ABS 2016data)
In addition to the above towns the following small Hamlets are located within the Shire; Kingower, Rheola, Wychitella, Logan, Arnold, Bears Lagoon, Jarklin, Durham Ox, Mincha, Calivil, Dingee, Mysia, Borung, Eastville and Fernihurst.
3 http://profile.id.com.au/loddon/population-estimate?WebID=10
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 37 Vulnerable Groups (2016 Census data)
Some groups are more susceptible to the health effects of heatwave
Group Local Context and heatwave effects Babies and Pre- At the 2016 Census, there were 335 people (4.5% of the schoolers (0 – 4) population) living within Loddon.
Young People (5 – 14) At the 2016 Census, there were 856 people (11.4% of the population) living within Loddon.
People over 65 At the 2016 Census, there were 2,012 people (26.8% of the population) living within Loddon.
There were 6,630 presentations of people over 65 at hospitals across Victoria during the 2014 heatwave. This was higher than the 5,627 presentations expected. This is a 33% increase when compared to non-heatwave events presentations Pregnant and Maternal and Child Health (MCH) statistics show that there approximately 62 births annually in the municipality in recent years. breastfeeding mothers
People with a physical At the 2016 Census, 553 residents in Loddon were described as requiring assistance, equating to 7.3% of the population. Of these or cognitive disability residents 3 were 0-4 years of age and 329 were 65 years or older.
People who live alone At the 2016 Census, Loddon had a high proportion of single person households (32%) this equates to 1,015 persons. or are socially isolated
Low-socio economic The ABS Index of Relative Socio-Economic Disadvantage (SEIFA) groups, including suggests the Loddon community is more disadvantaged than the homeless people state more generally. Inglewood and Districts Health Service advises that they have no annual client intake of people who have been sleeping rough. In no way does this affirm no people are sleeping rough within the municipality however. Those living or camping At the 2016 Census, 62 people were living within other types of dwellings such as caravans, tents or similar type of in caravans and tents accommodation.
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 38
Central Goldfields Municipal Profile
The Central Goldfields Shire covers an area of 1534 square kilometres and is either forested or used for mixed farming purposes. There has been extensive rural residential development in the Shire and many of these rural residential areas abut State Forest.
The Shire is bounded by the Avoca River in the North West, the Bet Bet Creek in the South West, the Joyces Creek, Cairn Curran Reservoir and Deep Creek in the East. The Bet Bet Creek traverses the Shire in the central north of the shire. The Eastern and Western edges of the Shire are basalt plain, while the central portion of the Shire is undulating to hilly country.
Demographics
In the 2016 census the Central Goldfields Shire had a total population of 12,995.
Population figures:
Township Population • Maryborough 7921 • Dunolly 893 • Bealiba 206 • Moliagul 88 • Carisbrook 1115 • Bowenvale 181 • Majorca 211 • Talbot 442
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 39 Vulnerable Groups (2016 Census data)
Some groups are more susceptible to the health effects of heatwave
Group Local Context and heatwave effects Babies and Pre- At the 2016 Census, there were 586 people living within Central schoolers (0 – 4) Goldfields. Young People (5 – 11) At the 2016 Census, there were 924 people living within Central Goldfields.
People over 60 At the 2016 Census, there were 4,686 people living within Central Goldfields. This is an increase from 3,656 from the 2006 Census.
There were 6,630 presentations of people over 65 at hospitals across Victoria during the 2014 heatwave. This was higher than the 5,627 presentations expected. This is a 33% increase when compared to non-heatwave events presentations Pregnant and Maternal and Child Health (MCH) statistics show that there are approximately 115 births annually in the municipality in recent breastfeeding mothers years. People with a physical At the 2016 Census, 1,161 residents in Central Goldfields were described as requiring assistance. Of these residents 7 were 0-4 or cognitive disability years of age and 582 were 65 years or older.
People who live alone At the 2016 Census, Central Goldfields had a1,906 single person households. or are socially isolated
Low-socio economic The ABS Index of Relative Socio-Economic Disadvantage (SEIFA) groups, including suggests the Central Goldfields community is more disadvantaged homeless people than the state more generally. Maryborough District Health Service advises they have no annual client intake for people who have been sleeping rough. In no way does this affirm no people are sleeping rough within the municipality however. Those living or camping At the 2016 Census, 106 people were living within other types of dwellings such as caravans, tents or similar type of in caravans and tents accommodation.
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 40 City of Greater Bendigo Municipal Profile
The City of Greater Bendigo is located in the geographic centre of Victoria. Greater Bendigo has a population of just over 111,000 and covers almost 3,000 square kilometres of the Central Victorian landscape of which a significant proportion is national park, regional park, reserve or bushland. Smaller townships are located at Axedale, Elmore, Goornong, Heathcote, Marong and Redesdale.
Today, Bendigo is the major regional centre for North Central Victoria and the fourth largest urban area in Victoria. Bendigo features a major public hospital (Bendigo Health) and several smaller health services (Anne Caudle Centre, Eaglehawk Day Hospital, Heathcote Hospital and private hospital St. John of God).
Demographics
The City of Greater Bendigo had a population of 110,477 in the 2016 Census.
Population figures:
Township Population • Bendigo 5,616 • Eaglehawk - Eaglehawk North - Sailors Gully 6,516 • East Bendigo 2,151 • Elmore - Rural North 3,481 • Epsom - Ascot 6,233 • Flora Hill - Quarry Hill - Spring Gully - Golden Gully 9,595 • Golden Square 8,996 • Heathcote and District 3,910 • Huntly 2,490 • Kangaroo Flat - Big Hill 10,799 • Kennington 5,728 • Long Gully - West Bendigo – Ironbark 4,905 • Maiden Gully 5,095 • Marong - Rural West 4,456 • North Bendigo - California Gully 8,531 • Axedale – Sedgwick - Longlea -Junortoun 7,705 • Strathdale 5,722 • Strathfieldsaye 5,490 • White Hills - Jackass Flat 4,369
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 41 Vulnerable Groups (2016 Census data)
Some groups are more susceptible to the health effects of heatwave
Group Local Context and heatwave effects Babies and Pre- At the 2016 Census, there were7, 075 people (6.4% of the schoolers (0 – 4) population) living within City of Greater Bendigo. Young People (5 – 11) At the 2016 Census, there were 10, 041 people (9.1% of the population) living within City of Greater Bendigo.
People over 60 At the 2016 Census, there were 26, 410 (23.9% of the population) living within City of Greater Bendigo.
There were 6,630 presentations of people over 65 at hospitals across Victoria during the 2014 heatwave. This was higher than the 5,627 presentations expected. This is a 33% increase when compared to non-heatwave events presentations Pregnant and Maternal and Child Health (MCH) statistics show that there has been an average of 1,369 births annually in the municipality in past breastfeeding mothers 3 years. People with a physical At the 2016 Census, 6, 546 residents in City of Greater Bendigo were described as requiring assistance, equating to 5.9% of the or cognitive disability population. Of these residents 109 were 0-4 years of age and 3,505 were 65 years or older. People who live alone At the 2016 Census, City of Greater Bendigo had 11,567 people living alone. or are socially isolated
Low-socio economic The ABS Index of Relative Socio-Economic Disadvantage (SEIFA) groups, including suggests the City of Greater Bendigo had a lower score (983.1) homeless people than the Victorian state average (1010) and higher than the Regional Victoria average (977.7). There are particular pockets of disadvantage in Long Gully, West Bendigo, Ironbark, North Bendigo and California Gully. Using Homelessness Australia data it states that ‘on any given night 1 in 200 people are homeless’. In City of Greater Bendigo it is estimated at any one time over 500 people are homeless or living rough. Some significant reasons for homelessness/living rough include domestic violence and relationship issues, accommodation issues, financial difficulties and health reason.
Those living or camping The 2016 Census shows , 233 people were living within other types of dwellings such as caravans, tents or similar type of in caravans and tents accommodation.
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 42 Campaspe Municipal Profile
The Shire of Campaspe is a predominantly rural area, but has significant residential areas in the townships of Echuca and Kyabram. The largest town is Echuca, followed by Kyabram. Smaller townships include Gunbower, Lockington, Rochester, Rushworth, Stanhope and Tongala. The Shire encompasses a total land area of about 4,500 square kilometres. Land is used mainly for agriculture, particularly dairy farming, cereal and grain growing and sheep grazing. Tourism is also an important industry.
Demographics The Campaspe Shire a population of 37,061 in the 2016 Census.
Population figures:
Township Population • Echuca (Central - East) 5,598 • Echuca (South - East) 2,823 • Echuca (West) 5,338 • Kyabram (East) 3,255 • Kyabram (West) 4,204 • Lockington - Gunbower and District 3,990 • Rochester 3,077 • Rushworth and District 2,438 • Stanhope and District 2,496 • Tongala and District 3,564
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 43 Vulnerable Groups (2016 Census data)
Some groups are more susceptible to the health effects of heatwave
Group Local Context and heatwave effects Babies and Pre- At the 2016 Census, there were 2,075 people (5.6% of the schoolers (0 – 4) population) living within Campaspe. Young People (5 – 14) At the 2016 Census, there were 4,561 people (12.3 of the population) living within Campaspe. This is a decrease from 3,775 (10.4%) from the 2006 Census.
People over 60 At the 2016 Census, there were 11,099 (30.1% of the population) living within Campaspe.
There were 6,630 presentations of people over 65 at hospitals across Victoria during the 2014 heatwave. This was higher than the 5,627 presentations expected. This is a 33% increase when compared to non-heatwave events presentations Pregnant and Maternal and Child Health (MCH) statistics show that there approximately 422 births annually in the municipality in recent breastfeeding mothers years. People with a physical At the 2016 Census, 2,357 residents in Campaspe were described as requiring assistance, equating to 6.4% of the population. Of or cognitive disability these residents 20 were 0-4 years of age and 1,482 were 65 years or older. People who live alone At the 2016 Census, Campaspe had 3,908 people living alone. or are socially isolated
Low-socio economic The ABS Index of Relative Socio-Economic Disadvantage (SEIFA) groups, including suggests the Campaspe Shire community had a lower score (967) homeless people than the Victoria (1010) and regional Victoria (977) average scores, indicating a higher level of relative socio-economic disadvantage. Campaspe Shire was ranked 22nd lowest out of 79 Victorian LGAs
Those living or camping At the 2016 Census, 133 people were living within other types of dwellings such as caravans, tents or similar type of in caravans and tents accommodation
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 44 19. Heatwave planning and response partner contact details
Please refer to the Northern Victorian Emergency Management Cluster Contacts, Suppliers and Facilities Database at http://contacts.regional.em.vic.gov.au/
Emergency Management Agencies can request access to the database by contacting the relevant Council - Emergency Management Coordinator.
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 45 20. References and Resources
Bureau of Meteorology (BoM) 2015. About the Heatwave Service for Australia, http://www.bom.gov.au/australia/heatwave/about.shtml
Bureau of Meteorology & CSIRO 2014. State of the Climate 2014. http://www.bom.gov.au/state-of-the-climate
Bureau of Meteorology (BoM) 2016. Climate Statistics for Australian Locations: Monthly Climate Statistics http://www.bom.gov.au/climate/averages/tables/cw_088110.shtml
Commonwealth Scientific and industrial Research Organisation 2015. Regional Climate Change Explorer. Australian Commonwealth Government, Canberra. http://www.climatechangeinaustralia.gov.au/en/climate-projections/future-climate/regional- climate-change-explorer/super-clusters/
Department of Environment, Land, Water & Planning 2015. Climate Ready Victoria – Loddon Mallee Region. State Government of Victoria, Melbourne. http://www.climatechange.vic.gov.au/__data/assets/pdf_file/0004/323554/Loddon-Mallee.pdf Department of Health 2014. The health impact of the January 2014 heatwave in Victoria report, State Government of Victoria, Melbourne.
Department of Health (DHS) 2009. Heatwave Planning Guide: Development of heatwave plans in local councils in Victoria. State Government of Victoria, Melbourne.
Department of Health 2011. Heatwave Plan Review Tool. State Government of Victoria, Melbourne.
Department of Health and Human Services (DHHS) 2015. Heat health plan for Victoria. State Government of Victoria, Melbourne.
Department of Justice (DoJ) 2014. State Heat Plan 2014. State Government of Victoria, Melbourne.
Department of Health and Human Services 2016. Health.vic website Extreme heat and heatwaves, viewed 17 February 2015. State Government of Victoria, Melbourne. https://www2.health.vic.gov.au/public-health/environmental-health/climate-weather-and- public-health/heatwaves-and-extreme-heat
Steffen, W., Hughes, L. and Perkins, S. 2014. Heatwaves: Hotter, Longer, More Often. Climate Council of Australia Limited.
Victorian Auditor-General 2014. Heatwave Management: Reducing the Risk to Public Health. State Government of Victoria, Melbourne.
Wellington Shire Council 2015. Wellington Municipal Heatwave Plan V2.1. Wellington Shire Council, Sale, Victoria.
Emergency Management Victoria (EMV) 2017. Interim State Extreme Heat Health Sub-Plan, Emergency Management Victoria, Melbourne
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 46
Resources
Bureau of meteorology Website - http://www.bom.gov.au/
App - http://www.bom.gov.au/app/
Regional Climate Change Explorer - http://www.climatechangeinaustralia.gov.au/en/climate- projections/future-climate/regional-climate-change-explorer/super-clusters/
Climate Ready Victoria – Loddon Mallee Region Website - http://www.climatechange.vic.gov.au/__data/assets/pdf_file/0003/320889/Loddon- Mallee.pdf
Heatwave Planning Resources – Department of Health and Human Services Website - https://www2.health.vic.gov.au/public-health/environmental-health/climate- weather-and-public-health/heatwaves-and-extreme-heat/heatwave-planning
State Heat health plan - https://www2.health.vic.gov.au/Api/downloadmedia/%7B5151AA4E- D2FD-4DD8-AA58-3F74A63F2066%7D
Central Victorian Greenhouse Alliance
Heatwave training video - https://heathealth.cvga.org.au/heatwave-help-downloads/
Central Victorian Greenhouse Alliance: Heatwave Help- https://heathealth.cvga.org.au/
Emergency Management Victoria Website - https://www.emv.vic.gov.au/
State Heat Plan - http://files.em.vic.gov.au/EMV-web/State-Heat-Plan.pdf
Interim State Emergency Response Plan Extreme Heat Sub-Plan - http://files.portal.em.vic.gov.au/refdocs/EMK-01.19-HeatSubplan.pdf
Emergency Management Common Operating Picture (EMCOP) - http://app.prod.cop.em.vic.gov.au/sadisplay/nicslogin.seam
Vic Emergency Website - Public emergency warning service - http://emergency.vic.gov.au/respond/
NVEMCLUSTER – Municipal Heatwave Plan – Issue 4 - November2018 47 Separate Attachment ECO 52A Ordinary Meeting of Council 20 November 2018
Financial Management Report
For the period 1 July 2018 – 30 September 2018
Page 1 of 15
Executive Summary
30,000
24,912 25,372 25,000
20,000 17,285 16,104 15,000 000's
8,808 10,000 8,087
5,000 2,527 2,182
YTD Net YTD Net YTD Budget YTD Actual YTD Budget YTD Actual YTD Capex YTD Capex Budget Actual Revenue Revenue Expense Expense Budget Actual
• Overall a positive performance year to date of $17.29 million with a budget variance of $1.18 million surplus.
• Revenue similar to budget, variance of $459,615 (2%).
• A variance to budget for expenditure of $720,876 (8%).
• Capital works expenditure is slightly below year to date budget $345,622 (14%).
Page 2 of 15
a) Income statement - Mount Alexander Shire Council
Mount Alexander Shire Council
Budget review for the period ended September 2018/2019 Income & Expenses
ADOPTED CURRENT ACTUAL BUDGET BUDGET BUDGET ACTUAL VAR VAR Ref 2017/18 2018/2019 2018/2019 YTD YTD YTD YTD $,000's $,000's $,000's $,000's $,000's $,000's %
Income
22,365 23,044 23,044 Rates and charges 23,049 23,226 (177) -1% 7,309 4,753 4,722 Grants - operating 1,277 1,312 (35) -3% 1,166 898 898 User fees 219 262 (42) -19% 1,149 997 997 Statutory fees and fines 171 252 (81) -47% 987 927 781 Other income 187 185 1 1% 4,613 2,118 1,948 Grants - capital - 133 (133) -100% 1 253 70 70 Contributions - monetary 8 1 7 82% 292 - - Contributions - non monetary - - - 0% 192 - - Found assets - - - 0% 65 (1) (1) Share of net profit of associates - - - 0% (4) 0 (4) Internal charges (4) 0 (4) 100%
38,388 32,807 32,454 Total Income 24,908 25,372 (464) -2%
Expenses
14,150 14,624 14,610 Employee costs 3,510 3,585 (75) -2% 8,343 8,521 8,681 Depreciation and amortisation 2,186 2,183 4 0% 10,685 9,406 9,877 Materials and services 2,763 2,045 718 26% 2 1,520 1,571 1,596 Other expenses 320 249 71 22% 224 194 194 Borrowing costs 28 25 3 9% 32 6 6 Bad and doubtful debts 2 0 1 91% 414 485 485 (Profit) / loss on disposal of assets (0) - (0) 100%
35,369 34,807 35,449 Total Expenses 8,808 8,087 721 8%
3,019 (2,000) (2,995) Net Surplus / (Deficit) 16,100 17,285 (1,185) -7%
Reference notes (greater than $100,000 and 5%):
1. Additional Roads to Recovery grant funding received for 2017/2018 upon lodgement of the final acquittals for projects that were completed at a cost greater than originally estimated ($132,536) but funding paid in 2018/2019.
2. The variance in spending for materials and services of $717,690 (26%), is primarily due to: a) Infrastructure ($236,863): timing of invoices received in relation to waste and recycling contract services and the transition to a new waste and recycling collection service provider. b) Places and Spaces: delays in the commencement of programmed street tree maintenance ($52,404) due to contractor availability; building repairs and maintenance are reactionary in nature and difficult to gauge when they will be needed ($62,554). c) Organisational Capability: ($49,638) represents savings achieved in annual insurance premium costs.
Page 3 of 15
d) Development Services ($43,055): Harcourt Framework project recently commenced and planned strategic planning studies delayed but commencing shortly. e) Business Performance ($38,846): timing of invoices received in relation to fleet operation and fleet insurance savings.
b) Income statement – Directorates
Mount Alexander Shire Council Executive Budget review for the period ended September 2018/2019 Income & Expenses
ADOPTED CURRENT
ACTUAL BUDGET BUDGET BUDGET ACTUAL VAR VAR Ref 2017/18 2018/2019 2018/2019 YTD YTD YTD YTD $,000's $,000's $,000's $,000's $,000's $,000's %
Income
13 - - Grants - operating - 4 (4) 0% 60 25 25 User fees 12 2 10 82% 69 12 12 Other income 3 1 2 56% 20 5 5 Statutory fees and fines 1 0 1 98% - 0 0 Internal charges 0 0 0 0%
163 42 42 Total Income 16 7 9 54%
Expenses
2,000 2,126 2,126 Employee costs 509 559 (51) -10% 890 744 744 Materials and services 434 344 90 21% 277 322 322 Other expenses 58 52 5 9% 128 155 155 Depreciation and amortisation 39 38 1 2%
3,294 3,347 3,347 Total Expenses 1,039 994 46 4%
(3,132) (3,305) (3,305) Net Surplus / (Deficit) (1,023) (986) (37) 4%
Reference notes (greater than $100,000 and 5%):
No material variances
Page 4 of 15
Mount Alexander Shire Council Infrastructure and Development Budget review for the period ended September 2018/2019 Income & Expenses
ADOPTED CURRENT ACTUAL BUDGET BUDGET BUDGET ACTUAL VAR VAR Ref 2017/18 2018/2019 2018/2019 YTD YTD YTD YTD $,000's $,000's $,000's $,000's $,000's $,000's %
Income
4,007 4,276 4,276 Rates and charges 4,277 4,288 (11) 0% 2,045 1,092 1,060 Grants - operating 266 260 6 2% 1,104 911 911 Statutory fees and fines 151 241 (90) -60% 4,613 2,118 1,948 Grants - capital - 133 (133) -100% 1 488 373 373 User fees 87 125 (38) -44% 216 311 165 Other income 40 47 (6) -16% 292 - - Contributions - non monetary - - - 0% 192 - - Found assets - - - 0% 251 70 70 Contributions - monetary 8 (1) 9 111% (147) 5 5 Internal charges 1 1 (0) -9%
13,062 9,156 8,808 Total Income 4,830 5,094 (264) -5%
Expenses
7,304 7,307 7,467 Depreciation and amortisation 1,881 1,890 (8) 0% 6,525 6,882 6,882 Employee costs 1,656 1,620 36 2% 7,447 6,510 6,903 Materials and services 1,496 1,011 485 32% 2 494 496 507 Other expenses 103 62 41 39% 138 86 86 Borrowing costs 10 10 (0) 0% 369 406 406 (Profit) / loss on disposal of assets (20) - (20) 100%
22,275 21,686 22,251 Total Expenses 5,126 4,593 533 10%
(9,213) (12,530) (13,442) Net Surplus / (Deficit) (296) 502 (797) 270%
Reference notes (greater than $100,000 and 5%):
1. Additional Roads to Recovery grant funding received for 2017/2018 upon lodgement of the final acquittals for projects that were completed at a cost greater than originally estimated ($132,536) but funding paid in 2018/2019.
2. The variance in spending for materials and services of $484,715 (32%), is primarily due to: a) Infrastructure ($236,863): timing of invoices received in relation to waste and recycling contract services and the transition to a new waste and recycling collection service provider;
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b) Places and Spaces: delays in the commencement of programmed street tree maintenance ($52,404) due to contractor availability; building repairs and maintenance are reactionary in nature and difficult to gauge when they will be needed ($62,554); c) Development Services ($43,055): Harcourt Framework project recently commenced and planned strategic planning studies delayed but commencing shortly.
Mount Alexander Shire Council Corporate and Community Services Budget review for the period ended September 2018/2019 Income & Expenses
ADOPTED CURRENT ACTUAL BUDGET BUDGET BUDGET ACTUAL VAR VAR Ref 2017/18 2018/2019 2018/2019 YTD YTD YTD YTD $,000's $,000's $,000's $,000's $,000's $,000's %
Income
18,359 18,768 18,768 Rates and charges 18,772 18,938 (166) -1% 5,250 3,662 3,662 Grants - operating 1,010 1,047 (37) -4% 702 604 604 Other income 143 137 6 4% 618 499 499 User fees 121 134 (14) -11% 25 81 81 Statutory fees and fines 20 12 8 41% 2 - - Contributions - monetary - 2 (2) 0% 65 (1) (1) Share of net profit of associates - - - 0% 142 (5) (9) Internal charges (5) (1) (4) 72%
25,163 23,609 23,604 Total Income 20,061 20,270 (209) -1%
Expenses
5,626 5,617 5,602 Employee costs 1,346 1,406 (60) -4% 2,349 2,152 2,230 Materials and services 832 690 143 17% 1 911 1,058 1,058 Depreciation and amortisation 266 255 11 4% 749 753 767 Other expenses 159 134 25 16% 87 108 108 Borrowing costs 18 15 3 15% 32 6 6 Bad and doubtful debts 2 0 1 91% 46 79 79 (Profit) / loss on disposal of assets 20 - 20 100%
9,799 9,774 9,851 Total Expenses 2,642 2,500 142 5%
15,364 13,835 13,753 Net Surplus / (Deficit) 17,419 17,769 (351) -2%
Reference notes (greater than $100,000 and 5%):
1. The variance in spending for materials and services of $142,516 (17%), is due to minor variations across business units that are expected to be utilised by 30 June.
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c) Balance sheet
The Balance sheet shows Council assets, liabilities and equity, including reserves, as at reporting date. Mount Alexander Shire Council Balance Sheet As at September 2018/2019
Actual Actual Actual
June September September Variance Variance 2017/2018 2018/2019 2017/2018 to prior to prior year year $'000 Ref $'000 $'000 $'000 %
ASSETS Current assets 2,394 Cash and cash equivalants 1 3,261 6,071 (2,810) -86% 2,547 Trade and other receivables 21,524 20,773 751 3% 16,250 Other financial assets 1 15,005 11,010 3,995 27% 69 Inventories 51 96 (45) -88% 186 Non-current assets classified as held for sale 186 186 0 0% 423 Other 164 107 57 35% 21,869 Total current assets 40,192 38,243 1,949 5%
Non current assets 5 Trade and other receivables 5 5 0 4% 646 Investments in associates 646 581 65 10% 339,279 Property, infrastructure, plant and equipment 2 339,326 307,864 31,462 9% 1,180 Intangible assets 2 1,142 602 540 47% 341,110 Total non current assets 341,119 309,052 32,067 9% 362,979 Total assets 381,311 347,295 34,016 9%
LIABILITIES Current liabilities 1,839 Trade and other payables 3 1,244 615 629 51% 1,151 Trust funds and deposits 4 2,568 3,372 (804) -31% 476 Interest bearing loans and borrowings 378 525 (147) -39% 6,322 Provisions 6,417 6,550 (133) -2% 9,788 Total current liabilities 10,608 11,062 (454) -4%
Non current liabilities 3,926 Interest bearing loans and borrowings 3,926 4,231 (305) -8% 2,051 Provisions 2,051 1,763 288 14% 5,977 Total non current liabilities 5,977 5,994 (17) 0% 15,765 Total liabilities 16,585 17,056 (471) -3%
347,214 NET ASSETS 364,726 330,239 34,487 9%
EQUITY 100,261 Retained earnings 103,511 106,568 (3,057) -3% 3,022 Current year net earnings incl reserve transfers 22,234 17,409 4,825 22% 225,809 Revaluation reserves 2 225,809 194,448 31,361 14% 18,122 Other reserves 5 13,172 11,814 1,358 10% 347,214 Total equity 364,726 330,239 34,487 9%
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Reference notes (greater than $500,000 and 5%):
1. Timing of cash flows to meet all obligations as due and split between cash held and funds invested. 2. Bridge revaluations increased at 30 June 2018. Increase in intangible assets with stage 1 of iMASC project (new corporate reporting system) at 30 June 2018. 3. More accurate monthly reporting of accrued expenses resulting in higher payables with the introduction of the corporate reporting system. 4. Timing of remittance of Fire Services Property Levy (FSPL) to State Revenue Office (SRO) after later than expected striking of the rates and charges for 2018/2019. 5. Increase to waste reserve on striking of 2018/2019 rates and charges, and reversal of uncompleted works and unspent rants from 30 June 2018.
d) Cash reserve levels to reporting date
Cash levels for the year to date in comparison to the last three financial years.
Cash levels $, 000
22,000 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000
2015/2016 Actual 2016/2017 Actual 2017/2018 Actual 2018/2019 Actual
Page 8 of 15 e) Key financial ratios
Liquidity (working capital) – current assets / current liabilities
450% 400% 350% 300% 250% 200% 150% 100% 50% 0% Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
2015/2016 2016/2017 2017/2018 2018/2019
The liquidity ratio measures the ability to pay existing liabilities in the next 12 months. A ratio higher than 1:1 means there is more cash and liquid assets than short term liabilities. VAGO accepts a ratio of greater than 100% as low risk.
The ratio is expected to be high early in the financial year as the rates are raised and reduced during the year as expenditure and capital works are undertaken.
2018/2019 budgeted a liquidity ratio of 195% at 30 June 2019.
Unrestricted cash
$8,000
$6,000
$4,000
$2,000
$0 Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
$(2,000) 2015/2016 2016/2017 2017/2018 2018/2019
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Unrestricted cash is total cash and deposits, less trust funds and reserve balances. It demonstrates the amount of working funds available to meet employee obligations, supplier payments, capital works and borrowing repayments.
Indebtedness – Non-current liabilities / own source revenue
60%
50%
40%
30%
20%
10%
0% Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
2015/2016 2016/2017 2017/2018 2018/2019
This ratio is a comparison of non-current liabilities (mainly comprised of borrowings) to own-source revenue. The higher the percentage, the less ability Council has to cover non-current liabilities generated from own source revenues. Own-source revenue is used (rather than total revenue) because it does not include capital grants, which are usually tied to specific projects.
VAGO accepts a ratio of less than 40% as low risk. The ratio is expected to be higher early in the financial year as revenue is earned throughout the year and debt is paid off during the year, thus reducing the % ratio.
2018/2019 budgeted a ratio of 17% as at 30 June 2019 which is lower than as at 30 June 2018 (25%), which reflects repayments on borrowings.
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Adjusted underlying result – Adjusted underlying surplus (deficit) / adjusted underlying revenue
100%
80%
60%
40%
20%
0% Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun -20%
2015/2016 2016/2017 2017/2018 2018/2019
This ratio indicates the extent to which Council’s operations are sustainable in the longer-term. Ideally, this ratio will always be positive. Large and/or persistent underlying operating deficits indicate Council may not be retaining sufficient funds to maintain infrastructure.
2018/2019 budgeted as at 30 June 2019 is -14% compared to 2017/2018 (-7%). This negative underlying result is due to timing of government grants but is progressively expected to improve in line with the adopted long term financial plan.
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f) Investments and cash deposits
S&P Amount Lodgement Maturity Days to Institution Rating Type Invested Date Date Maturity Rate Divested $'000 AMP A1-/A TD 750 18/06/2018 24/01/2019 116 2.85% No Bank Australia A2/BBB TD 250 4/06/2018 4/12/2018 65 2.60% Yes Bank Australia A2/BBB TD 500 28/06/2018 28/12/2018 89 2.62% Yes Bank Australia A2/BBB TD 750 14/09/2018 14/03/2019 165 2.80% Yes Bank Australia A2/BBB TD 750 11/06/2018 11/12/2018 72 2.60% Yes Bank of Melbourne A1+/AA- TD 750 14/09/2018 14/09/2019 349 2.70% No Bank of Melbourne A1+/AA- TD 750 11/12/2017 11/12/2018 72 2.62% No Bank of Queensland A2/A- TD 500 28/06/2018 24/01/2019 116 2.77% No Bank of Queensland A2/A- TD 750 12/06/2018 10/12/2018 71 2.72% No Bendigo Bank A2/A- TD 750 30/06/2018 30/03/2019 181 2.60% Yes Bendigo Bank A2/A- TD 750 31/10/2017 31/10/2018 31 2.55% Yes Bendigo Bank (Maldon) Pledge 5 Yes CBA A1+/AA-TD 500 26/09/2018 26/06/2019 269 2.70% No IMB A2/BBB TD 500 28/06/2018 23/11/2018 54 2.70% Yes me Bank A2/BBB TD 750 17/05/2018 17/12/2018 78 2.85% Yes me Bank A2/BBB TD 750 13/06/2018 13/12/2018 74 2.75% Yes me Bank A2/BBB TD 750 6/06/2018 6/03/2019 157 2.85% Yes NAB A1+/AA-TD 750 19/11/2017 19/11/2018 50 2.55% No NAB A1+/AA-TD 750 29/12/2017 29/12/2018 90 2.52% No NAB A1+/AA-TD 750 11/12/2017 11/12/2018 72 2.52% No Suncorp A1/A+ TD 500 28/06/2018 26/10/2018 26 2.80% Yes Westpac A1+/AA- TD 1,000 28/06/2018 28/06/2019 271 2.80% No Westpac A1+/AA-TD 750 11/12/2017 7/10/2018 7 2.50% No Total Investments 15,005 Average rate = 2.64% Cash Deposits - NAB 3,261 No Total cash and investments 18,266
Year to Positive/ Date Year to (Negative) Budget Date Actual Variance $'000 $'000 $'000 Investment interest income 79 106 27
As at 30 September 2018 Council had $7.01 million (38.35%) invested in financial institutions that support divestment from the fossil fuel industry. This data is confirmed from the Market Forces website: http://www.marketforces.org.au/banks/compare .
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Divestment of investments 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Jun 2016 Sep 2016 Dec 2016 Mar 2017 Jun 2017 Sep 2017 Dec 2017 Mar-18 Jun-18 Sep 2018
Divested Non-Divested
g) Capital works to reporting date
Capital expenditure for the year to date compared to the budget; and prior year actuals.
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h) Capital works by asset class
Capital expenditure and orders by asset class against year to date budget.
Mount Alexander Shire Council
Statement of capital works - Expenditure For September 2018/2019
Current Annual YTD YTD YTD YTD Asset Class Budget Budget Actuals Variance Variance Commitments Ref
$,000's $,000's $,000's $,000's % $,000's
Bridges 1,192 251 178 73 29% 135 Buildings 1,153 333 122 211 63% 418 1 Drainage 1,191 340 232 108 32% 278 2 Footpaths and cycleways 1,155 528 405 122 23% 172 3 Land improvements 150 16 - 16 100% - Other infrastructure 1,485 25 91 (66) -261% 373 Parks, open space and streetscapes 27 13 - 13 100% - Plant and equipment 905 330 228 102 31% 29 4 Recreational, leisure and community facilities 1,791 71 741 (669) -938% 1,121 5 Roads 3,549 447 99 348 78% 63 6 Computers and technology 621 172 85 87 51% 5 Waste management 1,100 - 0 (0) 0% 23
TOTAL 14,319 2,527 2,182 346 14% 2,617
Reference notes (greater than $100,000 and 5%):
Capital works actual expenditure to 30 September 2018 was $2.18 million, which is $345,622 (14%) less than year to date budget.
Current status of projects that have significant expenditure variances to budget are summarised below:
1. Buildings
a. Pool works behind but Newstead pool stormwater works are now complete. Request for quote on additional stormwater works and sewer issues with expected competition mid-November prior to the pool season opening. Painting of Castlemaine pool and changes rooms nearing completion ($94,625).
b. Delays have been encountered in sourcing suitably qualified contractors for the lift safety upgrade at the Civic Centre with procurement process now underway ($80,500).
2. Drainage
a. Drainage design projects expected to be complete in October ($62,636).
b. Saint Street drainage project well underway, expected completion by end of October ($44,549).
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3. Footpath and cycleways
a. Trail rehabilitation completed, awaiting final invoices ($62,163).
b. School safety works program commenced during recent school holidays with expected completion November ($43,802).
4. Plant and equipment
a. A number of motor vehicle purchases will occur in October with budget expected to be fully spent by 30 June ($46,750)
b. Major plant purchases procurement process is now underway for the year ($55,575).
5. Recreational, leisure and community facilities
a. Construction works on Wesley Hill Recreation Reserve stage 2 are continuing ahead of schedule ($706,801).
6. Roads
a. Delayed start to gravel road resheeting program due to dry conditions ($174,618).
b. Project manager salaries to be incorporated into roads projects in October for a better reflection of costings ($131,417).
7. Planned works ($2.62 million) on order includes:
• Wesley Hill Recreation Reserve stage 2 redevelopment $1,144,863
• Doug Powell oval lights $322,743
• Saint Street - stage 1 drainage works $182,915
• Market Building conservation works $177,316
• Town Hall kitchen works $151,391
• School safety works $115,804
i) Government grants
The organisation has an annual plan action to pursue recurrent grant funding and strategic capital funding aligned with Council Plan objectives. An analysis of grants received compared to total revenue (excluding Roads to Recovery, VGC and Aged Care) provides the following:
2016/2017 Actual 3.4% 2017/2018 Actual 9.9% 2018/2019 Budget 3.7% 2018/2019 YTD Budget 1.2% 2018/2019 YTD Actual 1.3%
Page 15 of 15 Separate Attachment ECO 53A Ordinary Meeting of Council 20 November 2018
LOCAL LAW NO. 1 OF 2018
MEETING PROCEDURES
TABLE OF CONTENTS PART ONE - PRELIMINARY PROVISIONS ...... 5 1. Title ...... 5 2. Purpose ...... 5 3. Authorising Provision ...... 5 4. Commencement, Revocation and Areas of Operation ...... 5 5. Revocation of Other Local Laws ...... 5 6. Definitions of words used in this Local Law ...... 6 PART TWO - ELECTION OF MAYOR AND OTHER CHAIRPERSONS ...... 7 7. Meeting to Elect the Mayor ...... 7 8. Election of Deputy Mayor ...... 7 9. Election of Mayor and Chairs...... 7 PART THREE - COUNCIL MEETINGS ...... 8 DIVISION 1 – NOTICES OF MEETINGS AND AGENDAS ...... 8 10. Dates and Times of Meetings ...... 8 11. Special Council Meetings ...... 8 12. Reasonable Notice ...... 9 13. Notice of Meeting ...... 9 14. Leave of Absence ...... 9 15. Postponement of Meetings ...... 9 DIVISION 2 – QUORUM ...... 10 16. Ordinary Meetings ...... 10 17. Special Meetings ...... 10 18. Inability to Obtain a Quorum ...... 10 19. Inability to Achieve or Maintain a Quorum due to conflicts of interests of Councillors ...... 10 20. Time Limits for Meetings ...... 10 21. Notice of Adjourned Meeting ...... 10 DIVISION 3 – MINUTES ...... 11 22. Keeping of Minutes ...... 11 23. No Debate on Confirmation of the Minutes ...... 11 24. Objection to Confirmation of the Minutes ...... 11 25. Deferral of Confirmation of the Minutes ...... 11 26. Recording of Meetings ...... 12 4 – BUSINESS OF MEETINGS ...... 12 27. The Order of Business ...... 12 DIVISION 5 – VOTING PROCEDURE AT MEETINGS ...... 12 28. Voting ...... 12 29. System of Voting by Secret Ballot ...... 12 30. How Determined ...... 13 31. Divisions ...... 13 DIVISION 6 –CONDUCT OF DEBATE ...... 13 32. Chairperson’s Duty ...... 13 33. Additional Duties and Discretions...... 13 34. Moving a Motion ...... 14 35. Right of Reply ...... 15 36. Moving an Amendment ...... 15 37. Foreshadowing Motions ...... 15 38. Withdrawal of Motions ...... 15 39. Separation of Motions ...... 16 40. Motions in Writing ...... 16 41. Debate Must Be Relevant to the Motion ...... 16
42. Speaking Times ...... 16 43. Addressing the Meeting ...... 16 44. Priority of Address ...... 17 DIVISION 7 – FORMAL MOTIONS...... 17 45. Formal Motions ...... 17 46. Deferring Consideration ...... 17 47. Proceeding to the Next Business ...... 17 48. The Previous Question ...... 17 49. The Closure ...... 18 50. Adjourning the Debate ...... 18 51. Councillors May Stand When Speaking ...... 18 52. Interruptions, Interjections and Relevance ...... 19 DIVISION 8 – POINTS OF ORDER ...... 19 53. Valid Points of Order ...... 19 54. Chairperson to Decide ...... 19 55. Final Ruling on a Point of Order ...... 19 56. Procedure for Point of Order ...... 19 57. Chairperson May Speak ...... 20 58. Adjournment and Resumption of Meeting ...... 20 DIVISION 9 – PUBLIC QUESTION TIME ...... 20 59. Question Time ...... 20 DIVISION 10 – NOTICES OF MOTION ...... 21 60. Must be Listed on Agenda ...... 21 61. Rejection of a Vague Notice ...... 21 62. Listing Notice on Agenda ...... 21 63. Register of Notice ...... 21 64. May be Moved by a Councillor and Amended ...... 21 DIVISION 11 – NOTICE OF AMENDMENT OR RESCISSION ...... 22 65. Procedure ...... 22 66. Listing Notice of Amendment or Rescission on Agenda ...... 22 67. Criteria to Amend or Rescind a Motion ...... 22 68. When Not Required ...... 22 69. Register of Notices ...... 22 70. Urgent Special Business ...... 23 DIVISION 12 – PETITIONS AND JOINT LETTERS ...... 23 71. Petitions and Joint Letters ...... 23 72. Councillor Presenting Petition – Obligations ...... 23 73. Signing Petitions ...... 23 74. Public Submissions ...... 24 DIVISION 13 – OTHER PROCEDURAL MATTERS ...... 24 75. Chairperson May Remove ...... 24 76. Chairperson May Adjourn Disorderly Meeting ...... 24 77. Suspensions ...... 24 78. Removal from Chamber ...... 24 79. Placards and Signs Prohibited at Council Meetings ...... 24 80. Suspension of Standing Orders ...... 24 81. No Motions May Be Accepted During Suspension of Standing Orders ...... 25 82. Matters Not Provided For ...... 25 PART FOUR - COMMON SEAL ...... 25 83. The Council’s Common Seal ...... 25 PART FIVE - ENFORCEMENT AND PENALTIES ...... 25 84. Infringement Notices ...... 25 85. Payment of Penalty ...... 25
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 3
SCHEDULE ONE – INFRINGEMENT NOTICE ...... 27 SCHEDULE TWO – PENALTIES FIXED FOR INFRINGEMENTS ...... 27
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 4
MEETING PROCEDURES LOCAL LAW No. 1 of 2018
PART ONE - PRELIMINARY PROVISIONS
1. Title This Local Law is the "Meeting Procedures Local Law" of the Mount Alexander Shire Council, being Local Law No. 1 of 2018, adopted on 20 November 2018 for a period of ten (10) years.
2. Purpose The objectives of this Local Law are to: 1) Establish procedures governing the conduct of meetings of the Council and of special committees appointed by the Council; 2) Provide for the election of Mayor, Deputy Mayor and the chairpersons of any special committees; 3) Provide for the use of the Council’s common seal; 4) Promote and encourage community participation in the system of local government; 5) Provide a mechanism through its formal meeting procedure to ensure effective and efficient Council decisions are made; 6) Provide for the administration of the Council’s powers and functions; and 7) Provide generally for the peace, order and good government of the municipal district.
3. Authorising Provision This Local Law is made under sections 5, 91 and 111 of the Local Government Act 1989.
4. Commencement, Revocation and Areas of Operation This Local Law: 1) Commences operation on 20 November 2018; 2) Unless sooner revoked this Local Law ceases to operate on upon revocation; and 3) Applies to all meetings of the Council, and, with any necessary adaptation, to all meetings of any special committees established by the Council.
5. Revocation of Other Local Laws From the date of commencement of the operation of this Local Law, the following Local Law will cease to operate and is revoked: Meeting Procedures Local Law No.1 of 2008.
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 5
6. Definitions of words used in this Local Law
Act Means the Local Government Act 1989 or subsequent amending legislation. Broadcast Means the visual or audio transmission of proceedings on any medium, for example, radio, television or the internet. Chairperson Means the person who chairs a meeting of the Council or Special Committee of Council.
Chief Executive Officer Means the person appointed by the Council to be the Chief Executive Officer of the Council or any person appointed by the Chief Executive Officer in his or her absence.
Council Means a municipal Council, such as Mount Alexander Shire Council, consisting of a collective elected Councillors.
Councillor Means a person who is an elected member of the Council.
Council meeting Includes an ordinary and a special meeting of the Council. Delegate’s report A report provided to Council where a Councillor has represented Council at a conference, function, seminar or other official event. Division Means a formal count of those for and those against a motion, generally conducted to remove any doubt as to whether the motion is supported or opposed. joint letter Means any document which is in the form of a letter and bears the signature of two or more people. formal motion Means a motion which relates to a procedural matter only and which is not designed to produce any substantive result but merely used as a formal procedural measure. local paper Means a newspaper generally circulating in the Council's municipal district.
Member Refers to a person who is entitled to vote at a meeting of the Council or special committee of the Council.
Minister Means the Minister responsible for administering the Local Government Act 1989 or any amending legislation. penalty units Means units as prescribed in the Sentencing Act 1991. petition Means any document which seeks the taking of some specified action by the Council, and which contains within it a request for the taking of such action, is signed personally by the petitioners, and which is presented to the Council. quorum Means the minimum number of members of the Council required by this Local Law to be present in order to constitute a valid meeting of the Council or a special committee of the Council. suspension of standing Means the suspension of the provisions of this Local Law to orders facilitate full discussion on an issue without formal constraints.
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 6
PART TWO - ELECTION OF MAYOR AND OTHER CHAIRPERSONS
7. Meeting to Elect the Mayor (1) The Chief Executive Officer must facilitate the election of the Mayor in accordance with the provisions of the Act. (2) A meeting to fill the vacancy of Mayor will be held: a. As soon as practicable after the declaration of the results of a general election of Councillors; b. As soon as practicable after the fourth Saturday in October, in years between general elections of Councillors; or c. Where the position of Mayor otherwise becomes vacant, as soon as practicable after the vacancy has occurred. 8. Election of Deputy Mayor (1) If the Council resolve to elect a Deputy Mayor the provisions contained in this part for the election of Mayor will apply to the election of Deputy Mayor. The Deputy Mayor may be deemed to be the Acting Mayor or Acting Chairperson during absences of the Mayor and as acting Mayor in accordance with the provisions of the Act during absences of the Mayor. 9. Election of Mayor and Chairs (1) At any meeting to elect the Mayor, any Councillor may be appointed as a temporary Chairperson to deal with the receipt of nominations for the election of Mayor and to conduct the election of Mayor in accordance with the provisions of this Local Law. (2) The election of Mayor will be carried out by a show of hands unless the Council resolves that it be carried out by secret ballot.1 (3) If the election of Mayor is held by secret ballot, no division is permitted2. (4) In determining the election of Mayor, the following processes will apply: a. The Chief Executive Officer must open the meeting at which the Mayor is to be elected and preside until the meeting elects a temporary Chairperson. b. Upon the meeting electing a temporary Chairperson, the temporary Chairperson must invite nominations for the office of Mayor (each of which must be seconded), and: i. where only one nomination is received, that Councillor must be declared elected; ii. where two nominations are received, the Councillor with the majority of votes cast will be declared elected; iii. where there are two or more nominations and all votes cast are equally divided between two or more nominees, the election must be determined by lot; iv. where there are more than two nominations received and the result has not been determined under paragraphs ii and iii the nominee with the fewest number of votes cast must be eliminated (and if more than one of them, the nominee determined by lot) and the names of the remaining nominees must be put to the vote again; and v. the procedure in paragraph iv must be repeated until the circumstances in paragraph iii apply or until there are only two nominees remaining (in which case a further vote must be taken and the nominee with a majority will be declared
1Noting that Section 90(ca) of the Local Government Act provides that voting at a meeting that is open to members of the public must not be in secret. 2 Note Section 90(CA) of the Local Government Act
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 7
elected or, if there is an equal division of votes, the election must be determined by lot). (5) If the Mayor is unable to attend a Council meeting for any reason and a Deputy Mayor has not been elected or is also unable to attend then the Council must appoint an acting Chairperson or Acting Mayor. (6) Any election for the appointment of an acting Chairperson or Acting Mayor will follow the same procedure as that for an election of Mayor. (7) The provisions applying to voting by secret ballot in this Local Law also apply to voting under this Part. (8) If a ballot is conducted, the Chief Executive Officer will arrange for the conduct of the ballot and the following provisions apply: Each candidate will draw one lot, and: a. The order of drawing lots will be determined by the alphabetical order of the surnames of the Councillors who received an equal number of votes except that if two or more such Councillor’s surnames are identical, the order will be determined by the alphabetical order of the Councillor’s first names; b. As many identical pieces of paper as there are Councillors who received an equal number of votes must be placed in a receptacle. If the ballot is being conducted to determine which is a defeated candidate, the word ‘Defeated’ shall be written on one of the pieces of paper and the Councillor who draws the paper with the word ‘Defeated’ written on it must be declared the defeated candidate (in which event a further vote must be taken on the remaining candidates); and c. If the ballot is being conducted to determine which candidate is to be duly elected, the word, ‘Elected’ must be written on one of the pieces of paper and the Councillor who draws the paper with the word ‘Elected’ written on it must be declared to have been duly elected.
PART THREE - COUNCIL MEETINGS
Division 1 – Notices of Meetings and Agendas
10. Dates and Times of Meetings (1) The date, time and place of all Council meetings are to be fixed by the Council and reasonable notice of the meetings must be provided to the public. (2) The Council may change the date, time and place of any Council meeting which has been fixed and must provide reasonable notice of the changes to the public.
11. Special Council Meetings (1) The Mayor or at least three Councillors may by a written notice call a special meeting in accordance with the Act. (2) The notice must specify the date, time and place of the special meeting and the business to be transacted. (3) The Chief Executive Officer must convene the special meeting as specified in the notice. (4) Unless all Councillors are present and unanimously agree to deal with any other matter only the business specified in the notice is to be transacted. (5) Subject to any resolution providing otherwise, the order of business at any special meeting must be the order in which such business stands in the agenda for the meeting.
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 8
(6) The notice issued to call a special meeting must be delivered to the Chief Executive Officer in sufficient time to enable reasonable notice of the special meeting to be given to Councillors.
12. Reasonable Notice (1) To enable reasonable notice of Council meetings to be given to the public, the Council must prepare a schedule of meetings annually and arrange publication in a local paper either: a. Of the schedule of meeting dates, at various times of the year; or b. Of a particular meeting, just prior to that meeting. (2) Where meeting dates are changed under sub-clause 10(2) or a special meeting is called, details should be published in a local paper unless time does not allow this to occur (in which case the posting of a notice setting out the details must be displayed on a notice board at the Council Offices and on the Council website).
13. Notice of Meeting (1) A notice of meeting, which includes an agenda of the business to be dealt with, must be sent or given to every Councillor: a. For an ordinary meeting, at least 48 hours before the meeting; b. For a special meeting, at least 24 hours before the meeting unless urgent circumstances require less notice; and c. For a special committee meeting, at least 48 hours before the meeting. (2) The notice of meeting must: a. State the date, time and place of the meeting; b. The business to be dealt with; and c. Be sent or given to each Councillor by post, or by electronic communication, or by personal delivery.
14. Leave of Absence A notice of meeting need not be sent or given to any Councillor who has been granted leave of absence, unless the Councillor has made a written request to the Chief Executive Officer to continue to receive notice of any meeting to be held during the period of his or her absence.
15. Postponement of Meetings (1) In the case of an emergency, the Chief Executive Officer may postpone a meeting of the Council without the necessity to comply with this Division provided reasonable attempts are made to notify every Councillor of the postponement. (2) The Chief Executive Officer must submit to the Council a full written report of the circumstances requiring his or her action under sub-clause 15(1) to the next ordinary meeting of the Council.
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Division 2 – Quorum
16. Ordinary Meetings The quorum required for an ordinary meeting will be a majority of the Councillors.
17. Special Meetings (1) The quorum required for a special meeting will be the same as for an ordinary meeting unless the special meeting has been called to deal with an emergency, in which case the quorum will be not less than three Councillors. (2) The quorum required for a special committee will be not less than the majority of members for the time being appointed to that committee unless the Council determines otherwise.
18. Inability to Obtain a Quorum If a quorum cannot be obtained within thirty (30) minutes of the scheduled starting time of any Council meeting or adjournment those Councillors present, or if there are no Councillors present, the Chief Executive Officer, may adjourn the meeting for a period not exceeding seven days from the date of the adjournment.
19. Inability to Achieve or Maintain a Quorum due to conflicts of interests of Councillors If during any meeting or adjournment a quorum cannot be achieved or maintained due to the number of disclosures of conflicts of interest by Councillors, the Chairperson may defer the item then under consideration, and the Chief Executive Officer may: (1) Include the item then under consideration on an agenda for a future meeting; or (2) Adjourn the meeting for a length of time sufficient to enable an exemption for the affected Councillors to be obtained from the Minister.
20. Time Limits for Meetings (1) An ordinary and special meeting must not continue after 11.00 pm unless a majority of Councillors present vote in favour of its continuance. (2) In the absence of such continuance, the meeting must stand adjourned to a time, date and place to be then and there announced by the Chairperson. (3) The Council may adjourn any meeting.
21. Notice of Adjourned Meeting The Chief Executive Officer must provide written notice of an adjourned meeting under clauses 18, 19 and 20 to all Councillors, but where this is not practicable because time does not permit that to occur, then, provided every reasonable attempt is made to contact every Councillor, notice by telephone, facsimile, email, in person or by some other means is sufficient.
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Division 3 – Minutes
22. Keeping of Minutes The Chief Executive Officer (or other person authorised by the Chief Executive Officer) is to attend the meeting and take the minutes of such meeting. Such minutes of each Council meeting must be retained and must record: (1) The date, time, nature and place of each meeting; (2) The names of the Councillors present; the names of those Councillors who have submitted apologies; and those who have been given leave of absence; (3) The arrival and departure times of Councillors, including any temporary departures or arrivals during the course of the meeting; (4) All disclosures of interest and conflicts of interest made by any Councillor; (5) Every motion and amendment moved, including motions and amendments that lapse for want of a seconder, including the mover (and seconder) of any motion or amendment; (6) The outcome of every motion put to the vote, the result of the vote and an identification of those motions voted on by secret ballot; (7) Formal motions; (8) The vote cast by each Councillor on each division called and the way their vote was cast; (9) When requested by a Councillor, a record of that Councillor’s support or opposition for any motion; (10) The names of members of Council staff present; (11) The failure of a quorum including the reason for the failure of a quorum; and (12) Any other matter which the Chief Executive Officer thinks should be recorded to clarify the intention of the meeting or reading of the minutes.
23. No Debate on Confirmation of the Minutes No debate or discussion on the confirmation of the minutes will be permitted except where their accuracy as a record of proceedings of the meeting to which they relate is questioned.
24. Objection to Confirmation of the Minutes (1) If a Councillor is dissatisfied with the accuracy of the minutes, then he or she must: a. State the item or items with which he or she is dissatisfied; and b. Propose a motion clearly outlining the alternative wording to amend the minutes. (2) Objections to the minutes shall be dealt with in the order in which the provisions objected to appear in the minutes, debated separately using the normal rules of debate.
25. Deferral of Confirmation of the Minutes The Council may defer the confirmation of the minutes until later in the meeting or until the next meeting as appropriate.
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26. Recording of Meetings (1) The Chief Executive Officer (or other person authorised by the Chief Executive Officer) may audio or video record and broadcast the proceedings of a Council meeting. (2) Subject to sub-clause 26(1), a person must not operate recording equipment at any Council meeting without first obtaining the consent of the Council or the Chairperson. Such consent may at any time during the course of such meeting be revoked by the Council or the Chairperson. 4 – Business of Meetings
27. The Order of Business (1) Unless the Council resolves otherwise, the order of business at an ordinary meeting of the Council will be as follows: a. Acknowledgement of Country. b. Confirming Councillors present at the meeting. c. Apologies/Leave of Absence. d. Confirmation of minutes of the previous meeting. e. Disclosures of interests/conflicts of interest. f. Public question time. g. Committee Reports. h. Petitions, joint letters i. Officer reports j. Delegates’ and Councillors’ reports k. Notices of motion l. Urgent special business. (2) Once an agenda has been sent to Councillors, the order of business for that meeting may only be altered by resolution of the Council. (3) The Chief Executive Officer may include any matter on an agenda which he or she thinks should be considered at the meeting.
Division 5 – Voting Procedure at Meetings
28. Voting Unless the Council resolves to deal with any matter by secret ballot, voting on any matter will be by show of hands, subject to the provisions of Section 90(ca) of the Local Government Act.3.
29. System of Voting by Secret Ballot If the Council resolves to deal with any matter by secret ballot, the Chief Executive Officer must establish and cause to be administered a system for voting by secret ballot to ensure that the privacy of the vote is maintained.
3 Section 90(ca) provides that voting at a meeting that is open to the public must not be in secret.
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30. How Determined (1) In determining a question before a meeting of the Council, the Chairperson will first call for those in favour of the motion and then those opposed to the motion before declaring the result to the meeting. (2) In the event of a tied vote, the Chairperson must exercise the casting vote in accordance with the Act. (3) An abstention is noted at the request of the abstaining Councillor and noted in the minutes.
31. Divisions (1) Except where sub-clause 9(2) applies or where a question on any matter is determined by secret ballot, a division may be requested by a Councillor on any matter. (2) The request must be made to the Chairperson either immediately prior to or immediately after the vote has been taken but cannot be requested after the next item of business has commenced. (3) Once a division has been requested the Chairperson will call for a show of hands by those Councillors voting for the motion and then those Councillors opposed to the motion. (4) A Councillor may change his or her original vote at the voting on the division, and the voting by division will determine the Council’s resolution on the issue. (5) Once a vote on a matter has been taken, no further discussion relating to the motion will be allowed unless the discussion is: a. for a Councillor to request that his or her opposition to the motion be recorded in the minutes or a register maintained for that purpose; or b. where a subsequent notice of motion follows a successful rescission motion.
Division 6 –CONDUCT OF DEBATE
32. Chairperson’s Duty Any motion or amendment which:
(1) Is objectionable in language or nature; (2) Is outside the powers of the Council; (3) Is not relevant to an item of business on the agenda and has not been admitted as urgent business; (4) Is vague or unclear, or (5) Purports to be an amendment but is not;
must not be accepted by the Chairperson.
33. Additional Duties and Discretions In addition to other duties and discretions provided in this Local Law, the Chairperson –
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(1) Must not accept any motion, question or statement which appears to the Chairperson to be derogatory, defamatory or embarrassing to any Councillor, member of Council staff, ratepayer or member of the public; and (2) Must call to order any person who is disruptive or unruly during any meeting.
34. Moving a Motion (1) The procedure for any motion is: a. the mover must state the motion without speaking to it; b. the motion must be seconded by a Councillor other than the mover; c. if a motion is not seconded the motion will lapse for want of a seconder; d. if the motion is seconded, the Chairperson must ask “Is the motion opposed?”; e. if a Councillor indicates opposition, the Chairperson must request: (i) the mover to address the meeting on the motion; and (ii) the seconder to address the meeting on the motion (who may, without speaking to the motion, reserve his or her address until later in the debate); and (iii) Any other Councillors for and against the motion to debate in turn.
(2) If no Councillor indicates opposition then the Chairperson must: a. Offer the mover the opportunity to address the meeting on the motion; b. Then invite any other Councillor to speak to the motion; c. Once each Councillor has been given the opportunity to speak to the motion, declare the motion carried; and d. If at any time before declaring the motion carried, a Councillor had declared opposition to the motion, conduct the debate by reverting to paragraph (1e).
34A. Debating the motion (1) When debating the motion a. the mover of the motion is invited to speak first; b. the seconder of the motion is invited to speak second, however he or she may reserve the right to speak later in the debate; c. the member who opposed the motion is invited to speak third; and d. any other members may speak for or against the motion. (2) When inviting other members to speak to the motion the Chairperson must ask for speakers for and against the motion in turn, however no member may be refused the right to speak because there is no contrary speaker. (3) No member may speak more than once in debating a motion, except where the mover of the motion has a right of reply or where the seconder of the motion has reserves their right. (4) Debate must always be relevant to the motion and the Chairperson may: (a) Request a speaker to confine debate to the subject motion; or (b) Direct a speaker to cease speaking if he or she continues to debate irrelevant matters.
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(5) Once the debate has been exhausted, the mover of the motion is entitled to exercise a right of reply, but may not raise any new matter. (6) Immediately after the mover’s right of reply, the Chairperson must put the motion to a vote without further discussion or debate.
35. Right of Reply (1) The mover of an original motion which has not been amended may, once debate has been exhausted, exercise a right of reply to matters raised during debate. (2) After a right of reply has been exercised, the motion must be immediately put to the vote without any further discussion or debate. (3) No right of reply is available where an amendment is before the Council.
36. Moving an Amendment (1) A motion having been moved and seconded may be amended by leaving out, inserting or adding words which must be relevant to the original motion and framed so as to complement it as an intelligible and consistent whole. (2) An amendment may be proposed or seconded by any Councillor, other than the mover or seconder of the original motion. (3) A Councillor may address the meeting once on any amendment, whether or not they have spoken to the original motion but debate must be confined to the terms of the amendment. (4) Any number of amendments may be proposed to a motion but only one amendment may be accepted by the Chairperson at any one time. No second or subsequent amendment, whether to the original motion or an amendment of it, can be taken into consideration until the previous amendment has been dealt with. (5) If the amendment is carried, the amended motion then becomes the motion before the Chairperson.
37. Foreshadowing Motions (1) At any time during debate, a Councillor may foreshadow a motion to inform the Council of his or her intention to move a motion at a later stage in the meeting, but this does not extend any special right to the foreshadowed motion. (2) A motion foreshadowed may be prefaced with a statement that, in the event that a particular motion before the Chairperson is resolved in a certain way, a Councillor intends to move an alternative or additional motion. (3) A foreshadowed motion has no procedural standing and is merely a means to assist the flow of the meeting. (4) The Chief Executive Officer is not required to have foreshadowed motions recorded in the minutes until the foreshadowed motion is formally moved, but may do so if thought appropriate. 38. Withdrawal of Motions (1) Before any motion is put to the vote, it may be withdrawn with leave of the Council. (2) If the majority of Councillors objects to the withdrawal of the motion, it cannot be withdrawn.
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39. Separation of Motions (1) Where a motion contains more than one part, a Councillor may request the Chairperson to put the motion to the vote in separate parts. (2) The Chairperson may decide to put any motion to the vote in separate parts.
40. Motions in Writing The Chairperson may require any motion to be submitted in writing where it is lengthy or unclear, or for any other reason, and may suspend the meeting while the motion is being written.
41. Debate Must Be Relevant to the Motion (1) Debate must always be relevant to the question before the Chairperson, and if not, the Chairperson may request the speaker to confine the debate to the subject motion. (2) If after being requested to confine debate to the question before the Chairperson, the speaker refuses or neglects to confine the debate to the question before the Chairperson, the Chairperson may direct the speaker to be seated and not speak further in respect of the question then before the Chairperson. (3) A speaker to whom a direction has been given under sub-clause 41(2) must comply with that direction.
42. Speaking Times (1) Unless a motion for an extension of time has been carried, the maximum speaking times will be: a. the mover of the motion – five minutes; b. the mover of the motion when exercising his or her right of reply – three minutes; c. any other Councillor – three minutes. (2) An extension of speaking time may be granted by resolution of the Council. (3) A motion for an extension of speaking time must be proposed: a. immediately before the speaker commences debate; b. during the speaker’s debate; or c. immediately after the speaker has concluded debate. (4) A motion for the extension of speaking time cannot be accepted by the Chairperson if another speaker has commenced his or her contribution to the debate. (5) Any extension of speaking time must not exceed three minutes.
43. Addressing the Meeting If the Chairperson so determines: (1) Any person addressing the Chair must refer to the Chairperson as Mayor or Chairperson (as the case may be). (2) All Councillors, other than the Mayor, must be addressed as: ‘Councillor (name)’. (3) All members of Council staff should be addressed as: Mr. or Ms (name) as appropriate or by their official title.
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44. Priority of Address In the case of competition for the right to speak, the Chairperson must decide the order in which the Councillors concerned will be heard.
DIVISION 7 – FORMAL MOTIONS
45. Formal Motions (1) Unless otherwise prohibited, a formal motion may be moved at any time and must be dealt with immediately by the Chairperson. (2) Formal motions are required to be seconded. (3) The mover of a formal motion must not have moved, seconded or spoken to the question before the Chairperson or any amendment of it. (4) A formal motion cannot be moved by the Chairperson.
46. Deferring Consideration (1) A motion may be moved "that the matter be deferred to a subsequent meeting of the Council or to a meeting date to be specified in order to take advantage of further information". (2) The motion in sub-clause 46(1): a. is a formal motion which may be debated and, if carried, has the effect of adjourning any further debate on the matter currently before the Council; and b. will, if carried, result in the deferred item being re-listed on the agenda of the nominated meeting date and being identified as having been a deferred item.
47. Proceeding to the Next Business (1) A motion may be moved “That the meeting proceed to the next business”. (2) The motion in sub-clause 47(1): a. is a formal motion which cannot be debated or amended, and must be put to the vote as soon as seconded; b. Is a formal motion which cannot be moved during the election of a Chairperson or a matter in respect of which a call of the Council has been made for that meeting, or when another Councillor is speaking; and c. if carried in respect to an original motion, requires the Chairperson to direct the meeting to the next item of business.
48. The Previous Question (1) A motion may be moved “That the question be NOT now put”. (2) The motion in sub-clause 48(1): a. is a formal motion which can be debated but cannot be moved while there is an amendment before the Chairperson or during the election of a Chairperson, when another Councillor is speaking or when the matter is one in respect of which a call of the Council has been made; b. if carried, prevents the original motion to which it relates being dealt with at that meeting until it is placed on an agenda for a later meeting; and
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c. if lost, requires that the original or substantive motion to which it relates be put to a vote immediately without any further debate or amendment. (3) The Chairperson has the discretion to reject the motion if the matter is contentious by nature or has not been adequately debated. (4) Adequate debate arises when every Councillor who wishes to put a view has had an opportunity to do so. (5) The motion may only be put by a Councillor who has not spoken to the motion or any amendment of it.
49. The Closure (1) A motion may be moved “That the motion be now put”. (2) The motion in sub-clause 49(1): a. is a formal motion where no debate is permitted and which, if carried in respect to a substantive motion or amendment, requires that the substantive motion must be put to the vote immediately without debate or discussion; b. if carried in respect to an amendment, requires that the amendment be put to the vote immediately without any further debate or discussion and allows debate on the substantive motion to continue; and c. if lost, allows debate to continue unaffected. (3) The Chairperson has a discretion to reject the motion if the motion upon which it is proposed has not been sufficiently debated. (4) Sufficient debate arises when those possessing different views have been given an opportunity to state them. (5) The motion may only be put by a Councillor who has not spoken to the motion or any amendment of it. (6) The motion cannot be put during nominations for Chairperson.
50. Adjourning the Debate (1) A motion may be moved “That the motion and amendments now before the meeting be adjourned until am/pm and/or date…….”. (2) Any Councillor may move this motion. (3) The motion in sub-clause 50(1): a. is a formal motion which may be debated but may only be amended in relation to the time, date and place of the proposed amendment; b. cannot be moved while any person is speaking or during the election of a Chairperson; and c. may provide a date or time to which the adjournment is sought (but if no date or time is included, it may be re-listed at the discretion of the Chief Executive Officer or upon a subsequent resolution of the Council).
51. Councillors May Stand When Speaking (1) The Chairperson may require a Councillor to stand while speaking. (2) A Councillor who is required by the Chairperson to stand while speaking must, if it is practicable to do so, comply with that requirement.
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52. Interruptions, Interjections and Relevance (1) A Councillor must not be interrupted except by the Chairperson or upon a point of order being taken. (2) If a Councillor is interrupted by the Chairperson or upon a point of order being taken, he or she must remain silent until the Chairperson has ceased speaking, or the point of order has been determined. (3) A Councillor must not digress from the subject matter of the motion or business under discussion. (4) The mover of a motion must not introduce fresh matter when exercising any right of reply.
DIVISION 8 – POINTS OF ORDER
53. Valid Points of Order (1) A point of order may be raised in relation to: a. a procedural matter; b. a Councillor who is or appears to be out of order; or c. any act of disorder. (2) Rising to express a mere difference of opinion or to contradict a speaker will not be treated as a point of order.
54. Chairperson to Decide (1) The Chairperson will decide all points of order by stating the provision, rule, practice or precedent which he or she considers applicable to the point raised without entering into any discussion or comment. (2) The Chairperson may adjourn the meeting to consider a point of order. (3) Subject to sub-clause 54(2), the Chairperson must rule on a point of order as soon as it is raised and all matters before the Council are to be suspended until the point of order is determined.
55. Final Ruling on a Point of Order (1) The determination of the Chairperson in respect to a point of order raised will not be open for discussion and will be final and conclusive unless the majority of the Councillors present move a motion of dissent. (2) A motion of dissent on a point of order must contain the rule, provision, practice or precedent in substitution for the Chairperson’s ruling. (3) A motion of dissent in relation to a point of order is not a motion of no confidence in the Chairperson and the Chairperson must at all times remain in the Chair and he or she will maintain his or her right to a second vote. (4) A motion of dissent on a point of order will take precedence over all other business and, if carried, must be acted on instead of the ruling originally given by the Chairperson.
56. Procedure for Point of Order A Councillor taking a point of order must: (1) state the point of order; and
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(2) the clause, paragraph or provision of this Local Law relied upon in support of the point of order.
57. Chairperson May Speak (1) If the Chairperson wishes to participate in the debate, he or she must call for a motion to appoint a temporary Chairperson. (2) The temporary Chairperson elected by the meeting will take the Chair until the item of business has been determined. (3) The Chairperson must then resume the Chair.
58. Adjournment and Resumption of Meeting (1) The Chairperson may adjourn any meeting until a time and place to be determined at the time of the adjournment. (2) For the purpose of stating the time to which the meeting is adjourned, the time may be indicated as at the adjournment or conclusion of another meeting or event.
DIVISION 9 – PUBLIC QUESTION TIME
59. Question Time (1) There will be a public question time at every ordinary meeting to enable members of the public to ask questions or address the Council. (2) Standing orders will be suspended by resolution of the Council for the duration of Public Question Time. (3) The duration of question time will be no more than 30 minutes except that by resolution of the Council Public Question Time may be extended. (4) The Chairperson will exercise discretion so that the maximum number of people present will be permitted to ask their questions within the time available for Public Question Time. (5) Members of the public are to identify themselves and may speak for up to three minutes, which time may be extended at the discretion of the Chairperson. (6) A question shall be disallowed by the Chairperson if it: a. relates to a matter outside the duties, functions and powers of the Council b. is defamatory, indecent, abusive, offensive, irrelevant, trivial or objectionable in language or substance c. deals with a subject matter already addressed during the meeting d. is aimed at embarrassing a Councillor or a member of Council staff e. relates to personnel matters f. relates to the personal hardship of any resident or ratepayer g. relates to industrial matters h. relates to contractual matters. i. relates to legal advice j. relates to matters affecting the security of Council property; or k. relates to any other matter which the Council considers would prejudice the Council or any person.
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(7) Where a question is disallowed by the Chairperson, the Chairperson will state the clause under which the question was disallowed. (8) All questions and answers must be as brief as possible, and no discussion will be allowed other than for the purposes of clarification. Questions and answers will be directed through the Chairperson. (9) The Chairperson may nominate one or more Councillors or a member of Council staff to respond to a question or may take the question on notice to obtain further information. (10) Any Councillor may request, through the Chairperson, to respond to a question.
DIVISION 10 – NOTICES OF MOTION
60. Must be Listed on Agenda (1) A notice of motion cannot be accepted by the Chairperson unless it has been listed on the agenda for the meeting at which it is proposed to be moved. (2) A Councillor may give a signed notice of motion in writing on any matter he or she wants discussed at a meeting by giving or delivering a notice of motion by close of business hours on the day preceding dispatch of the relevant meeting agenda outlining the subject and the motion proposed for discussion to the Chief Executive Officer.
61. Rejection of a Vague Notice The Chief Executive Officer: (1) May reject any notice of motion that is too vague or appearing to be contrary to the Local Government Act or any other law; and (2) Must notify the relevant Councillor of any notice of motion which has been rejected and give the reasons for its rejection.
62. Listing Notice on Agenda Unless the notice specifies a particular meeting date, the Chief Executive Officer must list the notice of motion and, if more than one, in the order they were received, on the next appropriate meeting agenda.
63. Register of Notice The Chief Executive Officer must cause every notice of motion received to be sequentially numbered and maintained in a register.
64. May be Moved by a Councillor and Amended (1) A notice of motion listed on the agenda may be moved by any Councillor present and, except where the notice of motion is to confirm a previous resolution of the Council, may be amended. (2) If a notice of motion to confirm a previous resolution of the Council cannot be carried in its original form, it is lost. (3) Unless the Council resolves to re-list at a future meeting a notice of motion which has been lost, a similar motion must not be put before the Council for at least three months from the date it was last lost.
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DIVISION 11 – NOTICE OF AMENDMENT OR RESCISSION
65. Procedure (1) A Councillor may propose a motion to amend or rescind a decision of the Council provided: a. the previous motion has not been acted upon; and b. a notice is given or delivered in writing to the Chief Executive Officer by close of business hours on the day preceding dispatch of the next appropriate meeting agenda outlining; i. the decision proposed to be amended or rescinded; and ii. the meeting and the date when the decision was made. (2) The Chief Executive Officer or an appropriate member of Council staff is entitled to implement a resolution at any time after the close of the meeting at which it was made. (3) A resolution will be deemed to have been acted upon if: a. its content or substance has been communicated by a member of Council staff through written or verbal means to a person whose interests are materially affected by it; or b. a statutory process has been commenced so as to vest enforceable rights in or obligations on the Council or any other person.
66. Listing Notice of Amendment or Rescission on Agenda The Chief Executive Officer must list the notice of amendment or rescission, and if more than one, in the order they were received, on the next appropriate meeting agenda, together with a brief report outlining the Chief Executive Officer’s advice on the implications or consequences of the motion being so amended or rescinded.
67. Criteria to Amend or Rescind a Motion (1) For a decision of the Council to be amended or rescinded, the motion for amendment or rescission must be carried by the majority of the votes cast. (2) Unless the Council resolves to re-list at a future meeting a notice to amend or rescind which has been lost, a similar motion must not be put before the Council for at least three months from the date it was last considered. (3) If a notice of amendment or rescission is not moved at the meeting for which it is listed, it will lapse. (4) A notice of amendment or rescission listed on an agenda may be moved by any Councillor present but cannot be amended.
68. When Not Required A notice of amendment or rescission is not required where the Council wishes to change a previous decision relating to a policy of the Council.
69. Register of Notices The Chief Executive Officer must cause every notice of amendment or rescission received to be sequentially numbered and maintained in a register.
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70. Urgent Special Business Business which has not been listed on an agenda for an ordinary meeting must not be admitted as urgent business unless: (1) It relates to or arises out of a matter which has arisen since distribution of the agenda; and (2) It cannot safely or conveniently be deferred until the next ordinary meeting; and (3) Leave of Council is sought and approved by a majority of those present for the matter to be admitted as urgent business after the matter has been outlined by the proposer.
DIVISION 12 – PETITIONS AND JOINT LETTERS
71. Petitions and Joint Letters (1) A petition or joint letter presented to the Council may lie on the table until the next ordinary meeting of the Council. No motion other than to receive the petition or joint letter may be accepted by the Chairperson at the meeting at which it is presented. (2) The Council may receive a report on any petitions or joint letters at the next ordinary meeting of the Council or another meeting to be determined by the Council. (3) A copy of the text of the petition or joint letter must be included on the agenda for the next ordinary or available meeting. (4) A petition or joint letter may nominate a person to whom a reply may be sent, but if no person is nominated the Council may reply to the first or any person whose signature appears on the petition. (5) Every petition or joint letter must be signed by the persons whose names are appended to it by their names or marks and, except in cases of incapacity or sickness, by no one else, and the address of every petitioner or signatory must be clearly stated.
72. Councillor Presenting Petition – Obligations (1) Any Councillor presenting a petition or joint letter will be responsible for ensuring that: a. he or she is familiar with the contents and purpose of the petition or joint letter; b. the petition or joint letter is not derogatory or defamatory or disrespectful of the Council; and c. his or her name is written at the beginning of the petition or joint letter. (2) A petition or joint letter received by any Councillor personally which requires a decision of or a direction from Council must: a. be tabled by the Councillor at the next available meeting; or b. referred by the Councillor to the Chief Executive Officer.
73. Signing Petitions Any person who fraudulently signs a petition or joint letter which is presented to the Council is guilty of an offence. Penalty: 10 penalty units
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74. Public Submissions (1) The Council must, at such time as is allocated by it, hear any person wishing to be heard in respect of their submission to Council under section 223 of the Act providing the submission does not contravene the provisions of Section 58(6). (2) Councillors may, through the Chairperson, question any submitter in relation to their submission. (3) After hearing submissions the Council may immediately consider what has been said and any submission made to it in writing or may adjourn its consideration of any such submissions.
DIVISION 13 – OTHER PROCEDURAL MATTERS
75. Chairperson May Remove (1) Any person (including a Councillor) who has been called to order by the Chairperson (in this sub-clause "the direction") and who fails to comply with the Chairperson’s direction is guilty of an offence. Penalty: 10 penalty units
(2) The Chairperson has a discretion to direct and cause the removal of any person (including a Councillor) who disrupts any meeting; fails to comply with his or her direction; or who has committed an offence against this Local Law.
76. Chairperson May Adjourn Disorderly Meeting If the Chairperson is of the opinion that disorder at the Council table or in the gallery makes it desirable to adjourn the meeting, he or she may adjourn the meeting to a later time on the same day or to some later day as he or she thinks proper.
77. Suspensions The Chairperson may suspend from a meeting, and for the balance of the meeting, any Councillor whose actions have disrupted the business of Council and impeded its orderly conduct.
78. Removal from Chamber The Chairperson, or Council in the case of a suspension, may ask the Chief Executive Officer or a member of the Victoria Police to remove from the Chamber any person who acts in breach of this Local Law or whom the Chairperson has ordered to be removed from the gallery under clause 75 of this Local Law. 79. Placards and Signs Prohibited at Council Meetings In order to maintain good order in the Chamber, a person must not bring any placard or sign into a Council meeting.
80. Suspension of Standing Orders (1) Subject to clause 82, the provisions of this Local Law may be suspended for a particular purpose by resolution of the Council.
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(2) The suspension of standing orders may only be used to enable full discussion of any issue without the constraints of formal meeting procedure. (3) The purpose of the suspension of standing orders is to enable the formalities of meeting procedure to be temporarily set aside of while an issue is being discussed. (4) The suspension of standing orders may not be used purely to dispense with the processes and protocol of the government of the Council, and an appropriate motion would be: "That standing orders be suspended to enable discussion on……". (5) Once the discussion has taken place and before any motion can be put, the resumption of the standing orders will be necessary.
81. No Motions May Be Accepted During Suspension of Standing Orders No motion may be accepted by the Chairperson or be lawfully dealt with during any suspension of standing orders.
82. Matters Not Provided For Where a situation has not been provided for under this Local Law, the Council may determine the matter by resolution.
PART FOUR - COMMON SEAL
83. The Council’s Common Seal (1) The Chief Executive Officer must ensure the security of the Council’s common seal at all times. (2) The Council’s common seal may only be used on the authority of the Council given either generally or specifically and every document to which the seal is affixed must be signed by the Chief Executive Officer or his or her delegate. (3) Any person who uses the Council’s common seal without authority is guilty of an offence. Penalty: 10 penalty units (4) Any person who uses any replica of the Council’s common seal without authority is guilty of an offence. Penalty: 10 penalty units
PART FIVE - ENFORCEMENT AND PENALTIES
84. Infringement Notices (1) An Authorised Officer may, as an alternative to a prosecution, serve an infringement notice in the form of the notice in Schedule 1 on a person who has committed an offence against this Local Law. (2) The fixed penalty in respect of an infringement is the amount set out in Schedule 2.
85. Payment of Penalty (1) A person served with an infringement notice may pay the penalty indicated to the Chief Executive Officer.
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(2) To avoid prosecution, the penalty indicated must be paid within 28 days after the day on which the infringement notice is issued. (3) A person issued with an infringement notice may choose to disregard the notice and defend the prosecution in court, in which case the penalty that may be imposed is the amount specified following each clause in this Local Law.
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SCHEDULE ONE – INFRINGEMENT NOTICE
CONTENT
Date:
To: (name and address)
I, (name of Authorised Officer) have reason to believe that you have committed an offence against the Meeting Procedures Local Law of the Mount Alexander Shire Council as indicated below:
Date Time Clause of Local Law Penalty Description of offence
Location of offence
You may choose to have the matter heard and determined by a Court. To do so, you must lodge your request with the Magistrates Court within 28 days from the date of this notice.
SCHEDULE TWO – PENALTIES FIXED FOR INFRINGEMENTS
CONTENT
Provision Offence Penalty Units 72 Fraudulently signing a petition 10 74(1) Failure to comply with the direction of the Chairperson 10 83(3) Using the Common seal without authority 10 83(4) Using a replica of the Common seal without authority 10
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 27
Separate Attachment ECO 53C Ordinary Meeting of Council 20 November 2018
LOCAL LAW NO. 1 OF 2018
See below for suggested deletions and amendments. See Clauses 6,7,&8
MEETING PROCEDURES
SUBMISSION TABLE OF CONTENTS PART ONE - PRELIMINARY PROVISIONS ...... 5 1. Title ...... 5 2. Purpose ...... 5 3. Authorising Provision ...... 5 4. Commencement, Revocation and Areas of Operation ...... 5 5. Revocation of Other Local Laws ...... 5 6. Definitions of words used in this Local Law ...... 6 PART TWO - ELECTION OF MAYOR AND OTHER CHAIRPERSONS ...... 7 7. Meeting to Elect the Mayor ...... 7 8. Election of Mayor and Chairs ...... 7 PART THREE - COUNCIL MEETINGS ...... 8 DIVISION 1 – NOTICES OF MEETINGS AND AGENDAS ...... 8 9. Dates and Times of Meetings ...... 8 10. Special Council Meetings ...... 8 11. Reasonable Notice ...... 8 12. Notice of Meeting ...... 9 13. Leave of Absence ...... 9 14. Special Meetings ...... 9 DIVISION 2 – QUORUM ...... 9 15. Ordinary Meetings ...... 9 16. Special Meetings ...... 9 17. Inability to Obtain a Quorum ...... 10 18. Inability to Achieve or Maintain a Quorum due to conflicts of interests of Councillors...... 10 19. Time Limits for Meetings ...... 10 20. Notice of Adjourned Meeting ...... 10 DIVISION 3 – MINUTES ...... 10 21. Keeping of Minutes ...... 10 22. No Debate on Confirmation of the Minutes ...... 11 23. Objection to Confirmation of the Minutes ...... 11 24. Deferral of Confirmation of the Minutes ...... 11 25. Recording of Minutes ...... 11 DIVISION 4 – BUSINESS OF SUBMISSIONMEETINGS ...... 11 26. The Order of Business ...... 11 DIVISION 5 – VOTING PROCEDURE AT MEETINGS ...... 12 27. Voting ...... 12 28. System of Voting by Secret Ballot ...... 12 29. How Determined ...... 12 30. Divisions ...... 12 DIVISION 6 – MOTIONS ...... 13 31. Chairperson’s Duty ...... 13 32. Additional Duties and Discretions ...... 13 33. Moving a Motion ...... 13 34. Right of Reply ...... 14 35. Moving an Amendment ...... 14 36. Foreshadowing Motions ...... 14 37. Withdrawal of Motions ...... 14 38. Separation of Motions ...... 14 39. Motions in Writing ...... 15 40. Debate Must Be Relevant to the Motion ...... 15 41. Speaking Times ...... 15 42. Addressing the Meeting ...... 15 43. Priority of Address ...... 15 DIVISION 7 – FORMAL MOTIONS ...... 16 44. Formal Motions ...... 16 45. Deferring Consideration ...... 16 46. Proceeding to the Next Business ...... 16 47. The Previous Question ...... 16 48. The Closure ...... 17 49. Adjourning the Debate ...... 17 50. Councillors May Stand When Speaking ...... 17 51. Interruptions, Interjections and Relevance ...... 17 DIVISION 8 – POINTS OF ORDER ...... 18 52. Valid Points of Order ...... 18 53. Chairperson to Decide ...... 18 54. Final Ruling on a Point of Order ...... 18 55. Procedure for Point of Order ...... 18 56. Chairperson May Speak ...... 19 57. Adjournment and Resumption of Meeting ...... 19 DIVISION 9 – PUBLIC QUESTION TIME ...... 19 58. Question Time ...... 19 DIVISION 10 – NOTICES OF MOTION ...... 20 59. Must be Listed on Agenda ...... 20 60. Rejection of a Vague Notice ...... 20 61. Listing Notice on Agenda ...... 20 62. Register of Notice ...... 20 63. May be Moved by a Councillor and Amended ...... 20 DIVISION 11 – NOTICE OF AMENDMENT OR RESCISSION ...... 21 64. Procedure ...... 21 65. Listing Notice of Amendment or Rescission on Agenda ...... 21 66. Criteria to Amend or Rescind a Motion ...... 21 67. When Not Required ...... 21 68. Register of Notices ...... 21 69. Urgent Special Business ...... 22 DIVISION 12 – PETITIONS AND JOINT LETTERS ...... 22 70. Petitions and Joint Letters ...... 22 71. Councillor PresentingSUBMISSION Petition – Obligations ...... 22 72. Signing Petitions ...... 22 73. Public Submissions ...... 23 DIVISION 13 – OTHER PROCEDURAL MATTERS ...... 23 74. Chairperson May Remove ...... 23 75. Chairperson May Adjourn Disorderly Meeting ...... 23 76. Suspensions ...... 23 77. Removal from Chamber ...... 23 78. Placards and Signs Prohibited at Council Meetings ...... 23 79. Suspension of Standing Orders ...... 24 80. No Motions May Be Accepted During Suspension of Standing Orders ...... 24 81. Matters Not Provided For ...... 24 PART FOUR - COMMON SEAL ...... 25 82. The Council’s Common Seal ...... 25 PART FIVE - ENFORCEMENT AND PENALTIES ...... 25 83. Infringement Notices ...... 25 84. Payment of Penalty ...... 25
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 3 SCHEDULE ONE – INFRINGEMENT NOTICE...... 26 SCHEDULE TWO – PENALTIES FIXED FOR INFRINGEMENTS ...... 26
SUBMISSION
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 4 MEETING PROCEDURES LOCAL LAW No. 1 of 2018
PART ONE - PRELIMINARY PROVISIONS
1. Title This Local Law is the "Meeting Procedures Local Law" of the Mount Alexander Shire Council, being Local Law No. 1 of 2018.
2. Purpose The objectives of this Local Law are to: 1) Establish procedures governing the conduct of meetings of the Council and of special committees appointed by the Council; 2) Provide for the election of Mayor and the chairpersons of any special committees; 3) Provide for the use of the Council’s common seal; 4) Promote and encourage community participation in the system of local government; 5) Provide a mechanism through its formal meeting procedure to ensure effective and efficient Council decisions are made; 6) Provide for the administration of the Council’s powers and functions; and 7) Provide generally for the peace, order and good government of the municipal district.
3. Authorising Provision This Local Law is made under sections 5, 91 and 111 of the Local Government Act 1989.
4. Commencement, Revocation and Areas of Operation This Local Law: 1) Commences operationSUBMISSION on <
5. Revocation of Other Local Laws From the date of commencement of the operation of this Local Law, the following Local Law will cease to operate and is revoked: Local Law No.1 – Meeting Procedures 2008.
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 5 6. Definitions of words used in this Local Law
Act Means the Local Government Act 1989.
Chair Refers to the Chairperson.
Chairperson Means the person who chairs a meeting of the Council or special committee of the Council.
Chief Executive Officer Means the person appointed by the Council to be the Chief Executive Officer of the Council or any person appointed by the Chief Executive Officer in his or her absence.
Council Means Mount Alexander Shire Council.
Councillor Means a person who is an elected member of the Council.
Council meeting Includes an ordinary and a special meeting of the Council.
Division Means a formal count of those for and those against a motion, generally conducted to remove any doubt as to whether the motion is supported or opposed. joint letter Means any document which is in the form of a letter and bears the signature of two or more people. formal motion Means a motion which relates to a procedural matter only and which is not designed to produce any substantive result but merely used as a formal procedural measure. local paper Means a newspaper generally circulating in the Council's municipal district.
Member Refers to a person who is entitled to vote at a meeting of the Council or special committee of the Council.
Minister Means the Minister responsible for administering the Local Government Act 1989. penalty units SUBMISSIONMeans units as prescribed in the Sentencing Act 1991. petition Means any document which seeks the taking of some specified action by the Council, and which contains within it a request for the taking of such action, is signed personally by the petitioners, and which is presented to the Council. quorum Means the minimum number of members of the Council required by this Local Law to be present in order to constitute a valid meeting of the Council or a special committee of the Council. suspension of standing Means the suspension of the provisions of this Local Law to orders facilitate full discussion on an issue without formal constraints.
Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 6 PART TWO - ELECTION OF MAYOR AND OTHER CHAIRPERSONS
7. Meeting to Elect the Mayor (1) The Chief Executive Officer must facilitate the election of the Mayor in accordance with the provisions of the Act. (2) A meeting to fill the vacancy of Mayor will be held: a. As soon as practicable after the declaration of the results of a general election of Councillors; b. As soon as practicable after the fourth Saturday in November, in years between general elections of Councillors; or c. Where the position of Mayor otherwise becomes vacant, as soon as practicable after the vacancy has occurred.
8. Election of Mayor and Chairs (1) At any meeting to elect the Mayor, any Councillor may be appointed as a temporary Chairperson to deal with the receipt of nominations for the election of Mayor and to conduct the election of Mayor in accordance with the provisions of this Local Law. (2) The election of Mayor will be carried out by a show of hands unless the Council resolves that it be carried out by secret ballot. (3) If the election of Mayor is held by secret ballot, no division is permitted. (4) In determining the election of Mayor, the following processes will apply: a. The Chief Executive Officer must open the meeting at which the Mayor is to be elected and preside until the meeting elects a temporary Chairperson. b. Upon the meeting electing a temporary Chairperson, the temporary Chairperson must invite nominations for the office of Mayor (each of which must be seconded), and: i. where only one nomination is received, that Councillor must be declared elected; ii. where two nominations are received, the Councillor with the majority of votes cast will be declared elected; iii. where there SUBMISSIONare two or more nominations and all votes cast are equally divided between two or more nominees, the election must be determined by lot; iv. where there are more than two nominations received and the result has not been determined under paragraphs ii and iii the nominee with the fewest number of votes cast must be eliminated (and if more than one of them, the nominee determined by lot) and the names of the remaining nominees must be put to the vote again; and v. the procedure in paragraph iv must be repeated until the circumstances in paragraph iii apply or until there are only two nominees remaining (in which case a further vote must be taken and the nominee with a majority will be declared elected or, if there is an equal division of votes, the election must be determined by lot). (5) If the Mayor is unable to attend a Council meeting for any reason the Council must appoint an acting Chairperson or Acting Mayor. (See Section 73(3) LGA 1989) (6) Any election for the appointment of an acting Chairperson or Acting Mayor will follow the same procedure as that for an election of Mayor. (7) The provisions applying to voting by secret ballot in this Local Law also apply to voting under this Part. Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 7 (8) If a ballot is conducted, the Chief Executive Officer will arrange for the conduct of the ballot and the following provisions apply: Each candidate will draw one lot, and: a. The order of drawing lots will be determined by the alphabetical order of the surnames of the Councillors who received an equal number of votes except that if two or more such Councillors’ surnames are identical, the order will be determined by the alphabetical order of the Councillors’ first names; b. As many identical pieces of paper as there are Councillors who received an equal number of votes must be placed in a receptacle. If the ballot is being conducted to determine which is a defeated candidate, the word ‘Defeated’ shall be written on one of the pieces of paper and the Councillor who draws the paper with the word ‘Defeated’ written on it must be declared the defeated candidate (in which event a further vote must be taken on the remaining candidates); and c. If the ballot is being conducted to determine which candidate is to be duly elected, the word, ‘Elected’ must be written on one of the pieces of paper and the Councillor who draws the paper with the word ‘Elected’ written on it must be declared to have been duly elected.
PART THREE - COUNCIL MEETINGS
DIVISION 1 – NOTICES OF MEETINGS AND AGENDAS
9. Dates and Times of Meetings (1) The date, time and place of all Council meetings are to be fixed by the Council and reasonable notice of the meetings must be provided to the public. (2) The Council may change the date, time and place of any Council meeting which has been fixed and must provide reasonable notice of the changes to the public.
10. Special Council Meetings (1) The Mayor or at least SUBMISSIONthree Councillors may by a written notice call a special meeting in accordance with the Act. (2) The notice must specify the date, time and place of the special meeting and the business to be transacted. (3) The Chief Executive Officer must convene the special meeting as specified in the notice. (4) Unless all Councillors are present and unanimously agree to deal with any other matter only the business specified in the notice is to be transacted. (5) Subject to any resolution providing otherwise, the order of business at any special meeting must be the order in which such business stands in the agenda for the meeting. (6) The notice issued to call a special meeting must be delivered to the Chief Executive Officer in sufficient time to enable reasonable notice of the special meeting to be given to Councillors.
11. Reasonable Notice (1) To enable reasonable notice of Council meetings to be given to the public, the Council must prepare a schedule of meetings annually and arrange publication in a local paper either: Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 8
a. Of the schedule of meeting dates, at various times of the year; or b. Of a particular meeting, just prior to that meeting. (2) Where meeting dates are changed under sub-clause 9(2) or a special meeting is called, details should be published in a local paper unless time does not allow this to occur (in which case the posting of a notice setting out the details must be displayed on a notice board at the Council Offices and on the Council website).
12. Notice of Meeting (1) A notice of meeting, which includes an agenda of the business to be dealt with, must be sent or given to every Councillor: a. For an Ordinary Meeting, at least 48 hours before the meeting; b. For a Special Meeting, at least 24 hours before the meeting unless urgent circumstances require less notice; and c. For a Special Committee Meeting, at least 48 hours before the meeting. (2) The notice of meeting must: a. State the date, time and place of the meeting; b. The business to be dealt with; and c. Be sent or given to each Councillor by post, or by electronic communication, or by personal delivery.
13. Leave of Absence A notice of meeting need not be sent or given to any Councillor who has been granted leave of absence, unless the Councillor has made a written request to the Chief Executive Officer to continue to receive notice of any meeting to be held during the period of his or her absence.
14. Special Meetings (1) In the case of an emergency, the Chief Executive Officer may postpone a meeting of the Council without the necessity to comply with this Division provided reasonable attempts are made to notify every Councillor of the postponement. (2) The Chief Executive Officer must submit to the Council a full written report of the circumstances requiringSUBMISSION his or her action under sub-clause 14(1) to the next ordinary meeting of the Council.
DIVISION 2 – QUORUM
15. Ordinary Meetings The quorum required for an Ordinary Meeting will be a majority of the Councillors.
16. Special Meetings (1) The quorum required for a special meeting will be the same as for an ordinary meeting unless the special meeting has been called to deal with an emergency, in which case the quorum will be not less than three Councillors. (2) The quorum required for a special committee meeting will be not less than the majority of members for the time being appointed to that committee unless the Council determines otherwise. Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 9
17. Inability to Obtain a Quorum If a quorum cannot be obtained within thirty (30) minutes of the scheduled starting time of any Council meeting or adjournment those Councillors present, or if there are no Councillors present, the Chief Executive Officer, may adjourn the meeting for a period not exceeding seven days from the date of the adjournment.
18. Inability to Achieve or Maintain a Quorum due to conflicts of interests of Councillors If during any meeting or adjournment a quorum cannot be achieved or maintained due to the number of disclosures of conflicts of interest by Councillors, the Chairperson may defer the item then under consideration, and the Chief Executive Officer may: (1) Include the item then under consideration on an agenda for a future meeting; or (2) Adjourn the meeting for a length of time sufficient to enable an exemption for the affected Councillors to be obtained from the Minister.
19. Time Limits for Meetings (1) An ordinary and special meeting must not continue after 11.00 pm unless a majority of Councillors present vote in favour of its continuance. (2) In the absence of such continuance, the meeting must stand adjourned to a time, date and place to be then and there announced by the Chairperson. (3) The Council may adjourn any meeting.
20. Notice of Adjourned Meeting The Chief Executive Officer must provide written notice of an adjourned meeting under clauses 17, 18 and 19 to all Councillors, but where this is not practicable because time does not permit that to occur, then, provided every reasonable attempt is made to contact every Councillor, notice by telephone, facsimile, email, in person or by some other means is sufficient.
DIVISION 3 – MINUTES SUBMISSION
21. Keeping of Minutes The Chief Executive Officer (or other person authorised by the Chief Executive Officer) is to attend the meeting and take the minutes of such meeting. Such minutes of each Council meeting must be retained and must record: (1) The date, time, nature and place of each meeting; (2) The names of the Councillors present; the names of those Councillors who have submitted apologies; and those who have been given leave of absence; (3) The arrival and departure times of Councillors, including any temporary departures or arrivals during the course of the meeting; (4) All disclosures of interest and conflicts of interest made by any Councillor; (5) Every motion and amendment moved, including motions and amendments that lapse for want of a seconder, including the mover (and seconder) of any motion or amendment; (6) The outcome of every motion put to the vote, the result of the vote and an identification of those motions voted on by secret ballot;
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(7) Formal motions; (8) The vote cast by each Councillor on each division called and the way their vote was cast; (9) When requested by a Councillor, a record of that Councillor’s support or opposition for any motion; (10) The names of members of Council staff present and who are involved in the meeting; (11) The failure of a quorum including the reason for the failure of a quorum; and (12) Any other matter which the Chief Executive Officer thinks should be recorded to clarify the intention of the meeting or reading of the minutes.
22. No Debate on Confirmation of the Minutes No debate or discussion on the confirmation of the minutes will be permitted except where their accuracy as a record of proceedings of the meeting to which they relate is questioned.
23. Objection to Confirmation of the Minutes (1) If a Councillor is dissatisfied with the accuracy of the minutes, then he or she must: a. State the item or items with which he or she is dissatisfied; and b. Propose a motion clearly outlining the alternative wording to amend the minutes. (2) Objections to the minutes shall be dealt with in the order in which the provisions objected to appear in the minutes, debated separately using the normal rules of debate.
24. Deferral of Confirmation of the Minutes The Council may defer the confirmation of the minutes until later in the meeting or until the next meeting as appropriate.
25. Recording of Minutes (1) The Chief Executive Officer (or other person authorised by the Chief Executive Officer) may audio or video record the proceedings of a Council meeting. (2) Subject to sub-clause 25(1), a person must not operate recording equipment at any Council meeting without first obtaining the consent of the Council or the Chairperson. Such consent may at any timeSUBMISSION during the course of such meeting be revoked by the Council or the Chairperson.Division 4 – Business of Meetings
DIVISION 4 – BUSINESS OF MEETINGS
26. The Order of Business (1) Unless the Council resolves otherwise, the order of business at an ordinary meeting of the Council will be as follows: a. Acknowledgement of Country. b. Confirming Councillors present at the meeting. c. Apologies/Leave of Absence. d. Confirmation of minutes of the previous meeting. e. Disclosures of interests/conflicts of interest. f. Committee Reports. Mount Alexander Shire Council - Local Law No.1 of 2018 - Meeting Procedures 11
g. Public question time h. Petitions, joint letters i. Officer reports j. Delegates’ reports k. Notices of motion l. Urgent special business. (2) Once an agenda has been sent to Councillors, the order of business for that meeting may only be altered by resolution of the Council. (3) The Chief Executive Officer may include any matter on an agenda which he or she thinks should be considered at the meeting.
DIVISION 5 – VOTING PROCEDURE AT MEETINGS
27. Voting Unless the Council resolves to deal with any matter by secret ballot, voting on any matter will be by show of hands.
28. System of Voting by Secret Ballot If the Council resolves to deal with any matter by secret ballot, the Chief Executive Officer must establish and cause to be administered a system for voting by secret ballot to ensure that the privacy of the vote is maintained.
29. How Determined (1) In determining a question before a meeting of the Council, the Chairperson will first call for those in favour of the motion and then those opposed to the motion before declaring the result to the meeting. (2) In the event of a tied vote, the Chairperson must exercise the casting vote in accordance with the Act. SUBMISSION 30. Divisions (1) Except where sub-clause 8(3) applies or where a question on any matter is determined by secret ballot, a division may be requested by a Councillor on any matter. (2) The request must be made to the Chairperson either immediately prior to or immediately after the vote has been taken but cannot be requested after the next item of business has commenced. (3) Once a division has been requested the Chairperson will call for a show of hands by those Councillors voting for the motion and then those Councillors opposed to the motion. (4) A Councillor may change his or her original vote at the voting on the division, and the voting by division will determine the Council’s resolution on the issue. (5) Once a vote on a matter has been taken, no further discussion relating to the motion will be allowed unless the discussion is: a. for a Councillor to request that his or her opposition to the motion be recorded in the minutes or a register maintained for that purpose; or b. where a subsequent notice of motion follows a successful rescission motion.
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DIVISION 6 – MOTIONS
31. Chairperson’s Duty Any motion or amendment which: (1) Is objectionable in language or nature; (2) Is outside the powers of the Council; (3) Is not relevant to an item of business on the agenda and has not been admitted as urgent business; (4) Is vague or unclear, or (5) Purports to be an amendment but is not; must not be accepted by the Chairperson.
32. Additional Duties and Discretions In addition to other duties and discretions provided in this Local Law, the Chairperson – (1) Must not accept any motion, question or statement which appears to the Chairperson to be derogatory, defamatory or embarrassing to any Councillor, member of Council staff, ratepayer or member of the public; and (2) Must call to order any person who is disruptive or unruly during any meeting.
33. Moving a Motion (1) The procedure for any motion is: a. the mover must state the motion without speaking to it; b. the motion must be seconded by a Councillor other than the mover; c. if a motion is not seconded the motion will lapse for want of a seconder; d. if the motion is seconded, the Chairperson must ask “Is the motion opposed”?; e. if a Councillor indicates opposition, then the Chairperson must request: i. the mover to address the Council on the motion; and ii. the seconderSUBMISSION to address the Council on the motion (who may, without speaking to the motion, reserve his or her address until later in the debate); and iii. any other Councillors for and against the motion to debate in turn. (2) If no Councillor indicates opposition then the Chairperson must: a. offer the mover the opportunity to address the Council on the motion; b. then invite any other Councillor to speak to the motion; c. once each Councillor has been given the opportunity to speak to the motion, declare the motion carried; and d. if at any time before declaring the motion carried, a Councillor has declared opposition to the motion, conduct the debate by reverting to paragraph (1)e.
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34. Right of Reply (1) The mover of an original motion which has not been amended may, once debate has been exhausted, exercise a right of reply to matters raised during debate. (2) After a right of reply has been exercised, the motion must be immediately put to the vote without any further discussion or debate. (3) No right of reply is available where an amendment is before the Council.
35. Moving an Amendment (1) A motion having been moved and seconded may be amended by leaving out, inserting or adding words which must be relevant to the original motion and framed so as to complement it as an intelligible and consistent whole. (2) An amendment may be proposed or seconded by any Councillor, other than the mover or seconder of the original motion. (3) A Councillor may address the meeting once on any amendment, whether or not they have spoken to the original motion but debate must be confined to the terms of the amendment. (4) Any number of amendments may be proposed to a motion but only one amendment may be accepted by the Chairperson at any one time. No second or subsequent amendment, whether to the original motion or an amendment of it, can be taken into consideration until the previous amendment has been dealt with. (5) If the amendment is carried, the amended motion then becomes the motion before the Chair.
36. Foreshadowing Motions (1) At any time during debate, a Councillor may foreshadow a motion to inform the Council of his or her intention to move a motion at a later stage in the meeting, but this does not extend any special right to the foreshadowed motion. (2) A motion foreshadowed may be prefaced with a statement that, in the event that a particular motion before the Chair is resolved in a certain way, a Councillor intends to move an alternative or additional motion. (3) A foreshadowed motion has no procedural standing and is merely a means to assist the flow of the meeting. SUBMISSION (4) The Chief Executive Officer is not required to have foreshadowed motions recorded in the minutes until the foreshadowed motion is formally moved, but may do so if thought appropriate.
37. Withdrawal of Motions (1) Before any motion is put to the vote, it may be withdrawn with leave of the Council. (2) If the majority of Councillors objects to the withdrawal of the motion, it cannot be withdrawn.
38. Separation of Motions (1) Where a motion contains more than one part, a Councillor may request the Chairperson to put the motion to the vote in separate parts. (2) The Chairperson may decide to put any motion to the vote in separate parts.
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39. Motions in Writing The Chairperson may require any motion to be submitted in writing where it is lengthy or unclear, or for any other reason, and may suspend the meeting while the motion is being written.
40. Debate Must Be Relevant to the Motion (1) Debate must always be relevant to the question before the Chair, and if not, the Chairperson may request the speaker to confine the debate to the subject motion. (2) If after being requested to confine debate to the question before the Chair, the speaker refuses or neglects to confine the debate to the question before the Chair, the Chairperson may direct the speaker to be seated and not speak further in respect of the question then before the Chair. (3) A speaker to whom a direction has been given under sub-clause 40(2) must comply with that direction.
41. Speaking Times (1) Unless a motion for an extension of time has been carried, the maximum speaking times will be: a. the mover of the motion – five minutes; b. the mover of the motion when exercising his or her right of reply – three minutes; c. any other Councillor – three minutes. (2) An extension of speaking time may be granted by resolution of the Council. (3) A motion for an extension of speaking time must be proposed: a. immediately before the speaker commences debate; b. during the speaker’s debate; or c. immediately after the speaker has concluded debate. (4) A motion for the extension of speaking time cannot be accepted by the Chairperson if another speaker has commencedSUBMISSION his or her contribution to the debate. (5) Any extension of speaking time must not exceed three minutes.
42. Addressing the Meeting If the Chairperson so determines: (1) Any person addressing the Chair must refer to the Chairperson as Mayor or Chair. (2) All Councillors, other than the Mayor, must be addressed as: Cr (name). (3) All members of Council staff should be addressed as: Mr or Ms (name) as appropriate or by their official title.
43. Priority of Address In the case of competition for the right to speak, the Chairperson must decide the order in which the Councillors concerned will be heard.
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DIVISION 7 – FORMAL MOTIONS
44. Formal Motions (1) Unless otherwise prohibited, a formal motion may be moved at any time and must be dealt with immediately by the Chairperson. (2) Formal motions are required to be seconded. (3) The mover of a formal motion must not have moved, seconded or spoken to the question before the Chair or any amendment of it. (4) A formal motion cannot be moved by the Chairperson.
45. Deferring Consideration (1) A motion may be moved "that the matter be deferred to a subsequent meeting of the Council or to a meeting date to be specified in order to take advantage of further information". (2) The motion in sub-clause 45(1): a. is a formal motion which may be debated and, if carried, has the effect of adjourning any further debate on the matter currently before the Council; and b. will, if carried, result in the deferred item being re-listed on the agenda of the nominated meeting date and being identified as having been a deferred item.
46. Proceeding to the Next Business (1) A motion may be moved “That the meeting proceed to the next business”. (2) The motion in sub-clause 46(1): a. is a formal motion which cannot be debated or amended, and must be put to the vote as soon as seconded; b. Is a formal motion which cannot be moved during the election of a Chairperson or a matter in respect of which a call of the Council has been made for that meeting, or when another Councillor is speaking; and c. if carried in respect to an original motion, requires the Chairperson to direct the meeting to the nextSUBMISSION item of business. 47. The Previous Question (1) A motion may be moved “That the question be NOT now put”. (2) The motion in sub-clause 47(1): a. is a formal motion which can be debated but cannot be moved while there is an amendment before the Chair or during the election of a Chairperson, when another Councillor is speaking or when the matter is one in respect of which a call of the Council has been made; b. if carried, prevents the original motion to which it relates being dealt with at that meeting until it is placed on an agenda for a later meeting; and c. if lost, requires that the original or substantive motion to which it relates be put to a vote immediately without any further debate or amendment. (3) The Chairperson has the discretion to reject the motion if the matter is contentious by nature or has not been adequately debated. (4) Adequate debate arises when every Councillor who wishes to put a view has had an opportunity to do so.
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(5) The motion may only be put by a Councillor who has not spoken to the motion or any amendment of it.
48. The Closure (1) A motion may be moved “That the motion be now put”. (2) The motion in sub-clause 48(1): a. is a formal motion where no debate is permitted and which, if carried in respect to a substantive motion or amendment, requires that the substantive motion must be put to the vote immediately without debate or discussion; b. if carried in respect to an amendment, requires that the amendment be put to the vote immediately without any further debate or discussion and allows debate on the substantive motion to continue; and c. if lost, allows debate to continue unaffected. (3) The Chairperson has a discretion to reject the motion if the motion upon which it is proposed has not been sufficiently debated. (4) Sufficient debate arises when those possessing different views have been given an opportunity to state them. (5) The motion may only be put by a Councillor who has not spoken to the motion or any amendment of it. (6) The motion cannot be put during nominations for Chairperson.
49. Adjourning the Debate (1) A motion may be moved “That the motion and amendments now before the meeting be adjourned until am/pm and/or date…….”. (2) Any Councillor may move this motion. (3) The motion in sub-clause 49(1): a. is a formal motion which may be debated but may only be amended in relation to the time, date and place of the proposed amendment; b. cannot be moved while any person is speaking or during the election of a Chairperson; and c. may provide a dateSUBMISSION or time to which the adjournment is sought (but if no date or time is included, it may be re-listed at the discretion of the Chief Executive Officer or upon a subsequent resolution of the Council).
50. Councillors May Stand When Speaking (1) The Chairperson may require a Councillor to stand while speaking. (2) A Councillor who is required by the Chairperson to stand while speaking must, if it is practicable to do so, comply with that requirement.
51. Interruptions, Interjections and Relevance (1) A Councillor must not be interrupted except by the Chairperson or upon a point of order being taken. (2) If a Councillor is interrupted by the Chairperson or upon a point of order being taken, he or she must remain silent until the Chairperson has ceased speaking, or the point of order has been determined.
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(3) A Councillor must not digress from the subject matter of the motion or business under discussion. (4) The mover of a motion must not introduce fresh matter when exercising any right of reply.
DIVISION 8 – POINTS OF ORDER
52. Valid Points of Order (1) A point of order may be raised in relation to: a. a procedural matter; b. a Councillor who is or appears to be out of order; or c. any act of disorder. (2) Rising to express a mere difference of opinion or to contradict a speaker will not be treated as a point of order.
53. Chairperson to Decide (1) The Chairperson will decide all points of order by stating the provision, rule, practice or precedent which he or she considers applicable to the point raised without entering into any discussion or comment. (2) The Chairperson may adjourn the meeting to consider a point of order. (3) Subject to sub-clause 53(2), the Chairperson must rule on a point of order as soon as it is raised and all matters before the Council are to be suspended until the point of order is determined.
54. Final Ruling on a Point of Order (1) The determination of the Chairperson in respect to a point of order raised will not be open for discussion and will be final and conclusive unless the majority of the Councillors present move a motion of dissent. (2) A motion of dissent on a point of order must contain the rule, provision, practice or precedent in substitutionSUBMISSION for the Chairperson’s ruling. (3) A motion of dissent in relation to a point of order is not a motion of no confidence in the Chair and the Chairperson must at all times remain in the chair and he or she will maintain his or her right to a second vote. (4) A motion of dissent on a point of order will take precedence over all other business and, if carried, must be acted on instead of the ruling originally given by the Chairperson.
55. Procedure for Point of Order A Councillor taking a point of order must: (1) state the point of order; and (2) the clause, paragraph or provision of this Local Law relied upon in support of the point of order.
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56. Chairperson May Speak (1) If the Chairperson wishes to participate in the debate, he or she must call for a motion to appoint a temporary Chairperson. (2) The temporary Chairperson elected by the meeting will take the Chair until the item of business has been determined. (3) The Chairperson must then resume the Chair.
57. Adjournment and Resumption of Meeting (1) The Chairperson may adjourn any meeting until a time and place to be determined at the time of the adjournment. (2) For the purpose of stating the time to which the meeting is adjourned, the time may be indicated as at the adjournment or conclusion of another meeting or event.
DIVISION 9 – PUBLIC QUESTION TIME
58. Question Time (1) There will be a public question time at every ordinary meeting to enable members of the public to ask questions or address the Council. (2) Standing orders will be suspended by resolution of the Council for the duration of Public Question Time. (3) The duration of question time will be no more than 30 minutes except that by resolution of the Council Public Question Time may be extended. (4) The Chairperson will exercise discretion so that the maximum number of people present will be permitted to ask their questions within the time available for Public Question Time. (5) Members of the public are to identify themselves and may speak for up to three minutes, which time may be extended at the discretion of the Chair. (6) A question shall be disallowed by the Chairperson if it: a. relates to a matterSUBMISSION outside the duties, functions and powers of the Council b. is defamatory, indecent, abusive, offensive, irrelevant, trivial or objectionable in language or substance c. deals with a subject matter already addressed during the meeting d. is aimed at embarrassing a Councillor or a member of Council staff e. relates to personnel matters f. relates to the personal hardship of any resident or ratepayer g. relates to industrial matters h. relates to contractual matters i. relates to legal advice j. relates to matters affecting the security of Council property; or k. relates to any other matter which the Council considers would prejudice the Council or any person.
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(7) Where a question is disallowed by the Chairperson, the Chairperson will state the clause under which the question was disallowed. (8) All questions and answers must be as brief as possible, and no discussion will be allowed other than for the purposes of clarification. Questions and answers will be directed through the Chair. (9) The Chairperson may nominate a Councillor or member of Council staff to respond to a question or may take the question on notice to obtain further information.
DIVISION 10 – NOTICES OF MOTION
59. Must be Listed on Agenda (1) A notice of motion cannot be accepted by the Chairperson unless it has been listed on the agenda for the meeting at which it is proposed to be moved. (2) A Councillor may give a signed notice of motion in writing on any matter he or she wants discussed at a meeting by giving or delivering a notice of motion by close of business hours on the day preceding dispatch of the relevant meeting agenda outlining the subject and the motion proposed for discussion to the Chief Executive Officer.
60. Rejection of a Vague Notice The Chief Executive Officer: (1) May reject any notice of motion that is too vague, but before rejecting it must give the Councillor delivering the notice an opportunity to amend it; and (2) Must notify the relevant Councillor of any notice of motion which has been rejected and give the reasons for its rejection.
61. Listing Notice on Agenda Unless the notice specifies a particular meeting date, the Chief Executive Officer must list the notice of motion and, if more than one, in the order they were received, on the next appropriate meeting agenda. SUBMISSION 62. Register of Notice The Chief Executive Officer must cause every notice of motion received to be sequentially numbered and maintained in a register.
63. May be Moved by a Councillor and Amended (1) A notice of motion listed on the agenda may be moved by any Councillor present and, except where the notice of motion is to confirm a previous resolution of the Council, may be amended. (2) If a notice of motion to confirm a previous resolution of the Council cannot be carried in its original form, it is lost. (3) Unless the Council resolves to re-list at a future meeting a notice of motion which has been lost, a similar motion must not be put before the Council for at least three months from the date it was last lost.
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DIVISION 11 – NOTICE OF AMENDMENT OR RESCISSION
64. Procedure (1) A Councillor may propose a motion to amend or rescind a decision of the Council provided: a. the previous motion has not been acted upon; and b. a notice is given or delivered in writing to the Chief Executive Officer by close of business hours on the day preceding dispatch of the next appropriate meeting agenda outlining; i. the decision proposed to be amended or rescinded; and ii. the meeting and the date when the decision was made. (2) The Chief Executive Officer or an appropriate member of Council staff is entitled to implement a resolution at any time after the close of the meeting at which it was made. (3) A resolution will be deemed to have been acted upon if: a. its content or substance has been communicated by a member of Council staff through written or verbal means to a person whose interests are materially affected by it; or b. a statutory process has been commenced so as to vest enforceable rights in or obligations on the Council or any other person.
65. Listing Notice of Amendment or Rescission on Agenda The Chief Executive Officer must list the notice of amendment or rescission, and if more than one, in the order they were received, on the next appropriate meeting agenda, together with a brief report outlining the Chief Executive Officer’s advice on the implications or consequences of the motion being so amended or rescinded.
66. Criteria to Amend or Rescind a Motion (1) For a decision of the Council to be amended or rescinded, the motion for amendment or rescission must be carried by the majority of the votes cast. (2) Unless the Council resolves to re-list at a future meeting a notice to amend or rescind which has been lost, aSUBMISSION similar motion must not be put before the Council for at least three months from the date it was last considered. (3) If a notice of amendment or rescission is not moved at the meeting for which it is listed, it will lapse. (4) A notice of amendment or rescission listed on an agenda may be moved by any Councillor present but cannot be amended.
67. When Not Required A notice of amendment or rescission is not required where the Council wishes to change a previous decision relating to a policy of the Council.
68. Register of Notices The Chief Executive Officer must cause every notice of amendment or rescission received to be sequentially numbered and maintained in a register.
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69. Urgent Special Business Business which has not been listed on an agenda for an ordinary meeting must not be admitted as urgent business unless: (1) It relates to or arises out of a matter which has arisen since distribution of the agenda; and (2) It cannot safely or conveniently be deferred until the next ordinary meeting; and (3) Leave of Council is sought and approved by a majority of those present for the matter to be admitted as urgent business after the matter has been outlined by the proposer.
DIVISION 12 – PETITIONS AND JOINT LETTERS
70. Petitions and Joint Letters (1) A petition or joint letter presented to the Council may lie on the table until the next ordinary meeting of the Council. No motion other than to receive the petition or joint letter may be accepted by the Chairperson at the meeting at which it is presented. (2) The Council may receive a report on any petitions or joint letters at the next ordinary meeting of the Council or another meeting to be determined by the Council. (3) A copy of the text of the petition or joint letter must be included on the agenda for the next ordinary or available meeting. (4) A petition or joint letter may nominate a person to whom a reply may be sent, but if no person is nominated the Council may reply to the first or any person whose signature appears on the petition. (5) Every petition or joint letter must be signed by the persons whose names are appended to it by their names or marks and, except in cases of incapacity or sickness, by no one else, and the address of every petitioner or signatory must be clearly stated.
71. Councillor Presenting Petition – Obligations (1) Any Councillor presenting a petition or joint letter will be responsible for ensuring that: a. he or she is familiar with the contents and purpose of the petition or joint letter; b. the petition or joint letter is not derogatory or defamatory or disrespectful of the Council; and SUBMISSION c. his or her name is written at the beginning of the petition or joint letter. (2) A petition or joint letter received by any Councillor personally which requires a decision of or a direction from Council must: a. be tabled by the Councillor at the next available meeting; or b. referred by the Councillor to the Chief Executive Officer.
72. Signing Petitions Any person who fraudulently signs a petition or joint letter which is presented to the Council is guilty of an offence. Penalty: 10 penalty units
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73. Public Submissions (1) The Council must, at such time as is allocated by it, hear any person wishing to be heard in respect of their submission to Council under section 223 of the Act providing the submission does not contravene the provisions of Section 58(6). (2) Councillors may, through the Chair, question any submitter in relation to their submission. (3) After hearing submissions the Council may immediately consider what has been said and any submission made to it in writing or may adjourn its consideration of any such submissions.
DIVISION 13 – OTHER PROCEDURAL MATTERS
74. Chairperson May Remove (1) Any person (including a Councillor) who has been called to order by the Chairperson (in this sub-clause "the direction") and who fails to comply with the Chairperson’s direction is guilty of an offence. Penalty: 10 penalty units
(2) The Chairperson has a discretion to direct and cause the removal of any person (including a Councillor) who disrupts any meeting; fails to comply with his or her direction; or who has committed an offence against this Local Law.
75. Chairperson May Adjourn Disorderly Meeting If the Chairperson is of the opinion that disorder at the Council table or in the gallery makes it desirable to adjourn the meeting, he or she may adjourn the meeting to a later time on the same day or to some later day as he or she thinks proper.
76. Suspensions The Chairperson may suspend from a meeting, and for the balance of the meeting, any Councillor whose actions have disrupted the business of Council and impeded its orderly conduct. SUBMISSION
77. Removal from Chamber The Chairperson, or Council in the case of a suspension, may ask the Chief Executive Officer or a member of the Victoria Police to remove from the Chamber any person who acts in breach of this Local Law or whom the Chairperson has ordered to be removed from the gallery under clause 74 of this Local Law.
78. Placards and Signs Prohibited at Council Meetings In order to maintain good order in the Chamber, a person must not bring any placard or sign into a Council meeting.
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79. Suspension of Standing Orders (1) Subject to clause 81, the provisions of this Local Law may be suspended for a particular purpose by resolution of the Council. (2) The suspension of standing orders may only be used to enable full discussion of any issue without the constraints of formal meeting procedure. (3) The purpose of the suspension of standing orders is to enable the formalities of meeting procedure to be temporarily set aside of while an issue is being discussed. (4) The suspension of standing orders may not be used purely to dispense with the processes and protocol of the government of the Council, and an appropriate motion would be: "That standing orders be suspended to enable discussion on……". (5) Once the discussion has taken place and before any motion can be put, the resumption of the standing orders will be necessary.
80. No Motions May Be Accepted During Suspension of Standing Orders No motion may be accepted by the Chair or be lawfully dealt with during any suspension of standing orders.
81. Matters Not Provided For Where a situation has not been provided for under this Local Law, the Council may determine the matter by resolution.
SUBMISSION
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PART FOUR - COMMON SEAL
82. The Council’s Common Seal (1) The Chief Executive Officer must ensure the security of the Council’s common seal at all times. (2) The Council’s common seal may only be used on the authority of the Council given either generally or specifically and every document to which the seal is affixed must be signed by the Chief Executive Officer or his or her delegate. (3) Any person who uses the Council’s common seal without authority is guilty of an offence. Penalty: 10 penalty units (4) Any person who uses any replica of the Council’s common seal without authority is guilty of an offence. Penalty: 10 penalty units
PART FIVE - ENFORCEMENT AND PENALTIES
83. Infringement Notices (1) An Authorised Officer may, as an alternative to a prosecution, serve an infringement notice in the form of the notice in Schedule 1 on a person who has committed an offence against this Local Law. (2) The fixed penalty in respect of an infringement is the amount set out in Schedule 2. 84. Payment of Penalty (1) A person served with an infringement notice may pay the penalty indicated to the Chief Executive Officer. (2) To avoid prosecution, the penalty indicated must be paid within 28 days after the day on which the infringement notice is issued. (3) A person issued with an infringement notice may choose to disregard the notice and defend the prosecution in court, in which case the penalty that may be imposed is the amount specified following each clause in this Local Law. SUBMISSION
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SCHEDULE ONE – INFRINGEMENT NOTICE
CONTENT
Date:
To: (name and address)
I, (name of Authorised Officer) have reason to believe that you have committed an offence against the Meeting Procedures Local Law of the Mount Alexander Shire Council as indicated below:
Date Time Clause of Local Law Penalty Description of offence
Location of offence
You may choose to have the matter heard and determined by a Court. To do so, you must lodge your request with the Magistrates Court within 28 days from the date of this notice.
SCHEDULE TWO – PENALTIES FIXED FOR INFRINGEMENTS
CONTENT
SUBMISSION Provision Offence Penalty Units 72 Fraudulently signing a petition 10 74(1) Failure to comply with the direction of the Chairperson 10 82(3) Using the Common seal without authority 10 82(4) Using a replica of the Common seal without authority 10
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