NOTICE OF GENERAL MEETING
Dear Councillors,
Notice is hereby given of a General Meeting of the Charters Towers Regional Council to be held Wednesday 16 September 2020 at 9:00am at the World Theatre, 82-90 Mosman Street, Charters Towers.
A Johansson Chief Executive Officer
Local Government Regulation 2012, Chapter 8 Administration Part 2 Local government meetings and committees
“274 Meetings in public unless otherwise resolved A meeting is open to the public unless the local government or committee has resolved that the meeting is to be closed under section 275.
275 Closed meetings (1) A local government or committee may resolve that a meeting be closed to the public if its councillors or members consider it necessary to close the meeting to discuss—
(a) the appointment, dismissal or discipline of employees; or (b) industrial matters affecting employees; or (c) the local government’s budget; or (d) rating concessions; or (e) contracts proposed to be made by it; or (f) starting or defending legal proceedings involving the local government; or (g) any action to be taken by the local government under the Planning Act, including deciding applications made to it under that Act; or (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage.
(2) A resolution that a meeting be closed must state the nature of the matters to be considered while the meeting is closed.
(3) A local government or committee must not make a resolution (other than a procedural resolution) in a closed meeting.”
GENERAL MEETING
TO BE HELD WEDNESDAY, 16 September 2020 AT 9.00AM
THE WORLD THEATRE, 82-90 MOSMAN STREET, CHARTERS TOWERS
MEETING AGENDA
1. Opening of meeting ...... 1 2. Attendance/apologies ...... 1 3. Prayer ...... 1 4. Condolences ...... 1 5. Declarations of Interest ...... 1 6. Deputations ...... 1 7. Confirmation of minutes ...... 1 8. Business arising from previous meeting minutes ...... 1 9. Mayor’s and Councillors’ reports ...... 1 10. Reports for consideration – Infrastructure Services ...... 2 11. Reports for consideration – Corporate and Community Services ...... 12 12. Reports for consideration – Office of the Chief Executive Officer ...... 53 13. Reports for consideration – Confidential ...... 157 Close of Meeting for Confidential Reports ...... 157 The meeting will be opened for the taking of resolutions...... 157 14. Mayoral minute...... 157 15. Close of meeting ...... 157
Attachment 'A" Unconfirmed Minutes from General Meeting held 19-08-2020
______Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 1. OPENING OF MEETING
2. ATTENDANCE/APOLOGIES
3. PRAYER
4. CONDOLENCES
5. DECLARATIONS OF INTEREST
6. DEPUTATIONS
7. CONFIRMATION OF MINUTES Minutes of General Meeting held 19 August 2020. ______
8. BUSINESS ARISING FROM PREVIOUS MEETING MINUTES
9. MAYOR’S AND COUNCILLORS’ REPORTS ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 1 10. REPORTS FOR CONSIDERATION – INFRASTRUCTURE SERVICES
10.1 Application for partial simultaneous road opening closure of Cemetery Road, Ravenswood EXECUTIVE SUMMARY Council has received a request for a proposed partial simultaneous road opening and closure of Cemetery Road, Ravenswood.
OFFICER’S RECOMMENDATION That Council: Offer no objection to the proposed simultaneous road opening and closure application over portions of Cemetery Road, Ravenswood. ______
BUDGET & RESOURCE IMPLICATIONS There are no budget and resource implications associated with supporting this recommendation.
BACKGROUND Ravenswood Gold have requested Council’s support to a proposed simultaneous road opening and closure of a portion of Cemetery Road, Ravenswood on Lot 17/SP266614.
Ravenswood Gold are the landowners of Lot 17/SP266614 and have advised Council previously that they intend to open a new section of mine which will see the existing Cemetery Road become part of the new open cut mine and shutting off access to the Ravenswood Cemetery. The new open cut mine will see two sections of road reserve immediately to the north of the cemetery and to the south linking to Loop Road closed. To resolve this matter Ravenswood Gold intend to relocate the road reserve to the west of the cemetery and connect directly to the Burdekin Dam Falls Road and construct a new Cemetery Road (see Attachment A).
It is therefore recommended that Council offer no objection to the proposed simultaneous partial road opening and closure application over the identified area of Cemetery Road, Ravenswood and return a signed LA30 Part C to Ravenswood Gold for lodgment with their application to Department of Natural Resources, Mines and Energy (DNRME).
LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Infrastructure and Sustainability” in Council’s Corporate Plan (2018-2023).
CONSULTATION (Internal/External) Internal: Former Director Infrastructure Services - Cameron Scott
External: Ravenswood Gold - Ms. Alisa Wilkinson Ravenswood Gold - Ms. Eloise Setch
LEGAL CONSIDERATIONS There are no legal implications that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no political, public relations, financial, workplace health and safety risk implications that warrant the recommendations being declined.
Report Prepared by: Report Authorised by: JOHN TEAGUE AARON JOHANSSON Acting Director Infrastructure Services Chief Executive Officer Date: 24 August 2020
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 2 ATTACHMENTS • Attachment A – Map of proposed road opening and closure
REFERENCE DOCUMENT • Correspondence from Ravenswood Gold Document No. 1381560 • Officer’s Report Document No. 1381776 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 3 HENRY STREET SCHOOL STREET MACROSSAN STREET 4SP263501
18GS972 STATION TRACK
JAMES STREET 22SP266614
16SP266614
BURDEKIN FALLS DAM ROAD
13GS972
CEMETERY ROAD 17SP266614
17SP266614
18SP310550
1AP3534
LOOP ROAD
3AP3534
PLUMWOOD ROAD 18SP310550
18SP310550 RAVENSWOOD REFUSE TIP
20SP310550
Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AEX, Getmapping, Aerogrid, IGN, IGP, swisstopo, and the GIS User Community
LEGEND PO Box 189 CHARTERS TOWERS QLD 4820 Proposed Opening/Closure T: (07) 4761 5300 Road E: [email protected] of Road Reserves www.charterstowers.qld.gov.au Proposed Road Closure Ravenswood Date: 4/09/2020 Road Unchanged 00.02750.055 0.11 0.165 0.22 0.275 0.33 Drawn By: ablokland Proposed Road Opening Document: 2020- 4 Kilometres I Land Parcels Scale @ A4 - 1:10,000 10.2 Design and construction of footpath on northern side of Gill Street between Boundary and High Streets EXECUTIVE SUMMARY The lack of covered seating in front of the Charters Towers Health Service has been raised. It is recommended that a project be undertaken to install two covered seating areas and footpath upgrades on the northern side of Gill Street between High and Boundary Streets with an overall design which adds to the amenity of the area.
OFFICER’S RECOMMENDATION That Council: Proceed to design the streetscape on the northern side of Gill Street between Boundary and High Streets incorporating covered seating and retention of trees where possible to maintain the amenity of the area.
BUDGET & RESOURCE IMPLICATIONS Purchase of two backrest bench shelters from Felton Industries will cost $5,200 excluding GST and delivery.
Design and construction costs are expected to be $25,000 to be funded from the existing budget for footpath improvements.
BACKGROUND This report was initiated by an email received from Cr Mathews on 6 August 2020 regarding current seating in front of the Charters Towers Health Service in Gill Street not providing shelter from the sun.
Other seating within Gill Street is covered via the awnings on shop fronts.
Should Council wish to proceed with updating the exiting seating the works would require removal of some bottlebrush trees. To ensure continued amenity to the area the works warrant a review and design of the streetscape between Boundary and High Streets. The design would also ensure rectification of deficiencies in the area as identified in Access Report for Charters Towers prepared by John Mayo of Access Solutions in August 2010.
It is recommended that design of the streetscape be undertaken, incorporating a meandering footpath, thereby allowing minimal removal of bottlebrushes and extended concreted areas to allow safe utilisation of new covered seating at two points in front of the Hospital.
LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Infrastructure and Sustainability” and “Community” in Council’s Corporate Plan (2018-2023).
CONSULTATION (Internal/External) Internal: Former Director Infrastructure Services - Cameron Scott Acting Director Infrastructure Services - John Teague
External: Director of Nursing, Charters Towers Health Service - Mr. Ben Lawrence
LEGAL CONSIDERATIONS There are no legal implications that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There is no enterprise, political, public relations, financial or work health and safety risk implications that warrant the recommendations being declined.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 5 Report Prepared by: Report Authorised by: KELIE STANDFAST JOHN TEAGUE Executive Assistant to the Director Acting Director Infrastructure Services Infrastructure Services Date: 3 September 2020
ATTACHMENTS • Attachment A – Photograph of Backrest Bench Shelter
REFERENCE DOCUMENT • Officer’s Report Document No. 1381787 • 20/07 Item 10.1 Access Report for Charters Towers Document No. 1363748 • 20/07 Item 10.1 Attachment A Access Report for Charters Towers Document No. 1363742 ______
Attachment A – Photograph of Backrest Bench Shelter
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 6 10.3 Request decision to apply for a change of purpose for Fletcher Creek Camping and Water Reserve EXECUTIVE SUMMARY As trustee Council is required under the Land Act 1994 to ensure activities that are undertaken on trust land are consistent with its prescribed purpose. The current purpose of the Fletcher Creek Camping and Water Reserve is inconsistent with its current use of a recreational camping and rest stop.
OFFICER’S RECOMMENDATION That Council: Request the State to amend the purpose of the Fletcher Creek Reserve from Camping and Water to Recreation. ______
BUDGET & RESOURCE IMPLICATIONS There are no budget and resource implications associated with supporting this recommendation.
BACKGROUND Stock route reserves have formed part of the Australian bush for many years and have become well known to travelers and locals alike as a common area for people to undertake and enjoy low impact activities.
With the rise in popularity of recreational camping and travelling and the improvements in travelling and motorised recreation, uses of these reserves have increased causing a higher impact and are not consistent with the prescribed purpose of these reserves.
Council is the identified trustee for all stock routes and stock route reserves within the local government area including the Fletcher Creek Camping and Water Reserve and therefore the following applies. Section 91 of the Land Act 1994 clearly states that “A trustee under this part is taken, for legal proceedings, to be the owner of the trust land’ and as per Section 46 it is the trustee’s function to manage the trust land consistent with achieving the purpose of the trust and the trustee has the responsibility for a duty of care for the trust land.
As the “legal owner’ of these reserves it is in Council’s interest to reduce or remove the risk of recourse from the State or users of these areas should an incident occur whereupon Council could be found liable. To circumvent this Council has the following options: 1. The reserve purpose is left unamended and all contrary use is removed; or 2. The reserve purpose is amended to fit the actual usage and local and state laws are used to mitigate further risk.
LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Community” in Council’s Corporate Plan (2018- 2023).
CONSULTATION (Internal/External) Internal: Former Director Infrastructure Services - Cameron Scott Environmental Services Coordinator - Michael Langburne
External: Nil
LEGAL CONSIDERATIONS There are no legal implications that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no political, public relations, financial, workplace health and safety risk implications that warrant the recommendations being declined.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 7 Report Prepared by: Report Authorised by: ASHLEY BLOKLAND JOHN TEAGUE Land Protection Officer Acting Director Infrastructure Date: 6 August 2020 Services
ATTACHMENTS • Nil
REFERENCE DOCUMENT • Officer’s Report Document No. 1381798 ______
10.4 Application under Land Act 1994 - Permit to Occupy portions of Fletchervale Road Stock Route EXECUTIVE SUMMARY This report seeks approval to offer no objection in support of adjoining properties; Grenfell Downs Station and Talavera Station, in applying for separate Permits to Occupy for grazing stock on sections of the Stock Route, also identified as the Fletchervale Road Reserve and adjacent to their properties as identified in attachments A and B.
OFFICER’S RECOMMENDATION That Council: Advise the Department of Natural Resources, Mines and Energy (DNRME) that Council has no objection to the application by Grenfell Downs Station and consider authorisation of the use of the land be dealt with under the Land Act 1994 by DNRME; and Advise the Department of Natural Resources, Mines and Energy (DNRME) that Council has no objection to the application by Talavera Station and consider authorisation of the use of the land be dealt with under the Land Act 1994 by DNRME.
BUDGET & RESOURCE IMPLICATIONS No expenditure will be required on Council’s part. The Permit to Occupy administration is undertaken with a fee by the Department of Natural Resources Mines and Energy (DNRME).
An application for a Permit to Occupy, if approved, does not limit legitimate use by Council, travelling stock or other road users, unlike a lease agreement.
BACKGROUND The stock route was surveyed off as part of the process during the separation of titles of Grenfell Downs from Bluff Downs in 1972. The land since then has been subject to grazing by the landholders adjoining without proper authorisation and due to recent interest in obtaining and securing grazing rights over the land, Council has invested time with landholders to come to an agreeable solution for all effected parties.
Plans identifying the permit application areas are attached (refer Attachment A and B).
Applying for a permit to occupy associated with a secondary use of state land, such as a reserve or a road, you must first discuss the application with the trustee of the reserve or the road manager to determine if they can authorise the use. In this case it is the road manager for a road that is under the control of Charters Towers Regional Council.
The proposal to occupy this land will not impact on the operation of the road for Council or the travelling public.
A statement by the Council must be made on the approved form LA30, the completed form must be submitted with the application to DNRME.
LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Infrastructure and Sustainability – Property Services, Facilities Management” in Council’s Corporate Plan (2018-2023).
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 8 CONSULTATION (Internal/External) Internal: Manager Governance and Communications - Camille Conaghan Governance Officer - Melissa King
External: DNRME Stock Routes Senior Land Officer - Nikki Gay DNRME State Land Asset Management Senior Land Officer - Ben Clark
LEGAL CONSIDERATIONS
Land Act 1994 – s177 allows for a permit to occupy to be issued over unallocated state land, a reserve or road (including a stock route). Permits cannot be issued over freehold or leasehold land.
Permits do not allow exclusive possession of the land and the reason for occupation must be able to co- exist with the purpose of the land (e.g. a road or reserve).
A statement by the trustee of the reserve or the road manager must be made on the approved form LA30.
POLICY IMPLICATIONS Is compliant with Grazing of Relevant Land Policy (S0051) and supports community.
RISK IMPLICATIONS There are no public relations, political, financial, workplace health and safety risk implications that warrant the recommendations being declined. The existing agreements clearly outlines each parties’ responsibilities.
Report Prepared by: Report Authorised by: ASHLEY BLOKLAND JOHN TEAGUE Land Protection Officer Acting Director Infrastructure Date: 3 September 2020 Services
ATTACHMENTS • Attachment A – Grenfell application map; • Attachment B – Talavera application map;
REFERENCE • Officer’s Report Document No. 1381802 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 9 Attachment A - Grenfell application map
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 10 Attachment B - Talavera application map
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 11 11. REPORTS FOR CONSIDERATION – CORPORATE & COMMUNITY SERVICES
11.1 Monthly Financial Report EXECUTIVE SUMMARY A complete summary of Council’s position as at 31 August 2020, comparing actuals to original budgets, is presented across the following consolidated reports. At this early stage of the 2020/21 financial year, 17% elapsed, operational expenditure is at 17% of the original budget, whilst revenue is sitting at 5% of original budget.
The low revenue percentage can be mainly attributed to the yet to be levied 2020/21 rates.
OFFICER’S RECOMMENDATION That Council: Receive the following reports, presenting the overall financial position of Council as at 31 August 2020; • Consolidated Income Statement • Consolidated Balance Sheet • Consolidated Cashflow Statement
BUDGET & RESOURCE IMPLICATIONS Budgets are monitored real-time as each order is raised, whilst overall monitoring is undertaken fortnightly. The attached reports are at General Ledger Level and therefore expenditure, apart from depreciation; represent cash outgoings, excluding commitments.
BACKGROUND The recommendation above summarises the financial reports presented under this meeting report. See below for summary of Borrowings and monies on Investment as at the reporting period.
Borrowings Loan Drawdown $1,500,000 Less Loan Repayments $516,217 Add Accrued Interest & Administration $115,431 Closing Balance – Loan Funds Owing $1,099,214
Book rate (excluding administration) 2.67% Administration Rate 0.12% Fixed Rate Maturity Date 15/06/2027 Payment Frequency Quarterly Next Payment 15 September 2020
Investments Institution Value as at 31 August Term Interest 2020 Rate Queensland Country Credit Union 12 months $1,000,000 1.30% (QCCU) matures 12/06/2021 Queensland Treasury Corporation $40,623,173 Daily Cash Fund 0.72% (QTC)
2020/2021 Rating Overview
Adopted Budget Total Nett Rate Levies & Charges $23,965,000 Actual Revenue from Rate Levies & Charges $0
To date prepayments of $2,266,408 towards the 2020/21 rate levies has been received.
Rating Calendar: ______
Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 12 • 2020/2021 First Half-yearly rates levies issued o Issue/Discount Close – September 2020 / October 2020 • 2020/2021 Second Half-yearly rate levies issued o Issue/Discount Close –January 2021 / February 2021
This table exhibits rates arrears activity for August 2020 $ Balance Arrears (%) Outstanding (%) Outstanding year levies - Current 0 0.00 0.00 Outstanding year levies – 2019/2020 675,847.58 68.24 2.56 Outstanding year levies–Pre-2019/2020 314,539.27 31.76 1.25 Total Outstanding Balance 990,386.85 100.00
Important points to note from this table include: • Combined Arrears of 3.81% with overall $990,386.85 outstanding for previous year levies.
LINK TO CORPORATE PLAN CTRC Corporate Plan 2018-2023 • Priority Focus Area 7 – Our Organisation
CONSULTATION (Internal/External) Internal: All reports have been reconciled by the responsible officer, as well as undergoing an additional independent check against Council’s General Ledger as at the end of the month prior to this meeting.
External: N/A
LEGAL CONSIDERATIONS There are no legal implications that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS 1. Forward financial planning continues to be a high priority, and the Long Term Financial Model is actively referenced and updated with key changes throughout the year.
2. Large Asset Classes and Projects are actively monitored throughout each fortnight. Fortnightly positions captured via reporting in the case of Roads and Plant, and monthly reports in respect to Water, Sewerage and Buildings. Monitoring and reporting incorporate both actuals and commitments, enabling early detection of concerning variations to budget, or possible trends.
Report Prepared by: Report Authorised by: BELINDA BLOKLAND AARON JOHANSSON Financial Services Coordinator Chief Executive Officer Date: 4 September 2020
ATTACHMENTS Council’s position as at 31 August 2020: • Consolidated Income Statement • Consolidated Balance Sheet • Consolidated Cashflow Statement
REFERENCE DOCUMENT • Monthly Rating Model for August 2020 Document No. 1381426 • Officer’s Report Document No. 1380548 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 13 INCOME STATEMENT As at 31 August 2020 Year Ended 30 June 2021
2020/2021 2020/2021 2020/2021 Original Actuals Percentage Annual YTD Position Budget 17% REVENUE Recurrent Revenue Nett Rate Levies & Charges General Levies 12,478,000 (16,751) 0% Waste Management Levies 1,315,000 220 0% Water Allocation Levies 6,040,000 (1,076,191) -18% Sewerage Levies 3,607,000 (114) 0% Excess Water Levies 525,000 (616,697) -117% Total Nett Rate Levies & Charges 23,965,000 (1,709,533)
Fees & Charges Water Fees & charges 20,000 7,441 37% Sewerage Fees & charges 45,000 16,610 37% Other Fees & charges 2,589,000 772,892 30% Total Fees & Charges 2,654,000 796,943
Interest received (includes rates & community loans) 834,000 66,363 8% Sales 150,000 15,409 10% Contract Income - RMPC, RPC, PW 2,805,000 175,990 6% Other recurrent income 150,000 12,470 8%
Operating Grants & Subsidies Operating Grants & Subsidies 7,394,000 1,784,486 24% Non Capital Flood Event Grants 25,324,000 665,932 3% Total Operating Grants & Subsidies 32,718,000 2,450,418
TOTAL Recurrent Revenue 63,276,000 1,808,060 3%
Capital revenue Capital Grants & Subsidies 9,419,000 1,772,933 19% Capital Contributions 15,000 - 0% Gain on Sale of Assets 283,000 - 0% Total Capital Revenue 9,717,000 1,772,933
TOTAL INCOME 72,993,000 3,580,993 5%
EXPENSES Recurrent expenses Materials, Services & Maintenance (51,733,320) (8,701,322) 17% Employee Benefits (19,125,000) (3,255,535) 17% Audit Fees (242,500) (21,039) 9% Finance Costs (70,000) (9,123) 13% Depreciation & amortisation (8,874,000) (1,656,778) 19% TOTAL Recurrent Expenses (80,044,820) (13,643,797) 17% Capital operating expenses
TOTAL EXPENSES (80,044,820) (13,643,797) 17%
Notional result attributable to council (7,051,820) (10,062,804)
Notional Operating Position before Capital Income (16,768,820) (11,835,737)
Notional Op Position before Capital Income & Excess Water (17,293,820) (11,219,040)
Notional Cash available for Capital including Grants 1,822,180 (8,406,026) Notional 'Council funded Cash' available for Capital (7,894,820) (10,178,959)
14
Income Statement BALANCE SHEET As at 31 August 2020 Year Ended 30 June 2021
2020/2021 2020/2021 Original Actuals Annual YTD Budget CURRENT ASSETS Cash at Bank & On-Call Investments 42,284,900 41,772,732 Cash Floats 7,100 7,100 Trade and Other Receivables 6,330,000 1,426,734 Inventories 634,895 673,470 Accrued revenue & prepayments - 156,821 TOTAL CURRENT ASSETS 49,256,895 44,036,857
NON-CURRENT ASSETS Receivables 3,532 3,532 Property, plant and equipment 463,295,000 454,396,148 Internal Loan Receivables 184,000 276,000 TOTAL NON-CURRENT ASSETS 463,482,532 454,675,680
TOTAL ASSETS 512,739,427 498,712,537
CURRENT LIABILITIES Trade and other Payables 5,589,193 1,287,527 Borrowings 147,000 149,796 Annual & LSL Provisions 4,101,807 3,909,967 Accrued Expenses & Unearned Revenue - - TOTAL CURRENT LIABILITIES 9,838,000 5,347,290
NON-CURRENT LIABILITIES Trade and Other Payables - - Borrowings 804,000 949,418 Non Current LSL Provision 2,738,683 920,179 Internal Loans Payable 184,000 276,000 TOTAL NON-CURRENT LIABILITIES 3,726,683 2,145,597
TOTAL LIABILITIES 13,564,683 7,492,887
NET ASSETS 499,174,744 491,219,650
COMMUNITY EQUITY Council Capital 333,523,165 327,190,950 Asset Revaluation Reserve 121,734,679 121,734,679 Retained Surplus/(Deficiency) - (10,062,804) Cash Reserves 43,916,900 52,356,825 TOTAL COMMUNITY EQUITY 499,174,744 491,219,650
15 Balance Sheet CASH FLOW STATEMENT As at 31 August 2020 Year Ended 30 June 2021
2020/2021 2020/2021 Original Actuals Annual YTD Budget
CASH FLOW FROM OPERATING ACTIVITIES Receipts from customers 27,195,143 (5,588,811) Payments to suppliers & employees benefits (66,004,000) (9,950,448) (38,808,857) (15,539,259)
Interest Received 834,000 66,363 Non capital grants & contributions 7,394,000 1,784,486 Non capital NDRRA Event Grants 25,324,000 665,932 Borrowing costs (29,000) (5,128) Net Cash inflow (outflow) from operating activities (5,285,857) (13,027,606)
CASH FLOW FROM INVESTING ACTIVITIES Payments for property, plant & equipment Payments for property, plant & equipment (16,303,700) (312,767) (16,303,700) (312,767)
Receivables-Community Loan Repayments 700 - Receivables-Internal Loans 92,000 - Proceeds from sale of property, plant & equipment 283,000 5,000 Capital grants, subsidies, contributions 9,434,284 1,772,933 Net cash inflow (outflow) from investing activities (6,493,716) 1,465,166
CASH FLOW FROM FINANCING ACTIVITIES Repayment of Internal Loan Borrowings (92,000) - Repayment of External Loan Borrowings (143,427) 5,128 Net cash flow from financial activities (235,427) 5,128
NET INCREASE (DECREASE) IN CASH (12,015,000) (11,557,312)
Opening Cash Beginning of Reporting Period - Cash at Bank 54,299,900 53,330,044 Beginning of Reporting Period - Cash Floats 7,100 7,100 Cash at beginning of reporting period 54,307,000 53,337,144
Closing Cash End of Reporting Period - Cash at Bank 42,284,900 41,772,732 End of Reporting Period - Cash Floats 7,100 7,100 Cash at end of reporting period 42,292,000 41,779,832
Cash Movement Net Increase/(Decrease) in Cash at Bank (12,015,000) (11,557,312) Net Increase/(Decrease) in Cash Floats - -
NET INCREASE (DECREASE) IN CASH (12,015,000) (11,557,312) 16 Cash Flow Statement 11.2 North Queensland Sports Foundation Agreement EXECUTIVE SUMMARY This report seeks approval to enter into a Resource and Performance Agreement with North Queensland Sports Foundation for three (3) years, expiring 30 June 2023.
OFFICER’S RECOMMENDATION That Council: Enter into a three (3) year Resource and Performance Agreement with North Queensland Sports Foundation, expiring 30 June 2023.
BUDGET & RESOURCE IMPLICATIONS Budget allocated: 2020/2021 GL: 10-10001-1001-63401
Year 1 (2020-2021): $3,065.35 ex GST Year 2 (2021-2022): $3,157.31 ex GST Year 3 (2022-2023): $3,252.03 ex GST
The yearly increase is in accordance with the Agreement.
BACKGROUND North Queensland Sports Foundation (NQSF) was established in 1983 to develop a sporting event to meet a significant community need. Since then, the NQSF has evolved to lead North Queensland communities in supporting healthier and active lifestyles.
The Resource and Performance Agreement between Council and NQSF ensures both organisations work together to facilitate the promotion, development, management and encouragement of sport throughout the region recognising the long-standing relationship between both organisations. This agreement will formalise the current arrangement and hold accountable both parties to their responsibilities and obligations. As part of this the NQSF will prepare a 3-year business plan, annual budget, quarterly reports, annual reports and report on major initiatives and provide to Council within an agreed timeframe.
Council’s nominated representatives for the NQSF are Cr Bennetto and Cr Hastie.
As this agreement will formalise what is currently an annual arrangement by way of raising an annual order, it is recommended that Council enter into a three (3) year Resource and Performance Agreement with North Queensland Sports Foundation, expiring 30 June 2023.
LINK TO CORPORATE PLAN Our Priorities for 2018-2023: Priority Area 5 – Community
CONSULTATION (Internal/External) Internal: Cr Sonia Bennetto Cr Kate Hastie Manager Community Services - Hayley Thompson Events Officer - Lisa Green
External: North Queensland Sports Foundation, Chief Executive Officer - Stephen Farrell
LEGAL CONSIDERATIONS There are no foreseen legal implications that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no foreseen policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no foreseen public relations, political, financial, workplace health and safety risk implications that warrant the recommendation being declined.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 17 Report Prepared by: Report Authorised by: LISA GREEN HAYLEY THOMPSON Events Officer Manager Community Services Date: 20 August 2020
ATTACHMENTS • Resource and Performance Agreement – Document No. 1381948
REFERENCE DOCUMENT • North Queensland Sports Foundation LGA Prospectus, Document No. 1376162 • Officer’s Report, Document No. 1380325 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 18 CHARTERS TOWERS REGIONAL COUNCIL
Resource and Performance Agreement
CHARTERS TOWERS REGIONAL Council ("Council") and North Queensland Sports Foundation ("NQSF")
Resource & Performance Agreement #5202769 Page 1 19of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 Contents
Page No. 1. REFERENCE DATA ...... 3 2. DEFINITIONS AND INTERPRETATION ...... 4 3. FUNDING ...... 5 4. REPORTING ...... 6 5. COUNCIL REPRESENTATIVE ...... 7 6. PUBLICITY...... 7 7. INSURANCE AND LIABILITIES...... 7 8. DEFAULT AND TERMINATION...... 7 9. NOT CAPABLE OF TRANSFER...... 8 10. FORCE MAJEURE ...... 8 11. APPLICABLE LAW ...... 8 12. NOTICES...... 8 13. ENTIRE AGREEMENT ...... 8 14. FURTHER ASSURANCES ...... 8 15. LEGAL FEES ...... 8 16. DISPUTE RESOLUTION ...... 9 17. RELATIONSHIP OF PARTIES ...... 9 18. TIME OF THE ESSENCE...... 9 19. GOODS AND SERVICES TAX...... 9 20. DISCLOSURE OF INFORMATION ...... 9 SCHEDULE 1 ...... 11 ANNEXURE A ...... 12
© All rights reserved. The copyright of this Agreement is the property of Cairns Regional Council. Neither this document nor any part of it may be used or reproduced by any method whatsoever or incorporated by reference in any manner whatsoever in any other document without the prior written consent of Cairns Regional Council.
Resource & Performance Agreement #5202769 Page20 2 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 THIS AGREEMENT is made the 1st day of July 2020.
Parties
CHARTERS TOWERS REGIONAL Council
("Council")
North Queensland Sports Foundation PO Box 347 Belgian Gardens ("NQSF") QLD 4810
Background A. The parties intend to work together to facilitate the promotion, development, management and encouragement of sport throughout North Queensland..
B. The parties intend to carry out their obligations in accordance with the terms of this agreement.
C. At the <
1. approves the renewal of the Resource and Performance Agreement with North Queensland Sports Foundation for a further three (3) years, expiring 30 June 2023, for a total contribution of approximately $ 9,474.69 (ex GST) for financial assistance; and
2. delegate’s authority to the Chief Executive Officer in accordance with the Local Government Act 2009 to negotiate and finalise any and all matters relating to the Resource and Performance Agreement.
The Parties Agree:
1. REFERENCE DATA
ITEM NO. DATA DETAILS
Item 1 Recipient: North Queensland Sports Foundation
Address for Notices: PO Box 347 Belgian Gardens QLD 4810
Resource & Performance Agreement #5202769 Page21 3 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 Email: [email protected] [email protected]
Telephone: 0419 681 053
Item 2 Commencement Date: 1/07/2020
Expiry Date: 30/06/2023
Item 3 Annual Funding: Year 1 (2020/2021) – $ 3,065.35 (GST excl) If available, the cash payment amount payable in years 2 and 3 will be recalculated in accordance with updated Census data of the Member’s population (plus 3% indexation). If not provided, the amount payable in years 2 and 3 are as per the below figures: Year 2 (2021/2022) – $ 3,157.31 (GST excl) Year 3 (2022/2023) – $ 3,252.03 (GST excl)
Item 4 Description of the Event or North Queensland Sports Foundation Annual Project to be organised, Membership contribution. promoted and delivered by the Recipient:
Description of how the Annual membership contribution covers administration funds will be used: and operational costs associated with the Foundation’s activities.
2. DEFINITIONS AND INTERPRETATION
2.1 In this Agreement unless inconsistent with the context or subject matter:-
"Address for Service" means the address of each party appearing in this Agreement or any other address nominated in writing by a party to the other party as its new address for notices or service;
"Agreement" means this Agreement and amendments to this agreement;
“Annual Report” means the NQSF Annual Report;
“Board of Directors” means the board of directors of the NQSF;
"Commencement Date" means the date specified in Item 2;
“Council” means CHARTERS TOWERS REGIONAL
Council;
“Council Representative” means the person’s nominated by Council under clause 5.1 to represent Council on the Board of Directors;
"Council Logo" means Council’s corporate logo or any logo Council substitutes in its place from time to time;
"Event or Project" means the Event or Project referred to in Item 4;
“Event or Project Milestones” means the Event or Project Milestones set out in Schedule 1;
Resource & Performance Agreement #5202769 Page22 4 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 "Expiry Date" means the date specified in Item 2;
"Force Majeure" means an act, omission or circumstance over which Council could not reasonably have exercised control, including without limitation, cyclone, employee strike, terrorist incident, floods and the like;
"Funding" means the payment and/or other consideration to be provided by Council to the NQSF under this Agreement, as specified in Item 3;
"GST", “Supply”, “Supplier” have the same meaning as given to these terms in A New and "Tax Invoice" Tax System (Goods and Services Tax) Act 1999 (Cth);
“Insolvency Event” ` occurs if the NQSF becomes the subject of bankruptcy proceedings, winding up proceedings, is declared bankrupt, has a winding up order made against it, has a receiver and/or manager or administrator appointed or enters into a scheme of arrangement with creditors;
"Item" means the item number in the Reference Data;
"Large Local Authority" means each of the Mackay Regional Council, Cairns Regional Council and Townsville City Council.
“Laws” means any statute, regulation or ordinance made by any Authority and where appropriate, includes the applicable common law;
"Medium Local Authority" means any Local Authority, not being a Large Local Authority, that exceeds 9000 residents in population.
“NQSF” means the North Queensland Sports Foundation;
"Reference Data" means the Reference Data table in clause 1 of this Agreement; and
"Small Local Authority" means any Local Authority with a population no larger than 9000 residents.
"Term" means the term of this Agreement as specified in Item 2, calculated from and including the Commencement Date to and including the Expiry Date.
2.2 This Agreement is to be construed as follows unless the context requires otherwise: (a) Reference to one gender includes all genders; (b) Reference to the singular includes the plural and vice versa; (c) Reference to a person includes a corporation or other entity and vice versa; (d) Reference to a schedule means a schedule to this Agreement; (e) Reference to money is to Australian dollars. 3. FUNDING
3.1 Council will provide the Funding to the NQSF, and in consideration, the NQSF will comply with the conditions imposed by Council under this Agreement.
3.2 Council will pay to the NQSF, at the times and in the manner stated in clause 3.3, the following amounts (“the Funding”):
(a) For the 2020/2021 financial year, an amount of $ 3,065.35 (GST excl); and
Resource & Performance Agreement #5202769 Page23 5 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 (b) For subsequent financial years within the term of this agreement, the amount listed in in 3.2 (a) will increase annually by 3% unless new Census of Population and Housing data is released, in which case the amounts will be adjusted.
(c) The adjusted amounts will be based on calculation of 24.86 cents per person in the Member local government region.
3.3 The relevant the Funding will be provided in a single instalment in each year of the Term as follows:
(a) The first payment to be made no earlier than 1 July of the relevant financial year and no later than 30 days’ after of a valid tax invoice for the payment is received by Council.
3.4 Council may, in its absolute discretion, agree to provide additional funding for specific NQSF initiatives upon written request from the Board of Directors, or otherwise determined by Council. Such funding will be provided at the times and in the manner determined by Council in its absolute discretion. For the purposes of this Agreement, any additional funding approved and paid by Council will form part of the Funding.
3.5 The Funding must be deposited into a bank account nominated by NQSF and agreed to by Council.
3.6 The NQSF must only use the Funding towards the promotion, development, management and encouragement of sport throughout North Queensland including the member council regions and be for related administrative purposes.
4. REPORTING
4.1 The NQSF will use its best endeavours to promote and support Council’s principles in a positive and appropriate manner, and encourage, promote, represent, develop, manage and communicate sport to local, national and international persons;
4.2 The NQSF must prepare; (a) a 3 year business plan; and (b) an annual budget, which comply with the NQSF’s obligations under this Agreement. The NQSF will comply with all reasonable requests and directions of Council in preparing these documents.
4.3 The NQSF will provide Council with a copy of the documents referred to in clause 4.2, within one (1) month of the date of this agreement. NQSF will provide copies of the documents referred to in clause 4.2 (b) for each year of the Term, no later than 30 September of each year of the Term.
4.4 NQSF will comply with all relevant laws, notices, orders, local laws, regulations, requirements or requisitions of any government department or agency and will give all notices and pay all fees, levies and taxes payable under or in connection with this Agreement.
4.5 The NQSF will ensure its Board of Directors have the requisite skills and abilities to comply with its obligations under the NQSF’s constitution and the terms of this Agreement.
4.6 The NQSF will provide Council with a quarterly report in a form satisfactory to Council, detailing the financial status and dealings of the NQSF and the major initiatives undertaken in the previous quarter and with sufficient information to enable full and proper assessment of the NQSF’s financial capacity and liquidity. This report will, at a minimum, contain the following information:
(a) Latest financial statements (including trading account profit and loss statement,
Resource & Performance Agreement #5202769 Page24 6 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 balance sheet, statement of cash flows, signed director’s report and notes to the accounts) and details of any material changes since the last financial statement;
(b) Any actual or threatened legal proceedings, details of any contract defaults and any present or pending claims under any Professional Indemnity Policy; and (c) Any assignment of assets and any fixed and/or floating charges over the NQSF’s assets.
4.7 The NQSF will provide Council with a copy of its Annual Report within two (2) months of the Board of Directors adopting the audited financial statements. The NQSF will, within a reasonable time after a request by Council to do so, provide a formal briefing to Council on its Annual Report, or any other matters arising out of or in connection with this Agreement.
4.8 The NQSF will, within 21 days (or such a longer period as may be agreed between the Parties) of receipt of a written request by Council provide to Council detailed advice on any matters arising out of or in connection with this Agreement, which Council considers to be relevant to Council policy, planning and strategy.
5. COUNCIL REPRESENTATIVE
5.1 Large Local Authority Member Council will nominate one (1) Council representatives’ to represent each Large Local Authority Member Council on the Board of Directors (including one Elected Member, and one Council Officer). The NQSF must, within 28 days of receiving written notice of the nomination, appoint the Council representative to the Board of Directors. The Council Representatives will have powers no less than any other member of the Board of Directors, other than the Chairman of the Board. 5.2 Medium Local Authority Member Council will nominate two (2) Council representatives’ to represent all Medium Local Authority Council on the Board of Directors (including one Elected Member, and one Council Officer). The NQSF must, within 28 days of receiving written notice of the nomination, appoint the Council representative to the Board of Directors. The Council Representatives will have powers no less than any other member of the Board of Directors, other than the Chairman of the Board. 5.3 Small Local Authority Member Council will nominate one (1) Council representatives’ to represent all Small Local Authority Council on the Board of Directors (including one Elected Member, and one Council Officer). The NQSF must, within 28 days of receiving written notice of the nomination, appoint the Council representative to the Board of Directors. The Council Representatives will have powers no less than any other member of the Board of Directors, other than the Chairman of the Board.
6. PUBLICITY
6.1 Council may use the NQSF’s reporting information and any other details in respect to Council’s membership to the Foundation for any promotional and other purposes as Council considers appropriate.
6.2 The NQSF will promptly provide Council with copies of all promotional brochures, media material, notice of any awards and any other promotional information in respect to their membership.
7. INSURANCE AND LIABILITIES
Resource & Performance Agreement #5202769 Page25 7 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 7.1 The NQSF must, prior to the Commencement Date, take out and maintain insurance for the Term for public liability to the value of $20,000,000.00 per incidence and otherwise in respect of the NQSF’s activities and potential liabilities to Council and third parties under this Agreement and the NQSF must cause Council’s interests to be noted on its relevant insurance policies. The NQSF must provide Council with evidence of these insurances prior to the Commencement Date.
7.2 The parties acknowledge that Council is self-insured.
7.3 Council will not in any way be liable to the NQSF for any loss or damage the NQSF suffers in connection with this Agreement.
7.4 The NQSF indemnifies Council against all losses, claims or damages Council incurs as a result of the NQSF’s negligence or failure to comply with the terms of this Agreement.
8. DEFAULT AND TERMINATION
8.1 The obligations set out in clauses 3 (Funding), 4 (Reporting), 7.1 (Insurance) and 9 (Not Capable of Transfer) are essential terms of this Agreement. The failure to label a clause as being essential does not in itself preclude that clause from being an essential term. 8.2 Where a party (“defaulting party”) fails to:- (a) comply with an essential term of this Agreement; or (b) comply with any other term of this Agreement and fails to remedy that non- compliance within 48 hours of receiving notice from the other party (“non- defaulting party”) to do so, then the non-defaulting party may terminate this Agreement by giving written notice to the defaulting party. 8.3 Where:- (a) Council considers, acting reasonably, that this Agreement is no longer desirable having regard to adverse publicity relating to or associated with the Recipient; (b) the control or beneficial ownership of the NQSF changes; or (c) the NQSF becomes subject to any Insolvency Event during the Term, then Council may terminate this Agreement by giving written notice to the defaulting party.
8.4 Upon termination of this Agreement, Council will not be required to provide any further Funding to the NQSF and not entitled to any refund for the balance of the year.
8.5 The parties’ rights under this clause are in addition to that at Law.
9. NOT CAPABLE OF TRANSFER
9.1 The NQSF acknowledges and agrees with Council that this agreement is personal to it and is not capable of being transferred or assigned.
10. FORCE MAJEURE
10.1 If Council is rendered unable, wholly or in part, by Force Majeure to carry out or observe any of its obligations under this Agreement, it shall give to the NQSF prompt written notice providing full details of the Force Majeure.
10.2 Subject to sub-clause 10.1, the obligations of the parties under this Agreement, to the extent affected by Force Majeure, will be suspended and no claim by either of the parties against the other party will avail by reason of such Force Majeure provided that Council must, to the extent practicable, take all reasonable steps to remove the Force Majeure as soon as possible. Such reasonable steps will not require Council to settle any reasons for the Force Majeure on unfavourable terms.
Resource & Performance Agreement #5202769 Page26 8 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 11. APPLICABLE LAW 11.1 This Agreement is governed by, and is to be construed in accordance with, the law of the State of Queensland, Australia. 11.2 The parties agree that the courts of the State of Queensland will have exclusive jurisdiction to hear disputes arising out of or relating to either this Agreement or the formation of this Agreement. 12. NOTICES A notice will be deemed to be served on a party if it is addressed to that party at its Address for Service (and if the notice is to be served on the NQSF, marked to the attention of the Manager) and it is delivered by hand to that address or sent by registered mail to that address. 13. ENTIRE AGREEMENT This Agreement contains the entire Agreement between the parties in relation to the Funding. 14. FURTHER ASSURANCES Each party must promptly execute all documents and do all things necessary or desirable to give full effect to the arrangements set out in this Agreement. 15. LEGAL FEES
15.1 Each party is responsible for its own legal fees in relation to the negotiation, preparation and execution of this Agreement. 15.2 Unless specified otherwise, the NQSF must comply with its obligations under this Agreement at its own cost.
16. DISPUTE RESOLUTION
16.1 Resolution Process
If at any time during the Term any dispute doubt or question (“the issue”) arises between the Club and the Council relating to this Agreement then the issue must be dealt with according to this clause. 16.2 Council Officers
In the first instance, either party may refer the issue by issuing a dispute notice to Council’s Sport and Recreation unit who must then meet the parties within seven (7) days. 16.3 Council Senior Managers
In the event no resolution is reached pursuant to Clause 16.2 either party may refer the issue to Council Senior Managers which must then meet within fourteen (14) days to discuss and endeavour to resolve the issue.
17. RELATIONSHIP OF PARTIES
Unless otherwise stated:
(a) nothing in this Agreement creates a joint venture, partnership, or the relationship of principal and agent, or employee and employer between the parties; and
(b) no party has the authority to bind any other party by any representation, declaration or admission, or to make any contract or commitment on behalf of any other party or to pledge any other party’s credit.
18. TIME OF THE ESSENCE
Time shall be of the essence of this Agreement.
Resource & Performance Agreement #5202769 Page27 9 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 19. GOODS AND SERVICES TAX
19.1 The amounts payable by Council under this Agreement are inclusive of GST unless otherwise provided. If GST is to be assessed on the provision of goods, services or any other Supply under this Agreement, then the Supplier must provide the NQSF with a Tax Invoice.
20. DISCLOSURE OF INFORMATION
20.1 Other than as provided in this Agreement, the NQSF must not disclose the terms of this Agreement to any third party without Council’s written consent.
20.2 Council may disclose the terms of this Agreement as it sees fit.
20.3 This clause survives the termination of this Agreement.
Resource & Performance Agreement #5202769 Page28 10 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 Executed as an Agreement
SIGNED for and on behalf of CHARTERS TOWERS REGIONAL COUNCIL by its duly authorised representative, …………………………………………………….. Delegated Officer – Chief Executive Officer in the presence of: Signature Dated: / /_
Witness
…………………………………………………….. (Please Print Full Name) ) Witness Signature Signature Dated: / /_
EXECUTED by the NORTH QUEENSLAND SPORTS FOUNDATION by its Chief Executive Officer and Secretary. ………………………………………………….. Chief Executive Officer
Signature Dated: /_ /_
in the presence of:
Witness
………………………………………………….. (Please Print Full Name) Witness Signature Signature Dated: /_ /_
Resource & Performance Agreement #5202769 Page29 11 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 Schedule 1 Event or Project Milestones
Cash Due Date Event or Project Milestone Assistance (ex GST) 1 Funding Agreement Executed July 2020 2 3 Year Business Plan 30/09/2020 3 Annual Budget 30/09/2020 4 Purchase Order Issued by Council July 2020 5 Recipient raises Invoice to BS Council quoting Purchase Order Number July 2020 6 Invoice Received by Council July 2020 7 Payment made by Council 01/08/2020 $ 3,065.35 8 Quarterly Financial Report 15/10/2020 9 Quarterly Financial Report 15/01/2021 10 Quarterly Financial Report 15/04/2021 11 Purchase Order Issued by Council 01/07/2021 12 Recipient raises Invoice to BS Council quoting Purchase Order Number 01/07/2021 13 Invoice Received by Council July 2021 14 Payment made by Council 01/08/2021 $ 3,157.31
15 Annual Budget 30/09/2021 16 Quarterly Financial Report 15/10/2021 17 Quarterly Financial Report 15/01/2022 18 Quarterly Financial Report 15/04/2022 19 Quarterly Financial Report 15/07/2022 20 Purchase Order Issued by Council 01/07/2022 21 Recipient raises Invoice to BS Council quoting Purchase Order Number 01/07/2022 22 Invoice Received by Council July 2022 23 Payment made by Council 1/08/2022 $ 3,252.03 24 Annual Budget 30/09/2022 25 Quarterly Financial Report 15/10/2022 26 Quarterly Financial Report 15/01/2023 27 Quarterly Financial Report 15/04/2023 28 Quarterly Financial Report 15/07/2023
Resource & Performance Agreement #5202769 Page30 12 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 Annexure A Acquittal Requirements Guidelines
Acquittal Requirements may include: Proof that Council’s membership contribution was used in accordance with the intended purpose of this Agreement (as per clause 3.6) Proof of expenditure (eg audited financial statements) Proof of the acknowledgement of Council assistance (eg. Council’s logo on website, annual calendar, newsletter)
Resource & Performance Agreement #5202769 Page31 13 of 12 Document Set ID: 1381948 Version: 1, Version Date: 07/09/2020 11.3 Request from Charters Towers Demons AFL Club for continued use of Defiance Mill Park oval and shed EXECUTIVE SUMMARY A request has been received from Charters Towers Demons AFL Club to continue using the oval and one (1) bay of the storage shed at Defiance Mill Park.
OFFICER’S RECOMMENDATION That Council: Agree to allow the Charters Towers Demons AFL Club to use the grounds at Defiance Mill Park for home games and associated training, for a two (2) year period expiring on 30 September 2022 subject to the following conditions: • permission to use one (1) bay of the 3-bay shed for storage of equipment at a cost of $500 per year including GST; • permission to access the grounds for training as required; • should the lighting schedule not be sufficient then an additional cost will be charged for the extended lighting period as per the electricity meter reading; • hire fee per home game is $250 including GST; • permission to erect semi-permanent goal posts on the site which can be removed outside of the season and in circumstances where an alternate use of the site is requested; • no vehicular access is permitted in the vicinity of the shed other than for intermittent loading/unloading of equipment or supplies; and • parking of vehicles is permitted only in the existing carpark provided, with remaining vehicles to be parked along Boundary Street.
Authorise the Chief Executive Officer to extend, vary or cancel the agreement as required.
BUDGET & RESOURCE IMPLICATIONS It is not considered that there will be additional expenditure required for the use by the Charters Towers Demons AFL Club, however mowing schedules may need to align with the timing of games. It is not considered at this stage that any additional service will be provided to the location above what is provided currently.
BACKGROUND The Charters Towers Demons AFL Club have previously utilised the Defiance Mill Park oval for their season games and training sessions since 2018. Use by the Demons has increased the usage of the facility and fits well into the “sporting precinct” area which includes the Kennedy Regiment Memorial Pool, the rugby league grounds, the skate park and the tennis courts. Multi-use of existing facilities is supported particularly when grounds are already maintained. To date this use has not required any significant redevelopment.
The Demons have identified a willingness to apply for funding for potential upgrades to the facility with Council endorsement.
LINK TO CORPORATE PLAN Priority Area - Community
CONSULTATION (Internal/External) Internal: Manager Community Services - Hayley Thompson Manager Council Facilities - Peter Watling Open Spaces Coordinator - Troy Risdale External: Charters Towers Demons AFL Club
LEGAL CONSIDERATIONS The Club will be required to complete a prescribed activity application and booking form detailing the schedule of home games and training days. Council will require evidence of public liability insurance as part of the application for the prescribed activity.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 32 POLICY IMPLICATIONS There are no foreseeable policy implications that would warrant Council to decline this request.
RISK IMPLICATIONS There are no foreseeable risk implications that would warrant Council to decline this request.
Report Prepared by: Report Authorised by: KATHY THORLEY HAYLEY THOMPSON Customer Service Team Leader Manager Community Services Date: 31 August 2020
ATTACHMENTS • Nil
REFERENCE DOCUMENT • Correspondence received from Charters Towers Demons AFL Club requesting use of Defiance Mill Park, Document No. 1378069 • Officer’s Report Document No. 1380183 ______
11.4 2020/2021 Resilience Grants Programme EXECUTIVE SUMMARY Council received five (5) applications for assistance for the once-off 2020/2021 Resilience Grants Programme.
OFFICER’S RECOMMENDATION That Council: Approve the resilience grant application by Bodyfix for a 12-week fitness class for the amount of $5,000 (ex GST);
Approve the resilience grant application by Towers Players for the musical ‘Little Shop of Horrors’ for the amount of $5,000 (ex GST);
Approve the resilience grant application by Heather Jonsson for ‘Storytelling Connects Us: Creating Resilience in Challenging Times’ for the amount of $5,000 (ex GST);
Approve the resilience grant application by Epilepsy Queensland for the printing and distribution of ‘Charters Towers Community Mental Health Directory – V2’ for the amount of $4,760 (ex GST);
Approve the resilience grant application by Prospect Community Services for the Charters Towers Balance Group workshops for the amount of $5,000; and
Authorise the Chief Executive Officer in conjunction with Manager of Community Services to identify and fund community resilience and cohesion programs with remaining grant funds.
BUDGET & RESOURCE IMPLICATIONS There are sufficient funds available having received Resilience Grants Funding of $50,000 excluding GST from Northern Queensland Primary Health Network.
BACKGROUND Council received five (5) applications for assistance under the 2020/2021 Resilience Grants Programme. All applications met the criteria specified in the grant guidelines.
The remaining balance of $25,240 will be utilised for various community cohesion projects currently under consideration.
LINK TO CORPORATE PLAN
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 33 Corporate Plan 2018-2023 Priority Area 5 – Community
CONSULTATION (Internal/External) Internal: Manager Community Services; Hayley Thompson External: Northern Queensland Primary Health Network: Katerina Kanakis
LEGAL CONSIDERATIONS There are no foreseeable legal considerations relating to the distribution of resilience grants and the recommended grantees.
POLICY IMPLICATIONS There are no foreseeable associated policy implications to the resilience grants programme.
RISK IMPLICATIONS There are no foreseeable risk implications relating to the distribution of resilience grants and recommended grantees.
Report Prepared by: Report Authorised by: LISA GREEN HAYLEY THOMPSON Events Officer Manager Community Services Date: 2 September 2020
ATTACHMENTS • N/A
REFERENCE DOCUMENT • Bodyfix – Document No. 1373717 • Towers Players – Document No. 1376925 • Heather Jonsson – Document No. 1376932 • Epilepsy Queensland – Document No. 1377115 • Prospect Community Services – Document No. 1377255 • Officer’s Report Document No. 1381504 ______
11.5 Round Two 2020/2021 Community Grants Programme
EXECUTIVE SUMMARY Due to the impact of COVID-19 on the local community, and more specifically the not-for-profit sector and their ability to fundraise, it is proposed to put Council’s Community Grants Programme on hold for Round 2 2020/2021 and implement a Not-for-profit Sporting and Recreation Support Programme in its place to assist eligible organisations with operating expenses.
OFFICER’S RECOMMENDATION That Council: Resolve to suspend Round 2 2020/2021 of the Council’s Community Grant Programme; Resolve to adopt a Not-for-profit Sporting and Recreation Support Programme based on the attached Guidelines; and Approve the remaining 2020/2021 Community Grant Programme budgeted monies be allocated to the Not-for profit Sporting and Recreation Support Programme.
BUDGET & RESOURCE IMPLICATIONS There is approximately $50,802 remaining in the Community Grants Budget that is available to be reallocated to the proposed Not-For-Profit Sporting and Recreation Support Programme.
BACKGROUND The COVID-19 pandemic has and is continuing to significantly impact on the ongoing viability of the local not-for-profit sector, specifically income/fundraising opportunities. In response, it is proposed to put the Community Grant Programme on hold for Round 2 2020/2021 and announce a Not-For-Profit Sporting and Recreation Support Programme.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 34 It is proposed that the Not-for-Profit Sporting and Recreation Support Programme would support local not-for-profit organisations impacted financially as a result of the pandemic by assisting with the payment of operational costs, including Council rates, electricity, rent, telecommunication, insurance and licencing fees. Eligible organisations would be able to utilise grant funds for approved accounts/invoices payable from 1 July 2020 – 30 December 2020.
It is suggested that the amount available per eligible not-for-profit organisation be capped at $1,500 (excluding gst) to assist as many applicants as possible. Applicants must be able to demonstrate that the ability for their organisation to fundraise/operate has been impacted/restricted since March 2020.
LINK TO CORPORATE PLAN Corporate Plan 2018-2023 Priority Area 5 – Community
CONSULTATION (Internal/External) Internal: Chief Executive Officer – Aaron Johansson Manager Community Services – Hayley Thompson
External: N/a
LEGAL CONSIDERATIONS Local Government Regulation 2012
POLICY IMPLICATIONS There are no foreseeable policy implications relating to the recommendation. The Community Grants Programme will recommence for Round 1 2021/2022.
RISK IMPLICATIONS There are no foreseeable risk implications relating to the recommendation.
Report Prepared by: Report Authorised by: SIMONE MILES HAYLEY THOMPSON Community Services Officer Manager Community Services Date: 31 August 2020
ATTACHMENTS • Not-For-Profit Sporting and Recreation Support Programme Guidelines and Application Form – Document No. 1381539
REFERENCE DOCUMENT • Officer’s Report Document No. 1380010 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 35 Not-For-Profit
Sporting and Recreation
Support Programme
Guidelines & Application Form
36 Document Set ID: 1381539 Version: 2, Version Date: 07/09/2020 Not-For-Profit Sporting and Recreation Support Programme – Guidelines
Overview The COVID-19 pandemic is having significant impacts on the ongoing viability of the not-for-profit sector, including income opportunities. In response, Charters Towers Regional Council has put the Community Grant Programme on hold for Round 2 2020/2021 and announced a Not-for-Profit Sporting and Recreation Support Programme that aims to assist those organisations that have had limited fundraising opportunities as a result of the impacts of the COVID-19 pandemic.
Objective The objective of the Programme is to support local not-for-profit sporting and recreation organisations impacted financially as a result of the pandemic by assisting with the payment of operational costs.
Eligibility Applicants must meet all of the following criteria: Have been subject to closure or otherwise highly impacted by COVID-19 restrictions Demonstrate that the ability for your organisation to fundraise has been impacted/restricted since March 2020 (ie. cancellation of events, BAS statement) Provide proof of operational costs Be a not-for-profit, incorporated sporting and recreation organisation located and operating within the Charters Towers Region, and benefit the communities of the Charters Towers Region Hold a current public liability insurance certificate to a value of not less than $10 million Not be a Political party Have no overdue debt to Council Have acquitted all Community Grants received from Council. If successful, provide Council with a Tax Invoice for the granted amount
Ineligible Assistance will not be provided for applications/organisations that: Are primarily for the benefit of an individual Are primarily of a commercial nature Are based outside of the region Do not align with the objectives of Council's Corporate Plan Are for repayments of debts or loans Are received after the advertised closing date/time Are from organisations that have outstanding Grant requirements, ie. acquittals
How much can you apply for and what can it be used for? The maximum grant amount available is $1,500 (excluding GST) per eligible not-for-profit sporting and recreation organisation.
Grant funds can be used for the following operational costs: Electricity; Council rates; Rent; Telecommunication charges; Insurance fees; and Licensing fees.
Please note that grant funds can be used towards any of the above payable from 1 July 2020 – 30 December 2020. Provision of accounts/invoices as evidence of operating expenses will be required.
Applications Open: 1 October, 2020 Closing Date: 30 October, 2020
For further enquiries or assistance in completing the application form, please contact Charters Towers Regional Council on 07 4761 5300. ECM Document No. 1381539 Page 2
37 Document Set ID: 1381539 Version: 2, Version Date: 07/09/2020 Not-For-Profit Sporting and Recreation Support Programme – Application
Applicant Details
Organisation Name(s) ......
Postal Address ......
Street Address ......
Email Address ......
Phone No...... Fax No......
ABN......
Committee Details
Please list names, email or phone contact of two (2) Committee/Board Management Members:
President/ ...... Treasurer/ ...... Vice President Secretary
Phone No: ...... Phone No: ......
Email: ...... Email: ......
Documentation
Please provide a copy of the following with your application:
The organisation’s Certificate of Incorporation The organisation’s Certificate of Currency for Public Liability Insurance The organisation’s most recent Audited Financial Statements The organisation’s bank statement, post 1 September 2020 Invoices/accounts relating to the organisation’s operating expenses payable from 1 July 2020 – 30 December 2020.
Please detail how your organisation has been impacted by COVID-19 and associated restrictions.
......
......
......
......
......
......
......
......
......
ECM Document No. 1381539 Page 3 38 Document Set ID: 1381539 Version: 2, Version Date: 07/09/2020 Not-For-Profit Sporting and Recreation Support Programme – Application
Certification
To be signed by the President/Chair of the applicant organisation.
I certify that to the best of my knowledge the information provided as part of application are true and correct.
Information Privacy and Right to Information The information you provide in your application will be used by the Council to process and assess your application.
If your application is successful, Council may disclose the following Information to the public: the information you provide in your grant application; the amount of funding you receive.
The Information may be used by Council for the promotion of the Not-For-Profit Sporting and Recreation Support Programme or the promotion of funding outcomes for projects in Charters Towers. For this purpose, the Information and your contact details may be provided to the media and other agencies who may contact you directly. The Council may also publish the Information in their Annual Report or on their website.
Council treats all personal information in accordance with the Information Privacy Act 2009. The provisions of the Right to Information Act 2009 apply to documents in the possession of the Council.
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Postal address: Hand Delivery: Chief Executive Officer Chief Executive Officer Charters Towers Regional Council Charters Towers Regional Council PO Box 189 70 Mosman Street CHARTERS TOWERS QLD 4820 CHARTERS TOWERS QLD 4820
Email: [email protected]
ECM Document No. 1381539 Page 4 39 Document Set ID: 1381539 Version: 2, Version Date: 07/09/2020 11.6 Approval to provide financial assistance to Greenvale Progress Association Inc for Festival of Small Halls EXECUTIVE SUMMARY Greenvale Progress Association Inc are seeking financial assistance from Council to bring the Festival of Small Halls event to Greenvale in 2020.
OFFICER’S RECOMMENDATION That Council: Provide $1,000 to the Greenvale Progress Association Inc towards the Festival of Small Halls event to be held in Greenvale in October 2020.
BUDGET & RESOURCE IMPLICATIONS Carry over budget from the 2019/2020 Charters Towers Festival of Small Halls event (WO4000697) can be utilised to fund this request.
BACKGROUND Festival of Small Halls is a music tour that takes folk and contemporary acoustic artists performing at two of Australia’s largest music festivals and sends them on the road to halls in communities all over Australia. It is produced by Woodfordia Inc in partnership with other Australian festivals and regional partners.
This event will assist in building a culturally rich community, promote social inclusion and support the wellbeing of the Greenvale community.
LINK TO CORPORATE PLAN Priority Area - Community
CONSULTATION (Internal/External) Internal: Mayor; Cr Frank Beveridge Councillor Sonia Bennetto Manager Community Services - Hayley Thompson Events Officer - Lisa Green External: Greenvale Progress Association Inc
LEGAL CONSIDERATIONS There are no foreseeable legal considerations that would warrant Council to decline this request.
POLICY IMPLICATIONS There are no foreseeable policy implications that would warrant Council to decline this request.
RISK IMPLICATIONS There are no foreseeable risk implications that would warrant Council to decline this request.
Report Prepared by: Report Authorised by: KATHY THORLEY HAYLEY THOMPSON Customer Service Team Leader Manager Community Services Date: 3 September 2020
ATTACHMENTS • Not applicable
REFERENCE DOCUMENT • Email from Greenvale Progress Association Inc requesting financial assistance to bring Festival of Small Halls to Greenvale Document No. 1381573 • Officer’s Report Document No. 1381443 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 40 11.7 Trustee Lease for Lot 200 on SP226412, Parish of Charters Towers EXECUTIVE SUMMARY This report seeks approval to include Lot 200 on Plan SP226412 into a Trustee Lease over Reserve 93- 075 to include the entire reserve land, for a twenty (20) year period, to align with the existing Trustee Lease issued over one parcel on the title (Lot 215 on Plan DV52).
OFFICER’S RECOMMENDATION That Council: Apply the exception under the provisions of Section 236 (c)(iii) of the Local Government Regulation 2012 for the disposal of Lot 200 on Plan SP226412, Parish of Charters Towers; Offer a Trustee Lease over Lot 200 on Plan SP226412 to the existing lessees of Lot 215 on Plan DV52, by amending the existing Trustee Lease to include this parcel, conditional upon consent of the Minister and based generally on standard terms and conditions for a term of twenty (20) years; Set the rent at the rate determined by the Department of Natural Resources, Mines and Energy for a Class 11 Rental Category and being 0.75% of the unimproved capital value (UCV) in the first year and then apply CPI increases in the second and subsequent years of the lease; and Authorise the Chief Executive Officer to execute and vary the terms and conditions of the lease as required.
BUDGET & RESOURCE IMPLICATIONS No expenditure will be required on Council’s part. Council, at its Meeting held 20 September 2017 resolved to adopt the fee structure used by the Department of Natural Resources, Mines and Energy (DNRME) (Resolution Number 2372) when calculating rent for Trustee Leases.
Using that adopted fee structure, Council will receive lease fee income of $427.50 plus GST for the first year (based on a UCV valuation of $57,000.00), with CPI increases for the second and subsequent years.
The cost of registration of the trustee lease with DNRME will be the responsibility of the trustee lessee. There is a $36.00 requisition fee that Council will be required to meet. There is no cost for preparation of a lease agreement as Council intends using the existing lease generally.
BACKGROUND At its Meeting held 15 July 2020, Council resolved to enter into a twenty (20) year Trustee Lease over Lot 215 on Plan DV52 with PG & SB Hammer. Upon registration of that Trustee Lease with the Department of Natural Resources, Mines and Energy (DNRME), it has been requisitioned on the basis that Lot 200 on Plan SP226412 is on the same Title Reference and therefore DNRME have requested that the Trustee Lease be over both parcels.
Council is the trustee of the Camping reserve described as Lot 200 on Plan DVSP226412, locality plan attached. We have never entered into a Trustee Lease over this portion prior and a search of Council’s records does not reveal any information as to the reasons why, nor why we were not requisitioned when we originally registered the Trustee Lease over Lot 215 on Plan DV52 in 2015.
In any event, contact has been made with the existing lessee (Mr Peter Hammer) to enquire whether he is interested in entering into a Trustee Lease with Council over this parcel as well. Mr Hammer has provided information that this parcel was originally part of Lot 215 on Plan DV215 and he held a lease with the State over same (Special Lease 701403541). Council contacted him many years ago advising that they wanted to readjust the boundaries in the area to install a culvert to allow all-weather access to Lot 201 on Plan SP226412; to give that parcel access to Riverview Road; and to include the area that is being used as camping into the road reserve. He agreed to forfeit his special lease to allow that process to proceed. He informs that he was advised that this parcel would be included back into Lot 215 on DV52 once the process had been finalised and he would then be granted tenure again. He therefore assumed that Lot 200 on Plan SP226412 had merged with Lot 215 on Plan DV52 and was of the assumption that the Trustee Lease included both parcels of land. He has been grazing on both parcels under this assumption.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 41 Discussions with DNRME Officers have indicated that they will not support a separate lessee for each parcel. The Department’s stance is that despite the reserve having separate parcel descriptions, the Reserve is a whole and should be leased as a whole. If Council considered offering same to a different lessee, the parcel would have to be separated from the existing Title and a new Title would need to be created. The parcel is only 57,200m2 so, stand-alone it provides limited grazing opportunity. Considering the factors noted, to regularise the situation and on the basis that the parcels are on the same title it is considered that the current lessee is best placed to utilise and maintain this reserve on Council’s behalf. It is recommended that the Trustee Lease over Lot 215 on Plan DV52 be amended to include Lot 200 on Plan SP226412 on the same terms and conditions.
An inspection of the reserve area by Council’s Land Protection Officer, has been undertaken and the following noted:
Reserve is 57,200m2, in fair condition (‘B’ grade land condition in accordance with Department of Agriculture and Fisheries Grazing Land Management), suitable for leasing with minimal weed control required and has no permanent water facility onsite. Mr Hammer currently undertakes limited grazing on this parcel but there are currently no cattle on same, allowing the grass to regenerate.
LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Infrastructure and Sustainability” in Council’s Corporate Plan (2018-2023).
CONSULTATION (Internal/External) External: Department of Natural Resources, Mines & Energy Peter Hammer Internal: Land Protection Officer - Ashley Blokland, Procurement Coordinator - Paul Weston Manager Governance and Communications - Camille Conaghan Governance Officer - Melissa King
LEGAL CONSIDERATIONS Local Government Regulation 2012 Section 236(1)(c)(iv) states that a Trustee Lease can be offered to a person who owns adjoining land, provided various conditions are met, including: (a) the land is not suitable to be offered for disposal by tender or auction for a particular reason, including for example, the size of the land or the existence of particular infrastructure on the land; and, (b) there is not another person who owns adjoining land who wishes to acquire the land; and (c) it is in the public interest to dispose of the land without a tender or auction; and (d) the disposal is otherwise in accordance with sound contracting principles.
It is considered that due to the reasons outlined above, this recommendation meets the requirements of this section.
Further, Section 236(1)(c)(iii) also provides an exemption if the disposal of the land is for the purpose of renewing the lease of land to the existing tenant of the land. This is supported by the fact that Mr Hammer is the existing tenant of the land given that he held the last lease over the land (via Special Lease) and he also has a current lease over the other parcel on the Title.
Section 236(2) states that disposal of land under this section can only be decided by Council Resolution. (Disposal includes release of responsibility to another party).
Land Act 1994 Section 57 trustee leases provides the framework for leases, trustee permits.
POLICY IMPLICATIONS As stated above, the land is not suitable for tender due to the fact that it is on a title with Lot 215 on Plan DV52, it does not have access to water and stand-alone, it has no grazing potential due to its size.
There are no policy implications that warrant the recommendation being declined.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 42 RISK IMPLICATIONS There are no political, public relations, financial, workplace health and safety risk implications that warrant the recommendations being declined.
Report Prepared by: Report Authorised by: MELISSA KING CAMILLE CONAGHAN Governance Officer Manager Governance and Date: 2 September 2020 Communications
ATTACHMENTS • Attachment A – Little Sandy Creek Land Lease Renewal Map with Lot 200 SP226412 highlighted red
REFERENCE DOCUMENT • Existing Trustee Lease over Lot 215 on Plan DV52 – Document No. 1368583 • Officer’s Report Document No. 1381243 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 43
Attachment A
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 44 11.8 Trustee Lease for Lot 9 on Plan SP309090 EXECUTIVE SUMMARY This report seeks approval to enter into a Trustee Lease over reserve land described as Lot 7 on Plan SP309090 to the previous lessees for a twenty (20) year period.
OFFICER’S RECOMMENDATION That Council: Apply the exception under the provisions of Section 236 (c)(iii) of the Local Government Regulation 2012 for the disposal of Lot 7 on Plan SP309090; Offer a Trustee Lease over Lot 7 on Plan SP309090 to the previous lessees of the parcel, conditional upon consent of the Minister and based generally on standard terms and conditions for a term of twenty (20) years; Set the rent at the rate determined by the Department of Natural Resources, Mines and Energy for a Class 11 Rental Category and being 0.75% of the unimproved capital value (UCV) in the first year and then apply CPI increases in the second and subsequent years of the lease; and Authorise the Chief Executive Officer to execute and vary the terms and conditions of the lease as required.
BUDGET & RESOURCE IMPLICATIONS No expenditure will be required on Council’s part. Council, at its Meeting held 20 September 2017 resolved to adopt the fee structure used by the Department of Natural Resources, Mines and Energy (DNRME) (Resolution Number 2372) when calculating rent for Trustee Leases.
Using that adopted fee structure, Council will receive lease fee income of $293.70 (minimum fee) for the first year (based on a UCV valuation of $30,000.00), with CPI increases for the second and subsequent years.
The cost of registration of the trustee lease with DNRME will be the responsibility of the trustee lessee. There is no cost for preparation of a lease agreement as Council intends using the existing lease generally.
BACKGROUND Council is the trustee of the reserve described as Lot 7 on Plan SP309090, locality plan attached. This is considered renewing the lease of the land to the existing lessees of the land (Wayne Easton and Catherine Bettridge).
The tenure on this parcel was previously secured via a Special Lease (S/L 11/48555) with DNRME which was granted on 7 November 1995 and was cancelled on 20 May 2019. The cancellation was only lodged to allow a small reconfiguration to occur to correct an encroachment issue on the parcel.
Now that the encroachment issue has been finalised and the Survey Plan registered, the previous lessees have requested Council to enter into a Trustee Lease to again secure tenure over the land for grazing purposes.
The lessees have requested a twenty (20) year term given the length of time that tenure has been held and to guarantee security over the parcel to complement their grazing business. This is considered reasonable grounds in this circumstance.
An inspection of the reserve area by Council’s Land Protection Officer, has been undertaken and the following noted:
Reserve is 31.9 hectares, in fair condition (‘B’ grade land condition in accordance with Department of Agriculture and Fisheries Grazing Land Management), suitable for leasing with minimal weed control required and has no permanent water facility onsite.
The reserve is adjoined by property owned by the proposed lessees on three (3) sides who have held a lease over the land for over twenty (20) years and as such, it is considered that the current lessee is best placed to utilise and maintain this reserve on Council’s behalf.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 45 LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Infrastructure and Sustainability” in Council’s Corporate Plan (2018-2023).
CONSULTATION (Internal/External) External: Department of Natural Resources, Mines & Energy Catherine Bettridge Internal: Land Protection Officer - Ashley Blokland Procurement Coordinator - Paul Weston Rates Coordinator - Selina Pitt Manager Governance and Communications - Camille Conaghan Governance Officer - Melissa King
LEGAL CONSIDERATIONS Local Government Regulation 2012 Section 236(1)(c)(iii) states that a Trustee Lease can be offered to the existing tenant of said land, provided various conditions are met. The applicant is considered the existing tenant given that no tenancy has been issued to another party since 1995.
Section 236(2) states that disposal of land under this section can only be decided by Council Resolution. (Disposal includes release of responsibility to another party).
Land Act 1994 Section 57 trustee leases provides the framework for leases, trustee permits.
POLICY IMPLICATIONS Discussions have been held with Paul Weston, Procurement Coordinator to clarify disposal of land without tender. Despite the fact that this process is considered renewal of a lease of land to an existing tenant, even if it could be determined that this is not ‘renewal’, it is a ‘new lease’, the current lessees would still be offered the first right of lease under Section 236(c)(iv) because the land is not suitable for tender due to the fact that it does not have access to water and there is not another person who owns adjoining land that this parcel could complement an established grazing opportunity for. The only adjoining parcel that isn’t owned by the applicant is a small rural/residential property with a land area of only 4500m2.
There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no political, public relations, financial, workplace health and safety risk implications that warrant the recommendations being declined.
Report Prepared by: Report Authorised by: MELISSA KING CAMILLE CONAGHAN Governance Officer Manager Governance and Date: 3 September 2020 Communications
ATTACHMENTS • Attachment A – Trustee Lease – Reserve 444
REFERENCE DOCUMENT • Standard Lease Conditions Doc No. 846320 • Officer’s Report Document No. 1381348 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 46 Attachment A
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 47 11.9 Proposal to excise part of Reserve and re-purpose from ‘Travelling Stock’ to ‘Recreation’ – Reedybrook Lot 5 on Plan SP250473 EXECUTIVE SUMMARY This report seeks Council’s approval to request the State to dedicate (excise) part of the Reserve known as Reedybrook Reserve and located at Lot 5 on Plan SP250473 and to re-purpose this part to be dedicated as a Recreation community purpose (which includes camping).
OFFICER’S RECOMMENDATION That Council: Lodge an application with the Department of Natural Resources, Mines and Energy to excise part of the Reedybrook Reserve, located at Lot 5 on Plan SP250473 in accordance with the Map provided at Attachment A; Request the Department of Natural Resources, Mines and Energy to re-purpose the excised portion to include a ‘Recreation’ community purpose; Authorise the Chief Executive Officer to execute and vary the terms and conditions of the application as required.
BUDGET & RESOURCE IMPLICATIONS Currently, there is no budget item allocated for this project, however, the response to date, and the continued response required by Council to this unresolved matter, is significant.
Council has put forward considerable physical and financial resourcing from the Governance and Communications Department and the Land Protection Unit to navigate recreational camping on the reserve. A Native Title lawyer has been engaged to provide expertise on the application of the relevant law to the native title holders rights and interests. It is intended that this recommendation will meet the satisfaction of all parties and hold significant financial savings for Council by resolving the situation.
At the Councillor Workshop Briefing held 29 July 2020 Council indicated that the preferred option was to not lobby the State for funding and that it was not agreeable to establishing a serviced local government camp ground, but rather is supportive of a self-sufficient camp ground consisting of limited, if any, amenities or facilities.
At this preliminary stage, the immediate identified costs for this option relate to survey works, fencing and application fees.
A quotation has been received for survey works in the sum of $2,530 (including GST). Council’s Land Protection Officer has advised that approximately 1 kilometre of fencing and installation of a grid with earthworks is required. The average price for fencing at present is $16.50 per metre and the purchase cost of a grid is approximately $7,150 with earthworks at this location equalling approximately $4,400. The total cost estimate for fencing and the grid is $28,050 (including GST). Application fees are expected to be no more than $500. Total estimate equalling $31,080 (including GST).
Ongoing costs are difficult to quantify in this early preliminary stage. They have however, been identified as staff costs associated with compliance monitoring for waste management, complaints and maintenance responsibilities. Given that Council has indicated its preference for a self-sufficient camp ground though, these costs are not considered to be any more than currently exists.
BACKGROUND Reedybrook Reserve is a Stock Route Reserve located approximately 250 kilometres north of Charters Towers (around 47 minutes from Greenvale) and comprises approximately 511 hectares. Reserves are owned by the State Government, with specific responsibility being that of the Department of Natural Resources, Mines and Energy (DNRME).
Council, as most local governments are in their respective Local Government Areas (LGAs), has been appointed as Trustee of reserves, including Reedybrook Reserve. The Reedybrook Stock Route Reserve is part of the Queensland stock route network (SRN) which is primarily used for moving stock, pasture for emergency agistment and sustainable long-term grazing.
The stock route network is also valued for comprising native flora and fauna, remnant vegetation and Indigenous and non-Indigenous cultural heritage. Stock route activities need to be managed carefully to ______
Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 48 protect and enhance the land’s natural resources. Reedybrook Reserve for decades though has been used by the public as a recreational hotspot, and this has been further enabled by the previous longstanding adjoining landholder who has held permits to occupy over the property over this period of time, allowing and encouraging the activity. There are now new owners who were issued a permit to occupy by DNRME, after Council refused to issue a trustee lease. The new owners have requested Council’s support (as Trustee) to enforcing the legislation and educate and inform the public that recreational camping is prohibited. This situation has caused considerable backlash for Council from all affected parties.
In response to community sentiment, Council has indicated their willingness to investigate options for meeting the needs of all affected parties and this recommendation is considered a fair and reasonable proposal. A map of the area proposed to be excised is at Attachment A. This area is approximately 130 hectares and encompasses infrastructure and fields constructed for the Reedybrook Ashes including two (2) cricket fields, a shed used as a bar/canteen area and toilets. There are multiple tracks traversing throughout this area that are popular with campers leading to river campsites. These equate to approximately 4.5 kilometres and are all encompassed within or adjoining the highlighted area.
The overall size of Reedybrook Reserve is currently 511 hectares, leaving 381 hectares for the existing lessees to graze. All stock routes and stock route reserves will remain open to public access.
LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Community” in Council’s Corporate Plan (2018- 2023).
CONSULTATION (Internal/External) External: Department of Natural Resources, Mines & Energy Atkinson and Booy Surveyors Media Release issued in late April 2020 advising of the restrictions Media Release issued in July 2020 further advising of restrictions Public Notice issued in July 2020 Change.org petition – 1846 signatures as at 27 July 2020 North Queensland Land Council representing the Gugu Badhun Traditional Owners Keir Steele Waldon Lawyers representing the existing lessee Preston Law Internal: Councillors Chief Executive Officer - Aaron Johansson Land Protection Officer - Ashley Blokland Manager Governance and Communications - Camille Conaghan Governance Officer - Melissa King
LEGAL CONSIDERATIONSCo Reedybrook Reserve was dedicated in 1885 as a ‘camping and water reserve’ for the purpose of travelling stock. The current legislation does not identify a purpose of a reserve as a camping and water reserve, the current day appropriate reference is now ‘travelling stock requirements’. Any reserve that allows for camping would fall under the reserve purpose ‘recreation’, though would not be called a reserve for camping in any official reference to its purpose. Reedybrook had, until 2 September 2020, on its Certificate of Title ‘Camping’ as the purpose of the reserve, this is a legacy issue. We are informed by DNRME that other than camping and water reserve there has not been a reserve purpose for camping i.e. recreational camping. Herein lies much of the confusion as current day, and seemingly the past few decades at least, most members of the public understandably associate camping with recreational camping not travelling of stock. Further exacerbation of this matter, on Queensland Globe the reserve is identified as ‘camping’, again the legal basis and government’s understanding of this drastically differs to that of the general public. As such the reserve has been used for decades by local residents (Charters Towers, Townsville and other neighboring LGAs), domestic and international travellers to the region, including the determined native title holders.
Council requested DNRME on 30 June 2020 to change the Certificate of Title and Queensland Globe references to reflect the current terminology under the Land Act. i.e. ‘travelling stock’ and was informed on 2 September 2020 that this process has now been actioned. Whilst this will assist in clearing up the confusion that the term ‘camping’ has formed, it still does not resolve the issue to the satisfaction of all the affected parties.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 49
Currently Local Law No. 4 (Local Government Controlled Areas, Facilities and Roads) 2011 and Subordinate Local Law No. 4 (Local Government Controlled Areas, Facilities and Roads) 2011 do not prohibit camping on the Reedybrook Reserve, nor do they provide for camping on the Reedybrook Reserve, it is silent in this regard. Council has no clear enforcement power to prohibit camping on Reedybrook Reserve, nor necessarily to allow for it.
The legal framework pertaining to stock route reserves and their use and management is both convoluted and lacking. The State places all responsibility on local governments, though holds firm in their position that camping and other activities are prohibited on stock route reserves, including Reedybrook. State legislation is not clear, and as such Councils are relying on their local laws to regulate, including enforce, the use of reserves. The Land Act 1994 (Land Act) is clear in that reserves are for dedicated purposes, as is the Stock Route Management Act 2002 (Stock Route Act) clear in that stock routes are to be used for their primary purpose and a possible secondary use can be approved if it is not inconsistent with the primary purpose of the reserve. These are not however offence provisions that Council can use to prohibit the activity of camping, and subsequently enforce. Though it is DNRME’s position that this responsibility lies with Council as Trustee and that we must ensure the use of the reserve is in accordance with the Land Act, Stock Route Act and Council’s Local Laws. Workshop Briefing The Land Act – is the primary statute that regulates reserves and their use and management, including appointment of trustees and their functions.
Section 46 of the Land Act stipulates that the Trustee’s administrative functions are— (1) A trustee’s functions are to— (a) manage the trust land consistent with achieving the purpose of the trust; and (b) fulfil the trust within their conditions of appointment (if any); and (c) control noxious plants on the trust land; and (d) keep records required by the Minister or required under this and other Acts. (2) A trustee has the responsibility for a duty of care for the trust land. (3) Unless the Minister otherwise decides, a trustee’s functions include protecting and maintaining, so far as is reasonable, all improvements on the trust land. (4) The Minister may direct a trustee to erect signs on trust land indicating the land has been granted in trust or dedicated as a reserve. (5) The trustee must comply with the Minister’s direction.
The Stock Route Act is the other primary piece of legislation that regulates the use and management of stock route reserves in addition to the Land Act. Section 183 of the Stock Route Act stipulates that the functions of a local government under this Act are— a) to manage the part of the stock route network in its area in accordance with this Act and the principles of stock route network management; and b) to control the movement of travelling stock on the part of the stock route network in its area.
A Stock Route Management Strategy (the Strategy) 2014-2019 issued by DNRME, albeit expired, contains the principles of managing stock routes. This strategy is a statutory requirement for DNRME to produce under the Stock Route Act. Although a new strategy is under development and will replace the old one later this year.
For explanation purposes, a relevant excerpt from the Strategy – ‘A ‘reserve for travelling stock’ is a reserve under the Land Act 1994 that may be used for travelling stock purposes (including camping and water reserves, stock trucking reserves). These reserves are included in the 22 000 plus parcels of land throughout Queensland that have been set aside for a particular public or community purpose.
Every reserve has a primary purpose for which that land can be used. Reserves for travelling stock may have a primary purpose (e.g. camping and watering stock) but they may also be used in other ways that are a compatible secondary use. Reserves for travelling stock contribute great value to the SRN and are managed as part of the network.’
POLICY IMPLICATIONS It is considered that policy implications have been addressed in ‘legal considerations’ section of this report. ______
Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 50
There is not considered to be any other policy implications that warrant the recommendations being declined.
RISK IMPLICATIONS Council’s reputation has been adversely impacted by the situation with the Reedybrook Reserve. There has been primarily negative public reaction to Council’s approach to managing the use of this reserve. This has been predominantly through social media, and further through the ongoing legal discussions with the native title holders and the existing lessees. Council has been seen by members of the public and the native title holders to be infringing on their rights, whereas the permitholders accuse Council of not supporting the exercise of their rights, nor as Trustee fulfilling our obligations in regulating use. Further, members of the public have continued to use Reedybrook for unlawful activities disregarding Council’s position on its use.
Legal risks have been addressed in the above ‘legal considerations’ section of this report.
It is considered that these recommendations will assist in reducing Council’s political, public relations, financial and workplace health and safety risk implications.
Report Prepared by: Report Authorised by: MELISSA KING CAMILLE CONAGHAN Governance Officer Manager Governance and Date: 4 September 2020 Communications
ATTACHMENTS • Attachment A – Proposed Map
REFERENCE DOCUMENT • Atkinson and Booy Surveyors quotation – Doc No. 1380246 • Fencing quotation – Doc No. 1377254 • Officer’s Report Document No. 1381611 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 51
Attachment A
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 52 12. REPORTS FOR CONSIDERATION – OFFICE OF THE CHIEF EXECUTIVE OFFICER
12.1 Charters Towers Regional Council Economic Development & Innovation Strategy EXECUTIVE SUMMARY Tabled is the Charters Towers Regional Council Economic Development & Innovation Strategy (EDIS) for adoption. The final EDIS was workshopped with Councillors and the Executive Leadership Team on 19 August 2020.
OFFICER’S RECOMMENDATION That Council: Endorse the Charters Towers Regional Council Economic Development & Innovation Strategy, as tabled.
BUDGET & RESOURCE IMPLICATIONS The EDIS project was funded from the Economic Development budget.
The project total was $29,500.00 excluding GST.
BACKGROUND Charters Towers Regional Council’s Tourism Trade and Investment Advisor was tasked with developing an Economic Development Strategy for the Charters Towers Region.
In December 2019, Delos Delta tendered and was awarded the contract to create a Charters Towers Regional Economic Development and Innovation Strategy. After comprehensive community consultations the document was drafted, revised and workshopped with Charters Towers Regional Councillors and Council’s Executive Leadership Team at a Councillor Workshop held on the 19 August 2020. The Draft Economic Development and Innovation Strategy document was uploaded onto Council’s website and placed in the Charters Towers Library for community comment for a period of 14 days. The document was also sent to partnering organisations who have a role in facilitating Economic Development in the Charters Towers region. Two comments were received and acknowledged.
The Strategy will be placed on Charters Towers Regional Council website. A press release will be distributed via Council’s Facebook page as well as a media release to the Townsville Bulletin. Personal emails will be written to all members of the community and key stakeholders who participated in the workshops and one on one consultations.
LINK TO CORPORATE PLAN CTRC Corporate Plan 2018 – 2023 Priority Focus # 1 – Economic Development Key Strategies – Adopt an Economic Development Strategy 2018 – 2023
CONSULTATION (Internal/External) Internal: Councillors Executive Leadership Team Tourism, Trade and Investment Advisor - Melanie Lavelle-Maloney Manager Regional Development - Matthew Kelly
External: Delos Delta, Consultant Economist – Brook Dixon Key Economic Development Stakeholders Community Members with an interest in Economic Development
LEGAL CONSIDERATIONS There are no legal considerations that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no risk implications that warrant the recommendation being declined.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 53
Report Prepared by: Report Authorised by: MELANIE LAVELLE-MALONEY AARON JOHANSSON Tourism Trade & Investment Advisor Chief Executive officer Date:7 September, 2020
ATTACHMENTS • Charters Towers Regional Council – Economic Development & Innovation Strategy September 2020 Document No. 1382541
REFERENCE DOCUMENT • Officer’s Report Document No. 1381899 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 54 ECONOMIC DEVELOPMENT & INNOVATION STRATEGY
JULY 2020
55 Contents
Mayor’s Message 3 Our Shared Vision 16
Introduction 4 Our Economic Values 18
Top Economic & Objectives & Measuring Progress 19 Innovation Opportunities 6 Strategic Themes & Priority Action Economic & Innovation Profile 8 Areas 20
Strategic Context 9 Charters Towers Education Sector 27
Economic Strengths 10 Partnerships & Collaboration 28
Economic Challenges 12 Economic & Innovation Case Studies 30
Stakeholder Engagement 14 Implementation & Next Steps 34
Acknowledgement of Country Charters Towers Regional Council is committed to honouring Australian Aboriginal and Torres Strait Islander people, their unique cultural and spiritual relationships to the land, waters and seas, and their rich contribution to our society.
We acknowledge the people of the Gudjala, Gugu Badhun, Birriah and Jangga first nation lands on which Charters Towers and its greater region are located and where we conduct our business. We pay our respects to ancestors and Elders, past, present and emerging.
We are committed to a positive future for all.
56 Mayor’s Message
Charters Towers is a region of economic strength and economic opportunity. Our future holds the promise of growth, prosperity, and resilience. This Strategy aims to realise these possibilities, building economic strength, diversity and productivity.
Our region is blessed with economic assets. Rich agricultural land, mineral wealth, plentiful water, proximity to international ports, and, above all, our community.
It is our community that transforms economic potential into economic value. As workers, entrepreneurs, business-owners, volunteers, students, and leaders, our people make Charters Towers The economic future of Charters Towers is an economic destination. Here in Charters Towers we welcome all those who wish to help very bright. I look forward to working with build our future economy. Our region is a great place to live, to you to increase the economic strength and work, to invest, and to do business. New ideas, new residents, new investment, new ventures will drive future economic growth. We are prosperity of this great region. open for business, and ready to work together.
Our economic pillars – agriculture, mining, education and tourism – will continue to buttress the Charters Towers economy. And we stand ready to build and expand, to diversify and grow, to create and nurture new industries and jobs.
Innovation is a critical element of this Strategy. To build our capacity to innovate and commercialise will open up new economic pathways for growth, resilience and employment.
The economic future of Charters Towers is very bright. I look forward to working with you to increase the economic strength and prosperity of this great region.
Frank Beveridge Mayor
Charters Towers Economic Development & Innovation57 Strategy | 3 Introduction
Covering over 68,000 km2 in the heart of Charters Towers is North Queensland, Charters Towers is a productive agricultural and mining region with intent on seizing a rich gold mining history, beautiful heritage its economic buildings, natural attractions and a strong community. opportunities through
Located 90 minutes southwest of Townsville, Charters Towers smart planning, is at the heart of the North-South and East-West rail and innovation and local road corridors. The Burdekin River provides the region with a strong supply of water, and the region has a wealth of mineral resourcefulness. deposits, fertile soils, and solar energy opportunity.
This Economic Development & Innovation Strategy reflects Council’s commitment to delivering sustainable economic growth, increasing living standards, broadening personal opportunity attracting new talent and providing greater amenity to the region.
Charters Towers has a proud history of growth, hard-work, prosperity and community. It is a regional centre for mining, beef cattle and education industries, renowned destination for outback tourists and more. Like all regions, we also face economic challenges, including attracting new residents, digital connectivity and employment diversification.
We must leverage our strengths to face these challenges head-on, to build a dynamic and vibrant economy and community. Our Economy & COVID-19 This Strategy is the product of community and industry collaboration, engagement and input. It will ensure that The COVID-19 pandemic has created a number of challenges for Charters Towers remains a region of unique potential and the global economy. This Strategy will help manage the short-term exciting economic opportunity. impacts of COVID-19, and also create a more resilient local economy over the longer-term, so we are better prepared for future challenges.
4 | Charters Towers Economic Development & Innovation Strategy 58 Charters Towers Economic Development & Innovation59 Strategy | 5 Top Economic & Innovation Opportunities
This Strategy highlights the immense economic and innovation potential of the Charters Towers region.
Here’s ten of the top opportunities, which this Strategy aims to realise.
'Economic Irrigation 1Local Skills 2Tourism 3Destination' 4Projects 5 Innovation Becoming a regional Growing our tourism Establishing Charters Delivering the Hells Gates Creating a Charters Towers education powerhouse economy Towers as a top-tier development/Big Rocks ‘Innovation Network’ and promoting local skills ‘economic destination’ Weir irrigation scheme development
6 | Charters Towers Economic Development & Innovation Strategy 60 Attracting & Unlocking Defence Airport Renewable 6Retaining 7Land 8Industry 9 Expansion 10 Energy Attracting and retaining Unlocking land for Promoting the region as a Developing a long-term Maximising the economic residents to the region development, construction defence industry hub airport expansion plan benefits of local renewable and commerce energy generation
Charters Towers Economic Development & Innovation61 Strategy | 7 POPULATION Economic & Charters Towers 11,968 10,101 services a regional Regional Residential Innovation Profile population of 29% 27.4 % over 14,000. Aged 0-19 Aged 55-79 This includes the The Charters Towers community and economy western townships has remained relatively stable for many years % % 8.7 6.4 of Julia Creek (500), and in 2019 it supported nearly 6,000 jobs. of population identifies as of population require Aboriginal or Torres Strait assistance with core activities Richmond (522) and Islander due to disability Mining and beef cattle farming have been critical elements Hughenden (1,132). of our economy for many years, and these sectors will continue as local strengths. Charters Towers has also seen KEY INDUSTRIES growth in healthcare and social assistance, and education and
training. These sectors will continue to grow, making Charters 13.4% 13.2% Towers a regional hub for health, education, transport, and 12.2% 11.3% social services. $25.9 million 9.2% average tourism spend per year Charters Towers’ strategic geographic location, esteemed % schools, rich culture and high quality of life, along with 98.3 emerging sectors such as light industry and low impact of agricultural production is livestock
agriculture present new opportunities for expansion. & EDUCATION TRAINING MINING AGRICULTURE HEALTH RETAIL
Compared to Queensland, Charters Towers has higher unemployment rates, lower average incomes, and lower INCOME educational attainment. $ $ % Offsetting these challenges are an abundance of natural 675 43,194 22.1 resources, good climate, strength of local community, and a Median weekly Median total income of residents undertake household income unpaid volunteer work strategic location (at the intersection of major North‑South and East-West road transport links, and a critical rail link connecting Mount Isa with Townsville and the coast). EDUCATION & EMPLOYMENT The region also boasts increasing international trade connections, especially with South East Asia, China and the % % % Middle East. 9.7 90.2 33.2 Unemployment rate of local workers also of population over 15yo [QLD 6%] live in the area completed Year 12 or equiv.
Data sourced from .ID Profile, Regional Australia Institute and ABS LGA (32310)
8 | Charters Towers Economic Development & Innovation Strategy 62 Strategic Context
REGIONAL Charters Towers is a unique region, located inland from Charters Towers Regional Council 5 Year Corporate Townsville in Northern Queensland, with a rich history as a Plan 2020-2025 commits Council to providing a mining and agricultural centre. strong economy, healthy environment and effective, And with the recently approved Australia-Singapore Military Training Initiative at sustainable infrastructure. Greenvale, the community is now diversifying and evolving to take advantage of new economic opportunities in the region.
A number of key regional, State and Federal policies and programs will influence STATE and support the economic development of Charters Towers. A selection of key policies are noted here. This Strategy will align with and leverage off relevant > North Queensland Regional Economic Government policies and programs at both State and Federal level to maximise Development Plan 2020 outcomes for Charters Towers. > Queensland Government: A Strategic Blueprint for Queensland’s North West Minerals Province > Queensland Government: Townsville North Queensland Regional Tourism Workforce Plan 2018–2020 > Queensland Government: currently updating the State Infrastructure Plan Part B: Program – 2019 > Communities in Transition Projects (Making Water Work and Charters Towers Dynamic Business Case)
NATIONAL
> The Australian Government: “Our North, Our Future”, a White Paper designed to develop, inform, guide and lead the future economy and industry of Northern Australia
> CSIRO: Charters Towers: A Living Transitions Roadmap
Charters Towers Economic Development & Innovation63 Strategy | 9 Economic Strengths
To leverage local Stable Economic Natural Strategic strengths and Base Assets Location overcome local The region’s economy is built on The town of Charters Towers was The movement of minerals and challenges is a strong foundations, including mining, founded upon the discovery of agricultural products requires the use central principle of STRENGTHS agriculture, education and health. gold in the 1870s; the region’s rich of key regional hubs during transit. this Strategy. These sectors will act as a sustainable natural assets continue to drive The region offers access to vital economic backbone for the region, economic activity today. The natural transport infrastructure including Key strengths, challenges while also presenting opportunities for environment promises to deliver road, rail and air and is a critical link in and forward directions further growth. This is already being growth in the sectors of agriculture, Queensland’s supply chains. For local are summarised on the demonstrated with the development mining and clean sustainable energy. enterprise this supply chain proximity following pages. Council of new mining operations and the The Big Rocks Weir Irrigation scheme provides a competitive advantage will regularly review Communities in Transition CiT: Making highlights this immense potential. over other regions. local circumstances, and Water Work and Dynamic Business emerging opportunities and Case Initiatives. threats to fine-tune these economic policies and > Council will work with local industry > Explore opportunities to increase > Continue to strengthen Charters actions. to promote innovation, create new access to and value provided by Towers’ position as a major regional products and access new markets. natural assets. To be achieved transport, supply and services hub > We will take steps to be a premier through advocacy, investment and advertise the region’s promise regional service centre offering a attraction and innovation support. as a base for industry and logistics.
STRATEGIES range of opportunities to work, live, For example, supporting investment > Continue to market the region’s play and invest. into high-value, low-impact resilience to natural disasters as a agriculture to capitalise on fertile selling point to attract residents soil resources. and investors. > Encourage diversification of > Capitalise on the region’s relatively agriculture to meet future national good mobile and internet and international demand. connectivity through regional improvements. Particularly focusing on Gregory Development Road North and South. A special priority area is Big Rocks Weir.
10 | Charters Towers Economic Development & Innovation Strategy 64 Unique Visitor Innovation Community Climate Experience opportunities Engagement Adaptability The region offers visitors a unique Charters Towers offers significant Charters Towers consistently In recent years Queensland summers experience filled with history, investment opportunities, for existing demonstrates strong community have brought an increase in severe Aboriginal culture and natural beauty. local businesses and for companies spirit, and a willingness to improve storms and floods, droughts, The local Traditional Owners have new to the region. Innovation is regional outcomes through new heatwaves and bushfires. Charters invaluable knowledge about the providing new sources of employment ideas and collaboration. This drive Towers, however, has fared better region, which has the potential to in sectors such as renewable for ongoing improvement is also than the cities and regions along unlock economic opportunities while energy. Greater digital connectivity embedded in Council’s strategic Queensland’s East Coast and forging a greater understanding of is also facilitating remote working planning system. Together Council Southern border. Charters Towers’ country and culture. opportunities that were previously and community can create altitude and location have protected impossible. This dynamic economic opportunities to develop our future it from the devastating affects felt in landscape presents exciting prospects economy. other areas. for the region.
> Increase accessibility through > Increase local innovation opportunity > Encourage and facilitate improved > Promote the region’s position infrastructure maintenance and through education, increased digital community engagement, as a secure hub for industry and upgrades. connectivity and collaboration. participation and collaboration. logistics, well insulated from the > Increase visitor numbers through > Promote local entrepreneurs and > Draw on community expertise and impacts of climate change and promotion and a targeted tourism innovation groups to drive new energy through consultation and extreme weather. and branding campaign. economic activity. collaboration process. > Leverage local wind and solar > Increase visitor spending and > Facilitate and support > Leverage digital democracy and resources to generate renewable community gains through tourism diversification/innovation of greater connectivity to foster energy, create local jobs, and collaboration, innovation, and exisiting industries – agriculture, fruitful community dialogue, address rising energy costs. product development. education, mining, tourism which improve local services and > Investigate opportunities to > Continue to advocate for Charters outcomes. enhance event offerings. Towers to be the location of new, > Become a tourism destination of innovative or high investment projects choice. – such as the Hells Gates Dam Irrigation Project or the Copperstring 2.0 Project (a transmission line connecting the North West Minerals Province to the coastal grid). Charters Towers Economic Development & Innovation65 Strategy | 11 Economic Challenges
Planning linkages Physical Demographic Regulatory and alignment Distance challenges Barriers As with all regions across Australia, While the region does represent Charters Towers has a range of There is always opportunity to local economic outcomes depend an important supply chain hub, it demographic challenges including, improve local regulations/processes
CHALLENGES on planning by three levels of is still faced with large geographic a relatively low working age and remove ‘red tape’, making it government. Ensuring coordinated, distances. Charters Towers can population (20-65 years), a high easier to do business in the region. effective planning will be an often be excluded from Townsville dependence on transient labour, ongoing challenge for Charters services and faces competition and an unemployment rate above Towers. when attracting investment. the Queensland average.
> The Regional Development Team > Reduce the impacts of large > Collaborate with employment > Continue to reform regulatory will continue their effective geographic distance with organisations and governments process whilst encouraging approach to problem-solving investment in physical and digital to promote local employment the ‘Can Do!’ mindset within issues and streamlining processes infrastructure, remote working opportunities, job matching and Council and across the broader
STRATEGIES with other governments. facilities and programs to attract skills development. community. > Elected Members and Council new people to the region. > There is potential to assist in the > Advocate for high priority red- Executives will collaborate with facilitation of the creation of a tape reducation and regulatory relevant Ministers and officials, local ‘Job Activation Network’ reform to relevant ministers, and advocate for local economic linking industry, providers and authorities and organisations reform and investment. participants. > Attract people to the region with new programs and campaigns. > Support digital and innovation training to create jobs for the future.
12 | Charters Towers Economic Development & Innovation Strategy 66 Branding and Training and Promotion Skills Charters Towers has a lot to offer Charters Towers has lower average investors employers, residents and educational attainment outcomes visitors. However, the benefits of the compared to Queensland as a whole. region as an economic destination are not as widely recognised as they deserve to be.
> Develop an economic attraction > Work with the education and package to promote the region. training sector to encourage ‘Jobs > Initiate an innovative marketing and for the Future’ approach. promotions campaign to ensure > Host a ‘Youth Council’ to support Charters Towers has a strong training and innovation outcomes ‘economic destination’ profile. for young people. > Market our ‘economic destination’ > Collaborate with employment profile to attract new residents and organisations and governments investors with the skills to facilitate to promote local employment regional industry diversification and opportunities, job matching and innovation. skills development. > Support digital and innovation training to create jobs for the future.
Charters Towers Economic Development & Innovation67 Strategy | 13 Stakeholder Engagement
This Strategy was informed by broad consultation with the community, local businesses, and economic stakeholders.
The engagement process included digital surveys of community and Council staff, general public workshops, Councillor and staff roundtable discussions, and interviews with key industry stakeholders.
Key Engagement Themes
Tourism Training & Skills Economic Resilience Local Business Natural Resource Policy & Governance Development Management
> Building an even > Increasing local > Supporting economic > Supporting local > Enhancing resource > Enhancing economic stronger tourism and skills development diversification businesses, start-ups management for development visitor economy and educational > Developing local and new investment local economic and communication and > Developing our opportunities innovation capability > Strengthing local environmental benefit engagement tourism ‘brand’ and > Leveraging our and confidence business collaboration > Improving > Delivering high- promoting the region educational assets and networks sustainability priority economic as a destination and competative development plans, advantages projects, reforms and advocacy campaigns
14 | Charters Towers Economic Development & Innovation Strategy 68 Survey Responses What Our Community Said Community and staff alike responded to surveys to help guide the development of this Strategy. This page presents a snapshot of key perspectives.
“We have a big ECONOMIC DEVELOPMENT “We need to opportunity to value-add research and in the areas we already Priority economic Sectors that offer the Challenges to economic develop improved excel in, like capitalising development objectives for greatest economic development supply chains in the on beef as our major the region opportunity region.” industry with a meatworks or processing plant.” 16% 22% 17% Population retention and growth Agriculture, forestry, fishing Employment opportunities 13% 18% 15% Employment Education and training Availability of skilled staff “This Strategy is exactly 13% 15% 14% Business and industry growth Mining Distance/isolation what we need. With many challenges to traditional 11% 11% 11% Growth in total economic activity Arts and recreation ‘Red tape’ (i.e. inefficient regulation economic models, we need to and process) innovate and create jobs and 10% 11% Small to medium business Health care and social assistance industry for the future.” development “I’m looking forward INNOVATION to seeing our “The Charters Towers community work economy is full of together to create Innovation programs that Most significant When it comes to economic potential - we have new economic offer the greatest value for challenges to local development and innovation capable people, good opportunities.” the region innovation Council is good at education and strong services. We have the 19% 15% 15% opportunity to scale up.” Education, training and skills Skills and capability Focussing on better outcomes for “There are a lot of development the community opportunities for 13% 17% Regulation and red tape 12% economic collaboration Grant and investment programs Use of new technology and innovation. 11% 15% Distance/isolation 12% Agriculture, beef, and Programs supporting Agri Tech Openness to discussion and new cooperative research 9% ideas 10% Access to finance/funding/capital efforts are all possibilities.” Business advisory and mentoring programs 9% 9% Confidence Business and innovation programs
Charters Towers Economic Development & Innovation69 Strategy | 15 Our Shared Vision
Charters Towers will be a prosperous, innovative and forward-looking region, where our community benefits from …
A diverse A great place to A growing New New knowledge and vibrant live and work population employment and skills economy opportunities
Innovative Robust An innovative A strong visitor A safe way of doing traditional Council economy sustainable business industries and resilient environment
16 | Charters Towers Economic Development & Innovation Strategy 70 Thinking innovatively about the way we do business will drive economic development.
Charters Towers Economic Development & Innovation71 Strategy | 17 Our Economic Values “Industry Globalisation, new technology, and scientific advancement are creating diversity is a immense economic opportunities. However, such possibility also brings rapid change, economic disruption, and new risks. major economic This Strategy has been grounded in a set of core local values so we can make the most of new strength for the economic opportunities and respond to emerging economic changes and challenges. Charters Towers Communication Collaboration Region. We are committed to ongoing economic A strong economy is built by many. We are conversation with our community. We will committed to collaborating with all parties share opportunities and challenges, report (community, business, other governments, progress, and welcome new ideas. etc.) to advance our economy.
Opportunity Innovation We value an economy that provides economic To innovate is to create future jobs and opportunity for everyone. We are committed industry. We are committed to supporting to ensuring economic equity, inclusion, and local innovation, aiming to build economic fairness. strength, diversification, and new employment.
Natural Resources Empowerment Charters Towers boasts a wealth of natural Knowledge and skills are power, both resources. We are committed to the for individuals and the economy. We are sustainable use of these resources, ensuring committed to economic empowerment, local prosperity now and into the future. through education, skills-development, training, and participation in decision-making.
Direction Economic success depends on clarity of direction and committed action. With this Strategy, and supporting action plans, we commit to such economic leadership, direction, and focus.
18 | Charters Towers Economic Development & Innovation Strategy 72 Objectives & Measuring Progress
Charters Towers is taking a holistic approach to economic development in the region, setting a number of key objectives and indicators to ensure we are progressing towards our economic vision.
Increase the size of our Increase the diversity and Improve economic equity Increase regional innovation Increase educational economy resilience of our economy and opportunity capacity and outcomes attainment and skills
> Gross Regional Product > Growth in new (and non- > Gini coefficient (measuring > Participation in innovation > Year 12 completion rates (GRP) and Gross Regional traditional) sectors the distribution of income) programs/training > Post-school qualifications Income (GRI) > Relative impact of > Socio-Economic Indexes > Patents, trademarks and > GRP and GRI per capita economic shocks for Areas (SEIFA) new products
Improve local employment Improve community Increase visitation and the Strengthen local business, outcomes wellbeing tourist economy industry and trade
> Number of jobs > Health and social > Visitors and visitor nights > Growth in local business > Employment rates outcome indicators > Tourist spending sector > Community liveability > Growth in exports
> Increase regional population Improve economic Develop our education Enhance our reputation as and participation partnerships and collaboration sector an ‘economic destination’
> Total regional population > Community engagement/ > Student numbers > Awareness of the region > Labour force participation participation in economic > Growth in the education amongst target audiences rates planning processes sector > Rates of inward > Outcomes of investment collaboration with other governments
Charters Towers Economic Development & Innovation73 Strategy | 19 Strategic Themes & Priority Action Areas Strengthening Local Business & Industry Charters Towers is a great place for business and industry. Endowed with abundant natural assets; mining, agriculture, and tourism are key To deliver this Strategy, Charters Towers economic strengths. Our strategic location is ideal for industries, including Regional Council has identified seven strategic defence, education, regional services, transport and logistics. And, our themes to guide forward policy, projects people – as entrepreneurs and business-owners – are constant drivers of economic innovation and diversification. and investment. Building on our strong foundations, is a central objective of this Strategy. We are committed to establishing new businesses and industries, and supporting growth in our traditional sectors. We will work to attract new business and investment to the region, build new markets for our local businesses, and create new jobs. For businesses large or small, emerging or established, Charters Towers will be a preferred location. STRATEGIC THEMES
Actions 1 Strengthening Local Business & Industry Our priority action areas include: > Leveraging regional defence industry investment to create 2 Investing in People investment and employment growth across high tech, transport, food and accommodation sectors. 3 Building Infrastructure for the Future > Continuing to unlock new development zones > Promoting programs to build local business skills and capacity (e.g. digital tech and e-commerce) 4 Expanding Our Visitor Economy > Developing a policy framework to increase international trade and exports 5 Creating a Vibrant ‘Economic Destination’ > Working with local industry/business associations to explore new modes of governance, operations and collaboration 6 Promoting Local Innovation > Exploring opportunities to catalyse regional economic development via the Australian Government’s program of city/regional deals (e.g. the existing Townsville City Deal) 7 Developing Our Education Sector > Examining policies, programs and incentives to support local start- ups and attract new businesses to the region > Working with local industry to identify and advance high-value options for expansion, diversification, and innovation 20 | Charters Towers Economic Development & Innovation Strategy 74 Investing in People Investing in people increases the capacity, resilience and productivity of our economy. And a stronger economy means more opportunity and prosperity for people to share. By investing in people, we create a virtuous cycle of economic growth, skills development and community wellbeing.
The Charters Towers economy is already supported by great people. People with skills, experience, resilience, and resolution. We are committed to building and leveraging this strength. We will work to increase skills and educations levels, harness local knowledge, and design economic policies with our community.
Actions Our priority action areas include: > Collaborating with the local education sector to promote the economic value of education and training > Increasing awareness of local (and online) training and development opportunities > Promoting enrolment and participation in education, training and skills development programs, including in Science, Technology, Engineering and Mathematics (STEM) > Promoting local digital literacy/skills and innovation training programs > Developing enhanced training programs for Council staff > Enhancing community participation in economic planning and program/project design > Working with other governments and service providers to ensure our community has access to high-quality health, social, wellbeing, aged care, and other associated support services > Investigating the causes of critical local employment/ economic challenges for our community, and identifying programs to overcome these issues
Charters Towers Economic Development & Innovation75 Strategy | 21 Building Infrastructure for the Future For Charters Towers to grow and prosper, we must build and maintain infrastructure for the future. This includes assets and networks for transport, education, health, digital connectivity, energy, water, logistics, trade, industry, social services, sport, recreation, defence, waste, and many more.
This Strategy commits to identifying and securing high-value infrastructure for Charters Towers – infrastructure that will drive economic growth and diversification, create local jobs, and increase regional prosperity. Council will work closely with the Queensland and Australian Governments to advance our infrastructure priorities.
Actions Our priority action areas include: > Identifying, advocating and advancing major infrastructure projects, such as Hells Gates development / Big Rocks Weir irrigation scheme to grow and support agriculture, light industry and energy industries > Expanding renewable energy generation for homes, progressing Copper String and connecting to the national energy grid (and potentially the North-West Minerals Province) > Improving road and rail infrastructure to establish Charters Towers as a transport hub and critical link in national supply chains. This will include ongoing work with the Queensland and Australian Governments, RDA and the Inland Queensland Roads Action Project (IQ- RAP) > Enhancing regional digital/internet/mobile connectivity, building on the expansion of the NBN, to take advantage of opportunities in e-commerce, Agri-tech, professional services, information and communication technology, innovation, etc. > Developing a long-term airport expansion plan, to create new jobs, support local industry, and enhance trade opportunities > Leveraging smart technology and ‘big data’ to improve the functionality, effectiveness and resilience of regional infrastructure (e.g. digital sensors to monitor the condition of roads and bridges) > Working with industry and other governments (especially the Queensland and Australian Governments) to identify and assess future infrastructure requirements for the region > Identifying and advocating for enhanced health and aged care facilities and infrastructure
22 | Charters Towers Economic Development & Innovation Strategy 76 Expanding Our Visitor Economy Tourism is a central part of the Charters Towers economy Brand & Marketing and a key focus for future economic development. > Bring together different industries and communities to To complement this Strategy, Council has also released a develop a holistic, master brand for Charters Towers that dedicated Charters Towers Tourism Strategy 2020-2025. tells the region’s story The goals of the Tourism Strategy are to: > Develop an annual digital marketing program that > Grow overnight holiday visitation by ten per cent effectively connects the region with target markets in all stages of their travel planning > Increase spend in the region from overnight and day trip holiday visitors from $312 and $75 to over $770 and $140 > Undertake innovative marketing and promotion practices, respectively to match Townsville such as real time and video infomercials to enable CT to be competitively placed with other regional tourism > Extend the shoulder seasons, increasing visitor bookings products in April/May and September/October
Increase destination awareness in target markets, measured Visitor Servicing & Infrastructure by website traffic, social media engagement and online reviews. > Develop an efficient visitor servicing model (online and face-face) to optimise engagement with visitors at key This new Tourism Strategy has four pillars, as summarised hotspots and maximise stay and spend in region below: > Undertake a place-making project for the region
Products, Experiences & Events Governance, Industry & Community Development > Work with tourism operators to create themed and > Develop an annual capability building, pathway to growth coordinated experiences program > Develop EduTourism product and experiences > Coordinate tourism resources to improve efficiencies > Develop new signature event for the region – Charters and enable the effective activation of the Destination Towers Gold Rush Management Plan > Develop a seasonal events calendar across the year. > Work collaboratively with Tourism Organisations and Peak Bodies, such as Regional Advisory Groups and Townsville Enterprise Limited (TEL) > Facilitate the establishment of a Charters Towers Regional Tourism Advisory Board
Charters Towers Economic Development & Innovation77 Strategy | 23 Creating a Vibrant ‘Economic Destination’ Charters Towers is an ideal destination for economic investment, activity and prosperity. The region boasts excellent lifestyle, location and overall liveability, making it a great place to live. We have natural assets, infrastructure, and proximity to markets, making Charters Towers a great place for business and industry. And we have beauty, attractions, and amenity, making the region a great place to visit.
This Strategy commits to showcasing Charters Towers as a vibrant ‘economic destination’ – a preferred choice for residents, investors, innovators, businesses, and tourists. We aim to develop and promote the economic advantages of Charters Towers. Increased population, visitation and business activity will be markers of our success.
Actions Our priority action areas include: > Creating a distinct economic ‘brand’ and promotion campaign for Charters Towers, aiming to attract new residents, investment, business, students, innovation, skills, and other economic assets > Designing a program of renewal and revitalisation for the Charters Towers main street and CBD > Leveraging brand/promotion synergies for tourism/visitation and economic development > Working with the Queensland Government to define, strengthen and promote our economic advantages > Exploring policies and programs to attract residents, business and investment to the region > Identifying champions/advocates, and empowering businesses/community to promote Charters Towers as an ‘economic destination’ > Improving Council’s communication/engagement mechanisms to empower residents, share economic opportunities and identify high-priority economic development projects
24 | Charters Towers Economic Development & Innovation Strategy 78 Promoting Local Innovation To innovate is to create new economic opportunities. Jobs for the future. Economic productivity. Competitive advantages. Economic diversity and resilience. New products and new marketplaces.
This Strategy commits to building local innovation capacity and increasing the economic benefits of innovation for Charters Towers. We will welcome new ideas and new technology. We will harness local creativity and intelligence. We will encourage innovative partnerships. We will leverage innovation to create local employment and industry. Innovation will make our economy stronger, more resilient and prosperous.
Actions Our priority action areas include: > Supporting and promoting local innovation training, programs and events > Establishing a formal Charters Towers Innovation Network > Developing an internal Innovation Framework to increase Council’s innovation capacity and activities > Showcasing local innovators and their innovative projects/ products/services > Advancing innovation within our traditional areas of strength – agriculture, mining, tourism, education, etc. > Leveraging the experience and expertise of our community to design innovative solutions to local challenges > Partnering with other governments, education institutions, businesses etc. to attract innovative projects and investment to the region > Identifying and addressing local barriers to innovation (e.g. red tape, skills, communication challenges) > Building connections with other innovation networks across Queensland, Australia and overseas
Charters Towers Economic Development & Innovation79 Strategy | 25 Developing Our Education Sector Charters Towers has a thriving education and training sector. We have a long history of providing exceptional education services and outcomes. Our education institutions and teachers are widely renowned. Students come to our local schools from across Queensland, Australia and from overseas.
Building on this strong foundation, there are a range of exciting opportunities to expand and develop our education sector. We are committed to attracting new students, increasing education exports, making the most of new technology, diversifying our education services, hosting new institutions, and creating new jobs.
Actions In collaboration with the education and training sector, our priority action areas include: > Promoting Charters Towers as an ‘education destination’ > Identifying high-value target markets and developing campaigns to increase market share > Assessing changes in demand for educational/training services and refining local services to capture this demand > Exploring options to increase the local presence of tertiary education institutions > Strengthening collaboration between the education sector and the local business, industry and innovation sectors > Examining opportunities to make better use of existing educational assets (e.g. Dalrymple Trade Training Centre) > Increasing the use of technology to enhance local education services and outcomes > Expanding the role of the local sector in meeting the education and training needs of the Charters Towers community > Leveraging the local education sector to provide regional specific training and education needs > Promoting excellence in teaching and learning of Science, Technology, Engineering and Mathematics (STEM)
26 | Charters Towers Economic Development & Innovation Strategy 80 Charters Towers Education Sector
Education serves as a major contributor to the economic growth and progression of the Charters Towers Region.
As a region founded on its mineral rich mining fields, the historic significance of education to the Charters Towers district began in 1899, with the establishment of the School of Mines by the Local Mining Institute.
The region boasts an outstanding selection of reputable Private Boarding Schools, all of which were established in the late 1800s to early 1900s. With such deep seeded origins in the region, these schools share a common history of driving the development of Charters Towers into an esteemed Regional Education Centre. The local Boarding Schools capture significant student enrolments from across broader Queensland and neighbouring states. International enrolments are proving to be an emerging growth market for our local Boarding Schools.
Established in 1987, the Charters Towers School of Distance Education remains an innovative education centre. It provides opportunities for local, regional and international students to use a wide range of proven and emerging technologies that support flexible learning and distance education - “Preparing people for the future”.
Complementing the Region’s Primary and Secondary School opportunities is the Dalrymple Trade and Training Centre, which offers a selection of courses to meet the local and regional needs of students and industries.
There are vast opportunities to continue to holistically grow and develop the Charters Towers education sector.
Charters Towers Economic Development & Innovation81 Strategy | 27 Partnerships & Collaboration
Council is committed to actively Our commitment to economic collaboration is exemplified by championing and coordinating economic these current partners: development and innovation for Charters > The Queensland and > Queensland Parks and Towers. However, Council is only one Australian Governments Wildlife Service player. We all play a part in shaping and > Regional Development > Advancing Regional Australia Townsville and Innovation building our economy. And by working North West Queensland Dalrymple Trade and together, our economy will grow even > Inc. Training Centre stronger. > North Queensland > Central Queensland We are committed to constructive partnerships and Regional Organisation of University collaboration that drives regional economic growth and Councils > Cooperative Research innovation. To create and realise these new economic > Townsville Enterprise Centre for Developing opportunities, we will work with community, local Limited (TEL) Northern Australia businesses, other governments, investors, innovators, > James Cook University > Northern Australia trading partners, and others. > Charters Towers Chamber Infrastructure Fund of Commerce and Mines (NAIF) Inc. > NQ Dry Tropics > Pentland Progress > Agforce North Association Inc Queensland Branch > Local Education Sector > Greenvale Progress > Agricultural industry Association Inc > Mining Industry > Hervey Range > The Mt Isa To Townsville Community Association Economic Development Inc Zone Organisation > Ravenswood Restoration (MITEZ) and Preservation Association Inc
28 | Charters Towers Economic Development & Innovation Strategy 82 Charters Towers Economic Development & Innovation83 Strategy | 29 Economic & Innovation Case Studies
Aussie Powersports | aussiepowersports.com.au
Aussie Powersports (APS) is a Charters Towers based company that supplies accessories for Quad Bikes and Side by Sides to customers across Australia. The Company is one of the largest in market, with over 450 national stockists, in addition to their own website and eBay store.
Identifying a gap in the quad bike market after owning a local motorbike dealership for many years, the Miller family commenced operations of APS in 2008. The business started small and expanded substantially, establishing a partnership with the Price family in 2018. APS now stock over 1000 different parts, which are both made locally and imported. The business continues to expand, now employing 9 team members based in Charters Towers.
The growth of the business has been fuelled by a strong commitment to the industry, hard work and a team that strives for excellence. APS employ a fulltime Product Development team, who work with design engineers within Australia and internationally to develop products that meet the Australian market and consumer needs.
APS has developed partnerships with some of Australia’s largest all-terrain and utility task vehicle suppliers, shipping original equipment manufacturer products from Charters Towers to partners around the country.
APS has grown and developed in Charters Towers by leveraging local knowledge, competitive overheads and a strong team. APS will continue to diversify in Charters Towers to ensure the company remains competitive and successful within the industry.
30 | Charters Towers Economic Development & Innovation Strategy 84 W. Titley & Co | titleys.com.au
The Titley family are renowned in the Charters Towers region, and across Australia as quality clothing suppliers. The initial store, W. Titley & Co, was established in 1926 by bootmaker William Titley. W. Titley & Co has withstood the test of time, expanding to five specialty retail stores, W. Titley & Co, Titley’s Department Store, Titley’s Footwear, Intersport Charters Towers and the latest edition Worklocker Charters Towers. The company provides employment opportunities for 35 local people and over 80% of their merchandise is now available for purchase online.
Owner and Managing Director Tony Titley is the fourth-generation owner and operator of Titley’s and believes the success of his business is due to an ability and desire to change with the times, and a continued commitment to customer satisfaction.
Titley’s is an innovative business leader that continues to offer customers what they want. The family understands the importance of being entrepreneurial and acquiring the requisite skills to run a business. Tony studied Accounting and Business Finance before taking the reins of the family business in 1994.
A hard work ethic supported by a smart business plan has been critical for the Titley’s success. The business plan ensures the Titley’s team is able to innovate, adapt and make informed decisions. It sets out processes that guarantee Titley’s not only researching and adjusting to its competitors, but also maintaining a comprehensive understanding of the marketplace and the businesses finances.
Marketing and promotion are key drivers of their business success. Advertising across a wide variety of media; television, radio, print, social media, search engines and digital mail ensures the business reaches its target audience across Australia.
Tony and Rosie are true entrepreneurs. They assess future opportunities, whilst engaging with their customers and exploring gaps in the market.
Charters Towers Economic Development & Innovation85 Strategy | 31 Goldtower
The Goldtower commercial and industrial development is another example of the exciting and innovative work being undertaken in Charters Towers. Goldtower is the largest mixed-use commercial development of its kind in North Queensland and will be open for new businesses in 2020 following the completion of civil works.
Goldtower provides a low cost, high exposure option for businesses to establish a physical storefront, and approach that is unique for Charters Towers and North Queensland.
The development is an example of forward thinking and adaptability – once completed it will attract mining business, support on-site construction, AgTech among others.
GoldTower is an initiative by Goldtower Construction Pty Ltd, which has been operating in Charters Towers since 2007. During this time Goldtower Construction have prioritised local labour, suppliers, contractors and trades wherever possible, injecting more than $10 million into the local economy.
Goldtower Construction will continue to develop multiple purpose‑built buildings and tenancies on the site, with the intent of attracting and supporting new short- and long-term tenants who wish to establish business in Charters Towers.
Goldtower Construction have been successful in attracting new business and tenants to Charters Towers. utilising an innovative business model. Goldtower construct and own their buildings and services and subsequently leased to tenants, providing flexibility and ease for businesses.
The development is strategically located along the Highway and includes road train access. Additionally, Goldtower was constructed with full access to power, water, sewage and communications networks, allowing for business expansion.
Goldtower Constructions has received Council approval to construct new buildings, and so provide more tenancies at Goldtower to encourage new and diverse businesses within Charters Towers.
32 | Charters Towers Economic Development & Innovation Strategy 86 Pandanus Station Marble Quarry
In just three short years, Queensland Granite and Marble, took over the operations of the marble quarry on Pandanus Station, setting up camp quarters, buying machinery and establishing global supply lines.
The Australian family-owned company have been in mining and the marketing of precious and semi-precious stones since 1958. They have a history of business innovation and ambitious global thinking – they were one of the earliest Australian companies to have an office in Hong Kong.
“Within two weeks of commencing operations in 2017 we brought over our first customer from Italy to inspect our marble and quarry” – Director Larry Ilario
Ilario notes that Australia is not known for its marble or granite quarries, despite all Australian States having a range of coloured marble and granite areas.
The Pandanus Station marble is coloured similarly to the sought-after Italian and Greece marble, and is the only quarry outside these areas to produce this particular colour. However, Panadanus Station marble is stronger and about half the price of the Italian marble.
Queensland Granite and Marble had to work hard to capitalise on the uniqueness of their product, and to overcome Australia’s relative obscurity in the marble market. From 2017 to December 2019, the business achieved sales to customers in Italy, China, Indonesia, Thailand, Taiwan and India.
To do so they had to fly customers to Australia and prove their business and mining quality.
“Customers want to satisfy themselves that there is an established quarry and it has the capacity to fill orders for now and the future” – Director Larry Ilario
Queensland Granite and Marble already has a business plan to continue this process for several years. They will continue to investigate new and innovative ways to reach national and new international markets.
Charters Towers Economic Development & Innovation87 Strategy | 33 Implementation & Next Steps
To deliver on the objectives and aspirations of this Strategy, Council has also developed a targeted Action Plan. These documents complement each other and should be read in conjunction.
The Action Plan identifies priority actions, milestones and accountabilities. It will be reviewed and updated annually to fine-tune activity and respond to emerging opportunities and challenges.
Council does not control all the economic levers which impact and influence economic activity in Charters Towers. Sometimes Council will act as a leader, directly delivering economic policies and programs. In other cases, Council may act as an economic facilitator, collaborator, advocate, or supporter.
Progress against this Strategy will be regularly reported on Council’s website and through quarterly updates in the Charters Towers Regional Council Operational Plan.
34 | Charters Towers Economic Development & Innovation Strategy 88 Charters Towers Economic Development & Innovation89 Strategy | 35 PO Box 189 Charters Towers Qld 4820
12 Mosman Street Charters Towers Qld 4820 Australia
P (07) 4761 5300 F (07) 4761 5344 E [email protected] ABN 67 731 313 583 www.charterstowers.qld.gov.au
90 12.2 Charters Towers Regional Council Destination Management Plan, Tourism Strategy and Tourism Brand EXECUTIVE SUMMARY Tabled is the Charters Towers Regional Council Destination Management Plan, Tourism Strategy and Tourism Brand. A workshop was held with Councillors and the Executive Leadership Team on 19 August 2020.
OFFICER’S RECOMMENDATION That Council: Endorse the Charters Towers Regional Council Destination Management Plan, Tourism Strategy and Tourism Brand, as tabled
BUDGET & RESOURCE IMPLICATIONS A budget of $100,000.00 excluding GST was allocated for this project. Council was successful in a $75,000 Building Better Regions grant and the remaining $25,000 was allocated from the Economic Development budget.
BACKGROUND Charters Towers Regional Council’s Tourism Trade and Investment Advisor was tasked with developing a Tourism Strategy for the Charters Towers Region. In December The Tilma Group tendered and was awarded the contract to create a Charters Towers Regional Destination Management Plan, Tourism Strategy and Tourism Brand. After comprehensive community consultations the document was drafted, revised and workshopped with Charters Towers Regional Councillors and Council’s Executive Leadership Team at a Councillor Workshop held on the 19 August 2020. The Draft Destination Management Plan, Tourism Strategy and Tourism Brand document was uploaded onto Council’s website and placed in the Charters Towers Library for community comment for a period of 14 days. The document was also sent to partnering organisations who have a role in facilitating Tourism and Economic Development in the Charters Towers region. One comment was received and acknowledged.
The Strategy will be placed on Charters Towers Regional Council website. A press release will be distributed via Council’s Facebook page as well as a media release to the Townsville Bulletin. Personal emails will be written to all members of the community and key stakeholders who participated in the workshops and one on one consultations.
LINK TO CORPORATE PLAN CTRC Corporate Plan 2018 – 2023 Priority Focus 1 – Tourism Key Strategies – Review of Tourism Strategy
CONSULTATION (Internal/External) Internal: Councillors Executive Leadership Team Tourism, Trade and Investment Advisor - Melanie Lavelle-Maloney Manager Community Services - Hayley Thompson Manager Regional Development - Matthew Kelly Charters Towers Regional Council Councillors External: The Tilma Group, Tourism Consultant - Linda Tillman, Key Tourism and Economic Development Stakeholders Community Members with an interest in Tourism
LEGAL CONSIDERATIONS There are no legal considerations that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no risk implications that warrant the recommendation being declined.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 91 Report Prepared by: Report Authorised by: MELANIE LAVELLE-MALONEY AARON JOHANSSON Tourism Trade & Investment Advisor Chief Executive officer Date:7 September, 2020
ATTACHMENTS • Charters Towers Regional Council – Destination Management Plan, Tourism Strategy and Tourism Brand, 2020 – 2025 Document No. 1382536
REFERENCE DOCUMENT • Officer report Document No. 1381899 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 92 DESTINATION MANAGEMENT PLAN 2020-2025
CHARTERS TOWERS 93 DESTINATION MANAGEMENT PLAN 2020-2025 MAYOR’S MESSAGE
Charters Towers has so much to offer It begins with the acceptance that visitors are not residents and visitors alike. in some way separate from everyone else: they are a definable, yet indivisible, group. Like other Our region’s rich history combined with our groups, they have their unique requirements, pristine wilderness, quirky arts scene, unique but in many respects they are simply ‘temporary retail offerings, signature events and safe family residents’. What that means is that, unlike fun environment make the visitor experience a destination marketing, destination management is truly memorable one. This project was possible by funding from the beyond the scope of the visitor industry alone: it Australian Government through the Building Better Regions Fund requires alignment and collaboration between the CHARTERS TOWERS IS A GREAT public and private sectors, and with agencies that PLACE TO LIVE, WORK AND VISIT. might previously not have considered themselves having any responsibility for visitors.
This Destination Management Plan Ultimately, it requires the engagement encapsulates our communities’ vision to of everyone in the region. become an attractive visitor destination, loved and promoted by its locals for its diversity, In promoting our wonderful region as a tourist heritage and nature. destination, we hope to strengthen community pride and raise investor confidence, leading We aim to showcase and celebrate to direct and indirect job creation through the the region’s country hospitality and our growth of the visitor economy. natural assets. Destination management involves thinking holistically about our visitors and our region. Mayor, Frank Beveridge
ACKNOWLEDGEMENT OF COUNTRY
Copyright © 2020 Tilma Group and JJ Strategic Consulting. All rights reserved. Charters Towers Regional Council is committed to honouring Australian Aboriginal and Torres Strait Islander peoples’ unique cultural and spiritual relationships to the land, waters and seas, and their Disclaimer: rich contribution to our society. Any representation, statement, opinion or advice, expressed or implied in this document is made in good faith but on the basis that that neither Tilma Group Pty Ltd nor JJ Strategic Consulting are liable (whether by reason of negligence, lack of care or otherwise) to any person for any We acknowledge the people of the Gudjala, Gugu Badhun, Birriah and Jangga first nation lands on damage or loss whatsoever which has occurred or may occur in relation to that person taking or not taking (as the case may be) action in which Charters Towers and its greater region are located, and where we conduct our business. We respect of any representation, statement or advice referred to in this document. pay our respects to ancestors and Elders, past, present and emerging. We are committed to a positive future for all.
CHARTERS TOWERS CHARTERS TOWERS 94 PAGE 2 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 3 EXECUTIVE SUMMARY The Charters Towers region's destination brand captures the core identity or DNA of the desti- nation. The brand positions the region as a seamless harmony of the old and new world, where CONTENTS historically rich communities lead you back in time to connect with the past and seek out your own story. Six brand values encapsulate the essential characteristics that in combination differentiate EXECUTIVE SUMMARY ...... 4 the destination from others. PART A: SETTING THE DIRECTION ...... 6 OUR BRAND VALUES Industry-guided process ...... 8 We are genuine and humble – With a heart of gold, our region welcomes all. Find yourself grounded in a place where time slows down and the little things matter. Regional context and alignment ...... 9 We radiate country sophistication – Our thriving towns are a treasure trove of boutique Charters Towers' destination brand...... 12 shopping, country pubs and cafés to discover and delight. Targets for success ...... 15 We are rugged and real – Our nature is down to earth, relaxed and not rushed. Generous with time to explore diverse landscapes and unearth hidden gems. Our visitors ...... 16 We have stories to share – Passionate about the past and possibility, this is a place to learn. Inspired by stories of times gone by as you create your own chronicle. PART B: ACTIVATION PLAN ...... 19 We provide a sense of connection and belonging – Come home to our communities, DMP activation ...... 19 connect with your now and live a truly authentic outback experience where the west is linked to Priority projects ...... 21 the coast. We are a productive region – Feel a part of the fabric of time with our living history, where Phase 1: Create identify and collaborative spirit (2021-2022) ...... 22 you can discover a region as rich in history and heritage, as it is in natural resources. Phase 2: Build brand awareness and appeal (2023-2024) ...... 46 WHERE WE PLAN TO BE IN 2025: Phase 3: Consolidate and grow (2025 and beyond) ...... 56 Charters Towers region will have a flourishing visitor economy supported by strong and effective MONITORING AND REVIEW PROCESS ...... 59 collaboration between industry, community and government, with a compelling story interwoven through the destination’s tourism experiences and marketing. Attachment 1: Additional project opportunities ...... 61 Our goals to achieve this vision: Attachment 2: Grant funding opportunities for DMP projects ...... 63 • Grow overnight visitation by target markets Attachment 3: Post COVID-19 action plan ...... 65 • Increase spend in the region from overnight and day trip visitors • Extend the shoulder seasons • Increase destination awareness in target markets • Increase visitor satisfaction PROJECTS PHASE 1: PHASE 2: PHASE 3: CREATE IDENTITY & BUILD BRAND CONSOLIDATE COLLABORATIVE SPIRIT AWARENESS & APPEAL AND GROW
1. Brand activation 1. Edutourism development 1. Regional master brand 2. Regional open day 2. New experience development 3. Digital marketing 3. Regional place making 4. Regional trail network 4. Small event series Acronyms 5. Value-add experience development 5. Ongoing industry skill development and growth 6. Pilot ‘blank canvas’ project AR Augmented Reality PR Public Relations 6. Destination sustainability 7. Towers Hill precinct ATDW Australian Tourism Data Warehouse RTO Regional Tourism Organisation 8 Visitor data CBD Central Business District TEL Townsville Enterprise Limited 9. Regional signage audit CDG Community Development Grants TEQ Tourism and Events Queensland 10. Optimising the VIC CTRC Charters Towers Regional Council TRA Tourism Research Australia 11. Thriving events DMO Destination Management Organisation VFR Visiting Friends and Relatives 12. Events calendar DMP Destination Management Plan VIC Visitor Information Centre 13. Business recovery and refocus EDIS Economic Development and Innovation Strategy VR Virtual Reality FIT Free Independent Traveller CHARTERS TOWERS CHARTERS TOWERS 95 PAGE 4 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 5 Healthy Fundamentals strategic - health PART A: partnerships - education Engaged and collaborative Engaged and SETTING THE DIRECTION operators proud community advocates
The purpose of this Destination Management Plan is to increase the appeal of the region for our visitor markets, create compelling reasons for them to visit across the Sustainable and viable destination Galvanised events calandar business year, and build a flourishing visitor economy. community This Destination Management Plan (DMP) is the first strategic tourism plan that has been SUSTAINABLE developed by Charters Towers Regional Council (CTRC) to guide tourism development. Funding TOURISM & EVENTS ENHANCED VIBRANT LIVEABILITY COMMUNITIES through the federal government’s Building Better Regions Fund grant program enabled the INDUSTRY production of the DMP. Innovative consumer-led Smart planning marketing and place making While the tourism industry has performed well over recent years, seasonality, a heavy reliance on Grey Nomads, and limited industry collaboration and leadership have curbed the region’s tourism achievements. The COVID-19 global pandemic, with its associated shutdown in visitor travel, then brought considerable disruption and distress to many businesses across the region. At the same Quality tourism Vibrant CBD time, it also provided an opportunity for businesses to take stock, review what was working and products and experiences what wasn’t, to upskill, increase their digital presence, and engage with consumers in new ways. Youth Development Against this landscape, the DMP draws together practical actions to support the industry in recovery and rebuilding through optimising the region’s tremendous assets and strengths. The Figure 1: Elements of a sustainable focus is on rethinking target visitor markets and the experiences offered, and enhancing and tourism industry and vibrant communities adding value rather than reinventing the wheel. It is about working smarter to get the most out of A flourishing, sustainable tourism (and events) industry as illustrated in Figure 1 is a key thread in the the existing knowledge and quality tourism product within the region. economic tapestry that facilitates a healthy local economy, and job creation and retention, and improves the liveability of the region for its communities. Growing the visitor economy increases the wellbeing of the Charters Towers needs to grow its visitor economy to reap far greater benefit for local community and local businesses. communities, the business sector and local government. To achieve this in a planned and well- coordinated manner requires a commitment to stimulating new development and investment, and to ensuring that the necessary processes, funding and supporting infrastructure are in place.
CHARTERS TOWERS CHARTERS TOWERS 96 PAGE 6 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 7 INDUSTRY-GUIDED PROCESS REGIONAL CONTEXT AND ALIGNMENT
To ensure the DMP is supported by the local tourism industry, engagement with tourism operators Covering an area the size of Tasmania, the Charters Towers region in North Queensland is 134 and the community was a central element in its development. Engagement included: kilometres inland on the Flinders Highway from Townsville (southwest) and 247 kilometres east 1 • 15 one-on-one meetings for information gathering of Hughenden. The region’s 11,968 residents live in Charters Towers and the townships of Balfes Creek, Homestead, Pentland, Sellheim, Mingela, Ravenswood, Greenvale, Hervey Range • meeting with Councillors and Hidden Valley. • initial information-gathering workshop with local industry and community (held across three sessions) • information-gathering workshop with five local schools Tourism development across the region will be shaped by the continued evolution of the region’s strengths, the impacts of macro trends on travel behaviour, and the implications of COVID-19. • site visits in-region Key trends in travel behaviour include: • focus group session to test a Gaps and Opportunities paper recorded and shared with 18 industry and community representatives (conducted via teleconference due to COVID-19 travel and social distancing restrictions) Conscious travel • survey to local industry and community to gather feedback on the Gaps and Opportunities Australians are beginning to prioritise the environment, and are opting to explore paper (20 responses received) alternate means of travel with fewer impacts. ‘Conscious travel’ is on the rise, • workshop with local industry and community representatives to present the draft DMP and driven by a growing interest in climate action2. Globally, over half (55%) of brand concepts, and gather feedback travellers report being more determined to make sustainable travel choices than • presentation of the DMP to CTRC. they were a year ago, but barriers include a lack of knowledge, and a lack of available or appealing options when trying to put this into practice3. Conscious travel is not just about compliance and checklists but about tourism that delivers TOURISM fulfilling, regenerative, reciprocal, meaningful benefits to all stakeholders in a way AND EVENT that’s unique to the destination, and personal for the participants. INDUSTRY
Family connection A growing reliance on technology for connection and busy lives means many families crave opportunities to slow down and re-connect with each other. Simple, meaningful experiences on holidays are sought, and across generations as well as multi-generational travel increases in popularity. CHARTERS TOWERS CHARTERS TOURISM REGIONAL TOWERS PARTNERS COUNCIL REGION Immersive experiences Visitors want to feel inspired by the places they visit and the people they meet and enrich their lives through experiences and learning. They are seeking immersive experiences that allow them to forge deeper connections to the people, traditions and customs of destinations in ways that are meaningful and memorable.
LOCAL COMMUNITIES Exploring the backyard AND Figure 2: Partners in BUSINESS Prior to the global COVID-19 pandemic, there has been a tendency amongst tourism in the Charters domestic visitors to head overseas, assuming that local experiences are not Towers region new or different. Now is an opportunity to capitalise on the current regional travel focus and provide compelling reasons for intrastate visitors to head to the region. The DMP provides a framework for a collaborative approach between tourism, the community and CTRC in the development and marketing of the destination. The main partners are illustrated in Figure 2. 1. TRA Local Government Area Profile 2018, Australian Bureau of Statistics 2. Research by ING; www.ing.com/Sustainability.htm 3. Booking.com, 2019 Sustainable Travel Report
CHARTERS TOWERS CHARTERS TOWERS 97 PAGE 8 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 9 Sustainable tourism To maximise outcomes, the DMP aligns with the strategic objectives of the following local, There is increasing consumer demand for sustainable tourism in response regional and state plans and strategies (see Figure 3) and seeks to leverage the activities of the to the growing threats of climate change impacts on tourism, and poor regional tourism organisation (RTO), Townsville Enterprise Limited (TEL), and the regional focus of development. Travellers are increasingly aware that their choices have an Tourism 2030, the national tourism strategy: impact. The onus is on destinations to raise awareness, educate travellers, and demonstrate a commitment to sustainability through their planning and management. Responsible destinations maximise the benefits of tourism to local communities, minimise its negative social and environmental impacts, and Local Plans: Regional Plans: Queensland/Australia: help locals conserve fragile cultures and habitats. Corporate Plan 2020-2025 TEL Product North Queensland Regional CTRC Operational Plan 2020-2021 and Experience Economic Development Development Plan Plan 2014-2031 Charters Towers Community Plan 2011- Visitor touch points & Summary 2035: Our Region, Our Future 2035 2019-2024 Tourism 2030 Visitors have multiple touch points when travelling to and through a region from CTRC Economic Development and TEL Grey and OUR NORTH, rest stops, cafes, retail outlets and service stations through to visitor attractions Innovation Strategy 2020-2024 White Ship OUR FUTURE: and accommodation providers. Each has an opportunity to present a warm Ravenswood Tourism Directions Attraction Plan White Paper on Developing welcome and inspire visitors to explore and spend locally. Paper 2017 2016-2021 Northern Australia
Digital engagement The rapid adoption of digital technology is changing the way visitors plan and book travel. Before they arrive and then when they are in the region, visitors have a variety of opportunities to gather information and engage with CTRC DESTINATION MANAGEMENT PLAN 2020-2025 the tourism industry. Visitor engagement solutions both online and offline will continue to evolve in response to visitors’ changing needs. Figure 3: Strategic alignment
COVID-19 implications for regional travel Development of the DMP occurred concurrently with the preparation of the Charters Towers Economic Development and Innovation Strategy (EDIS) and took into account the feedback As border restrictions gradually lift over time, travel initially will be limited first to gathered in its first round of engagement. Local business and community commentary highlighted intrastate and then interstate travel before international travel resumes. Regional that tourism is considered the economic driver that offers the most value for the region’s growth destinations are poised to benefit if they can stand out in a crowded market over the next five years. The purpose of the EDIS is to: and meet the needs of visitors. Road trips, caravanning and camping is set for a boom. Around 50% of those who own caravans and camping gear intend to • increase the wealth of the region travel again within four weeks of restrictions lifting and 80% intend to within the • support industry diversification and innovation first eight weeks4. COVID-19 is expected to impact travel behaviour for many • promote population retention and growth months after the virus threat has gone (See Attachment 3: Post COVID-19 Action • develop employability skills to support and promote new and diverse industries. Plan for a summary of expected trends, changing visitor markets, and resources to support recovery).
4. CEO of Caravan Industry Association of Australia 4.CEO of Caravan Industry Association of Australia
CHARTERS TOWERS CHARTERS TOWERS 98 PAGE 10 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 11 CHARTERS TOWERS' DESTINATION BRAND BRAND STORY Positioning Statement: A seamless harmony of the old and new world, where heritage-rich communities lead you back in A seamless harmony of the old and new world, Charters Towers is a place where life is lived at a time to connect with the past and seek out your own story. relaxed pace, where infinite open skies, outback landscapes and real, authentic communities take you back in time to reconnect with the past and seek out your own story.
Our story begins with the discovery of gold, when a 12-year-old stockman named Jupiter Mosman stumbled across a nugget in 1871. And so began the evolution of a region dotted with charming BRAND VALUES towns and grand architecture, against a backdrop of vast outback landscapes, productive agricultural land, and on the eastern reaches, tropical rainforests.
We are genuine and humble We radiate country Our region has a whole lot of history and we’ve seen our fair share of triumphs and tragedies. Our – With a heart of gold, our region sophistication – Our thriving towns communities of Charters Towers, Pentland, Sellheim, Homestead, Mingela, Ravenswood, Greenvale, welcomes all. Find yourself grounded are a treasure trove of boutique Harvey Range, Balfes Creek and Hidden Valley take you on a journey through time, each with its in a place where time slows down and shopping, country pubs and cafés to own tale to tell. Lend them an ear and our friendly locals will eagerly share a yarn as you discover our the little things matter. discover and delight. stories and create your own. Learn about ‘the tragedy on Mosman Street’ on a guided tour through the World Theatre, or listen for the voices of the past on a walking ghost tour. Delve even deeper into the past at one of our museums, galleries or historical sites.
Our natural attractions are pure gold. The Belyando River Crossing is the perfect place to camp overnight, or you can venture further afield to discover the vast Lake Buchanan, which is four times We are rugged and real – Our We have stories to share – saltier than the ocean. This great salt lake harbours plenty of local wildlife and big open skies to soak nature is down to earth, relaxed Passionate about the past and up the peace and quiet. Loads of space for adventure, boating and outdoor activties, gives you the and not rushed. Generous with time possibility, this is a place to learn. freedom to explore and unearth natural assets. to explore diverse landscapes and Inspired by stories of times gone by unearth hidden gems. as you create your own chronicle. As you wander our historic streetscapes, it is easy to connect with the sentiment of life in the 1800's - just look around. From the glass roof of what was one of Australia’s few regional stock exchanges and the impressive Stock Exchange Arcade, to the striking clock tower of the Post Office and the columned World Theatre, our history doesn’t need to be imagined. It can be seen today, vastly untouched, just as it was 150 years ago.
Relics of our gold mining history remind you of where we came from, while modern day experiences We are a productive region We provide a sense of connection – direct you to where we are going. An open cut mine and the Venus Battery, the largest surviving and belonging – Come home to our Feel a part of the fabric of time battery relic in Australia and the oldest in Queensland, are signposts of a time gone by. A legacy of communities, connect with your now and with our living history, where you can the gold rush, the Great Northern Railway line, still passes this way hauling rich mining and agricultural live a truly authentic outback experience discover a region as rich in history loads from Mt Isa and Charters Towers to the bustling port of Townsville. where the west is linked to the coast. and heritage, as it is in natural resources. Charming tea rooms, quaint cafes, and historic pubs provide a place to enjoy our unique country hospitality, just like they always have. The legendary Slim Dusty agrees, immortalising the historic Three Rivers Hotel in his lyrics…Wherever I wander my memory will dwell, on those happy days in Three Rivers Hotel.
At a time when life revolves at a non-stop pace, it’s time to redefine what we treasure, and find value in the smaller things. History, culture, connection, exploration, a sky filled with stars… Whatever it is you’re seeking, find it in the Charters Towers region.
CHARTERS TOWERS CHARTERS TOWERS 99 PAGE 12 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 13 COMPETITIVE ADVANTAGES OF THE TARGETS FOR SUCCESS CHARTERS TOWERS REGION Where we plan to be in 2025: A destination brand reflects a destination’s competitive strengths and the The Charters Towers region will have a flourishing visitor economy supported by strong and identity they forge. It is what makes a destination distinctive and memorable. effective collaboration between industry, community and government, with a compelling story interwoven through the destination’s tourism experiences and marketing.
Our goals to achieve this vision: ECONOMIC RESILIENCE How we will Tourism is one of four economic pillars for the region and contributes over $25.9m to the Goals Where we are now Our targets economy5. The other pillars are mining, agriculture and education. This diversified economy measure success positions local businesses and communities to recover from the impact of COVID-19 and other Grow overnight visitation by 147,000 visitors6 Increase by 10% to Overnight visitation external threats more quickly than many other regions. target markets 161,700 Increase spend in the $312 per trip by domestic Increase spend to at least Overnight and daytrip region from overnight and overnight visitors match Townsville’s per expenditure RICH HERITAGE day trip visitors visitor spend of $776 per Each of the economic pillars has a long standing history in the region which shapes the visitor $75 for domestic daytrip visitors trip by domestic overnight offering and, in turn, tourism activity has formed part of these industries. Mining’s past dominates visitors, $142 for domestic in grand 19th Century architecture that allows glimpses of the region’s rich gold mining activity, day trippers7 and while current mining is less visible, it brings money into the local economy. The region’s Extend the shoulder Visitation is primarily Increase visitor numbers in Number of visitors seasons between May-September April/May and September/ significant role in World War II is also visible for visitors, with many built remnants of defence troop (Mother’s Day to Father’s October activity remaining in Charters Towers. Day) Increase destination 53,084 website users Increase in visitor Destination website traffic, STORYTELLERS awareness in target 1,245 Facebook followers engagement about the social media engagement The region is home to locals passionate about the area’s history and about sharing stories of markets 634 Instagram followers destination and online reviews people and events from the past. Storytelling engages and deepens visitors’ interest in a place’s Two tours listed on history, and connects them with the region’s past and present to enhance their experience. TripAdvisor’s Tours & Tickets EDUCATION Increase visitor satisfaction Google reviews and Achieve and maintain Online reviews TripAdvisor ranking of 4.5+ a 4.5+ ranking across Leading education institutions and quality tourism experiences provide a sound basis to grow Visitor survey results for main visitor attractions online review sites domestic and international edutourism activity. The region is well positioned to deliver learning for visitor attractions, outside of the classroom in ways that engage and inspire students, and enhance education accommodation, tours, outcomes and personal growth. retail and services OUTBACK LIFE These goals are distilled from the engagement with industry and community. A number of local station owners open their doors for education and other groups to learn and immerse themselves in the rural lifestyle against stunning outback landscapes. These agricultural experiences enable visitors to experience a sense of the outback within just two hours of the east coast. ROADTRIP DESTINATION Bisected by the Flinders Highway and the Gregory Developmental Road, Charters Towers region is a popular road trip destination. The region stands to benefit from visitors looking to explore their backyard and the regional attractions it offers. CLIMATE AND COUNTRY LIFESTYLE The region enjoys a temperate climate year round with a laid back country lifestyle. Good boutique shopping, country pubs and tea houses provide sophistication amongst heritage 6. Charters Towers Local Government Area Profile, Tourism Research Australia (Data is based on a four-year average from 2015 to 2018, buildings, reflecting a genuine, down to earth regional culture. and captures total overnight visitors including holiday, business and other visitors including education group visitors.) 7. ibid
5. 2018/19 Economy.id report: https://economy.id.com.au/charters-towers/tourism-value
CHARTERS TOWERS CHARTERS TOWERS 100 PAGE 14 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 15 OUR VISITORS OPPORTUNITY MARKETS - OUR TARGET MARKETS
FAMILIES, COUPLES AND SINGLES FROM TOWNSVILLE
THEIR TRAVEL HABITS EXPERIENCES THEY ARE SEEKING
• Singles, couples and families taking day trips and weekends • New/different experiences for families/VFR away • ‘Instaworthy’ moments • Families travel during school holidays and seek interactive • Self-drive itineraries and adventurous kids’ activities and things that Mum and Dad • Self-guided contemporary trails can also enjoy • Soft adventure-based activities • Travel to reconnect and discover new places • Access to information through smart devices • Looking for new experiences • Seasonal food events • Spend time shopping and eating out • Food and artisan markets • Travel to attend events (sports, arts/culture and leisure) • Night-time activities (markets, street performances, food • Expect good quality facilities and standard of accommodation events) • Value for money is important • Family-friendly events • Book online or via email or phone • May not be aware of what is on offer locally
Charters Towers Country Music Festival May Day Long Weekend FAMILIES, COUPLES AND SINGLES FROM MACKAY, BURDEKIN, Achieving a flourishing visitor economy will require targeting visitor markets that will visit during MOUNT ISA, HINCHINBROOK AND CAIRNS REGIONS
shoulder and off peak seasons and deliver higher yield through overnight stays and spend in the THEIR TRAVEL HABITS EXPERIENCES THEY ARE SEEKING region. In turn, capacity to extend the visitor season and increase length of stay will be fundamental • Families travel during school holidays and seek interactive • Contemporary interpretation requirements for investment in new and existing product and sustainable businesses. and adventurous kids’ activities and things that Mum and Dad • Self-drive itineraries can also enjoy • Access to information through smart devices • Travel to reconnect and discover new places In order to achieve the vision and goals for Charters Towers’ tourism growth, target visitor markets • Soft adventure-based activities • Looking for new experiences • Self-guided contemporary trails have been identified on the basis of: • Spend time shopping and eating out • Unique experiences that offer something different • market size • Travel to attend events (sports, arts/culture and leisure) • ‘Instaworthy’ moments • Expect good quality facilities and standard of accommodation, • Seasonal food events • potential to attract to the region whether in park cabins, motels/hotels or in their own caravan • Food and artisan markets or motorhome • propensity to stay overnight • Night-time activities (markets, street performances, • Value for money is important • increased likelihood to visit during shoulder seasons (with the exception of older couples/Grey food events) • Book online or via email or phone • Educational experiences Nomads) • May not be aware of what is on offer locally • Family-friendly events • fit with the region’s visitor experience offering.
The primary opportunity markets for the region are: EDUCATION GROUPS (SCHOOL GROUPS, STUDY TOURS) • families, couples and singles from Townsville • families, couples and singles from Mackay, Mount Isa, Hinchinbrook, Cairns and Burdekin THEIR TRAVEL HABITS EXPERIENCES THEY ARE SEEKING
regions • Travel to extend learning and explore new places • Innovative experiences that encourage learning and • education groups (domestic school groups, international study tours) • Schools develop a connection with a destination and establish development • special interest visitors (events, culture and heritage visitors). strong long-term relationships • In field learning opportunities and connections with experts • Streamlined transport connections, safety, alignment to to extend their knowledge curriculum, suitable student accommodation and affordability • Contemporary interpretation Families, couples and singles, education groups and special interest visitors have the propensity are important • Personal development • Indigenous history/ culture to stay overnight and visit during shoulder seasons. They include Visiting Friends and Relatives Domestic school groups specifically: • Grades 6-10 are the main grades that take interstate school • Learning/discovery centre or hub (VFR) – travellers who will visit the region across the year and, together with locals, are important excursions • Range of student accommodation options ambassadors for the region. Nearby Townsville, with its 190,000 residents, is an important visitor • Require learning outcomes aligned to the Australian Curriculum • Organised itineraries that link to the curriculum and learning outcomes International study tour groups: market opportunity for overnight stays and daytrips. • Central booking agency/centre • Largely from USA tertiary institutions • Educational tools and resources to support visits • Travelling as part of a broader regional or state itinerary Grey Nomads are a mainstay market for the region to retain. While they travel during peak times, • Credit may or may not be included currently they are the largest visitor group, and have a tendency to stop and spend time in the • May require homestay or dormitory style accommodation communities across the region.
CHARTERS TOWERS CHARTERS TOWERS 101 PAGE 16 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 17 PART B:
SPECIAL INTEREST VISITORS (EVENTS, CULTURE AND HERITAGE VISITORS) ACTIVATION PLAN
THEIR TRAVEL HABITS EXPERIENCES THEY ARE SEEKING
Culture and heritage visitors: • Friendly service, hospitable people, and knowledgeable guides • High income, mobility and education • A secure and safe destination with plenty of available • Most likely to be aged 50-54 (11%), 30-34 (10%) and 20-25 information pre-arrival (10%) • Free Independent Traveller (FIT) itineraries • Interest in learning and exploring new concepts • Self-guided contemporary heritage trails • More likely to seek high value experiences • Access to information through smart devices • Plenty of things to see, do and experience in close proximity Event visitors: • Places to eat • Travel across the year • Range of accommodation options • Self-drive or group travel • Singles, couples, families, groups • Book online, email or phone • Look for other things to see and do around the event • Seek value for money DMP ACTIVATION • Often return as leisure visitors A clear process for implementation and associated resourcing are critical to the activation of this DMP. During engagement with the local tourism industry the message was clear that without the means to MARKETS TO RETAIN drive the projects, tourism development and success in the region will continue to be limited. The DMP identifies 20 projects to build a flourishing visitor economy in the Charters Towers region. GREY NOMADS (CAMPING/CARAVANNING) Many of the projects will benefit local communities through increased recreational and social THEIR TRAVEL HABITS EXPERIENCES THEY ARE SEEKING amenities, services and employment opportunities, and enhanced community pride. The projects are • Couples and couples travelling in convoy • Self-drive itineraries phased across the five-year term of the DMP. A mix of funding sources is recommended including • Self-drive with campers/caravans (some fully self- • Soft adventure-based activities grant funding and corporate sponsorship. In many instances, project implementation will be pending contained) from all states/ territories • Self-guided contemporary heritage trails securing grant funding. Project costs may incorporate planned budget for existing activities that can • Seekers of soft adventure, new places, and things to • Reconnecting with past (people and activities) learn • Expanded range of tagalong tours be reallocated. CTRC has a crucial role in facilitating projects to be shovel-ready to encourage private • Travel to attend events (sports, arts/culture and leisure) • Freedom camping sites in natural settings sector contributions and secure grant funding. • Value for money is important • Seasonal food events • Need access to services to allow them to travel for • Food and artisan markets extended periods As an industry-owned DMP, industry has an important role in its activation. Formation of a • Night-time activities (sunset/campfire activities, markets, music and • Mainly travelling April to September other performances) regional Industry Advisory Group is recommended; one which draws together industry and • Increasingly plan their travel online and communicate community representatives and is tasked with overseeing the implementation of the DMP and through social media • May be slower to return to long distance travel post directly managing specific projects. As the region progresses through Phase 1 and into Phase COVID-19 2, establishing its brand identity, increasing the competitive product offering and ensuring the region’s assets are enhancing the visitor experience, this group provides a practical framework for the industry to come together to work on and deliver specific projects. The group is also Emerging markets to keep in view a starting point for building a collaborative model that may or may not require a more formal structure in the future. (Refer to the Central Highlands case study on the establishment of a With the development of suitable product, cruise visitors (via Townsville) are a potential future collaborative industry model.) market for the region. These are typically older couples from Australia and international markets (USA, Europe and Asia). Due to COVID-19, this market opportunity will be longer term and Project success will require CTRC to assign resources with the required knowledge and expertise subject to the cruise industry rebuilding and international borders re-opening. to deliver the projects. Where outsourcing is necessary to fill a skills gap initially, this can be used as an opportunity to build internal capacity.
Through the effective implementation of the DMP, the region’s tourism industry will be better placed to optimise its relationship with TEL. With a clear brand identity, additional commissionable product and experiences that increase the destination’s competitiveness, and greater digital capacity, the Charters Towers tourism industry will be better positioned to leverage the support TEL can offer in achieving the DMP’s vision and goals.
CHARTERS TOWERS CHARTERS TOWERS 102 PAGE 18 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 19 Actions to establish the funding required by the projects include: 1. Confirm projects to be progressed to shovel-ready stage and align with targeting funding programs. 2. Incorporate DMP activation as a line item in CTRC’s annual budget, with bids to be made for project funding, including supporting funding for grant applications. PRIORITY PROJECTS 3. Remodel existing community grants fund and/or create a fund to support experience The following are the priority projects to deliver on the DMP’s vision, goals and targets. development projects, modeled on the Regional Arts Development Fund, with funding Further project details including budget estimates are provided separately in an Activation guidelines that encourage innovation within the tourism industry. Plan to guide CTRC in implementation. 4. Secure corporate sponsorship and project partnership arrangements. 5. Identify and pursue relevant grant funding opportunities. 6. Establish an Industry Advisory Group facilitated by CTRC to deliver assigned projects and Phase 1 Phase 2 Phase 3 participate in review of DMP Activation Plan. Projects 2021 2022 2023 2024 2025 2026 ONGOING DMP Activation
PHASE 1: CREATE IDENTITY & CASE STUDY – TOURISM ACTION GROUP COLLABORATIVE SPIRIT
Central Highlands Development Corporation (CHDC) is dedicated to advocating for 1. Brand activation sustainable regional and economic growth. Tourism sits alongside mining, agriculture and 2. Regional open day construction as the main drivers of the economy. The region is home to 28,783 residents and 3. Digital marketing hosts around 678,000 visitors annually, half domestic overnight visitors and half domestic Launch of art works Multi-day 4. Regional trail network daytrip visitors. trail cycle trail To foster a collaborative and cooperative approach between and within the tourism industry 5. Value-add experience development and community, CHDC has established a Tourism Action Group. The group is facilitated by a 6. Pilot ‘blank canvas’ project CHDC staff member and is responsible for: 7. Towers Hill precinct • providing industry and stakeholder representation 8. Visitor data • providing direction to industry and stakeholders Signage upgrades 9. Regional signage audit • generating outcomes to grow tourism. implemented VIC's function in The group is driving the implementation of their tourism plan, the Central Highlands Visitor heritage precinct 10. Optimising the VIC Economy Strategy 2020-2023, and its annual review. as part of Regional Place making project 11. Thriving events 12. Events calendar 13. Business recovery and refocus
PHASE 2: BUILD BRAND AWARENESS & APPEAL
1. Edutourism development 2. New experience development Regional 3. Regional place making implementation 4. Small event series 5. Ongoing industry skill development and growth 6. Destination sustainability
PHASE 3: CONSOLIDATE AND GROW
1. Regional master brand
CHARTERS TOWERS CHARTERS TOWERS 103 PAGE 20 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 21 PHASE 1: CREATE IDENTITY & COLLABORATIVE SPIRIT (2021-2022)
In Phase 1 the focus is on getting the foundations right. This includes establishing a clear identity, 1. BRAND ACTIVATION - BRINGING THE STORY TO LIFE optimising existing resources and assets and Good product development, a cohesive and proud industry (and community), and consistent facilitating industry and the local community's marketing activity are in place to drive destination brand development. involvement and leadership. A destination brand is the DNA that defines the destination. It should run through every act of marketing communication and behaviour by CTRC, industry and other destination stakeholders.
Activation is key Building a vibrant, unique destination brand will increase market awareness of Charters Towers and grow appeal amongst target markets. It presents a compelling and readily identifiable character for the region, enables cut-through in an increasingly noisy marketplace, and ensures consistency of message when talking to consumers through different channels and touchpoints. The development of a destination brand for the region is not a panacea to grow the visitor economy, however. The impact of a destination’s brand in driving growth and development across the region is dependent on the success of its activation. Brand activation means bringing the brand to life in ways that create an emotional connection with target markets, which in turn will build brand awareness and brand appeal.
Industry and community support and ownership The first step to brand activation is gaining complete industry and community support and ownership. The tourism industry and communities must feel confident and excited to weave the destination brand into their own stories, and into their product and event development and experience design.
Communities with a clear sense of what they stand for and their distinct personality, and that are inspired to attract and welcome visitors in an authentic way, will have the power to attract those visitors who value the types of experiences on offer. The work still needs to be done in identifying visitor markets, developing experiences and undertaking marketing but this can be much easier when the community is in alignment. Integration with the community is key. A flourishing visitor economy depends on the local community providing a social licence to operate and an effective marketing force as passionate ambassadors.
CHARTERS TOWERS CHARTERS TOWERS 104 PAGE 22 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 23 Campaign activity 2. REGIONAL OPEN DAY Once support and a sense of ownership is achieved, a collective approach to campaign activity that builds brand profile is required. Some forms of campaign activity include: Creating local and regional advocates for the Charters Towers region. • brand launch campaign There is no better way to build destination awareness, support and pride amongst locals than by • ‘always on’ digital campaigns allowing them the opportunity to see ‘tourism in action’ and encouraging them to explore their own backyard. • Public Relations (PR) activations in key geographic locations • leveraging sponsorship and partnerships Hosting a quarterly Regional Open Day • hosting of destination events. This is an event that is hosted each quarter in one of the towns/communities across the region, inviting visitors in Townsville, surrounds and locally to explore their own backyard and Townsville’s ACTIVATION STEPS ‘country playground’. The event could consist of: 1. Establish an annual brand marketing plan and associated activation budget to build • tourism operators across the region offering special rates for locals industry and community support and pride while building brand awareness in key markets. • a local artisan market and fair to showcase local makers, bakers and growers 2. Develop a suite of resources to support industry in activating the brand within their business • street theatre and live entertainment to activate the streetscape and heritage buildings and sites or organisation and to promote the region’s story. • exclusive tours and behind the scenes experiences for locals to learn about the local tourism industry and local characters 3. Harness the 150th birthday anniversary in 2022 to reset the story of the town and region (for example, by aligning theming to the brand). • tours of sites and buildings that are not usually open to the public such as Pentland’s Norwood Jail Cell. 4. Share collateral with TEL so that their assets and messaging can be updated, and the region is positioned to leverage the RTO partnership effectively. These Open Days also offer an opportunity for tourism businesses to test new product and 5. Update all existing marketing collateral and assets to include the new story, experiences before they invest in extensive development. language and visuals.
ACTIVATION STEPS 1. Develop an event plan to form the blueprint for the quarterly events. PROJECT LEAD: CTRC PARTNERS: Industry Advisory Group 2. Develop a schedule with a different town in the region as a feature/host each quarter. 3. Work with industry to offer special rates for locals. 4. Develop ‘Townsville packages’ with accommodation and other activities for Townsville residents. 5. Deliver the quarterly Regional Open Day events. 6. Review for continual improvement each quarter.
PROJECT LEAD: PARTNERS: Local businesses, community groups and Industry Advisory Group corporate sponsors
CHARTERS TOWERS CHARTERS TOWERS 105 PAGE 24 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 25 3. DIGITAL MARKETING The ultimate goal is developing and delivering an annual digital marketing program that activates the brand and effectively connects the region with target markets in all stages of the consumer “People do not buy goods and services. They buy connections, stories and magic.” journey. This annual program will consist of a balanced mix of ‘always on’ strategic, targeted campaign activity such as a ‘making heritage fun’ social media campaign where visitors are “Marketing is no longer about the stuff that you make, but about the stories you tell”, says US invited to share photos and stories of fun heritage experiences; and sharing about the regional marketing author and entrepreneur Seth Godin. Storytelling can take place across all levels, from trail network to encourage exploration throughout the region. Social media advocacy alone can a local producer telling their family’s challenges building their business from scratch to a Regional have a significant impact on a region and an operator’s business and help increase awareness Tourism Board sharing the lives of their community’s characters. The evolution of the internet has and drive visitation. seen consumers overloaded with advertising and brands. To cut through, it is vital to create an emotional connection with the consumer. Storytelling offers a way to connect with the consumer This digital marketing activity requires an appropriate level of resources dedicated to the role and by moving away from ‘selling’ to developing engagement at an emotional level.”8 outcomes. The project will commence in Phase 1 with a focus on brand awareness and building marketing assets and content for target markets. It is a project that will be ongoing every year, with Optimising digital engagement attention moving to conversion-based campaigns and activity from year two and into Phase 2. Embracing digital marketing channels is a fundamental strategy for the region as travellers increasingly use digital devices throughout the entire consumer journey (as outlined in Figure 4). ACTIVATION STEPS 1. Develop a marketing plan outlining the digital marketing strategies, tactics and messages to engage target visitor markets and convert interest to bookings. DREAM PLAN BOOK EXPERIENCE ADVOCATE 2. Engage a professional to undertake a photo and video shoot that activates the brand, showcases year-round experiences and appeals to the target markets. 3. Update website in conjunction with development of events portal (see Phase 1’s Project 12 Events calendar). 4. Update website content regularly to ensure it is fresh and current, including new photos and video content, blog articles, downloadable itineraries and visitor guides tailored to target markets.
BOOK MAJOR 5. Develop social media protocols that enable the Visitor Information Centre (VIC) staff to CONFIRMING CONTINUE PRODUCT SHARE WITH DESTINATION TO BOOK engage with visitors, answer questions and provide information in a timely and relevant way, DECIDING (FLIGHTS, SOME FAMILY AND & TOURISM ACCOMMODATION WHERE TO GO ACCOMMODATION FRIENDS and post content about marketing campaigns, itineraries, events and local stories to create ACTIVITIES & EXPERIENCES & ACTIVITIES) appeal and reasons to learn more and book; with this engagement managed by the VIC separately from the CTRC’s own social media activity. Figure 4: Consumer journey 6. Work closely with TEL to utilise their communication channels to share quirky stories to build the profile of region and inspire visitation. Digital marketing channels to consider include: • website 7. Collaborate with TEL and industry on shoulder season campaigns that drive sales • blog conversion. • social media 8. Develop and implement the ‘always on’ quality social media calendar. • electronic newsletter (email marketing) • podcast • Search Engine Marketing (paid activity). PROJECT LEAD: CTRC PROJECT LEAD: TEL
8. VTIC Visitor Servicing Toolkit 2019 www.vtic.com.au/wp-content/uploads/2019/09/Visitor-Servicing-Toolkit-200919-5mm-1.pdf
CHARTERS TOWERS CHARTERS TOWERS 106 PAGE 26 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 27 4. REGIONAL TRAIL NETWORK – CONNECTING THE REGION ACTIVATION STEPS A regional trail network that includes drive routes, heritage and art trails, walking, cycle and 1. Audit existing trails and drive routes to identify what’s working well, where upgrades and mountain bike trails connects the region and encourages increased length of stay and dispersal. new trail development is required and possible, and the interpretation requirements of visitor markets including signage. This project should be linked with Phase 1’s Project Creating journeys 9 Regional signage audit, with the goal of achieving signage across the region that is Trails provide a means for visitors to explore and learn about a region’s special places, characters consistent and reflects the brand while assisting visitors in wayfinding. and histories. Tourism is becoming more about journeys and experiences rather than simply visiting 2. Plan and construct the staged development of a regional trail network including the sites. Visitors are seeking to engage in authentic experiences that touch them in emotional ways and expanded art trail. allow them to connect with people, culture and places. Different theming and different trail types from 3. Commission artists to develop a series of art works and murals reflecting the destination drive trails to cycle, mountain bike and walking trails, engage different visitor markets and encourage brand’s essence. dispersal and spend across a region. Trails are also an important recreational asset for local communities, encouraging residents to be active and explore their backyard. 4. Hold an event to launch the art works, including guided tours, workshops, and music performances. (This event will be part of Phase 2’s Project 5 Event series.) Increasing heritage’s reach 5. Develop a multi-day cycle trail to connect communities (Phase 3). The region has many mining, military, railway and other heritage sites and disused buildings that could be brought to life for visitors and locals as part of a regional trail network. Augmented Reality (AR) is an increasingly popular technology that brings sites and characters to life for users, PARTNERS: Industry Advisory increasing their engagement and potentially leaving them with greater insight and advocacy for a PROJECT LEAD: CTRC destination. Trails around popular sites such as Towers Hill could extend the reach of heritage to Group and corporate sponsors a broader audience. With a map, interpretive signage, and lighting of ruins at night, visitors and locals could be encouraged to explore important local sites and their stories.
Art trail CASE STUDY: NEW ZEALAND CYCLE TRAIL Expansion of the Ravenswood Art Trail and inclusion of the colourful murals on buildings in Charters Towers and Ravenswood as part of a regional art trail within the broader regional trail The New Zealand Cycle Trail includes 22 mostly off-road Great Rides that showcase New network would be an important contributor to the region’s brand building, and celebration of local Zealand’s landscape, environment, heritage and culture. The Trails comprise a couple stories and characters. Art on disused buildings or large facades such as grain silos, railway of long-established rides such as the Otago Central Rail Trail and trails developed along sidings, water tanks, buildings, and storage facilities can tell the story of a place and become an existing pathways. Restoring and extending pathways has enabled cyclists to visit significant attraction in their own right, as the Silo Art Trail has demonstrated. The Silo Art Trail is considered historic and cultural sites while traversing impressive landscapes. Many pathways follow Australia’s largest outdoor gallery and recognises and celebrates the Wimmera Mallee region’s those forged by early explorers and travellers, which led to the trails being given the official people in Victoria. Māori name, Ngā Haerenga, ‘The Journeys’.
The trails have proven to be not only a fantastic way to explore the country but have also Drive routes enhanced local communities by creating jobs, promoting health and recreation, and fostering Drive routes encourage visitors to disperse and explore a destination, or as part of a journey conservation projects. Development of the multi-day Otago Central Rail Trail, which follows between regions, to stop and spend time and money in local communities. With an itinerary that a disused railway, revitalised a quiet corner of the South Island and become the second- takes travellers to points of interest along the way and provides them with engaging experiences, largest income earner in the region after farming. The Rail Trail alone has resulted in the drive routes between Charters Towers and other regions can become attractions in their own establishment and growth of cycle tour operators and food and accommodation providers, right, rather than just a means to get from one point to another. increased cycle sales, and dispersed visitor expenditure.
Source: NZ Cycle Trails
CHARTERS TOWERS CHARTERS TOWERS 107 PAGE 28 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 29 5. VALUE-ADD EXPERIENCE DEVELOPMENT CASE STUDY: WAGGA WAGGA TRAILS – REALISING THE FULL POTENTIAL
Value-adding to existing visitor product and experiences in ways that extend the region’s offering to visitors and ultimately its appeal as a destination.
The region has quality tourism product and experiences that due to seasonality and limited destination awareness are not fully optimised. There is room for growth in the number and capacity of commissionable product and its availability into the shoulder seasons. Enhancing existing products and bundling them into a series of experiences with other operators may increase product appeal for visitors and deliver a greater return for businesses.
Wagga Wagga City Council recently launched a brief online and printed trail guide that provides information on six routes around the city and surrounds for cycling, walking, running and horseback riding. The guide connects existing trails to provide all trail information in one place. The Wagga trails are centred on a 42km city loop with offshoots that lead to attractions including a wetlands, a beach, a mountain biking hill, significant Indigenous sites, a pick your own strawberry farm, the Botanic Gardens, and a water tower mural. A discovery/educational scavenger hunt of the trails is available through an existing app. The hunt can be updated easily to be seasonal (e.g. flowering plants to spot in certain seasons).
The connection of Wagga’s trails is a long-term project that includes the identification of future infrastructure developments when funding opportunities arise. Currently Council is developing a ten-year masterplan which will support funding applications for large scale projects such as a velodrome, and trails to villages and agritourism experiences 10-20km away; as well as smaller projects such as the addition of a military trail, and events such as marathons and a laneway arts microfestival.
A focus on using the trails to increase tourism is part of the trail’s future development. Currently the trails are not a draw for visitation but connecting many experiences and making them more accessible provides reasons to stay longer and discover more of Wagga. ACTIVATION STEPS Benefits of the trail guide so far include: 1. Work with tourism operators to identify opportunities to increase the region’s • increased recreation commissionable product through extending or adding value to existing products. • increased active transport 2. Work with operators to bundle different products together to create new immersive, themed • increased community engagement including with Indigenous and low socioeconomic and commissionable experiences. communities 3. Encourage product partnerships with tourism operators from outside of the region. • protection of habitat from encroachment by suburbia • the ability for locals to show off their town to visiting friends and relatives • opportunities for tour operators to offer tours on the trails.
The guide includes a trail map with details on each trail such as trail surface, length, gradient, PROJECT LEAD: CTRC PARTNERS: Tourism operators and types of suitable activities. It includes information on local social fitness groups to join, where to hire and repair bikes, bike safety and rules, places to explore further afield, trail access points, and points of interest. A printed version of the guide was requested by motels, cafes and medical centres to hand to visitors. It is distributed by the Wagga Wagga Visitor Information Centre and by many local businesses.
CHARTERS TOWERS CHARTERS TOWERS 108 PAGE 30 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 31 6. PILOT ‘BLANK CANVAS’ PROJECT 7. TOWERS HILL PRECINCT Harnessing existing assets to enhance the region’s competitive strengths and encourage visitors Unearthing Towers Hill’s history and secrets. to increase their length of stay and spend in the region. The Towers Hill precinct includes many reminders of the region’s past, with a heritage-listed group Optimising assets and special places of mining ruins that include the former Pyrites Works, Rainbow Battery, and Towers Chlorination The region has numerous assets and places that are underutilised and undervalued by visitors and Works as well as many military bunkers and storehouses. They offer a fascinating backdrop for locals. There are many ‘blank canvas’ sites with potential for regeneration into new sites to explore or walking and cycle trails through the precinct as part of the regional trail network, and are potential assets to use in a way that celebrates what once was and what they now offer, and generate economic blank canvas projects. Presentation as a cohesive series of experiences would optimise the site and and social benefits for the region. These blank canvas projects also present an opportunity for its many facets as an important heritage and recreation precinct. community members and businesses to collaborate on determining possibilities for each site and how to turn them into new attractions and experiences. ACTIVATION STEPS
Storytelling 1. Review blank canvas project sites on Towers Hill to gain a holistic view of the potential The region is rich in stories; behind the scene anecdotes, larger-than-life personalities, intensely projects such as the old brewery site redevelopment or lighting of ruins, and assign those fascinating cultural reveals, heritage stories that speak to other peoples, times and adventures. sites for future investigation. These stories reveal the destination’s unique soul. Storytelling, therefore, is vital in bringing the 2. Undertake feasibility assessments of blank canvas projects and identify how they will region’s assets to life, and inspiring emotional connections to the destination amongst visitors. The complement other visitor and community activity on Towers Hill. blank canvas project is an opportunity to encourage communities to come together to share stories. 3. Review and update the Ghosts after Dark film content and develop as a commissionable tour Immersive Towers Hill mining experience experience that can be sold separately and packaged with the mine shaft experience and Towers Hill at Charters Towers is a popular place for visitors and locals to spend time walking and any other related experiences. exploring. Its many mine shafts are prominent reminders of the region’s gold mining history. However, 4. Incorporate new experiences into the launch of the mine shaft experience for the 2022 due to safety issues, these mine shafts are cordoned off and lack interpretation, leaving visitors and anniversary. locals with only a limited appreciation of the gold mining activity that occurred. Fabricating a mine 5. shaft and an associated experience would allow visitors and locals to step beyond static interpretation Link activity with the walking and cycle paths as part of the Regional trail network project and immerse themselves into an important part of the region’s history. Coupled with an updated, (Project 4). commissionable Ghosts After Dark tour would extend the visitor offering.
ACTIVATION STEPS PROJECT LEAD: PARTNERS: CTRC, local businesses Industry Advisory Group and corporate sponsors 1. Undertake a feasibility assessment of constructing a mine shaft and visitor experience, and identify how this experience will complement other visitor and community activity on Towers Hill. 2. Gain necessary approvals for the mock mine shaft site construction. 3. Source funding for the development of the experience. 4. Construct the mine shaft visitor attraction (Phase 2). 5. Visitor activation and promotion of the new visitor experience as part of the 2022 anniversary celebrations (Phase 2).
PARTNERS: CTRC, PROJECT LEAD: local businesses and Industry Advisory Group corporate sponsors
CHARTERS TOWERS CHARTERS TOWERS 109 PAGE 32 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 33 8. VISITOR DATA - THE POWER OF KNOWLEDGE 9. REGIONAL SIGNAGE AUDIT - NAVIGATING OUR REGION A regular collection of visitor data shared with industry to inform current and future decision making. Directional and interpretative signage across the region encourages visitation and supports a clear brand identity. Access to current and timely visitor data is essential to support industry decision-making day-to-day and in forward planning. A sustainable industry needs to understand the best-fit visitor markets for Clear signage and interpretation their destination, and their behaviours and expectations, and be able to plan their business operation Signage or wayfinding is an important part of the built environment, helping people navigate unknown around expected peaks and troughs in visitation. More detailed knowledge about visitors’ behaviour, places and find their way between points. They are also a means of reflecting the local culture and the destination, and its services and products will prepare local tourism operators for their role as history, and give places their own identity. Having clear signage where it intuitively makes sense to help hosts and ensure they remain competitive and offer a high standard of quality tourism products. visitors find attractions or sites of interest, and find where to park, ensures the accessibility of places, reduces stress in new locations, and provides visitors a sense of the place. Interpretive signage helps While some visitor data is captured by the Visitor Information Centre (VIC), it only provides a visitors and locals better understand the significance of sites from a cultural, historical or environmental snapshot of visitors to the centre, and Tourism Research Australia data can only offer an indication perspective. of visitor numbers and spend aggregated over a five-year period due to the small data set size. Brand building When signage contributes to a destination’s branding, it becomes part of the overall experience. ACTIVATION STEPS The new brand for the destination provides a timely opportunity to review and upgrade signage so 1. Establish an annual seasonal visitor data project where visitor data is collected during a it supports brand building. Currently the region’s signage is inconsistent, even missing or poorly month in peak season and again for a month in the shoulder season. placed in some instances and does little to capture the attention and imagination of passing travellers. Developing a new master concept for signage that conveys effective and coherent information will 2. Extend the VIC visitor survey to include visitor activities and satisfaction with the experiences ensure better wayfinding for visitors and locals and help in establishing a clear identity for the region. and the sustainability of the destination. 3. Subscribe to a trip data collection portal to capture insights and data on in trip travel trends, visitor flows and visitor types. ACTIVATION STEPS 4. Establish a central point of data collection via the Visitor Servicing team, allowing them to 1. Audit directional and promotional signage at the region’s main visitor touch points including gather all visitor data from the different sources and share it regularly with industry to assist entries and exits from towns and villages. with forward planning. 2. Establish a consistent theme for signage at the main visitor touch points based on the new destination brand. 3. Identify required signage upgrades and developments across the region. PROJECT LEAD: CTRC PARTNERS: Tourism operators, TEL 4. Consider and update signage needs as part of Phase 2’s Project 4: Regional place making to ensure alignment (Phase 2). 5. Roll out signage upgrades (Phase 2).
PARTNERS: Tourism operators, PROJECT LEAD: CTRC Queensland Department of Transport and Main Roads
CHARTERS TOWERS CHARTERS TOWERS 110 PAGE 34 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 35 10. OPTIMISING THE VIC - INSPIRE AND INFLUENCE Re-invention of bricks and mortar VICs In response to a need to improve their appeal to visitors, financial viability, and increase their return on The VIC is an attraction in own right for visitors and locals, provides information, stories and investment, VICs are reinventing themselves with new business models of value-producing roles. These inspiration about the region and services, and is an important source of bookings for the region’s models focus on how to deliver on the expectations of visitors and increase length of stay and spend in tourism operators. the VIC and in the region.
Many touch points of visitor servicing Visitors are seeking things to see and do, and the Charters Towers VIC is well positioned to become Visitor servicing that inspires and influences visitors is key to a flourishing visitor economy. Through a 'must-do' authentic country heritage attraction in its own right using immersive experiences, information shared and skilful sales and advice provided in person and online, VICs can have a positive interpretation, storytelling and technology that encourages visitors and locals into the centre. Storytelling impact on the overall visitor experience and unlock visitor spending, facilitating a flow on effect through in particular is valued in visitor engagement and interpretation as it transports the visitor into a different increased visitor expenditure and duration of stay. However, visitor servicing must encompass not just place and time, bringing to life characters, places and elements of a destination. Curating and sharing the point of engagement at a VIC, but the whole journey from when a person starts dreaming of their stories also builds pride within the community. When visitors are drawn into the centre, VIC staff and holiday through to their return home. Visitors are sourcing travel inspiration from online review sites, volunteers then have the opportunity to inspire them to explore the region. friends and family, social media and travel websites well before they travel. In region, there are many As a key visitor touch point, the VIC has the role of showcasing the brand values. The VIC must be touchpoints including tourism and business operators and VIC pop-ups where visitors seek information welcoming, deliver country hospitality, provide visitors and locals with a sense of connection with people and recommendations then and there about what to see and do (see Figure 5). These touchpoints past and present through stories and information, and have them leave inspired to explore and learn. Within influence the quality of the visitor’s experience and what memories they take away with them. the heritage precinct, the VIC can readily merge old and new to meet visitor needs. Information provided in a contemporary way, such as digital screens and Virtual Reality (VR) content, is efficient when the centre is A 2018 Visitor Servicing strategic discussion paper for Great Ocean Road Regional Tourism busy and presents the VIC as responsive to the digital needs of travellers, consistent with the brand. Board concluded that 80% of visitors undertake pre-planning through digital distribution channels, yet VICs are predominantly devoid of digital integration. “Visitor information VIC sustainability service provision needs to be continually reviewed with an understanding of the changing Bookings and retail sales can help a VIC to improve its viability while improving the visitor experience. preferences of visitor information consumption. The delivery of quality and informative online Staff and volunteers can provide objective information while adopting a commercial mindset where the information is critical for contemporary visitors.” focus is on encouraging spend in the centre and region, and ensuring the sustainability of the centre as Figure 5: Multi channels an important service for visitors, locals and the tourism industry; one doesn’t preclude the other. 9 AL M EMAIL of visitor servicing CI ED O I S A ACTIVATION STEPS 1. Scope a VIC upgrade to offer a contemporary, welcoming experience for locals and visitors, including providing a visitor attraction within the VIC that establishes the VIC as a ‘must-do’ for visitors. TIONS EVIEW VA W R S R E 2. Undertake the upgrade works. E B R IT S E S E E S I LE/O T S I N R
B E 3. U L Introduce activities and experiences to establish the VIC as an attraction in own right.
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O S O B 5. Enhance digital engagement with visitors to build relationships, create interest, and inspire visitation and bookings. 6. AMPIN Build visitor servicing skills to ensure every visitor engagement delivers value for the visitor. /C G N VISITORS A S H V 7. Establish visitor servicing beyond the bricks and mortar VIC at key visitor touch points across the O
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L E O C S O R S R S R C O E A O N -P 8. Link VIC activity with the adjacent heritage buildings and the role of the VIC as part of Phase 2’s D -TO L A
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9. Adapted from A National Perspective on Visitor Information Servicing paper
CHARTERS TOWERS CHARTERS TOWERS 111 PAGE 36 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 37 CASE STUDY: DIGITAL CONTENT AND TECHNOLOGY CASE STUDY: VIC SUSTAINABILITY Albany VIC, funded and operated by local government, has undergone a process of redefining the VIC’s ‘why’, and the business structure to deliver on this. Originally the VIC team saw their role as providing information and some retail sales. Now the focus is on increasing commercial viability to sustain a VIC service for the tourism industry and local community. The VIC team recognise that just being in the centre of town doesn’t assure viability; the VIC’s service offering is the driver. The VIC reviewed and refined the offering for their customers: • for visitors: provide information and a booking service, with staff trained to have a friendly, non-apologetic approach to commission-based sales that are tailored to visitor needs and support the viability of the centre • for industry: work with operators in getting product trade ready and delivered to visitor Australian Capital Territory's only accredited VIC, the Canberra and Region Visitor Centre, markets provides content on the city and region to visitors in three ways: face-to-face interaction with staff • for community: recognise locals are tourists who live here and every person is an and volunteers, printed information brochures and maps for visitors to take away, and digital opportunity. delivery through a range of platforms. A large central touchscreen allows visitors to orientate themselves, see what’s nearby and create mini-itineraries taking in a range of attractions, events and experiences. The content is drawn from the Australian Tourism Data Warehouse (ATDW). VR is used at the VIC in two ways. The National Gallery is boosting awareness and ticket sales for their exhibitions by providing teasers of the latest exhibition using VR. The VIC also provides a VR hot air balloon view of events and attractions in Canberra and region.
A free VR experience showcasing the region turned the Albany VIC in Western Australia into a visitor attraction in its own right. Using technology that provides a unique 360° experience, visitors can see the region from a perspective that they would not be able to get when visiting the locations for real. The footage is accompanied with an audio narrative that brings each place to life through local stories. The rationale for introducing the VR tour was to attract more people into the VIC. Once in the centre, visitors can browse the unique retail offering and learn more about the region’s attractions and tours from staff and the touchscreens.
Yarra Valley Tourism closed their VICs and installed touch screens at key attractions in the region and introduced a customer service training program for local businesses. The touchscreens have come with challenges such as the maintenance required, information relevance and ensuring they’re in the right locations.
Bowen VIC introduced a touchscreen to increase their reach. It was eventually removed as visitors were not really utilising it and the VIC was unable to change any of the content. The VIC has now introduced a VR experience at the centre which is combined with a touchscreen which offers destination information (though no booking facility). Staff and volunteers prompt visitors to use the VR experience and touchscreen and find they still much prefer face to face interaction.
According to conversations with state tourism bodies, touchscreens have had limited success. Digital technology such as VR/AR can offer good results when used in conjunction with the personal interactions visitors have with staff and volunteers at a VIC.
CHARTERS TOWERS CHARTERS TOWERS 112 PAGE 38 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 39 11. THRIVING EVENTS ACTIVATION STEPS Events are important drivers of tourism. Research indicates three-quarters of event attendees 1. CTRC to encourage event organising committees to seek grant funding to: would not have gone to a destination if not for an event. In addition, for 57% of first-time visitors to • develop a revitalisation plan for 10 Days in the Towers that includes incorporating Taste of the region, the event is the main reason for visiting and likewise for 69% of repeat visitors10. Towers and revisiting the event activity to ensure it presents the destination brand • undertake a review of the Country Music Festival, identifying actions required to improve The region has an extensive calendar of events including sports and recreation, arts, culture and tourism and community outcomes and increase the event’s return on investment. leisure, as well as community and business events. Such events play an important role in forming 2. Provide assistance with developing business plans for the region’s events and with their and celebrating the identity of a destination and its community. Furthermore, events provide the implementation. opportunity to increase yield and shift seasonal visitation patterns to the more sustainable year-round visitation across a region to maximise the benefits of events to grow the visitor economy. Low visitation 3. Provide event committees with event management templates and information resources to support over summer months impacts Charters Towers businesses and jobs. Events can play a major role in their efforts. driving off-peak visitation and regional dispersal as they create a reason to visit whatever the time of 4. Develop a volunteer pool, inviting locals and visitor to volunteer to support event delivery and be year. Homegrown arts and culture events in particular can establish or build a point of difference from event advocates; and work with local community groups to manage their training. other destinations, give leisure visitors more reasons to travel and stay in the region, and add value to 5. Integrate events into the destination marketing of the region. business and sport event visitors either through additional activities or the energy they create. 6. Encourage packaging and cross-promotion of events and tourism experiences focused on Events such as the Goldfield Ashes is at capacity and attracting a large repeat visitor market. 10 Days increasing overnight stays and maximising visitor spend. in the Towers and Charters Towers Country Music Festival have the potential to grow and together could become a hero event for the destination, celebrating what makes the region special. PARTNERS: TEL, event PROJECT LEAD: organising committees, Many of the region’s arts/culture/leisure and community events are volunteer-run which leaves them CTRC’s events team Industry Advisory Group vulnerable to failure or reliance on grant funding. Event committees are limited by capacity, volunteer burnout, and lack of volunteers and skills. There is an opportunity to attract visitors and locals keen to be involved in volunteer projects connected to events as a means of engaging in new activities while making a difference.
Rationalisation by merging Taste of Towers into 10 Days in the Towers, alignment with the Charters Towers destination brand, and re-scheduling to the shoulder season will assist the viability of 10 Days in the Towers. Similarly, a review of the Charters Towers Country Musical Festival to identify actions to improve tourism and community outcomes will boost the event’s long-term sustainability.
10. Reinventing Rural Places, The extent and impact of festivals in rural and regional Australia, University of Wollongong
CHARTERS TOWERS CHARTERS TOWERS 113 PAGE 40 DEVELOPMENT MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 41 12. EVENTS CALENDAR SEASONAL EVENTS CALENDAR CASE STUDY: Events provide a compelling reason to visit a destination. COOLAMON, NSW Annual events calendar Coolamon is a rural agricultural village of 2,200 residents, 30-minutes’ drive from Wagga An annual events calendar in one central portal is needed to support events and businesses with Wagga with its population of 64,000. A seasonal calendar of events has been a vital tool in forward planning and provide a one stop shop for locals and visitors to find information on events increasing visitor numbers to Coolamon, and growing its visitor economy. The calendar also across the region. Bringing together all of the region’s events into one central calendar is also an helps community groups and businesses to forward plan and ensures event dates do not effective means of highlighting the vibrancy of the destination, and providing a strong marketing tool clash. for visitation and community engagement. Curating the events into this one central location will require a dedicated and systemised approach, with scope for events to enter their own data via a quality Council’s Community Development Officer sends a request for event information to event assurance process. The calendar should have a consumer-facing component for marketing purposes coordinators, community groups and relevant businesses via Council and school newsletters and a back of house component for events and staff to enter data and review. Once all events are every three months to collect details on upcoming events. curated and the system is functioning at its full potential, this calendar will become a powerful asset.
Event managers participate because they receive the following free marketing: Seasonal events campaign • listing on the Visit Coolamon Shire website Once the annual calendar is in place this content can be used to develop a seasonal events campaign • listing in the events calendar brochure, which is distributed throughout the region, and is that supports the distribution of the calendar and ensures all residents and local businesses are aware available for download from the website of what’s on and have the tools to promote events to visitors, family and friends. The seasonal approach • mention in the Visit Coolamon Shire e-newsletter which is circulated to the tourism means that consistent collateral and communications is communicated to key markets four times a year, database with scope to theme seasons and feature hero events as appropriate. Eventually, locals will wait for the • promotion on the Visit Coolamon Shire blog seasonal calendar to be released so they can plan their weekends around it. • listing on the regional tourism app, SeeRiverina • promotion across Visit Coolamon Shire’s social media channels. ACTIVATION STEPS Event managers upload information on their event via a Google form onto the region’s 1. Establish a central Charters Towers events calendar that can be used by businesses and events tourism website. The form automatically populates an event listing on the website, and on a as a forward planning tool to assist the tourism industry and local businesses to make the most of spreadsheet which is used to develop the calendar’s brochure. While the free event listings events. on ATDW could be used to populate the event information, Coolamon has experienced 2. VIC officer to work with event organisers to encourage their events’ inclusion in the calendar. good uptake on their simple form. The Community Development Officer or event committees 3. Develop a seasonal calendar of events as the focus of a marketing campaign that runs year-round upload information on larger events likely to attract significant out-of-region visitation to (such as distribution of a printed calendar brochure, digital promotion, and mentions by local ATDW. media). The types of events added to the calendar include concerts, markets, live music, theatre 4. Consider a partnership with the local radio station or other appropriate media outlet to support the productions, special meal events such as long lunches, events for public holidays such campaign. as ANZAC Day or Mothers’ Day, agricultural shows, car shows, fun runs, photography 5. Gain approval from CTRC to have the printed calendar distributed with rates notices to ensure competitions, art exhibitions, race days, open days, festivals, street parties, comedy nights, comprehensive distribution across the region. participatory sports competitions such as cycle races and triathlons, and trivia nights. 6. Collate the calendar content each quarter and deliver on the campaign, ensuring that the seasonal campaign is released a minimum of 8 weeks prior to the first event in that season. Each season the events are promoted with Visit Coolamon branding in a brochure and social media graphics. The word is spread via a radio ad, brochure distribution to VICs, and major 7. Distribute the seasonal calendar into key source markets such as Townsville. nearby attractions, restaurants, libraries and medical centres, and via social media using Facebook events, and organic and paid posts. The Community Development Officer also attends events where possible to capture social media content.
PARTNERS: Tourism operators, PROJECT LEAD: CTRC Locals are kept informed of what is coming up and encouraged to invite family and friends to local businesses visit for events. This has meant the calendar is an effective VFR marketing tool.
CHARTERS TOWERS CHARTERS TOWERS 114 PAGE 42 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 43 13. BUSINESS RECOVERY AND REFOCUS – BUILDING RESILIENCE Post COVID-19 business coaching program to support speedy and sustainable industry recovery.
External threats such as the unprecedented COVID-19 global pandemic can be catastrophic for local businesses if they lack the knowledge and tools to recover and rebuild. Support can be as simple as providing a sounding board or information on financial support available through to business mentoring; therefore, support must be tailored to local business requirements.
ACTIVATION STEPS 1. Assist local businesses in navigating the range of support measures available and accessing the support they need. 2. Encourage tourism businesses to access available business development programs and resources including the state government’s Mentoring for Growth program.
PARTNERS: Industry Advisory PROJECT LEAD: TEL Group, tourism operators, Figure 6: Examples of how the Queensland Government Coolamon seasonal events campaign is run and promoted
Council’s event funding program provides financial assistance to promote events that will increase the number of out-of-town visitors, along with mentoring for their committees on marketing and event sustainability.
The region’s events promoted through the seasonal calendar have had an impressive impact on visitation to Coolamon. Together with initiatives such as the introduction of an anchor attraction (a cheese factory/restaurant), the town has transformed, particularly on weekends, resulting in the opening of new main street businesses and new tourism attractions.
“The Seasonal Event Calendar has effectively marketed our local events to a wide target audience and been instrumental in attracting increased visitors to our town. It is a wonderful resource that encapsulates and communicates the vibrant culture of our region beautifully.” - Bron Hatty, Advance Ganmain.
CHARTERS TOWERS CHARTERS TOWERS 115 PAGE 44 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 45 PHASE 2: BUILD BRAND AWARENESS & APPEAL (2023-2024)
This phase is focused on building on the foundations established in Phase 1 and increasing awareness of the destination brand and its appeal amongst target visitor markets. Now the 1. EDUTOURISM DEVELOPMENT foundations are in place, the attention is on new levels of activity and solidifying what the brand means Proactive approach to development and growth of edutourism across the region. for visitors and locals.
Competing successfully for domestic education groups Across Queensland and nationally, primary and high schools take their students outside of the classroom and immerse them in activities in the field where they can have hands on experiences and exposure to ways of thinking that extends their learning and development. They are seeking trusted, quality experiences that meet their learning needs as set by the Australian Curriculum and can be achieved within their time frames and budgets. They travel across the school year, including the shoulder seasons, and will often return to the same place and provider if the program meets their needs. This makes the education market an important target market to reduce seasonality and secure repeat visitation. For this reason, it is a competitive market, with other regions vying for their attention.
Providing schools with resources and suggested itineraries helps to put the destination into their consideration set when planning excursions. But to stand out from other destinations, and encourage schools to spend more time in the region, proactive engagement with schools is essential. Building solid relationships with schools enables a destination to stay abreast of their needs and know when to adapt the offering so that it remains innovative and compelling for teachers and their students. This project aligns with Tourism and Events Queensland’s (TEQ) Outback Queensland Education Experience Program which seeks to attract increased numbers of domestic and international visitors to outback regions in the shoulder and off seasons, including mid-week.
Optimising education assets Education is a strong pillar of the region’s economy, with the region home to boarding students from across the state and country and from overseas. The region’s school facilities are important assets with the potential for use outside of term time. Offering programs such as training workshops for out- of-region teachers, summer/winter school holiday programs, and other specialist intensive workshops linked with leisure activities could attract new visitor groups to the region.
CHARTERS TOWERS CHARTERS TOWERS 116 PAGE 46 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 47 Collaborative approach to attracting international study tours 2. NEW EXPERIENCE DEVELOPMENT The Tourism North Queensland EduTourism Consortium brings together exceptional experiences and learning outcomes to deliver world-class study aboard and educational tourism programs in and ‘Blank canvas’ sites around the region are identified as project sites to be activated for tourism and
around Townsville for international students. The Charters Towers region has the opportunity to work community use. with consortium members to offer new educational experiences that increase the appeal and breadth This project takes the insights and lessons from the pilot project in Phase 1 and extends to a of their study tour itineraries. new series of projects across the region. As noted in Phase 1, there are many unused sites and infrastructure across the region with the potential to be transformed into new visitor attractions and experiences that would increase the destination’s appeal and identity. These may be single locations ACTIVATION STEPS or a connected series of sites. 1. Work with current Edutourism partners to establish a dedicated resource to drive this activity. 2. Establish a professional learning community with CTRC as the hub, with participating principals as a resource to build the region’s knowledge and capacity around edutourism, ACTIVATION STEPS including how to adapt product for the education market, and upskilling tourism operators 1. Develop a list of potential blank canvas sites. and agriculture producers. 2. Develop selection criteria for site assessment and apply to the identified sites. 3. Identify and agree on the priority projects to be actioned. 4. Undertake a visioning exercise of the experience opportunities at the site and how they can be PARTNERS: Local schools, PROJECT LEAD: CTRC realised. tourism operators, 5. Establish the project tasks, milestones and budget costs, and assign responsibilities. 6. Secure funding for the project activity. 7. Monitor project progress and issues that arise, and support the Industry Advisory Group in achieving the desired outcomes.
Potential sites for consideration include: • Venus Battery • heritage precincts within Charters Towers • Towers Hill amphitheatre, old brewery site and pyrite factory ruins • Burdekin Weir • CTRC’s river frontage land at Sellheim • heritage cemeteries (including the Pioneer and Chinese cemeteries) • disused military buildings • old steam pump engines • sites for the regional arts trails including Hervey Range, Ravenswood, Greenvale, Charters Towers and Pentland and railway sidings between Townsville and Mount Isa • Ravenswood walking trails (activity beyond the regional trail network project) • Pentland’s Norwood Jail Cell .
PARTNERS: Tourism operators, local PROJECT LEAD: businesses and community groups, Industry Advisory Overlanders Way group (for Group Townsville to Mount Isa railway sidings project)
CHARTERS TOWERS CHARTERS TOWERS 117 PAGE 48 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 49 3. REGIONAL PLACE MAKING ACTIVATION STEPS Development of a Charters Towers CBD Revitalisation Plan and a Heritage Asset Audit. Charters Towers CBD Revitalisation Plan 1. Implement a tender process to attract suitable contractors. Capitalising on the region’s rich heritage The region presents preserved, authentic gold mining history, with a dominance of heritage buildings 2. Develop the plan. in a compact area, notably in the main streets of Charters Towers and in Ravenswood and Pentland. 3. Provide grant funding to encourage shop owners to update and enhance their street appeal in line Gold mining relics across the region include shafts and tunnels, with several buildings and mines on with the overarching design plans. the Queensland Heritage Register. The gold story is a core cultural heritage narrative for the region, 4. Relevant staff attend ‘Place Making’ workshop to enhance their understanding of place making. and the historical buildings and relics are the backdrop to this story for visitors and locals. Master Plan of the region’s heritage assets There are many heritage experiences across the state and country which vie for visitor’s attention 1 Implement a tender process to attract suitable contractors. and dollars. To stand out, the region needs to be clear in its identity and what makes it unique as a 2. Develop a Master Plan, including an audit of heritage assets. heritage destination. An important part of this identity is that the built heritage fabric of Charters Towers Implementation of the Charters Towers CBD Revitalisation Plan and the delivery of the Master Plan CBD is a bustling regional town, not a fabricated visitor experience. The centre has informal precincts will be continued into Phase 3. that have the potential to become places that attract locals and visitors to linger and enjoy.
Creating a cohesive centre PARTNERS: National Trust of A revitalisation plan for the CBD will identify the works required to create a cohesive centre that is PROJECT LEAD: Australia (Queensland), tourism attractive for locals and visitors to gather and spend locally. Attractive heritage facades, streetscaping CTRC operators, local businesses and and signage will enhance the identity of Charters Towers and the region broadly and community pride community members in the region’s built fabric. It will also create additional attractions for visitors. The plan will need to identify low traffic spaces for pedestrian use and beautification requirements to improve street appeal, celebrate the town’s identity and stories, and activate key precincts such as the World Theatre to the Stock Exchange through events and street art. CASE STUDY: MARYBOROUGH Coordinated approach to asset management and presentation Maryborough’s historic downtown was the childhood home of the author of Mary Poppins, A master plan of the region’s heritage assets is also required to achieve a coordinated approach PL Travers. Elements of the neighbourhood, such as the park, made their way into the book’s to asset management and development, and consistent theming and presentation. The region fictional London setting. Today a visit to the birthplace of PL Travers reveals a streetscape has a dominance of museums run by enthusiastic volunteers and other sites with static displays. of Mary Poppins wonder with themed murals and word art on the heritage buildings, a Unfortunately, the communication of the region’s history to visitors is disjointed and the museums are sculpture of Mary Poppins, signage, and even Mary Poppins traffic lights! Today PL Travers’ in need of professional curatorial assistance. The museums hold important historical items of regional birthplace (a bank) is a ‘story bank’ - an interactive museum/creativity centre. and sub-regional significance, along with memorabilia which offers unique insights into social history.
The limited commercialisation of heritage experiences, with many provided free or at little cost, is placing pressure on the sustainability of sites and their operation. There is potential to increase the quality of experience for visitors and at the same time, deliver a greater return on investment for the operators. A starting point is gaining an understanding of the assets across the region, those that have innate value for the community, and those that have the potential to be updated to improve their value as a tourism asset.
CHARTERS TOWERS CHARTERS TOWERS 118 PAGE 50 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 51 4. SMALL EVENT SERIES 5. ONGOING INDUSTRY SKILL DEVELOPMENT AND GROWTH Adapting to change and putting the spotlight on the uniqueness of the region. Growing industry participation in a regional pathway to growth mentoring program and a local business awards program. Shift in event type COVID-19 means mass gatherings may never look the same, and the sustainability of these types of Tailored business advice events needs to be reviewed. This presents an exciting opportunity for boutique events – small and While greater work is required to move visitor services into a digital space, there is also a need for micro events that are exclusive, niche, tailored, high end, stylish, or one of a kind. They focus on high industry to upskill in the areas of social media and digital marketing methods as they offer cost and value, quality and exclusivity over volume and mass numbers. Smaller, high value events across the time efficient ways to reach visitor markets. Knowing how to adapt products and experiences to year are an alternative model that are less resource intensive and build brand, destination awareness, remain competitive with visitor markets is also vital. Tailored one-on-one business support such as community pride and industry collaboration. mentoring has been demonstrated to deliver sustained improvements where they are needed by a Activating sites and seasons business (see Case Study). Mentoring brings expert focus and keeps the business owner or manager With many significant and quirky heritage and industrial buildings and sites across the Charters accountable. TEL’s business development workshops are also an important resource to help Towers region, the creation of a new premium event series that activates the brand, blank canvas members to increase their skills. sites, and iconic buildings is ideal for the region. The event series would be scheduled to ensure good coverage of shoulder and off-peak seasons and dispersal across the entire Charters Towers Celebrating local achievements region, showcasing the character and characters of each community, while always considering the Business award programs provide an opportunity to encourage performance improvements, build activation of the destination brand. The primary target market for these events will be local residents capacity, and celebrate excellence. While local tourism operators have been encouraged to compete and their VFR, and Townsville residents. in the North Queensland Tourism and Events Awards, there has been declining interest. The time and effort involved in entering has outweighed the benefits for operators that have failed to gain Potential new events may include: recognition. A local awards program across industries provides a platform for local tourism operators 1. Arts trail launch festival (may become an 8. Towers Dash (running event on the Towers to present themselves and their achievements and position themselves as a leader in the community. ongoing event)11 Hill circuit) An awards program also contributes to local pride and collaboration. 2. Hervey Range: Spirit and Soul Fest 9. Cycling road race event from Townsville to 3. Ravenswood After Dark Charters Towers with additional events in Charters Towers during the day 4. Miners ball or long table lunch/dinner at the ACTIVATION STEPS 10. Charters Towers region Gold Rush: search Stock Exchange Arcade 1. Encourage local operators to participate in mentoring programs or to engage mentors to for the $10,000 nugget competition in the 5. Music and performances at Pentland's shoulder season (minimum stay of two nights support their business development. railway sidings to participate). 2. Leverage and link with the business development programs offered by TEL. 6. Opera on Towers Hill 11. Annual Truck Drivers Memorial event 7. Heritage themed dinners under the stars in 3. Establish an annual awards program for all local businesses, with categories that encourage the CBD and at the Venus Battery participation by tourism and events operators.
ACTIVATION STEPS 1. Work with the Industry Advisory Group and local community representatives to develop and PROJECT LEAD: CTRC, PARTNERS: design the event series and schedule. Chamber of Commerce Tourism operators, TEL 2. Develop an event plan for each event, along with a suite of tools and templates that can be used (awards program) for all future events within the series. (Establish systems and processes to streamline planning). 3. Develop organising committees for each of the events for event coordination and delivery. 4. Develop a dedicated section of the website’s events calendar to feature this event series. 5. Plan and execute a marketing campaign to promote the series as a whole and each individual event. 6. Deliver events. 7. Undertake event review and post event debriefing to ensure continual improvement.
PARTNERS: Industry Advisory Group, PROJECT LEAD: CTRC event organisers, local businesses and community groups
11. Similar to Toowoomba’s First Coat festival, but spread across the entire region
CHARTERS TOWERS CHARTERS TOWERS 119 PAGE 52 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 53 6. DESTINATION SUSTAINABILITY BUSINESS MENTORING CASE STUDY: “Ultimately destination residents invite or accept tourists into their communities because they hope OUTBACK AUSSIE TOURS this economic activity will improve their quality of life or their wellbeing. If tourism is not making a net contribution to destination community wellbeing, then it’s not a sustainable activity.” Alan Smith of Outback Aussie Tours recommends the ideal time to have a business mentor is – Gianna Moscardo before beginning your business, at start up, and consistently through the life of the business. “I sought out a mentor because of a feeling of Groundhog Day. I was not satisfied with the Tourism, like any economic activity has a responsibility for how it impacts the local community and return on investment of my time, effort and money. Mentoring has resulted in personal and natural environment. Charters Towers has an opportunity to ensure sustainability is a core part of professional growth, improved job satisfaction, and the realisation of goals. I have more tourism development. This will involve embarking on a journey of continuous effort and adaption clarity and more enjoyment from my business. Psychologically and financially my business is as a destination that invests in resilience and sustainability, where enjoyable authentic travel more sustainable because it can return enough for my financial goals such as retirement. experiences are offered that are the product of community pride, that value the natural environment, local culture and sharing of stories that reflect the place and its people. I would recommend a mentor because of the experience and skills you may not have at the level of industry best practice. A mentor will help you maintain focus on return on investment The CTRC Corporate Plan 2020-2025 identifies infrastructure and sustainability as a priority focus and achieving goals. There is value in consistent reporting, and keeping in touch with your area, with attention on maintenance, enhancement and protection of built and natural environments. business. If you try growing without reporting, you will get appendicitis - something will be This DMP provides the platform to increase sustainability outcomes for the region through activity removed from your business. that supports community values and culture, and environmental responsibility. A business can have more than one mentor, such as experts in different areas: finance, marketing, HR, and tourism. A financial mentor is critical and could be your accountant. You ACTIVATION STEPS could hire a professional business coach; it’s like going to a doctor - why use an amateur? 1. Require event organisers to demonstrate their environmental responsibility (waste and energy A mentor requires time for self-reflection; the time required should be part of your culture. minimisation) and use of local suppliers in their applications for events held on public lands. Mentorship also requires consistent commitment, an open mind, willingness to change 2. Work with local operators to develop an industry Sustainability Commitment, outlining the yourself first, discipline, and willingness to be called out and to do something about it.” environmental and social practices operators will commit to in their business activities, and how to encourage visitors to be conscious travellers. 3. Incorporate into the blank canvas sites a sustainability lens such as use of renewable energy, engaging local community, and reusing/recycling. 4. Use the Regional Open Day program to encourage locals and visitors to support the local community by buying local. 5. Measure visitor satisfaction with the quality and sustainability of the environment in the visitor survey.
PARTNERS: Industry Advisory PROJECT LEAD: CTRC Group, tourism operators, local community members
CHARTERS TOWERS CHARTERS TOWERS 120 PAGE 54 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 55 PHASE 3: CONSOLIDATE AND GROW (2025 AND BEYOND)
In this phase the focus is on consolidating what has been achieved via the destination brand and taking it deeper into the region to strengthen the identity. 1. REGIONAL MASTER BRAND This phase is also about project continuity, keeping the Phase 1 and 2 projects on track where they are ongoing or activated across several phases. Following the successful development and activation of the destination brand the next step is to extend this to create one holistic brand for the Charters Towers region. This will be a holistic industry and community brand that has been developed collaboratively and is designed to build local pride and engagement in all industries and to position the region as a fantastic place to visit, live, work, study and do business.
Developing this master brand will bring together all industries, sporting and community groups, education facilities, youth and local residents. Collectively through the process, they will define the master story and personality of the region, the DNA that everyone can resonate and connect with. By establishing a clear story and personality for the region, the master brand will be an important means to strengthen the regional economy. Through advocacy amongst locals, it will support the efforts of CTRC to attract more businesses to open and succeed, and investment into new infrastructure.
Similar to the Canberra brand (as per the case study below) this brand will come to life through local people, businesses, institutions and organisations using the brand in creative ways.
ACTIVATION STEPS 1. Engage a branding agency to work with Council, businesses and the community on the master brand process (establish a project working group with a broad mix of stakeholders to oversee this project). 2. Undertake the brand development process with external experts. 3. Launch the new brand with a local event and campaign. 4. Create the resources and tools for all industries, community and sporting groups, etc. to use the brand. 5. Allocate an ongoing budget to brand activation activity.
PARTNERS: PROJECT LEAD: Local businesses and CTRC / Project group community members
CHARTERS TOWERS CHARTERS TOWERS 121 PAGE 56 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 57 CASE STUDY: CANBERRA
MONITORING AND REVIEW PROCESS
This DMP is a five-year plan with all 20 projects recommended to be initiated within this time frame. Implementation is a shared responsibility between CTRC and industry, with the Industry Advisory Group to oversee the implementation of the DMP. Members of the Group are recommended to include representatives of: • CTRC • tourism operators • education tourism stakeholders • Chamber of Commerce • community • TEL. The CBR brand was developed by Canberra Business Chamber to grow Canberra’s reputation State government agencies such as the Queensland Department of Environment and Science as a fantastic place to live, work, study and do business – to inspire people to live, start and grow (Queensland Parks and Wildlife Service) and community groups will be invited to attend meetings businesses, study and invest in Canberra. Its mission is to strengthen and diversify the Canberra as relevant to projects being discussed. and region economy. The brand consists of a community brand ‘We Are CBR’ and a regional economic Review process development brand ‘CBR – Canberra Region’. The brand comes to life through local people, Two levels of review will be conducted across the life of the DMP: businesses, institutions and organisations using the brand in creative ways. 1. Six monthly review as part of the annual CTRC Operational Plan quarterly updates to ensure the projects and their actions remain relevant and are being progressed, to identify and address The communications approach centred on leveraging the well-defined brand narrative and any issues and opportunities that have arisen that have implications for delivery of the projects, architecture; building a team of citizens, organisations and other key stakeholders to champion and to monitor outcomes against the Key Performance Indicators the brand; and content creation, curation and distribution. 2. At the end of Phase 1 (2022) and Phase 2 (2025) to take stock, review achievements to date, and review and respond to any budget and other resourcing needs. The brand was received positively by internal stakeholders with good uptake of the brand’s physical assets, such as window stickers and logo usage. In the first five months of the Performance measurement communication plan’s implementation, canberra.com.au recorded close to 20,000 users who The Industry Advisory Group will be responsible for undertaking the reviews of the DMP. clocked up 46,000 page views on the new website. A Facebook page created to amplify Performance will be measured against the specific project criteria and achievement of the DMP CBR content amassed 4,700 likes over the first five months, while posts on the page received goals, and additional criteria for establishing a flourishingvisitor economy. 500,000 impressions. There was also widespread adoption of the program’s hashtag,
#WeAreCBR.
CHARTERS TOWERS CHARTERS TOWERS 122 PAGE 58 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 59 ATTACHMENT 1: ADDITIONAL PROJECT OPPORTUNITIES
A range of additional project opportunities which were identified in the DMP’s Gaps and Opportunities paper are summarised below. While these are projects are not included in the priority projects for the next five years, they warrant consideration when budget is available.
Product & Experience Development & Events
Product: • Continue to collaborate with Traditional Owners and the Department of Environment and Science on the development of Indigenous experiences at White Mountains National Park and on country, leveraging the 2020 Year of Indigenous Tourism for grant opportunities. • Develop a Paddock to Plate experience celebrating local producers and country pubs e.g. Long Table food events to complement other events. • Develop a drive trail from Townsville to Charters Towers and back, via Hervey Range in one direction and return via Ravenswood. • Work with the Department of Environment and Science to develop a self-drive circuit of White Mountains Goals Key Performance Indicators National Park. • Upgrade the historic cemeteries with refreshed interpretation and trails. Increased overnight visitation • Number of overnight visitors in region as reported by Tourism Research • Develop an EOI for redevelopment of the old brewery site into a year-round, all-weather attraction with Australia (TRA), regional data collected, and other data insights captured food offerings and activities for visitors and locals. • Length of stay as reported by TRA and regional data collected • Develop an EOI for private investment in the development of adventure product including a luge on Increased visitor spend • Visitor expenditure by overnight and daytrip visitors as reported by Towers Hill and a zip-line experience. TRA and regional data collected • Investigate the acquisition and refurbishment of the old army mess hall as a function space. • Expand prospecting areas, for example, to the creek bed at Venus Battery. Increased visitation during • Number of visitors to region as reported by TRA • Foster bush food development initiatives. shoulder months • Number of visitors to VIC and visitor hotspots • Relocate the Charters Towers flying fox colony to a suitable site that can be developed as an ecotourism destination providing interpretation and activities that celebrate the environmental value of Increased destination awareness • Destination website traffic (unique users) the flying fox (see Austin, USA bat tourism experiences). in target markets • Followers on social media (Facebook and Instagram) • Create a gold coin trail down Gill Street with a story of a local character or local fact in each coin. • Develop a Truckies Memorial to celebrate the industry and showcase the significance of this industry to Increased visitor satisfaction • Positive reviews and ranking on social media platforms (TripAdvisor and Google) the district.
Events: • Leverage off events in surrounding regions to attract visitors. Additional visitor economy • Encourage events that increase night-time activity, particularly during the warmer months. criteria • Encourage street theatre, with actors in period attire for special events.
Enhanced liveability of the region • Number of local residents attending local events Brand & Marketing (defined in the tourism context • Number of events and activities in public spaces by a growing economy, vibrant • Introduce picture frame photography sites in key public spaces, and community locations to encourage visitors to co-create content and engagement in local events) share photos, including the opportunity to hire costumes Building business capability • Number of businesses participating in mentoring program and have photos taken in and around heritage buildings. • Number of new cooperative marketing and product • Continue to promote the region as a film location, and build development activities relationships with Screen Queensland. • Number of operators listed on ATDW • Number of trade ready products • Number of tourism operators in TEQ’s Best of Queensland program
CHARTERS TOWERS CHARTERS TOWERS 123 PAGE 60 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 61 ATTACHMENT 2: GRANT FUNDING OPPORTUNITIES FOR DMP PROJECTS
Infrastructure – Community Development Grants (federal) (CDG) Applications through to June 2026 There is no minimum or maximum funding amount that can be applied for. The program will be delivered under Outcome 3: Strengthening the sustainability, capacity and diversity of our cities and regional economies including through facilitating local partnerships between all levels of government and local communities; through reforms that stimulate economic growth; and providing grants and financial assistance.
The objective of the CDG program is to support needed infrastructure that promotes stable, secure and viable local and regional economies.
The intended outcomes of the program are: • to construct and/or upgrade facilities to provide long term improvements in social and economic Visitor Servicing & Infrastructure viability of local communities • to create jobs in the delivery of projects and ongoing use of the infrastructure • Install collection boxes for receipts at free or low cost camping sites to capture local spend by visitors. • to improve social amenity, increased health and wellbeing and social cohesion by utilisation of • Develop a Self-contained Recreational Camping Policy that identifies appropriate sites, required the infrastructure by community groups. facilities and length of stay, any requirements to access low cost or free camping sites such as eating out locally. • Review and upgrade VIC parking provision and clear signage for improved accessibility. To be eligible you must: • Develop infrastructure for local and visiting families such as a waterpark and recreational use of the • be a legal entity river and dam. • have an Australian Business Number (ABN). • Investigate the development of camping facilities for school groups at Ravenswood. Fund Details • Assess the feasibility of a courtesy bus from low cost/free camping sites outside of Charters Towers into town and to tourist spots and eateries, with potential funding from Chamber of Commerce. • Investigate the development of a train experience and/or a shuttle service to and from Townsville. Preservation of historical buildings - Copland Foundation Grants (foundation) For the study, management, conservation, acquisition and interpretation of relevant historic Governance, Industry & Community Development architecture. Grants will be awarded for the conservation, research and/or interpretation of historic houses. Priority programs are those involving historic houses, their collections and gardens. While • Produce an agritourism development guide and toolkit to support farmer diversification into tourism. • Facilitate the development of Indigenous tourism experiences through providing access to business grants are not limited to this category, the Trustees will be particularly pleased to receive grant advice, mentoring and funding opportunities. applications that come under this heading. • Work with the local arts community to build interest and skills in storytelling. Fund Details • Encourage the innovative delivery of experiences in off peak months, including the provision of AR/VR that enable access and interpretation without guides. • Encourage the reinvigoration of local business development networks, with a common vision and Purchase equipment, facility improvement, training, holding events - activities that are relevant and appealing to the business community. Gambling Community Benefit Fund • Support the development of new activity spaces for local and visiting youth such as the original Youth Up to $35,000 Shack. Not for profits can apply. Fund Details
Infrastructure - Local Government Grants & Subsidies Program Currently closed Fund Details
CHARTERS TOWERS CHARTERS TOWERS 124 PAGE 62 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 63 Infrastructure – Building our Regions ATTACHMENT 3: POST COVID-19 ACTION PLAN Currently closed Fund Details As travel resumes in phases (intrastate then interstate and lastly international), regional destinations are poised to benefit if they can stand out in the crowded marketplace and meet the needs of visitors. Staff (trainees) - First Start Provides wage subsidies to local government to employ trainees for 12 months. POST COVID-19 TRAVEL TRENDS Fund Details COVID-19 is expected to impact travel behaviour for many months after the virus threat has gone. Some trends will include: Infrastructure, Events, Strategic Planning, Leadership/Capability – • consumers want something to look forward to and will be keen to plan Building Better Regions Fund Currently closed and book a holiday Fund Details • consumers will seek out simple, meaningful experiences • people will visit family and friends for emotional support and connection • during an economic slowdown, tourists tend to travel less, stay closer to home and seek simplicity. For example: value-based holidays based on basic facilities, meeting locals, and free time. Here, tourism is about the beach or the view from the mountain, and being less plugged in • travel will not be taken for granted, with greater intentions around planning to ensure the trip offers what travellers are looking for. During recessions, impulse purchases dramatically decline and travellers seek bargains. Those who manage household budgets (typically women) will search for detailed information on activities, experiences, reviews and prices. Destinations and tourism businesses should provide in- depth content • during a recession values and behaviours change. We become more concerned for others and with collectivism and move away from individualism. Materialism and possessions become less important. Volunteering and social tourism have a higher priority in a more inclusive society. • there will be smaller, boutique events as mass gatherings remain on hold until safety can be assured • the strain that our lifestyle places on the natural environment has never been more apparent. If there is a silver lining to COVID-19, it is perhaps that destination management organisations (DMOs) have a unique opportunity to change the future of tourism to be climate- and environmentally friendly • there will be increased requirements around health and safety • Grey Nomads may be slow to return to travel due to safety concerns, requiring destinations dependent on these travellers to explore new markets • cities will be the least appealing destinations.
CHARTERS TOWERS CHARTERS TOWERS 125 PAGE 64 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 65 POST COVID-19 TRAVELLERS ii. How to adjust your destination’s communications during the COVID-19 crisis and what to do with The first travellers are likely to be: your earned, owned and paid channels • those visiting friends and family they haven’t seen for a while • local travellers or those who live nearby who would normally travel far away Key takeouts: • people travelling for their passion, doing things they haven’t been able to in lockdown • use restriction scenarios to plan for phases (This might also be locals taking part in their passion locally when they would typically of content do that elsewhere) • lean on emotional lenses to help decide which messages are appropriate at different times • millennials seeking adventurous outdoor activities • work more collaboratively with stakeholders • business travellers. and industry • use your values to clarify your DMO’s role. RECOMMENDED RESOURCES FOR DMO’S The following resources provide excellent guidance for destinations on what to do during the More ideas COVID-19 crisis and recovery. iii. How to manage your destination and support your tourism industry to maintain resilience through 1. COVID-19 Response Action Plan for Destinations (Tourism eSchool) the COVID-19 crisis This detailed action plan covers • communication with industry around COVID-19 changes Key takeouts: • being an advocate for local operators • there can’t be winners and losers in our local industry • short-term actions such as digital training for operators and consumer communications • be creative in your adaptation – tourism is a creative industry • recovery actions such as getting ready for funding opportunities, supporting experience • have community at the heart of your planning development and consumer communications. • recovery to the old normal is an illusion – redevelop by cocreating • the future is now – now is your chance to have regenerative tourism with deeply meaningful One additional tip: Develop, publish and share itineraries of experiences that meet social experiences (instead of a numbers game) - if not now, then when? distancing needs. Your role as a destination management organisation in the slow restart of tourism - includes: 2. Webinar series: How DMOs should respond to COVID-19 (Destination Think) • restarting tourism will be a gradual process Destination Think ran three webinars as a virtual forum for DMOs: • your DMO’s role as public servant: Promote safe behaviour i. A strategic approach to managing your destination during COVID-19 • your DMO’s role as business coach: Prepare tourism operators to run a restricted business • your DMO’s role as a teacher: Prepare communities to host travellers Key takeouts: • consider those most likely to travel first when places reopen. • address immediate needs and challenges • consider the bigger picture Preparing your DMO for the future - Some effective ways to invest your limited time and resources to • responding to a rapidly changing landscape ensure your DMO’s resiliency during all phases of COVID-19: • show leadership through rationality. • consult historical trends and visitor behaviour • see your audience as people, not numbers • account for fear and trepidation during the restart phase • measure trends, not snapshots in time • consider a range of possible futures.
3. Scenario Planning Destination Think recommend using data to create scenario-based plans for the future of your destination during the COVID-19 recovery.
Find out how to plan a matrix of four possible future scenarios here (the instructions in this link can only be viewed for free once, so consider saving a copy, or use this explanation). The four scenarios are developed using two impactful trends and two key uncertainties, and once developed, are used to support your strategic planning.
CHARTERS TOWERS CHARTERS TOWERS 126 PAGE 66 DESTINATION MANAGEMENT PLAN 2020-2025 DESTINATION MANAGEMENT PLAN 2020-2025 PAGE 67 127 12.3 Expressions of Interest for a Charters Towers Abattoir Facility EXECUTIVE SUMMARY Council purchased 777 ha parcel of land on Stockroute Road, Sellheim for the purpose of regional economic development in December 2019. In the interests of economic development, it is recommended Council seek Expressions of Interest to establish an abattoir on the site.
OFFICER’S RECOMMENDATION That Council: Endorse advertising for Expressions of Interest for the establishment of an abattoir on Council’s Industrial block at Stockroute Road, Sellheim.
BUDGET & RESOURCE IMPLICATIONS The sum of approximately $5,000 for advertising of the Expressions of Interest in the following publications:- The Townsville Bulletin North Queensland Register The Courier Mail Queensland Country Life
BACKGROUND Council acquired a 777 ha parcel of land on Stockroute Road, Sellheim for the purpose of regional economic development in December 2019. A number of enquiries have been made from Investors investigating the feasibility of establishing a Charters Towers abattoir facility. In order to add value to and capitalise on the regions’ existing strong beef cattle industry, and in the interests of regional economic development, it is requested that Council seek Expression of Interests to establish an abattoir on the site at Stockroute Road, Sellheim.
LINK TO CORPORATE PLAN Charters Towers Regional Council’s Corporate Plan 2018 – 2023 states that Agriculture, Forestry and fishing is the LGA’s third major employer accounting for 11% of regional population employed in this sector. Economic Development is the First Priority Focus Area of the Corporate Plan and identifies the potential for the region ‘To be a premier rural service-centre offering traditional and innovative opportunities to work, live play and invest’. The Corporate Plan states that Charters Towers Regional Council’s Department of Economic Development’s ongoing commitment to service delivery to our community is to: Incentivise selected industry projects to grow the regions’ employment base Proactively engage with domestic and foreign investors
CONSULTATION (Internal/External) Internal: Chief Executive Officer - Aaron Johansson Tourism, Trade and Investment Advisor - Melanie Lavelle-Maloney Manager Regional Development - Matthew Kelly Procurement Co-Ordinator - Paul Weston External: Nil
LEGAL CONSIDERATIONS That a transparent Expression of Interest process occurs in accordance with Council Policy and Local Government Regulations.
POLICY IMPLICATIONS The Expressions of Interest process will be in accordance with Charters Towers Regional Purchasing Policy S0010 and in accordance with Section 228 of the Local Government Regulation 2012, regarding invitations for the Expressions of Interest.
RISK IMPLICATIONS N/A
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 128 Report Prepared by: Report Authorised by: MELANIE LAVELLE-MALONEY AARON JOHANSSON Tourism Trade & Investment Advisor Chief Executive officer Date: 7 September, 2020
ATTACHMENTS • N/A
REFERENCE DOCUMENT • Resolution of Council Meeting for the purchase of land on Stockroute Road, Sellheim for economic development purposes Doc No. 1231211 • Officer’s Report Document No. 1381877 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 129 12.4 Charters Towers Regional Council 2020-2024 Priority Projects Plan EXECUTIVE SUMMARY Tabled is the Charters Towers Regional Council 2020-2024 Priority Projects Plan outlining Elected Members key projects for the Region.
OFFICER’S RECOMMENDATION That Council: Endorse the Charters Towers Regional Council 2020-2024 Priority Projects Plan, as tabled.
BUDGET & RESOURCE IMPLICATIONS There are no direct budget implications arising from adopting this report.
BACKGROUND Councillors identified their priority projects for this term of Council at a Councillor Workshop earlier this year.
From this workshop, Officers compiled the 2020-2024 Priority Projects Plan to assist with identifying key projects for any upcoming funding that may arise.
The 2020-2024 Priority Projects Plan identifies the ten (10) key priority projects for Council that consist of: • 777 Block – Industrial Economic Development • Saleyards Infrastructure Upgrades • 150 Year Celebrations – Tourism Experience • Water Infrastructure Upgrade – Stage 2 • Sewerage Treatment Plant Upgrade • Kennedy Regiment Memorial Pool Replacement • Young’s Block – Flying Fox Management Strategy • Pump Track – Defiance Mill Park • Charters Towers Water Park • Charters Towers Airport RNAV Installation
The plan reflects the key priority projects Elected Members identified for the community and highlights the importance of each individual project.
It is noted that these priorities can evolve over time as milestones are achieved, the needs of the community changes and/or new opportunities arise.
This publication will be circulated on the Council Website and a copy available at the Administration Centre, Excelsior Library and Visitor Information Centre.
Council’s Mayor and Chief Executive Officer will use this publication when actively advocating for regional improvements.
LINK TO CORPORATE PLAN Corporate Plan 2018-2023 – Priority No. 6 – Advocacy
CONSULTATION (Internal/External) Internal: Councillors Executive Leadership Team Executive Assistant to the Director Infrastructure Services – Kelie Standfast Manager Operations - John Teague Manager Community Services – Hayley Thompson Tourism, Trade & Investment Advisor - Melanie Lavelle-Maloney Relief Officer – Annabelle Tindall
LEGAL CONSIDERATIONS There are no legal considerations that warrant the recommendation being declined.
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 130 POLICY IMPLICATIONS There are no policy implications that warrant the recommendation being declined.
RISK IMPLICATIONS There are no risk implications that warrant the recommendation being declined.
Report Prepared by: Report Authorised by: AMT RUSSELL AARON JOHANSSON Executive Assistant to the CEO Chief Executive Officer Date: 7 September 2020
ATTACHMENTS • 2020-2024 Priority Projects Plan Document No. 1381829
REFERENCE DOCUMENT • 2018 Federal Election Priorities Document No. 1225300 • 2018 Advocacy Plan Document No. 1245699 • State Election Priorities Document No. 1357427 • Officer’s Report Document No. 1381910 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 131 2020-2024 PRIORITY PROJECTS
132 10.
Acknowledgement of Country
Charters Towers Regional Council is committed to honouring Australian Aboriginal & Torres Strait Islander peoples unique cultural and spiritual relationships to the land, waters and seas and their rich contribution to our society.
We acknowledge the people of the Gudjala, Gugu Badhun, Birriah and Jangga first nation lands on which Charters Towers and its greater region are located, & is where we conduct our business. We pay respects to ancestors, Elders, past, present & emerging.
We are committed to a positive future for all.
2020 Charters Towers Regional Council
This work is copyright. Permission to reproduce information obtained in this report must be obtained from:
Charters Towers Regional Council PO Box 189 Charters Towers QLD 4820 Ph: (07) 4761 5300 www.charterstowers.qld.gov.au 2020-2024 PRIORITY PROJECTS 133 CHARTERS TOWERS REGIONAL COUNCIL 2020-2024 PRIORITY PROJECTS
ABOUT CONTENTS
The 2020-2024 Priority Projects Plan has been 777 Block - Industrial Economic Development prepared by the Charters Towers Regional Council 03 on behalf of the community. The plan reflects the key priority needs of our community and highlights 05 Saleyards Infrastructure Upgrades the importance of each individual project.
Charters Towers Regional Council covers a vast 07 150 Year Celebrations - Tourism Experience geographical area which presents a significant challenge for it's residents to access the services they need compared to those from metropolitan 09 Water Infrastructure Upgrade - Stage 2 councils. Our region is often overlooked by state and federal government funding for vital infrastructure that is needed to ensure economic 11 Sewage Treatment Plant Upgrade development and growth, increased community engagement and to give residents access to vital services. 1312 Kennedy Regiment Memorial Pool Replacement
Council has already committed vast amounts of 1415 Young's Block - Flying Fox Management Strategy planning and resources to create strong foundations for the swift commencement of the ten key priority projects outlined in this document - all that is 1617 Pump Track - Defiance Mill Park needed to begin construction is the gap in funding.
1819 Charters Towers Water Park
2019 Charters Towers Airport RNAV Installation
2020-2024 PRIORITY PROJECTS Charters Towers Regional Council | Page 2 134 777 BLOCK - INDUSTRIAL ECONOMIC 1. DEVELOPMENT Over the years, Council has had numerous enquiries from potential investors looking for commercial and industrial property but has lacked the land resources to act on these opportunities. This forces investors to go elsewhere and with them take valuable economic development opportunities. Council must purchase and develop fit for purpose land to ensure economic growth and take advantage of any investment opportunities that have the potential to arise in the future.
Townsville Approx 106km following Flinders Highway Charters Towers 14km
Background
In recent times the Charters Towers Region has seen a dramatic decrease in economic investment and employment opportunities. Two of the regions strongest industries, mining and primary production, have endured ongoing hardships resulting in the loss of employment opportunities, the growth in unemployment, stress on local retail businesses and decreased local government revenues. The catastrophic drought Eastern Australia has experienced has crippled many businesses in primary production industries which, when coupled by the decreased demand for Australian mineral exports, has led to economic hardship in the Charters Towers Region. For any community to survive, its members must have employment opportunities, and its local government must be able to generate revenue to provide services for the community to improve.
To ensure the future of economic investment and growth in the Charters Towers Region, Council has purchased three parcels of land totalling 777 hectares, on Stockroute Road, located approximately 14km North East of the Charters Towers CBD. Known as the “777 Block”, the land borders the banks of the Burdekin River. Council made the decision to purchase the properties at a Special Meeting held on 19 December 2019 with the acquisition of the land being a strategic investment for Council aligning with key objectives as outlined in the Corporate Plan 2018-2023. These specific parcels of land were chosen due to their close proximity to Charters Towers CBD, access to electricity and their environmental features that make them versatile and attractive for a variety of industrial uses. Council is undertaking an Engineering Constraints Assessment & Master Planning Report for the area in readiness for investors.
Charters Towers Regional Council | Page 3 2020-2024 PRIORITY PROJECTS 135 777 BLOCK - INDUSTRIAL ECONOMIC DEVELOPMENT (Continued)
Benefits to the Community Projected Cost Development of the 777 Block will benefit the Cost of development is estimated to be $5M. community in the ways described below: Increased local industry results in more revenue in the community and stimulates job creation Scope of Works Will help to attract new industry and enhance industry diversification Below are the key elements of the proposed Economic development has a flow on effect assessment: for all industry in the local economy and helps Preliminary Design (including concept) to retain and expand the current industry in the Traffic Management Plan region Detailed Design (including road lighting) Increased tax revenue for community projects Internal Traffic Management Plan and infrastructure Upgrade of highway intersection Improved quality of life through more jobs and Masterplan with development option better infrastructure Recommendation
Given its benefits to investors from a geographic, monetary and diversity of use perspective, the Charters Towers Region attracts large volumes of enquiries from interested stakeholders. Although the process is already unfolding, much time, effort and funding is needed to ensure the development of 777 Block and take advantage of any potential economic development opportunities for the Charters Towers Region. Council requires external funding to develop 777 Block to attract investors.
Charters Towers Regional Council | Page 4 2020-2024 PRIORITY PROJECTS 136 SALEYARDS INFRASTRUCTURE 2.UPGRADES For many years, Council has been voicing it’s concerns over the danger of the current Flinders Highway access points to the Dalrymlpe Saleyards. The interaction of heavy vehicles with light vehicles and pedestrians is a high risk activity, particularly during event days when many vehicles turn into the saleyards causing blind spots and confusion for both highway drivers and saleyard traffic. The high number of near misses and incidents are of high concern to the community and an upgraded intersection and Event Traffic Management Plan must be implemented.
Background Above: Arial view of the Dalrymple Saleyards
The Flinders Highway is a key route that connects Townsville to Western communities. Being one of the only sealed sections of road that connects these communities to the coast, the highway is heavily used by commercial and private vehicles. Agriculture and primary production are key economic pillars of the Charters Towers Region and use of the Dalrymple Saleyards is growing in demand, increasing traffic to the facility.
Council is preparing an initial concept for an upgrade of the saleyards infrastructure that includes an upgraded intersection, internal traffic reviews and an increased water supply capacity. Contact has also been made with the DTMR who have verbally confirmed they are willing to engage with Council in relation to the proposed concept intersection designs and have requested council provide a Traffic Impact Assessment/Event Traffic Management Plan to support the designs. The designs will include redefining vehicle movements for various vehicle types and re-configuring internal parking and vehicle access to loading ramps, thereby separating heavy and light vehicles and pedestrian traffic.
Above: Entrance to Dalrymple Saleyards (Google Maps 2020)
Charters Towers Regional Council | Page 5 2020-2024 PRIORITY PROJECTS 137 SALEYARDS INFRASTRUCTURE UPGRADES (Continued)
Benefits to the Community Projected Cost By upgrading the intersection and creating an All improvements listed below are estimated to Event Traffic Management Plan, the community cost $5 million. will benefit by having: A safer solution to a well-known “high risk” access point Minimal delays on the busy highway due to Key Assessment Components bottle neck issues during event days Below are the key elements of the proposed Less confusion for traffic using the highway assessment: and entering/exiting the saleyards Preliminary Design (including Concept) An area that better accommodates Traffic Management Plan/Event Management pedestrians Plan An intersection that allows for more reaction Detailed Design (including Road Lighting) time from motorists Internal Traffic Management Plan Increased water supply Water Infrastructure Upgrade
Above: Current entrance of the Dalrymple Saleyards.
Above: The proposed works area adjacent to the Dalrymple Saleyards in red. (QGlobe & Langtree Consulting)
Charters Towers Regional Council | Page 6 2020-2024 PRIORITY PROJECTS 138 150 YEAR CELEBRATIONS 3.TOURISM EXPERIENCE The year 2022 is significant to Charters Towers being 150 years since the declaration of the goldfields and the development of what would become Charters Towers after the first discovery of gold by Jupiter Mosman at the historic Towers Hill. Preparations are underway to ensure this environmental, historic and culturally significant event is commemorated appropriately. Funding is needed to ensure the commemoration explores the Charters Towers Regions’ rich heritage, celebrates the evolution of its unique culture and helps to preserve the region for future generations. Background The historic township of Charters Towers is a ‘must see’ for tourists visiting outback Queensland. Once known as “The World” during it’s boom years in the late 19th century, Charters Towers was a bustling city with a population of 30,000 (making it the second biggest city in Queensland outside of Brisbane) and a reputation for being able to supply “anything one might desire, leaving no reason to travel elsewhere”. Charters Towers has a rich history that is significant to the development of Queensland as a proud and thriving state. Historic buildings line the streets and significant cultural heritage can be found throughout the region – little historic gems waiting to tell their stories. Charters Towers also played a key role in the allied forces resistance during WWII.
To give justice to the various historic and culturally significant aspects of the region, Council have developed with an overarching plan which is made up of various elements including: Mosman Street Road Reserve Walking Track including viewing platform over mine shaft Miner's Memorial Underground Experience
Much thought was put into the elements included in the overarching plan to ensure all aspects have been developed to create recreational, cultural, educational and tourism opportunities that can be enjoyed and their symbolic importance remembered by residents and visitors for years to come.
Left: Proposed location of the Mosman Street Road Reserve Walking Track including viewing platform over mine shaft (Langtree Consulting & QGlobe)
Charters Towers Regional Council | Page 7 2020-2024 PRIORITY PROJECTS 139 150 YEAR CELEBRATIONS TOURISM EXPERIENCE (Continued) Benefits to the Community
The planned 150 Year Celebrations/Tourism experience will benefit the community in the following ways: improve the current aesthetics and make use of council land that is currently under utilised enhance the existing Towers Hill and Mosman Creek Recreation Corridor Master Plans provide the community with more recreational opportunities positively impact the economy foster a culture of community health and well-being improve community social interaction and inclusivity positive impacts on the local tourism industry ensure the cultural heritage of the region is remembered and honoured for years to come provide an educational experience
Projected Cost The Mosman Street Road Reserve Walking Track component will cost $1,306,358 and funding for this part of the project has been secured through the Federal Governments Local Roads and Community Infrastructure Program. Key Components of Plan Below are the key elements of the proposed plan include: Mosman Street Road Reserve Walking Track Miner's Memorial PARTIAL Underground Experience FUNDING
Charters Towers Regional Council | Page 8 2020-2024 PRIORITY PROJECTS 140 WATER INFRASTRUCTURE UPGRADE 4. PROJECT (WIUP) - STAGE 2
The essential water services in the Charters Towers Region are ageing infrastructure. For years Council have proactively tried to address the issue with a four stage Water Infrastructure Upgrade Project. With the successful completion of Stage One: Upgrade of the Raw Water System & Water Treatment Plant of the project, Council requires funding to commence Stage Two: The Reservoir Upgrade which will allow access to the increased capacity afforded by Stage 1.
Background Above: Water tanks on Towers Hill.
A major upgrade to its existing water network is the next step in water security for Charters Towers. In 2018 Council commissioned a Reservoir & Pipeline Scoping Study that detailed several ways to approach the network upgrade. The most sustainable option for Council has been to split the project into four stages with the completion of Stage 1 – Upgrade of the Raw Water System and Water Treatment Plant, finished in 2020 at a cost of $21.55m. It is essential that Council commence Stage Two – The Reservoir Upgrade to ensure the needs of the community are met.
The township is currently serviced by two water reservoirs located on Towers Hill. One of the reservoirs is an above ground steel tank that was constructed in 1985 and is in good condition. The other reservoir is an in-ground concrete tank that was constructed over 120 years ago, is past the theoretical end of its asset life and needs to be retired as soon as practical. Towers Hill has high heritage values so installing a replacement reservoir at (or immediately adjacent to) the existing reservoirs is costly and problematic.
Above: Example of water Above: Inside original water tank built late Above: Stage 1 – Upgrade of the Raw Water pipeline. 1800's. System and Water Treatment Plant.
Charters Towers Regional Council | Page 9 2020-2024 PRIORITY PROJECTS 141 WATER INFRASTRUCTURE UPGRADE PROJECT (WIUP) - STAGE 2 (Continued) Benefits to the Community Projected Cost
The completion of Stage 2 of the Water Treatment Council has proactively sort costings for the Water Plant Upgrade will benefit the community in the Infrastructure Upgrade - Stage 2 that includes a following ways: reservoir and pumping station to be located at the New infrastructure is more energy efficient Charters Towers Racecourse. The total of which is Less strain on council resources $23,257,300. Less financial strain on ratepayers Proactively addressing the real issue of the ageing infrastructure failing The ability for Council to keep up with increasing water demands
Charters Towers Racecourse - Proposed new site for reservoir and pump station.
Towers Hill - Current location of ageing infrastructure.
Above: Current and proposed location of reservoir (Google Maps 2020)
Above: Inside water tank built 1985 Above: Example of Water Treatment Plant Above: Example of water reservoir
Charters Towers Regional Council | Page 10 2020-2024 PRIORITY PROJECTS 142 SEWAGE TREATMENT PLANT 5.UPGRADE
The Charters Towers Sewage Treatment Plant requires replacement due to ageing infrastructure and changes to government regulations. The upgrade will ensure Council facilities are inline with the Great Barrier Reef environmental requirements. Background
The current Sewage Treatment Plant has served the Charters Towers community since 1975 and is in need of replacing. The replacement will meet the requirements of the current legislation which requires Queensland sewer operators to limit the amount of run off that has been historically allowed. The legislation sets limits on the amount of sediment, fertiliser and pesticide allowed to drain into coastal water catchments that eventually flow into the world's biggest coral reef - The Great Barrier Reef.
(Image: Google Maps 2020) Benefits to the Community
An upgrade of the Sewage Treatment Plant will benefit the community in the following ways: Ensures the Sewage Treatment Plant is inline with the Great Barrier Reef environmental requirements New infrastructure is more energy efficient Requires less use of council resources due Projected Cost to a more efficient system Proactively addresses the real issue of the $17M ageing infrastructure failing Provides recycled water for community use Key Upgrade Components
Below are the key elements of the proposed plan include: New plant Higher quality outgoing effluent resulting in more recycled water options for the community
Charters Towers Regional Council | Page 11 2020-2024 PRIORITY PROJECTS 143 KENNEDY REGIMENT MEMORIAL 6.POOL REPLACEMENT The Kennedy Regiment Memorial Pool is currently at the end of its service life and requires renewal. The 50-year-old structure has poor internal condition requiring repairs to rectify a long-term leak that is losing approximately 75,000L of valuable water per day. Background
Built in 1970, the Kennedy Regiment Memorial Pool (KRMP) is one of the most popular community facilities in the Region. As the only public pool in Charters Towers it is widely used for aquatic activities such as swimming lessons, fitness classes and swimming carnivals, as well as a welcome way to catch up with friends and beat the heat in the Region’s warmer months.
An Engineering Audit was conducted in 2017 that outlines the ongoing costs and maintenance benefits of replacement compared to those of repair. The options assessment provided in the audit discussed three possible refurbishment options compared to the costs of renewal. When further explored, refurbishment options require a high capital expenditure ($2-4 million) to increase the service life by only 10 to 15 years, while a capital expenditure in the order of $7 million would achieve a complete asset renewal and would increase service life by 40 to 50 years. Undoubtedly, the most sustainable outcome is the pools’ replacement.
Above Left: Starting blocks at the deep end of the KRMP Above Right: Inside image of the corroded water pipes at the KRMP Below: Picture taken Australia Day 2019. Cement pathway decay visible behind diving blocks.
Charters Towers Regional Council | Page 12 2020-2024 PRIORITY PROJECTS 144 KENNEDY REGIMENT MEMORIAL POOL REPLACEMENT (Continued)
Benefits to the Community Projected Cost The replacement of the Kennedy Memorial Pool $6.89 M has the following positive impacts on the community: Key Upgrades Required Decreased community health risks associated The scope of works for this project include: with decaying/ageing facilities Demolition of the existing pool, pool surrounds, Ongoing savings to Council resources pipework & balance tank Positive impacts to the local tourism industry Site Preparation Positive short and long-term impacts for the Construction of a new 50m pool including economy wetdeck, tiling, etc. Improve the existing aesthetics of the current Construction of a new balance tank space that is centrally located in the New pool pipework municipality New pool concrete concourse Foster a culture of community health and well- Site improvements works and landscaping being Miscellaneous items Improve community social interaction and inclusivity A proactive response to what could be costly on Council resources if left without repair
Above: Photos for illustrative purposes only.
Charters Towers Regional Council | Page 13 2020-2024 PRIORITY PROJECTS 145 YOUNG'S BLOCK - FLYING FOX 7.MANAGEMENT STRATEGY Flying foxes and their management in the Charters Towers Region is a contentious and long running issue. Since 2001 Charters Towers and the surrounding areas have been experiencing increasing numbers of flying foxes. The flying foxes are roosting in public places such as parks, school grounds, public facilities and residential areas and come with economic, health, heritage and environmental risks severely impacting residents’ quality of life and Council resources. An initial program is in place to relocate the flying foxes but ongoing funding is needed to ensure its success. Background
Over many years the Charters Towers Regional Council has made numerous costly attempts to deter flying foxes from roosting in public spaces and consequently damaging the facilities, environment and posing health risks to the community.
In December 2017 Charters Towers and Ravenswood experienced a significant flying fox event resulting in excess of 200,000 flying foxes in the centre of Charters Towers during the peak. Due to public health concerns the Charters Towers Swimming pool, premier parks Lissner and Centenary and the C&K Community Kindergarten closed for three days. This event received and continues to receive global media attention as flying fox numbers continue to fluctuate in the community.
Flying foxes are a protected species and care must be taken when devising management strategies to deter their roosting patterns. Council has been working with the CSIRO, the Department of Environment and Science and environmental contractors to come up with a strategy that will result in the flying foxes’ relocation to suitable alternative roost sites away from the city centre. An experienced environmental contractor, has been engaged to conduct the initial dispersal and relocation. The methods used by the contractor will include some of those that have been used in the past, however, this time the intention is to relocate the flying foxes to the new designated roost and to undertake sustained efforts to retain them in their new location. The process is complex and may take weeks or months. Following the initial dispersal period, Charters Towers Regional Council will manage the ongoing relocation activities as part of its flying fox management plan.
The identified alternative roost site is known as ‘Young’s Block’ that comprises approx. 20 hectares of council owned land located on the eastern side of Charters Towers. In preparation for the relocation, the site has been altered to replicate the environment that currently encourages flying foxes to roost at Lissner Park and care will be taken to make it secure, effective and low maintenance to ensure Charters Towers Regional Council do not require a large amount of resources to maintain it into the future.
Above: The horizon at Lissner Park, Charters Towers during the 2017 fluctuation.
Charters Towers Regional Council | Page 14 2020-2024 PRIORITY PROJECTS 146 YOUNG'S BLOCK - FLYING FOX MANAGEMENT STRATEGY (Continued) Stages of the Strategy Projected Cost The relocation of the Lissner Park roost is made The Queensland State Government has invested up of two (2) main elements: in the development of Young's Block, however The development of an alternative roost site Council require ongoing funding of $1.25M over the development and implementation of a the next five years to ensure the strategy is relocation strategy, with the goal of relocating successfully carried out. the Lissner Park flying fox roost to the alternative roost site at Young's Block Further Funding Required Benefits to the Community Although the initial outlays to establish the management strategy have been The successful implementation of the flying fox met, Council are needing further management strategy includes: funding to ensure the program is Positive impacts on the local tourism industry able to be maintained and Decreased risk of harmful diseases spread by ongoing costs met. flying foxes in the community Savings to Council resources PARTIAL Increased access to public facilities (parks, swimming pool, kindergarten) Preservation of heritage listed trees and structures FUNDING Positive implications for both commercial and private real estate in the region Positive environmental impacts for both the current roosting sites and the proposed site Minimal harm to the flying foxes
Above: Map of roost relocation from Lissner Park to Young's Block.(Department of Environment & Science 2020)
Charters Towers Regional Council | Page 15 2020-2024 PRIORITY PROJECTS 147 PUMP TRACK 8.DEFIANCE MILL PARK The current deteriorated state of the BMX Track located at Defiance Mill Park is rendering the space usable. The dirt track requires high level maintenance which is not within council service levels. A modular track would reduce the impact on Council resources greatly. Background
From 2011 to 2013 Council conducted a lengthy investigation in the Charters Towers community which highlighted the need for open space and recreational infrastructure in the region. After vast community engagement, consultation and workshops the “Mosman Creek Corridor and Towers Hill Walking Track Master Plans” were devised. The need for an upgrade of the existing Pump Track was outlined in the report but due to tight budget restraints and the scale of other priority projects it has never come to fruition.
The Master Plans identified the key existing recreation spaces that were being underutilised by the community and endeavoured to harness the facility’s full potential by making the spaces safer and more accessible. These iconic areas included the Towers Hill Walking Track and the Mosman Creek Corridor (the latter of which included the upgrade of the Pump Track) and was projected to cost in excess of $12M.
The Mosman Creek Corridor Master Plan also included 14 major components that would link together with walking/cycle paths and lighting and would complete the overall redevelopment of the recreational facilities. Through a staged implementation, almost all components are complete, but the wait continues for the Pump Track Upgrade.
The design and materials used to construct the proposed upgrade will ensure easy maintenance and longevity.
Above Left: Child on similar Pump Track to the proposed. Above Right: Consultants' sketch of Defiance Mill Park Pump Track. Below: Image of similar Pump Track as proposed. (All images courtesy of Langtree Consulting) Charters Towers Regional Council | Page 16 2020-2024 PRIORITY PROJECTS 148 PUMP TRACK DEFIANCE MILL PARK (Continued)
Benefits to the Community Projected Cost The upgrade of the Pump Track will: The projected cost for the Defiance Mill Park improve the existing aesthetics and make use Pump Track is estimated to cost $400,000 which of the current space that is centrally located in has been funded through the Federal the municipality Government's Local Roads and Community contribute to the Towers Hill and Mosman Infrastructure Program Creek Recreation Corridor Master Plans (2013) Key Upgrades Required provide the community with a safer Upgrade the existing decaying BMX Track recreational opportunity with quality materials to ensure positively impact the economy longevity, that it meets foster a culture of community health and well- safety standards being and is easy to improve community social interaction and maintain on an FUNDING inclusivity ongoing basis. positive impacts on the local tourism industry SECURED
Above: Image for illustrative purposes only. (Langtree Consulting)
Charters Towers Regional Council | Page 17 2020-2024 PRIORITY PROJECTS 149 9.CHARTERS TOWERS WATER PARK With the information gathered during community consultations and investigations, Charters Towers Regional Council has identified the need for a recreational space that allows for community engagement, will provide economic development and nurtures a culture of community growth, health and well-being. Background At the forefront, Council is committed to promoting the health, prosperity and well-being of the community. The Charters Towers Water Park has been designed to expand upon Council’s existing Towers Hill and Mosman Creek Recreation Corridor Master Plans (2013) and to develop a unified approach to creating and maintaining infrastructure that compliments and enhances the overall delivery of recreational facilities to the community. The proposed site of the water park is the currently vacant council land situated on the corner of Water and Burdekin Streets. Contractors have been engaged to deliver the concept design for the Charters Towers Water Park Masterplan and a quantity survey Council is developing.
The concept design includes the construction, foundation and installation of aquatic play equipment with water filtration and treatment that incorporates the fundamental elements including earthworks, a water play park and a water play shade structure.
Other water park features included in the plan consist of: Picnic Shelter/BBQ Station Amenities Block Pathways including Lighting External Services Landscaping
Above: Proposed site for Charters Towers Water Park - Corner of Water & Burdekin Streets (Image: GHD)
2020-2024 PRIORITY PROJECTS Charters Towers Regional Council | Page 18 150 CHARTERS TOWERS WATER PARK (Continued)
Above: Image of playscape similar to proposed. Benefits to the Community Projected Cost The creation of the water park will: The total cost of implementing the Charters improve the existing aesthetics and make use Towers Water Park is estimated at $2,691,471 of the current space that is centrally located (Excl. GST). in the municipality Key Upgrades Required enhance the existing Towers Hill and Mosman Creek Recreation Corridor Master Construction and fit out of Plans (2013) a water park provide the community with more recreational recreational opportunities space in Charters positively impact the economy Towers on vacant FUNDING foster a culture of community health and well- Council land. being SECURED improve community social interaction and inclusivity positive impacts on the local tourism industry
Above: Technical drawings for illustrative purposes only. (Images: GHD) 2020-2024 Charters Towers Regional Council | Page 19 PRIORITY PROJECTS 151 CHARTERS TOWERS AIRPORT 10. RNAV INSTALLATION The Charters Towers Airport does not have a RNAV Navigational System and as a result, cannot support air operations in poor weather conditions. This leaves the people of the Charters Towers Region vulnerable in the event of natural disasters and medical emergencies and severely impacts their quality of life.
Background Above: Charters Towers Airport (Google Maps 2020) In the event of a natural disaster or medical emergency, every second counts. Given the limited facilities of the Charters Towers Health Service, if a patient requires lifesaving surgery or medical treatment, they are often evacuated to Townsville via emergency aircraft. Currently, if an emergency takes place and the weather conditions are poor, aircraft cannot safely land at the Charters Towers Airport. The alternative to air-travel is road via the Flinders Highway, which is not only a time consuming journey but is also subject to lengthy closures during weather events which cut the distribution of food and medical supplies to many small communities in Western Queensland. The Charters Towers Airport needs a RNAV Navigational System to ensure the community receives life saving medical treatment and has the ability to restock vital supplies in the event of poor weather during emergencies.
RNAV Navigational Systems allow an aircraft's position to be continuously determined whenever they are within the coverage of navigation aids and in all weather conditions. To qualify for a RNAV Navigational System the Charters Towers Airport must meet the minimum standard facility criteria and unfortunately needs extensive work to achieve this including upgrades of the existing runway. Benefits to the Community Projected Cost The installation of the RNAV Navigational System $900,000 at the Charters Towers Airport will benefit the Key Upgrades Required community in the following ways: faster response time in the event of an The list of upgrades needed to ensure a RNAV emergency during poor weather conditions Navigational System can be installed at the airport the ability for the Western communities of include: Queensland to access life saving medical Design Fees treatment in all weather conditions in the Maintenance Contract event of a medical emergency CASA Flight Validation Estimates the ability for the Western communities of Fence Line Survey & Certification Queensland who rely on the Flinders Tree Removal Highway to access vital supplies in the event Perimeter Fence Relocation/Replacement of road closures due to poor weather Runway Upgrades conditions Earthworks Wind Indicator Relocation
2020-2024 Charters Towers Regional Council | Page 20 PRIORITY PROJECTS 152 PO Box 189 Charters Towers Qld 4820 ADMINISTRATION: 12 Mosman Street Charters Towers QLD 4820 PH: 07 4761 5300 | F: (07) 4761 5344 E: [email protected] ABN: 67 731 313 583
www.charterstowers.qld.gov.au
153 12.5 Organisational Values – Employer Branding Project EXECUTIVE SUMMARY Tabled are the new Charters Towers Regional Council organisational values, as developed through the Employer Branding Project in consultation with employees and workshopped with all levels of management and Councillors.
OFFICER’S RECOMMENDATION That Council: Endorse the new Charters Towers Regional Council organisational values as set out below: • We’re accountable: we own what we do, and we do what we say • We’re open: we’re honest and up front, and we welcome new ideas • We’re courageous: we stand strong and speak up for what’s right • We aim to be better, not to shoot others down • We’re a proud team, for good reason
BUDGET & RESOURCE IMPLICATIONS No expenditure will be required by Council in the adoption of the revised values.
BACKGROUND Charters Towers Regional Council’s People and Performance team were tasked with undertaking a review of Council’s organisational values in April 2020. Employer Branding Australia were engaged to assist the organisation in the research, development and consultation aspects of this project. Research commenced in May with 40% of Council’s workforce participating in a series of workshops with Employer Branding Australia to ascertain an employee value proposition which could be leveraged to develop new values.
Based on the feedback from employee research activities, the revised values are proposed as follows:
We’re accountable: we own what we do, and we do what we say
We’re open: we’re honest and up front, and we welcome new ideas
We’re courageous: we stand strong and speak up for what’s right
We aim to be better, not to shoot others down
We’re a proud team, for good reason
Following the research phase, the revised values were presented and workshopped in July with varying levels of management including the Executive and Management Leadership Teams and Councillors, with extensive consultation then occurring with all-staff workshops facilitated by Council’s Chief Executive Officer in August.
The proposed values have been met with support from all levels of the workforce.
LINK TO CORPORATE PLAN The recommendation links to the priority focus area of “Our Organisation – to be an efficient and effective organisation underpinned by a customer-service centric culture” in Council’s Corporate Plan (2018-2023).
CONSULTATION (Internal/External) Internal: Elected Members Executive Leadership Team Management Leadership Team Organisational Development Coordinator – Kinsey Neilson Charters Towers Regional Council workforce
External: Employer Branding Australia - Mark Puncher
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 154 LEGAL CONSIDERATIONS There are no legal considerations that warrant the recommendation being declined.
POLICY IMPLICATIONS There are no policy considerations that warrant the recommendation being declined.
RISK IMPLICATIONS There are no risk considerations that warrant the recommendation being declined.
Report Prepared by: Report Authorised by: Kinsey Neilson Aaron Johansson ORGANISATIONAL DEVELOPMENT COORDINATOR CHIEF EXECUTIVE OFFICER Date: 8 September 2020
ATTACHMENTS • Organisational Values Document No. 1382971
REFERENCE • Officer’s Report Document No. 1382436 ______
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Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 155 We’re accountable: we own what we do, and we do what we say We’re open: we’re honest and up front, and we welcome new ideas We’re courageous: we stand strong and speak up for what’s right We aim to be better, not to shoot others down We’re a proud team, for good reason
156 Close of Meeting for Confidential Reports In accordance with the Local Government Regulation 2012 S275, (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage; the meeting will be closed to discuss the following confidential reports:
Item 13.1 Purchase of buildings and land to accommodate Millchester Road/Victory Street intersection upgrade
In accordance with the Local Government Regulation 2012 S275, (b) industrial matters affecting employees; the meeting will be closed to discuss the following confidential report:
Item 13.2 Work Health & Safety Report – August 2020
In accordance with the Local Government Regulation 2012 S275, (h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage; the meeting will be closed to discuss the following confidential report:
Item 13.3 Monthly Operational Report – August 2020
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10. REPORTS FOR CONSIDERATION - CONFIDENTIAL ______
Infrastructure Services
13.1 Purchase of buildings and land to accommodate Millchester Road/Victory Street intersection upgrade ______
Office of the Chief Executive Officer
13.2 Work Health & Safety Report – August 2020
13.3 Monthly Operational Report – August 2020 ______
The meeting will be opened for the taking of resolutions.
11. MAYORAL MINUTE ______
12. CLOSE OF MEETING
______Agenda for General Meeting of Charters Towers Regional Council to be held 16 September 2020 157 Attachment "A"
MINUTES of the GENERAL MEETING UNCONFIRMEDof CHARTERS TOWERS REGIONAL COUNCIL held Wednesday 19 August 2020 Commencing at 9:00am Contents
Item Page
1. Opening Of Meeting ...... 1 2. Attendance/Apologies ...... 1 3. Prayer ...... 1 4. Condolences ...... 1 5. Declarations Of Interest ...... 2 6. Deputations ...... UNCONFIRMED ...... 2 7. Confirmation Of Minutes...... 2 8. Business Arising From Previous Meeting Minutes...... 2 9. Mayor’s And Councillors’ Reports ...... 2 10. Reports For Consideration – Infrastructure Services...... 7 11. Reports For Consideration – Corporate & Community Services...... 8 12. Reports For Consideration – Office of the Chief Executive Officer ...... 17 13. Confidential Reports...... 19 14. Mayoral Minute...... 23
15 Close of Meeting ...... 23 1. OPENING OF MEETING The Meeting was opened at 9:00am by Mayor FC Beveridge.
2. ATTENDANCE/APOLOGIES
Councillors: Cr FC Beveridge (Mayor) Cr S Bennetto (Deputy Mayor) Cr GJ Lohmann Cr KF Hastie Cr JD Mathews Cr BP Robertson
Officers: Mr A Johansson – Chief Executive Officer Mrs M Taylor – Director Corporate & Community Services Mr C Scott – Director Infrastructure Services Mrs A Russell – Executive Assistant to the Chief Executive Officer Ms C Conaghan – ManagerUNCONFIRMED Governance & Communications Mr C McCabe – Communications Coordinator Mr M Kelly – Manager Regional Development Mr L Deon – Work Experience Student
Mr Orvon Gough – Consultant Video Technician
Rev Arthur Tutin attended on behalf of the Ministers’ Fraternal.
Apologies: Nil
Members of the Gallery: Due to restrictions to comply with social distancing measurements for COVID-19, Council meetings are temporarily closed to the public (effective April 2020). Meetings will be live streamed on Council’s Facebook page.
3. PRAYER Rev Arthur Tutin delivered an opening prayer and departed the meeting at 9:01am.
4. CONDOLENCES Brian Gould Paige Antionette Gallon Roy Cardillo Shirley Baron Delma Valena Vincent McQuillan Richard Willis Phyllis Anderson ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 1 5. DECLARATIONS OF INTEREST Mayor Frank Beveridge called for declarations of interest in matters listed on the Meeting Agenda.
Item 11.8 Sale of Lot 6 on AY24, Parish of Vine “I, Mayor Frank Beveridge declare that I have a conflict of interest in this matter (as defined by section 175D of the Local Government Act 2009) as follows: -
I have had business dealings with the applicant.
I will be dealing with this declared conflict of interest by leaving the meeting while this matter is discussed and voted on.
6. DEPUTATIONS No deputations scheduled.
7. CONFIRMATIONUNCONFIRMED OF MINUTES Minutes of General Meeting held 15 July 2020.
Resolution No.: 3378
Moved: Cr GJ Lohmann Seconded: Cr JD Mathews
That the Minutes of the General Meeting held 15 July 2020 be confirmed.
CARRIED
Minutes of Statutory Budget Meeting held 29 July 2020.
Resolution No.: 3379
Moved: Cr S Bennetto Seconded: Cr AP Barr
That the Minutes of the Statutory Budget Meeting held 29 July 2020 be confirmed.
CARRIED
8. BUSINESS ARISING FROM PREVIOUS MEETING MINUTES There was no business arising from previous meeting report.
9. MAYOR’S AND COUNCILLORS’ REPORTS Mayor Beveridge reported on: Date Details 15/07/2020 Chaired General Meeting of Council 15/07/2020 Launched Charters Towers Mental Health Directory 15/07/2020 Meeting with business representative 15/07/2020 Recording of Mayoral Minute 16/07/2020 Telephone appointment with the Member for Traeger
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 2
16/07/2020 Participated in Community Advisory Network Meeting 16/07/2020 Participated in Queensland Resources Council teleconference 17/07/2020 Participated in NQ Waste Strategy Workshop online 17/07/2020 Meeting with Senator for Queensland Gerard Rennick and Councillors 17/07/2020 Teleconference with Local Government Association of Queensland Inc. 17/07/2020 Meeting with constituent 20/07/2020 Participated in online meeting of the Charters Towers Making Water Work Governance Group 20/07/2020 Weekly catchup meeting with Executive Assistant 21/07/2020 Meeting with Adani Representatives 21/07/2020 Lunch with Adani Representatives and Councillors 21/07/2020 Meeting with Our Town Association representatives 22/07/2020 Travel to Rockhampton for Meetings 23/07/2020 Attended various meetings in Rockhampton with agencies associated with the Australian and Singapore Military 24/07/2020 Attended various meetings in Rockhampton with agencies associated with the Australian and Singapore Military and travelled back to Charters Towers 27/07/2020 Attended Big Map Workshop hosted by Queensland Reconstruction Authority 27/07/2020 Attended North Queensland Regional Arts Meet and Greet 27/07/2020 MeetingUNCONFIRMED with the Chairman of the Townsville Health and Hospital Service & Cr Lohmann 28/07/2020 Weekly catchup meeting with Executive Assistant 28/07/2020 Meeting with constituent regarding Albion Truck Restoration Project 28/07/2020 Meeting with constituent 28/07/2020 Meeting to discuss outcomes of visit to Rockhampton – Australian and Singapore Military Initiative 28/07/2020 Meeting with constituent 28/07/2020 Telephone meeting with Principal of College 29/07/2020 Chaired Statutory Budget Meeting 29/07/2020 Participated in Councillor Workshops 29/07/2020 Recording of Mayoral Minute following Statutory Budget Meeting 29/07/2020 Meeting with Editor, Townsville Bulletin and Chief Executive Officer following Budget Meeting 29/07/2020 Meeting with constituent 29/07/2020 ABC Radio Interview regarding Budget 30/07/2020 Queensland Resources Council teleconference 30/07/2020 Meeting with Biosecurity Officer and Council staff 31/07/2020 Meeting with Townsville Enterprise Limited 31/07/2020 Meeting with constituent 31/07/2020 Meeting with business representative 31/07/2020 Meeting with constituent 31/07/2020 Meeting constituent regarding dump fees 31/07/2020 Participated in Mayor’s teleconference with Premier 01/08/2020 Chaired QCWA Annual Meeting 01/08/2020 Attended Cowboys Football Game 03/08/2020 Meeting with Greenvale Progress Association Inc. Deputy Mayor & Cr Hastie 04/08/2020 Hosted morning tea with members of the Women of the Outback Shed & Cr Julie Mathews and travelled up to Towers Hill 05/08/2020 Weekly catchup meeting with Executive Assistant 05/08/2020 Participated in Mayor’s teleconference with Premier 06/08/2020 Online meeting with Defence representatives 06/08/2020 Meeting with Regional Development Australia representatives 06/08/2020 Participated in presentation by Council staff to Elected Members 06/08/2020 Participated in online NRDAA Extraordinary Meeting as Chair of Regional Development Australia (Townsville) 07/08/2020 Participated in North Queensland Regional Organisation of Councils (NQROC) Annual General Meeting and NQROC General Meeting with Council’s Chief Executive Officer Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 3
08/08/2020 Participated together with Councillors and Council staff in the City Hall Heritage Celebration Day 10/08/2020 Online Meeting with Department of Defence representative, Deputy Mayor, Chief Executive Officer and Tourism, Trade and Investment Advisor 10/08/2020 Online meeting between representatives from NBN, Tourism, Trade and Investment Advisor and Executive Assistant 10/08/2020 Travelled to Ravenswood to Chair Ravenswood Community Meeting 10/08/2020 Travelled to Townsville enroute to Brisbane 11/08/2020- Participated in meetings with Queensland Government Ministers, Members of the 13/08/2020 Opposition, north Queensland Mayors and staff from Townsville Enterprise Limited as part of North Queensland Delegation 13/08/2020 Travelled to Hughenden for Regional Development Australia Meetings 14/08/2020 Chairing Regional Development Australia Meeting in Hughenden 14/08/2020 Attended Columba Catholic College Covid-19 Recovery function 17/08/2020 Participated in tour of Big Rocks Weir site with Councillors and Board members from Townsville Enterprise Limited 17/08/2020 Attended luncheon with Councillors, Board Members of Townsville Enterprise Limited and constituents 17/08/2020 Attended Rotary Meeting 18/08/2020 MeetingUNCONFIRMED with Manager Community Services 18/08/2020 Monthly meeting with Members of the Chamber of Commerce and Mines Inc. 18/08/2020 Attended and laid wreath at Vietnam Veteran’s Service at the RSL 18/08/2020 Meeting with constituent regarding road issues 18/08/2020 Meeting with Councillors regarding Connecting End of Life Care Project 18/08/2020 Meeting with Councillors, Chief Executive Officer and Member for Traeger 18/08/2020 Chaired Northern Alliance of Councils Annual General Meeting
Deputy Mayor S Bennetto reported on: Date Details 17/07/2020 NQ Waste Strategy Workshop Meeting with Senator Gerard Rennick 20/07/2020 Communities in Transition – Making Water Work session Communities in Transition – Dynamic Governance session 21/07/2020 Meeting with David Boshoff & Paul Fennelly from Adani 22/07/2020 Delegation to Rockhampton: Shoalwater Bay Defence Training - project famil 23/07/2020 Delegation to Rockhampton: Shoalwater Bay Defence Training - project famil 24/07/2020 Delegation to Rockhampton: Shoalwater Bay Defence Training - project famil 27/07/2020 Big Map Workshop – Burdekin & Haughton Flood resilience strategy North Queensland Regional Arts Meet & Greet 28/07/2020 Debrief on ASMTI Rockhampton delegation 29/07/2020 Statutory Budget Meeting and Workshops 30/07/2020 Defiance Mill Park – Move It NQ program 01/08/2020 CWA AGM VIC Centre volunteering 3/08/2020 Greenvale visit – Progress Association and Valley of Lagoons drive 6/08/2020 Employer Branding Workshop 8/08/2020 City Hall Closing Ceremony 10/08/2020 Zoom meeting – Sean Hawkins Defence Liaison
Tour of Ravenswood Gold Mine Ravenswood Community Meeting 11/08/2020 MoveIt NQ program meeting with Judah from NQ Sports Foundation 12/08/2020 Portfolio Meetings – Planning & Economic Development 13/08/2020 Great Western Games Working Group meeting Chamber of Commerce AGM 17/08/2020 Big Rocks Weir Site visit – Townsville Enterprise
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 4
18/08/2020 Great Western Games meeting Meeting with Robbie Katter – State Election Priorities
Cr JD Mathews reported on: Date Details 17/07/2020 NQ Waste Strategy 21/07/2020 Lunch with Adani Representatives 27/07/2020 Big Map workshop – Burdekin Resilience 29/07/2020 Statutory Budget meeting 4/08/2020 Volunteered at the Visitor Information Centre 4/08/2020 Morning Tea with the Womens Shed 6/08/2020 Employer Branding Project 8/08/2020 Women’s Shed AGM 10/08/2020 Ravenswood Tour/ Community Meeting 11/08/2020 Visitor Information Centre 12/08/2020 Tourism Portfolio Meeting 17/08/2020 TEL Visit – Big Rocks Weir 18/08/2020 Chamber of Commerce Portfolio meeting 18/08/2020 MeetingUNCONFIRMED with Robbie Katter 18/08/2020 Draft Tourism Plan 18/08/2020 Townsville Palliative Care Plan Brief
Cr AP Barr reported on: Date Details 21/07/2020 Mayor & Councillors lunch with Adani 27/07/2020 Big map workshop 29/07/2020 Statutory Budget Meeting 29/07/2020 Councillor Workshops 6/08/2020 Employee Branding Presentation 10/08/2020 Meeting with Ravenswood Gold Ravenwood Gold Community Meeting
Cr BP Robertson reported on: Date Details 16/07/2020 Complaint Re: Scartwater Road 22/07/2020 Attendance at Sale 24/07/2020 Road trip to Red Hill with CEO 27/07/2020 Complaint Re: Jesmond Road 29/07/2020 Statutory Budget Meeting Councillor Workshops 5/08/2020 Attendance at Sale 6/08/2020 Employee Branding Presentation 10/08/2020 Ravenswood Mine & Ravenswood Community Meeting 12/08/2020 Attendance at Sale 13/08/2020 Portfolio Meeting 17/08/2020 TEL lunch
Cr KF Hastie reported on: Date Details 15/07/2020 Monthly Council Meeting 17/07/2020 NQ Waste Strategy Workshop 17/07/2020 Morning tea with Senator Gerard Rennick 21/07/2020 Lunch Meeting with David & Paul - Adani 27/07/2020 QRS – Burdekin/Haughton Flood Resilience Big Map Workshop 27/07/2020 Meeting with Madonna – Regional Arts Officer
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 5
29/07/2020 Budget Meeting 29/07/2020 Council workshops 6/08/2020 Employer Branding Project for CTRC Zoom Webinar 10/08/2020 Ravenswood Mine and School Tour 10/08/2020 Ravenswood Community Meeting 11/08/2020 Parks, Cemeteries Portfolio Meeting 11/08/2020 Meeting with NQ Sports Foundation with Cr Bennetto 13/08/2020 Zoom meeting with Steve from NQSF 13/08/2020 Sport & Rec, Pools Portfolio Meeting 17/08/2020 Big Rocks Visit with TEL & Lunch with local farmers 18/08/2020 Meeting to discuss Western Games going forward 18/08/2020 Cathy O’Toole Meeting 18/08/2020 Meeting with Robbie Katter
Cr GJ Lohmann reported on: Date Details 15/07/2020 Launch of the Charters Towers Community Mental Health Directory 16/07/2020 Community Advisory Network (CAN) Monthly Meeting 17/07/2020 NQ WasteUNCONFIRMED Strategy Workshop Meeting with Senator Gerard Rennick Energy Launch and Handover to SES Townsville by Hon Craig Crawford State of Diversity Exhibition launch 21/07/2020 Meeting with Adani Mining CEO and staff 23/07/2020 Improving Access to Information and Resources Information day workshop 26/07/2020 Centenary Markets 27/07/2020 Big Map Workshop [Burdekin Haughton Flood Resilience project North Queensland Regional Arts Meet & Greet Meeting with Chairman of THHS Board, Tony Mooney 28/07/2020 Selection panel duties – QPS OiC Charters Towers 29/07/2020 Statutory Budget Meeting Councillor Workshop 3/08/2020 Constituent issue addressed 4/08/2020 Townsville District Health Functional Working Group COVID-19 Meeting 5/08/2020 Consumer Advisory Council meeting (Queensland Health) Townsville 6/08/2020 Employer Branding Project [Zoom] 8/08/2020 City Hall closure event 10/08/2020 Tour of Ravenswood mine site Township meeting at Ravenswood Tour of Ravenswood State Primary School 120/08/2020 Townsville DDMG meeting 13/08/2020 Councillor portfolio meeting Friends of the Theatre Meeting 15/08/2020 VP 75yr commemoration service 17/08/2020 Townsville Enterprise Limited tour of Big Rocks Weir site. 18/08/2020 Connecting End of Life Care Project meeting Meeting with Hon. Robbie Katter Member 19/08/2020 Destination Management Plan community update ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 6
10. REPORTS FOR CONSIDERATION – INFRASTRUCTURE SERVICES
Resolution No.: 3380
Moved: Cr GJ Lohmann Seconded: Cr KF Hastie
That Council: Change the order of business to move to Item 10.2 CARRIED
10.2 Racecourse Road - Paradise Street Intersection Reconfiguration EXECUTIVE SUMMARY This report provides detailed information regarding the proposed reconfiguration to the intersection of Racecourse Road and Paradise Street with a concept design layout plan.
OFFICER’S RECOMMENDATION That Council: Approve the conceptUNCONFIRMED plan for the Racecourse Road-Paradise Street reconfiguration; and Commence detailed design plans. ______
Resolution No.: 3381
Moved: Cr GJ Lohmann Seconded: Cr AP Barr
That Council: Approve the concept plan for the Racecourse Road-Paradise Street reconfiguration; and Commence detailed design plans. CARRIED
REFERENCE DOCUMENT • Officer’s Report – Document No. 1373627 ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 7
11. REPORTS FOR CONSIDERATION – CORPORATE & COMMUNITY SERVICES
11.1 Monthly Financial Report EXECUTIVE SUMMARY A complete summary of Council’s position as at 31 July 2020, comparing actuals to original budgets, is presented across the following consolidated reports. At this early stage of the 2020/21 financial year, 9% elapsed, operational expenditure is at 3% of the original budget, whilst revenue is sitting at 2% of original budget.
The low revenue percentage can be attributed to the yet to be levied 2020/21 rates.
2019/20 Actuals for 2019/20 continue to alter and are subject to change through the year end/audit process.
OFFICER’S RECOMMENDATION That Council: Receive the following reports, presenting the overall financial position of Council as at 31 July 2020;
• Consolidated Income Statement • ConsolidatedUNCONFIRMED Balance Sheet • Consolidated Cashflow Statement ______
Resolution No.: 3382
Moved: Cr BP Robertson Seconded: Cr JD Mathews
That Council: Receive the following reports, presenting the overall financial position of Council as at 31 July 2020; • Consolidated Income Statement • Consolidated Balance Sheet • Consolidated Cashflow Statement CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1374895 ______
11.2 Reinstate use of Defiance Mill Park for Community Hire EXECUTIVE SUMMARY Following the change in direction for the use of the Defiance Mill Park and the Gold & Beef Rooms, Council is requested to consider the: 1. Reinstatement of the hire fees for the Defiance Mill Park facility during 2020/2021; and 2. Removal of the Gold & Beef Rooms from public use.
OFFICER’S RECOMMENDATION That Council: Endorse the amendment of the 2020/2021 Schedule of Fees & Charges to include the hire of the Defiance Mill Park facility with the following hire fees applicable:
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 8
Defiance Mill Park Paragraph of the Local 2020/2021 Fee Government Act under ($) which the fee is fixed Commercial Use (Per day maximum amount) s262(3)(c) 74.00 Commercial Use (Hourly rate) s262(3)(c) 12.00 Non-Profit Organisations s262(3)(c) Nil Office Rental s262(3)(c) As per Lease Agreement
Endorse the amendment of the 2020/2021 Schedule of Fees & Charges to remove the hire of the Beef & Gold Room hire fees as follows:
Beef & Gold Rooms Paragraph of the Local 2020/2021 Fee Government Act under ($) which the fee is fixed Commercial Use (Per day maximum amount) s262(3)(c) 74.00 Commercial Use (Hourly rate) s262(3)(c) 15.00
Resolution No.: 3383 UNCONFIRMED Moved: Cr S Bennetto Seconded: Cr KF Hastie
That Council: Endorse the amendment of the 2020/2021 Schedule of Fees & Charges to include the hire of the Defiance Mill Park facility with the following hire fees applicable:
Defiance Mill Park Paragraph of the Local 2020/2021 Fee Government Act under ($) which the fee is fixed Commercial Use (Per day maximum amount) s262(3)(c) 74.00 Commercial Use (Hourly rate) s262(3)(c) 12.00 Non-Profit Organisations s262(3)(c) Nil Office Rental s262(3)(c) As per Lease Agreement
Endorse the amendment of the 2020/2021 Schedule of Fees & Charges to remove the hire of the Beef & Gold Room hire fees as follows:
Beef & Gold Rooms Paragraph of the Local 2020/2021 Fee Government Act under ($) which the fee is fixed Commercial Use (Per day maximum amount) s262(3)(c) 74.00 Commercial Use (Hourly rate) s262(3)(c) 15.00
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1369993 ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 9
11.3 Recommendation of Approval for BWAP20/67 Building Works Assessable Against the Planning Scheme for the Demolition of a Local Heritage Place (Dwelling House) at 120 Gill Street, CHARTERS TOWERS CITY QLD 4820 EXECUTIVE SUMMARY This report seeks a Preliminary Approval for Building Works Assessable against the Planning Scheme for the demolition of a Local Heritage Place (Dwelling House) at 120 Gill Street, CHARTERS TOWERS CITY QLD 4820.
OFFICER’S RECOMMENDATION That Council: Approve Development Application BWAP20/67 for Building Works Assessable against the Planning Scheme for the Demolition of a Local Heritage Place (Dwelling House), made by Jamie W. Franks on land at 120 Gill Street, CHARTERS TOWERS CITY QLD 4820, more formally described as Lots 4 and 5 on SP256347. The approval is subject to reasonable and relevant conditions and supported by a Notice of Reasons as tabled below:
Condition Condition Timing Number Approved Plans/Documents 1. DevelopmentUNCONFIRMED is to be carried out generally in accordance with the At all times submitted application including the following plan and supporting documentation except where amendments are required to satisfy the conditions of this approval:
Drawing Title: Author: Date: Ref: Rev: Site Plan Joann Chivers 12 June 2020 N/A N/A
And supporting documents:
Document Prepared by: Date: Ref: Rev: Title: Engineering Northern 10/06/2020 STE0011 A Report Consulting Engineers Building Jamie Franks 19/05/2020 - - Renovation Building Letter Contractor
General 2. The applicant is to comply with all the conditions of this developmentAt all times permit, undertake and meet the cost of all works reasonably associated with the development including any necessary alteration, relocation or damage of services, public utility mains and installation costs. 3. Where discrepancy or conflict exists between theconditions of this At all times development permit and the approved plan, the requirements of the condition(s) will prevail. 4. The applicant is to repair any damage to existing kerb and channel,As part of footpath, roadway or other infrastructure that may occur during any construction works carried out in association with the development. works 5. Any relocation and/or alteration to any public utility installation required As part of because of any works carried out about this development must construction be carried out by the applicant and at no cost to Council in accordance with works the relevant Council policy and/or Australian Standard. Environmental 6. Ensure that erosion and sedimentation control managementAs is part of undertaken and maintained to prevent soil erosion and sedimentation construction runoff to watercourses and Council’s storm water drainage system.works and Erosion and sediment control is to be in accordance withInternational thereafter
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 10
Condition Condition Timing Number Erosion Control Association – Best Practice Erosion & Sediment Control guidelines and the Queensland Urban Drainage Manual 2017. 7. The construction of the development must be limited to 0630—1830 As part of Monday to Saturday and not at all on Sunday and public holidays as per construction Section 440R of the Environmental Protection Act 1994. Noise works generated from construction must be within the limits set by the Environmental Protection Act 1994 and the Environmental Protection (Noise) Policy 2019. 8. Ensure that: As part of a) Works occur so they do not cause unreasonable interference with construction the amenity of adjoining premises because of noise, air or other works and chemical pollutants thereafter b) The premises including adjoining Council controlled road reserve are to be kept in a safe, clean and tidy state, and c) All construction materials are contained wholly within the premises.
Building Works 9. The applicant is required to obtain a Development Permit and Building Prior to Final forUNCONFIRMED Building Works in accordance with thePlanning Act 2016 for construction the demolition of the existing structure. works 10. Obtain a Permit for Plumbing and Drainage Works and Final Inspection Prior to Certificate in accordance with the Plumbing and Drainage Act 2018 and construction the Plumbing and Drainage Regulation 2019. Construction is to comply works with the National Construction Code: Volume Three – Plumbing Code of Australia 2019, the Queensland Plumbing and Waste Water Code 1: 2019 and the requirements of other relevant authorities. Site Amenity 11. The site is to be cleared of any building materials and rubbish asso ciated At all times with the demolition. Any added fill is to be compacted in layers of 300mm to a level of surrounding natural ground and ponding of surface water is to be avoided. Description of The Development Application is for a Preliminary Approval for Building Works the Assessable against the Planning Scheme for the Demolition of a Local Heritage development: Place (Dwelling House). Reasons for The demolition is considered appropriate as the Dwelling House to be demolished the decision: is not capable of structural repair and represents a safety hazard. The demolition of the Dwelling House is not considered to adversely impact on the heritage significance of the Local Heritage Place as the existing Hotel will remain in its entirety. Assessment The proposal was assessed against the Charters Towers Regional Town Plan benchmarks: Version 2 including the Strategic Framework and the Heritage Overlay Code. Relevant Not applicable matters: Matters raised Submission Point: Council Response: in The submitter does not object to the The Development Application is approved submissions: removal of the Dwelling House subject to reasonable and relevant however has concerns that its conditions. Matters relating to a future removal may result in an expansion development are not considered as part of of the existing Hotel. the assessment of this application. ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 11
Resolution No.: 3384
Moved: Cr GJ Lohmann Seconded: Cr BP Robertson
That Council: Approve Development Application BWAP20/67 for Building Works Assessable against the Planning Scheme for the Demolition of a Local Heritage Place (Dwelling House), made by Jamie W. Franks on land at 120 Gill Street, CHARTERS TOWERS CITY QLD 4820, more formally described as Lots 4 and 5 on SP256347. The approval is subject to reasonable and relevant conditions and supported by a Notice of Reasons as tabled below:
CARRIED
REFERENCE DOCUMENT • Officer’s Report No. 1364890 ______
ATTENDANCE Mr Matthew Kelly, Manager Regional Development departed the meeting at 9:42am Mr Lachlan Deon, WorkUNCONFIRMED Experience Student departed the meeting at 9:42am ______
11.4 Application of Code of Competitive Conduct EXECUTIVE SUMMARY Determine as to whether Council wishes to apply the Code of Competitive Conduct to possible prescribed business activities in conformity with Section 47 of the Local Government Act 2009.
OFFICER’S RECOMMENDATION That Council: Resolves not to apply the code of competitive conduct to the business activities for the following reasons:
Prescribed Business Activity Code of competitive Reasons for not applying Code Section 39 – Local conduct applied Section 47(8) – Local Government Government Regulation 2012 Act 2009 Road Activity No Council’s status as a sole invitee (Road Maintenance Performance Contract and Transport Infrastructure Contract – Sole Invitation) provides the basis for the works to be undertaken. Water & Sewerage No This activity is not in direct competition with other service providers. Saleyards No This activity is not in direct competition with other service providers. Fleet Management No Council’s fleet is primarily for internal needs such as maintaining public roads and streets. Waste Management & Landfill No This activity is not in direct competition with other service providers. Cinema Screenings No Cinema operations are conducted in conjunction with theatre/gallery activities and are not considered in direct competition with other service Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 12
providers. Costs associated with cinema activities do not meet threshold as prescribed by regulation.
______
Resolution No.: 3385
Moved: Cr GJ Lohmann Seconded: Cr S Bennetto
That Council: Resolves not to apply the code of competitive conduct to the business activities for the following reasons:
Prescribed Business Activity Code of competitive Reasons for not applying Code Section 39 – Local conduct applied Section 47(8) – Local Government Government Regulation 2012 Act 2009 Road Activity No Council’s status as a sole invitee (Road Maintenance Performance UNCONFIRMEDContract and Transport Infrastructure Contract – Sole Invitation) provides the basis for theworks to be undertaken. Water & Sewerage No This activity is not in direct competition with other service providers. Saleyards No This activity is not in direct competition with other service providers. Fleet Management No Council’s fleet is primarily for internal needs such as maintaining public roads and streets. Waste Management & Landfill No This activity is not in direct competition with other service providers. Cinema Screenings No Cinema operations are conducted in conjunction with theatre/gallery activities and are not considered in direct competition with other service providers. Costs associated with cinema activities do not meet threshold as prescribed by regulation.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1369992 ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 13
11.5 Request for exemption from paying service rates EXECUTIVE SUMMARY Charters Towers Rural Fire Brigade have submitted a letter requesting Council to consider an exemption from the payment of service rates by the brigade.
OFFICER’S RECOMMENDATION That Council: Decline the request for exemption from utility and service charges which apply to 19 Burdekin Street, Charters Towers; and Agree to a one-off donation of $2,000 to the Charters Towers Rural Fire Brigade in recognition of their service to the community. ______
Resolution No.: 3386
Moved: Cr KF Hastie Seconded: Cr JD Mathews
That Council: Decline the requestUNCONFIRMED for exemption from utility and service charges which apply to 19 Burdekin Street, Charters Towers; and Agree to a one-off donation of $2,000 to the Charters Towers Rural Fire Brigade in recognition of their service to the community.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1371170 ______
11.6 Trustee Lease for Lot 9 on AY7, Parish of Vine EXECUTIVE SUMMARY This report seeks approval to renew the lease of reserve land described as Lot 9 on AY7, Parish of Vine to the existing tenant for a twenty (20) year period.
OFFICER’S RECOMMENDATION That Council: Apply the exception under the provisions of Section 236 (c)(iii) of the Local Government Regulation 2012 for the disposal of Lot 9 on Plan AY7, Parish of Charters Towers; Offer a Trustee Lease over Lot 9 on Plan AY7 to the current lessees, conditional upon consent of the Minister and based generally on standard terms and conditions for a term of twenty (20) years; Set the rent at the rate determined by the Department of Natural Resources, Mines and Energy for a Class 11 Rental Category and being 0.75% of the unimproved capital value (UCV) in the first year and then apply CPI increases in the second and subsequent years of the lease; and Authorise the Chief Executive Officer to execute and vary the terms and conditions of the lease as required. ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 14
Resolution No.: 3387
Moved: Cr BP Robertson Seconded: Cr KF Hastie
That Council: Apply the exception under the provisions of Section 236 (c)(iii) of the Local Government Regulation 2012 for the disposal of Lot 9 on Plan AY7, Parish of Charters Towers; Offer a Trustee Lease over Lot 9 on Plan AY7 to the current lessees, conditional upon consent of the Minister and based generally on standard terms and conditions for a term of twenty (20) years; Set the rent at the rate determined by the Department of Natural Resources, Mines and Energy for a Class 11 Rental Category and being 0.75% of the unimproved capital value (UCV) in the first year and then apply CPI increases in the second and subsequent years of the lease; and Authorise the Chief Executive Officer to execute and vary the terms and conditions of the lease as required.
CARRIED
UNCONFIRMED REFERENCE DOCUMENT • Officer’s Report Document No. 1374254 ______
11.7 Trustee Lease for Lot 4 on AY15, Parish of Charters Towers EXECUTIVE SUMMARY This report seeks approval to renew the lease of reserve land described as Lot 4 on AY15, Parish of Charters Towers to the existing tenant for a twenty (20) year period.
OFFICER’S RECOMMENDATION That Council: Apply the exception under the provisions of Section 236 (c)(iii) of the Local Government Regulation 2012 for the disposal of Lot 4 on Plan AY15, Parish of Charters Towers; Offer a Trustee Lease over Lot 4 on Plan AY15 to the current lessees, conditional upon consent of the Minister and based generally on standard terms and conditions for a term of twenty (20) years; Set the rent at the rate determined by the Department of Natural Resources, Mines and Energy for a Class 11 Rental Category and being 0.75% of the unimproved capital value (UCV) in the first year and then apply CPI increases in the second and subsequent years of the lease; and Authorise the Chief Executive Officer to execute and vary the terms and conditions of the lease as required. ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 15
Resolution No.: 3388
Moved: Cr GJ Lohmann Seconded: Cr KF Hastie
That Council: Apply the exception under the provisions of Section 236 (c)(iii) of the Local Government Regulation 2012 for the disposal of Lot 4 on Plan AY15, Parish of Charters Towers; Offer a Trustee Lease over Lot 4 on Plan AY15 to the current lessees, conditional upon consent of the Minister and based generally on standard terms and conditions for a term of twenty (20) years; Set the rent at the rate determined by the Department of Natural Resources, Mines and Energy for a Class 11 Rental Category and being 0.75% of the unimproved capital value (UCV) in the first year and then apply CPI increases in the second and subsequent years of the lease; and Authorise the Chief Executive Officer to execute and vary the terms and conditions of the lease as required.
CARRIED
REFERENCE DOCUMENTUNCONFIRMED • Officer’s Report Document No. 1374276 ______
ATTENDANCE In accordance with the Declaration of Interest at Item 11.8, Mayor FC Beveridge departed the meeting at 9:55am. Deputy Mayor S Bennetto assumed the Chair. ______
11.8 Sale of Lot 6 on AY24, Parish of Vine EXECUTIVE SUMMARY This report seeks approval to renew the lease of reserve land described as Lot 4 on AY15, Parish of Charters Towers to the existing tenant for a twenty (20) year period.
OFFICER’S RECOMMENDATION That Council: Apply the exception under the provisions of Section 236(1)(c)(iv) of the Local Government Regulation 2012 for the disposal of Lot 6 on Plan AY24, Parish of Vine; Offer the first right to purchase Lot 6 on Plan AY24, Parish of Vine to the only adjoining landowner; and Authorise the Chief Executive Officer to negotiate the details of the sale including price and sale conditions and execute the contract of sale as required. ______
Resolution No.: 3389
Moved: Cr JD Mathews Seconded: Cr GJ Lohmann
That Council: Apply the exception under the provisions of Section 236(1)(c)(iv) of the Local Government Regulation 2012 for the disposal of Lot 6 on Plan AY24, Parish of Vine; Offer the first right to purchase Lot 6 on Plan AY24, Parish of Vine to the only adjoining landowner; and Authorise the Chief Executive Officer to negotiate the details of the sale including price and sale conditions and execute the contract of sale as required.
CARRIED
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 16
REFERENCE DOCUMENT • Officer’s Report Document No. 1361151 ______
ATTENDANCE Mayor FC Beveridge returned to the meeting at 9:57am and resumed Chair. ______
The meeting adjourned for morning tea at 9:57am
The meeting resumed at 10:20am
12. REPORTS FOR CONSIDERATION – OFFICE OF THE CHIEF EXECUTIVE OFFICER
12.1 2021 General Meetings of Council EXECUTIVE SUMMARY Council’s consideration of the 2021 schedule of meetings and workshops is requested. Proposed dates are as set out in the attachment to this report.
In accordance with theUNCONFIRMED Local Government Regulation 2012, Council is required to meet once a month and to determine the venue for its meetings (Section 257) and publish the dates of its meetings (Section 277).
OFFICER’S RECOMMENDATION: That Council: Adopt the dates on which its General Meetings will be held in 2021 in accordance with the dates submitted; Resolve that the meetings be held in the Board Room at Council’s Administration Centre, 12 Mosman Street; and Publish the General Meeting dates in accordance with S277 of the Local Government Regulation 2012. ______
Resolution No.: 3390
Moved: Cr S Bennetto Seconded: Cr GJ Lohmann
That Council: Adopt the dates on which its General Meetings will be held in 2021 in accordance with the dates submitted; Resolve that the meetings be held in the Board Room at Council’s Administration Centre, 12 Mosman Street; and Publish the General Meeting dates in accordance with S277 of the Local Government Regulation 2012.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1373679 ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 17
12.2 PSA022/20 Health Monitoring Services EXECUTIVE SUMMARY Council requires the services of an appropriately qualified supplier to undertake health monitoring services for prospective and current employees of council. The supplier will be responsible for the provision of those services as outlined within PSA022/20 Health Monitoring Services and liaising (including provision of advice) with council.
OFFICER’S RECOMMENDATION That Council: Accept the offer from Kinnect Pty Ltd to supply Health Monitoring Services for a period of three-years commencing from 1 September 2020, with an option to extend for a further two, 12-month periods. ______
Resolution No.: 3391
Moved: Cr S Bennetto Seconded: Cr JD Mathews
That Council: UNCONFIRMED Accept the offer from Kinnect Pty Ltd to supply Health Monitoring Services for a period of three-years commencing from 1 September 2020, with an option to extend for a further two, 12-month periods.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1373937 ______
12.3 Invitation to nominate a Show Holiday for 2021 for the whole of the Charters Towers Region EXECUTIVE SUMMARY Council has been invited to nominate a date in 2021, in accordance with the Holiday’s Act 1983, for the purpose of holding its annual Show Holiday.
OFFICER’S RECOMMENDATION That Council: Endorse the nomination of the Show Holiday for Tuesday, 27 July 2021 for the whole of the Charters Towers Region.
Resolution No.: 3392
Moved: Cr S Bennetto Seconded: Cr AP Barr
That Council: Endorse the nomination of the Show Holiday for Tuesday, 27 July 2021 for the whole of the Charters Towers Region.
CARRIED
REFERENCE DOCUMENT: • Officer’s Report Document No. 1373981 ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 18
12.4 Terms of Reference – Charters Towers Youth Council EXECUTIVE SUMMARY Council is presented with the Draft Terms of Reference for the Charters Towers Youth Council for consideration.
OFFICER’S RECOMMENDATION That Council: Endorse the Terms of Reference for the Charters Towers Youth Council, P1012/OCEO; and Authorise the Chief Executive Officer to vary the terms of reference document as required.
Resolution No.: 3393
Moved: Cr KF Hastie Seconded: Cr S Bennetto
That Council: Endorse the Terms of Reference for the Charters Towers Youth Council, P1012/OCEO; and Authorise theUNCONFIRMED Chief Executive Officer to vary the terms of reference document as required. CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1374037 ______
13. REPORTS FOR CONSIDERATION - CONFIDENTIAL
CLOSE OF MEETING
Resolution No.: 3394
Moved: Cr GJ Lohmann Seconded: Cr AP Barr
That in accordance with Section 275 of the Local Government Regulation 2012 S275; the General Meeting will be closed to the public at 10:28am for discussion of the following matters:
(c) the local government’s budget (Item 13.1)
(h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage; (Item 13.1, Item 13.2 & Item 13.4) (b) industrial matters affecting employees (Item 13.3)
(e) contracts proposed to be made by it (Item 13.5)
CARRIED
ATTENDANCE
Ms Camille Conaghan, Manager Governance & Communications departed the meeting at 10:28am Mrs Catherine McCabe Communications Coordinator departed the meeting at 10:28am Mr Orvon Gough, Consultant Video Technician departed the meeting at 10:28am
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 19
OPENING OF MEETING
Resolution No.: 3395
Moved: Cr S Bennetto Seconded: Cr AP Barr
That the meeting be opened at 11:00am for the taking of resolutions. CARRIED
ATTENDANCE Ms Camille Conaghan, Manager Governance & Communications returned to the meeting at 11:00am Mr Orvon Gough, Consultant Video Technician returned to the meeting at 11:00am
Corporate & Community Services
13.1 Auditor-General’sUNCONFIRMED Observation Reports – 2019/2020 EXECUTIVE SUMMARY The 2020 Interim report to the Mayor was received from the Queensland Audit Office on 28 July 2020 and 2019 Interim and Final reports to the Mayor are presented herewith, as prescribed by section 213 of the Local Government Regulation 2012, to be received and noted by Council.
OFFICER’S RECOMMENDATION That Council: Receive and note the 2019 Interim and Final Management Report to the Mayor for the financial year ending 30 June 2019; Receive the 2020 Interim report to the Mayor for the Charters Towers Regional Council for the financial year ending 30 June 2020; and Note that as per the CTRC Audit & Risk Committee’s 2020 Annual Work Plan, the 2020 Interim report to the Mayor will be an agenda item for the Committee meeting on Tuesday 25 August 2020.
Resolution No.: 3396
Moved: Cr GJ Lohmann Seconded: Cr KF Hastie
That Council: Receive and note the 2019 Interim and Final Management Report to the Mayor for the financial year ending 30 June 2019; Receive the 2020 Interim report to the Mayor for the Charters Towers Regional Council for the financial year ending 30 June 2020; and Note that as per the CTRC Audit & Risk Committee’s 2020 Annual Work Plan, the 2020 Interim report to the Mayor will be an agenda item for the Committee meeting on Tuesday 25 August 2020.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1373438 ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 20
13.2 Performing Arts & Cultural Advisory Committee Meeting held 2 July 2020 EXECUTIVE SUMMARY The unconfirmed Minutes of the Charters Towers Regional Council’s Performing Arts and Cultural Advisory Committee meeting held 2 July 2020 are presented to Council to note.
OFFICER’S RECOMMENDATION That Council: Receive the unconfirmed Minutes of the Charters Towers Regional Council’s Performing Arts and Cultural Advisory Committee held 2 July 2020. ______
Resolution No.: 3397
Moved: Cr GJ Lohmann Seconded: Cr S Bennetto
That Council: Receive the unconfirmed Minutes of the Charters Towers Regional Council’s Performing Arts and Cultural Advisory Committee held 2 July 2020. UNCONFIRMED CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1372929 ______
Office of the Chief Executive Officer
13.3 Work Health & Safety Report – July 2020 EXECUTIVE SUMMARY The Work Health and Safety Report for July 2020 is presented to Council for consideration. Details on injuries, claims and risk management initiatives are contained in the report.
OFFICER’S RECOMMENDATION That Committee: Notes the monthly Work Health and Safety report for July 2020. ______
Resolution No.: 3398
Moved: Cr KF Hastie Seconded: Cr JD Mathews
That Council: Notes the monthly Work Health and Safety report for July 2020.
CARRIED
REFERENCE DOCUMENT • Officer’s report Document No. 1374315 ______
13.4 Monthly Operational Report – July 2020 EXECUTIVE SUMMARY The Monthly Operational Report for July 2020 is presented to Council for consideration.
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 21
OFFICER’S RECOMMENDATION That Council: Notes the Monthly Operational Report for July 2020. ______
Resolution No.: 3399
Moved: Cr S Bennetto Seconded: Cr GJ Lohmann
That Council: Notes the Monthly Operational Report for July 2020.
CARRIED
REFERENCE DOCUMENT • Officer’s Report Document No. 1374337
13.5 Saleyards LivestockUNCONFIRMED Contractor Agreement EXECUTIVE SUMMARY Saleyards Livestock Contractor Agreement extension.
OFFICER’S RECOMMENDATION That Council: Accept the revised fees as proposed by Philipson Holdings as detailed in Attachment A, effective from 6 August 2020; Approve contract extension until 17 December 2021; and Authorise the Chief Executive Officer or delegate to review long term operational requirements of the Saleyards. ______
Resolution No.: 3400
Moved: Cr BP Robertson Seconded: Cr JD Mathews
That Council: Accept the revised fees as proposed by Philipson Holdings as detailed in Attachment A, effective from 6 August 2020; Approve contract extension until 17 December 2021; and Authorise the Chief Executive Officer or delegate to review long term operational requirements of the Saleyards. CARRIED
REFERENCE DOCUMENT • Officers Report No. 1373629 ______
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 22
Resolution No.: 3401
Moved: Cr BP Robertson Seconded: Cr KF Hastie
That Council: Resume the order of business.
CARRIED
______
10.1 Request to Amend the 2020/2021 Fees and Charges Schedule (Saleyard Fees) EXECUTIVE SUMMARY Proposed increase to Saleyard Fees within the 2020/2021 Fees and Charges Schedule.
OFFICER’S RECOMMENDATION That Council: Amend the 2020/2021 Fees and Charges Schedule (Saleyards Fees) as per Attachment A, effective 1 OctoberUNCONFIRMED 2020.
Resolution No.: 3402
Moved: Cr BP Robertson Seconded: Cr AP Barr
That Council: Amend the 2020/2021 Fees and Charges Schedule (Saleyards Fees) as per Attachment A, effective 1 October 2020. CARRIED
REFERENCE DOCUMENT • Officer’s Report – Document No. 1373627 ______
14. MAYORAL MINUTE No Mayoral Minutes were tabled for consideration.
______
15. CLOSE OF MEETING There being no further business, the General Meeting closed at 11:03am
CONFIRMED BY COUNCIL AT THE GENERAL MEETING HELD ON 16 SEPTEMBER 2020.
Mayor: Date:
Minutes of Charters Towers Regional Council General Meeting held 19 August 2020 Page 23