Description: Maranoa Logo Process

 

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

Item       Subject

No

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

 

Reports

 

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

 

Status Reports

 

16          Executive Services

 

17          Community Service

 

18          Corporate Services

 

19          Infrastructure

 

20          Commercial Business

 

21          Planning & Environment

 

Next General Meeting

 

 

Confidential Items

 

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.

 

Councillor Business

 

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

 

Item Number:                                   10.1

File Number: D12/32118

Subject Heading:                          Councillor attendance at upcoming        conferences

Location:                                          Various locations

Author and Officer’s Title:                Kelly Rogers, Coordinator Executive Services

 

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:

 

Conference

Location

Date

Councillor

RV Futures Forum

Boonah

19 October 2012

Cr. Price

Cr Newman

LGAQ Annual Conference

Brisbane

22 – 25 October 2012

Cr. Loughnan (delegate)

Cr Chambers (delegate)

Cr. Flynn (observer)

Cr. O’Neil (observer)

RACQ Southern Queensland Tourism Industry Conference

Toowoomba

13 - 14 November 2012

Cr. Price

 

CARRIED                                                                                                                      9/0

 

Responsible Officer

Coordinator Executive Services

 

Community Services

 

Item Number:                                   11.1

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 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.

 

 

Corporate Services

 

Item Number:                                   12.1

File Number: D12/30419

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 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

 

Action:

That the matter lay on the table for further discussion at a later point during the meeting.

 

 

Item Number:                                   12.2

File Number: D12/30629

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

 

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.

 

Discussion:

Council discussed the application with respect to location suitability and financial implications.

 

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

 

Responsible Officer

Manager Risk and Facilities

 

 

Item Number:                                   12.3

File Number: D12/30718

Subject Heading:                          Review of Fees and Charges - Great Artesian    Spa

Author and Officer’s Title:                Tanya Mansfield, Manager Risk and Facilities

 

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:

 

DAY PASS

 

Adult

$7.70

Concession/child/student

$6.00

Family (2 adults & 2 children)

$25.25

 

 

TWO DAY PASS

 

Adult

$12.60

Concession/Child/Student

$9.30

Family (2 adults & 2 children)

$40.10

 

 

THREE DAY PASS

 

Adult

$18.00

Concession/child/student

$13.00

Family (2 adults & 2 children)

$58.00

 

 

SEVEN DAY PASS

 

Adult

$40.00

Concession/child/student

$28.00

Family (2 adults & 2 children)

$130.00

 

 

ONE MONTH PASS

 

Adult

$150.00

Concession/child/student

$120.00

Family (2 adults & 2 children)

$250.00

 

 

YEARLY PASS

 

Adult

$189.15

Concession/child/student

$152.30

Family (2 adults & 2 children)

$288.75

 

CARRIED                                                                                                                      9/0

 

Responsible Officer

Manager Risk and Facilities

  

 

Item Number:                                   11.1

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

 

Responsible Officer

Grants Coordinator

 

Item Number:                                   12.1

File Number: D12/30419

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

Children – 5 Years & Under     

$220.00

Children – 5 Years & Under – Weekend & Public Holidays

$220.00

Ashes Interment                      

$165.00

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

 

Responsible Officer

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:

 

  1. 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.

 

  1. 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

 

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

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

 

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

 

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

 

Responsible Officer

Director Community Services

 

 

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:

 

  1. 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;

 

  1. 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;

 

  1. Endorse the new Vision, Mission and Guiding Principles for the new Corporate Plan;

 

  1. Endorse the new position terminology;

 

  1. Endorse the summary Change Management Plan;

 

  1. 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);

 

  1. 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

 

Table of Contents

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.    Submission Process

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:

Increased economic output

Staff shortages

Income disparity

Wage pressures

Responses to the emerging two-speed economy

Loss of farming land due to placement of gas-well infrastructure

Infrastructure strain (particularly transport, water and sewerage infrastructure)

Negative effect on property prices in the region

Tourism decrease due to lack of spare capacity in short-term accommodation and caravan parks

·      Social Impacts Councillors Must Consider:

Housing affordability

Housing availability

Loss of community identify

Social support needs due to the high cost of living

Potential health risks

Increased demand on health and emergency services

·      Environmental Impacts Councillors Must Consider:

The likely drawdown of aquifers – affecting prime farming land

De-pressurisation of aquifers which can affect crop yield and stock feeding

Risk groundwater contamination

Risk of subsidence of the surface

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

Product water discharge/spillage and its environmental effects

Methane gas escaping into atmosphere during mining process

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

 

3.    Summary

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.          


Attachment 1

Local Government Remuneration and Discipline Tribunal Submission

 

References

ABS (2012). 2011 Census of Population and Housing. Cat. No. 2001.0. ABS, Canberra.

ABS (2012a). Counts of Australian Businesses, including entries and exits, Jun 2007 to Jun 2011. Cat. No. 8165.0. ABS, Canberra.

Department of Local Government (2012). Queensland Local Government Comparative Information 2010-11. Available from: http://www.dsdip.qld.gov.au/resources-lg/local-government-reports.html. Accessed 19 September, 2011.

Department of Mining and Safety (2012). Coal Seam Gas Map. Available from: https://webgis.dme.qld.gov.au/webgis/webqmin/viewer.htm. Accessed 19 September 2012.

OESR (2012). Projected population by local government area, Queensland, 2011 to 2031. Available from: http://www.oesr.qld.gov.au/products/tables/proj-pop-lga-qld/index.php. Accessed 19 September, 2012.

OESR (2012a). Queensland Regional Database – Building Approvals Data. Available from: http://www.oesr.qld.gov.au/products/qld-regional-database/qld-regional-database/index.php. Accessed 19 September, 2012.


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 control:

 

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

 

CARRIED                                                                                                                      8/0

 

 

 Open Item in Minutes                                                                                                                                 

 

This action sheet has been automatically been produced by Executive Services using InfoCouncil, the agenda and minutes database.

 

Please complete all subsequent notes in relation to this action in InfoCouncil.

 

 

 
 

 

 

 

 

 

 



Maranoa Regional Council

    

General Meeting -  26 October 2012

Officer Report

Meeting: General  26 October 2012

Date: 17 October 2012

Item Number: 13.6

File Number: D12/34197

 

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

 

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.

 

 

Officer’s Recommendation: 

Council to approve both the Disaster Management Plan and Local Emergency Coordination Committee’s Terms of Reference.  

 

 

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:

1View

Local Disaster Management Plan - 2012 Edition

D12/34181

2View

Local Emergency Coordination Committee - Terms of Reference - 2012 Edition

D12/34183

 

Report authorised by:

Barry Omundson, Director - Infrastructure


Attachment 1

Local Disaster Management Plan - 2012 Edition

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Local Disaster Management Plan

 

Prepared by the Maranoa Regional Council Local Disaster Management Group

 

 

 

 

 


Attachment 1

Local Disaster Management Plan - 2012 Edition

 

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: ____/____/______

 



Attachment 1

Local Disaster Management Plan - 2012 Edition

 

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

 


Attachment 1

Local Disaster Management Plan - 2012 Edition

 

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.

VERSION

REVISION

PREPARED

PAGES

APPROVED

COMMENT

ISSUED

 

 

15 July 2009

Whole Document

 

Changes to reflect 2005 DM Plan Guideline

xx.10.08

2

April 2011

 

Whole Document

 

Annual Review

April 2011

3

13 September 2011

 

Whole Document

 

LDM Interim Guidelines

Qld Floods Commission of Inquiry

 

4

 

 

Whole Document

 

 

 

 

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


Attachment 1

Local Disaster Management Plan - 2012 Edition

 

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

Increase adherence to, and introduction of, systems and regulations that reduce disaster risks

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

Increase community safety through public awareness, information and education.

Encourage an all agencies, all hazards ethos through the workings of the Local Disaster Management Group.

Identify resources to maximize response.

Develop contingency plans to address response and recovery issues.

Establish and maintain working relationships with other agencies to increase disaster management capability.

·        Response

Efficiently and effectively coordinate the response to an event in conjunction with other emergency response agencies (commitment to an all-agencies approach).

Minimize the impact on the community of a disaster event.

·        Recovery

Adequately provide immediate welfare post event.

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:

search and rescue,

evacuations,

transportation of emergency service personnel and equipment,

re-supply,

transportation of residents

·     Conduct chainsaw operations for:

road clearance,

rescue,

storm damage relief

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