BUSINESS PAPER
General Meeting
Friday 26 October 2012
Roma Administration Centre
NOTICE
OF MEETING
Date:
24 October 2012
Mayor: Councillor
R S Loughnan
Deputy Mayor: Councillor
W S Wason
Councillors: Councillor
J L Chambers
Councillor
R J Denton
Councillor
P J Flynn
Councillor
W M Newman
Councillor
C J O’Neil
Councillor
M L Price
Councillor
D J Schefe
Chief Executive Officer: Ms
Julie Reitano
Senior Management: Mr
Tony Klein (Director Community & Commercial Services)
Mr
Matthew McGoldrick (Director Corporate Services)
Mr
Barry Omundson (Director Infrastructure)
Mr
Rob Hayward (Director Planning & Environment)
Officers: Ms
Jane Frith (Corporate Communications Officer)
Please find attached agenda for the General Meeting to be held at the Roma Administration Centre on October 26, 2012 at 9.00am.
Julie Reitano
Chief Executive Officer
Maranoa
Regional Council
General Meeting - 26 October 2012
TABLE OF CONTENTS
1 Welcome
2 Present/Apologies
3 Confirmation of Minutes
General 10 October 2012
4 Business arising from Minutes
5 On the Table
6 Presentations/Petitions
and Deputations
7 Consideration of
notices of business
8 Consideration of
notices of motion
9 Reception of notices of motion for next meeting
10 Executive
Services
10.1 Local
Government Remuneration and Discipline Tribunal - Maranoa Regional Council
Submission
Prepared by: Tony
Klein, Director Community & Corporate Services
Attachment : Local
Government Remuneration and Discipline Tribunal Submission
10.2 2012
Christmas Closure Of Administration Centres
Prepared by: Donald
Wells, Manager- Human Resources
10.3 Petition
from Jackson & District to the charge of $186 being levied on Rate Notices
Prepared by: Julie
Reitano, Chief Executive Officer
10.4 Petition
against Levy of $186 for the Maranoa Retirement Village in Mitchell
Prepared by: Julie
Reitano, Chief Executive Officer
11 Community
Services
11.1 2012
Maranoa’s Got Talent Post Event Report
Prepared by: Jane
Fenton, Coordinator - Community Development Mitchell
12 Corporate
Services
12.1 Delegations
to the Chief Executive Officer
Prepared by: Tanya
Mansfield, Manager - Property, Legal & Enterprise Risk
12.2 Follow
up Report - Trustee Lease Yuleba Racecourse Reserve
Prepared by: Tanya
Mansfield, Manager - Property, Legal & Enterprise Risk
Attachment 1: Map
- Yuleba Pony Club Grounds
Attachment 2: Minutes
- Bendemere Pony Club
Attachment 3: Yuleba
Pony Club - Letter Regarding Trustee Lease
Attachment 4: Trustee
Lease Information - Department Natural Resources Mines
Attachment 5: Department
Natural Resources Mines - Guide to Trustee Leasing
12.3 Financial
Sustainability Report for the period to 15th October 2012
Prepared by: Alan
Marchant, Manager- Finance
Attachment 1: Monthly
Report -INCOME EXPENDITURE STATEMENT 15TH October 2012(pdf)
Attachment 2: Monthly
Report -BALANCE SHEET 15TH October 2012(pdf)
Attachment 3: Program
YTD Figures - Council Monthly Report 15th October 2012(pdf)
13 Infrastructure
13.1 Exemption
for the water savings target for Roma Town
Prepared by: Paraic
Butler, Graduate Engineer
13.2 Review
of Rural Addressing
Prepared by: Kim
Edwards, GIS/CAD Officer
Attachment 1: Draft
Rural & Urban Addressing Policy September 2012
Attachment 2: Rural
Address Review Maps September 2012
13.3 Peer
Review - Roma Flood Study and Mitigation Project
Prepared by: Barry
Omundson, Director - Infrastructure
Attachment : GHD
Flood Study Review - Roma Flood and Mitigation Study
13.4 Drainage
Maintenance Works 2012/13
Prepared by: Peter
Weallans, Manager Construction & Maintenance
13.5 Roma
Skips - Building Waste Fees Request
Prepared by: Troy
Pettiford, Manager - Utilities
Attachment 1: Complaint
from Roma Skips - Council Fees & Charges
Attachment 2: Action
Sheet - General Meeting - 10 October 2012 - L.2 - Fees and Charges Error
Amendment - Waste Charges
13.6 Local
Disaster Management Plan and Local Emergency Coordination Committee Terms of
Reference
Prepared by: Sarah
Kettle, Acting Support Officer -Director of Infrastructure
Attachment 1: Local
Disaster Management Plan - 2012 Edition
Attachment 2: Local
Emergency Coordination Committee - Terms of Reference - 2012 Edition
14 Commercial
Business
15 Planning
& Environment
16 Executive
Services
17 Community
Service
18 Corporate
Services
19 Infrastructure
20 Commercial
Business
21 Planning
& Environment
Next General Meeting
- To be held at the Roma
Administration Centre on 14 November 2012.
In accordance with the provisions
of section 72 of the Local Government (Operations) Regulation 2010, a
local government may resolve to close a meeting to the public and move ‘into
Committee’ to discuss confidential items that it’s Councillors or members
consider it necessary to close the meeting.
23 Confidential
Items
23.1 Tender
13/7 - Mitchell Cleaning Services
Classification: Closed
Access
Local Government (Operations)
Regulation 2010 Section 72(e) contracts proposed to be made by it.
23.2 Tender
13/6 - Appointment of a Real Estate Agent
Classification: Closed
Access
Local Government (Operations)
Regulation 2010 Section 72(e) contracts proposed to be made by it.
23.3 Sale
of Western Hotel
Classification: Closed
Access
Local Government (Operations)
Regulation 2010 Section 72(e) contracts proposed to be made by it.
23.4 Tender
APLNG-WP3A - Civil Works to Upgrade Reedy Creek (CH: 80-2511)
Classification: Closed
Access
Local Government (Operations)
Regulation 2010 Section 72(e) contracts proposed to be made by it.
23.5 Surat
Water Treatment Plant Chemical Dosing Upgrade Tender Evaluation Report
Classification: Closed
Access
Local Government (Operations)
Regulation 2010 Section 72(e) contracts proposed to be made by it.
23.6 Request
for Reimbursement of Fine
Classification: Closed
Access
Local Government (Operations)
Regulation 2010 Section 72(f) starting or defending legal proceedings involving
it.
23.7 Follow-up
Report on Organisational Structure including Review of Feedback on Consultation
for Works Section
Classification: Closed
Access
Local Government (Operations)
Regulation 2010 Section 72(a) the appointment, dismissal or discipline of
employees.
23 Councillor
Business
24.1 Change
of Legistration for Separate Charges on Rates
Prepared by: Jan
Chambers, Councillor
Closure
Minutes
of the General Meeting of Maranoa Regional Council
held at Roma Administration Centre on 10 October 2012 commencing at 9.00am
ATTENDANCE
Mayor Cr. R S Loughnan
chaired the meeting with, Deputy Mayor Cr. W S Wason, Cr. J L Chambers, Cr. R J
Denton, Cr. P J Flynn, Cr. W M Newman, Cr. C J O’Neil, Cr. M L Price, Cr. D J
Schefe, Chief Executive Officer – Julie Reitano, Corporate Communications
Officer – Jane Frith, and Lauren Owen – Minutes Officer in attendance.
AS
REQUIRED
Director
Community Services – Tony Klein, Director
Corporate Services – Matthew McGoldrick, Director Infrastructure – Barry Omundson, Grants
Coordinator – Susan Sands, Manager Utilities & Waste – Troy Pettiford
GUESTS
There were no guests in
attendance at the meeting.
WELCOME
The Mayor welcomed all
present and declared the meeting open at 9.35am.
APOLOGIES
There were no apologies for
the meeting.
Confirmation of Minutes
|
Resolution No. GM.310.12
Moved Cr Newman Seconded
Cr O'Neil
That the minutes of the
General Meeting (17-26.09.12) held on 26 September 2012 be confirmed with an
amendment to resolution GM.296.12 to state:
That Council offer no
objections to the request from the Department of Transport and Main Roads to
incorporate the part of Lot 334 on CP880097 shown on the map attached to the
agenda report into the operational reserve known as Lot 9 on CP880097 on the
condition that the Department of Transport and Main Roads fence the land and
Council furthermore advise that the balance of Lot 334 on CP880097 is still
required by Council for its gazetted local government purpose.
CARRIED 9/0
|
Business Arising FROM MiNUTES
There was no business arising from the minutes.
On
the Table
There were no items for
discussion on the table.
Presentations/Petitions
and Deputations
There were no
presentations/petitions or deputations at the meeting.
Consideration
of notices of business
There were no notices of
business for consideration.
Consideration
of notices of motion
There were no notices of
motion for consideration.
Reception of notices of
motion for next meeting
No notices of motion were received for the next
meeting.
Business
Executive Services
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Item Number: 10.1
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File Number: D12/32118
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Subject Heading: Councillor
attendance at upcoming conferences
Location: Various locations
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Author and Officer’s Title: Kelly Rogers, Coordinator
Executive Services
|
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Executive Summary:
Councillors must represent the current and future interest of
residents. In meeting that responsibility Councillors may determine it
necessary and of value to attend a range of conferences that will enhance
strategy and policy development, and inform the decision making of Council
for the benefit of the local government area.
|
|
Resolution No. GM.311.12
Moved Cr Wason Seconded
Cr Schefe
That
Council endorse the attendance of Councillors at upcoming conferences as
follows:
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Conference
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Location
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Date
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Councillor
|
|
RV Futures Forum
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Boonah
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19 October 2012
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Cr. Price
Cr Newman
|
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LGAQ Annual Conference
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Brisbane
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22 – 25 October 2012
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Cr. Loughnan (delegate)
Cr Chambers (delegate)
Cr. Flynn (observer)
Cr. O’Neil (observer)
|
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RACQ Southern
Queensland Tourism Industry Conference
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Toowoomba
|
13 - 14 November 2012
|
Cr. Price
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CARRIED 9/0
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Responsible Officer
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Coordinator Executive
Services
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Community Services
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Item Number: 11.1
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File Number: D12/31232
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Subject Heading: Local
Government Grants and Subsidies Program Applications
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Author and Officer’s Title: Susan Sands, Grants
Coordinator
|
|
Executive Summary:
Maranoa Regional Council
is eligible to submit projects for funding under the Local Government Grants
and Subsidies Program, administered by the State Government. Officers have
identified a number of eligible projects and prioritised them from an
operational and strategic perspective. These were presented to Council for
consideration.
|
|
Discussion:
Council requested further
information from Director Infrastructure regarding the Surat Water Treatment
Plant Upgrade and determined that the matter should lay on the table for
discussion at a later point during the meeting due to concerns that the
funding submission could delay commencement of the project.
|
|
Action:
That the matter lay on
the table for further discussion at a later point during the meeting.
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Corporate Services
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Item Number: 12.1
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File Number: D12/30419
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Subject Heading: Regional
Cemeteries - Fees & Charges Revision - Injune Cemetery
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|
Author and Officer’s Title: Dale Waldron, Manager
Administration
|
|
Executive Summary:
The purpose of this
report was to request a change to the Cemetery Fees and Charges to include
Injune in the monumental section in order to correctly reflect the current
installation of a monument procedure for this cemetery.
|
|
Moved Cr Chambers Seconded
Cr Denton
That Council approve the
inclusion of Injune Cemetery into the section of the Register of Fees and
Charges for Council’s monumental cemeteries and be removed from the lawn
section.
NO VOTE TAKEN
|
|
Discussion:
No
vote was taken on the above drafted resolution, with Council electing to
withdraw the draft motion and further discussion ensued on the matter.
A
second draft motion was put forward as stated below. Council then requested
further information from the report initiator and determined that the matter
should lay on the table for discussion at a later point during the meeting.
As a result, no vote was taken on the draft motion.
|
|
Moved Cr Chambers Seconded
Cr Denton
That a separate section
be created under the lawn cemeteries section of the Register of Regulatory
Fees and Commercial charges and that this fee be the same as the fee for
monumental cemeteries.
NO VOTE TAKEN
|
|
|
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Action:
That the matter lay on
the table for further discussion at a later point during the meeting.
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Item Number: 12.2
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File Number: D12/30629
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Subject Heading: Construction
of Proposed Men’s Shed
Location: Lot 8 on R8687,
Recreation Reserve, Crystal Street Roma
|
|
Author and Officer’s Title: Tanya Mansfield, Manager
Risk and Facilities
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|
Executive Summary:
Men’s Shed Inc. require
a parcel of land on which to construct a Men’s Shed in Roma. The group have
approached the Department of Natural Resources and Mines who have identified
a recreation reserve described as Lot 8 on R8687as being possibly suitable
for this purpose. Council was asked to provide in-principle support for the
construction of a Men’s Shed at this location.
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Discussion:
Council discussed the
application with respect to location suitability and financial implications.
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Resolution No. GM.312.12
Moved Cr Denton Seconded
Cr Flynn
That Council advise the
Department of Natural Resources and Mines that it supports in principle the
construction of a Men’s Shed on Lot 8 on R8687;
And;
That Council enter into
negotiations with Men’s Shed Inc. in regard to:
·
Entering into a trustee lease
arrangement
·
Securing building approvals
·
Ongoing maintenance of the
facility to be the responsibility of Men’s Shed Inc.
CARRIED 9/0
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Responsible Officer
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Manager Risk and
Facilities
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Item Number: 12.3
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File Number: D12/30718
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Subject Heading: Review
of Fees and Charges - Great Artesian Spa
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Author and Officer’s Title: Tanya Mansfield, Manager
Risk and Facilities
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|
Executive Summary:
H2O Rush requested a
review of spa entry fees as included in Council’s fees and charges for the
2012/2013 year. In the management agreement with Council, H2O Rush retain
all admission fees and are required to seek Council’s permission before
amending their entry fees and charges. It was recommended that Council amend
the 2012/2013 fees and charges to reflect the fees and charges proposed by
H2O Rush.
|
|
Resolution No. GM.313.12
Moved Cr O'Neil Seconded
Cr Newman
That Council amend the
2012/2013 Register of Regulatory Fees and Commercial Charges to reflect the
following new fees and charges for the Great Artesian Spa, effective from 28
October 2012:
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DAY PASS
|
|
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Adult
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$7.70
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Concession/child/student
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$6.00
|
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Family (2 adults &
2 children)
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$25.25
|
|
|
|
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TWO DAY PASS
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|
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Adult
|
$12.60
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Concession/Child/Student
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$9.30
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Family (2 adults &
2 children)
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$40.10
|
|
|
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THREE DAY PASS
|
|
|
Adult
|
$18.00
|
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Concession/child/student
|
$13.00
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Family (2 adults &
2 children)
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$58.00
|
|
|
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SEVEN DAY PASS
|
|
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Adult
|
$40.00
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Concession/child/student
|
$28.00
|
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Family (2 adults &
2 children)
|
$130.00
|
|
|
|
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ONE MONTH PASS
|
|
|
Adult
|
$150.00
|
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Concession/child/student
|
$120.00
|
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Family (2 adults &
2 children)
|
$250.00
|
|
|
|
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YEARLY PASS
|
|
|
Adult
|
$189.15
|
|
Concession/child/student
|
$152.30
|
|
Family (2 adults &
2 children)
|
$288.75
|
CARRIED 9/0
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|
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Responsible Officer
|
Manager Risk and
Facilities
|
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Item Number: 11.1
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File Number: D12/31232
|
|
Subject Heading: Local
Government Grants and Subsidies Program Applications
|
|
Author and Officer’s Title: Susan Sands, Grants
Coordinator
|
|
Executive Summary:
Maranoa Regional Council
is eligible to submit projects for funding under the Local Government Grants
and Subsidies Program, administered by the State Government. Officers have
identified a number of eligible projects and prioritised them from an
operational and strategic perspective. These were presented to Council for
consideration.
|
|
Discussion:
Council again considered
the matter which was previously laid on the table, following receipt of input
from the Director Infrastructure, who advised that the Surat Water Treatment
Plant Upgrade was included in the 2012/13 budget. The Director further
advised that a report would be presented to Council at the next meeting with
regard to tender of the project.
|
|
Resolution No. GM.314.12
Moved Cr Price Seconded
Cr Newman
That Council submit the
following identified projects for funding under the Local Government Grants
and Subsidies Program:
Local Government Floods Response Subsidy
Early Flood Warning Systems & Essential Infrastructure
1. Additional river height and rainfall gauges - Locations to
be confirmed as the project is
developed, and working on advice from Bureau of Meteorology
(BOM)
2. Elevate electrical components at Pump Station No. 1 in
Mitchell
Infrastructure Subsidy
1.
Unfunded components
of the Roma Sewerage Augmentation Project
2.
Injune Bore and
Water Upgrade
3.
Roma Community Hub
Further that in the event that the funding is successful, a
budget amendment be made to transfer any required Council contribution from
reserve.
CARRIED 9/0
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Responsible Officer
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Grants Coordinator
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Item Number: 12.1
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File Number: D12/30419
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|
Subject Heading: Regional
Cemeteries - Fees & Charges Revision - Injune Cemetery
|
|
Author and Officer’s Title: Dale Waldron, Manager
Administration
|
|
Executive Summary:
The purpose of this
report was to request a change to the cemetery fees and charges to include
Injune in the monumental section to correctly reflect the current
installation of a monument procedure for this cemetery.
|
|
Discussion:
Council again considered
the matter which was previously laid on the table, following receipt of input
from the report initiator.
|
|
Resolution No. GM.315.12
Moved Cr Chambers Seconded
Cr Denton
That Council approve the
inclusion of Injune Cemetery in a separate classification under the Lawn
Cemeteries section of the Register of Regulatory Fees and Commercial Charges
due to the unique requirements and design of the plaques;
And;
That the charges for
this new section be updated as follows-
|
Fee Category
|
Fee
|
|
Burial Fees
|
$1,100.00
|
|
Weekend & Public
Holidays
|
$1,650.00
|
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Children – 5 Years
& Under
|
$220.00
|
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Children – 5 Years
& Under – Weekend & Public Holidays
|
$220.00
|
|
Ashes Interment
|
$165.00
|
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Reservation (per lot)
|
$165.00
|
|
Re-Opening Vault of
Grave (add to all cemeteries)
|
$330.00
|
|
Application to Erect a
Headstone
|
$99.00
|
|
Purchase of a Lot to
erect memorial
|
$165.00
|
CARRIED 9/0
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Responsible Officer
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Manager Administration
|
Subject Heading: suspension
of standing orders
Council adjourned
for morning tea at 10.29am.
Subject Heading: resumption
of standing orders
Council resumed
the meeting at 11.04am
CONFIDENTIAL
ITEMS
In accord with the provisions of section
72 of the Local Government (Operations) Regulation 2010, Council resolved to
close the meeting to discuss items it has deemed to be of a confidential nature
and specifically pertaining to the following sections:-
(e) contracts proposed to
be made by it;
(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;
(a) the appointment,
dismissal or discipline of employees;
|
Resolution No. GM.316.12
Moved Cr O'Neil Seconded
Cr Schefe
That Council close the meeting to the public at 11.04am.
CARRIED 9/0
|
Cr O’Neil left the Chambers at 12.56pm and did not return.
|
Resolution No. GM.317.12
Moved Cr Wason Seconded
Cr Denton
That Council open the meeting to the public at 1.00pm.
CARRIED 8/0
|
Subject Heading: suspension
of standing orders
Council adjourned
for lunch at 1.00pm.
Subject Heading: resumption
of standing orders
Council resumed
the meeting at 2.05pm.
The Mayor left the Chambers with the Deputy Mayor taking the chair
at 2.09pm.
LATE
ITEMS
Cr Chambers declared a perceived conflict of interest in the
following item due to her being a relative of one of the applicants and left
the Chambers at 2.12pm, taking no further part in discussion or debate on the
matter.
The Mayor re-entered the Chambers assumed the Chair at 2.13pm.
|
Item Number: L.1
|
File Number: D12/32386
|
|
Subject Heading: Access
by Type 1 Road Trains to Council's Water Supply Standpipe
Location: Station Road, Roma
|
|
Author and Officer’s
Title: Peter Weallans, Manager Construction & Maintenance
Melissa Fleming,
Administration Assistant
|
|
Executive Summary:
Council has received
formal requests from Roma Transport and Tresed Liquid Waste to access
Council’s standpipe in Station Road. The standpipe is on the Southern side
of Station Road between Tiffin Street and Arthur Street.
|
|
Resolution No. GM.318.12
Moved Cr Denton Seconded
Cr Flynn
That Council approve the
following actions:
- The CEO is
delegated the authority to issue vehicle movement permits for type 1
road trains to travel along Station Road (between Tiffin Street and
Gregory Street) to allow access to Council’s Station Road water supply
standpipe. The permits will be in place until Council can make
alternative arrangements and relocate the standpipe to a more
appropriate location.
- Residents in the area be notified of the temporary arrangements
and the steps that Council will be taking to progress the relocation.
3. The
relocation be included in Council’s works planning.
CARRIED 7/0
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Responsible Officer
|
Administration Assistant
|
At
cessation of discussion and debate on the above mentioned item, Cr Chambers re-entered the Chambers at
2.14pm.
|
Item Number: L.2
|
File Number: D12/32426
|
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Subject Heading: Fees
and Charges Error Amendment - Waste Charges
|
|
Author and Officer’s Title: Troy Pettiford, Manager of
Utilities & Waste
|
|
Executive Summary:
The report sought to
correct an administrative error in the fees and charges schedule, within the
building waste section.
|
|
Discussion:
Cr Schefe expressed concern
regarding the impact on other waste facilities and illegal dumping.
|
|
Resolution No. GM.319.12
Moved Cr Wason Seconded
Cr Newman
That Council approve
the following changes to the building waste section of the Register of
Regulatory Fees and Commercial Charges:
6x4 Trailer $14.00
per load
Light Trucks $25.00
per cubic metre
Heavy Trucks $25.00
per cubic metre
Semi Trailer $25.00
per cubic metre
CARRIED 8/0
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Responsible Officer
|
Manager of Utilities
& Waste
|
|
Item Number: L.3
|
File Number: D12/32428
|
|
Subject Heading: Roma
Sewerage Treatment Plant - Effluent Disposal Update
Location: Roma Sewerage
Treatment Plant
|
|
Author and Officer’s Title: Troy Pettiford, Manager of
Utilities & Waste
|
|
Executive Summary:
Council was provided an
update on capacity overloading of Roma’s sewerage treatment plant due to the
speed and frequency that trucked regulated septic waste is being disposed
onsite.
Roma’s sewerage
treatment plant, due to limited available capacity, will become the only
disposal point for this type of waste stream from the energy sector.
As a result Council will
face challenges in receiving waste at the Roma sewerage treatment plant and
will need to ensure licence and operational requirements will not be
negatively affected.
|
|
Resolution No. GM.320.12
Moved Cr Price Seconded
Cr Schefe
That Council endorse the
proposal to urgently upgrade facilities at the Roma sewerage treatment plant
to receive trucked regulated
waste, using the revenue received from the said incoming waste, and that the
budget be amended accordingly.
CARRIED 8/0
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|
|
|
Responsible Officer
|
Manager of Utilities
& Waste
|
CONFIDENTIAL
ITEMS
|
Item Number: 23.1
|
File Number: D12/31625
|
|
Subject Heading: Mitchell
Multi Purpose Health Service - Construction Tender (RFT 13/9)
|
|
Author and Officer’s Title: Tony Klein, Director
Community Services
|
|
Executive Summary:
Tenders were called for
the construction of the Mitchell Multi Purpose Health Service facility.
Tenders closed on 27 September 2012. Council’s approval of the appointment
of a contractor was sought.
|
|
Resolution No. GM.321.12
Moved Cr Chambers Seconded
Cr Flynn
That Council accept the
tender submitted by Kane Constructions Pty Ltd for $2,384,345 (plus GST) for
Tender RFT 13/9 for the construction of the Mitchell Multi Purpose Health
Service facility and that Council enter into an appropriate contract with
Kane Constructions Pty Ltd.
CARRIED 8/0
|
|
|
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Responsible Officer
|
Director Community
Services
|
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Item Number: 23.2
|
File Number: D12/31000
|
|
Subject Heading: Injune
Multi-Purpose Centre Lettable Space
Location: Lot 1 on SP166537
|
|
Author and Officer’s Title: Tanya Mansfield, Manager
Risk and Facilities
|
|
Executive Summary:
The Injune Multi-Purpose
Centre includes a room next to the Injune Information Centre that when
constructed was designed to be used by an entity separate to Council. In
2009 Council provided approval for the Injune Art Group to develop an Art
gallery within the space. Council has recently received correspondence from
a commercial entity interested in leasing the space to establish a new
business in Injune. Council’s direction was sought in regard to calling for
tenders for a three year lease over the space.
|
|
Resolution No. GM.322.12
Moved Cr Newman Seconded
Cr Chambers
That Council call for
tenders to lease the space at the Injune Multi-Purpose Centre for a three
year period, with tenderers to provide the following:
- details of proposed use;
- anticipated assistance from Council with regards to
establishment and on-going maintenance;
- demonstrated value of offered weekly rental;
And noting that Council
has a preference for commercial proposals that collaborate with existing
community organisations.
CARRIED 8/0
|
|
|
|
Responsible Officer
|
Manager Risk and
Facilities
|
|
Item Number: 23.3
|
File Number: D12/30967
|
|
Subject Heading: Refunds
- Injune Cemetery Fees
|
|
Author and Officer’s Title: Dale Waldron, Manager
Administration
|
|
Executive Summary:
The purpose of this
report was for Council to consider write off of fees paid during 2011/12 for
the Injune Cemetery in light of changes to the regional cemeteries fees and
charges. Those applicants who were charged during 2011/12 should receive a
write-off for part of the fee charged as they had paid for the plaques.
|
|
Resolution No. GM.323.12
Moved Cr Schefe Seconded
Cr Denton
That Council refund the
difference between fees paid for burials in Injune during 2011/12, and the
new Injune lawn cemetery fee structure.
CARRIED 8/0
|
|
|
|
Responsible Officer
|
Manager Administration
|
|
Item Number: 23.4
|
File Number: D12/31280
|
|
Subject Heading: Santos
Funded Rent Assist Program
|
|
Author and Officer’s Title: Tony Klein, Director
Community Services
|
|
Executive Summary:
Council administers the
Santos funded Rent Assist program which provides assistance to people experiencing
rental stress. Consideration by Council of the future service delivery model
of the program was sought.
|
|
Resolution No. GM.324.12
Moved Cr Wason Seconded
Cr Chambers
That Council approve the
relinquishing of the Santos funded Rent Assist program and advocate to Santos
that the corresponding funding and program management be transferred to
Horizon Housing Company.
CARRIED 8/0
|
|
|
|
Responsible Officer
|
Director Community
Services
|
|
Item Number: LC.1
|
File Number: D12/32425
|
|
Subject Heading: Regional
Tourism Organisation Membership
|
|
Author and Officer’s Title: Edward Sims, Manager
Organisational Performance
|
|
Executive Summary:
Officers have been
advised that Council may wish to reconsider its membership in the Southern
Queensland Country Tourism Ltd (SQCT) in favour of the Outback Queensland
Tourism Association (OQTA).
|
|
Resolution No. GM.325.12
Moved Cr Denton Seconded
Cr Newman
That Council remain with
Southern Queensland Country Tourism and develop closer links with projects
initiated by Outback Queensland Tourism Association;
And;
That membership be
subject to inclusion of a satisfactory “out clause” which would release
Council from the agreement for its own reasons, on the first or subsequent
anniversaries of the commencement date;
And;
That Council endorse Cr
David McMahon from Goondiwindi Regional Council as its representative for
this first term on the board.
CARRIED 6/2
|
|
|
|
Responsible Officer
|
Manager Organisational
Performance
|
Cr.
Flynn declared a potential perceived conflict of interest in the following item
due to his business involvement at Roma Airport, and left the Chambers at
2.27pm, taking no further part in discussions or debate on the matter.
LATE
ITEM
|
Subject Heading: roma
airport security screening
|
|
Author and Officer’s Title: Barry Omundson, Director
Infrastructure
|
|
Executive Summary:
Councillor update on
Roma Airport security screening matters.
|
|
Resolution No. GM.326.12
Moved Cr Denton Seconded
Cr Price
That Council approve the following actions:
1. Extend Queensland Airport Limited’s
short term security screening contract by three months, to end on 31 January
2013;
2. Enter into negotiations with Queensland
Airport Limited and TOLL for the provision of security screening services at
Roma Airport;
3. At the end of contract negotiations in
recommending selection of the security screening contractor, a report be
submitted to Council for consideration.
CARRIED 7/0
|
|
|
|
Responsible
Officer
|
Director
Infrastructure
|
At
cessation of discussion and debate on the above mentioned item, Cr. Flynn
re-entered the Chambers at 2.28pm.
CONFIDENTIAL
ITEMS CONTINUED
|
Item Number: LC.2
|
File Number: D12/32052
|
|
Subject Heading: Follow-up
Report - Next Stage Review of Organisational Structure (Coordinator
Level) - Incorporating Related Change Management Documents
|
|
Author and Officer’s Title: Julie Reitano, Chief
Executive Officer
|
|
Executive Summary:
Feedback was provided to
Council on the results of the recent consultation process (held by way of
follow-up to the initial report to Council on 26 September 2012). Proposed
updates to the Portfolio Structure were considered to more closely align with
the new Organisational Structure.
|
|
Discussion:
Cr Flynn indicated that his
preference was for maintenance of key sporting facilities to be placed within
the Community Services division – removing the need to split the Sport &
Recreation Portfolio.
|
|
Resolution No. GM.327.12
Moved Cr Schefe Seconded
Cr Price
That Council:
- Adopt the Organisational Structure tabled in the officer’s
report, noting that:
(a)
The Coordinator Local
Laws Development position will be reviewed after six months;
(b)
The Specialist Position –
Governance & Organisational Development will be reviewed after two years;
- Approve the undertaking of a salary budget review to release
funding from vacant positions for the new positions in the current year
and that permanent appointments occur as funding is identified;
- Endorse the new Vision, Mission and Guiding Principles for the
new Corporate Plan;
- Endorse the new position terminology;
- Endorse the summary Change Management Plan;
- Give in principle support to the concept of Managers Works
(Areas 1 and 2) and that a further consultation period of 2 weeks occurs
to provide a recommendation on how this area will be structured
(Coordinator Level and Areas);
- Adopt the new portfolio structure to ensure clear lines of
communication in light of the new organisational structure, and that
this be embodied within the new community engagement framework.
CARRIED 7/1
|
|
|
|
Responsible Officer
|
Chief Executive Officer
|
CLOSURE
There being no further business, the Mayor thanked Council for
their attendance and declared the meeting closed at 2.40pm.
These Minutes
are to be confirmed at the next General
Meeting of Council to be held on 26 October 2012, at Roma
Administration Centre.
...............………................. ..................................
Mayor Date
Maranoa
Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 3 October
2012
|
|
Item Number: 10.1
|
File
Number: D12/31704
|
Subject
Heading: Local Government Remuneration and
Discipline Tribunal - Maranoa Regional Council Submission
Classification: Open
Access
Name of Applicant: N/a
Location: N/a
Author & Officer’s Title: Tony
Klein, Director Community & Corporate Services
|
Executive Summary:
The Local Government Remuneration and Discipline Tribunal
make an annual determination of the remuneration payable to Mayors, Deputy
Mayors and Councillors based on Council categories. A proposal for
re-categorisation has been submitted to the Tribunal on behalf of Maranoa
Regional Council. Council’s endorsement of the submission is now sought.
|
|
Officer’s Recommendation:
That Council endorse the submission to the Local
Government Remuneration and Discipline Tribunal.
|
Body of Report:
For some time, anomalies have been observed with how the
Maranoa Regional Council has been categorised by the Tribunal. The consensus
of elected members and officers in a range of forums has been that a submission
to the Local Government Remuneration and Discipline Tribunal would be
appropriate to take into account a number of factors. The factors included,
but were not limited to, the complexity of issues being dealt with by the
region - including the impacts of the energy sector, industry activity and
fly-in-fly out population, not accounted for within the region’s resident
population (a key factor in the Tribunal’s considerations).
A submission was coordinated using the services of the AEC
Group.
The draft submission was distributed to the Mayor,
Councillors and the Chief Executive Officer on 25 September 2012, for comment
by 28 September 2012. Minor amendments were made to the draft document.
The final submission was forwarded to Local Government
Remuneration and Discipline Tribunal before the deadline of 5 October 2012.
Consultation
(internal/external):
Mayor
Councillors
Julie Reitano, CEO
Simon Smith, CEO, AEC Group
David Sinclair, Senior Consultant, AEC Group
Risk Assessment (Legal,
Financial, Political etc.):
There is little perceived risk, as the report provides a
strong basis for re-categorisation – e.g. additional responsibilities,
complexity of decision making, additional time required, etc.
Policy Implications:
Nil
Financial Resource
Implications:
$4,400 for assistance from AEC Group to complete the
submission.
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.1.1(b) To structure Council’s governance functions in a manner so as to allow
effective and efficient utilisation of elected members time and resources to
the benefit of the constituents which Council serves.
Supporting Documentation:
|
1View
|
Local Government Remuneration and Discipline Tribunal
Submission
|
D12/31553
|
Report authorised by:
Julie Reitano, Chief Executive Officer
|
Attachment
1
|
Local Government Remuneration and Discipline
Tribunal Submission
|
1. Submission Process. 1
1.1 Background. 1
1.2 Maranoa Regional
Council. 1
1.3 The Need for Change. 1
1.4 Review Process. 3
1.5 Submission Strategy. 3
2. Maranoa Regional Council Submission.. 4
2.1 Which Councillor(s)
the local government seeks to vary the remuneration for 4
2.2 The amount of
variation in remuneration being sought. 4
2.3 Whether the
councillor(s) the local government is seeking a variation in remuneration for
represent a specific division, and details of that division. 4
2.4 The
responsibilities of the councillor(s) the local government is seeking a
variation in remuneration for. 4
2.5 The exceptional
circumstances that exist for the local government to be seeking the
remuneration variation. 4
2.6 Benchmarking the
Maranoa Regional Council. 8
2.6.1 Population
Growth. 8
2.6.2 Development
and Economic Activity. 9
2.6.3 Operating
Income, Costs and Community Equity per Councillor. 10
3. Summary.. 11
References. 12
1.
|
Attachment 1
|
Local Government Remuneration and Discipline
Tribunal Submission
|
1.1 Background
The Local Government Remuneration and
Discipline Tribunal make an annual determination of the remuneration payable to
mayors, deputy mayors and councillors using a two-stage process:
1. Councils are
assigned to one of ten categories; and
2. The level of
remuneration is set for mayors, deputy mayors and councillors in each category.
The remuneration outcome is presented as a
percentage of a Reference Rate ($137,149), the annual base salary payable to
State MPs as at 1st January in each year.
1.2 Maranoa
Regional Council
Maranoa Regional Council (MRC) is currently
assigned to category 3. A council’s Category is determined with reference to 21
economic and demographic measures. The current remuneration rate applicable to
category 3 and 4 councils, and the councils which are currently in each group,
are set out in the following table.
Table
1.1. Remuneration Schedule for Category 3 and 4 Councils from 1st January 2012
|
Local Government Area
|
Position
|
% MP
Salary
|
$/annum
|
|
Category 3
|
|
Banana
Shire Council
|
Mayor
|
65.0%
|
$89,147
|
|
Burdekin
Shire Council
|
Deputy Mayor
|
37.5%
|
$51,431
|
|
Charters
Towers Regional Council
|
Councillor
|
32.5%
|
$44,573
|
|
Goondiwindi
Regional Council
|
|
|
|
|
Hinchinbrook
Shire Council
|
|
|
|
|
Maranoa Regional Council
|
|
|
|
|
North
Burnett Regional Council
|
|
|
|
|
Category 4
|
|
Cassowary
Coast Regional Council
|
Mayor
|
80.0%
|
$109,719
|
|
Central
Highlands Regional Council
|
Deputy Mayor
|
50.0%
|
$68,575
|
|
Gympie
Regional Council
|
Councillor
|
42.5%
|
$58,288
|
|
Isaac
Regional Council
|
|
|
|
|
Lockyer
Valley Regional Council
|
|
|
|
|
Mount
Isa City Council
|
|
|
|
|
Scenic
Rim Regional Council
|
|
|
|
|
Somerset
Regional Council
|
|
|
|
|
South
Burnett Regional Council
|
|
|
|
|
Southern
Downs Regional Council
|
|
|
|
|
Tablelands
Regional Council
|
|
|
|
|
Whitsunday
Regional Council
|
|
|
|
Source:
Local Government Remuneration and Discipline Tribunal
1.3 The Need for
Change
The Maranoa Region is experiencing an
ongoing period of rapid economic, social and environmental change. Councillors
are increasingly required to consider highly complex issues with long lasting
consequences which impact upon the community in many different ways.
The rapid and continuing expansion of the
Coal Seam Gas (CSG) industry and the associated impacts on Council are the
primary drivers of the increased responsibilities and demands on Councillors
and include:
· Economic factors: Very
rapid change in the structure of the economy which Council must manage to
retain as much value as possible locally while also supporting traditional
sectors which have previously underpinned the economy. The following figure
illustrates the change in the structure of the economy, measured by the
relative contributions of industry sectors, between 2006/07 and 2010/11. In
this period, the contribution of the mining sector, which includes CSG
activity, is estimated to have increased from $401 million to $2,425 million
(all values expressed in 2010/11 dollar terms) and the Gross Regional Product
of the Maranoa LGA increased by an estimated 196% ($2,159 million) of which the
mining sector is anticipated to have contributed approximately 93.7%.
Figure
1.1. Relative Contributions to the Maranoa Regional Economy 2006/07 and 2010/11
Source: AECgroup
· Demographic factors: Large
and ongoing population increase, in some demographic sections in particular,
with specific and immediate needs and demands on Council services and
infrastructure. These impacts are frequently under represented due to the high
numbers of fly in – fly out and drive in – drive out workers in the region
consuming services who are not captured in official population statistics. The
following figure illustrates the actual and forecast population increase to
2031.
Figure
1.2. Actual and Forecast Population Increase to 2031
Source: ABS
· Social factors: Emerging
social issues commonly associated with resource regions including housing
affordability and availability, skills shortages impacting on local businesses,
pressures from the high cost of living and associated social support needs and
impacts on cultural identity and values due to changing demographics.
The increased responsibility and complexity
of decisions Councillors are required to make and the need for appropriate
preparation and understanding of the often highly technical complex issues is
much larger than in other councils with comparable populations.
A review of the current MRC Category
assessment is needed to ensure Councillors are not disadvantaged as a result of
increased responsibility and complexity of decision making processes while
providing services to their community.
1.4 Review
Process
A local government can apply for a
variation (more or less) of the remuneration determined by the Tribunal. The
local government seeking a review must make a submission specifying the
exceptional circumstances that warrant variation from the amount determined
which should include:
a. Which
Councillor(s) the local government seeks to vary the remuneration for;
b. The amount of
variation in remuneration being sought;
c. Whether the
councillor(s) the local government is seeking a variation in remuneration for
represent a specific division, and details of that division;
d. The
responsibilities of the councillor(s) the local government is seeking a
variation in remuneration for; and
e. The exceptional
circumstances that exist for the local government to be seeking the
remuneration variation.
1.5 Submission
Strategy
The following chapter sets out the proposed
MRC submission, including:
· An initial critique
of the measures used;
· Introduction of a
series of factors specific to MRC that increase the demands on Councillors but
which are not included in the measures; and
· An alternative
benchmarking exercise which
supports the case for MRC to be reassigned to Category 4.
2. Maranoa Regional Council Submission
2.1 Which
Councillor(s) the local government seeks to vary the remuneration for
The additional demands are being felt
across all members of Council and the submission to increase fees is made on
behalf of all Councillors, Deputy Mayor and the Mayor.
2.2 The amount of
variation in remuneration being sought
Council is seeking to be recognised as a
Category 4 Council.
2.3 Whether the
councillor(s) the local government is seeking a variation in remuneration for
represent a specific division, and details of that division
Not applicable, MRC does not operate under
a divisional governance structure
2.4 The
responsibilities of the councillor(s) the local government is seeking a
variation in remuneration for
The implications of the expansion of the
CSG industry have been felt throughout Councillor workloads but in particular
with regard to:
· Roads
· Water
· Sewerage
· Waste management
· Plant management
· Human resources
(worker attraction and retention)
· Housing
· Temporary
accommodation
· Social programs
· Health programs
· Community
infrastructure
· Planning and
development
· Economic development
· Community
development
The additional workload has already
required Council to change its internal management structures through the
adoption of a portfolio based approach.
2.5 The
exceptional circumstances that exist for the local government to be seeking the
remuneration variation.
MRC believes it should be included within
the Category 4 assessment.
Arguments in support of this
re-categorisation are set out in the following sections. The largest single
driver of the need for change is the recent emergence, growth and forecast
continued expansion of the coal-seam-gas (CSG) industry in the region. The
emergence of the CSG sector has placed significantly greater demands on
Councillors in terms of the level of responsibilities, the complexity of the
decisions they are being asked to make and demands on their time. While these
demands require greater investment of Councillor time, it is the complexity of
the issues at hand, the many and varied impacts across larger numbers of
different stakeholder groups and the long-term implications of the decisions
which Councillors are increasingly being asked to make that supports an
increase in remuneration.
MRC recognise the validity of data sets
currently used to determine each Queensland council’s category but the
additional demands on MRC Councillors are not captured in these data and as a
result MRC members are not receiving appropriate compensation for their
contribution to the community.
The town of Roma has become a major service
centre for the Queensland CSG sector and the surrounding region has many of the
State’s estimated 2,370 CSG wells. Currently, there are 72 development wells
and 61 wells under appraisal within a 20 kilometre radius of towns in the MRC
area with the number of wells likely to grow in line with CSG growth forecasts
across the rest of Queensland. The following figure maps the location and
density of proposed, suspended and production wells (red) and plugged and
abandoned wells (grey).
Figure
2.1. CSG Wells in the Maranoa Regional Council Area
Source: Department of Mining and Safety
The following figure highlights the
expected growth of CSG wells to the year 2030, many of which will be within the
MRC area.
Existing and Projected CSG Wells in QLD
Source: Department of Mining and Safety
CSG has given a major boost to the local
economy measured through increased gross regional product (GRP), increased
employment and flow on impacts to the broader regional economy. However, there
are also downside implications of this very rapid restructuring including the
impacts on traditional industries. There are also social and environmental
risks associated with CSG activity.
MRC is the only category 3 Council
with significant CSG activity and associated impacts.
All of these positive and negative
impacts associated with CSG activities are closely interlinked and require a
high degree of skill to manage for overall community benefit.
Many of the issues facing Councillors
are complex and highly technical. Councillors must not only develop an understanding
of the issues under discussion but also balance a wide range of stakeholder
perspectives.
Typical issues include:
· Economic Impacts
Councillors Must Consider:
o Increased economic
output
o Staff shortages
o Income disparity
o Wage pressures
o Responses to the
emerging two-speed economy
o Loss of farming land
due to placement of gas-well infrastructure
o Infrastructure
strain (particularly transport, water and sewerage infrastructure)
o Negative effect on
property prices in the region
o Tourism decrease due
to lack of spare capacity in short-term accommodation and caravan parks
· Social Impacts
Councillors Must Consider:
o Housing
affordability
o Housing availability
o Loss of community
identify
o Social support needs
due to the high cost of living
o Potential health
risks
o Increased demand on
health and emergency services
· Environmental
Impacts Councillors Must Consider:
o The likely drawdown
of aquifers – affecting prime farming land
o De-pressurisation of
aquifers which can affect crop yield and stock feeding
o Risk groundwater
contamination
o Risk of subsidence
of the surface
o Salt that is in the
water of coal seams will be brought to the surface as well, in a quantity of
about 1.8 million tonnes of salt per year
o Product water
discharge/spillage and its environmental effects
o Methane gas escaping
into atmosphere during mining process
o Land clearing for
the well pads, roads and pipes
The demands placed on Councillors in
managing the impacts of the CSG sector is expected to increase significantly as
new wells come on line.
While there are some valid comparisons with
the expectations on Councillors in other jurisdictions which manage mining
activities, it is important to note some key differences which actually
increase demands on Councillors in CSG regions:
· Co-location with
other land users: Unlike mining activity, where all other
land uses are excluded, CSG Activity is often undertaken on land with
alternative ongoing uses, typically farming. This very close contact between
the sectors can increase the potential for conflict between users which must be
considered and addressed by Councillors;
· High profile media
campaign:
A very high profile media campaign has been waged by both the CSG industry and
campaigners who would like to see a moratorium on CSG developments. Councillors
must represent their constituents, balancing economic growth with environmental
and social concerns. While mining also attracts detractors, these issues are
usually settled well before operations begin;
· Fragmented nature of
the CSG industry: As an emerging sector the CSG industry is
characterised by a greater number of smaller operators than the mining sector.
More, smaller operators increases the number of industry contacts a Councillor
must maintain and means there is a greater requirement to monitor the actions
and outputs of smaller operators which might not have the same level of quality
assurance processes or experience as would be expected in larger organizations;
· Rapid realignment of
the regional economy: MRC has had to deal with a very rapid
realignment of the economy as a result of the increase in CSG activity and the
attendant social, environmental and economic community impacts; and
· New technology: CSG extraction
technology is relatively new to Australia, the complex processes used and
environment impacts require a high degree of understanding in order to make
informed decisions.
CSG activity pervades much of everyday life
in the MRC region through its direct economic, environmental and social impacts
as well as its indirect impacts on employment, costs of living, housing
affordability, demand for infrastructure and incomes and income disparity.
It is the responsibility of
Councillors to manage these impacts in a way which balances competing
priorities while doing what is in the long-term interests of the community they
serve.
2.6 Benchmarking
the Maranoa Regional Council
The following sections outline the
relationships between MRC and other Category 3 and Category 4 Councils.
2.6.1 Population
Growth
Ultimately Councillors are elected to serve
the community, population size and change therefore has major implications for
demands on Councillors. The following table highlights selected key population
base variables to illustrate the demands on MRC Councillors relative to other
Councils in Categories 3 and 4.
Table
2.1. Population Benchmarks
|
Local Government Area
|
Councillors
|
Area
|
Population
|
Annual Growth Rate
|
|
(exc
Mayor)
|
(sq
kms)
|
(2011)
|
(2011-2016)
|
(2016-2021)
|
|
Category 3
|
|
|
|
|
|
|
Banana
Shire Council
|
6
|
28,606
|
14,861
|
1.3%
|
0.5%
|
|
Burdekin
Shire Council
|
6
|
5,058
|
17,784
|
0.3%
|
0.2%
|
|
Charters
Towers Regional Council
|
6
|
68,364
|
12,461
|
0.9%
|
0.6%
|
|
Goondiwindi
Regional Council
|
6
|
19,290
|
10,840
|
0.9%
|
0.7%
|
|
Hinchinbrook
Shire Council
|
6
|
2,810
|
11,852
|
0.3%
|
0.3%
|
|
Maranoa Regional Council
|
8
|
58,829
|
13,464
|
1.3%
|
1.6%
|
|
North
Burnett Regional Council
|
6
|
19,706
|
10,342
|
0.5%
|
0.5%
|
|
Category 4
|
|
|
|
|
|
|
Cassowary Coast
Regional Council
|
6
|
4,699
|
28,627
|
0.6%
|
0.5%
|
|
Central
Highlands Regional Council
|
8
|
59,969
|
29,533
|
2.6%
|
2.4%
|
|
Gympie
Regional Council
|
8
|
6,898
|
46,668
|
1.6%
|
1.6%
|
|
Isaac
Regional Council
|
8
|
58,870
|
23,212
|
3.6%
|
2.1%
|
|
Lockyer
Valley Regional Council
|
6
|
2,272
|
35,795
|
2.7%
|
2.7%
|
|
Mount
Isa City Council
|
6
|
43,314
|
22,255
|
1.1%
|
1.0%
|
|
Scenic
Rim Regional Council
|
6
|
4,254
|
37,415
|
3.1%
|
4.1%
|
|
Somerset
Regional Council
|
6
|
5,382
|
22,062
|
2.2%
|
2.4%
|
|
South
Burnett Regional Council
|
6
|
8,397
|
31,765
|
1.1%
|
1.0%
|
|
Southern
Downs Regional Council
|
8
|
7,122
|
34,619
|
1.4%
|
1.3%
|
|
Tablelands
Regional Council
|
8
|
65,009
|
45,243
|
1.2%
|
1.1%
|
|
Whitsunday
Regional Council
|
6
|
23,870
|
32,408
|
2.6%
|
2.4%
|
Source: ABS
|
Points to note include:
· MRC is one of the
largest council areas in both categories with a relatively sparsely
distributed population.
· Although MRC’s
population is smaller than the Category 4 average, the rapid rate of
population increase forecast for MRC suggests Councillors need to consider
now how best to meet the needs and expectations of its future population.
· The MRC population
is likely to be significantly under represented as it does not include Drive
In-Drive Out and Fly In-Fly Out workers which do not appear in the population
data but who still use local infrastructure and other services.
· MRC has
the equal highest forecast rate of population increase between 2011 and 2016
and the highest between 2016 and 2021 in Category 3.
· MRC has
a higher rate of forecast population increase than five of the LGAs in
Category 4 between 2011 and 2016 and a higher rate of forecast population
increase than six of the LGAs in Category 4 between 2016 and 2021.
|
2.6.2 Development
and Economic Activity
The ongoing expansion of the CSG industry
continues to place increasing demands on Councillors. In addition to direct
impacts of drilling activity, Roma acts as a major service for the industry and
has seen significant flow-on impacts to the regional economy evidenced by
increased building approvals and business counts.
Table
2.2. Development and Economic Activity Benchmarks (2010/11)
|
Local Government Area
|
Building Approvals ($M)
|
GRP ($M)
|
Business Counts
|
|
Total
|
Per Councillor
|
Total
|
Per Councillor
|
Total
|
Per Councillor
|
|
Category 3
|
|
|
|
|
|
|
|
Banana
Shire Council
|
$65.6
|
$10.9
|
$2,140
|
$357
|
2,433
|
405
|
|
Burdekin
Shire Council
|
$31.7
|
$5.3
|
$938
|
$156
|
2,297
|
383
|
|
Charters
Towers Regional Council
|
$20.5
|
$3.4
|
$774
|
$129
|
885
|
148
|
|
Goondiwindi
Regional Council
|
$8.8
|
$1.5
|
$693
|
$116
|
1,830
|
305
|
|
Hinchinbrook
Shire Council
|
$36.7
|
$6.1
|
$562
|
$94
|
1,349
|
225
|
|
Maranoa Regional Council
|
$58.0
|
$7.2
|
$3,303
|
$413
|
2,424
|
303
|
|
North
Burnett Regional Council
|
$11.0
|
$1.8
|
$625
|
$104
|
1,641
|
274
|
|
Category 4
|
|
|
|
|
|
|
|
Cassowary
Coast Regional Council
|
$161.0
|
$26.8
|
$1,524
|
$254
|
3,401
|
567
|
|
Central
Highlands Regional Council
|
$117.5
|
$14.7
|
$4,542
|
$568
|
3,163
|
395
|
|
Gympie
Regional Council
|
$93.7
|
$11.7
|
$1,753
|
$219
|
4,557
|
570
|
|
Isaac
Regional Council
|
$99.2
|
$12.4
|
$5,624
|
$703
|
1,740
|
218
|
|
Lockyer
Valley Regional Council
|
$74.4
|
$12.4
|
$1,220
|
$203
|
3,018
|
503
|
|
Mount
Isa City Council
|
$27.7
|
$4.6
|
$2,492
|
$415
|
1,040
|
173
|
|
Scenic
Rim Regional Council
|
$76.3
|
$12.7
|
$1,069
|
$178
|
4,255
|
709
|
|
Somerset
Regional Council
|
$69.4
|
$11.6
|
$658
|
$110
|
2,098
|
350
|
|
South
Burnett Regional Council
|
$73.4
|
$12.2
|
$1,595
|
$266
|
3,269
|
545
|
|
Southern
Downs Regional Council
|
$69.3
|
$8.7
|
$1,700
|
$212
|
4,175
|
522
|
|
Tablelands
Regional Council
|
$84.9
|
$10.6
|
$1,838
|
$230
|
4,807
|
601
|
|
Whitsunday
Regional Council
|
$48.8
|
$8.1
|
$2,478
|
$413
|
3,613
|
602
|
Source:
AECgroup and ABS
|
Points to note include:
· MRC has the
highest Gross Regional Product and GRP per Councillor of all Category 3
councils and higher GRP per Councillor than eight Category 4 Councils.
· MRC has the second
highest value of building approvals and approvals per Councillor in Category
3.
· MRC has the second
highest number of businesses of the Category 3 Councils.
|
2.6.3 Operating
Income, Costs and Community Equity per Councillor
Measures of income and expenditure per
Councillor are indicative of their responsibilities and workload. The rapid
demand for services to meet the needs of the expanding permanent population and
transient workforce has significantly increased the amount of income and
expenditure MRC Councillors are responsible for managing appropriately on
behalf of the community.
Table
2.3. Operating Income, Costs and Community Equity per Councillor (2010/11)
|
Local
Government Area
|
Operating Income ($’000s)
|
Operating Expenditure
($’000s)
|
Community Equity
($M)
|
|
Total
|
Per Councillor
|
Total
|
Per Councillor
|
Total
|
Per Councillor
|
|
Category 3
|
|
|
|
|
|
|
|
Banana Shire
Council
|
$54,264
|
$9,044
|
$42,464
|
$7,077
|
$516
|
$86
|
|
Burdekin Shire
Council
|
$46,674
|
$7,779
|
$35,824
|
$5,971
|
$414
|
$69
|
|
Charters Towers
Regional Council
|
$47,279
|
$7,880
|
$32,596
|
$5,433
|
$398
|
$66
|
|
Goondiwindi
Regional Council
|
$43,486
|
$7,248
|
$34,905
|
$5,818
|
$391
|
$65
|
|
Hinchinbrook
Shire Council
|
$51,343
|
$8,557
|
$41,937
|
$6,990
|
$267
|
$44
|
|
Maranoa Regional Council
|
$92,933
|
$11,617
|
$58,002
|
$7,250
|
$1,002
|
$125
|
|
North
Burnett Regional Council
|
$37,648
|
$6,275
|
$28,272
|
$4,712
|
$869
|
$145
|
|
Category 4
|
|
|
|
|
|
|
|
Cassowary
Coast Regional Council
|
$89,918
|
$14,986
|
$80,649
|
$13,442
|
$711
|
$118
|
|
Central
Highlands Regional Council
|
$141,781
|
$17,723
|
$116,015
|
$14,502
|
$854
|
$107
|
|
Gympie
Regional Council
|
$79,669
|
$9,959
|
$64,449
|
$8,056
|
$959
|
$120
|
|
Isaac
Regional Council
|
$100,412
|
$12,552
|
$57,391
|
$7,174
|
$919
|
$115
|
|
Lockyer
Valley Regional Council
|
$79,124
|
$13,187
|
$63,714
|
$10,619
|
$378
|
$63
|
|
Mount
Isa City Council
|
$40,220
|
$6,703
|
$30,893
|
$5,149
|
$343
|
$57
|
|
Scenic
Rim Regional Council
|
$67,407
|
$11,235
|
$54,286
|
$9,048
|
$635
|
$106
|
|
Somerset
Regional Council
|
$49,306
|
$8,218
|
$44,039
|
$7,340
|
$249
|
$42
|
|
South
Burnett Regional Council
|
$51,355
|
$8,559
|
$39,882
|
$6,647
|
$606
|
$101
|
|
Southern
Downs Regional Council
|
$67,239
|
$8,405
|
$52,829
|
$6,604
|
$760
|
$95
|
|
Tablelands
Regional Council
|
$115,217
|
$14,402
|
$77,877
|
$9,735
|
$748
|
$93
|
|
Whitsunday
Regional Council
|
$104,900
|
$17,483
|
$90,220
|
$15,037
|
$751
|
$125
|
Source:
Department of Local Government
|
Points to note include:
· MRC has the
highest operating income per Councillor of the Category 3 Councils and is
higher than five of the Category 4 Councils;
· MRC expenditure
per Councillor is the highest per Councillor of all Category 3 Councils and
is higher than four of the Category 4 Councils;
· MRC’s community
equity per Councillor is higher than all but one Category 3 Council and
higher than or equal to all Category 4 Councils despite a much lower
population base.
|
|
Attachment 1
|
Local Government Remuneration and Discipline
Tribunal Submission
|
Findings
The current data used to assign councils to
Remuneration Categories does not reflect the exceptional circumstances and
additional demands placed on Councillors in areas with very high levels of CSG
industry activity. The level of decision making responsibility on complex
issues with many varied and long-term implications is making increasing demands
on Councillors.
The fragmented nature of the industry, its
rapid growth and forecast continued expansion and the complex nature of its
economic, social and environmental impacts combine to significantly increase
the responsibilities and demands on Councillors who are being asked to make far
reaching decisions on highly complex issues with many and varied community
implications.
There are similarities between the issues
faced by MRC Councillors and their counterparts in mining regions. However, the
characteristics of the CSG sector are likely to increase demands compared to
mining given additional number of participants, relative immaturity of the
techniques used, potential for ongoing land use conflicts and high profile
media campaigns.
Implications
The increased demands on Councillors are
not currently recognised in the 21 measures the Local Government Remuneration
and Discipline Tribunal used to assign local governments to remuneration
Categories.
There is a major risk that unless
Councillor remuneration is increased to an appropriate level, MRC will struggle
to attract interest from the high quality candidates needed to manage the
region in this period of rapid change.
On the basis of this submission, Maranoa
Regional Council asks that the Local Government Remuneration and Discipline
Tribunal give consideration to a re-categorisation of the MRC as a Category 4
local government.
1.
Maranoa Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 15 October
2012
|
|
Item Number: 10.2
|
File
Number: D12/33482
|
Subject
Heading: 2012 Christmas Closure Of
Administration Centres
Classification: Open
Access
Name of Applicant: N/a
Location: N/a
Author & Officer’s Title: Donald
Wells, Manager- Human Resources
|
Executive Summary:
Council has previously resolved to close Maranoa Regional
Council’s Infrastructure Services, Surat, Injune, Mitchell, Yuleba and Roma
Administration offices, along with Council’s Libraries, Surat Child Care
Centre and Neighbourhood Centre over the period between Christmas and New
Year. There are two objectives behind closing the Administration Centres and
Libraries, the Child Care Centre and Neighbourhood Centre. The first is
Work-Life Balance, by recognising the special meaning of Christmas, and the
second is to allow employees sufficient travel time over the Christmas
period. It is proposed that this practice continue for the upcoming
Christmas/New Year period.
|
|
Officer’s
Recommendation:
That Council endorse a Christmas & New Year closure of
Council’s Administration Offices, Libraries, Surat Child Care Centre and
Neighbourhood Centre, from close of business Friday 21 December 2012 to
Tuesday 1 January 2012, inclusive, with a resumption of normal Council
functions on Wednesday 2 January 2013;
And;
That the Chief Executive Officer communicates the
Christmas closure to Council Employees and Rate Payers, Customers, Clients
and the General Public.
|
Body of Report:
Background
Council has previously resolved to close Maranoa Regional
Council’s Infrastructure Services, Surat, Injune, Mitchell, Yuleba and Roma
Administration offices, along with Council’s Libraries, Surat Child Care Centre
and Neighbourhood Centre over the period between Christmas and New Year. There
are two objectives behind closing the Administration Centres and Libraries, the
Child Care Centre and Neighbourhood Centre. The first, is Work-Life Balance, by
recognising the special meaning of Christmas, and the second is to allow
employees sufficient travel time over the Christmas period.
2012 Christmas Closure
Given past practice, this report proposes Council again
consider closing Council’s Administration Offices from the Close of Business
(COB) Friday 21 December 2012 and reopen for business on Wednesday 2 January
2013. The proposed period of closure will consist of three (3) Statutory
Holidays and four “Business Closed” days. The closure period is shown
diagrammatically in the below table.
Specifically, the closure would cover the Yuleba, Surat,
Mitchell Injune and Roma Offices. In addition, all Libraries would be closed
during the period along with HACC Services and the Neighbourhood Centre.
Communication of the closure to Council’s rate payers,
customers and general public, as minimum, should be via a Public Notice placed
in the Western Star, with a copy of the Public Notice advertising the closure
dates displayed at each of Council’s Customer Service Counters. The display of
Christmas Closure should commence from Monday 26 November 2012.
The closure also requires communication to our employees in
the sections as mentioned above. It is proposed this communication occur in the
first instance by an Internal Memo sent to Directors and Senior Management for
discussion with their staff. In addition, all affected employees should be
officially informed by an Internal Memo sent on Wednesday 24 October as an
attachment within employee Pay-Advices.
|
Sunday
|
Monday
|
Tuesday
|
Wednesday
|
Thursday
|
Friday
|
Saturday
|
|
December
16
|
December
17
|
December
18
|
December
19
|
December
20
|
December
21
|
December
22
|
|
Week-End
|
COUNCIL
|
COUNCIL
|
COUNCIL
|
COUNCIL
|
COUNCIL
|
Week-End
|
|
OPEN
|
OPEN
|
OPEN
|
OPEN
|
OPEN
|
|
|
|
|
|
|
|
|
|
Sunday
|
Monday
|
Tuesday
|
Wednesday
|
Thursday
|
Friday
|
Saturday
|
|
December
23
|
December
24
|
December
25
|
December
26
|
December
27
|
December
28
|
December
29
|
|
Week-End
|
COUNCIL
|
CHRISTMAS
|
BOXING
|
COUNCIL
|
COUNCIL
|
Week-End
|
|
CLOSED
|
DAY
|
DAY
|
CLOSED
|
CLOSED
|
|
|
|
|
|
|
|
|
|
Sunday
|
Monday
|
Tuesday
|
Wednesday
|
Thursday
|
Friday
|
Saturday
|
|
December
30
|
December
31
|
January
01
|
January
02
|
January
03
|
January
04
|
January
05
|
|
Week-End
|
COUNCIL
|
New Years
|
COUNCIL
|
COUNCIL
|
COUNCIL
|
Week-End
|
|
CLOSED
|
DAY
|
OPEN
|
OPEN
|
OPEN
|
Consultation
(internal/external):
Chief Executive Officer
Risk Assessment (Legal,
Financial, Political etc.):
Legal – General Public must be notified of any closure.
Policy Implications:
Nil
Financial Resource
Implications:
Nil
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.1.2(a) To provide and develop contemporary and professional human resource
practices and functions in an environment that promotes Equal Employment
Opportunity principles and recognises all employees in a fair and respectful
manner.
Supporting Documentation:
Nil
Report authorised by:
Julie Reitano, Chief Executive Officer
Maranoa Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 23 October
2012
|
|
Item Number: 10.3
|
File
Number: D12/35001
|
Subject
Heading: Petition from Jackson & District to
the charge of $186 being levied on Rate Notices
Classification: Open
Access
Name of Applicant: Multiple
residents
Location: Jackson
& surrounding locality
Author & Officer’s Title: Julie
Reitano, Chief Executive Officer
|
Executive Summary:
A petition has been received “from
residents of Jackson & District to Maranoa Regional Council who are
imposing a charge of $186 on all rate notices to finance the Mitchell
Retirement Home which will be of no benefit to the people of the Jackson end
of the shire & asking the levy be removed from our rates”.
|
|
Officer’s Recommendation:
That Council receive and note the petition tabled.
|
Body of Report:
The accompanying letter reads as
follows:
“Please find enclosed a petition
from concerned residents of Jackson & district to the charge of $186.00
being levied on the rate notices. As we are on the extreme Eastern end of the
region this facility will never be of any benefit, & as most of us are
multiple rate payers this will make a real impact on the district & will
also mean some will pay a lot more than others, as an example of two neighbours
in this area one will pay the $186.00 while the other will have 6 notices &
pay $1,116.00. It has also been stated it will be a one off for this year but
as the rates notices are issued twice in twelve months will it be $186.00 or
$372.00 for the year? This system also sets a precidents to be used to fund
other schemes in the future on top of the ever increasing rates”
Consultation
(internal/external):
No applicable
Risk Assessment (Legal,
Financial, Political etc.):
Not applicable
Policy Implications:
Not applicable
Financial Resource
Implications:
$186 levy per rate notice issued.
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.1.1(a) To undertake all governance functions and activities in a professional
manner promoting corporate ethics and integrity and informed decision making
practices so as foster an operating environment advocating fairness, equity and
consistency.
Supporting Documentation:
|
1
|
Petition - Jackson & surrounding locality
(Enclosure)
|
D12/35004
|
Maranoa Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 23 October
2012
|
|
Item Number: 10.4
|
File
Number: D12/35012
|
Subject
Heading: Petition against Levy of $186 for the
Maranoa Retirement Village in Mitchell
Classification: Open
Access
Name of Applicant: Multiple
Residents
Location: Yuleba
& surrounding locality
Author & Officer’s Title: Julie
Reitano, Chief Executive Officer
|
Executive Summary:
A petition has been received from residents of the Yuleba
and surrounding locality opposing charging of a levy on all rates notices of
$186 for the purpose of the Maranoa Retirement Village in Mitchell
|
|
Officer’s
Recommendation:
That Council receive and note the petition tabled.
|
Body of Report:
The signatories advised as follows:
“We, the undersigned, declare
that we are opposed to the Maranoa Regional Council charging a levy on all
rates notices of $186 for the purpose of the Maranoa Retirement Village in
Mitchell. We believe that this course of action of obtaining funds for this
purpose is not a fair or equ(it)able process and bears no consideration for
those with multiple rates notices or the financial strain this levy will
cause. It is inappropriate to continually hold ratepayers financially
responsible for deficits in council’s budget. We believe council should arrive
at an alternate process to solve this problem, primarily petitioning both state
and federal governments relentlessly until they take responsibility for the
Aged Care issue.”
Consultation
(internal/external):
Not applicable
Risk Assessment (Legal,
Financial, Political etc.):
Not applicable
Policy Implications:
Not applicable
Financial Resource
Implications:
$186 levy per rate notice issued.
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.1.1(a) To undertake all governance functions and activities in a professional
manner promoting corporate ethics and integrity and informed decision making
practices so as foster an operating environment advocating fairness, equity and
consistency.
Supporting Documentation:
|
1
|
Email from Karan Hibbs (Enclosure)
|
D12/34937
|
|
2
|
Petition - Yuleba and surrounding locality - MPHS levy
(Enclosure)
|
D12/34995
|
Report authorised by:
Julie Reitano, Chief Executive Officer
Maranoa
Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 17 October
2012
|
|
Item Number: 11.1
|
File
Number: D12/34072
|
Subject
Heading: 2012 MARANOA'S GOT TALENT POST EVENT
REPORT
Classification: Open
Access
Name of Applicant:
Location: Cultural
Centre, Bungil Street, Roma
Author & Officer’s Title: Jane
Fenton, Coordinator - Community Development Mitchell
|
Executive Summary:
Post Event Report on Maranoa’s Got Talent 2012 held on
Saturday 13 October 2012.
|
|
Officer’s
Recommendation:
That Council receive and note the Officers Report as
presented.
|
Body of Report:
Maranoa’s Got Talent is an annual free event co-ordinated by
the Councils Community Development Department. The aim is to showcase and
celebrate the talent and contribution that young people of the Maranoa Region
bring to their community. Throughout September, a number of auditions were
conducted across our community centres in Injune, Mitchell, Roma, Surat, Yuleba
and Wallumbilla, cumulating in the Finale which was held in Roma at the
Cultural Centre on Saturday 13 October 2012.
A total of fifty (50) nominations were received throughout
the Region to participate in the community auditions. The judges at each local
audition were a combination of Councillors and community members and scored
each act against selection criteria. Feedback was provided to each act
directly following their performance, and letters forwarded to participants
advising of their degree of success. As a result, Twenty (20) acts were
invited to perform at the Regional Final.
The Finale was a huge success with approximately 170 people
in attendance. Local singer song writer; Simone Smith, Councillor Peter Flynn
and Councillor Joy Denton attended as judges, with former Zinc ZR Announcer; Mr
Gary Sands as MC. The canteen was run by Roma Lions Club with all proceeds on
the day going to their organisation.
Feedback from participants and community members was very
favourable and resulted in positive local media coverage.
Finalists and prize details are as follows:
· First prize ($500) Madeline Edwards – singer and
pianist, aged 16 from Roma
· Second prize ($300) Abbey Faulkner – singer, aged 13
from Roma
· Third prize ($150) Laura Lavelle – singer and
guitarist, aged 13 from Roma
· Encouragement Award ($50) Rachel Tattam – singer
songwriter, aged 9 from Mitchell
Consultation
(internal/external):
Samantha Thrupp – Manager Community Development
Nicola Gear – Community Development Coordinator (Surat)
Toni O’Mundson – Community Development Coordinator
(Wallumbilla / Yuleba)
Julia Marr – Community Development Coordinator (Roma)
Jane Frith – Corporate Communications Officer
Kelly Rogers – Executive Services
Mr Brian Clancy – Roma Performing Arts
Roma Lions Club
St Johns School
Gary Sands – 4BI (Emerald)
Risk Assessment (Legal,
Financial, Political etc.):
Nil
Policy Implications:
Nil
Financial Resource
Implications:
$3500 ($1500 under projected budget) as per 2012/2013
Community Development Maranoa’s Got Talent Budgetary allocation.
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.4.6(a) To work collaboratively with the community and partners to develop and
enhance the wellbeing, lifestyle and opportunities for young people.
Supporting Documentation:
Nil
Report authorised by:
Tony Klein, Director Community & Corporate Services
Samantha Thrupp, (Acting)Manager -Community Development
Maranoa
Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 4
September 2012
|
|
Item Number: 12.1
|
File
Number: D12/27019
|
Subject
Heading: Delegations to the Chief Executive
Officer
Classification: Open
Access
Name of Applicant:
Location:
Author & Officer’s Title: Tanya
Mansfield, Manager Risk and Facilities
|
Executive Summary:
This
Report seeks Council's approval of delegations under State legislation to the
Chief Executive Officer.
|
|
Officer’s
Recommendation:
Council resolves to delegate to
the Chief Executive Officer, the exercise of its powers under the following
Acts in the terms of the Instruments of Delegation attached to this Report:
Aboriginal Cultural Heritage Act 2003
Acquisition of Land Act 1967
Animal Care and Protection Act 2001
Animal Management (Cats and Dogs) Act 2008
Body Corporate and Community Management
(Accommodation Module) Regulation 2008
Body Corporate and Community Management
(Commercial Module) Regulation 2008
Body Corporate and Community Management
(Small Schemes Module) Regulation 2008
Body Corporate and Community Management
(Standard Module) Regulation 2008
Body Corporate and Community Management Act 1997
Building Act 1975
Building Units and Group Titles Act 1980
Coastal Protection and Management Act 1995
Disaster Management Act 2003
Environmental Protection (Waste Management) Regulation
2000
Environmental Protection (Water) Policy 2009
Environmental Protection Act 1994
Environmental Protection Regulation 2008
Fire and Rescue Service Act 1990
Fisheries Act 1994
Food Act 2006
Food Production (Safety) Act 2000
Food Regulation 2006
Health (Drugs and Poisons) Regulation 1996
Health Act 1937
Information Privacy Act 2009
Land Act 1994
Land Protection (Pest and Stock Route Management) Act 2002
Land Title Act 1994
Liquor Act 1992
Local Government (Finance, Plans and Reporting) Regulation
2010
Local Government Act 2009
Mineral Resources Act 1989
Neighbourhood Disputes Resolution Act 2011
Peaceful Assembly Act 1992
Plumbing and Drainage Act 2002
Prostitution Act 1999
Public Health (Infection Control for Personal Appearance
Services) Act 2003
Public Health Act 2005
Queensland Competition Authority Act 1997
Queensland Heritage Act 1992
Residential Services (Accreditation) Act 2002
Right to Information Act 2009
River Improvement Trust Act 1940
Standard Plumbing and Drainage Regulation 2003
State Penalties Enforcement Act 1999
Stock Act 1915
Sustainable Planning Act 2009
Tobacco and Other Smoking Products Act 1998
Transport Infrastructure Act 1994
Transport Operations (Road Use – Road Rules) Regulation
2009
Transport Operations (Road Use Management) Act 1995
Waste Reduction and Recycling Act 2011
Water Act 2000
Water Supply (Safety and Reliability) Act 2008
2. That all prior
resolutions delegating the powers to the Chief Executive Officer under the
Acts referred to in this are repealed.
|
Body of Report:
Council is vested with power to
make a range of decisions and to take various actions under legislation and
other statutory instruments. Council derives those powers from State law, such
as the Local Government Act 2009 (“LGA 2009”); and the Sustainable
Planning Act 2009 and under its local laws and planning scheme.
Generally, the exercise of any
Council power under State or other laws requires a resolution of the Council.
Given the vast number of decisions which need to be made and the operational
activities which need to be undertaken on a daily basis, Council could simply
not function if a separate resolution was required every time.
To overcome that problem, s257
LGA 2009 allows Council to delegate its powers under State and other laws to
one or more individuals or standing committees, including to the Chief
Executive Officer (CEO).
To further streamline the
decision making process, s259 of the LGA 2009 allows the CEO to sub-delegate
her powers (including those delegated to her by Council) to another Council
employee.
Council is a subscriber to a
delegations update service provided by Council’s solicitors, MacDonnells Law.
Council has previously resolved to delegate all of its powers under State law
to its Chief Executive Officer in accordance with the recommendations made by
its solicitors. Council’s Chief Executive Officer has sub-delegated those
powers to relevant positions and individuals within Council.
With the appointment of the new
Council and Chief Executive Officer, it is timely to revisit Council’s
delegations system. In this report, it is proposed that Council will delegate
its powers in broad terms under nominated State laws to its Chief Executive
Officer. It is further proposed that its Chief Executive Officer will
sub-delegate those powers to relevant officers within Council.
Powers vs. Functions and
Authorities
1. Functions
The powers
of a local government which may be delegated, must be distinguished from those
administrative functions which the Council exercises in the application of its
powers. Administrative functions do not need to be delegated.
For instance, signing
correspondence, answering enquiries and issuing receipts do not, in themselves,
involve an exercise of a power. Generally, the exercise of a power is a
decision or action taken directly under a Local Government Act, for instance to
decide an application for development approval or to issue a notice.
2. Financial Authorities
There is a further distinction
between a power which may be delegated and giving financial authorisations to
incur expenditure. Financial authorities held by Council officers generally do
not constitute or require a delegation of power.
Instruments of financial authority
form part of Council's system of compliance with its financial obligations
under the Local Government Act 2009 and the Local Government
(Finance, Plans and Reporting) Regulation 2010 which collectively
require Council to ensure that its funds are expended lawfully and within
prescribed controls. The Regulations, in particular, require Council to keep a
record of the duties of each employee responsible for carrying out an activity
relating to financial management. As a separate exercise, Council has reviewed
and implemented financial authorities.
To enable the incurring of
expenditure up to the amounts authorised by Council, Council will delegate to
the Chief Executive Officer the power to enter into and vary contracts on
behalf of the local government.
3. Proposal
Council has considered the
best way to update Council’s delegation system. Advice has been sought from
MacDonnells Law who assist other Councils in this process.
4. Statutory Powers
Generally Councils powers to
delegate fall under two broad categories:
· Statutory
powers;
· Contractual
powers.
Council's solicitors have
identified those State laws, which are of most relevance, on a day to day basis
to a local government’s operations. A list of the State Acts as included in
Appendix 1.
Council's solicitors have
identified the delegable powers under each of the Acts. Council has prepared
the Instruments of Delegation contained in attached which delegate Council's
powers under the State Acts to the Council's CEO.
The delegation of a Council's
powers does not involve Council parting with or surrendering those powers.
Council continues to retain all powers which are the subject of the
delegation. A delegation involves a "sharing" of power, so that both
Council and the Chief Executive Officer can exercise the same power.
Other important legal principles
which apply to the delegation proposal set out in this Report are:
(a) Council at all times retains power to revoke the
delegation. Accordingly Council retains ultimate control.
(b) Council, as delegator, still has responsibility to ensure
that the relevant power is properly exercised. Council will therefore continue
to supervise and oversee the exercise of its powers.
(c) A delegation of power by Council may be subject to any
lawful conditions which Council wishes to impose. The imposition of conditions
enables Council to impose checks and balances on its delegations. However, as
with any vesting of power, the delegated power cannot be unduly fettered.
(d) The delegate must exercise a delegated power fairly and
impartially, without being influenced by or being subject to the discretion of
other individuals.
5. Conditions
/ Limitations
Council is entitled to impose
certain conditions and limitations on the delegation of its powers. These can
be either specific or broad. To ensure that there is some limitation upon the
exercise of Council’s powers, the following broad conditions on the delegation
of Council’s power are recommended:
1. Where Council in its budget or by resolution allocates
an amount for the expenditure of Council funds in relation to a particular
matter, the delegate in exercising delegated power in relation to that matter,
will only commit the Council to reasonably foreseeable expenditure up to the
amount allocated.
2. The delegate will not exercise any delegated power in
relation to a matter which, to the delegate's knowledge adversely affects, or
is likely to adversely affect, the Council's relations with the public at
large.
3. The delegate will not exercise any delegated power in a
manner, or which has the foreseeable effect, of being contrary to a Council
resolution or to an adopted Council policy or procedure.
4. The delegate will only exercise a delegated power under this
resolution in a manner which complies with the requirements of Council's
Planning Scheme and any exercise of power which involves a departure from or
variation of those requirements will only be undertaken by Council.
5. The delegate will not exercise any power which can not
lawfully be the subject of delegation by Council.”
Steps
To institute the proposal in this
Report:
Step 1 - Council would
pass the resolutions to delegate powers to the CEO under the legislation
identified in Appendix 1 in the terms of the instruments of delegation in Appendix
2.
Note:
When exercising powers under other Acts (aside from the legislation in Appendix
1) or local laws or before entering into certain contracts, either separate
resolutions would be required to delegate powers to Council's CEO or Council would
need to exercise the power by resolution.
Step 2 - To the extent
that these are existing delegations of the same powers to the CEO, they will be
repealed upon the resolution to delegate new powers. To the extent that there
are existing delegations of other powers in place, they will remain.
Step 3 - The resolution
would be recorded in Council's register of delegations.
2. Sub-delegations/Authorisations
If Council agrees to update
Council's delegation system as proposed, it is proposed that Council's system
of sub-delegation (from the CEO to other Council officers) will be reviewed
using similar principles. Sub-delegates will be given specific delegations
according to their respective areas of responsibility subject to the same
general conditions and, where appropriate, specific limitations.
APPENDIX 1
LOCAL GOVERNMENT ACTS
· Aboriginal Cultural Heritage Act
2003
· Acquisition of Land Act 1967
· Animal Care and Protection Act
2001
· Animal Management (Cats and Dogs)
Act 2008
· Body Corporate and Community
Management (Accommodation Module) Regulation 2008
· Body Corporate and Community
Management (Commercial Module) Regulation 2008
· Body Corporate and Community
Management (Small Schemes Module) Regulation 2008
· Body Corporate and Community
Management (Standard Module) Regulation 2008
· Body Corporate and Community
Management Act 1997
· Building Act 1975
· Building Units and Group Titles
Act 1980
· Coastal Protection and Management
Act 1995
· Disaster Management Act 2003
· Environmental Protection (Waste
Management) Regulation 2000
· Environmental Protection (Water)
Policy 2009
· Environmental Protection Act 1994
· Environmental Protection
Regulation 2008
· Fire and Rescue Service Act 1990
· Fisheries Act 1994
· Food Act 2006
· Food Production (Safety) Act 2008
· Food Regulation 2006
· Health (Drugs and Poisons)
Regulation 1996
· Health Act 1937
· Information Privacy Act 2009
· Land Act 1994
· Land Protection (Pest and Stock
Route Management) Act 2002
· Land Title Act 1994
· Liquor Act 1992
· Local Government (Finance, Plans
and Reporting) Regulation 2010
· Local Government Act 2009
· Mineral Resources Act 1989
· Neighbourhood Disputes Resolution
Act 2011
· Peaceful Assembly Act 1992
· Plumbing and Drainage Act 2002
· Prostitution Act 1999
· Public Health (Infection Control
for Personal Appearance Services) Act 2003
· Public Health Act 2005
· Queensland Competition Authority
Act 1997
· Queensland Heritage Act 1992
· Residential Services
(Accreditation) Act 2002
· Right to Information Act 2009
· River Improvement Trust Act 1940
· Standard Plumbing and Drainage
Regulation 2003
· State Penalties Enforcement Act
1999
· Stock Act 1915
· Sustainable Planning Act 2009
· Tobacco and Other Smoking
Products Act 1998
· Transport Infrastructure Act 1994
· Transport Operations (Road Use –
Road Rules) Regulation 2009
· Transport Operations (Road Use
Management) Act 1995
· Waste Reduction and Recycling Act
2011
· Water Act 2000
· Water Supply (Safety and
Reliability) Act 2008
Consultation
(internal/external):
Jenny Humphris, McDonnells Law
Risk Assessment (Legal,
Financial, Political etc.):
Delegations are a requirement under the Local Government Act
and form part of Council’s Risk Management system.
Policy Implications:
Delegations are a requirement under the Local Government
Act.
Financial Resource
Implications:
Administration time and support from McDonnells Law.
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.2.3(a) To implement Council’s governance policies and procedures in an
evolving organisational environment whilst ensuring legislative relevance,
consistency and fairness in application.
Supporting Documentation:
|
1
|
Delegations to CEO - Instruments of Appointment - Part 1
(Enclosure)
|
D12/28832
|
|
2
|
Delegations to CEO - Instruments of Appointment - Part 2
(Enclosure)
|
D12/28830
|
|
3
|
Delegations to CEO - Instruments of Appointment - Part 3
(Enclosure)
|
D12/28831
|
|
4
|
Delegations to CEO - Instruments of Appointment - Part 4
(Enclosure)
|
D12/28836
|
|
5
|
Delegations to CEO - Instruments of Appointment - Part 5
(Enclosure)
|
D12/28837
|
Report authorised by:
Matthew McGoldrick, Director Corporate Services
Maranoa Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 11 October
2012
|
|
Item Number: 12.2
|
File
Number: D12/33193
|
Subject
Heading: Follow up Report - Trustee Lease
Yuleba Racecourse Reserve
Classification: Open
Access
Name of Applicant: Bendemere
Pony Club
Location: Lot
47 on CP WV1371 - Yuleba to Taroom Road, Yuleba
Author & Officer’s Title: Tanya
Mansfield, Manager Risk and Facilities
|
Executive Summary:
At its General Meeting held on 26 September, Council
considered a request from the Bendemere Pony Club to enter a formal agreement
with Council in regard to the racecourse reserve at Yuleba being Lot 47 on CP
WV1371. Council subsequently decided to hold the matter over until further
information was available. The purpose of this report is to provide the
additional information Council is seeking to allow consideration of this
matter.
|
|
Officer’s
Recommendation:
Council enter into a ten year trustee lease with the
Bendemere Pony Club over part of Lot 47 on WV1371, with the lease area to
encompass the currently utilised grounds and Council to incur costs
associated with surveying, drafting of legal documents and lodgement costs.
|
Body of Report:
The racecourse reserve in Yuleba is a reserve for
recreational purposes gazetted in 1969. Council are the trustees of the
reserve. The Bendemere Pony Club has expressed interest in entering a formal
agreement with Council in respect of the land.
Council does not own the land and instead manages the land
on behalf of the State Government. The purpose of the reserve is a
recreational reserve. Therefore the reserve can only be used for recreational
purposes and any use of the reserve for any other purpose other than recreation
would require the permission of the Minister for Natural Resources and Mines.
As this land is a reserve with Council as the trustee, to
formalise this arrangement it will be necessary to negotiate a trustee lease
with the Bendemere Pony Club.
The Bendemere Pony Club have used part of the racecourse
reserve in Yuleba for many years for rally days and have been fortunate to
obtain a grant to erect a safety fence on the grounds. This fence separates
competitors and vehicles/spectators.
Discussions have been held with the Department Natural
Resources Mines who have advised Council that as the Bendemere Pony Club are
planning to construct infrastructure on the land, a trustee lease is the most
appropriate way to execute a formal agreement between Council and the club. As
a trustee lease must be approved by the Department Natural Resources Mines, the
department has mandatory terms that must be included in each lease. These
terms guide the content of all trustee leases.
Council’s Solicitors McInnes Wilson have advised that there is generally a provision in trustee leases which addresses the
issue if the lessee was to cease to exist. Effectively, the tenant will be in
breach of the agreement if they become bankrupt or otherwise cease to exist for
any reason and the lease will consequently be liable to be terminated. If
required, we can include an additional acknowledgement for particular Lessees
if Council has concerns.
The reserve is 63.182 hectares. While the club are seeking
a trustee lease over the whole reserve, Council may wish to consider surveying
off a section of the reserve for trustee leasing to the Bendemere Pony Club.
Council’s Manager of Environmental Health has advised that the resulting
balance of the reserve has areas that are susceptible to flooding. The reserve
also has an infestation of noxious weed that needs to be treated.
A trustee lease must not be for more than 30 years. A
maximum of 20 years is allowed for sporting clubs. There are no other
anticipated demands for this parcel of land.
It is recommended that Council enter a ten year trustee
lease with the Bendemere Pony Club in respect to the Yuleba Racecourse reserve.
Consultation
(internal/external):
Janine York, Lands Officer Department of Natural Resources
Mines
Iris Aldridge, Bendemere Pony Club
Kay Crosby, Manager Environmental Health
Fiona Vincent, Coordinator Sport and Recreation
McInnes Wilson Lawyers
Risk Assessment (Legal,
Financial, Political etc.):
A trustee lease will assist in managing Council’s risk. The
agreement will detail the responsibilities of both parties being Council and
the Bendemere Pony Club.
Policy Implications:
A trustee lease is the appropriate legal instrument by which
to enter a formal agreement with an occupant of a reserve for which Council is
trustee.
Community organisations benefit from having formal
arrangements in place including security of tenure, clear clarification of
responsibilities, and an ability to apply for external funding for
improvements. Most funding organisations require a formal tenancy agreement in
place as a condition for applying for grants.
In respect for good governance, Council should be
encouraging community organisations to formalise their arrangements in regard
to use of Council land and facilities.
Financial Resource
Implications:
Assuming that Council was looking to only
pay its own legal fees (and not those of the tenant who should secure their own
independent legal advice), then maximum costs would be as follows. Except in
the event of significantly protracted negotiations, the amounts set out below
would be the upper estimate of costs:
1. Legal fees (drafting,
negotiating, applying for and obtaining Minister's Consent): $2,000 - 2,500
plus GST and disbursements. If the lessee signed the lease without the
need for any substantive alterations, then legal fees costs would be lower than
this range, perhaps more in the range of $1,200 - $1,800;
2. Survey Fees (where a survey plan is required):
This would vary from case to case and also depending on the surveyor and the
size of the area being surveyed. Prices can range from $1,000 up to more
than $5,000 plus GST in some cases.
3. Registration Fees:
$188.75 for the Lease (with a lease plan) plus additional
costs associated with registering the survey plan itself, equal to $300.10 plus
$21.70 for each lease area surveyed on the plan (usually only one).
Where
the lease is over the whole of a lot, and no plan is required,
then the fee will only be $152.10.
Community organisations often have limited funds for legal
expenses and don’t seek independent legal advice even though it is recommended
that they do so. Many organisations rely on Council to provide a document that
satisfies both the requirements of Council and the Department of Natural
Resources and Mines, and provides for the interests of the community. Council
has a legal services budget of $50,000 per year. Trustee leases can be entered
into for a period of 20 years or 30 years.
As the Bendemere Pony Club has limited financial resources,
Council is requested to incur the associated legal fees, survey fees and
registration fees.
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.2.4(a) To maintain and present Council’s community facilities in a manner
appropriate to the standard expected by users for each respective facility
within budgetary constraints whilst considering organisational sustainability.
Supporting Documentation:
|
1View
|
Map - Yuleba Pony Club Grounds
|
D12/2120
|
|
2View
|
Minutes - Bendemere Pony Club
|
D12/27525
|
|
3View
|
Yuleba Pony Club - Letter Regarding Trustee Lease
|
D12/27521
|
|
4View
|
Trustee Lease Information - Department Natural Resources
Mines
|
D12/33975
|
|
5View
|
Department Natural Resources Mines - Guide to Trustee
Leasing
|
D12/33976
|
Report authorised by:
Matthew McGoldrick, Director Corporate Services
|
Attachment 1
|
Map - Yuleba Pony Club Grounds
|
|
Attachment
2
|
Minutes - Bendemere Pony Club
|
|
Attachment
3
|
Yuleba Pony Club - Letter Regarding Trustee Lease
|
|
Attachment
4
|
Trustee Lease Information - Department Natural Resources
Mines
|
|
Attachment
5
|
Department Natural Resources Mines - Guide to
Trustee Leasing
|
Maranoa
Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 15 October
2012
|
|
Item Number: 12.3
|
File
Number: D12/33787
|
Subject
Heading: Financial Sustainability Report for the
period to 15th October 2012
Classification: Open
Access
Name of Applicant:
Location:
Author & Officer’s Title: Alan
Marchant, Finance Manager
|
Executive Summary:
The Financial Sustainability Report for the period to 15th
October 2012 together with a summary of Council’s actual performance at sub
program level against Council’s approved budget is presented for Council’s
consideration.
|
|
Officer’s
Recommendation:
That the progressive Financial Statements for the period
to 15th October 2012 as included in the Financial Sustainability
Report be received subject to audit.
|
Body
of Report:
At the time
of preparing this financial report there were a number of significant matters
that impacted upon Council’s reported trading result as at 15th October
, 2012 and require qualification .
Statement
of Income and Expenditure
INCOME -
Rate
Revenue for the
period to 15th October only reflects debit adjustments to previous
levies charged. Council will be rating at the end of October for the first half
of the financial year.
Recurrent
Grants and Subsidies do
not include advance monies received for Council’s General Purpose (FAGS) grant
($5,369,110) as well as the corresponding Identified Road Component grant
amounting to $1,468,588. These monies will be brought to account in this
financial year once the Annual Financial Statements have been finalised and
Council’s General Ledger has been rolled over to the current financial year.
Also at the time of this report the first of four equal instalments amounting
to $1,566,737 for the balance of the FAGS grant and Identified Road component
for 2012-13 had not been receipted into Council’s accounting system.
Fees and
Charges for the
current financial year have only been effective from the 12th
September.
Interest
Income is
relatively low owing to the level of monies available for investment emanating
from delays experienced with the administration of reimbursements from the
Queensland Reconstruction Authority for flood damage restoration works .
Reimbursements reflect more than normal activity
in respect to’ Private Works’ and sales of materials from Council’s quarry.
EXPENDITURE-
Employee
Costs to date
reflect that there are a number of positions in Council that are vacant and
have had that status since 1st July 2012. At any one time there is
approximately 13% of positions vacant in the organisation. Council’s budget has
been prepared on the premise of positions being occupied for the full financial
year.
Depreciation
costs to date have
been notionally based on Council’s asset holdings as at 30th June
2012 . Until assets are able to be capitalised in this financial year( once
Council’s General Ledger balances has been rolled forward to 2012-13) to
depreciation costs will lag behind Council’s budgeted figures.
Capital
Revenue
Capital
grants are primarily dependent upon on Council’s eligibility to claim for
capital expenditure incurred.Balance
Sheet
Cash
and Cash Equivalents represent
amounts currently invested with the Queensland Treasury Corporation ( majority)
and monies held in Council’s business working account with the National
Australia Bank( averaging approximately $500,000)
Receivables
consist of several
different client groups which are categorised in Councils’ receivable system
.Council’s major debt balances revolve around outstanding rates (M$1.3) ,
quarry sales and and general debtors which include state/federal departments
and Qantas (Aggregating to M$12.6). There will be increased attention provided
to this area of Council’s business to address the amount of debt that Council
is currently carrying.
Work
In Progress (WIP) balance
as at the 15th October , 2012 is comprised of a carried forward
balance of $23138488.34 in respect to project costs from 2011-12 that were not
completed as at 30th June 2012 as well as projects costs incurred
since 1st July. A significant amount of the carried forward balance
from 2011-12 relates to the Roma Airport .
SUSTAINABILITY
RATIOS
In
accordance with the Local Government (Finance ,Plans and Reporting) Regulation
2010 , Council’s current progressive performance against the Department of
Local Government’s financial sustainability benchmark ratios have been
calculated and are provided for Council. It should be noted that the
calculations have been based on the figures specified in the statements and do
not take into consideration the narrative comments made in respect to
particular items.
These
ratios are designed to provide an indicative performance of Council against key
financial sustainability sustainability criteria which are desired to be met to
ensure the prudent management of Council’s corporate financial risks.
Council’s
annual performance in this regard is information incorporated as part of the
presentation of Council’s Annual Financial Statements and reported annually in
Council’s Annual Report.
|
Department
Infrastructure and Planning Sustainability Ratios
|
|
Ratio
|
Description
|
Formula
|
YTD
Actual
Result
|
Benchmark
|
Within
Limits?
|
|
Financial
Capital Indicators
|
|
Working capital
ratio
|
Measures the extent to which
Council has liquid assets
available to meet short term
financial obligations Current Liabilities
|
Current Assets
Current
Liabilities
|
9.71%
|
>1
|
Yes
|
|
Operating Surplus
ratio
|
This is an indicator of the extent
to which revenues raised cover
operational expenses only or are available for capital funding
purposes
|
Net Operating
Surplus
Total Operating
Revenue
|
-0.89%
|
0-110%
|
No
|
|
Net Financial
Liabilities ratio
|
This is an indicator of the extent to which the net financial
liabilities of Council can be
serviced by its operating
revenues.
A ratio < 60% indicates Council
has the capacity to increase its
loan borrowings.
|
Total Liabilities
less
Current Assets
Total Operating
Revenue
|
1.93%
|
<=60%
|
Yes
|
|
Interest coverage
ratio
|
This ratio indicates the extent to which Council's operating
revenues are committed to
interest expenses
|
Net interest
expense on debt service
Total Operating
Revenue
|
-0.01%
|
0-10%
|
No
|
ACTUAL
PERFORMANCE AT SUB PROGRAM LEVEL AGAINST COUNCIL’S APPROVED BUDGET REPORT
In future
reports it is envisaged Managers comments will be incorporated against those
items that have significant variations and necessitate qualified explanation.
Consultation
(internal/external):
Council’s Accounting Staff
Risk Assessment (Legal,
Financial, Political etc.):
Council is required to comply with the provisions of the
Local Government (Finance ,Plans and Reporting) Regulation 2010 –Sections 152
(1)(2) &(3).
Policy Implications:
Nil
Financial Resource
Implications:
Nil
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.2.1(a) To instil confidence to Council and other stakeholders in their
decision making by developing and implementing financial procedures, processes
and methodologies in an environment that promotes integrity and accountability.
Supporting Documentation:
|
1View
|
Monthly Report -INCOME EXPENDITURE STATEMENT 15TH October
2012(pdf)
|
D12/34523
|
|
2View
|
Monthly Report -BALANCE SHEET 15TH October 2012(pdf)
|
D12/34524
|
|
3View
|
Program YTD Figures - Council Monthly Report 15th October
2012(pdf)
|
D12/34526
|
Report authorised by:
Matthew McGoldrick, Director Corporate Services
|
Attachment 1
|
Monthly Report -INCOME EXPENDITURE STATEMENT 15TH
October 2012(pdf)
|
|
Attachment
2
|
Monthly Report -BALANCE SHEET 15TH October 2012(pdf)
|
|
Attachment
3
|
Program YTD Figures - Council Monthly Report 15th
October 2012(pdf)
|
Maranoa
Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 18
September 2012
|
|
Item Number: 13.1
|
File
Number: D12/29081
|
Subject
Heading: Exemption for the water savings
target for Roma Town
Classification: Open
Access
Name of Applicant:
Location: Roma
Town
Author & Officer’s Title: Paraic
Butler, Graduate Engineer
|
Executive Summary:
Queensland Development Code (QDC) part MP4.2 implements
mandatory water savings targets for all new class 1 buildings (houses,
townhouses, terrace house, boarding house, guest house and hostel) which are
connected to a reticulation system. Councils may apply to the minister for
Infrastructure and Planning for an exemption from water savings targets where
water savings options are not viable.
|
|
Officer’s
Recommendation:
That Council approve the application for an exemption for
the Queensland Development Code- MP 4.2- Water Savings Targets
|
Body of Report:
Water savings targets have
applied to applications lodged for the construction of new houses in local
governments in South East Queensland from 1st January 2007 and
state-wide from 1st July 2007.
Under the mandatory parts (MP) of the Queensland Development Code (QDC)
relating to water savings targets (MP4.2) and alternative water sources
(MP4.3), local governments can apply to the Minister to exempt their area from
the application of water efficiency codes.
In the water saving targets
classifications set for Queensland, Maranoa Regional Council is classified in
Group 3. This sets the region a water saving targets of 36 KL per year for new
detached houses and 22 KL per year for other new Class 1 buildings.
Class 1 buildings supplied
directly with water from the reticulated town water supply system by a water
service provider registered under the Water ACT 2000 must achieve the targets
mentioned above. Water must be sourced by means other than the use of the
reticulated town water supply system. Acceptable solutions are as follows:-
a) a rainwater tank; or
b) a grey water treatment plant; or
c) alternative water substitution
measure; or
d) a combination of (a) and/or (b)
and/or (c) as specified in a local planning instrument, State Code or State Planning
Policy
It is advisable that Council
should submit an exemption for MP 4.2-Water savings targets due to the size of
the blocks of the UDLA housing developments. The water savings target set is
unrealistic due to limited catchment size of the buildings on the ULDA site for
rainwater storage. Due to the quantity of housing in the development it is
recommended that Council apply for the exemption for the Town of Roma.
Consultation
(internal/external):
Troy Pettiford – Acting
Manager Utilities & Waste
Paraic Butler – Graduate
Engineer
Risk Assessment (Legal,
Financial, Political etc.):
Nil
Policy Implications:
Nil
Financial Resource
Implications:
Nil
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.5.6(e) To undertake an overall review of the region’s potable water
requirements with a view to identifying any issues
or concerns that need to be addressed and to enable the commencement of
planning for any identified future
capital expansion proposals䡰
Supporting Documentation:
Nil
Report authorised by:
Barry Omundson, Director Infrastructure
Troy Pettiford, Manager of Utilities & Waste
Maranoa Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 14
September 2012
|
|
Item Number: 13.2
|
File
Number: D12/28662
|
Subject
Heading: Review of Rural Addressing
Classification: Open
Access
Name of Applicant:
Location:
Author & Officer’s Title: Kim
Edwards, GIS/CAD Officer
|
Executive Summary:
A policy on rural and urban addressing has been complied
to provide consistent guidelines for addressing throughout the Council. A
review of all existing rural addresses within Maranoa Regional Council has
also been undertaken to determine the accuracy of the address database. This
review has been undertaken to update council records after amalgamation and
create a single point of reference for all addresses within the Council going
forward.
|
|
Officer’s
Recommendation:
1. Adopt
the draft Rural and Urban Addressing Policy
2. Approve
issuing of corrected rural addresses to all properties identified by the
review as outside the adopted margin of error of 100 meters
3. Rural
address posts be supplied and installed to all affected properties
4. Supply
the updated database of rural addresses to DNRM
|
Body of Report:
Currently there is no policy within Council for rural and
urban addressing. The draft policy provides guidelines for the issuing of rural
and urban addresses in a consistent manner and in accordance with the relevant
Australian standard AS/NZS 4819:2011.
Rural addressing is a simple and straightforward method of
identifying, locating and addressing rural properties. It conforms to the
Australian Standard AS/NZ 4819:2011 with the aim of standardising addressing in
rural areas, and assisting emergency service providers. Maranoa Regional
Council is responsible for allocating and maintaining the rural address
database for the council region.
It is a distance based system that allocates each rural
property a unique address based on the distance of the property from the
assigned start point of the road. Addresses are continuous for the entire
length of a road, with odd numbers assigned to the left, and even numbers to
the right of the road. The property address is determined by dividing the
distance to the property entrance in meters by 10, and is displayed at the
entrance on a yellow address post.
The Spatial Information Group within the Department of
Natural Resources & Mines is the custodian of the State addressing
database. This database is distributed to emergency service providers and used
by government departments and other service providers to confirm correct
property addresses. During discussions with Rob Duffy the Business Manager of
this group, it was mentioned that they will soon be targeting Western Councils
to update their address databases now that sufficient time has passed since
amalgamation. Information they are looking to update includes obtaining
coordinates for every address, and confirmation of correct address details.
Rural address databases for the pre-amalgamated Councils
existed in separate excel spreadsheets with some map files. These datasets have
been consolidated into one base data set. The data was of varying scope, with
some datasets containing in depth information on where roads were measured
from, lot/plan details, chainages, and localities etc. Other datasets contained
more limited information.
Once this information had been collated into one dataset,
preliminary assessment of the available mapping revealed that much of it was
unusable due to inaccuracies and a considerable amount of address that were
unmapped.
Satellite imagery was used to confirm the location of all
addresses within the address database. Once all addresses had been located,
measurement using office based methods was undertaken and compared against the
existing allocated addresses to determine any errors.
There were a number of addresses that were unable to be
identified from satellite imagery, and a number of additional addresses located
that were not previously recorded in the database. A review of these addresses
will need to be confirmed in the field.
The rural addressing standard allows for addresses to be
allocated every 20 meters along road frontage. Given the inherent errors with
using GPS to locate property access locations, a reasonable error margin was
adopted to allow for variance in measurements methods. It was considered that
adopting a 100 meter margin of error would allow for discrepancies in
measurements methods, without interfering with emergency services locating
properties, particularly at night time.
Once all data had been collected, the 100 meter margin of
error was applied to all addresses. That is, addresses with less than a 100
meter error would not be changed. Any addresses outside of this margin would be
adjusted based on the corrected distance measurement, or in some cases,
assigned to the correct access road.
In total there are 1,811 rural addresses in the Maranoa
Regional Council. Of these 1,074 addresses were determined to be within an
acceptable margin of error, 478 addresses were outside of the accepted error
margins, 169 additional addresses were identified, and 90 addresses were unable
to be located from the satellite imagery.
Going forward, a field check on all properties unable to be
identified, and additional properties located, will need to be undertaken to
confirm addresses. Once the selected margin of error is accepted by Council, a
program will need to be initiated to inform property owners of the review that
has been undertaken, and affected residents will be informed of what their new
address will be.
The database will need to be completed with all the
information required by DNRM and provided to them in the desired format.
Consultation
(internal/external):
Internal:
Kim Edwards – GIS Officer
John Gwydir – Engineering Services Manger
External:
Rob Duffy – Business Manger, Spatial Information Group,
Department of Natural Resources & Mines
Risk Assessment (Legal,
Financial, Political etc.):
Nil
Policy Implications:
Nil
Financial Resource
Implications:
Field check of 259 unidentified and additional addresses on
101 roads will need to be undertaken.
Rural address posts for affected properties will need to be
obtained and installed.
• Address numbers - $5.60 each.
• Rural Address posts - $17.40 each.
• Total cost for 650 address posts - $14,950
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.5.1(a) To provide professional and technical engineering advice and support
for Council in an effective and timely
manner.
Supporting Documentation:
|
1View
|
Draft Rural & Urban Addressing Policy September 2012
|
D12/28659
|
|
2View
|
Rural Address Review Maps September 2012
|
D12/28661
|
Report authorised by:
Barry Omundson, Director Infrastructure
|
Attachment 1
|
Draft Rural & Urban Addressing Policy September
2012
|
|
POLICY
STATEMENT
TITLE: Rural &
Urban Addressing
|
|
Category: Strategic
Endorsed by Council on: (Ordinary Meeting Date)
Responsible Department: INFRASTRUCTURE
DEPARTMENT
Reference No.:
(To be inserted by Governance Division after Policy is endorsed).
|
POLICY PURPOSE
The
purpose of this policy is to –
· Provide a clear and consistent understanding and
approach to rural and urban property addressing across the Maranoa Regional
Council.
· Allocate a unique and identifiable address for each
rural and urban property
· Ensure a rural and urban addressing database is
maintained and that consistent signage is used for rural property addresses to
facilitate emergency services response, mail delivery, and assist other service
providers and the public to locate properties easily.
POLICY
SCOPE
This
policy applies to the allocation of addresses and the installation of address
signage for all existing and new dwellings on rural and urban properties in the
Maranoa Regional Council area.
DEFINITIONS
Council – refers to Maranoa
Regional Council
Property Owner – the registered owner of the
relevant parcel of land
Road – means
a local government controlled road, or state controlled road.
Road Datum – the
commencement point of address numbering for a rural road. often synonymous with
‘start point’, it is usually the centre-line of the intersection of two roads.
It is assigned a value of 0 and rural addresses are measured from this point.
Urban Addressing Area – refers
to commercial, industrial and residential areas in an urban area.
Rural
Addressing Areas – refers to all properties outside of the urban addressing
area.
RELATED STANDARDS & POLICIES
· MRC Road Naming Policy
· AS 1742.5 Manual of Uniform Traffic
Control Devices – Street name and community facility name signs
· AS/NZS 4819:2011 Rural and Urban
Addressing
POLICY STATEMENT/DETAILS
Rural Addressing:
Rural addressing is a simple and
straightforward method of identifying, locating and addressing rural properties
with the aim of standardising addressing in rural areas, and assisting emergency
service providers. It conforms to the Australian Standard AS/NZ 4819:2011 with:
· Addresses allocated based on the
distance of the property
from the assigned Datum (generally the start point) of the road. The distance
to the property entrance (in meters) is divided by 10 to determine the property
address number.
· Addresses numbered in a logical,
continuous sequence for the entire length of a road and unique to each property
· Odd numbers assigned to the left, and
even numbers to the right of the road
· Addresses displayed at the entrance
of each property on a yellow address post with reflective numbers.
Maranoa Regional Council is
responsible for assigning addresses, and maintaining a rural address database
for the council region in accordance with AS/NZ 4819:2011.
Rural address numbers will be allocated upon request to new
sites as they are developed, and to appropriate existing sites without an
existing address number.
Upon allocation of a new rural address, Council will issue a
letter to the property owner/occupier advising the rural address number, road
name and locality name, which form the new address for the property.
Only approved rural address posts and
numbering should be installed. Council will provide the initial address post at
no cost. Any replacement posts required will be obtained at the property
owner’s expense. Material, size, shape and colour of the address posts are to
conform to the guidelines set out in AS/NZ 4819:2011.
Council will advise the Department of
Natural Resources & Mines of any additions or amendments to the rural
addressing database, which the Department is responsible for maintaining
throughout the state of Queensland for the use of emergency service providers,
and other service providers such as Australia Post and Telstra for example.
Where practical renumbering should be
avoided, however under some circumstances Council at its discretion may, in
consultation with residents, renumbers sections of or an entire length of road.
Review of rural
addresses will allow an acceptable variance (error) of 100 meters.
Where a road crosses local government authority boundaries,
the neighbouring Council should be consulted to ensure consistency of address
numbering along the length of the road.
If there is more than one access to a property, the main
access point is to be nominated for the address to be applied to.
Rural address numbers are to be displayed adjacent to the
main property entrance to the public road, and in a position which does not
obstruct services or traffic.
It is the responsibility of
residents/property owners to ensure that rural address number posts are
maintained.
Urban Addressing:
Urban
address numbering applies to properties within the limits of an urban
addressing area. Every address within this urban boundary area may be given a
number or number range. Such sites may include public reserves, schools, public
buildings, private dwellings and other fixtures. Both developed and undeveloped
properties should be provided with a number.
Council
will allocate a property with an address to assist in the identification of
that place for service delivery, emergency and otherwise.
Council
is responsible for assigning addresses, and maintaining an urban address
database for the council region in accordance with AS/NZ 4819:2011.
For
corner allotments (allotments with two different street frontages) two numbers
are to be allocated, one for each street. However, once a building has been
erected the Authorised person is to issue directive as to the official number
to be used, the other number is to remain for possible future subdivision.
Alpha
numeric numbering may only be used when an infill subdivision warrants it and
the alternative of renumbering is unacceptable or unwarranted. The first lot in
the street numbering progression is to receive the extension “A”, the second
“B” and so on.
Land
locked parcels (no street frontage) are to be issued an alpha numeric extension
where suitable.
Where
separate buildings are located on one parcel, these are to be treated as units,
unless each building has its own individual street access (e.g. its own
driveway).
Multiple
Tenancies in the one building are not to receive separate numbers, unit numbers
should be issued.
Where
there is an incomplete development, provision of bulk allocation of numbers
based on increments of 20m (standard frontage) to the land not yet configured
shall be used.
Where
allotments are amalgamated (merged) into one allotment, the previous allocated
numbers are to remain. However, depending on the type of development one number
can be allocated based on the location of the main entrance, or a number range
used.
Locality
names used in addresses are to be the official gazetted locality name only.
In
general, numbering is to begin at the North end of North/South streets and
progress to the South, and at the East end of East/West streets and progress to
the West.
Cul-de-sac
numbering should progressively increase so that odd and even numbers meet at
the top of the court head (i.e. Odd numbers should never continue onto the even
side or face other odd numbered properties, and vice versa.)
Numbers
are generally assigned with odd numbers on the right and even numbers on the
left following the direction of numbering progression.
Unit/Flats
should be numbered with unit numbers allocated to dwellings progressing in the
same direction as the street numbering where practical to do so.
Where
a circumstance not covered by this policy is encountered the Australian
Standard 4819:2011 should be referred to. The standard forms the basis of this
policy. However, addressing conventions used in existing street numbering for
the town should be used as a guide. For example, Surat is numbered with odds on
the left unlike the other towns within Council, and this convention should be
continued in Surat.
Urban
numbers should be displayed in a prominent and visible location from the street
and positioned on the street the address refers to.
It
is the responsibility of the property owner to clearly mark and identify the
property by way of a letterbox, kerb face plate or other means of clear
identification for emergency services and other service providers. Maranoa
Regional Council will not provide an initial marker post as is the case with
rural addressing.
Where
practical, renumbering should be avoided. However under some circumstances,
Council at its discretion may in consultation with residents renumber sections
of or an entire length of street.
|
Version
|
Reason/ Trigger
|
Change (Y/N)
|
Endorsed/ Reviewed by
|
Date
|
|
1.0
|
Create
new
|
|
|
13 September 2012
|
Signatures
______________________
Date: _________________
|
Attachment
2
|
Rural Address Review Maps September 2012
|
Maranoa
Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 17 October
2012
|
|
Item Number: 13.3
|
File
Number: D12/34287
|
Subject
Heading: Peer Review - Roma Flood Study and
Mitigation Project
Classification: Open
Access
Name of Applicant: N/a
Location: Roma
Author & Officer’s Title: Barry
Omundson, Director - Infrastructure
|
Executive Summary:
GHD were engaged to undertake a peer review of the Roma
Flood Study and Mitigation Project Reports Stage 1 and 2. GHD are a global
consulting company with significant hydraulic and hydrological experience. In
terms of the Stage 1 report GHD has stated that the scope of modelling work
undertaken by Engeny is sufficient for the purpose of identifying flood risk
and is in general accordance with accepted industry procedures. At this
stage, as expected, the Engeny Stage 2 Report is considered qualitative in
terms of the mitigation options assessed, and provides for only indicative
cost benefit analysis to inform concept design. GHD make several
recommendations with respect to further work. These recommendations are
supported, and Council’s formal endorsement for this work to be undertaken is
sought.
|
|
Officer’s
Recommendation:
That Council receives the Roma Flood Study and Mitigation
Project Flood Study Review and endorse the completion of the recommended
works.
|
Body of Report:
One of the preliminary outcomes from the community
consultation relating to the Roma Flood Study and Mitigation Project was in
terms of credibility for the flood study works undertaken for Council by
Engeny. It is also common good engineering practice to seek peer reviews of
certain works.
Council engaged, through Local Buy provisions, consultants
GHD to undertake a peer review of the Engeny Stage 1 and Stage 2 report.
The scope of GHD’s engagement included:
- Undertaking
a review of Engeny’s Stage 1 and Stage 2 reports, especially looking at the
scope of study, model input parameters, model outputs, mapping and reporting;
- Liaising
with Engeny concerning any questions raised during the peer review; and
- Reviewing
the baseline information and data in the reports and modelling assumptions
adopted by Engeny.
Engeny’s Stage 1 Report addressed the hydrological and
hydraulic modelling. GHD have confirmed that the hydraulic model
satisfactorily replicates the two calibration events of 2010 and 2011 and also
the validation of the record flood event of February 2012. Based on the
information contained in the reports GHD considers the methodology and approach
adopted by Engeny for the development of both the hydrologic and hydraulic
models are adequate for the proposed use and generally comply with industry
recognised procedure.
The Stage 2 Report on the Assessment of Flood Mitigation
Measures and Preliminary Design was reviewed by GHD who state the mitigation
options’ assessment undertaken within Stage 2 of the study is qualitative and
at this stage of scheme development provides only indicative cost benefit
analysis to inform concept design.
GHD also make mention that at the time of the Engeny study
detailed property data was not available.
GHD have acknowledged the preliminary nature of Engeny’s
Stage 2 Report and have recommended the following additional work be
undertaken:
- Flood
modelling of post-levee conditions for the full range of flood events assessed
for pre-levee conditions;
- Detailed
Annual Average Damage analysis taking into account pre and post implementation
of recommended mitigation measures;
- Assessment
of proposed freeboard above the recommended levee option;
- A more
comprehensive Cost Benefit Analysis; and
- Post-levee
flood flow assessment including an analysis of post levee flow velocities and
extents for the full range of design events assessed for existing floodplain
(pre-levee) conditions.
Consultation
(internal/external):
Engeny
GHD
McCullough Robertson
Risk Assessment (Legal, Financial, Political etc.):
Sound risk management to undertake a peer review.
Policy Implications:
Nil
Financial Resource Implications:
At the time of report writing Council is awaiting a number
of quotes to undertake this work.
Additional work will require additional budget allocations.
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.5.1(a) To provide professional and technical engineering advice and support
for Council in an effective and timely
manner.
Supporting Documentation:
|
1View
|
GHD Flood Study Review - Roma Flood and Mitigation Study
|
D12/34286
|
Report authorised by:
Julie Reitano, Chief Executive Officer
|
Attachment 1
|
GHD Flood Study Review - Roma Flood and Mitigation
Study
|
Maranoa
Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 18 October
2012
|
|
Item Number: 13.4
|
File
Number: D12/34481
|
Subject
Heading: Drainage Maintenance Works 2012/13
Classification: Open
Access
Name of Applicant: N/a
Location: Roma
Town
Author & Officer’s Title: Peter
Weallans, Manager Construction & Maintenance
|
Executive Summary:
Council staff have identified drainage maintenance works
that require programming and completion prior to the impending wet season.
The works are anticipated to cost in the order of $500,000.
|
|
Officer’s
Recommendation:
That Council endorse the expenditure of $500,000
associated with drainage maintenance works as a charge to the 2012/13
Maintenance Budget.
|
Body of Report:
Supplementary to this report, a drainage works programme has
been undertaken which identifies the specific locations of the drainage
problems in Roma Town, a description of the works to be undertaken in addition
to site photographs. A Gantt Chart has also been prepared outlining the
proposed sequence in which the works will be undertaken. The highest priority
works are programmed to be completed prior to Christmas subject to favourable
weather conditions. The balance of works, which are less critical, will be
undertaken early in the New Year.
Consultation
(internal/external):
Director of Infrastructure – Barry Omundson
Works Engineers – Ciaran Lawler, Niall O’Caroll
Overseer – Noel Kerr
Roma Foreman – Edward Scott
Risk Assessment (Legal,
Financial, Political etc.):
The most urgent works have been prioritised to be undertaken
prior to Christmas such that any major drainage impacts in the town will be
mitigated prior to the wet season.
Policy Implications:
Nil
Financial Resource
Implications:
The works will be undertaken as a charge to Council’s
2012/13 Maintenance Budget. At the second quarterly budget review, it may be
necessary for Council to amend the budget allocation. Although the aim will be
to absorb the costs, this may not be entirely possible depending upon seasonal
demands for additional essential maintenance works.
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.5.13(a) To develop and implement appropriate routine and preventative
maintenance programs for all drainage
infrastructure assets with a view to extending the overall asset life.
Supporting Documentation:
Nil
Report authorised by:
Barry Omundson, Director - Infrastructure
Maranoa Regional Council
General Meeting - 26 October 2012
Officer
Report
|
Meeting: General 26 October 2012
|
Date: 18 October
2012
|
|
Item Number: 13.5
|
File
Number: D12/34519
|
Subject
Heading: Roma Skips - Building Waste Fees
Request
Classification: Open
Access
Name of Applicant: Gordon
Fawckner
Location: Roma
Author & Officer’s Title: Troy
Pettiford, Manager - Utilities
|
Executive Summary:
Gordon Fawckner – Roma Skips, has lodged a request to be
granted a 20 working day – exemption on the implementation of building waste
fees bought into effect 10 October 2012 Resolution No. GM.319.12. This is to
allow Roma Skips sufficient time to notify their clients of the introduction
of the fee change. The new fees would come into effect for Roma Skips on 14
November 2012.
|
|
Officer’s
Recommendation:
That council approve Mr Fawckner’s request to postpone the
implementation of the new building waste fees until 14 November 2012 for Roma
Skips.
|
Body of Report:
Gordon Fawckner – Roma Skips, has lodged a request to be
granted a 20 working day – exemption on the implementation of building waste
fees bought into effect 10 October 2012 Resolution No. GM.319.12.This is to
allow Roma Skips sufficient time to notify their clients of the introduction of
the fee change. The new fees would come into effect for Roma Skips on 14
November 2012.
The following is breakdown into the events in relation to Mr
Fawckner’s request:
· Major Robert Loughnan received a call
from Mr Fawckner (Roma Skips) Monday 15 October querying the recent fee changes
for building waste. Mayor Loughnan counselled Roma Skips on the course of
action they should undertake and referred the matter to the Chief Executive
Officer - Julie Reitano for action.
· Roma Skips was contacted by MRC Tuesday
16 October 2012 (after MRC Action Sheet SF12/6 D12/32426 came through) to
discuss what exactly their concerns are, and to notify them of the recent
amendment to builders waste fees.
· Roma Skip’s dispute is not with the
actual changes in the fee increase, as they understand why MRC requires to
become more cost neutral for tip operations. Their displeasure is in the lack
of notification prior to the fees and charges going out. Mr Fawckner stated he
requires time to notify his clients to correctly transition and pass on the new
fees. Due to the nature of the new fee system he feels he can not currently
absorb the new fee increase until Roma Skip’s next billing cycle.
· Roma Skips had been under the recent
system where disposal would cost them $ 25 for each load. The new fee for $25
per cubic metre would equate to their average load (6m3) costing about $125.
The old fee structure is evidently not cost effective for council operations.
· Roma Skips had owed council fees for 10
loads under the old system which they withheld until they could seek action
from Council. Roma Skips has paid all out standing fees owed in regards to this
matter.
· Mr Fawckner requests that Roma Skips
would like to receive 20 working days reprieve (Until 14 November), from using
the new fee structure to enable notification and invoice adjustment. Roma
Skip’s wishes to continue to pay in advance/or required the sum of $25 per load
until the 14 November to enable this transition to occur.
· Roma Skips has purchased in advance, 20
loads of building waste disposal credit using the old fee structure (20
cubic meters in the new structure) to show his intent and in faith of Council
allowing this proposal to proceed.
· Roma Skips has submitted a letter to
council regarding this matter on 16 October 2012 – Trim Ref. D12/34633.
Consultation
(internal/external):
Julie Reitano – Chief Executive Officer
Barry Omundson – Director Infrastructure
Risk Assessment (Legal,
Financial, Political etc.):
Financial – Council will not obtain the potential extra
revenue of $2500 from Roma Skips for this period.
Political – If waiver not granted further complaints will be
undertaken.
Policy Implications:
Nil
Financial Resource
Implications:
<provide detail and dollar value>
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.5.9(e) To undertake a review of all waste management processes and services
with a view to identify improvements and efficiencies in the existing service
provision and possible service expansion opportunities.
Supporting Documentation:
|
1View
|
Complaint from Roma Skips - Council Fees & Charges
|
D12/34837
|
|
2View
|
Action Sheet - General Meeting - 10 October 2012 - L.2 -
Fees and Charges Error Amendment - Waste Charges
|
D12/33986
|
Report authorised by:
Barry Omundson, Director - Infrastructure
|
Attachment 1
|
Complaint from Roma Skips - Council Fees & Charges
|
|
Attachment
2
|
Action Sheet - General Meeting - 10 October 2012 -
L.2 - Fees and Charges Error Amendment - Waste Charges
|
|
For Action
|
|
General
|
10/10/2012
|
|
TO: Manager of Utilities & Waste (Troy Pettiford)
|
|
|
Subject:
|
Fees and Charges Error
Amendment - Waste Charges
|
|
Target
Date:
|
22/10/2012
|
|
Notes:
|
|
|
File
Reference
|
SF12/6
D12/32426
|
Resolution
No. GM.319.12
Moved
Cr Wason Seconded Cr
Newman
That Council approve the
following changes to the building waste section of the Register of Regulatory
Fees and Commercial Charges:
6x4 Trailer $14.00
per load
Light Trucks $25.00
per cubic metre
Heavy Trucks $25.00 per
cubic metre
Semi Trailer $25.00 per
cubic metre
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Maranoa
Regional Council
General Meeting - 26 October 2012
Officer
Report
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Meeting: General 26 October 2012
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Date: 17 October
2012
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Item Number: 13.6
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File
Number: D12/34197
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Subject
Heading: Local Disaster Management Plan and
Local Emergency Coordination Committee Terms of Reference
Classification: Open
Access
Name of Applicant:
Location:
Author & Officer’s Title: Sarah
Kettle, Acting Support Officer -Director of Infrastructure
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Executive Summary:
Under the Disaster Management Act 2003 Section 57, “a
local government must prepare a plan (a local disaster management plan) for
disaster management in the local government area.” Due to recent dual
record events in February of this year the Maranoa Region requires a new plan
and a Local Emergency Coordination Committee Terms of Reference.
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Officer’s
Recommendation:
Council to approve both the Disaster Management Plan and
Local Emergency Coordination Committee’s Terms of Reference.
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Body of Report:
In 2010 due to the significant
events of disaster throughout Queensland, major legislative changes were made
and as a result Councils needed to implement Disaster Management Plans (DMP)
for their region.
Since that time, the Maranoa has
experienced multiple record events and changes have been made to the DMP to
ensure it covers the scope of all disasters that could occur across the region.
In recent times it has also become
apparent that the Local Emergency Coordination Committee’s (LECC) structure,
namely the nominated Chairperson, needs to be reconsidered.
The attached DMP and LECC Terms of
Reference have been amended to reflect these changes and were endorsed by the
Local Disaster Management Group earlier this month. To support these plans
there are sub-plans (including the Evacuation and Welfare Sub-plan) that are
still undergoing revision and will be presented to Council once revision is
complete.
Consultation
(internal/external):
Maranoa Regional Council employees and LDMG members
Risk Assessment (Legal,
Financial, Political etc.):
Nil
Policy Implications:
Nil
Financial Resource
Implications:
Nil
Link
to Corporate Plan:
Corporate Plan 2009-2013 —
8.5.12(b) To ensure preparedness to respond to major incidents and disasters
and engage with Local Disaster Management Group in planning activities aimed at
minimising the impact of such events on the community.
Supporting Documentation:
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1View
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Local Disaster Management Plan - 2012 Edition
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D12/34181
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2View
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Local Emergency Coordination Committee - Terms of
Reference - 2012 Edition
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D12/34183
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Report authorised by:
Barry Omundson, Director - Infrastructure
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
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Local
Disaster Management Plan
Prepared by the Maranoa Regional Council
Local Disaster Management Group
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
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Preliminaries
Foreword
from Chair of LDMG
The
Maranoa Regional Disaster Management Plan has been prepared in accordance with
the guiding principals of the Act (Section 4(a)(b)), to ensure
there is a consistent approach to disaster management in the local area. The
Plan will be an important tool for managing potential disasters and is a
demonstrated commitment towards safety within the community.
The
Plan identifies potential hazards and risks in the area; identifies steps to
mitigate these risks and includes strategies to enact should a hazard impact
and cause a disaster.
Depending
on the scale of a disaster, the Local Disaster Management Group will ensure
there is adequate coordination for the local area to reduce adverse impacts.
The Plan also documents efforts to mitigate against identified hazards, which
in turn enables funding to be provided for risk reduction actions. The
ultimate benefit is to reduce the impact on the community following an event.
The
Local Disaster Management Group provides support to, and receives direction
from, both the District Disaster Management Group and the State Disaster
Management Group for events impacting on a larger scale. When State resources
are inadequate or inappropriate, further support can be gained from the
Australian Government through the Attorney Generals Department.
I
feel confident that this Local Disaster Management Plan provides an excellent
disaster response and mitigation framework. The local community can feel
secure in the fact that local emergency service agencies are not only dedicated
but capable in their respective fields.
_____________________________________
Signature
Name:
Robert Loughnan
Chairman,
Maranoa
Regional Local Disaster Management Group
Date:
____/____/______
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
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Table of Contents
Section
1 – Introduction. 1
1.1 Purpose of Plan. 1
1.2 Key Objectives. 1
1.3 Local
Government Policy for Disaster Management. 2
1.4 Integration
with Council’s Corporate, Strategic and Operational Planning Process. 3
1.5 Maranoa Local
Disaster Management Group. 3
1.6 Membership of
Maranoa Local Disaster Management Group. 4
1.7 Activation of
Disaster Situation. 9
1.8 Roles and
Responsibilities. 9
Section
2 – Disaster Risk Management. 15
2.1 Community
Context. 15
2.2 Hazards. 21
2.3 Risk Management
Record. 23
Section
3 – Prevention. 27
3.1 Building Codes
and Building-Use Regulations. 27
3.2 Legislation. 27
3.3 Public
Education. 28
3.4 Land-Use
Management Initiatives. 28
Section
4 – Preparedness. 30
4.1 Event
Coordination. 30
4.2 Warning Systems
and Public Education. 30
Section
5 – Response. 33
5.1 Activation. 33
5.2 Accessing
Support. 34
5.3 Warning and
Public Information. 34
5.4 Functional
Plans. 35
5.5 Initial Impact
Assessment. 35
Section
6 – Recovery. 36
6.1 Community
Recovery. 37
6.2 Built
Environment Recovery. 37
6.3 Economic
Recovery. 38
Appendix
A – Distribution List. 39
Appendix
B – Definitions. 40
Appendix
C – Disaster Management Acronyms & Abbreviations. 44
Appendix
D – Member Contact List. 45
Appendix
F – Resources List. 46
Appendix
G – Annual Disaster Management Status Report (Guideline). 48
Appendix
H – Bungil Creek Flood Trigger Points. 51
Appendix
I – Risk Maps. 52
Appendix
J – 2012/13 Disaster Management Training Requirements Register. 54
Appendix
K – Business Contact List. 55
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
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Authority
to Plan
This
plan has been prepared in accordance with the Disaster Management Act 2003
Section 57(1) by Maranoa Regional Council Local Disaster Management Group
to provide for an efficient response and recovery to the associated risks
arising from potential hazards incorporating the towns of Amby, Injune,
Jackson, Mitchell, Muckadilla, Mungallala, Roma, Surat, Wallumbilla and Yuleba.
Approval
of Plan
In
accordance with Section 80(1)(b) of the Disaster Management Act 2003,
final approval has been given to this plan through resolution at the general
meeting of Maranoa Regional Council on ......
Approval
of the plan has also been given by the District Disaster Coordinator of the
Roma District Disaster Management Group on ...........
Initial
approval of the plan was given by the Maranoa Regional Local Disaster
Management Group on 22 June 2009; however this review has been completed due to
the significant change on how Queensland as a State implements disaster management.
Powers
under the Plan
In
accordance with Section 30(1)(f) of the Disaster Management Act 2003,
the Local Group is responsible to manage disaster operations in the area under
policies and procedures decided by the State Group.
In
the event of a disaster, decision-making authority for its management in the
local area vests with the Chairperson of the Maranoa Regional Local Disaster
Management Group, and or the delegated Deputy Chairperson. Such authority
involves the management and coordination of the business of the Local Disaster
Management Group, ensures that this group performs its functions, and reports
regularly to the District Disaster Management Group.
Whilst
there are no specific powers granted to the Chairman under the Disaster
Management Act 2003, it is the responsibility of this position and Maranoa
Regional Council to prepare for, and make available its resources in the event
of a disaster.
Signature:
____________________ Signature:
___________________
Name:
_______________________ Name:_______________________
Mayor
Local
Disaster Coordinator
Maranoa
Regional Council Maranoa
Regional Council
Date
_____/_____/______ Date
_____/_____/______
Review
and Renew Plan
The
Local Disaster Management Group will conduct an annual review including any
amendments of the Maranoa Regional Disaster Management Plan as required by Section
59 of the Disaster Management Act 2003.
Amendment
Register and Version Control
Proposals
to amend this plan should be forwarded in writing or e-mail to:
The
Secretariat of the MRC LDMG
Maranoa
Regional Council
cnr Bungil and Quintin Streets
ROMA
QLD 4455
Email:
council@maranoa.qld.gov.au
Alternatively
mailed to
PO Box 42
MITCHELL
QLD 4465
Phone
No 1300 007 662
Fax No (07) 4622 3084
Amendments
of the plan must be authorised by the Maranoa Regional Local Disaster
Management Group and adopted by the Maranoa Regional Council under the
provision of the Disaster Management Act 2003 before they may be implemented.
Once adopted by Council, amendments should be registered in the table below
including the Council resolution number and new version number.
Current edition No 4. – Version Draft – June 2012
When
the plan is amended each version of the plan is to be clearly identified with a
version number and date in the footer on every page. The following table is to
be maintained to identify versions and must be updated whenever a new version
of the plan is released. For minor and/or administrative amendments the number
after the decimal point only should change. For amendments incorporating
significant change or re-write the primary version number should change.
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VERSION
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REVISION
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PREPARED
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PAGES
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APPROVED
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COMMENT
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ISSUED
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15 July 2009
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Whole Document
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Changes to reflect 2005
DM Plan Guideline
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xx.10.08
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2
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April 2011
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Whole Document
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Annual Review
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April 2011
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3
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13 September 2011
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Whole Document
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LDM Interim Guidelines
Qld Floods Commission of
Inquiry
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4
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Whole Document
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Distribution
List
Controlled
copies of the Plan are to be held with the Local Disaster Coordinator and State
Emergency Service. Other copies distributed to the Maranoa Regional Local
Disaster Management Group and are updated on a periodic basis.
Refer
to Appendix A for the distribution list
Copies
of the Plan are distributed to each individual or an authorised representative
of each group nominated in the Plan Distribution Register.
Definitions
& Abbreviations
A
list of definitions for terminology used in the plan is attached at Appendix B
A
list of definitions for abbreviations used in the plan is attached at Appendix
C
Section
1
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
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Section 1 – Introduction
1.1 Purpose of Plan
The
purpose of the Maranoa Regional Disaster Management Plan is to detail the
arrangements for the coordination and management of resources, to ensure and
maintain safe communities within the region prior to, during, and after a
disaster. This will be achieved by constantly reviewing and updating disaster
management arrangements and investigating new initiatives to meet the changing
needs of the region.
To
achieve safer and more sustainable community, an effective disaster management
plan:
· has an all-hazards
and all Agency approach;
· is comprehensive
and documented;
· is focused on
strategic outcomes; and
· is annually reviewed
and validated.
The
Local Disaster Management Plan must be consistent with Disaster Management
guidelines (s58 of the Act). In Queensland the key principles of disaster
management are:
· the risk
management approach to managing disasters;
· effective
planning;
· an effective
disaster management plan;
· a scalable,
flexible structure;
· local disaster
management capability;
· command, control
and coordination of support;
· information
management and communication;
· timely activation
and pre-emptive operations; and
· use of appropriate
legislation
1.2 Key Objectives
As
stated in Section 57 of the Act, the all-encompassing objective of
applying a disaster management framework is to ensure the safety of the region.
The Local Disaster Management Group must prepare a plan (a local disaster
management plan) for disaster management in the local government’s area.
The
plan must include provision for the following:
a) the State group’s strategic policy
framework for disaster management for the State, and the Local Government’s
policies for disaster management;
b) the
roles and responsibilities of entities involved in disaster operations and
disaster management in the area;
c) the
coordination of disaster operations and activities relating to disaster management
performed by the entities mentioned above;
d) events
that are likely to happen in the area;
e) strategies
and priorities for disaster management for the area;
f) the
matters stated in the disaster management guidelines as matters to be included
in the plan;
g) other
matters about disaster management in the area the local government considers
appropriate;
Individual
objectives to support the aforementioned are:
· Prevention
o Increase adherence
to, and introduction of, systems and regulations that reduce disaster risks
o Investigate and
implement (where appropriate) strategies/initiatives to eliminate or reduce the
impact of the effects of hazards on the community through the use of the
Emergency Risk Management Process.
· Preparedness
o Increase community
safety through public awareness, information and education.
o Encourage an all
agencies, all hazards ethos through the workings of the Local Disaster
Management Group.
o Identify resources
to maximize response.
o Develop contingency
plans to address response and recovery issues.
o Establish and
maintain working relationships with other agencies to increase disaster
management capability.
· Response
o Efficiently and
effectively coordinate the response to an event in conjunction with other
emergency response agencies (commitment to an all-agencies approach).
o Minimize the impact
on the community of a disaster event.
· Recovery
o Adequately provide
immediate welfare post event.
o Ensure the recovery
priorities of the community are met in collaboration with other member agencies
of the Roma Regional Disaster Welfare Group.
It
is also necessary to ensure that the resources used to prevent, prepare for,
respond to and recover from disasters are used efficiently to achieve the most
effective outcomes for the local community and it’s resilience to the recovery
process.
1.3 Local Government Policy for Disaster Management
The
Maranoa Regional Council is committed to working within the realms of the State
Disaster Management Group’s strategic policy framework (s57(2)(a)), the
State Disaster Management Plan, and any disaster management plans in accordance
with (4A(b)), which focuses on a comprehensive, all hazards approach by
all levels of government working in partnership to reduce the effects of
disasters.
The
Disaster Management Plan is a vital component of the Maranoa Regional Council’s
commitment to work with and assist the community and is included in the
Council’s Community plan 2011 to 2021.
State
Government strategic documents or other infrastructure entities that relate to
this Plan include:
1. Ergon
Energy – Emergency Management Plan; South West Region 2004
2. South
West Regional Plan – Department of Infrastructure and Planning 2008
3. State
Disaster Management Plan – Queensland EMQ December 2010
4. District
Disaster Management Plan - 2010
5. South
West Health Service Health District - Maranoa sector Pandemic influenza plan
May 2009.
6. Draft
Maranoa Regional Council Planning Scheme – encompassing – Booringa, Warroo,
Bendemere, Bungil and Maranoa Town Planning Schemes.
1.4Integration with Council’s Corporate, Strategic and
Operational Planning Process
As
part of the Maranoa Regional Council’s Corporate/Operational Plan 2011-2012, the following reference is made to disaster
management:
“Emergency
Services – Strategy 8.5.12(a):
To
administer funds and provide support to the State Emergency Service so as to
enable them to adequately respond to any emergency situation that may arise.
To
ensure preparedness to respond to major incidents and disasters and engage with
Local Disaster Management Group in planning activities aimed at minimising the
impact of such events on the community.”
As
part of Council’s ongoing budgeting and resource allocation, sufficient
provision is made annually and within long-term cash flow requirements to
ensure its disaster response capability is acceptable according to the level of
service required.
Policies
and related Council documents to this Plan:
1) Community Plan
(2010-2030)
2) Corporate Plan
(2009-2013);
3) Information
Technology Strategic Plan (year);
4) Information/Business
Continuity Plan (Year);
5) Public / community
safety
6) Operational plans
(2011-12)
7) Economic development
8) Building Code
9) Strategic Policy Framework for DM
10) Purchasing Policy
Propose Future Development
and Infrastructure
Council
will review this plan in the event of major development and infrastructure that
is not currently located within its GIS mapping system. This review will be
incorporated into the annual review.
1.5 Maranoa Local Disaster Management Group
Maranoa
Regional Council has established a Local Disaster Management Group (LDMG) in
accordance with Section 30 of the Act, to ensure any disaster event
is managed in a systematic process that maintains the wellbeing of its
community in collaboration and consultation with key stakeholders. The group
has developed this Plan that will provide strategic direction and preparedness
according to the State’s disaster management policy framework (s57).
Functions of the LDMG
A
local group has the following functions for its area:
(a) To
ensure that disaster management and disaster operations in the area are
consistent with the State group’s strategic policy framework for disaster
management for the State.
(b) To
develop effective disaster management practises, and regularly review and
assess the disaster management plan.
(c) To
help the local government for its area to prepare a local disaster management
plan.
(d) To
identify concerns, and provide advice to the relevant district group about
support services required by the local group to facilitate disaster management
and disaster operations in the area.
(e) To
ensure the community is aware of ways of mitigating the adverse effects of an
event, and preparing for, responding to and recovering from a disaster.
(f) To
manage disaster operations in the area under policies and procedures decided by
the State group.
(g) To
provide reports and make recommendations to the relevant district group about
matters relating to disaster operations.
(h) To
identify, and coordinate the use of, resources that may be used for disaster
operations in the area.
(i) To
establish and review communications systems in the group, and with the relevant
district group and other local groups in the disaster district, for use when a
disaster happens.
(j) To
ensure information about a disaster in the area is promptly given to the
relevant district group.
(k) To
perform other functions given to the group under this Act.
(l) To
perform a function incidental to a function mentioned in paragraphs (a) to (k).
Any
other agency or organisation may be requested to assist the Maranoa Regional
Local Disaster Management Group in relation to impact from a specific hazard.
The
Local Disaster Management Group is responsible for the preparation and revision
of all Disaster Management Plans which incorporates disaster management
arrangements. Such plans include a Primary Plan with integrated Sub Plans that
will assist the Local Disaster Coordinator and Management team during disaster
operations.
1.6 Membership of Maranoa Local Disaster Management Group
In
accordance with Section 33 and 37 of the Disaster Management Act 2003, a
list of the current members of the Maranoa Local Disaster Management Group
(LDMG) can be found in Annexure D and is subject to be amended from time to
time upon motion of the LDMG as required. The membership and contact details
of the LDMG are to be updated at least once every 6 months and provided to the
Disaster District Coordinator.
Membership
of the LDMG shall mean and include the person acting in the capacity of any of
the members, or the delegate of the member as the case may be.
The
LDMG may co-opt additional members or the assistance of individuals or
organisations as circumstances may require. Such personnel and or
organisations will be at the discretion of the group.
CHAIRPERSON Mayor
Maranoa Regional Council
DEPUTY/ASSISTANT
DEPUTY CHAIRPERSON Nominated elected Councillors (MRC)
LOCAL
DISASTER COORDINATOR Director of
Infrastructure
DEPUTY
LOCAL DISASTER COORDINATOR Director Planning and
Environment
Chief
Executive Officer
Member
– Core Group
· Area Director or
Delegate – Emergency Management Queensland
· Queensland Police
Service (OIC Police)
· Department of
Transport and Main Roads (Roma)
· Queensland Fire and
Rescue Service (Urban & Rural)
· Chairperson Maranoa
Disaster Welfare group
· SES Local
Controller (Roma/Mitchell/Wallumbilla/Surat)
· Energy Sector Representative
Member
– Support
· Queensland
Ambulance Service (Officer In Charge)
· Department of
Primary Industries and Fisheries Biosecurity Queensland (DEEDI) (Stock
Inspector) (Environmental Officer)
· Ergon Energy (Team
Leader)
· Qld Health
· Qld Rail
· Telstra (Roma)
· SES Representatives
(Mitchell, Wallumbilla, Surat, Begonia)
· Operation Overseers
(LG) (Mitchell, Yuleba, Surat, Injune)
· Qld Education
(Roma)
· AgForce
· Qld Redcross –
Roma, Mitchell
Committees
The
LDMG constitutes the development of support committees within the outer lying
communities within boundaries of the Maranoa Regional Council area
(Wallumbilla/Yuleba, Surat, Injune, Mitchell). Such groups will be established
upon approval of the LDMG Chairperson and the Local Disaster Coordinator, in
consultation with the Local Disaster Management Group. This group will work in
collaboration with, and direction provided by, the LDMG Chairperson and the
LDC. A list of personnel are identified in Appendix D.
The
Maranoa Regional LDMG may constitute sub-committees from the membership to
address specific issues and or tasks. Such sub-committees are to submit
reports on their progress to the Local Disaster Coordinator as dictated by the
LDMG when the sub-committee is established.
Notice about membership of
Local Group
The
Chairperson is to provide the Chief Executive Officer and the Chairperson for
the Roma DDMG an updated membership list with contact details in accordance
with Section 37 of the Disaster Management Act 2003 at least once a year,
preferably every six months. Such updates must identify the nominated Local
Disaster Coordinator in accordance with Section 24(6) of the Disaster
Management Act 2003.
This
written notice will be forwarded at the completion of the first Maranoa
Regional LDMG meeting each year.
The
following roles and responsibilities were approved by the LDMG at the general
meeting of the group on 20 December 2011.
LDMG Executive
The
LDMG Executive comprises the Chairperson, Deputy Chairperson and the Local
Disaster Coordinator with each position having specific legislated functions
under the Act.
Chairperson
The
Chairperson (must be a Councillor of Maranoa Regional Council – Section 34
of the Act) is responsible for the overall management of the Local Disaster
Management Group, monitoring the development of the Local Government Disaster
Management Plans and supporting plans, liaising with National and State
Agencies during operations and media where appropriate. The Chairperson or
delegate is also the LDMG representative on the DDMG group. The roles of the
Chairperson are:
· To manage and
coordinate the business and functions of the LDMG.
· To ensure as far as
practicable that the LDMG performs it’s functions.
· To report regularly
to the relevant DDMG and the Chief Executive of the Department about the
performance by the LDMG of its functions.
Deputy/ Assistant Deputy
Chairperson
The
Deputy and Assistant Deputy are to provide assistance to the Chairperson and
stand in where and when appropriate. (Section 34 and Section 41 of the Act)
Local Disaster Coordinator
The
Director of Infrastructure has been appointed as the Local Disaster Coordinator
in accordance with Section 35 of the Act, and is responsible for
the coordination of disaster operations for the Local Disaster Management
Group. This person regularly reports to the LDMG about the disaster
operations, attends all Local Disaster Management meetings and implements and
or directs strategic decisions of the LDMG relating to disaster operations.
The
Local Disaster Coordinator has the following functions:
a) To coordinate disaster operations for
the local group;
b) To
report regularly to the local group about disaster operations;
c) To
ensure, as far as practicable, that any strategic decisions of the local group
about disaster operations are implemented.
Deputy Local Disaster
Coordinator
The
Deputy Local Disaster Coordinator is to assist the Local Disaster Coordinator
role or to undertake the role in full capacity where and when necessary.
EMQ Member
Provides
advice and direction in operational and response matters in times of events and
or planning and supports operations through provision of extra SES resources.
This person will also assist with training of members as appropriate and with
assistance of the LDC.
Members – Operational Support
Members
of the LDMG are made up of the functional areas of LG, local representatives of
Qld Police and Emergency Services together with local industry and community
representatives as endorsed by the Chairperson and the Local Disaster Coordinator.
Members are required to undertake a LDMG Member Induction as soon as possible
following appointment. This training will be conducted by the LDC and the EMQ
member of the LDMG
Members
should ensure they:
· Attend LDMG
activities with a full knowledge of their agency resources and services and the
expectations of their agency
· Are available and
appropriately briefed to actively participate in LDMG activities to ensure that
plans, projects and operations use the full potential of their agency or
function, while recognising any limitations
· Are appropriately
positioned within their agency to be able to commit agency resources to LDMG
normal business activities; and
· Have a deputy who
is appropriately trained to take on their responsibilities should they be
unavailable and/or to provide additional support during extended operations.
Liaison
officers of all associated Agencies MUST HAVE the authority to commit
respective resources in a timely manner. A standby representative of each
Agency should be identified and briefed of requirements of their roles and
responsibilities.
Secretariat
The
Local Disaster Management group may wish to appoint a Secretariat to administer
the governance of the group.
The
Secretariat is not a legislated position, however is appointed by the LDMG to
undertake administrative functions on behalf of the group and reports to the
group in this support function.
· Manage legislative
requirements relating to administration and meetings
· Manage the LDMG
meeting cycle and associated responsibilities including monitoring action items
and resolutions
· Maintains member
contact details in accordance with information privacy principles
· Manage information,
record keeping, decision making and administrative requirements and or
· Monitor member
induction and training records
· Local Disaster
Coordination Centre Leader; Support Officer to Director of Infrastructure leads
the DCC team during disaster events and is accountable to the LDC
Meetings
In
accordance with Section 39(1)(4)(5), disaster management group meetings
must be held at least once every 6 months at the times and places decided by
the chairperson of the group. In addition, the chairperson of a local group
must call a meeting if asked, in writing, to do so by-
a) The
chairperson for the disaster district in which the local group is situated; or
b) At
least one-half of the members of the local group
Members
may take part in meetings by using any technology that reasonably allows
members to hear and take part in discussions as they occur. If a member
continually does not attend LDMG meetings the Executive team may request a
meeting to discuss the ongoing non attendance by the members.
Details
of actions taken and issues discussed by Maranoa Regional Local Disaster
Management Group will be communicated and made available to the Disaster
District Management Group (includes Disaster District Co-ordinator) and the
Maranoa Regional Council as follows:
· LDMG meeting
minutes
· LDMG meeting
schedules
· LDMG meeting
agendas
· Progress Reports on
Emergency Risk Management/Mitigation initiatives/strategies e.g. disaster
management studies
· LDMG members are to
provide a Bi-annual / annual status report (appendix E) to the chair of the
LDMG so that the LDMG can produce a report to the District Disaster Management
Group (DDMG).
Meeting Quorum
The
quorum for a meeting of Maranoa Regional LDM group is the number equal to:
a) One-half of its members for the time being
holding office plus 1; or
b) If
one-half of its members for the time being holding office is not a whole
number, the next highest whole number
Financial Management
The
LDMG and all disaster operations will be financially managed in accordance with
the Local Government Act and Subordinate Legislation and Maranoa Regional
Council financial management policy and procedures.
All
LDMG members are to be independently accountable financially in terms of
departmental/organisational commitments during an event.
Administration
Administrative
process to manage staff rosters, fatigue management, shift hand overs, catering
and staff welfare will be managed by the Local Disaster Coordinator or delegate
at the activation of the LDCC and more detailed information on these process
can be referenced in the LDCC SOP.
Management
of all information and documentation associated with administration of the LDCC
and the LDMG will be in accordance with the appropriate legislation - Information
Privacy Act 2009.
Annual Report
The
Maranoa Regional LDMG must provide a written report to the Roma District
Disaster Coordinator by the end of July each annum about disaster management
within the local area. A form can be found in Appendix F.
This
report must include the following:
a) Information about activities
undertaken during the financial year to maintain or enhance the local disaster
management
b) Details
of disaster operations performed during the financial year
c) Information
about priorities for disaster management
d) Other
matters about disaster management the DDC considers appropriate
At
the conclusion of any operations, each member of the LDMG representing an
emergency service shall attend a debriefing along with the submission of a
report to the Local Disaster Coordinator. A consolidated report will be
compiled and forwarded to the Disaster District Management Group as soon as
practicable.
District Disaster
Coordinator’s Authority
The
Roma District Disaster Coordinator may give the Maranoa Regional LDMG a written
direction about the performance of the group’s functions to ensure the group
action its roles and responsibilities appropriately.
Prior
to the giving of written direction, the coordinator must consult with the
chairperson of the LDMG. The group must comply with any direction given.
Revision and Exercise of
Plans
This
plan will be reviewed every 12 months and revised as required. Its arrangement
and the LDCC will be tested annually by exercise. This will be the
responsibility of the Local Disaster Coordinator and the Local Disaster
Management Group. The common due date for review and submission of revised
Disaster Management Plan to the Disaster District Co-ordinator is 30 July, each
year.
Disaster District Plan
If
any disaster event escalates beyond the capability of the Maranoa Regional
Local Disaster Management Group and its resource base, the Disaster District
Plan will be implemented in support of the local organisation.
1.7 Activation of Disaster Situation
A
District Disaster Coordinator (DDC) for a disaster district may, after
consultation with the local government of the area, the district disaster
group, and with the approval of the Minister, declare a disaster situation for
the district, or a part of it, if satisfied:
a) a
disaster has happened, is happening or is likely to happen, in the disaster
district; and
b) it
is necessary, or reasonably likely to be necessary, for the district disaster
coordinator or a declared disaster officer to exercise declared disaster powers
to prevent or minimise any of the following:
i. loss
of human life;
ii. illness
or injury to humans;
iii. property
loss or damage;
iv. damage
to the environment
The
disaster situation comes into force immediately it is approved by the Minister
and signed by the DDC, and remains in force for fourteen days unless the
Minister ends the disaster situation or the period is extended by regulation.
1.8 Roles and Responsibilities
The
Maranoa Regional Council has a legislated responsibility to establish a Local
Disaster Management Group in accordance with Section 29 of Disaster
Management Act 2003.
The
table below provides details regarding agencies involved in a disaster
situation and their key roles and responsibilities. Contact details for these
Agencies are located in Annexure D of this plan
Organisational
Responsibilities
|
Organisation
|
Responsibilities
|
|
Maranoa Regional Council
|
· Reporting
structure – reports to District Disaster Management Group;
· Media
liaison in collaboration with EMQ to alert public of emergent/disaster event
· Protection,
maintenance and restoration of water and sewerage services;
· Clearance
of debris;
· Maintenance
of drainage systems
· Communications
co-ordination as required
· Assessment
and safety of damaged buildings
· Preservation
of public health and hygiene
· Signposting,
barricading and road maintenance
· Provision
of manpower and equipment as necessary
· Transport
as required
· Assessment
and control of chemical pollution of water courses or water supply
· Supply
and erection of barricades
· Restrict
movement of unauthorised vehicles until arrival of police
· Supply
vehicles as necessary
· Protection,
restoration and maintenance of utility services
· Assistance
by health staff with animal control
· Assistance
in vaccination programs
· Provision
of animal records
· Communication
co-ordinator between all organisations
· Set
up & staff Local Disaster Coordination Centre
· Ensure
all personnel and LDMG agencies are prepared for operations
· Mayor/LDMG
during “Warning Phase” encourage communities to carry out personal preparations
in relation to the onset of the hazard (eg stock up on food, medicines, fuel,
secure property, make arrangement for pets should evacuation be required etc)
|
|
Queensland Police
Service
|
· Issue
of Public Information
· Control
of essential traffic routes and traffic control in liaison with DTMR and
Local Government
· Coordination
of Evacuation and rescue of persons if required
· Registering
of evacuated persons under the National Registration Inquiry System
· Security
of specific areas for public safety or investigation purposes
· Control
of accident site and surrounds
· Coordination
of rescue operations for trapped or injured persons
· Crowd
control
· Assistance
in rescue of trapped/stranded persons
· Augmenting
emergency communications
· Stock
movement control
· Road
blocks and diversions
· Tracing
of persons
· Assistance
on request with stock and infected material tracing
· Investigation
of offences
· Assistance
with emergency communications
· Security
of evacuated premises and temporary shelters
· Co-ordination
and control of identification and mortuary facilities if required
· Notify
Hospital (Temporary Morgue)
|
|
State Emergency Service
|
· Assist
with the coordination of resupply operations
· Set
up and staff SES Operations facility
· Ensure
all SES equipment and personnel are prepared for operations
· Operate
flood boat for:
o search
and rescue,
o evacuations,
o transportation
of emergency service personnel and equipment,
o re-supply,
o transportation
of residents
· Conduct
chainsaw operations for:
o road
clearance,
o rescue,
o storm
damage relief
o support
rural fire operations
· assist
QPS with conduct of land search operations
· Operate
SES Operations Centre
· Assist
with set up and operation of Field Headquarters
· Assist
with evacuations
· Assist
Maranoa Regional Council staff with debris clearance
· Provide
traffic management/control
· Supply
equipment including generators and lighting
for emergency functions
· Provide
emergency advice and warnings (as approved by the Mayor/LDC/LDMG)
· Provide
communications equipment and services
· Assist
QAS – including the set up of triage facilities and driving QAS vehicles
· Provide
Air Observers
· Complete
temporary building repairs
· Provide
security/crowd control under Police direction
· Assist
in rescue operations
· Assist
council and police to set up roadblocks and warning signs
· Assist
QFRS both Urban and Rural
· Assist
QPS
|
|
Queensland Ambulance
Service
|
· Initial
triage of casualties
· Emergency
pre-hospital care
· Documentation
· Transport
of casualties including road and air transport
· Liaison
with other services
· Selection
of Triage and Treatment area
· Selection
of marshalling area for QAS units
· Co-ordination
of Volunteer First Aid Groups
|
|
Queensland Fire &
Rescue Service - Urban
|
· Provision
of specialised equipment and manpower if required
· Fire
control
· Advice
to public on safety matters relating to hazardous spill area threats
· Provide
removal equipment for trapped persons
· Assistance
in provision of cleanup facilities
· Control
of urban fires and the fire ground until secure
· Safety
of persons in relation to urban fire
· Prevention,
fighting and recovery operations
· Provide
extraction equipment if required
· Extraction
of trapped persons or deceased
· Conduct
body recoveries in urban areas
|
|
Queensland Fire and
Rescue Service – Rural
|
· Contact
local rural communities for resupply or coordination assistance in remote
rural areas
· Control
of rural fires
· Safety
of persons in relation to fire prevention, suppression, response and recovery
operations
· Assistance
in provision of communication to rural properties for all emergent activities
· Advice
and directions on public safety/evacuation from fire danger zones
· Provision
of specialist manpower and equipment
· Provision
of assistance to urban fire brigade
· Advice
on carcass burning, conditions and safety of carcass burning activities
|
|
Ergon Energy
|
· Control
of dangerous electrical situations
· Isolate
and restoration of main power and services when required
· Provide
information to LDMG upon request
|
|
Telstra
|
· Telephone
communication restorations and provision of communications facilities
· Provide
information to LDMG upon request
|
|
Queensland Health –
Roma/ Mitchell/
Wallumbilla/ Surat Hospitals
|
· Contact
residents special needs for evacuation and or resupply purposes
· Liaise
with LDMG when required
· Provision
of Site Medical Officer or site Medical Team if required
· On
site emergency treatment of casualties if required
· Casualty
Clearance Station
· Short-term
medical support
· Evacuation
of hospitals/aged care facilities when and where required
|
|
Environmental Protection
Agency Forestry Maranoa
|
· Fire
suppression and control within State Forest
· Management
of national parks and forestry associated activities
· Collaborate
with LG and LDMG in emergent situations – waste, carcasses, environmental
impact
|
|
Department Employment
Economic Development and Innovation
|
· Detection
and location of infection
· Slaughter
and disposal of animals
· Management
of all exotic animal/plant disease threats
· Support
and assist with animal welfare
|
|
Department of Main Roads
|
· Advise
on road infrastructure safety including detour routes, roads closed,
|
|
Chamber of Commerce
|
· Assistance
with communication to local business in relation to disaster management related
issues
|
|
Bureau of Meteorology
|
· Supply
of meteorological bureau information of flood and wind warnings
· National
weather and warnings information refer to http://www.bom.gov.au/weather/qld/
· Refer
QFCI recommendations
|
|
Media
|
· Media
management communication as approved by LDMG to local community in relation
to disaster management related issues
|
|
Energy Resources Sector
|
· Supply
materials and labour
|
Lead Agency Roles and
Responsibilities in Disaster situations
The
roles and responsibilities of each of the involved organisations are listed
below for each Disaster situation.
|
Hazards
|
Lead Agency
|
Support Agency
|
|
Storms
|
MRC/ SES
|
QPS
|
|
QFRS
|
|
Ergon Energy
|
|
Telstra
|
|
Qld Rail
|
|
BoM
|
|
QAS
|
|
Qld Health
|
|
Road Accidents
|
QPS
|
QFRS
|
|
QAS
|
|
SES
|
|
Qld Health
|
|
MRC
|
|
Fires (Rural & Urban)
|
QFRS
|
QPS
|
|
MRC
|
|
SES
|
|
QAS
|
|
Qld Health
|
|
Ergon
|
|
Telstra
|
|
NPWS/EPA/Frestry
|
|
Loss of Utilities
|
MRC/ Ergon/ Telstra
|
QPS
|
|
SES
|
|
Aircraft Accidents (Commercial and
Private)
Military (Aust. Defence Force)
|
QPS
QFRS
|
EPA – Chem Unit
|
|
SES
|
|
QAS
|
|
Qld Health
|
|
MRC
|
|
Santos/Origin/QGC/AGL
|
|
Hazardous Material Accident
|
QFRS
EPA – Chem Unit
|
QPS
|
|
EPA
|
|
MRC
|
|
QAS
|
|
Qld Health
|
|
SES
|
|
Flood
|
MRC
|
QPS
|
|
SES
|
|
BoM
|
|
QFRS
|
|
EMQ
|
|
Welfare
|
|
Rail Accident
|
Qld Rail
QPS
|
MRC
|
|
SES
|
|
QFRS
|
|
QAS
|
|
Qld Health
|
|
Earthquake
|
MRC
|
QFRS
|
|
QPS
|
|
SES
|
|
QAS
|
|
Qld Health
|
|
Ergon
|
|
Telstra
|
|
Welfare
|
|
Exotic Diseases
|
DEEDI – Bio Security QLD
|
MRC
|
|
QPS
|
|
SES
|
|
QAS
|
|
Qld Health
|
|
QFRS
|
|
Epidemics
|
Qld Health
|
MRC
|
|
QPS
|
|
QAS
|
|
QFRS
|
|
SES
|
|
Welfare
|
|
Oil & Gas Facilities and Pipeline
Accidents
|
DEEDI – Mines & Energy
|
Santos
|
|
Origin
|
|
Epic Energy
|
|
Qld Gas Company
|
|
Dept of Environment Resource Mgmt
|
|
QFRS
|
|
QPS
|
|
SES
|
|
QAS
|
|
Qld Health
|
|
MRC
|
|
Ergon
|
|
Careflight
|
|
Terrorism – Bomb/ Explosion
|
QPS
|
QFRS
|
|
MRC
|
|
SES
|
|
QAS
|
|
Qld Health
|
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Section 2 – Disaster Risk
Management
Disaster
risk assessment is the process used to determine risk management priorities by
identifying the risk, evaluating the risk and determining risk priorities
through communication, consultation, monitoring and review.
Disaster
risk assessment and management is undertaken based on the National Emergency
Risk Assessment Guidelines and the Australian/New Zealand Standard AS/NZS ISO
31000:2009 Risk management – Principles and guidelines, and the Risk Management
Code of Practice 2007.
Maranoa
Regional LDMG has determined its community vulnerability through the
identification and examination of known hazards. An analysis of such risks has
been completed to evaluate the likelihood and consequence of an event occurring
with documented treatment options included in the ‘risk management table’ along
with the appropriate agency responsible for management for the specific hazard.
The
LDMG has considered the following when undertaking risk identification
evaluation and prioritisation:
· Characteristics of
the regions environment;
· Hazards and
associated risks that have the potential to impact this region and
neighbouring local government areas;
· Probable
consequences of the risk and likelihood of it’s impact;
· Treatment options
and the capacity of the LDMG to implement actions.
2.1 Community Context
Maranoa
Regional Council encompasses the towns of Jackson, Yuleba, Wallumbilla, Surat,
Injune, Roma, Muckadilla, Amby, Mitchell, and Mungallala. The total population
of this Shire is approximately 13,000 persons; however this fluctuates
regularly due to the considerable transient population associated with the gas
resource industry. There are numerous gas camps nestled within the rural
agricultural area, which have a camp population of up to 500 persons. (July
2011)
Maranoa
Regional Council has mutual boundaries with Banana Shire Council on the north
east, Western Downs Regional Council on the east, Murweh Shire Council to the
west and Balonne Shire Council to the south.
Roma
is the business centre of the Shire thus housing the main administration and
depot of the local government. The smaller centres of Surat, Injune, Mitchell,
Yuleba and Wallumbilla have Council resources that are used in emergency
events, however the resources are limited.
Storm
weather can be experienced from August, with usual wet season commencing in
late November through to the end of March. Heatwave conditions may occur
during this time with extreme temperatures as high as 40oC being
experienced. Such conditions are usually followed by storm and or wet
conditions. Cyclones are not prevalent in the region, however as a cyclone
moves over the eastern coastline of Australia it may provide a rain depression
that has the potential to cause flooding within this region.
Bushfires
are prevalent during spring months – August to end of October/early November.
In the 1950’s the region experienced fire balls which is a bush fire that runs
in the tops of trees, causing considerable damage to the natural environment.
Should the area receive good rains in the summer it is not uncommon for the
region to have bushfires the following Spring/Summer. Land managers are
encouraged to implement mosaic burning of ‘high risk’ areas to reduce mass fuel
matter.
Geography Topography
The
Maranoa region is located in south west Queensland approximately 480 kilometres
west of Brisbane within the Surat Basin energy province. Covering an area of
58,830 km2 and home for approximately 13,000 people, the region is a
rich agricultural, natural cypress forest and natural resource (oil and gas)
industry district boasting the largest store cattle market facilities within
Australia.
The
region is reasonably flat, with dry sclerophyll forest and susceptible to wild
fires, flooding and drought. To the north of the Shire nestles the Carnarvon
Ranges which are utilised by Tourists for its spectacular sandstone cliffs and
lush gorges along Carnarvon Creek boasting the headwaters of the Maranoa River
that meanders through Mitchell. Numerous water ways and Creeks flow within the
region such as the Bungil Creek which the township of Roma nestles and the
Balonne River which services the township of Surat in the south of the region
following through to St.George in the Balonne Shire.
The
Carnarvon Development Highway and the Warrego Highway (identified as heavy
transport corridors) dissect the Region, with alternate major transport being
rail and airbus/freight. The community expect a high quality of life through a
healthy relaxed clean atmosphere, extensive amenities both business and
sporting, numerous education facilities and service industries.
Climate and Weather
Temp
Range: -6 to 40 C.
Max
Mean Temp: 33.2 C
Min
Mean Temp: 12.7 C.
Yearly
Rainfall: 596 mm (Average)
Profile:
Gently undulating landscape
Climate: Sub
humid to semi-arid warm temperature.
Rain: While
recent droughts (1995–2008) may have distorted average rainfall figures, the
average yearly rainfall data for the period 1975-1994 was 612 mm. Annual
rainfall figures in subsequent years had been higher: 1995 - 733.8mm, 1996 -
888mm and in 1997 - 999mm. The Maranoa region is subject to prolonged droughts
but has recently been affected by major flooding events. In 2010 the yearly
rainfall was 1135mm, nearly twice the yearly average.
Significant
flood events have occurred in March & December 2010, and February 2012
reaching record flood heights at the Joe Orr Bridge located on Bungil Street in
the Roma township of 8.1 meters in 2010 and 8.4 metres in 2012. The record
February 2012 flood event surpassed previous records by some 300mm. Surat township
becomes isolated by the Balonne River during flood events, however to date less
than four premises become inundated. The record February 2012 flood
event was also the highest recorded flood of Mitchell reaching a height
at the Mitchell bridge of 9.84m. Over 80% of the town was affected by the
flood. Amby is located on the Amby Creek where the flood waters inundate urban
house yards. Muckadilla, Injune, Wallumbilla, Yuleba and Jackson have been
relatively flood resistant, although become isolated during wet weather events.
Fire: Wildfires
can be experienced in the region; with records showing significant wildfires in
the 1950’s which it is understood to have had a fire front of up to 30
kilometres. Long time residents of this Region advised that there were fire
balls (fast moving fire in the tops of trees) that devastated thousand of
hectares of land (Carnarvon ranges to south of the western rail link). As
fires are identified as a major hazard in the area, this plan links to the
South Western Region Operation Management Wildfire Operation Plan when a fire
event occurs.
Cemeteries
Amby
–
Lot 215 on DUB 5393 Surat – Lot
121 on C 870
Injune
– Lot 137 on WT 197 Roma –
Lot 349 on C 844 & 331 on C 8110
Jackson
–
Lot 69 on C 8260 Wallumbilla –
Lot 178 on WAL 53366
Mitchell
–
Lot 118 on C 891 Yuleba – Lot
53 on WV 1715
Mungallala
–
Lot 88 on DL 215
Culturally Sensitive Sites
There
are a number of culturally sensitive sites in the region which are reflected in
the Maranoa Planning Scheme.
Population
According
to the most recent Census data (Census 2011) the Maranoa Region has a total
population of 13,076. This total is distributed across the region where Roma is
the largest township, with 6,906 residents. Mitchell has 1,311, while Injune
and Surat have 984 and 426 residents respectively. The remaining population is
spread across the other smaller townships and in the rural parts of the region.
Cultures/ Languages
Due
to the expansion of the resource industry and its global employment, this
region is expanding into a multicultural community with increased employment of
ethnic groups into local industry. There are multiple languages spoken within
the region including (but not limited to) – Cantonese, Afrikaans, Mandarin,
Hindi, Greek, Italian, Hungarian, Danish, Alyawarr.
Community Capacity
Amby –
restricted resources, minimal event requires assistance – Rural Fire Brigade
active
Roma –
resources extensive, has capacity to assist smaller communities upon request
from Council Supervisor’s.
Yuleba
-restricted resources, minimal event requires assistance
Dunkeld –
no resources other than private landholders. Rural fire brigade located within
the district have minimal resources
Wallumbilla –
Local SES group have resources, backed up with Council depot (minimal resources
in Wallumbilla urban area). Active SES-Rural/Urban fire brigade. Flood and
road accident recovery trained personnel.
Jackson –
no resources other than private residents
Mitchell –
resources extensive through Council, SES group active and Urban Fire Brigade
active.
Mungallala –
restricted resources, Rural Fire Brigade active – requires assistance
Injune –
restricted resources, Council depot (Six staff), SES group active, Fire Brigade
active (man power minimal), numerous gas camps located within 50km radius of
Injune township
Muckadilla –
no resources other than private residents, requires assistance from
Roma/Mitchell. Rural fire brigade semi active has minimal resources.
Hodgson –
Rural Fire Brigade members, limited resources provided by local community
members.
Surat –
resources extensive Council depot, SES group sub-active, Fire Brigade active
requires assistance.
Teelba –
limited resources, Rural Fire Brigade sub-active, needs assistance.
Bymount –
limited resources provided by local landholders, Rural Fire Brigade active
require assistance.
Eumamurrin –
limited resources provided by local landholders, Rural Fire Brigade active
require assistance.
Industry
Cypress
pine sawmills, oil and gas, beef cattle (saleyards), grain and cereal crops,
mutton, wool, fuel depots, agricultural support services and transport
industries.
Public Buildings & Spaces
|
Township
|
Buildings &
Spaces Available
|
|
Amby
|
Shire Hall
|
|
Begonia
|
State Junior School
Community Hall and amenities
Recreational Grounds
|
|
Bymount
|
State Junior School
Community Hall
|
|
Eumamurrin
|
Recreation grounds and amenities
Community Hall with amenities
|
|
Hodgson
|
Community Hall
|
|
Injune
|
Council administration office & depot
SES Shed
Shire Hall
Injune Rodeo Grounds
Injune Race Track
School
Recreational Fields
|
|
Mitchell
|
Council administration office & depot
Shire Hall
Showgrounds
SES Shed
Mitchell Race Track
Mitchell RSL & Combined Sports Club
Schools
|
|
Muckadilla
|
Shire Hall
School building, emenities & grounds
(closed 2009) includes Teacher house
|
|
Mungallala
|
Shire Hall
State School
|
|
Roma
|
Council administration building (Main
Office) & Council Depot (Cartwright St)
Community Hall
Recreational Fields
Tafe College
Drag Strip
Show grounds/ Race Track
Schools
SES Shed
|
|
Surat
|
Shire Hall
State Junior school
Recreational Fields
Surat Race Track
|
|
Yuleba
|
Council administration office & depot
Community Hal
Recreational Fields
School
|
|
Wallumbilla
|
CWA
Hall
Community Hall
Calico Cottage
Showground
SES shed
School
|
Critical Infrastructure and
Essential Services
Road Network
Highways:
The Warrego Highway runs east-west from Jackson in the east to Mungallala in
the West of Maranoa Shire Region, and continues through to Charleville. The
Carnarvon Development Highway runs north-south through Surat on the south of
the Shire to Injune in the north and continues through the Carnarvon Gorge
National Park to Rolleston.
Railways
Qld
rail service runs parallel with the Warrego Highway that traverses from east to
west through the region. The rail has twice week passenger service, once per
week livestock service, and a freight service that drops off at Roma with
connecting road transport delivery to the rest of the region.
Water Storage
The
urban townships within the region have water storage – towers within the
towns. These facilities fill by pumping from bores, however Surat utilises the
Balonne River water as its main source of water.
Fuel Deposit/ Storage
There
are major fuel storage sites on the western entrance to Roma, with smaller
storage (5000-10000 litres) located at service stations in the remaining towns.
Depots
Caltex
– Mitchell Road & Quintin Streets – Roma
BP
– Mitchell Road – Roma
IOR
– two self bunding fuel tanks 2km west of Roma on Warrego Highway
Service
Stations
Caltex
– Bowen Street Roma
Caltex
Self Serve – Billybobway Roma
Bridge
Service Station – Cambridge Street Mitchell
Caltex
Service Station – Burrows Street Surat
BP
– Kookas Bowen Street Roma
BP
Service Station – Carolyn Street Mitchell
Independent
– Warrego Highway Yuleba
Amby
Store – Warrego Highway Amby
Wallumbilla
Store – Chadford Street Wallumbilla
Sewerage Treatment
Roma,
Mitchell, Surat, Injune, Amby and Mungallala each have a reticulated sewerage
systems linked to a Sewage Treatment Plant. The remaining communities have
individual private septic systems per residence.
Airfields
The
airfields located in the Maranoa Region do not have traffic control and the
Roma site is the only site that accepts commercial aircraft on a daily basis.
The remaining airfields are used for private landings only.
· Roma Aerodrome
(Carnarvon Highway 2km north of township)– upgraded to land large aircraft
· Mitchell Aerodrome
(Bollon Road 3km west of township)– is used by the Royal Flying Doctor Service,
and small aircraft owners
· Injune Aerodrome
(Airport Drive on south west town boundary) – is used by Royal Flying Doctor
Service, Gas industry planes to ferry employees and mall aircraft owners
· Surat Aerodrome
(Alexander Street south east town boundary) – is used by Royal Flying Doctor
and small aircraft owners
There
are a number of privately owned airstrips that Council may obtain approval from
landowners to use in an emergency situation. (This list is not exhaustive)
· Fairfield – north
east of Injune – owned by Santos
· Eurella – privately
owned bitumen airstrip south west of Muckadilla 10km (Gambamora Industries –
4623 1630)
· Eversfield – south
of Mungallala 23km (Ken Newton - 4626 1862)
· Grassmere – south
west of Mitchell approx 130km (Robert/Leanne Moore – 46265 7321)
Helicopter
landing pads are located at the following: (designed for purpose)
· Roma – southern
side McDowall Street opposite Roma Hospital, Dean ‘O’ Dean O Day Oval Roma in
behind SES Shed
· Mitchell – 2-3
kilometres south of Mitchell on the St.George Road/State School oval
· Injune – State
School oval, airport, vehicle wash down pad
· Wallumbilla – State
School oval, Wallumbilla Showground
· Yuleba – State
School oval
· Surat – Surat
airport, State School oval
Public Hospitals
Throughout
the region there are five public hospitals in total. Roma has the largest
hospital in the region and is the preference for any emergency event related
injury as there is more convenient access to an airstrip if patient transport
is necessary. The other hospitals in the region are located in Wallumbilla,
Mitchell, Surat and Injune.
Hazardous Sites
Gas
lines – there are multiple lines through out Maranoa Region, exact locations
can be acquired from the Asset Owner.
Gas
installation facility – Wallumbilla, north and south Wallumbilla (Surat Road),
Silver Springs and Kincora (south of Roma), Yellow Bank (north/east Injune),
Spring Gully (north/east Maranoa), Fairview (north Injune),
Power
station and sub stations – Roma, Mitchell,
Abattoir
– ammonia leak – Ladbrooks, Lawson’s and Surat Butchery
Service
Stations – Roma, Injune, Mitchell, Surat, Yuleba, Wallumbilla (General Store),
Muckadilla, Amby (General Store), IOR (west Roma), Caltex (east of Roma near
Saleyards)
Hardware
Businesses – Roma (2), Mitchell, Injune, Surat
Roma
Barbeque and Gas Supplies (Hawthorne Street)
Industrial
Estate on the south west section of Roma Town
· Haliburton –
chemical storage
· Timbury Hills
Development – chemical/fuel storage
Swimming
Pool - Roma, Mitchell, Surat, Injune, Wallumbilla (school)
2.2 Hazards
All
possible hazards have been identified within the guidelines and are included in
the Risk Management Record on the following pages. The Risk Management Record
has been devised to have regard for the following risk studies undertaken for
the area:
· Local Disaster
Management Group has been supplied with Region Functional Plan – South Western
Region – Operations Management Wildfire Operational Plan 2010-2011.
· Maranoa Regional
Council have commenced a Flood Report with information integrating into this
Plan upon completion
· Qld Reconstruction
Authority has developed a number of maps that assist with identifying
floodplain potential across the region (urban and rural areas).
· Information and
recommendations from the flood events of March 2010 and January 2011
The
flowing risk matrix has been used in the process of evaluating the source and
possible consequences of a risk, and the likelihood that those consequences
will occur. The consequence of the risk is mapped against the likelihood that
it will occur, which provides a risk rating. The MRC LDMG have prioritised the
risks and stated the action that will be implemented for those risks that are
in the scale from moderate to extreme.
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Risk Matrix
|
|
Consequence
|
|
Likelihood
|
Insignificant
|
Minor
|
Moderate
|
Major
|
Catastrophic
|
|
Almost certain
|
Moderate
|
High
|
Extreme
|
Extreme
|
Extreme
|
|
Likely
|
Low
|
Moderate
|
High
|
Extreme
|
Extreme
|
|
Possible
|
Low
|
Low
|
Moderate
|
High
|
Extreme
|
|
Unlikely
|
Low
|
Low
|
Moderate
|
High
|
High
|
|
Rare
|
Low
|
Low
|
Moderate
|
Moderate
|
High
|
2.3 Risk Management Record
|
Hazard
(Source of Risk)
Vulnerable
Sector (Element at risk)
|
Potential
Risk (Risk Statements)
|
Likelihood
|
Consequence
|
Level
of Risk
|
Action
Priority
|
Risk
Treatment Options (Include current control measures)
|
Risk
Treatment Evaluation (Determine effectiveness, cost, and potential benefit of
risk treatments)
|
Responsible
Agency (Link treatment option to core business of relevant organisation)
|
Consequential
Actions (Identify project details)
|
Implementation
Timeframe (Define timeframe and any dependencies)
|
|
Hazardous Materials Accident
· People
· Buildings
· Environment
· Business
· Roads and
drainage network
· Critical
Infrastructure
|
· Truck
rollover/ ruptured container
|
MODERATE
|
Multiple
deaths/ injury
|
LOW
|
|
Zone
(Town Plan)
|
Nil
Cost
|
Maranoa
Regional Council/ QFRS/ EPA
|
|
Review 3-5 years
|
· ·
|
Shared
with Qld Transport and Maranoa Regional Council
|
|
|
·
· Fluid/ Vapour release |
Need
for urgent evacuation
|
Improved
traffic conditions when constructing road
|
|
|
Review during construction/ replacement
process
|
·
· Exposure to hazardous
material |
LDMG
|
|
·
Blocked highway road diversion, traffic
chaos |
|
|
|
|
·
|
Review
welfare/ Evacuation Plan
|
Nil Cost
|
|
|
|
· ·
|
|
|
|
|
Major Traffic Accident
· People
· Buildings
· Environment
· Business
· Roads and
drainage network
· Critical
Infrastructure
|
· Major Vehicle damage
|
MODERATE
|
Multiple
deaths/ injury
|
MODERATE
|
|
Improved
traffic conditions when constructing road
|
Shared
with Qld Transport and Maranoa Regional Council
|
Maranoa
Regional Council/ Qld Transport
|
|
Review
annually
|
·
|
|
·
· Persons injured/ fatalities |
Blocked
highway road diversion, traffic chaos
|
|
|
·
Ensure rescue
roles undertaken by relevant agencies |
|
|
|
Review in operational process
|
·
|
|
|
|
|
·
· Possible
related fires |
|
|
QPS/QAS/QFRS/SES
|
|
|
·
|
|
|
|
|
|
|
|
Urban Structural Fire
· People
· Buildings
· Environment
· Business
· Roads and
drainage network
· Critical
Infrastructure
|
· Damage
to structures
|
|
People
may become homeless
|
|
|
Town
Plan
|
|
Maranoa
Regional Council/ QFRS/ Dept Public Works
|
|
Conduct
annual review of processes
|
·
· Disruption
to business |
Building
Code
|
|
·
· Threat to adjoining premises |
Low
cost accommodation
|
|
Review 3-5 years
|
· ·
Loss of economic
activity |
|
|
|
Fire inspections annually
|
·
|
Fire legislation
|
|
|
|
|
·
|
Inspections
|
|
|
|
|
·
|
|
Public Education
|
|
|
|
|
|
Aircraft/ Aeronautical Crash
· People
· Buildings
· Environment
· Business
· Roads and
drainage network
· Critical
Infrastructure
|
· Injury/
Loss of life
|
LOW
|
Recovery
of deceased and injured
|
HIGH
|
|
Review
Airport Emergency Plan
|
|
Maranoa
Regional Council
|
|
Review Plan annually
|
·
· Fire
to aircraft |
|
|
Analyse lessons learnt during exercise to
implement change in Airport Emergency Plan
|
·
· Localised bushfire caused by
accident |
Possible need to evacuate
|
Conduct
regular training and exercises
|
|
Civil
Aviation Authority
|
|
· ·
|
Delegated
Airport Safety Officer
|
|
·
· Access
to site |
Local Emergency Services overstretched
|
Six
monthly inspections
|
|
|
Complete recommendations to upgrade safety
of airport
|
·
|
|
|
|
·
|
|
|
|
|
|
|
Hazard
(Source of Risk)
Vulnerable
Sector (Element at risk)
|
Potential
Risk (Risk Statements)
|
Likelihood
|
Consequence
|
Level
of Risk
|
Action
Priority
|
Risk
Treatment Options (Include current control measures)
|
Risk
Treatment Evaluation (Determine effectiveness, cost, and potential benefit of
risk treatments)
|
Responsible
Agency (Link treatment option to core business of relevant organisation)
|
Consequential
Actions (Identify project details)
|
Implementation
Timeframe (Define timeframe and any dependencies)
|
|
Failure of Critical Infrastructure
· People
· Buildings
· Environment
· Business
· Roads
and drainage network
· Critical
Infrastructure
|
· Injury/
Loss of life
|
|
Recovery
of deceased and injured
|
|
|
Review
TMP and Business Risk Plan
|
Annually
|
Maranoa
Regional Council/LDMG
|
|
Yearly
|
·
· Retrieve
survivors |
|
|
|
·
· Traffic
disruptions |
Traffic
delays/ disruption
|
|
|
|
|
|
·
|
On
going training for all agencies
|
Ongoing
|
|
|
As per training plan
|
·
|
Disruption
to essential services
|
|
|
|
|
·
|
Identify
resource personnel
|
|
|
|
|
·
|
|
Ongoing
|
|
|
Yearly
|
|
Terrorist Attack
· People
· Buildings
· Environment
· Business
· Roads
and drainage network
· Critical
Infrastructure
|
· Injury/
Loss of life
|
LOW
|
|
MODERATE
|
|
As
per LDMG plan arrangements
|
Annually
|
Maranoa
Regional Council/LDMG
|
|
Annually
|
·
· Evacuation |
|
·
· Security
of area |
TMP
|
Annually
|
Annually
|
·
|
|
|
|
|
|
·
|
Business Risk Plan
|
Annually
|
|
|
Annually
|
·
|
|
|
|
|
|
·
|
|
|
|
|
|
|
|
Storm
· People
· Buildings
· Environment
· Business
· Roads
and drainage network
· Critical
Infrastructure
|
· People
trapped under debris
|
MODERATE
|
|
MODERATE
|
|
LDM
Plan
Welfare
Plan
Building
Codes
Town
Plan
|
|
Maranoa
Regional Council/LDMG
|
|
|
·
· Property
Damage (homes) |
|
|
|
·
· Structural damage to property |
|
Ergon
|
|
· ·
|
|
Telstra
|
|
·
· Loss of flora, fauna &
habitats |
Emergency
Services Training and equipment
|
|
Qld
Rail
|
|
|
· ·
|
|
Department
of Transport
Department
of Public Works
|
|
·
· Increased
soil erosion |
|
|
|
·
· Community
dislocation |
·
· Wipe-out
of crops/ death of livestock |
|
|
|
· Damage
to infrastructure
|
|
Building
Maintenance
|
|
|
|
|
|
· Disruption
to essential services
|
|
Ongoing
public education
|
|
|
|
|
·
|
|
|
|
|
|
· Business
& trade relationships damaged due to road closure
|
|
Essential
Service Agencies
|
|
|
|
|
·
|
|
|
|
|
·
|
Maintenance
programs
|
|
|
|
|
|
· Access
to emergency facilities
|
|
|
|
|
|
|
|
|
|
|
|
|
|
· Ability
of emergency vehicles to travel to critical sites reduced
|
|
|
|
|
|
|
·
|
|
|
|
|
|
·
|
|
|
|
|
|
|
Bridge Failure
· People
· Buildings
· Environment
· Business
· Roads
and drainage network
· Critical
Infrastructure
|
· Injury/
Loss of life
|
|
|
|
|
Review
Bridge Infrastructure within region annually
|
|
|
|
Implement recommendations from review -
work collaboratively to ensure bridge structures within region meet Qld
Transport Safety standard for the amount and type of traffic on the road
|
|
· Retrieve
survivors
|
|
|
|
|
|
· Traffic
disruptions
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hazard
(Source of Risk)
Vulnerable
Sector (Element at risk)
|
Potential
Risk (Risk Statements)
|
Likelihood
|
Consequence
|
Level
of Risk
|
Action
Priority
|
Risk
Treatment Options (Include current control measures)
|
Risk
Treatment Evaluation (Determine effectiveness, cost, and potential benefit of
risk treatments)
|
Responsible
Agency (Link treatment option to core business of relevant organisation)
|
Consequential
Actions (Identify project details)
|
Implementation
Timeframe (Define timeframe and any dependencies)
|
|
Flooding
· People
· Buildings
· Environment
· Business
· Roads
and drainage network
· Critical
Infrastructure
|
· Drowning
|
MODERATE
|
|
LOW
|
|
|
|
|
|
|
·
· Disrupted critical services (eg
water supply and sewerage); |
|
|
|
· ·
|
|
|
|
·
· Property inundation necessitating
local relocation of people |
|
|
|
· ·
|
|
|
|
|
·
· Loss
of flora, fauna & habitats |
|
|
|
|
·
· Increased
landslides |
|
|
|
|
|
· Wipe-out
of crops/ death of livestock
|
|
|
|
|
|
|
·
|
|
|
· Business
& trade relationships damaged due to road closure
|
|
|
|
·
|
|
|
|
|
|
|
· Damage
of infrastructure eg roads, drainage network, buildings
|
|
|
|
|
|
· ·
|
|
|
|
|
|
|
· Restricted
access to facilities
|
|
|
|
|
|
|
· Limited
travel ability
|
|
|
|
|
|
|
|
· Disruption
to essential services eg power, communication, water supply and sewerage
|
|
|
·
|
|
|
·
|
|
|
|
|
|
|
· Access
to emergency facilities eg hospitals, police etc. are blocked
|
|
|
|
|
|
· ·
|
|
|
|
|
|
· Ability
of emergency vehicles to travel to critical sites reduced
|
|
|
|
|
|
|
·
|
|
|
|
|
|
|
Energy Sector Accidents
· People
· Buildings
· Environment
· Business
· Roads
and drainage network
· Critical
Infrastructure
|
|
|
|
|
|
LDM
Plan
|
Annually
|
Santos
|
|
Annual
review of plans to ensure integration
|
·
|
|
Oil
& Gas Companies
|
Integrated into LDM Plan
|
Origin
|
|
·
|
|
Emergency
Plans
|
and DDM Plan
|
Maranoa
Regional Council
|
|
|
·
|
|
|
|
|
|
·
|
|
|
|
|
|
|
·
|
|
|
|
|
|
|
·
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Exotic flora and fauna diseases
· People
· Buildings
· Environment
· Business
· Roads
and drainage network
Critical
Infrastructure
|
· People
come into contact with exotic diseases
|
|
|
|
|
|
|
Maranoa
Regional Council
|
|
Annual community awareness program
|
·
|
|
|
|
|
· Contaminated
building services eg. Air conditioning systems
|
|
|
|
Bio-security
QLD
|
|
|
·
|
|
|
Department
of Primary Industries and Fisheries
|
|
|
|
· Animals
and plants/ crops contract diseases
|
|
|
|
|
|
·
|
|
|
|
|
|
|
· Spread
of weeds
|
|
|
|
|
|
|
|
· Crops/
live stock come into contact with disease
|
|
|
|
|
|
|
·
|
|
|
|
|
|
|
· Closure
of local and regional businesses
|
|
|
|
|
|
|
·
|
|
|
|
|
|
|
· Trade
& tourism relationships damaged
|
|
|
|
|
|
|
·
|
|
|
|
|
|
|
· Emergency
services become overloaded
|
|
|
|
|
|
|
·
|
|
|
|
|
|
|
Hazard
(Source of Risk)
Vulnerable
Sector (Element at risk)
|
Potential
Risk (Risk Statements)
|
Likelihood
|
Consequence
|
Level
of Risk
|
Action
Priority
|
Risk
Treatment Options (Include current control measures)
|
Risk
Treatment Evaluation (Determine effectiveness, cost, and potential benefit of
risk treatments)
|
Responsible
Agency (Link treatment option to core business of relevant organisation)
|
Consequential
Actions (Identify project details)
|
Implementation
Timeframe (Define timeframe and any dependencies)
|
|
Wildfire
· People
· Buildings
· Environment
· Business
· Roads
and drainage network
· Critical
Infrastructure
|
· Personal
health affected from burns
|
MODERATE
|
|
MODERATE
|
|
LDM
Plan
|
|
Maranoa
Regional Council
|
|
Annual
community awareness program
|
· ·
Welfare Plan |
|
|
·
· Increased illness from smoke
inhalation |
|
Building
Codes
|
|
LDMG
|
|
· ·
Town Plan |
|
Ergon
|
|
·
· Structure
damage to property |
|
Emergency
Services & training equipment
|
|
Telstra
|
|
·
· Disruption
of essential services |
|
QLD
Rail
|
|
·
· Property (homes) damaged or under
threat – relocation of people |
Department
of Public Works
|
|
Department
of Transport
|
|
·
|
Building
Maintenance
|
|
Bio-security
QLD
|
|
|
|
· Loss
of flora, fauna and habitats
|
On
going public education
|
|
Department
of Primary Industries and Fisheries
|
|
·
|
|
|
· Poor
air quality
|
|
Essential
Service agencies
|
|
|
|
|
|
· Increase
of abandoned domestic animals
|
|
|
|
|
· ·
|
Maintenance
programs
|
|
|
|
|
|
· Wipe-out
of crops/death of livestock
|
|
|
|
|
·
|
|
|
|
|
|
|
· Business
& trade relationships damaged due to road closure
|
|
|
|
|
· Access
to emergency facilities limited
|
|
|
|
|
·
|
|
|
|
|
|
|
· Ability
of emergency vehicles to travel to critical sites
|
|
|
|
|
|
· ·
|
|
|
|
|
|
Earthquake
· People
· Buildings
· Environment
· Business
· Roads
and drainage network
· Critical
Infrastructure
|
· Structures
falling resulting in injury/death
|
LOW
|
|
MEDIUM
|
|
LDM
Plan
|
|
Maranoa
Regional Council
|
|
|
· ·
|
Welfare
Plan
|
|
|
·
· Disrupted provision of critical
services |
|
Building
Codes
|
|
LDMG
Ergon
|
|
|
· ·
|
Town
Plan
|
|
|
|
·
· Property
and road damage |
|
Emergency
Services & training equipment
|
|
Telstra
|
|
|
·
· Loss of flora, fauna and habitats |
|
|
QLD
Rail
|
|
|
· ·
|
Department
of Public Works
|
|
Department
of Transport
|
|
|
·
· Business
services disrupted |
|
|
|
|
|
· Disruption
to essential services
|
|
Building
Maintenance
|
|
Bio-security
QLD
|
|
|
·
|
On
going public education
|
|
Department
of Primary Industries and Fisheries
|
|
|
|
· Access
to emergency facilities
|
|
|
|
|
|
· Community
dislocation
|
|
Essential
Service agencies
|
|
|
|
|
|
· Ability
of emergency vehicles to travel to critical sites
|
|
|
|
|
|
·
|
Maintenance
programs
|
|
|
|
|
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Section 3 – Prevention
3.1 Building Codes and Building-Use Regulations
Maranoa
Regional Council has the power to regulate building activity, legislation and
relevant regulations provide for such authority including the following;
· Building Act 1975
o Building Fire
Safety Regulation 1991
o Building Regulation
2003
o Standard Building
Regulation 1993
· Plumbing and
Drainage Act 2002
· Building Code of
Australia
· Fire and Service
Rescue Act 1990
The
codes and regulations above enable Maranoa Regional Council to regulate the
safe assembly of structures and the repair/restoration of buildings to safe
standards. Preventative measures are also observed relating to unauthorised
structures that may be unsafe for human habitation.
In
cases where temporary structures are occupied, measures are also followed to
ensure occupant safety, noting risk management principles.
Included
in the assessment and regulation of building activity, there are provisions
within Maranoa Regional Council’s draft Planning Schemes that provide for land
use management, including building matters (refer to Planning Scheme).
3.2 Legislation
Local
Government is obligated to carryout its role according to an extensive range of
legislation. Such authority provides Maranoa Regional Council with the
responsibility to identify and analyse risks within the community and implement
appropriate risk treatment options.
Maranoa
Regional Council has considered and referred to the following legislation in
completing its disaster management plan:
· Ambulance Services
Act 1991;
· Dangerous Goods
Safety Management Act 2001;
· Disaster Management
Act 2003;
· Environmental
protection act 1994
· Exotic Diseases in
Animals Act 1981;
· Fire and Rescue Act
1990;
· Gas Pipelines
Access (Queensland) Act 1998;
· Sustainable
Planning Act 2009;
· Liquid Fuel Supply
Act 1984;
· Local Government
Act 1993;
· Local Government
Finance Standard;
· Petroleum Act 1923;
· Meteorology Act
1955;
· Police Powers and
Responsibilities Act 2003;
· Public Safety
Preservation Act 1986;
· Public Health Act;
· State Planning
Policy 1/03 – Mitigating the Adverse Impacts of Flood, Bushfire and Landslide;
· Terrorism
(Commonwealth Powers) Act 2002;
· Information Privacy
Act 2009.
Without
the necessary powers contained within legislation, the Local Disaster
Management Group would not be able to perform many of its obligations in
planning for disasters.
3.3 Public Education
Besides
prescribing roles and responsibilities for disaster management, the Disaster
Management Act 2003 requires that Local Disaster Management Group (Local
Group) be involved in a public education program. In a preventative sense, the
Local Group is required to ensure the community is aware of ways of dealing
with possible disasters.
Public
Education and Information is the
process by which the community is made aware of identified threats and the
means by which they, at an individual or household level, can mitigate the
possible effects. This may be in the form of seminars, brochures, and or media
releases.
This is an ongoing public awareness program conducted by
the DCS, in conjunction with the media and, Maranoa Regional Council and
agencies as required.
Included in this program are the following: –
a) Publications
explaining flooding and emergency procedures;
b) Preparations
of media releases explaining flooding preparedness and emergency procedures;
c) Publications
prepared by statutory services detailing the measures that should be taken to
prevent, minimise and deal with the effects of emergency situations; and
d) Ongoing
media campaign to raise public awareness and to encourage public to implement
preventative measures.
As part of this ongoing public education, projects will
be undertaken in collaboration at community events such as – SES week, annual
agricultural shows.
3.4 Land-Use Management Initiatives
Managing
land use activities is identified as a key aspect to preventing the potential
of dislocation, damage and disruption to communities, particularly those
persons within the rural area.
Under
the provisions of the Maranoa Regional Council Regional Planning Scheme certain provisions apply relating to the
assessment of development. Such assessment offers a preventative approach to
the risks associated within identified ‘at risk’ areas.
Bushfire
prone areas - The scheme has overlay areas that apply to natural features such
as bushfire prone areas. The scheme identifies bushfire prone areas within maps
to enable the operation of construction requirements for Class 1 buildings
under the Building Code of Australia.
Building
matters - Maranoa Regional Council may request information to help in assessing
a development application where land is contained in a natural features and
resources overlay. Overlays that are considered relevant to this plan are as
follows:
· Erosion prone areas
· Natural hazard
(bushfire prone area)
· Landslide
· Other overlay
assessment (where risks exist).
Such
measures help prevent the likelihood of land use being incompatible with the
risks associated with residential construction.
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
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Section 4 – Preparedness
4.1 Event Coordination
Refer to Annexure (i) SOP for Activation of
LDCC.
For
the purpose of coordinating disaster response, the Maranoa LDMG coordination
centre will be located at Maranoa Regional Council Administration Building.
Local Disaster Management
Group Centre
Maranoa Regional Council Administration
Centre – Council Chambers
Cnr Bungil and Quintin St
ROMA QLD 4455
Telephone 1300 007 662/07 4624 0600 Fax
No 07 4622 3084
Operation Centre
Maranoa Regional Council Administration
Centre – Councillor Retreat Room
Cnr Bungil and Quintin St
ROMA QLD
4455
Telephone 1300 007 662/07 4624
0700 Fax No 07 4622 1038
Each
member of the Local Disaster Management Group who is part of an emergency
services organisation will establish their own operation centres to coordinate
their Agency resources with relevant contact numbers as listed in Annexure D.
Prolonged
operations – Should damage (or disruption) be to such an extent that operations
are to continue over a number of days, a policy of daily meetings with officers
in charge of lead agency & support organisations will be implemented for
the purpose of a coordinated effort and to establish medium to long term
priorities for response and recovery.
4.2 Warning Systems and Public Education
Warnings – Report
In
the event of a potential emergency situation all warning/advice would be issued
by either the Bureau of Meteorology or the relevant emergency services
organisation to the Police Service and local government.
In
the event of a disaster for which a warning would not be issued by the Bureau
of Meteorology, the designated Lead Agency is to advise the Local Government.
Warnings – Distribution
Under
implementation of this plan all public warnings (Emergency Alert) will be developed
and distributed through the LDMG Coordination Centre upon recommendation of the
Lead Agency and on the authorisation of the Local Disaster Coordinator. Each
hazard and its associated risk will be assessed on an individual event by the
Local Disaster Coordinator and members of the LDMG to determine the
distribution of warnings relevant to the current event status. This will
determine the appropriate warning method, content of the message, frequency and
timelines.
Pre-Determined Means of
Communicating Disaster Related Information to Residents
|
With Local Power Loss Only
|
With Local Power Loss and
Telecommunications Loss
|
With General Power Loss and
Telecommunications Loss
|
|
Communities
|
|
· Maintain
communications at Disaster Co-Ordination Centre
· Manually
distribute brochure handouts to each residence to keep community informed.
· Utilise ABC and
commercial TV & radio services
· Information
Boards located within Roma township
· Emergency Alert
Warning – SMS/Voice
· Use of
local information centres
|
· Maintain
communications at Disaster Co-Ordination Centre
· Manually/electronically
distribute brochure handouts to each residence to keep community informed.
· Place information
on public information boards within Roma, Mitchell, Injune and Surat
|
· Maintain
communications at Disaster Co-Ordination Centre
· Manually
distribute brochure handouts to each residence to keep community informed.
· Set up HF
communications at office for distance communications to other Disaster
District Control Centres
|
|
Rural Properties
|
|
· Maintain
communications at Disaster Co-Ordination Centre
· which is
supported through QFRS rural fire wardens group and AgForce representatives
· Utilise ABC and
commercial TV & radio services
· Relay to
properties utilising Fire/Flood Warden network and AgForce
|
· Maintain
communications at Disaster Co-Ordination Centre which is supported through
QFRS rural fire wardens group and AgForce representatives
· Utilise ABC and
commercial TV & radio services
· Relay to
properties utilising Fire/Flood Warden network and AgForce
|
· Maintain
communications at Disaster Co-Ordination Centre which is supported through
QFRS rural fire wardens group and AgForce representatives.
· Relay to properties
utilising Fire/Flood Warden network and AgForce
|
Public Information
Public
information is information which is passed on to the public prior to, during,
and after a disaster, such as warnings and directions. The Chairperson or
nominated representative has the responsibility for the dissemination to the
public, disaster information.
When
this plan is activated the Chairperson or nominated representative is the
official source of public and media information. All outside media inquiries
are to be directed to the Chairperson or delegated person of the Maranoa LDMG.
This process will ensure that timely and credible information is disseminated
to the community and reduce the impact of incorrect information/rumours.
Every
effort will be made to identify and provide timely warnings and advice to
vulnerable sectors (multi cultural groups and vulnerable persons) of the
Maranoa Regional Council communities utilising local organisations and
agencies, service clubs, non Government organisations and other service
providers (Spiritus, Blue Care, Neighbourhood Centre, Roma Commerce) and their
networks.
A
register of all public information must be maintained and kept at the Local
Disaster Coordination Centre during an event and or within Maranoa Regional
Council’s record data system.
Maranoa
Regional Council disaster management plan (abridged) is available for reference
on the Maranoa Regional Council website – www.maranoa.qld.gov.au
and is available by request at Council’s customer service centres.
Public Education
There
is an ongoing public awareness program conducted by the Department of Community
Safety, the Media, and Maranoa Regional Council through the LDMG. Included in
this program are the following:-
· Publications
explaining disaster preparedness and emergency procedures;
· Preparation of
media releases explaining disaster preparedness and emergency procedures;
· Publications
prepared by statutory services detailing the measure that should be taken to
prevent, minimise and deal with the effects of emergency situations;
· On going media
campaign to encourage the public to “be aware”;
· Standard Emergency
Warning Signal (SEWS);
· Evacuation
procedures and location of centres;
· Information to be
posted and regularly updated on the public notice boards located within the
Roma urban area. Charles/Bungil Streets, Edward/McPhee Street, Arthur/Borland
Street, Council Administration Office Bungil/Quintin Street, Mitchell, Surat,
Injune, Yuleba, Amby, Begonia, Muckadilla, Mungallala
Such
information will amalgamate with the Roma District Disaster Management Group
and Emergency Services
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
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Section 5 – Response
5.1Activation
Activation
of the Local Disaster Management Group and or Plan will be implemented by the
Local Disaster Coordinator and the Local Disaster Management Chairperson
through the following process. {s34(a) and s36 Disaster Management Act 2009}
Stage 1 – Alert
In
the event of a natural disaster a warning may be issued, for example, by the
Bureau of Meteorology or by the District Disaster Management Group. In the
case of another disaster where no warning is possible, the relevant emergency
services organisation will advise the Police Service, local government and the
State Emergency Service and those organisations that have a supporting role of
the relevant threat.
Stage 2 – Lean Forward (Stand
By)
When
a warning or notification is received of an event that could be considered a
disaster or potential threat beyond the capability of the responsible emergency
services organisation or local council and requires community involvement and
coordination, the Chairman will:
1. Place
the Disaster Coordination Centre (DCC) on standby; and
2. Core
LDMG members to meet and discuss possible impacts on community.
3. Notify
all organisations that have a function to perform in that disaster to stand by.
4. Chairperson
of LDMG to provide advise to the public that they need to be prepared for a
potential event.
Stage 3 – Stand Up (Activate)
Upon
notification that a disaster has occurred or will occur the Local Disaster
Coordinator shall activate the Local Disaster Management Plan and the
Chairperson will:
1. Activate
LDMG and discuss the implementation of operational actions;
2. Activate the Coordination
Centre;
3. Follow
the control measures for the required threat;
4. Notify
the DDMG that the LDCC is operational.
As
soon as possible after activation a delegate from each supporting organisation
will proceed to the LDCC for a briefing and conference as required. Each
response organisation will operate to its standard operating procedures for
that particular emergency. Liaison Officers from each response authority
should be available to the Chairperson and the LDMG.
Stage 4 – Stand Down
Once
a disaster is no longer in need for the coordination of response, and the
community has commenced recovery phase and normal functions, the following
actions to be implemented:
1. Final
check for outstanding requests and remedial action taken
2. All
documents are filed
3. Implement
actions to recovery transition process
4. LDMG
debrief and update Maranoa Regional Council Disaster Management Plan
5. Consolidate
financial records for the disaster event
6. LDMG
Chairperson to submit Final situation report to District Disaster Coordinator
7. Local
Government and or Agencies to ensure equipment utilised in emergent event to be
maintained and restored
5.2 Accessing Support
Requests
for support may come from lead agencies, supporting agencies or community
members. Registration and actioning of supporting requests is to be in
accordance with SOP. The Local Disaster Coordinator or delegate is responsible
for prioritising the allocation of resources.
Maranoa
Regional LDC or delegate may request assistance from local agencies, businesses
and community groups. The call for assistance will be commensurate to the role
and/or responsibilities of the agency, business or community group being
contacted for assistance.
The
Chairperson of the LDMG and an EMQ staff member will maintain regular
communications with the Roma DDMG and other neighbouring LDMG’s to coordinate
the actions and resources required to respond and recover from the impact of
the disaster event.
Any
request for assistance external from the region’s boundaries will be
co-ordinated by the LDCC. Such requests are to be submitted to the Roma
Disaster District Co-ordinator and must be endorsed by the chairperson of the
LDMG prior to submission.
All
resources and logistics will be coordinated and managed by the LDC and the
local disaster coordination centre and appropriate staff. Each agency is
responsible for any costs occurred related to their respective areas of
expertise.
In
the event that a request for assistance is beyond local capacity, the request
for assistance should be passed to Roma DDC for action. The Disaster District
Co-ordinator requests such assistance through the Executive Officer, of the
State Disaster Management Group. Requests passed to DDC are to be registered
and monitored in accordance with best practice.
Refer:
Roles and Responsibilities table (for emergency agencies) at page 9, Evacuation
and Welfare Plan (for welfare groups/organisations), and/or Emergency Contact
List at Appendix D
Note:
The Emergency Contact List is for the use of Local Disaster Group members
involved in Disaster Management activities only and is not for public
viewing as it contains confidential information.
5.3 Warning and Public Information
Council’s
Communication Officer is responsible for
· Preparing &
monitoring public information with advice from Local Disaster Management
Chairperson and Local Disaster Coordinator.
· Drafting media
releases and public information releases
· Providing Council’s
Customer Service Unit with appropriate response scripts for callers (when
required)
· Obtaining
appropriate sign off for the releases
· Liaising with all
media outlets/contacts
· Liaising and
collaborating with media departments of other lead agencies where applicable
e.g. Police, Queensland Fire & Rescue Services (Fires and Chemical Spills),
Department of Community Safety and Queensland Health (Pandemics) etc. (where
and when appropriate)
Warnings
will be issued by the most efficient and appropriate means. These may include:
· Media warnings
including the utilisation of Radio Stations, TV stations and local newspapers
· Telephone warnings
to individual properties;
· Personal visit to
property by Police, emergency services members or Council employees;
· Predetermined
warning device(s) (e.g. horns or alarms);
· Loud hailer or
similar in the street
· Internet warnings
(additional to other media)
5.4 Functional Plans
Below
is a list of a number of relevant plans prepared to detail arrangements for
functional support, and include:
· Health Sub Plan
Annexure (ii)
· Welfare/Evacuation
Sub Plan (iii)
· Oil/gas Industry
Emergency response Sub Plan (iv)
· Aus Vet Sub Plan
(v)
· Local Disaster
Coordination Centre (SOP)
· Airport Emergency
Plan
· Roma Saleyard
Emergency Plan
· Maranoa Regional
Council Environmental Health processes – Public Health Act.
5.5 Initial Impact Assessment
Initial
impact assessment of an event will be the responsibility of the Local Disaster
Coordinator. This will be done through the analysis of information provided by
but not limited to:
· Lead Agency
responding to requests from community members
· Specific
inspections performed by appropriate Agency personnel
· Information
provided by the community.
· Information
provided by other response agencies e.g. Queensland Police, SES and QFRS.
The
analysis of the above information will be used to assess the scale of response
required i.e. resources, level of coordination required etc.
During
an event, the Maranoa Regional Council will compile information provided in the
Initial Impact Assessments, summarise and forward to the LDMG for inclusion in the
daily Situational Report (SITREP) to Roma DDC. The Maranoa Regional LDMG will
consider the information provided in the Initial Impact Assessment during
decision making and will respond to requests accordingly.
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
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Section 6 – Recovery
The
primary aim of recovery is to assist the affected community to regain a proper
level of functioning following a disaster, both initially and in the long
term.
It
includes:
· Assistance with the
clean-up of residential and commercial properties;
· Provision of
temporary housing, shelter, financial assistance and emergency food supplies;
· Counselling of
emotionally affected persons;
· Public awareness
programs to inform the community of available recovery assistance;
· Restoration of
lifelines and essential services; and
· Review of the local
disaster management plan in light of the disaster.
Recovery
is the coordinated process of supporting disaster affected communities in;
· reconstruction of
the physical infrastructure; and
· restoration of
emotional, social, economic and physical well-being through the provision of:
o information;
o personal support;
o resources;
o specialist
counselling; and
o mental health
services.
Planning
for recovery must commence as early as possible during the response phase of
the event and continue after the response phase has concluded.
Initial
short term recovery of the community will be addressed by the activation of the
Welfare Functional Arrangements.
Long
term recovery of the community will be affected by the activation of the Community
Services Arrangements under the Chair of Department of Communities.
Recovery
of Council’s infrastructure and corporate processes is addressed in the
Business Continuity Plan.
The
four (4) stages of recovery are:
· human/social
(including psychosocial; recovery)
· built environment
(services and lifelines);
· economy (including
financial and political considerations); and
· natural
environment.
Following
a disaster, and assuming the response phase has transpired, the activation of
the Local Disaster Management Group (LDMG) will cease at the discretion of the
Chairman in consultation with the LDMG and the Disaster District Coordinator
and the local community recovery group and recovery plan will be implemented.
The
following specific recovery strategies are to be followed, and should be read
in conjunction with roles and responsibilities contained in Section 1 –
Introduction.
6.1 Community Recovery
Community
recovery involves short-term sustenance, health and well-being. A level of
resilience is expected from most communities however, the LDMG will facilitate
community needs by the following strategies:
· Disaster
Coordination Centre will provide a focus point for community access,
information and reporting requirements;
· Disaster
Coordination Centre will provide relevant information involving evacuation
management according to Evacuation and Welfare Sub-plan;
· Disaster
Coordination Centre will contact all support agencies - Community Resources to
harness the efforts of these groups and provide support systems;
· Provide a public
awareness program, through media releases advising of the existing local
community support agencies;
· Specific needs of
groups such as cultural, ethnic and aged will be provided with assistance
through existing networks;
· Financial
assistance information will be coordinated through the Maranoa District
Disaster Coordinator.
· Queensland Health
will coordinate community health needs;
· Department of
Primary Industries will provide services where necessary;
· Trauma counselling
6.2 Built Environment Recovery
Loss
of infrastructure may pose the greatest potential for loss in the case of a
disaster.
Infrastructure
involves essential services damaged or made inoperable following a disaster.
The following strategies will be followed to ensure the restoration of
essential infrastructure:
Water
services - will be reinstated, where possible, by
Maranoa Regional Council. If these services are not operating, public
information/warnings will indicate alternative arrangements and these will
depend on the condition of facilities and the availability of alternative
sources for continuity of supply.
Sewerage
services - will be reinstated, where possible, by
Maranoa Regional Council. If these services are not operating, public
information/warnings will indicate the failure of the system and alternative
arrangements that should be followed having regard to health and safety.
Roads
and bridges - will be the responsibility of Maranoa
Regional Council in terms of assessment of damage and traffic ability of local
roads, including public notification about conditions.
The
Department of Transport and Main Roads is responsible for state roads and
providing information of their findings to the District Disaster Management
Group.
Buildings –
Rapid impact damage assessment inspections will be conducted by QFRS Urban
Search And Rescue (USAR) personnel at the direction of the LDMG to ascertain
interim estimates of damage to households and other affected buildings. For more detailed information, please refer to the rapid
damage impact assessment sub-plan.
Department
of Public Works is responsible for all Government buildings.
6.3 Economic Recovery
The
commercial and agricultural sectors may be subject to loss including business
disruption. The impact to local economic activity may cause hardship in terms
of provision of services, food supply, communications and social dislocation.
Commercial
loss to the business sector is expected to be covered by insurance. Losses may
involve damage to buildings and stock.
The
agriculture sector may have varying impacts depending on the event. In general
terms, losses to machinery and farm infrastructure would be covered by
insurance, however, crop damage, loss of stock or other primary losses may not
be covered. State Disaster or National Disaster relief may be available.
Restoration
and continuation of the local economy will depend on the severity of the event
and the following strategies are proposed:
· Encourage insurance
companies to assess and compensate business for losses, including business
disruption considerations;
· Facilitate and
encourage business to re-establish for the benefit of themselves and the
community.
· Involve Chamber of
Commerce in re-establishment process;
· Assist in seeking
disaster relief funds for farm losses to ensure long-term viability remains.
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
|
Appendix A – Distribution List
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Appendix B – Definitions
Advisory –
A person invited to participate in the business of a disaster management group
in an advisory capacity on an as-required basis.
Alert
–
a heightened level of vigilance due to the possibility of an event in the area
of responsibility. No action is required however the situation should be
monitored by someone capable of assessing the potential of the threat.
Chair –
the person appointed by the local government as the Chair of the Local Disaster
Management Group.
Chief
Executive – the chief executive of the department, as referred
to in the Disaster Management Act 2003, is currently the Director-General of
the Department of Community Safety.
Community –
a group of people with a commonality of association and generally defined by
locations, shared experience, or function.
Community
Resilience – The adaptive capacity of community members to
respond to and influence the consequences of disasters to continue an
acceptable level in functioning and structure.
Coordination –
The bringing together of organisations to ensure effective disaster management
before, during and after an event. It is primarily concerned with systematic
acquisition and application of resources (people, material, equipment, etc.) in
accordance with priorities set by disaster management groups. Coordination
operations horizontally across organisations and agencies.
Coordination
Centre – A centre established at State, District or Local
level as a centre of communication and coordination during times of disaster
operations.
Deputy
Chair – the person appointed by the local government as the
Deputy Chair of the Local Disaster Management Group.
Disaster –
A serious disruption in a community, caused by the impact of an event, that
requires a significant coordinated response by the State and other entities to
help the community recover from the disruption (Disaster Management Act 2003,
S13(1)).
Disaster
District – Part of the state prescribed under a regulation as a
disaster district.
Disaster
Management – Arrangements about managing the potential adverse
effects of an event, including, for example, arrangements for mitigating,
preventing, preparing for, responding too and recovering from a disaster
(Disaster Management Act 2003, S14).
Disaster
management functions – the services essential to managing the
impacts and consequences of an event.
Disaster
mitigation – the taking of preventative measures to reduce the
likelihood of an event occurring or, if an event occurs, to reduce the severity
of the event (Disaster Management Act 2003).
Disaster
operations – Activities undertaken before, during or after an
event happens to help reduce loss of human life, illness or injury to humans,
property loss or damage, or damage to the environment, including, for example,
activities to mitigate the adverse effects of the event (Disaster Management
Act 2003, S15).
Disaster
preparedness – The taking of preparatory measures to
ensure that, if an event occurs, communities, resources and services are able
to cope with the effects of the event (Disaster Management Act 2003).
Disaster
research – May be broadly understood as a systematic inquiry,
before and after a disaster, into a relevant disaster management problem.
Disaster
response – The taking of appropriate measures to respond to an
event, including action taken and measures planned in anticipation of, during,
and immediately after an event to ensure that its effects are minimised and
that persons affected by the event are given immediate relief and support
(Disaster Management Act 2003).
Disaster
response operations – The phase of disaster operations that
relates to responding to a disaster (Disaster Management Act 2003).
Disaster
recovery – The taking of appropriate measures to recovery from
an event, including action taken to support disaster affected communities in
the reconstruction of infrastructure, the restoration o emotional, social,
economic and physical wellbeing, and the restoration of the environment
(Disaster Management Act 2003).
Disaster
risk assessment – The process used to determine risk
management priorities by evaluating and comparing the level of risk against predetermined
standards, target risk levels or other criteria (COAG, Natural Disasters in
Australia: Reforming mitigation, relief and recovery arrangements: 2002).
Incorporates the processes of risk identification, risk analysis and risk
evaluation (ISO Guide 73:2009 Risk Management – vocabulary).
District
Disaster Coordinator – A person appointed under the Disaster
Management Act 2003 who is responsible for the coordination of disaster
operations in the disaster district for the District Disaster Management Group.
District
Disaster Management Group – The group established under the
Disaster Management Act 2003 to provide coordinated State government support
and resources to Local Disaster Management Groups.
Event –
An event means any of the following:
· a cyclone,
earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or
other natural happening;
· an explosion or
fire, a chemical fuel or oil spill, or a gas leak;
· a failure of, or
disruption to, an essential service or infrastructure;
· an infestation,
plague, or epidemic;
· an attack against
the State; or
· another event
similar to the above events.
· an event may be
natural or caused by human acts or omissions (Disaster Management Act 2003,
S16(1) & (2)).
Executive
Officer DDMG – A person appointed to the position of
Executive Officer to the District Disaster Management Group by the
Commissioner, Queensland Police Service.
Executive
Team
– The Chair, Deputy Chair and Local Disaster Coordinator of the local group.
Functional
Lead Agency – An agency allocated responsibility to
prepare for and provide a disaster management function and lead organisations
that provide support roles.
Guidelines –
Guidelines are developed under s63 Disaster Management Act 2003 to inform the
SDMG, DDMGs and local governments about the preparation of disaster management
plans, matters to be included in disaster management plans and other
appropriate matters about the operation of a DDMG or LDMG.
Hazard –
A source of potential harm, or a situation with a potential to cause loss
(Emergency Management Australia, 2004).
Lean
Forward – An operational state prior to ‘stand up’
characterised by a heightened level of situational awareness of a disaster
event (either current or impending) and a state of operational readiness.
Disaster coordination centres are on stand by; prepared but not activated.
Local
Disaster Coordinator – A person appointed under the Disaster
Management Act 2003 who is responsible for the coordination of disaster
operations for the Local Disaster Management Group.
Local
Disaster Management Group – The group established under the
Disaster Management Act 2003 to manage disaster planning and operations on
behalf of the local government.
Local
Disaster Management Plan – A plan that documents arrangements to
manage disaster planning and operations within the local government area of
responsibility.
Primary
Agency – An agency allocated responsibility to prepare for
and respond to a specific hazard based on their legislated and/or technical
capability and authority.
Queensland
Disaster Management Arrangements – Whole-of-government
arrangements to ensure the collaborative and effective coordination of
planning, services, information and resources for comprehensive disaster
management.
Recovery
–
The taking of preventive measures to recover from an event, including action
taken to support disaster-affected communities in the reconstruction of
infrastructure, the restoration of emotional, social, economic and physical
wellbeing, and the restoration of the environment (Disaster Management Act
2003).
Relief
–
The provision of immediate shelter, life support and human needs of persons
affected by, or responding to, an emergency.
Residual
Risk
– The risk remaining after risk treatment Residual risk can contain unidentified
risk. Residual risk can also be known as ‘retained risk’ (AS/NZS ISO 31000:209
Risk Management – Principles and guidelines).
Risk –
The effect of uncertainty on objectives (ISO Guide 73:2009 Risk Management –
Vocabulary).
Risk
Identification – The process of finding, recognising and
describing risks (ISO Guide 73:2009 Risk management – Vocabulary).
Risk
Management – The systematic application of management policies,
procedures and practices to the activities of communicating, consulting,
establishing the context, and identifying, analysing, evaluating, treating,
monitoring and review risk (ISO Guide 73:2009 Risk management – Vocabulary).
Risk
Reduction – Actions taken to lessen the likelihood, negative
consequences, or both, associated with a risk (ISO Guide 73:2009 Risk
management – Vocabulary).
Risk
Register – A listing of risk statements describing sources of
risk and elements at risk with assigned consequences, likelihoods and levels of
risks.
Risk
Treatment – A process to modify risk. Risk treatment can
involve avoiding the risk by deciding not to start or continue with the
activity that gives risk to the risk; taking or increasing the risk in order to
pursue an opportunity; removing the risk source; changing the likelihood;
changing the consequences; sharing the risk with another party or parties; and
retaining the risk by informed decision (ISO Guide 73:2009 Risk management –
Vocabulary).
Serious
Disruption – Serious disruption means:
· loss of human life,
or illness or injury to humans;
· widespread or
severe property loss or damage; or
· widespread or
severe damage to the environment
(Disaster
Management Act 2003, S13(2)).
Stand
down
– transition from responding to an event back to normal core business and/or
recovery operations. There is no longer a requirement to respond to the event
and the threat is no longer present.
Stand
up
– The operational state following ‘lean forward’ whereby resources are
mobilised, personnel are activated and operational activities commenced.
Disaster coordination centres are activated.
State
Disaster Coordinator – A person appointed under the Disaster
Management Act 2003 who is responsible for the coordination of disaster
response operations for the State Disaster Management Group.
State
Disaster Management Plan – A planning tool for disaster
managers which provides an overview of Queensland’s disaster management
arrangements, including agency roles and responsibilities.
Vulnerability –
The conditions determined b physical, social, economic and environmental
factors or processes, which increase the susceptibility of a community to the
impact of hazards (National Emergency Risk Assessment Guidelines).
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Attachment 1
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Local Disaster Management Plan - 2012 Edition
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Appendix C – Disaster Management Acronyms & Abbreviations
CCC
Australian Government Crisis
Coordination Centre
COAG Council
of Australian Governments
DCS Department
of Community Safety
DDCC District
Disaster Coordination Centre
DDMG District
Disaster Management Group
DDMP District
Disaster Management Plan
DMP Disaster
Management Plan
DM
Portal Queensland Disaster Management Portal
HazMat Hazardous
Materials (in the context of emergency response)
IMT Incident
Management Team
LDC Local
Disaster Coordinator
LDCC Local
Disaster Coordination Centre
LDMG Local
Disaster Management Group
LDMP Local
Disaster Management Plan
LRC Local
Recovery Coordinator
LRG Local
Recovery Group
NDRP Natural
Disaster Resilience Program
NDRRA Natural
Disaster Relief and Recovery Arrangements
PPRR Prevention,
Preparedness, Response and Recovery
QDMA Queensland
Disaster Management Arrangements
SC3 State
Crisis and Communications Centre
SDC State
Disaster Coordinator
SDCC State
Disaster Coordination Centre
SDCG State
Disaster Coordination Group
SDMC State
Disaster Mitigation Committee
SDMG State
Disaster Management Group
SDMP State
Disaster Management Plan
SDRA State
Disaster Relief Arrangements
SES State
Emergency Service
SESC State
Emergency Security Council
SITREPS Situational
Reports
SPF Disaster
Management Strategic Policy Framework
SRC State
Recovery Coordinator
SRG State
Recovery Group
The
Act Disaster Management Act 2003
The
Minister The Minister for Police, Corrective Services and
Emergency Services
XO Executive
Officer
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Appendix D – Member Contact List
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Appendix E – Resources List
|
Organisation Name
|
Contact Name
|
Contact Details
|
Resource Available
|
|
Maranoa Regional Council
|
Local Disaster Coordinator
|
Ph: 1300 007 662
|
Graders
Satellite Phones
Front End Loaders
Low Loader
Four Wheel Drive
Motor Vehicles
Water Tankers
Spray Units
Generators
Road Signs
Bob Cat
Chainsaws
Hand Tools
|
|
M: 0409 279 124
|
|
Noel Kerr
|
M: 0427 374 312
|
|
Julian McEwan
|
M: 0417 787 124
|
|
Injune Depot
|
Steve Murray
|
M 0428 261 290
|
|
Mitchell Depot
|
Ritchie Hamilton
|
Ph: 4624 6991
|
|
M: 0427 238 156
|
|
Surat Depot
|
Loren Clanchy
|
M: 0447 265 399
|
|
Wallumbilla & Yuleba Depots
|
Bob Dean
|
M 0427 234 337
|
|
Mitchell SES
|
Local Controller
Willie Small
|
Ph: 4623 1980 (W)
|
Communications
Tarps
Chainsaws
Flood Boat
Marquees
Members
Vehicles
Short Term Welfare
Traffic Control incl signage
Search & rescue
EOC
|
|
Ph: 4623 1415 (H)
|
|
Deputy Controller
Noel Rose
|
Ph: 4623 1367 (W)
|
|
Ph: 4623 1030 (H)
M: 0428 231 030
|
|
Injune SES
|
Group Leader
Steve Murray
|
M: 0428 261 290
|
|
Roma SES
|
Local Controller
Kev Donnelly
|
Ph: 4622 3444
M: 0429 265 322
|
|
|
Deputy Controller
Bryce Duke
|
Ph: 4622 4528
M: 0427 632 052
|
|
|
Group Leader
Liza Nolan
|
Ph: 4622 2732 (H)
|
|
Surat SES
|
Local Controller
John Alcock
|
Ph: 4626 5058
M: 0428 265 322
|
|
|
Deputy Controller
Janice Green
|
Ph: 4626 5284
M: 0428 265 559
|
|
|
Group Leader
Greg Richardson
|
Ph: 4626 5298
M: 0427 265 800
|
|
Wallumbilla SES
|
Local Controller
Rowan Taylor
|
Ph: 4623 4372
M: 0427 002 920
|
|
|
Deputy Controller
Stuart Maunder
|
Ph: 4623 4328
M: 0428 234 328
|
|
|
Group Leader
Graham York
|
Ph: 4623 4329
M: 0428 234 329
|
|
QFRS – Urban
|
John Wilcox
|
Ph: 4622 4139
|
Fire Equipment
|
|
QFRS – Rural
|
Shane Brumby
|
Ph: 4622 2074
|
Rural Fire Brigade maps and lists of
first officers – assist with rural area contacts
|
|
Queensland Ambulance Service
|
Karl Radford
|
Ph: 4624 3506
|
Ambulance vehicles. Most can carry up to
five people.
UHF Channel 5
|
|
|
M: 0429 551 334
|
|
|
QAS.OICRoma@dcs.qld.gov.au
|
|
Queensland Health
|
Director of Nursing
|
Ph: 4624 2792
|
Health care and equipment
|
|
Susan Freiberg
|
A/h: 4622 4264
|
|
|
|
M: 0409 934 351
|
|
|
Emergency Management Queensland
|
Scott Walsh
|
Ph: 4622 2188
M: 0427 754 157
|
2x 4WD
1x Portable UHF Radios
15x UHF Hand Held Radios
1x UHF Portable Repeater
2x Satellite Phones
3x Deployment Kits
|
|
Queensland Police Service
|
Roger Whyte
Bill Brennan
Barry Winter
|
Roma: 4622 9333
|
Personnel
Traffic Control
|
|
Injune: 4626 1200
|
|
Mitchell: 4623 1220
|
|
Surat: 4626 5200
|
|
Wallumbilla: 4623 4200
|
|
Yuleba: 4623 5200
|
|
Ergon Energy
|
Jeff Green
|
Ph: 4622 9143
|
|
|
M: 0428 280 046
|
|
Telstra
|
|
M:
|
Communication equipment
|
|
Dept Employment Economic Development
& Innovation
|
Jed Taylor
|
Ph: 4624 9999
|
Animal Welfare
|
|
Dept Environment Resource Management
|
|
Ph: 4624 1500
|
|
|
Qld Rail
|
Mark Naprasnik
|
M:0428 241 060
|
|
|
Chamber of Commerce
|
Injune & District Action Group
Booringa Action Group
Voice of Warroo
|
Roma:
|
|
|
Injune:
|
|
|
Mitchell: 4623 7814
|
|
|
Surat:
|
|
|
Yuleba:
|
|
|
Energy Sector
|
Sam Klaas
|
M: 0428 872 163
|
Personnel
Equipment
Communication
|
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Appendix F – Annual Disaster
Management Status Report (Guideline)
Annual
Disaster Management Status Report
to
the
Roma
District Disaster Coordinator
and
the
Roma
District Disaster Management Group
<date>
Prepared
by: (Local Disaster Coordinator)
Contents
1. Membership
of LDMG
2. Meetings
of LDMG
- LDMG
Meeting Frequency
- Last LDMG meeting
- Next LDMG meeting
3. Risk
Management /Mitigation
-
Studies program (NDRP)
-
Mitigation Plan
-
Mitigation/Treatment Measures
-
Impediments to Implementation of Mitigation Measures
4. Integration
With Business Planning
5. Local
Disaster management Plan
-
Plan review
-
Type of review
-
Amendments
6. Operational
Issues
-
Readiness status
- Staff availability
- Coordination centre resourcing
- Operations conducted
-
Remedial action
7.
Training & Development
-
Training conducted
-
Identified training needs
8. Exercises
-
Exercises conducted
-
Remedial action
-
Proposed exercises
9.
Community Awareness and Education
-
Public awareness activities conducted
-
Proposed public awareness activities
10.
Sign Off and Approval
11.
Annexures
1. MEMBERSHIP OF LDMG
Include
updates to the membership of the LDMG and any general comments. Include contact
details as an annexure.
2. MEETINGS OF LDMG
· LDMG meeting
frequency
· Include adopted
meeting frequency and scheduled dates for financial year
· Last LDMG meeting
· Insert summary of
last LDMG meeting including date, outcomes of discussions and any other
relevant issues
· Next LDMG meeting
· Insert information
regarding the next LDMG meeting including date, items to be discussed etc
3. RISK MANAGEMENT / MITIGATION
Studies
program (NDRMSP or NDMP)
· Include information
regarding the current status of any studies undertaken as part of the Natural
Disaster Risk Management Studies Program or the Natural Disaster Mitigation
Program. Also include studies that have been undertaken and are complete.
· Mitigation plan
· Insert information
regarding disaster mitigation plan(s), including date of adoption by council
and summary of risks addressed, etc
· Mitigation measures
· Summarise
identified mitigation measures/treatment options and timelines
· Impediments to
implementation of mitigation measures
· Summarise any
identified impediments to the implementation of mitigation measures – funding,
other resourcing issues, other organisation responsibility, etc
4. INTEGRATION WITH BUSINESS PLANNING
Summarise
how disaster management is being integrated with the overall business of the
organisation, including the incorporation of disaster management issues with
other strategic and operational planning arrangements
5. LOCAL DISASTER MANAGEMENT PLAN
· Plan review
· Insert summary of
review process and date of review
· Type of review
· Insert comment on
type of review conducted
· Amendments
· Insert summary of
amendment
6. OPERATIONAL ISSUES
· Readiness status
· Insert general
comment regarding status of operational readiness
· Staff availability
· Comment on staff
availability for Disaster Coordination Centre, etc
· Coordination centre
resourcing
· Comment on
resourcing levels of the Disaster Coordination Centre and the impacts on
operations (if any)
· Operations
conducted
· Briefly summarise
any operational involvement
· Remedial action
· Outline any
proposed actions/improvements resulting from operational activity
7. TRAINING and DEVELOPMENT
Training
conducted
· Insert details of
any training undertaken or conducted
· Identified training
needs
· Insert details of
any training that has been identified as being required, including suggested
dates, etc
8. EXERCISES
Exercises
conducted
· Insert details of
any exercises conducted
· Remedial action
· Outline any
proposed actions/improvements resulting from operational activity
· Proposed exercises
· Insert details of
any exercises that are proposed or currently under development, including
suggested dates, etc
9. COMMUNITY AWARENESS and EDUCATION
· Public awareness
activities conducted
· Insert details of
any public awareness/education activities conducted
· Proposed public
awareness activities
o Insert details of
any public awareness/education activities that are proposed or currently under
development, including suggested dates, etc
10. SIGNOFF and APPROVAL
Status
report completed by:
Signoff
by Chair:
Date:
Date
of next review:
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Appendix G – Bungil Creek Flood
Trigger Points
|
Flood – Evacuation Classifications
|
Inundation estimates:
|
|
Self Evacuations:
|
6.3 – 6.8 metres
|
7.1 metres (30 buildings
affected)
|
|
Voluntary evacuations:
|
6.8 – 7.1 metres
|
7.3 metres (60 buildings
affected)
|
|
Managed evacuations:
|
7.1 – 8.1 metres
|
7.6 metres (180 buildings
affected
|
|
|
|
7.9 metres + (280 buildings
affected)
|
NEED
TO UPDATE TO LATEST FLOOD (8.4m)
|
Trigger
Point
|
Action
|
Comment
|
|
6.0
metres
|
· Alert - LDMG meeting conducted
|
|
|
6.2
metres
|
· Roma streets becoming inundated –
access issues
· Forecast flood height peak
· ID streets (Buildings @ Risk)
· Advise ERGON of anticipated
inundation areas
· Community advice/messages released
· P1: Sandbag depots established –
McPhie & Edward,
· Allen & Arthur, Lovell &
Charles St.
|
-
Joe Orr Bridge – Bungil St
-
Advice – anticipated flood
heights, etc.
|
|
6.5
- 6.8 metres
|
· Establish Traffic Control/Evacuee
Registration Points
· LDMG Welfare Group – Activated
& establish
· Evacuee Registration and Emergency
· Accommodation/Catering – RSL Hall
· RFA to Roma DDMG for Regional Red
Cross
· assistance with Evacuation Mgt
Ops.
· LDMG develop “Emergency Alert
Message” send
· Request to DDC for action.
· Advise ERGON of evacuation advice
– power
· isolation as required.
|
-
Arthur St (others as required)
-
RSL Hall
|
|
6.8
metres
|
· “Emergency Alert” Message
disseminated
· Local Media Broadcast advising of
“Voluntary
· Evacuation” advice.
|
|
|
6.8
– 7.1 metres
|
· Voluntary evacuations conducted.
· Place helicopter on standby assist
with operations
(resupply,
transport of personnel, etc).
· Community Recovery arrangements
and agencies
placed on alert.
|
|
|
7.1
– 7.5 metres
|
· Managed evacuations commenced.
· P2: Sandbag depots established –
Arthur & George,
· Rec Centre Parking Area, Lewis
& McDowall St.
|
|
|
7.5
– 8.1 metres
|
· Managed evacuations continued.
· Contact outlying communities and
rural properties
conduct welfare
checks/resupply/animal welfare
issues/etc.
· Security patrols of evacuated
areas as required.
|
|
|
8.1
– 6.8 metres
Falling
|
· Commence Damage/Impact assessments
of inundated areas as access becomes available.
|
|
|
6.8 – 6.0 metres
Falling
|
· Authorise residents return to
inundated properties when safe (water, power, sewerage, structural
assessments conducted).
|
|
Appendix H – Maranoa River Flood
Trigger Points
|
Flood – Evacuation Classifications
|
Inundation estimates:
|
|
Self Evacuations:
|
8.2 – 8.4 metres
|
8.2 metres (3-5 buildings
affected)
|
|
Voluntary evacuations:
|
8.5 – 9 metres
|
8.5 metres (150 buildings
affected)
|
|
Managed evacuations:
|
Above 9 metres
|
9.0 metres (220 buildings
affected
|
To
obtain information on the water levels for the Maranoa River prior to reaching
Mitchell – contact Ron Phillips of Currawong (water takes approx 3hrs to get to
Mitchell). The River height at Currawong is 1.1m higher than it will be at
Mitchell.
|
Trigger
Point
|
Action
|
Comment
|
|
7.7
metres
|
· Alert - LECC meeting conducted.
Contact MRC LDC
|
|
|
7.9
metres
|
· Louisa Street becoming inundated –
access issues
· Forecast flood height peak
· ID streets (Buildings @ Risk)
· Advise Ergon of anticipated
inundation areas
· Community advice/messages released
· P1: Sandbag depots established –
Old Council Depot Elizabeth Street
|
-
|
|
8.2
– 8.4 metres
|
· Establish Traffic Control/Evacuee
Registration Points
· LDMG Welfare Group – Activated
& establish Evacuee Registration and Emergency Accommodation/Catering – RSL
Hall
· RFA to Roma DDMG for Regional Red
Cross assistance with Evacuation Mgt Ops.
· LDMG develop “Emergency Alert
Message” send request to DDC for action.
· Advise ERGON of evacuation advice
– power isolation as required.
|
Council
Depot
|
|
8.5
metres
|
· “Emergency Alert” Message
disseminated
· Local Media Broadcast advising of
“Voluntary
· Evacuation” advice.
|
|
|
8.5
– 8.7 metres
|
· Voluntary evacuations conducted.
· Place helicopter on standby assist
with operations
(resupply,
transport of personnel, etc).
· Community Recovery arrangements
and agencies
placed on alert.
|
|
|
8.8
– 9.0 metres
|
· Managed evacuations commenced.
|
Close
One Mile Bridge to small vehicles at 9.0m
|
|
9.0
+ metres
|
· Managed evacuations continued.
· Contact outlying communities and
rural properties
conduct welfare
checks/resupply/animal welfare
issues/etc.
· Security patrols of evacuated
areas as required.
|
|
|
9.0
– 8.2 metres
|
· Commence Damage/Impact assessments
of inundated areas as access becomes available.
|
|
|
7.7
– 7.5 metres
|
· Authorise residents return to
inundated properties when safe (water, power, sewerage, structural
assessments conducted).
|
Advise
community of health/safety risks – wear shoes and body protection
|
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Appendix I – Risk Maps
To
be further advised once both the Roma & Mitchell Flood and Drainage
Projects are completed.
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Appendix J – 2012/13 Disaster
Management Training Requirements Register
|
Name
|
Agency
|
LDC Induction
|
LDMG Member
Induction
|
Qld Disaster
Management Arrangements
|
Disaster
Coordination Centre
|
Evacuation Management
|
|
Rob Loughnan
|
LDMG Chairperson
|
Yes
|
No
|
Yes
|
No
|
Yes
|
|
Cameron O’Neil
|
LDMG Deputy Chairperson
|
Yes
|
No
|
Yes
|
Yes
|
Yes
|
|
Scott Wason
|
LDMG Deputy Chairperson
|
|
|
|
|
|
|
Ree Price
|
LDMG Deputy Chairperson
|
Yes
|
No
|
Yes
|
Yes
|
Yes
|
|
Barry Omundson
|
Local Disaster Coordinator
|
Yes
|
No
|
Yes
|
Yes
|
Yes
|
|
Scott Walsh
|
Area Director EMQ
|
|
|
|
|
|
|
Kevin Donnelly
|
Local Controller Roma SES
|
Yes
|
No
|
Yes
|
Yes
|
Yes
|
|
Roger Whyte
|
|
Yes
|
No
|
Yes
|
Yes
|
Yes
|
|
Bill Brennan
|
DDMC – QPS Roma
|
Yes
|
No
|
Yes
|
Yes
|
Yes
|
|
Rob Hayward
|
Deputy Local Disaster Coordinator
|
Yes
|
No
|
Yes
|
No
|
No
|
|
Karl Radford
|
OIC – QAS Roma
|
No
|
Yes
|
Yes
|
Yes
|
Yes
|
|
Shane Brumby
|
Inspector – QFRS Rural Ops Roma
|
No
|
Yes
|
Yes
|
|
|
|
John Wilcox
|
Inspector – QFRS Urban Ops Roma
|
No
|
Yes
|
Yes
|
Yes
|
Yes
|
|
Paul Hutchinson
|
Chairperson MRC Welfare Group
|
No
|
Yes
|
Yes
|
Yes
|
Yes
|
|
Jed Taylor
|
Snr BSQ Officer DEEDI Roma
|
No
|
Yes
|
Yes
|
Yes
|
Yes
|
|
Desley Gobbert
|
Liaison Officer EduQld Roma
|
No
|
Yes
|
Yes
|
Yes
|
Yes
|
|
Wendy Newman
|
|
No
|
Yes
|
Yes
|
Yes
|
Yes
|
|
Kay Crosby
|
|
Yes
|
No
|
Yes
|
Yes
|
Yes
|
|
Attachment 1
|
Local Disaster Management Plan - 2012 Edition
|
Appendix K – Business Contact List
|
Business
|
Location
|
Contact No
|
|
FOOD STORES
|
|
Woolworths
|
Roma
|
4622 2700
|
|
IGA
|
Roma
|
4622 4616
|
|
St. George
|
4625 1777
|
|
Taroom
|
4627 3322
|
|
Foodworks
|
Roma
|
4622 1269
|
|
Flash’s Store and Deli
|
Roma
|
4622 1307
|
|
Southside 7 Day Store
|
Roma
|
4622 2060
|
|
Northern Star Store
|
Roma
|
4622 3377
|
|
Spar
|
Injune
|
4626 1783
|
|
Dobbins Family Store
|
Mitchell
|
4623 1356
|
|
Hunter’s
|
Mitchell
|
4623 1124
|
|
Mitchell Mini Mart
|
Mitchell
|
4623 1444
|
|
Amby General Store
|
Amby
|
4623 1626
|
|
Wallumbilla General Store
|
Wallumbilla
|
4623 4166
|
|
Yuleba General Store
|
Yuleba
|
4623 5102
|
|
FUEL
|
|
Caltex
|
Roma
|
4622 1000
|
|
Caltex (Woolworths)
|
Roma
|
4622 8370
|
|
BP
|
Roma
|
4622 4400
|
|
BP (Kookas)
|
Roma
|
4622 3399
|
|
Bridge Service Station
|
Mitchell
|
4623 1125
|
|
BP Tower Service Station
|
Mitchell
|
4623 1130
|
|
BP Roadhouse
|
Injune
|
4626 1369
|
|
Injune Petroleum
|
Injune
|
4626 1244
|
|
Wallumbilla General Store
|
Wallumbilla
|
4623 4166
|
|
Yuleba Roadhouse
|
Yuleba
|
4623 5001
|
|
HOSPITALS
|
|
|
Injune
|
4626 1188
|
|
Mitchell
|
4623 1277
|
|
Roma
|
4624 2700
|
|
Surat
|
4626 5166
|
|
Wallumbilla
|
4623 4233
|
|
AGED CARE
FACILITIES
|
|
Westhaven Nursing Home
|
Roma
|
4624 2600
|
|
Pinaroo
|
Roma
|
4622 1061
|
|
Spiritus Rural Remote Community Care
|
Roma
|
4622 1471
|
|
Mt. Hutton
|
Injune
|
4626 1470
|
|
Maranoa Retirement Village
|
Mitchell
|
4624 6919
|
|
Blue Care Rural CCPS
|
Mitchell
|
4623 6651
|
|
CHEMISTS/PHARMACIES
|
|
Health Plus Chemist
|
Roma
|
4622 2211
|
|
Mitchell Pharmacy
|
Mitchell
|
4623 1233
|
|
Surat Radiance Pharmacy
|
Surat
|
4626 5444
|
|
Radiance Pharmacy
|
Injune
|
4626 1864
|
|
RADIO STATIONS
|
|
Zinz ZR and Hot Country
|
Roma
|
4622 1800
|
|
Hot FM 95.1
|
Roma
|
4622 5400
|
|
Radio 4VL
|
Charleville
|
4654 1444
|
|
ABC Southern QLD
|
Toowoomba
|
139 994
|
|
Newsroom
|
4631 3830
|
|
Fax
|
4631 3899
|
|
ABC South West QLD
|
Longreach
|
4658 4011
|
|
AERIAL EQUIPMENT
|
|
MI Helicopter Service
|
Roma
|
4125 1599
|
|
Kevin Clark
|
0427 561 141
|
|
Goondiwindi Helicopter Service
Grant & Glen Carrigan
|
0429 392 324
|
|
0427 655 664
|
|
Australian Helicopters
|
Steve Nelson
|
3666 3605
|
|
Fax
|
3252 3071
|
|
Mobile
|
0409 610 611
|
|
Email: snelson@austheli.com
|
|
Mudlic Aviation Services
|
John Knox
|
02 6373 2281
|
|
3 Rivers Helicopters
|
Tambo
|
4654 6991
|
|
Mobile
|
0428 104 478
|
|
Injune Helicopters – Jeff Dean
|
Injune
|
4626 1975
|
|
Army Aviation Training Centre
|
Oakey
|
4691 9439
|
|
Gladstone Aerodrome
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Gladstone
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4978 1177
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Independent Aviation
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Cairns
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1300 307 747
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4046 3333
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0401 098 917
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GYROCOPTERS
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Grant Connolly
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Mitchell
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4623 1573
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Cam Taylor
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Muckadilla
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4622 3794
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Glen Landsberg
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Charleville
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4654 7357
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LOCAL GOVERNMENT
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Balonne Shire Council
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St George
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4620 8888
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Fax
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4620 8889
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A/H Emergency
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0407 253 858
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SES Controller
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4625 3393
|
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Banana Shire Council
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Taroom
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4992 9530
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Fax
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4992 9552
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Biloela
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4992 9500
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SES – Taroom
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0428 898 665
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Western Downs Regional Council
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Dalby
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4672 1100
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Miles
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4628 5555
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SES – Dalby
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0408 457 100
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Murweh Shire Council
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Charleville
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4656 8355
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SES – Augathella
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4654 5197
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SES – Charleville
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46541859
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SES – Morven
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4654 8296
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Attachment
2
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Local Emergency Coordination Committee - Terms of
Reference - 2012 Edition
|
Terms
of Reference
Local
Emergency Coordination Committee (LECC)
Prepared by the Maranoa Regional Council
Local Disaster Management Group
|
Attachment 2
|
Local Emergency Coordination Committee - Terms of
Reference - 2012 Edition
|
AMENDMENT
AND VERSION CONTROL LIST
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Date Reviewed
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Amendment Required
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Completed
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Adopted by LDMG
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Sign Off
(LDMG Chairperson)
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June 2012
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Full Document
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August 2012
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Attachment 2
|
Local Emergency Coordination Committee - Terms of
Reference - 2012 Edition
|
Table of Contents
1.
Background. 2
2.
Introduction. 2
3.
List of Terms, symbols, acronyms. 2
4.
Relevant Documentation. 2
5.
Roles. 3
6.
Functions. 3
7.
Membership. 3
8.
Operations. 4
8.1 Preparation of
Disaster Management Plan. 4
8.2 Review of the
Disaster Management Plan. 4
9.
Governance. 4
10.
Frequency of Meetings. 6
11.
Quorum.. 6
12.
Register of Attendance. 6
13.
Review of Terms of Reference. 6
|
Attachment 2
|
Local Emergency Coordination Committee - Terms of
Reference - 2012 Edition
|
1. Background
On
the 15 March 2008 as part of the Queensland governments reform of local
governments (Local Government Reform Implementation Regulation 2008), new local
government boundaries came into affect. This reform has had significant impact
in the reduction of Local Disaster Management Groups (LDMG) within Local
Government areas.
2. Introduction
Local
Emergency Coordination Committees (LECC) have been established in line with the
Queensland Disaster Management Arrangements, Disaster Management Strategic
Policy Framework and the Disaster Management Act 2003.
The
purpose of the Local Emergency Coordination Committee is to establish a core
group of people within the local community, who possess the local knowledge and
expertise to ensure that disaster management and disaster operations within the
local area are managed, in accordance with the Maranoa Regional Council Local
Disaster Management Plan.
In
the larger Regional Councils there are a number of quite separate communities
and whilst they form part of the Region may have specific Disaster Management
requirements for their particularly community.
These
Terms of Reference (TOR) form part of the Queensland Disaster Management
Arrangements to assist with the management of disaster operations within
Queensland.
3. List of Terms, symbols, acronyms
|
DMA
2003 – Disaster Management Act 2003
|
LDMP
– Local Disaster Management Plan
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|
DDC
– District Disaster Coordinator
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LECC
– Local Emergency Coordination Committee
|
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DDCC
– District Disaster Coordination Centre
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LEOC
– Local Emergency Operations Centre
|
|
DDMP
– District Disaster Management Plan
|
SDCC
– State Disaster Coordination Centre
|
|
DDMG
– District Disaster Management Group
|
SDMG
– State Disaster Management Group
|
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LDCC
– Local Disaster Coordination Centre
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SDMP
– State Disaster Management Plan
|
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LDMG
– Local Disaster Management Group
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TOR
– Terms of Reference
|
4. Relevant Documentation
· Queensland Disaster
Management Arrangements;
· Queensland Disaster
Management Planning Guidelines;
· Disaster Management
Strategic Policy Framework and
· Disaster Management
Act 2003.
5. Roles
The
LECC is the key group to manage major incidents and initially manage a disaster
in the local area or district within a Regional Council under the direction of
the LDMG. An LECC is ideally placed to provide specific Disaster Management at
the community level given its local knowledge, expertise and understanding of
social, environmental and economic issues for the local area. The chair of the
LECC will be appointed by the Mayor, Maranoa Regional Council.
6. Functions
Functions
of the LECC will include, but not be limited to:
• Ensuring
that disaster management and disaster operations in the area are consistent
with the Maranoa Disaster Management Plan;
• Identifying,
and providing advice to the relevant LDMG about, support services required by
the LECC to facilitate disaster management and disaster operations in the area;
• Ensuring
the community is aware of ways of mitigating the adverse effects of an event,
and preparing for, responding to and recovering from a disaster;
• Managing
disaster operations in the area under policies and procedures decided by the LDMG;
• Providing
reports and making recommendations to the Maranoa Regional LDMG about matters
relating to disaster operations;
• Identifying
and coordinating the use of, resources under direction from the LDMG that may
be used for disaster operations in the area;
• Establishing
and reviewing communications systems in the group, in consultation and with the
approval of the Maranoa LDMG;
•
Ensuring information about a disaster or major incident in the area is promptly
given to the Maranoa LDMG
7. Membership
The
LDMG has determined the following membership guideline for the LECC as:
|
Councillor Cameron O’Neill
|
Chair/LDMG Rep
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Customer Service Centre Delegate
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Deputy Chair
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Customer Service Centre Engineer/Overseer
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Member
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Police OIC
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Member
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QFRS Station Officer
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Member
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QAS OIC
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Member
|
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SES Local Controller/ Group Leader
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Member
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Hospital Representative
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Member
|
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EMQ Representative
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Advisor
|
Other
government and non government agencies may be called upon by the LECC to
provide advice and assistance as required.
8. Operations
8.1 Preparation of Disaster Management Plan
In
line with DMA 2003 and consistent with the Queensland Disaster Management
Guidelines (for local governments) the LECC shall prepare a Local Disaster
Management sub plan. This plan is to be approved by the LDMG. The sub-plan is
to be submitted to the LDMG for approval each October.
The
Chair of the LECC must give a copy of the plan to there respective LDMG.
8.2 Review of the Disaster Management Plan
The
LECC may review and amend as required the DM sub plan when the group considers
it appropriate. When LECC renews the DM sub plan, the chairperson of the group
must give a copy of the new sub plan to the LDMG, for approval.
9. Governance
Reporting Arrangements and Key Performance Indicators:
The
LECC reports directly to the Maranoa Regional Council LDMG. At meetings held
during the year the members of the LECC are to provide to the Chair a report on
agency disaster management arrangements. This information will be
collated/recorded and at the end of each financial period, the chair of the
LECC must prepare and give to the LDMG a written report about disaster
management in the local area.
The
report must include the following:
• Information about activities
undertaken during the financial year to maintain or enhance the LECC disaster
management arrangements;
• Details
of disaster operations performed during the financial year;
• Information
about priorities for disaster management; and
• Other
matters about disaster management the LDMG considers appropriate.
|
Attachment 2
|
Local Emergency Coordination Committee - Terms of
Reference - 2012 Edition
|
Disaster Management Reporting Relationships
10. Frequency of Meetings
In
consultation with the LDC, LECC meetings shall be held at least once in every 6
months at the times and places decided by the chairperson of the group. One
exercise is to be conducted during the year. This exercise can be incorporated
into one of the meetings or as part of a Regional Exercise. A report of the
exercise is to be provided to the LDC within a month.
11. Quorum
A
quorum for a meeting of the LECC is the number equal to one half of its members
plus 1, or if one-half of its member is not a whole number, then the next
highest whole number.
12. Register of Attendance
A
register of attendance will be kept as part of the governance of this group.
13. Review of Terms of Reference
This
Terms of Reference will be reviewed every twelve (12) months or whenever deemed
necessary by changes to DM policy or organizational structure.
Maranoa
Regional Council
General Meeting - 26 October 2012
Councillor
Report
|
Meeting: General 26 October 2012
|
Date: 19 October
2012
|
|
Item Number: 24.1
|
File
Number: D12/34545
|
SUBJECT HEADING: Change
of Legistration for Separate Charges on Rates
Classification: Open
Access
Author & Councillor’s Title: Cr
Jan Chambers
|
Councillor’s
Recommendation:
That Council resolves to request State Government for a
change in Separate Rating Charge Legislation to give councils the flexibility
to allow a once only charge on an individual ratepayer even if they own
several parcels of land and not multiple charges as is now the case.
|
Executive Summary:
In light of the fact that Council
has adopted a separate charge for the MPHS to be levied on all rate assessments
which will cause considerable financial burden for ratepayers that have
multiple assessments, a change needs to occur in legislation to give council
the flexibility to impose these type of separate charges once on an individual
ratepayer not multiple times as legislation now dictates.
Background:
With the introduction of the MPHS separate charge levy in
this year’s budget it has highlighted the inequity that many ratepayers will
pay this levy several times over owing to the fact that they may have many rate
assessments and legislation dictates that we can only impose the charge per
assessment. Most of these ratepayers I believe would be happy to pay a one off
fee not the multiples as now is the case. This will not only be the case for
this one levy but will impact into the future if Council proceeds with a Flood
Mitigation Levy as well. We need to seek changes now to make it a fairer system
for all into the future. This year’s MPHS levy is $186 per year, quite a
significant amount (particularly if you have to pay this ten times as some
will) and we would possibly be looking at similar amounts over a longer time
frame for the flood mitigation levy.
To seek legislation change would not occur quickly and
therefore a change may not be possible in regards to the MPHS levy but it could
be set in place before further levies are imposed.
The MPHS levy and the possible Flood Mitigation Levy are
levies that are not for the benefit of the majority unlike all other rating
that we undertake where residents do have the benefits of accessing all
services provided, therefore it needs to be dealt with differently.
Consultation:
Nil
Policy Implications:
Nil
Financial Resource
Implications:
For council this shouldn’t have any implications as the
total future collect would still be the same but distributed evenly. For
ratepayers of multiple assessments a change to legislation would be very
beneficial.
The following example is provided as an example only as the
change to legislation is unlikely to occur in time to undertake any changes to
the MPHS levy.
The following are not exact figures but provided as a mere
example.
At present we have 7200 assessments multiplied by $186 to
give a total collect of $1.33M. If we had a change in legislation and we are
allowed to levy ratepayers not rate assessments we might have say a drop in
1000 assessments so the levy would be $214 or if the reduction was 500
assessments the charge would be $198.
The introduction of the flexibility wouldn’t allow a
complete eradication of multiple assessments as some rates are in different
family names but it would ease the burden for the majority.
Council Officer Impact Statement:
Advice has been requested from King & Co. Solicitors on
the matter, and will be provided to Council once to hand.
Supporting Documentation:
Nil
