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2020-04-17 Post Election Meeting Agenda
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AGENDA
Post Election Meeting
Friday, 17 April 2020
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Crs Clare Stewart (Chair), Karen Finzel, Joe Jurisevic, Amelia Lorentson,
Brian Stockwell, Tom Wegener, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
POST ELECTION MEETING AGENDA 17 APRIL 2020
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
REPORTS 3
1 APPOINTMENT OF DEPUTY MAYOR 3
2 APPOINTMENT OF LOCAL DISASTER MANAGEMENT GROUP CHAIRPERSON
AND DEPUTY CHAIRPERSON 5
3 CORONAVIRUS (COVID-19) PANDEMIC – CEO DECISIONS UNDER
DELEGATION 20 MARCH 2020 – 14 APRIL 2020 9
MEETING CLOSURE -
Page 2 of 14
Section 3
POST ELECTION MEETING AGENDA 17 APRIL 2020
REPORTS
1 APPOINTMENT OF DEPUTY MAYOR
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Councillors / Mayor – Governance and Administration
Attachments Nil.
EXECUTIVE SUMMARY
Nil.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Post Election Meeting dated 17
April 2020 and appoint Councillor __________ as Deputy Mayor in accordance with Section 175
of the Local Government Act 2009.
REPORT
Section 175 of the Local Government Act 2009 (the Act) requires that Council resolve to appoint a
Deputy Mayor from its Councillors at the Post Election meeting.
Section 175 - Post-election meetings
(1) A local government must hold a meeting within 14 days after—
(a) the conclusion of each quadrennial election; and
(b) the conclusion of a fresh election of its councillors.
(2) The local government must, by resolution, appoint a deputy mayor from its councillors (other
than the mayor)—
(a) at that meeting; and
(b) at the first meeting after the office of the councillor who is the deputy mayor becomes
vacant.
Other than the requirement for such an appointment, the Act and Local Government Regulation
2012 are silent with regard to the process.
It is proposed that the process for the appointment of the Deputy Mayor commence with the Mayor
calling for nominations. Should there be only a single nomination the Mayor would call for a motion
proposing the election of the nominated individual and the motion would then be considered.
In the event of more than one nomination, it is proposed that the preferred nominee be selected
by means of an exhaustive secret ballot, with the Chief Executive Officer and EA to the CEO acting
as Returning Officers. Once the preferred nominee has been identified, the Chief Executive Officer
will inform the Council of the successful nominee’s name and the ballot papers destroyed. The
Mayor would then call for a motion proposing the appointment of the identified individual and the
motion be put.
Page 3 of 14
Section 4
POST ELECTION MEETING AGENDA 17 APRIL 2020
Previous Council Consideration
Nil.
Finance
The remuneration for the Deputy Mayor position is already factored into Council’s budget.
Risks & Opportunities
Council must appoint a Deputy Mayor at the Post Election Meeting to comply with the requirements
of the Local Government Act 2009.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
X Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 4 of 14
Section 5
POST ELECTION MEETING AGENDA 17 APRIL 2020
2 APPOINTMENT OF LOCAL DISASTER MANAGEMENT GROUP CHAIRPERSON AND
DEPUTY CHAIRPERSON
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Local Disaster Management Group
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Post Election Meeting dated 17
April 2020 and:
A. Appoint Cr __________ to the role of Chairperson of the Local Disaster Management Group;
and
B. Appoint Cr __________ to the role of Deputy Chairperson of the Local Disaster Management
Group and Chair for the Local Disaster Recovery Group.
REPORT
Introduction
One of the most important roles undertaken by a local government is the management of the Local
Disaster Management Group (LDMG). The LDMG, in accordance with the Queensland Disaster
Management Act (2003), has a primary role in co-ordinating the local response to natural disasters
including floods, cyclones, fires and, more recently, public health pandemics.
Our Director Infrastructure Services (Carl Billingham) is the Local Disaster Coordinator (LDC) and
we also have a staff member assisting in our disaster management response capability. Council
also maintains a roster of staff volunteers who work in the Local Disaster Coordination Centre
(LDCC) during natural disasters and we also maintain an active outdoor workforce to provide on
the ground response for natural disasters.
The LDMG also liaises closely with the District Disaster Management Group (DDMG) and adjoining
councils during natural disasters. Situation reports are also provided to the State Disaster
Management Group (SDMG) in Brisbane during natural disasters.
Council has adopted a disaster management plan which helps guide our response to disasters if,
or when, they occur. The plan outlines the strategies to be used relating to the prevention and
preparedness for, response to, and recovery from a disaster. The disaster management plan,
associated operational sub-plans and the disaster recovery plan can be found on Council’s website
- https://www.noosa.qld.gov.au/community/disasters-emergencies/local-disaster-management-
plan
Information on Council's overall approach to managing disasters and emergencies can be found
on Council's website - https://www.noosa.qld.gov.au/community/disasters-emergencies
Page 5 of 14
Section 6
POST ELECTION MEETING AGENDA 17 APRIL 2020
Role and Membership of LDMG
The role of the Local Disaster Management Group (as per section 30 of the Disaster Management
Act 2003) is as follows:
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.
Develop effective disaster management, and regularly review and assess the disaster
management.
Help the local government for its area to prepare a local disaster management plan.
Identify, and provide advice to the relevant district group about, support services required by
the local group to facilitate disaster management and disaster operations in the area.
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.
Manage disaster operations in the area under policies and procedures decided by the state
group.
Provide reports and make recommendations to the relevant district group about matters
relating to disaster operations.
Identify, and co-ordinate the use of, resources that may be used for disaster operations in
the area.
Establish and review communications systems in the group, and with the relevant district
group and other local groups in the disaster district of the relevant district group, for use when
a disaster happens.
Ensure information about a disaster in the area is promptly given to the relevant district group.
Perform other functions given to the group under this act.
Perform a function incidental to a function mentioned above.
The members of the LDMG consist of:
Chairperson
Local Recovery Chairperson/Deputy Chairperson
Local Disaster Coordinator
Local Recovery Coordinator
Queensland Department of Communities, Child Safety and Disability Services
Energex
Queensland Ambulance Service
Queensland Fire and Emergency Services (Fire & Rescue Urban)
Queensland Fire and Emergency Services (State Emergency Services)
Queensland Health
Queensland Parks and Wildlife Service
Queensland Police Service
Australian Red Cross
Coast Guard
Department of Agriculture and Fisheries
Department of Education & Training
Department of Transport & Main Roads
Executive Officer – Sunshine Coast District Disaster Management Group
National Broadband Network (NBN)
Queensland Reconstruction Authority
Ramsay Health
SEQ Water
State Member for Noosa
Surf Lifesaving Queensland
Telstra
Tourism Noosa
Page 6 of 14
Section 7
POST ELECTION MEETING AGENDA 17 APRIL 2020
UnityWater
Wireless Institute Communication Emergency Network (WICEN)
Other agencies attend as required depending on the nature of the disaster being addressed. State
government elected representatives are also available to attend if required.
Role of the Chairperson and Deputy Chairperson
One of the most critical roles in the LDMG is the role of Chairperson. In addition to chairing LDMG
meetings, that role also liaises with other key agencies, attends State government briefings and
acts as the primary spokesperson for the LDMG during disaster events. The role of primary
spokesperson is a particularly critical role to ensure that the community is informed during disaster
events.
The Deputy Chairperson undertakes the role of Chairperson when the Chairperson is not available.
In practice, this normally occurs when the disaster response is occurring on a 24-hour cycle over
a number of days.
The Council needs to appoint a Chairperson and Deputy Chairperson to these roles. For
Councillors undertaking these roles, there is a significant amount of training required and the State
government has made a commitment to provide early training for incoming LDMG Chairpersons.
Relevant legislation
Council has responsibility under the Disaster Management Act 2003 to coordinate and manage
disasters and emergency events in our region. The relevant parts of the legislation that relate to
membership of the LDMG are:
Disaster Management Act 2003, Section 34
34 Chairperson and deputy chairperson
(1) There is a chairperson and a deputy chairperson of a local group.
(2) The chairperson and deputy chairperson are the persons prescribed by regulation.
(3) A regulation under this section may provide for—
(a) the appointment of the chairperson and deputy chairperson of a local group; and
(b) the qualifications and experience required for a person to be the chairperson or
deputy chairperson.
Disaster Management Regulation 2014, Section 10
10 Chairperson and deputy chairperson of local groups—Act, s 34
(1) For section 34(2) of the Act, the chairperson and deputy chairperson of a local group
are the persons appointed by the relevant local government for the local group to be
the chairperson and deputy chairperson.
(2) The chairperson must be a councillor of a local government.
Current status of LDMG
The LDMG is currently at stand-up and due to constraints with communications has appointed a
task specific Working Group to deal with the COVID-19 outbreak. This means that the LDMG is
currently active and is meeting weekly to co-ordinate the local response. It is meeting “virtually”
with key players currently including:
Australian Red Cross (advisor)
Executive Officer – Sunshine Coast District Disaster Management Group (Advisor)
Page 7 of 14
Section 8
POST ELECTION MEETING AGENDA 17 APRIL 2020
Noosa Shire Council (Chair, Deputy Chair, LDC and LRC)
Queensland Ambulance Service
Queensland Department of Communities, Child Safety and Disability Services
Queensland Fire and Emergency Services
Queensland Health (The lead agency for the response to the coronavirus pandemic)
Queensland Police Service
State Member for Noosa - Sandy Bolton (advisor)
Tourism Noosa (advisor)
The members of this Working Group can be revised in future as required.
Previous Council Consideration
In the previous term of Council, Cr Tony Wellington was Chairperson of the LDMG and Cr Joe
Jurisevic was Deputy Chairperson of the LDMG and Chair of the Local Disaster Recovery Group.
Finance
Not applicable.
Risks & Opportunities
The LDMG has a critical role in managing local response to disasters that impact upon our
community. Historically, it has been a well-managed process and needs to remain so to keep our
community safe.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Director Infrastructure Services
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services X Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 8 of 14
Section 9
POST ELECTION MEETING AGENDA 17 APRIL 2020
3 CORONAVIRUS (COVID-19) PANDEMIC – CEO DECISIONS UNDER DELEGATION
20 MARCH 2020 – 14 APRIL 2020
Docum ent in for matio n
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ COVID-19
Attachments 1. Schedule of Decisions under CEO Delegation
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Post Election Meeting dated 17
April 2020 in relation to Council’s response to the Coronavirus COVID-19 Pandemic and note the
decisions made by the Chief Executive Officer under delegated authority for the period 20 March
2020 – 14 April 2020.
REPORT
1 BACKGROUND
At Council’s Ordinary meeting of 19 March 2020, a Council resolution was passed to delegate to
the Chief Executive Officer the power to make decisions on behalf of Council in relation to any
matters arising from the Coronavirus Pandemic from 19 March until the first Council meeting
following the election. That resolution also required that a report be provided to the first Council
meeting following the election outlining all decisions made by the CEO under that delegation that
would otherwise have been made by Council.
It is important to note that this report is not intended to be a summary of all of the Council’s
responses to the COVID-19 pandemic. It is simply a summary of decisions made by the CEO
pursuant to the Council delegation.
Having the delegation in place enabled our Council to respond quickly to emerging issues.
Anecdotally, I am aware that many other councils did not have something similar in place and have
had difficulty in making quick decisions during recent weeks.
In exercising the delegation, the following principles were applied:
No decisions would be made that would financially bind the Council beyond 30 June.
Decisions beyond that time should be made by the Council as part of its budget process.
Try to stay ahead of the State and Commonwealth decision-making processes so that we
had a smooth shutdown approach rather than having to quickly react to State or
Commonwealth directives.
No decisions would be made in relation to variation of general rates, special rates and utility
charges as they should be matters for the Council to determine.
All decisions made took into account the following two goals established for Council during
this pandemic:
1. We continue to provide services and support to our community; and
2. We look after our staff.
Page 9 of 14
Section 10
POST ELECTION MEETING AGENDA 17 APRIL 2020
Schedule of decisions under delegation
Attachment 1 contains a schedule of decisions made under the delegation. It should be noted that
not every single decision necessarily required a Council decision but that for the sake of
completeness, the list of decisions made in relation to the COVID-19 response includes operational
type decisions as well. This gives the Council a fuller understanding of the scope of decisions made
during this period.
Previous Council Consideration
Ordinary Meeting, 19 March 2020, Item 1, Page 3
That in relation to the Coronavirus (COVID-19) Pandemic, Council:
A. Delegate to the Chief Executive Officer the power to make decisions on behalf of Council in
relation to any matters arising from the Coronavirus Pandemic from 19 March 2020 until the
first Council meeting following the March 2020 local government election and further, that
the CEO be requested to provide a report to that first Council meeting outlining all such
decisions made by the CEO in relation to any matters arising from the Coronavirus Pandemic
that would otherwise have been made by Council in that period; and
B. Approve the request by Tourism Noosa for it to access the Marketing Contingency Reserve
in accordance with section 7 of the Funding Agreement between Noosa Council and Tourism
Noosa, noting that Tourism Noosa will determine the timing and approach of future marketing
in consultation with the tourism sector and Council.
Finance
Details of the potential financial impact of the coronavirus on our Council are still being assessed
by our Finance team. This will be reported separately to Council in due course and will have an
impact on the final financial position of Council for the 2019/20 financial year as well as having
significant implications for the upcoming 2020/21 budget. The latter will be worked through as part
of the upcoming budget process.
Risks & Opportunities
The establishment of the delegation provided the Council with an opportunity to respond quickly
as the coronavirus pandemic unfolded. This was particularly the case given the Council was going
through a political transition period associated with the March 2020 Council elections.
In terms of risk, the coronavirus pandemic is without doubt one of the most significant health risks
faced by our Noosa community and our organisation. Our response has been focused on mitigating
those risks. Nevertheless, the impact on our community is very significant in terms of public health,
community lifestyle and economic impact.
In terms of risk management and opportunity, I believe that the coronavirus pandemic will unfold
in 3 stages - survive, revive and thrive:
1. Survive - current stage
The focus has been to support our community through the shutdown period with a strong emphasis
on public health. Local businesses are also being supported to assist them survive the economic
downturn. Our community services sector is also receiving support to help them provide ongoing
service to the community. Decisions by the CEO under the delegation have focused on this stage.
Page 10 of 14
Section 11
POST ELECTION MEETING AGENDA 17 APRIL 2020
2. Revive – next stage
As the public health risk diminishes, the community will emerge from the shutdown phase and
transition back to “business as usual”. Restarting businesses, putting the economy back on track,
resuming community activities etc will be the focus of this stage. It will require pre-planning to
make sure that this stage proceeds smoothly and quickly.
3. Thrive – future stage
As we transition back to “business as usual”, we will need to recognise that our future economy
and ways of operating will undoubtedly be different to what we have had in the past. We need to
plan well to ensure that we can maximise the many natural advantages that Noosa has to transition
to our “new normal”.
Consultation
External Consultation - Community & Stakeholder
COVID-19 Business Roundtable
Key Noosa community groups
Internal Consultation
Executive Team
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 11 of 14
Section 12
POST ELECTION MEETING AGENDA 17 APRIL 2020
ATTACHMENT 1
Page 12 of 14
POST ELECTION MEETING AGENDA 17 APRIL 2020
‘ci ATTACHMENT 1
COVID-19 - Decisions under CEO delegation
Topic Decision Associated costs (as at 6 April 2020)
Business Support Footpath Dining and footpath trading permit fees Outdoor Dining - $126,595
- waived for period 1 March — 30 June 2020. Goods on Footpath - $3,375
Council commercial property & industrial lease fees Leases (Slipway, Quamby Place, EcoCottages) - $40,615
- waived for period 1 March — 30 June 2020. Sunrise Shops (Outgoings) - $15,615
Digital Hub (Outgoings) - $3,400
Proxy Property Management Payment - $5,250
Commercial Permit fees (Commercial High Use and Commercial Low Use permits) $16,660
- waived for period 1 March — 30 June 2020.
Full refund of wedding and event permit cancellations, upon request. Wedding Bookings = $11,315
Events (including streetstalls) - $17,915
Rental relief until 30 June 2020 at Council owned Commercial properties. Sunrise Shops - $94,916.04
Digital Hub - $17,200
Weekly payment cycle for local and regional suppliers. $1,931,799 paid to local suppliers since 23 March (early payments)
Application of Local Government Act Emergency Provisions to extend upcoming expiring N/A
contracts and supplier panel arrangements where needed for continuity:
- Sole and Specialised Supplier Lists extended for an additional 6 months, whereby at the
conclusion of the extension new listings will be presented to the new Council for consideration/
resolution.
- Extension of the Noosa North Shore Campground Management Agreement to 30 September
2020, with 3 x 2 month extensions to be exercised at Council's discretion.
- Register of Prequalified Suppliers (RPQS) 1516T002 Tree Goods and Services extended on a
month x month basis for up to a maximum of 3 Months, from its expiry on 26 May 2020 , during
which time the current Tender process will be finalised and presented to the new Council for the
establishment of a new arrangement.
Increased temporary and consultant support resources in Economic Development and Business | $1,500
Support.
Facilitation of Development, Building and Plumbing Approvals where requested for works N/A
proposed to commercial premises that may now be closed or require modifcation or bring
forward renovations/works due to COVID-19.
Establishment of Business Roundtable of Business Associations, Chambers, State and Federal |N/A
Government representatives, Member for Noosa Sandy Bolton and Tourism Noosa — Focus on
COVID 19 and Business Recovery.
Page 12 of 14Section 13
POST ELECTION MEETING AGENDA 17 APRIL 2020
Page 13 of 14
POST ELECTION MEETING AGENDA 17 APRIL 2020
Topic Decision Associated costs (as at 6 April 2020)
Preparation of video, webinars and resources to support businesses. $2,612 expended. Budget of up to $20,000
Suspending waste charges for businesses where the service is no longer being used and $141,817.39 refunded
refunding minimum waste charge payment upon request.
Business Continuity Planning service for businesses - Subsidised by Council (50% subsidy) Nil as at 6 April but budget of $50,000 established
business operators can access services of four local providers to receive one on one advice on
Business Continuity Planning/Finance Legal, Human Resources/ Employee, Communications
and Marketing, Innovation and Business Models.
Business Mentors Noosa (Assistance Hotline) - A free general advice line has been established | Nil as at 6 April but budget of $5,000 established
through Business Mentors Noosa.
Amendment to Council Policy to allow interest-free deferral on the payment of infrastructure New IA’s - 4
charges until July 2021 Existing IA’s amended - 12
Deferred IA’s — 5
Total value of IA’s deferred $175,579
5% admin fee waived at a cost of $8,779
Not for Profits Support | Waiver of any fees for not for profits otherwise payable from 1 March until 30 June 2020. $5,570 to be refunded
Package Deferring any existing amounts owing with no interest accruing for all not for profit community
organisations.
Not for profit community organisations that have temporarily closed or have scaled down their _‘| Estimated up to $3,206 to be refunded
not for profit activities can request that Council suspend any unnecessary waste collection
services and therefore avoid associated costs.
Cancellation of waste services and associated charges if a not for profit community ceases to Estimated up to $356 to be refunded
operate. In these circumstances proof of permanent closure will be required.
Community Grants Program - Council will not seek a refund of grants paid for any events N/A
cancelled prior to 30 June 2020 if expenses have been incurred - review on a case by case
basis. For events post 30 June 2020 where the grant has been claimed, Council will seek a
refund on expenses that have not yet occurred if the event has been cancelled. For project
grants, Council will provide extensions to those community groups that can deliver their project
by the end of Dec 2020 (rather than 30 June 2020 as per grant agreement).
Council will support volunteer resourcing in Noosa community organisations through N/A
deployment of Council staff where Council staff are available (because those staff would
normally be working in Council facilities that have been closed).
Page 13 of 14Section 14
POST ELECTION MEETING AGENDA 17 APRIL 2020
Page 14 of 14
POST ELECTION MEETING AGENDA 17 APRIL 2020
Topic Decision Associated costs (as at 6 April 2020)
Facility Closures Closure of the following Council facilities - Council libraries (including mobile library), Noosa N/A
Leisure Centre, Noosa Aquatic Centre, The J, Art Gallery and Cooroy Butter Factory, Noosa
Community Support, Digital Hub.
Closure of Boreen Point and Noosa North Shore Campground and implementation of social Cancellation and refunds provided:
distancing measures at Noosa River Holiday Park including closure of all shared facilities Boreen Point Campground - $26,360.50
Noosa North Shore Beach Campground - $66,940
Noosa River Holiday Park - $293,237
Go Noosa Easter Cancellation of the Free Holiday Buses Estimated savings of $236,082 exc GST comprising:
Holiday Program Cancellation of the 064 Peregian Beach service Free Scheduled Services - $40,000
Cancellation of the Noosa Heads Loop Bus service Peregian 064 Service - $42,500
Closure of the Lions Park for car parking Loop 065 Service - $51,082
Car Park Management Systems - $25,000
Traffic Control - $60,000
Wayfinding Signage - $2,500
Marketing - $15,000
(excludes est. car parking revenue from Lions Park - $21,000)
Lifesaving Service Volunteer lifesaving patrols to cease effective Saturday, 28 March — Monday 4 May 2020. SLSQ | Additional Services to cover weekend patrols - $81,664.84
to engage its own contract lifeguards to undertake beach patrols in the interests of a risk
minimisation approach to the pandemic crisis.
Unitywater Board Unitywater sought approval to extend current term of those board members whose term was N/A
member terms due to expire by 3 months to provide continuity to manage their COVID-19 pandemic response.
Purchase of Land - Defer implementation of the existing Council decision to purchase 2 lots at Lake Flat Road, N/A
Environment Levy Boreen Point until we are able to have a better understanding of our overall budget position
which should be understood by June 2020.
Closure of Beaches CEO delegated authority to Director Corporate Services to make any decisions to temporarily N/A
close any Noosa Shire beaches in the event that crowds are congregating contrary to social
distancing rules. Decision is to be made based on advice from SLSQ and/or local police.
Delegation not exercised as at 6 April.
Staff leave entitlements Approved COVID-19 Leave Guideline for staff which includes provision of up to 15 days N/A
Pandemic Leave.
Page 14 of 14