Simpson, Joyce

Letter of Congratulations - Organisation and Success of Community Garage Sale -Joyce Simpson.

7. 1541099 * 925

Department Of Transport and Main Roads

Director General to Visit Burdekin Shire to Discuss B-Double Route - Bruce Highway toAyr-Dalbeg Road.

6. 1541098 * 715

Local Government Association Of Qld Ltd - LGAQ

LGAQ Circular - 2016-035 - 2017 Elected Member Update.

5. 1540969 * 402 & 449

Queensland Audit Office - QAO

Information Regarding Audited Financial Statements - 2015-16 Audit - Burdekin ShireCouncil.

2. 1540135 * 1474

Councillor Tanya Milligan - Lockyer Valley Regional Council

Update - Horticultural Communities Advisory Group.

1. 1540127 * 282

Lower Burdekin Home For The Aged Society

Request for Donation - Gravel Road Base to Allow Access to Generators DuringDisaster Events - Ayr and Home Hill Campuses

4. 1540676 * 103

Burdekin Catholic High School

Invitation to Mayor - 2017 School Captains and Vice Captains Interview Panel - 7November 2016 - Burdekin Catholic High School.

3. 1540611 * 146

CORRESPONDENCE FOR INFORMATION

Rsl - The Returned & Services League Of Australia - Ayr Sub Branch

Invitation - Remembrance Day Service - 11 November 2016 - ANZAC Park.

9. 1541258 * 146

Port Of Townsville Limited

Townsville Port Expansion Project - Letter to Mayor and Fact Sheet.

8. 1541107 * 894

Lockyer Valley Regional Council

26 Raitway Street PO Box 82. Galton. OLD 4343

Telephone 1300 005 872 Facsimile (07) 5462 3209

Emailbox@lvrc.qld.gov.auWWW\^l.lockyerval1ey.qld.gov.au

Office of the

MAYOR

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25 October 2016 8 OCT ZG13Cr Tanya Milligan Mayor

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Burdekin Shire Council

Mayor Lyn McLaughlin PO Box 974

AYR QLD 4807

Email: councillor.mciaughlin@burdekin.qld.gov.au

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Dear Mayor McLaughlin

Horticultural Communities Advisory Group

On Monday, the LGAQ Policy Executive met and were keen for further discussion to take

place. As the General Manager Greg Hoffman prepares to leave his position at LGAQ we will be approaching and discussing the new idea with his successor, Sarah Buckler and the

Advocate team. Sarah begins her new role on the 7th of November so we will be talking to

her shortly after her appointment.

In the meantime, I will be approaching Growcom CEO, Pat Hannan and talking about how

we can work with industry to achieve some positive outcomes. Something that I am also

considering is working with the Queensland Horticulture Council, chaired by Growcom. This

is a relatively newly established forum with Grower executives from the key regional growing

organisations throughout Queensland. This group was formed with similar objectives in mind

and I think there are some good benefits with us working together.

Horticulture in Queensland is now the second largest primary industry at farm-gate, worth

$2.7 billion a year to the Queensland economy. What a great time for our regions horticulture

and because of its significant impact on the local, state and federal economies now is time to

take advantage of its position and work collaboratively together with the industry to achieve

bigger and better things.

I am excited to know that you and the other Mayor’s I have been in touch with are keen to

work together. Therefore I will be back in touch and keep you up to date on how things

progress and what next steps we can make together.

Yours sincerely,

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LOCKYER VALLEY REGIONAL COUNCIL

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Councillor L McLaughlin

Mayor Burdekin Shire Council

PO Box 974

AYR OLD 4807

Dear Councillor McLaughlin

Final Management Report for Burdekin Shire Council

The 2015-16 audit for Burdekin Shire Council has now been completed.

OAO has issued an unmodified audit opinion on your financial statements. An unmodified

audit opinion was also issued on the current year financial sustainability statement. However,

an emphasis of matter paragraph was included in the Independent Auditor’s Report to

highlight the use of the special purpose basis of accounting. These financial reports were returned to you by letter dated 14 October 2016.

The purpose of this letter is to provide the council with details of significant audit matters and

other important information related to the audited financial statements

Our closing report was presented to the audit committee on 12 October 2016 and provided the status of the audit as at that date. Since the presentation of the closing report, there have

been no significant matters that have come to our attention.

For your information, Appendix A provides you with details of all audit issues we have raised

with management.

Report to parliament

Each year we report the results of all financial audits and significant issues to parliament. In

this report, we will comment on the results of the audit of your financial report, financial

performance and position and sustainability matters, and any significant control issues we

identified, together with our audit recommendations.

You and the chief executive officer will be given an opportunity to comment and those

comments will be reflected in the report.

Audit fees

The final audit fee for this year is $78 000 (prior year $80 300).

We would like to thank you and your staff for the assistance provided to us during the audit.

Queensland Audit Office

Level 14, 53 Albert Street, Brisbane Old 4000

PO Box 15396. City East Old 4002

Phone 0731496000

Email qao@qao.qld.gov.au

Web www.qao.qfd.gov.au

If you would like to discuss these issues or any matters regarding the audit process, please feel free to contact me on 3149 6071.

Yours sincerely

/!Dale Hassell

Engagement Leader

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Appendix A

Issues formally reported to management

This table provides you with a summary of all issues that we have formally reported to management related to internal control deficiencies we identified

through our audit process. We note that we did not identify any new issues since our interim management letter.

Component

Internal control deficiencies (reported in the Interim management letter dated 16 June 2016)

Our recommendation

Information

systems -

governance

Issue

Control Environment

Business continuity and IT disaster recovery

We identified Council does not have an approved business continuity plan or IT disaster recovery plan. We note ICT has sound back up procedures should an event occur. This issue was originally raised in the

previous year’s audit.

We acknowledge Council has engaged consultants to undertake this work, however, this was unfinalised at

the time of our audit in May 2016.

Implication:

Council has little assurance that critical business

functions and information systems can be restored or recovered in the event of a disaster.

...Significant Deficiency

We recommend Council analyse the impact of losing critical business functions and computer systems, and:

1. Develop a business continuity and disaster

recovery plans

2. Define disaster recovery targets for all critical

computer systems

3. Test business continuity and disaster recovery plans regularly

4. Monitor periodic reports (Ieamings) on business

continuity testing (including those from service

providers where applicable)

5. Use emerging technology and service solutions to expand Council’s options in providing cost-

effective backup and disaster recovery testing

6. Develop a plan to improve the maturity of the business continuity program and manage to that

plan.

Status

Management are

undertaking corrective

action, in line with the

agreed timetable.

We acknowledge that

significant progress has been made on this

issue, with plans

developed and

awaiting formal

adoption, this is in line

with the timeframe.

Component

Payroll

Issue

Control Activity

No employee masterfile change report

The People One system does not currently have the

functionality to produce a masterfile change report or audit log to show all changes and creations made to the

employee masterfile.

We note each individual change is supported by documentation and verified by another officer, however, there is no control in place to detect any unauthorised

changes or new creations in the masterfile data. This issue was originally raised in the previous year’s audit.

Implication:

There is an increased risk that unauthorised changes to the employee masterfile will go unnoticed, resulting in the potential for phantom employees to be created or unapproved changes to employee masterfile data such as allowances.

...Significant Deficiency

Our recommendation

We recommend:

1. The reporting functionalities within People One

are enhanced in order to enable an employee masterfile change report to be generated.

2. Once the functionality is in place, an employee masterfile change report be generated monthly and all creations and changes be verified back to

supporting documentation.

Status

Management are

undertaking corrective

action.

We acknowledge that

management have

made progress on this

issue, with reports

being generated and

trialled.

Component Issue

Information

systems -

security

Control Environment

Information security management

We id nlified in the previous year’s audit and confirmed the following remains outstanding as at May 2016:

. Information systems have not been classified using an appropriate security classification scheme (such as the Queensland Govemment security classification framework, QGISCF) and related controls identified.

. ICT security policy and monitoring requirements are not in place except for Ihe draft "ICT Resource

Usage Policy". We note this is currently a work in

progress.

. Council’s current approach to management of IT

security risks is based on addressing day-to-day operational issues rather than on a security standard that provides a summary view of information assets, security classification levels and related controls to be maintained.

We note Council are currently creating draft classifications of the main document categories for the

Security Classified Information Register.

Implication:

In the absence of an established information security classification policy and supporting security standards/policies, Council’s IT controls may not

provide appropriate levels of protection to information assets against unauthorised use, loss or release.

...Deficiency

Our recommendation

We recommend Council:

1. Develop, document and implement information

security classification policy which may for

example be based on Queensland Government

Information Security framework. This policy would provide a standard process to allow

Council to evaluate their information assets and

determine the appropriate levels of security classification that must be applied.

2. Determine the security classification .Ievel for all

key business information assets and document

in a supporting document, ICT security standard

or register.

3. Nominate information asset custodians.

Custodians should playa key role in the

determination of security classification level for each information asset and implementation of

some related controls.

4. Identify gaps in the existing controls, implement and maintain appropriate IT controls that address

security classification requirements and associated risks of each information asset.

5. Set a clear policy direction in line with council

business objectives and demonstrate support for, and commitment to, information security through the issue and maintenance of an overarching corporate information security policy across the

organization in addition to the sub procedures within council’s business and services

operational units.

For best practices refer to QLD Government Chief

Information Office (QGCIO) Information security Toolbox.

Status

Management are

undertaking corrective

aclion, in line with the

agreed timetable.

We acknowledge that

management have

made significant

progress on this issue,

with two action items

remaining as pending;

this is in line with the

timeframe.

Component

Information

systems -

security

-=- Control Activity Deficiency

Privileged access management

Council has not established guidelines to manage the

use of privileged accounts (generic and default and administrator accounts).

Five accounts (four in Finance and one in Property and

rating modules) possessed All Role, full privileges including the Manager Finance, Finance Accountant and vendor generic account in addition to the system administrators as of May 2016. These administrator accounts are used by Council staff to provide day-to-

day support services even though a more suitable standard user account with fewer access permissions can be made available. In addition, the privileged administrator accounts are used for remote access to

the corporate system.

This issue was originally raised in the previous year’s audit.

Issue

Implication:

Inappropriate use of system administration privileges and service accounts can be a major contributory factor

to the security breaches of systems which allow users to override system controls. There is a risk of security breaches of confidential financial information and

unauthorised processing of Finance One system transactions.

Our recommendation

We recommend Council:

1. Develop and implement a guideline to control and manage use of privileged accounts (generic, default and all Windows Active Directory administrator accounts).

2. Create a more suitable standard user account

with fewer permissions for day-to-day Finance One system support tasks, e.g. user access

management.

3. Create two separate accounts for the finance

manager (as ’finance manager’ and ’all- roles’) instead of using a combined privileged account until the new administrator is established in their

role. Remove "all roles" access account from

Finance Manager after the new administrator get established in her role.

4. Foster the use of individual administrator

accounts to improve accountability for activities

5. Use less privileged account instead of the "all

roles" privileged account to gain remote access to Council’s network.

Belter practice indicates access permissions should be

restricted to the minimum required and to only those individuals whose job requires such access

Status

Management are

undertaking corrective

action, in line with the

agreed timetable.

We acknowledge that

this issue is largely

resolved, one

recommendation point

is yet to be

implemented; this is in

line with the

timeframe.

Component

Information

systems -

security

Information

systems -

security

Issue

Control Environment

Network security management

We identified Council’s:

. In-house supported web site has not been tested for security vulnerabilities since implementation in

2005

. Standardised documented guidelines are not available and in place to manage the standard

operating environment including wireless

technologies and mobile devices.

This issue was originally raised in the previous year’s audit and remains outstanding as at May 2016. We note Council has committed to implementing penetration testing in the next financial year and a business case is being developed for a mobile device

management (MOM) platform to manage mobile devices.

Implication:

There is a risk the security level implemented on the

network, websites and mobile devices may be below

that required by the business for protection of critical business data when compliance and monitoring procedures are not in place.

Control Environment

User access management policy

Council has an established process to manage user

requests for access to its computer systems. However, the user access policy has not been documented and

approved. In addition, user accounts and user access

permissions are not reviewed on regular basis.

We note this issue was initially raised in the previous year’s audit.

Implication:

Absence of documented guidelines may result in inconsistent practices for providing of access to

systems and review of user accounts and user access

permissions.

...Deficiency

Deficiency

Our recommendation

We recommend Council:

1. Develop, document and implement configuration standards with related practices for wireless

technology, mobile devices, network devices and SOE.

2. Develop and implement monitoring process of Council’s network, wireless, mobile, web and

cloud services to mitigate identified IT risks.

3. Undertake security vulnerabilities assessment

periodically of corporate web site and take remedial actions (refer to QGCIO and OWASP

best practices in web security).

We recommend Council:

1. Develop and implement a policy which details

procedures in relation to providing and managing user access to all Council’s business systems and electronic fund transfer(EFT) systems.

2. Include a r quirement in the policy to review

periodically the appropriateness of user access

permissions in all key business systems,

including Window’s active directory users, EFT

system, SCADA.

Status

Management are

undertaking corrective

action, in line with the

agreed timetable.

Management are

undertaking corrective

action, in line with the

agreed timetable.

- Issue

Expenditure Control Activity

Managing conflicts of interest

During our testing of contracts and procurement, we identified there is no formal declaration of interest made

by council employees prior to approval and entering into contracts with successful suppliers.

Implication:

Without a formal conflict of interest declaration,

implications for council include:

. Possible breach of ethics and objective decision

making by selecting contracUtender suppliers with whom employees have personal relationships

. Risk of financial loss and inappropriate use of

taxpayer money through selection of suppliers that

may not offer the best terms or value for money

. Possible objections or legal action taken by unsuccessful suppliers who may perceive there to be a conflict of interest or unfair advantage shown to successful contractors/tenderers.

...Deficiency

Our recommendation

We recommend council implement a mandatory conflict

of interest declaration process at the beginning of each contracUtender evaluation process for those involved in

the evaluation. Carefully considered and signed conflicts of interest will help ensure council employees are transparent and accountable in their dealings with each awarded contracUtender, that decisions made are

in the best interest of council, and value for money is

achieved.

Status

Management are

undertaking corrective

action, in line with the

agreed timetable.

~Information

systems -

security

Assets

Issue

Control Environment

SCAD A system security management

Supervisory Control and Data Acquisition (SCADA) systems are used by the Council to manage the

infrastructure that delivers water and sewage services

to the ratepayers. We identified the Council’s Process

Control Network (PCN)/SCADA systems are not isolated from the corporate network.

This issue was originally raised in the previous year’s audit and remains outstanding as at May 2016.

We note Council has addressed some of our previous concerns raised in this issue by moving the function of external network protection to a managed security service provided by Council’s internet provider.

Implication:

Water and sewage services are critical business

operations for Council. Disruptions to those services

may result in financial losses to Council. Increased risk

of unauthorised attacks and access to internal

components on the PCN or SCADA systems.

Control Activity

Improvements required in asset capitalisation

process

Exceptions were identified in relation to lack of post

construction forms for projects requiring capitalisation

and lack of review of key inputs in asset capitalisation

form.

...Deficiency

Deficiency

Our recommendation Status

We recommend Council: Resolved

1. Isolate the PCN/SCADA systems from the

corporate network. Allow only authorised access from the corporate network to shared Process

Control Network (PCN) servers.

2. Restrict Internet access to the PCN/SCADA

network workstations and devices. If possible, no direct connections from the Internet to the PCN

or SCADA network and vice-versa.

3. Prohibit or control connection of mobile devices

(e.g. PCs, USB memory sticks) to SCADA Workstations.

Refer to Australian Government’s Trusted Information

Sharing Network (TISN) for Critical Infrastructure Resilience - SCADA Good Practice Guides.

It was recommended that: Resolved

Council improve the capitalisation process including

ensuring a post construction form is completed within a

timely manner of a project being completed. In addition review of key rates such as deprecation and useful life be formalised and evidenced through signing off on this as part of the asset capitalisation form.

We cordially invite you to sit on the Interview Panel for the

2017 School Captains and Vice Captains

of Burdekin Catholic High School

Interviews will take place on Monday, 7th November, 2016

commencing at 9am and concluding at 2pm.

Please RSVP via the school office (4783 2366) by Wednesday, 2nd

November, 2016.

Mayor Lyn McLaughlin Burdekin Shire Council Po Box 974 Ayr Qld 4807 Dear Lyn

We have been reviewing our disaster management plan. Earlier this year we installed 2 x 450KVA generators at both the Ayr and Home Hill campuses. The generators will meet our power demands comfortably and account for future development. They will also allow us to support the Local Disaster Management Group initiatives to provide effective support to the aged of the Shire should they be required to relocate to a more secure location both in response to an event and/or in the recovery after an event. Reviewing our support for the operation of the generators we estimate we will have about 12 hours running time before refueling. We will have reserves making operating total time approx. 24 hours. Truck access for refueling is not an issue in Home Hill given access to street frontage from Eleventh Avenue. Ayr campus is not as straight forward. Access in Ayr is along a headland at the rear of the building. The risk we have identified is that protracted wet weather resulting from a cyclonic event would risk compromising that access route and there are no alternatives. Our intention is to construct a permanent drive but that is not until 2018, in which case we are wishing to lay a viable temporary response for this season and next. We are asking if the Council would be willing to contribute gravel road base material for the purpose of constructing a temporary wet weather access from Taylor Street along our rear boundary to the generator. The proposed route appears in the attached map and distance is estimated at 50 m. We look forward to learning of what assistance Council may be able to offer. Yours faithfully Deana Murray Workplace Health & safety Advisor

Lower Burdekin Home

for the Aged Society

PROPRIETORS OF: LOWER BURDEKIN HOMES FOR THE AGED & BURDEKIN NURSING HOME

9A-27A Chippendale Street, AYR, 4807

AYR Phone (07) 4783 0100

Fax (07) 4783 5258

HOME HILL Phone (07) 4782 1311

Fax (07) 4782 2810

Circular

FOR OFFICIAL USE ONLY

Page 1 of 1

2017 Elected Member Update (EMU)

For Information Circular: 2016-035 Release Date: Tuesday, 1 November 2016 Authorised by: Greg Hallam PSM Chief Executive Officer The LGAQ is calling for council participation, content contribution and locational preferences for its 2017 Elected Member Update (EMU) program. Held annually, the program provides a unique opportunity for local government leaders to be briefed, educated and energised. EMU 2017 will be timed to coincide with the first anniversary of the local government elections with workshop delivery proposed for April, as well as herald a return to its traditional one-day format. Contact with your council regarding tentative dates, locational preferences and any council requested custom content or specific topics will occur in the next few weeks. About EMU 2017

• Attendance at a regionally delivered workshop with the opportunity to join with neighbouring councils will be encouraged in recognition of the increasing importance of local government collaboration.

• Private in-house sessions will also remain available to councils.

• The program will again build on the ‘big three’ council performance domains of Our Business, Our People & Our Story.

• Updates on critical and emerging issues along with interactive professional development opportunities relevant for elected members and senior staff is also included.

Attendance fees for the 2017 program are $375pp for attendance at regional workshops or $3,750 plus travel for in-house workshops. Both costs exclude GST. For any questions regarding the 2017 program please contact ask@lgaq.asn.au or 1300 542 700.

’3URDEK!N SHIRE COUi"!C!L

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Our ref: CC381 ~etention Period.Department of

Transport and Main Roads

27 OCT 2016

Councillor Lyn .McLaughlin

Mayor Burdekin Shire Council

PO Box 974

AYR QLD 4807

Dear~or~A- Thank you for attending the Whitsunday Community Cabinet meeting on 23 October 2016

and discussing the B-Double route from Bruce Highway to Ayr-Dalbeg Road via Brown

Road, Home Hill.

The Department of Transport and Main Roads (TMR) recognises the need to support

industry throughout Queensland and provide a safe road network that supports all road

users.

TMR has an approved B-Double route, which includes the Bruce Highway, Hughes Road, Pelican Road, Brown Road and Ayr-Dalbeg Road. This route has been approved for use

by B-Doubles during the sugar cane planting and crushing season only.

At this time, funding is not available in the Queensland Transport and Roads Investment

Program (QTRIP) to contribute to upgrades of Ayr-Dalbeg Road intersections planned by the Burdekin Shire Council, and I understand that you have expressed your requirement for support to manage this.

As committed to in our discussion, I will visit Burdekin Shire and inspect the intersection to

gain a full understanding of what work would be required for the upgrade.

Thank you again for attending the Whitsunday Community Cabinet meeting.

Yours sincerely

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85 George Street, Brisbane

GPO Box 1549, Brisbane

Queensland 4001 Australia

Telephone +61 730667316

Facsimile +61730667122

Website www.tmr.qld.gov.au ABN 39 407 690 291

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11 October 2016 Councillor Lyn McLaughlin Mayor Burdekin Shire Council By email: councillor.mclaughlin@burdekin.qld.gov.au

Dear Mayor McLaughlin, Port of Townsville Limited has submitted an Additional Environmental Impact Statement (AEIS) to the Queensland Government’s Coordinator General and the Australian Government’s Department of Environment for consideration; seeking final approval for the Townsville Port Expansion Project. The Townsville Port Expansion Project, which will be completed in stages to match demand, has been in the planning phase since 2007 and includes an Environmental Impact Statement that went through a public consultation period during 2013. The AEIS incorporates responses to submissions received during that consultation period, as well as project amendments that were required to address changes in the law around the disposal of capital dredge material at sea. The Port of Townsville is the international freight gateway for the largest population centre in Northern Australia and is the country’s leading export port for zinc, lead, sugar, fertilizer and molasses. The Port ensures that essential everyday goods can be imported directly to more than 700,000 people, and facilitates the export of minerals, agricultural products and general cargo to more than 240 countries across the globe. With our trade volumes projected to treble over the next 30 years and modern vessels increasing in build size each year, the Townsville Port must widen and deepen its sea channel and build more berths to stay competitive in the global market, and provide investors and trade partners with confidence in the growth opportunities for our region. In the attached Fact Sheet you will find more detailed information about the scope of the project. Over the coming months I will provide regular updates on the status of approvals and details of commencement time frames for the first stage of the Townsville Port Expansion Project. If you have any queries please do not hesitate to contact me on 07 4781 1521. Yours sincerely,

Ranee Crosby Chief Executive Officer

T: 07 4781 1540 EIS@townsvilleport.com.au 

www.townsvilleportexpansion.com.au  

PO Box 1031 Townsville QLD 4810 

TOWNSVILLE PORT EXPANSION

Handling more than 30 different cargo types, the Port of Townsville is the largest general cargo and container port in Northern Australia, and the country’s number one exporter of zinc, lead, sugar, fertiliser and molasses. During 2015/2016 more than $10 billion in cargo value moved through the Townsville Port.

Townsville is the international freight gateway for the largest population centre in Northern Australia; facilitating the import of essential everyday goods to more than 700,000 people as well as the export of minerals, agricultural products and general cargo to more than 240 countries across the globe.

Industries which rely on the Port of Townsville directly support approximately 9000 jobs.

Trade volumes through the Port of Townsville are expected to treble over the next 30 years as Northern Australia is developed to its full potential. Particularly strong growth is ancitipated in containerised and general cargo. In addition to this, modern vessels are increasing in build size each year, therefore the Port of Townsville needs to widen and deepen its channel (access point) and build more berths to ensure its long term future and competitiveness in the global market.

WHY DOES THE CHANNEL NEED TO BE BIGGER?Since 1974 the Port of Townsville’s entrance channel has measured 11.7 metres deep and 92 metres wide on average, making it around half the size of most other comparable ports around Australia. The first works for this project are widening the channel to improve access for longer and broader vessels.

Due to the existing size of the channel, the Townsville Port is limited to accepting ships up to 238 metres in length. This means that some vessels cannot access our port, and trade bypasses Townsville and heads to other Australian ports. If the cargo

being imported is destined for North Queensland, it must then be transported back to our region via road or rail transport.

The size of cruise vessels sailing the globe is also increasing each year, which means that over the next few years we will see a decline in the percentage of vessels that can visit Townsville, unless we improve its accessibility.

Increasing the width and depth of the channel will allow Townsville to compete as a truly global port, and enable it to attract larger vessels carrying more cargo, as well as larger cruise ships.

Larger ships (especially container vessels) create better economies of scale, which will ultimately make it cheaper to import and exports goods out of Northern Australia.

THE PORT OF TOWNSVILLE IS A VITAL AND STRATEGIC TRADING PORT FOR QUEENSLAND AND PLAYS A SIGNIFICANT ROLE IN THE LOCAL, REGIONAL AND STATE ECONOMY.

2,500 TEU LENGTH 215M

4,500 TEU LENGTH 290M

8,000 TEU LENGTH 300M

14,000 TEU LENGTH 370M

18,000 TEU LENGTH 399M

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BEAM 32M

BEAM 40M

BEAM 43M

BEAM 59M

1965

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1985

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PANAMAX

POST PANAMAX

POST PANAMAX PLUS

TRIPLE E

MORE BERTHSThe Port of Townsville currently has eight operational berths.

Projected increases in volumes of commercial shipping, military vessels and cruise ships will drive a requirement for new berths beyond the year 2020.

The time it takes to obtain development approvals and undertake development of port infrastructure to cater for trades is very long; in fact this can take up to ten years. Therefore it’s vital that the Port of Townsville seeks approvals now for planned needs over the next decade, to ensure it is ready to accommodate future investors and trade partners.

STAGE 1 CHANNEL WIDENINGWidening of the channel from 92 metres to 135 metres (at entrance) to 180 metres at entrance to 135 metres for Platypus Channel tapering to 120 metres at sea channel. Dredge material to be beneficially re-used and placed at the Port’s new reclamation area. Includes construction of Berth 12.

STAGE 2 SWING BASIN AND BERTHSConstruction of up to three berths. Swing basin construction in the Outer Harbour.

STAGE 3 SWING BASIN AND BERTHSDeepening of the channel. Construction of up to two berths.

WHAT WORKS ARE INVOLVED AND WHEN?Port of Townsville Limited submitted an Additional Environmental Impact Statement (AEIS) to regulatory authorities in October 2016 for approval of the Townsville Port Expansion Project including channel works and berth construction. When approvals are received, it is anticipated that the project will take place in three stages. Construction works are dependent on completion of funding arrangements related to demand. Initial works to widen the channel could commence by late 2017.

ENVIRONMENTAL MANAGEMENTThe project will be carried out under the guidance of an Oversight Panel as well as Environmental Management Plans (EMP) which set out strict controls and safeguards to protect local port communities along with the natural land and marine environments. It considers matters such as flora and fauna, noise and vibration, marine ecology, visual amenity and waste management. The appropriate permits and approvals will govern channel capacity improvements.

HOW WILL THE COMMUNITY BE KEPT INFORMED?A community-led Stakeholder Engagement Committee will be formed (once approvals are received) as part of the project framework. This group will meet quarterly to receive project updates and provide input from our most important stakeholder, the community of Townsville. Quarterly project updates will be published on our website and social media channels, and e-Newsletter.

Contacts

T: 4781 1540 E: EIS@townsvilleport.com.auW: townsvilleportexpansion.com.au

1 PROJECT STAGES

2 3 TIME FRAME: Start 2017 – estimated completion in 2022

PROJECT VALUE: Approximately $520 million over five years

JOBS CREATED: Approximately 175

TIME FRAME: Five years from commencement

PROJECT VALUE: Approximately $500 million

JOBS CREATED: Approximately 200

TIME FRAME: Five years from commencement

PROJECT VALUE: Approximately $500 million

JOBS CREATED: Approximately 200

From: Ayr Anzac Memorial Club To: Email Registration <EmailRegistration@burdekin.qld.gov.au> Date: 2/11/2016 1:37:35 PM Subject: Remembrance Day

TO WHOM IT MAY CONCERN

The Ayr RSL Sub Branch request the company of the Mayor and any Councillors available to attend the Remembrance Day service on 11/11/2016 at 11am at ANZAC Park. Could you please advise who may be attending.

Thanks

This message was sent by:

Cecily Venables Club Administration Manager

AYR ANZAC MEMORIAL CLUB INC. 101 BURKE STREET, PO BOX 92, AYR QLD 4807 PHONE 07 47831283 FAX 07 47835178 WEBSITE : www.ayranzac.com.au