Board Meeting: August 2016 ORD HOWE ISLAND BOARD … · The Board’s Corporate Plan 2014/2016 expired on 30 June 2016. As a consequence a review of the corporate plan has been undertaken

Board Meeting: August 2016

Agenda Number: 4(iv)

File Reference: AD59

LORD HOWE ISLAND BOARD Business Paper

OPEN SESSION ITEM: Draft Corporate Plan 2016/2019

RECOMMENDATION It is recommended that the Board adopt the draft Corporate Plan 2016 – 2019.

BACKGROUND: The Board’s Corporate Plan 2014/2016 expired on 30 June 2016. As a consequence a review of the corporate plan has been undertaken by the Board’s senior management team and a new corporate plan has been developed looking forward over the next three years. The draft Corporate Plan setting out the framework and direction for the Board for the three years from 1 July 2016 to 30 June 2019 is presented for the review of Board members. CURRENT POSITION: The draft Corporate Plan is a strategic document underpinned by the Board’s Charter under the Lord Howe Island Act 1953. It identifies the key strategic directions of the Board, the priority issues for the next three years and how the priority issues will be addressed.

The draft Plan includes a vision and mission and a set of values which reflect the values and principles in the Board’s Code of Conduct.

The six strategic directions from the previous plan have been confirmed as relevant for the future and therefore will continue to provide the framework for a series of strategies and actions by means of which the strategic directions will be achieved and key performance indicators or KPIs for measuring results.

While most of the strategies from the previous plan have continued through to the new plan, there are some significant additions, and new actions have been identified. The significant changes or additions under each strategic direction are:

1. Effective Governance and Leadership Ensure high standards of customer service: • Develop and implement Customer Service Improvement Plan

2. Strong and Sustainable Economy

Take action to ensure appropriate and adequate servicing of the island by a major airline: • A new RPT licence is put in place with Transport for NSW during 2017 for the period

after 1 March 2018.

• Funding is obtained for a Feasibility Study into the extension of the runway. 3. Sound Infrastructure and Services

Maintain Board building and property assets: • Airport terminal is upgraded or replaced by late 2017. • Subject to Board decision, upgraded boat ramp, and launch/retrieval system

operating at WMF by July 2017

Provide efficient and environmentally sustainable waste and recycling management services: • New compost system and wastewater management system commissioned at WMF

by June 2017 4. Outstanding Environment

Protect and manage the environment in a manner that recognises and promotes the World Heritage values of the Island: • LHI Biodiversity Management Plan is reviewed by 2018

Work to prevent the introduction of exotic pests and pathogens to and eradicate exotic pests from the Island: • African Big-headed Ants are eradicated by December 2018 • High priority actions identified in the Weed Management Strategy are implemented • Planning and approval process of the rodent eradication program to inform the

implementation phase is complete • The technical and non-technical feasibility of the of the rodent eradication program is

demonstrated

Improve environmental sustainability of Board programs and operations (waste disposal; waste water; renewable energy): • Funding agreement implemented with ARENA to complete the Renewable Energy

Project. • Energy Roadmap continues to completion in early 2018 with full implementation as

planned. • Electric vehicles can be conditionally registered on LHI • 70% of high risk wastewater systems are compliant by June 2017. • 100% of wastewater systems are compliant by January 2018. • All Board properties have upgraded wastewater systems by June 2017

5. Responsible Land Management

Design land use and development policies that balance environmental, economic and social outcomes: • Finalise Stage 1 review of the LHI Local Environmental Plan: Amendments to LHI

Local Environmental Plan gazetted • Commence Stage 2 review of the LHI Local Environmental Plan, and Development

Control Plan: Draft Planning Proposal completed by June 2017

Protect and manage vacant crown lands:

• Draft Norfolk Island Pine management plan for the Foreshore area is completed by June 2018

• Draft Stevens Reserve Management Plan is placed on public consultation by June 2017

Rehabilitate degraded areas: • Town Centre Precinct plan is fully implemented by June 2018 • Old Settlement and Cobby’s Creeks are managed to reduce impacts on erosion and

Sally Swamp areas respectively 6. Strong and Engaged Community

Plan for appropriate services for the community:

• 10 year community strategic plan is completed by 2018-19

Improve relationship with the community through engagement and consultation:

• Communication/community engagement strategy developed by June 2017

The draft Corporate Plan includes a final section which demonstrates the alignment of the six strategic directions with the Board’s Charter, the Lord Howe Island Community Strategy 2010 to 2015, the Board’s organisational and budget structure as well as the NSW State Priorities.

The Corporate Plan is a three year plan, and for each of the three years, there will be an associated one year Operational Plan.

Once the Corporate Plan is adopted, the Operational Plan for 2016/2017 will be finalised with the linking of strategies, actions and KRA’s to the approved annual budget allocations.

The Corporate Plan and Operational Plan will also align with the organisational performance management system for staff. In this way, all staff will understand how their work goes to fulfilling the Board’s strategic directions.

RECOMMENDATION: It is recommended that the Board adopt the draft Corporate Plan 2016 – 2019.

Prepared__________________ Penny Holloway Chief Executive Officer

LORD HOWE ISLAND BOARD

2016-2019 CORPORATE PLAN

This Corporate Plan sets the framework and the direction for the Lord Howe Island Board over the three year period from 2016 to 2019.

LORD HOWE ISLAND BOARD CORPORATE PLAN 2016-2019

CONTENTS 1. Introduction ................................................................................................................................ 3

2. Vision ......................................................................................................................................... 3

3. Mission ...................................................................................................................................... 3

4. Values ....................................................................................................................................... 4

5. Responsibilities .......................................................................................................................... 4

6. Organisational Structure ............................................................................................................ 5

7. Strategic Directions of the Corporate Plan ................................................................................. 6

8. Strategies and Actions ............................................................................................................... 7

1. Strategic Direction: Effective Governance and Leadership .............................................. 7

2. Strategic Direction: Strong and Sustainable economy ................................................... 11

3. Strategic Direction: Sound Infrastructure and Services .................................................. 13

4. Strategic Direction: Outstanding Environment ............................................................... 16

5. Strategic Direction: Outstanding Environment ............................................................... 19

6. Strategic Direction: Strong and Engaged Community .................................................... 21

9. Corporate Plan Alignment with Legislation and Other Plans .................................................... 23


1. INTRODUCTION The Lord Howe Island Board is established under the Lord Howe Island Act 1953 (the Act), with a Charter to exercise community leadership, protect and preserve the environment, support the Island’s economy, manage land, provide infrastructure and services to the Island community and build a strong and healthy community. The Lord Howe Island Group is inscribed on the UNESCO World Heritage List in recognition of its outstanding biodiversity, uniqueness and international importance.

Within the Board’s Charter, the Corporate Plan sets the framework and the direction for the Lord Howe Island Board over the three financial years from 2016/17 to 2018/19. The Corporate Plan is a strategic document that identifies the priority issues for Lord Howe Island and strategies for how the priority issues are to be addressed. It is key to ensuring that the Board’s efforts are focused and aligned to achieve agreed strategic goals for the Board and the Lord Howe Island community.

The key performance indicators measuring the Board’s success against the Plan are incorporated into the Board’s annual Operational Plan. The Operational Plan identifies specific outputs, activities and measures that will ensure the strategies of the Corporate Plan are achieved.

At the end of each financial year, overall performance against the Operational Plan targets and the Corporate Plan’s key result areas are reported to the Board and the community through the Board’s Annual Report.

2. VISION The Island community is strong and sustainable and the Island environment is protected and enhanced for the benefit of all.

3. MISSION To provide leadership, services and support which contribute to the wellbeing and sustainability of the Lord Howe Island community and its environment pursuant to the Charter in the Act.


4. VALUES The commitment of the Board members and staff of the Lord Howe Island Board (LHIB) to its residents and stakeholders is underpinned by the following corporate values and principles:

Leadership – Responsible community leadership Selflessness – Teamwork and loyalty and recognition of effort and achievement Impartiality – Fairness and objectivity in all our dealings Initiative – Creativity and innovation and openness to new ideas Accountability – Transparency and accountability in all our dealings Honesty, Openness and Integrity – Ethical and legal behaviour Respect – Respect and fairness to all persons Service – Effective service delivery to the community

5. RESPONSIBILITIES The LHIB has many of the responsibilities of a local council. It also has responsibility for a range of State Government functions, and carries a number of Commonwealth Government responsibilities. Following is a summary of some of the varied responsibilities.

TYPICAL LOCAL COUNCIL FUNCTIONS

TYPICAL STATE GOVERNMENT FUNCTIONS

TYPICAL AUSTRALIAN GOVERNMENT FUNCTIONS

Roads Public Works Waste Management Planning (Land Use and Development) Recreation Public Health Aerodrome Management Tourism Facilities Environment Protection, Education and Compliance Strategic Planning

Electricity Generation and Supply Wastewater Management Water Quality Management Emergency Management (SES / RFS) Management of Permanent Park Preserve Vehicle Importation and Control Moorings Issuing of Business Licences and Compliance Issue of Tourist Accommodation Licences and Compliance

Biosecurity Customs (Support Role) Births / Deaths / Marriages Military Liaison (Support Role)


6. ORGANISATIONAL STRUCTURE

Minister for Environment

Office of Local Government

Lord Howe Island Board

Chief Executive Officer

Manager Business & Corporate Services

Manager Infrastructure & Engineering Services

Manager Environment & Community Services

Corporate Governance and Support

Buildings, Plant and Equipment

Environment and World Heritage

Financial Management and Reporting

Airport Infrastructure and Operations Cultural Heritage

Trading Activities Waste and Wastewater

Development Assessment

Human Resource Management

Visitor and Wharf Facilities Public Health

Tourism Building Services and Inspections Land Administration

Board Meeting Support and Administration

Electricity Generation and Reticulation Community Services

Information Technology

Renewable Energy and Climate Change

Regulatory Compliance


7. STRATEGIC DIRECTIONS OF THE CORPORATE PLAN To address the challenges of Lord Howe Island, carry out the Board’s Charter and meet the Board’s responsibilities, a number of strategic directions have been identified, around which the Corporate Plan has been structured.

Effective Governance and Leadership Strong and Sustainable Economy Sound Infrastructure and Services Outstanding Environment Responsible Land Management Strong and Engaged Community


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8. STRATEGIES AND ACTIONS

1. STRATEGIC DIRECTION: EFFECTIVE GOVERNANCE AND LEADERSHIP

To ensure the provision of effective governance and community leadership for the island.

STRATEGIES ACTIONS KPI / MEASURE RESPONSIBILITY

1.1. Ensure accountability, fairness and transparency in the Board’s decision-making and relationship with all its stakeholders.

1. Hold Board meetings on quarterly basis in public.

1. At least four public meetings are held per year.

MBCS

2. Develop a 10 year Community Strategic Plan.

1. 10 year Community Strategic Plan developed by 2018/19.

CEO

3. Develop and implement appropriate policies and procedures to ensure decisions are merit based, transparent and defendable.

1. Policies and procedures reviewed in accordance with schedule to ensure currency and completeness.

MBCS

4. Ensure all conflicts of interest of Board members and staff are declared and managed in accordance with the Board’s Code of Conduct.

1. A record is kept of conflicts of interest declared.

MBCS

5. Ensure appropriate community engagement and consultation opportunities are provided so that community input to decisions and plans is obtained and considered.

1. Community engagement plans in place for important programs / projects.

2. Community input to policy development is sought as appropriate.

CEO

1.2. Ensure corporate governance practices meet legislative requirements.

1. Work with the Audit and Review Management (ARC) and the internal auditors.

1. ARC meets four times per year. 2. Internal Audit work plan completed.

MBCS

2. Contribute to review of the Act and Lord Howe Island Regulation.

1. Review completed. CEO


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1.3. Work to achieve long term financial sustainability.

1. Work with the NSW Government on a sustainable long-term financial plan.

1. Agreement on sustainable funding is achieved.

MBCS

2. Levy fees and charges at an appropriate level.

1. Fees and charges are levied as approved annually by the Board.

MBCS

3. Ensure that the services delivered are provided at the appropriate level.

1. Service levels and service delivery monitored and reports provided to the Board on achievement of service levels.

CEO

1.4. Ensure risks are properly managed.

1. Implement the risk management policies and procedures.

1. Progress against the implementation of policies and procedures is reviewed quarterly.

MBCS

2. Regularly review the Risk Register. 1. Risk Register is reviewed quarterly. MBCS 3. Develop Risk Treatment Plans (RTPs) to

manage risk impacts. 1. RTPs tabled at Management meetings. MECS

MIES 4. Develop and implement a Business

Continuity Plan (BCP) to ensure the continuance of Board services should a significant event occur.

1. BCP completed and tested by end June 2017.

CEO

1.5. Provide internal IT and communications systems which are secure, stable and support business operations.

1. Implement ICT policies and procedures. 1. Projects completed on time and on budget.

MBCS

2. Support and maintain corporate ICT. 1. Systems operational 99% of the time during business hours.

MBCS

1.6. Provide efficient and effective records management and information management.

1. Review and implement policies and procedures regarding information management.

1. 100% of staff informed of record keeping responsibilities.

MBCS

2. Implement the TRIM electronic records management system.

1. TRIM is implemented and relevant staff are trained by mid 2017.

MBCS


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1.7. Ensure effective management of human resources.

1. Ensure organisational structure is aligned to strategic priorities and legislative requirements and is adequately resourced.

1. Review undertaken annually. CEO

2. Review and implement Workforce Plan. 1. Actions undertaken in accordance with Workforce Plan.

CEO

3. Attract, develop and retain an effective workforce that delivers required outcomes.

1. Required recruitment processes implemented.

2. Improve staff capacity and capabilities.

CEO Unit Managers

4. Provide workplaces that ensure the health, safety and welfare of employees and the public.

1. External review and update of WH&S System.

2. WH&S management plan reviewed annually.

3. Incidents and injuries are reviewed. 4. Safe work procedures and training

requirements are in place. 5. Electrical Safety Management System

implemented by end of 2016 and audits undertaken annually in accordance with IPART requirements.

CEO Unit Managers

5. Ensure that Work and Development Plans are completed for all staff.

1. Work and Development Plans are completed annually.

CEO Unit Managers

1.8. Provide timely and proactive communication to all stakeholders.

1. Develop and implement Communication / Community Engagement Strategy.

1. Communication / Community Engagement Strategy in place.

CEO

2. Promote Board programs and services through meetings, advertising and written materials.

1. All materials prepared as required to a high standard.

MBCS

3. Maintain information on the Board’s website.

1. Number of page views per month. MBCS


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1.9. Ensure high standards of customer service.

1. Provide appropriate services efficiently and effectively to the appropriate service level.

2. Develop and implement Customer Service Improvement Plan

1. Communication of and access to information improved.

2. Efficiency and effectiveness of employees enhanced.

3. Processes and procedures reviewed and simplified.

CEO Unit Managers


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2. STRATEGIC DIRECTION: STRONG AND SUSTAINABLE ECONOMY

To ensure the provision of effective governance and community leadership for the island.


2.1. Market the island as a tourist destination.

1. Maintain and enhance the sustainable tourism “product” through the provision of infrastructure, engineering and environmental services.

1. Direct feedback from community members and tourists.

2. Visitor surveys are conducted and the results positive.

CEO

2. Work in partnership with the Lord Howe Island Tourism Association, Destination NSW and other bodies.

1. Regular consultation and information sharing takes place.

CEO MBCS

3. Promote the island in key source markets as resources allow.

1. Results of marketing activities are measured.

MBCS

4. Ensure website content is current and relevant.

1. Website content is refreshed and updated as necessary.

Manager Admin

5. Contribute to the review of island’s Destination Management Plan (DMP).

1. DMP is reviewed annually. Those parts of the DMP for which the Board is responsible are implemented.

CEO Unit Managers

2.2. Foster an environment that supports sustainable economic development.

1. Work with businesses regarding options and plans for sustainable business growth.

1. Support for local business development provided.

CEO

2. Pursue avenues of funding to implement economic development projects.

1. Funding achieved and reported. MBCS

3. Develop and maintain contemporary policies to aid sustainable development.

1. Policies regularly reviewed and red tape reduced.

MBCS

2.3. Effectively manage the Board’s business enterprises.

1. Operate the LHI Liquor Store. 1. Budgeted revenue and expenditure targets for Liquor Store are met.

MBCS


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2. Operate the island’s airport and wharf facilities.

1. Airport and wharf facilities are operational when required and revenue and expenditure targets are met.

MBCS MIES

2.4. Effectively manage the Board’s commercial leases.

1. Ensure that fair market rental return is achieved on commercial leases.

1. Commercial leases premises are re-valued at least every five years.

MBCS

2.5. Take action to ensure appropriate and adequate servicing of the island by a major airline.

1. Negotiate with Qantas and other airlines to ensure services to LHI beyond 2018.

1. A new Regular Passenger Transport licence is put in place with Transport for NSW during 2017 for the period after 1 March 2018.

CEO MBCS

2. Review the strategy for the future of the airport to enable continued air services.

1. The Airport and Air Services Strategy is updated.

2. Funding is obtained for a Feasibility Study into the extension of the runway.

CEO MBCS MIES

3. Manage the Emergency Management Plan (EMPLAN) implementation.

1. EMPLAN implemented for any emergencies and annual review completed.

MIES


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3. STRATEGIC DIRECTION: SOUND INFRASTRUCTURE AND SERVICES

To develop and manage the Island’s public assets and infrastructure and ensure the provision of effective services to the Island community and visitors.


3.1 Provide sound asset management.

1. Review and update TAMPLAN annually for Board approval.

1. TAMPLAN is updated annually to support Treasury CAPEX requests.

MIES

2. Develop procedures then undertake and document preventative maintenance on all assets to reduce failures.

1. Progress of TAMPLAN reported annually at Board meetings.

MIES

3. Implement Authority Asset Maintenance System (AMS).

1. Authority AMS running by July 2018. MBCS

MIES

3.2 Maintain recreational facilities for visitor and community use.

1. Maintain and improve standard of recreational facilities through regular maintenance.

1. Recreational facilities are available for use.

2. Maintain and improve the condition of walking tracks.

MIES

2. Ensure all recreational facilities, including those in the Permanent Park Preserve (PPP), are captured in the LHIB Asset Management System.

1. AMS includes all assets, including PPP. MECS

MIES

3.3 Operate Aerodrome safely for Regular Passenger Transport (RPT) services, medical evacuations and general aviation.

1. Arrange Annual Aerodrome Technical inspections and participate in CASA audits.

1. Annual Aerodrome Technical Inspections and CASA Audits completed and recommendations acted on.

MIES

2. Implement Aerodrome Manual and review every two years.

1. Aerodrome Manual reviewed by August 2016.

MIES


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3. Review Bird and Wildlife Hazard Management Plan annually.

1. Bird and Wildlife Hazard Management Plan reviewed annually.

MIES

4. Hold Aerodrome emergency exercises annually.

1. Aerodrome emergency exercise held in field in 2017 and 2019 and desktop based in 2018.

MIES

3.4 Maintain road network in good condition for all road users.

1. Implement road renewals as per TAMPLAN, subject to budget allocations.

1. Road renewals completed on budget and within timeframes.

MIES

2. Prioritise regular routine road maintenance.

1. Number of bicycle accidents caused by road surface are reduced from 2015/2016 levels.

MIES

3.5 Maintain wharf to serve shipping contractor, charter operators and visiting boats.

1. Maintain wharf as per TAMPLAN. 1. Wharf is available 100% of the time when required.

2. $400K in CAPEX funding obtained during 2017/18 and 2018/19 combined for maintenance.

MIES

3.6 Maintain Board building and property assets.

1. Maintain Board buildings as per TAMPLAN.

1. Buildings are maintained to an acceptable standard for commercial and residential purposes.

MIES

2. Upgrade Airport Terminal in accordance with Restart NSW grant.

1. Airport terminal is upgraded or replaced by late 2017.

MIES

3.7 Provide facilities in conjunction with Roads and Maritime Services for all Island boat users to safely and efficiently launch, retrieve and maintain boats in an environmentally sound manner.

1. Undertake detailed design and construction for upgraded boat ramp, and launch / retrieval system at Waste Management Facility site.

1. Subject to Board decision, upgraded boat ramp, and launch / retrieval system operating at WMF by July 2017.

MIES


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3.8 Provide reliable and efficient electricity supply.

1. Maintain electricity generation and distribution system to provide a reliable and safe supply.

1. Unplanned electricity outages are maintained at 2015/2016 levels.

MIES

2. Senior Electrical Officer and Electrical Apprentice are available to be fully involved in the construction of the Renewable Energy Project.

1. SEO and Apprentice are able to operate the Renewable Energy system when completed in late 2017.

MIES

3.9 Provide efficient and environmentally sustainable waste and recycling management services.

1. Maintain and upgrade the Waste Management Facility using grants and allocations to improve composting and waste diversion.

1. New compost system and wastewater management system commissioned at WMF by June 2017.

2. Odour from the composting process is reduced.

3. Compost is sold back to the community. 4. > 90% of waste is diverted from landfill.

MIES


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4. STRATEGIC DIRECTION: OUTSTANDING ENVIRONMENT

To manage, protect, restore, enhance and conserve the Island’s environment.


4.1. Protect and manage the environment in a manner that recognises and promotes the World Heritage values of the Island.

1. Protect threatened species, populations and ecological communities, and their habitats through implementation of LHI Biodiversity Management Plan 2007.

1. LHI Biodiversity Management Plan is reviewed by 2018.

2. High priority actions identified in the LHI Biodiversity Management Plan are implemented.

MECS

MEWH

2. In accordance with the LHI Local Environmental Plan (LEP), manage development in order to protect landscape values and scenic features.

1. Development applications and activities are assessed in accordance with relevant environmental legislation, policies and procedures.

MECS

3. Contribute to World Heritage Area conservation by being a member of the Australian World Heritage Advisory Committee (AWHAC).

1. Active contribution to AWHAC. CEO

MEWH

4.2. Work to prevent the introduction of exotic pests and pathogens to and eradicate exotic pests from the Island.

1. Implement biosecurity measures to protect against the introduction of exotic pests and pathogens to the Island.

1. High priority actions identified in the Biosecurity Strategy are implemented.

MECS

MEWH

2. Implement the Weed Management Program.

1. High priority actions identified in the Weed Management Strategy are implemented.

CEO

3. Eradicate African Big-headed Ants from the Island.

1. African Big-headed Ants are eradicated by December 2018.

MECS

MEWH


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4. Undertake Rodent Eradication Program subject to gaining strong community support.

1. Planning and approval process to inform the implementation phase is complete.

2. The technical and non-technical feasibility of the program is demonstrated.

CEO

Manager REP

4.3. Identify, protect and value heritage items.

1. Assist the LHI Historical Association and the community with conservation of heritage items.

1. Applications for community grants and external funding for heritage conservation initiatives are supported.

MECS

4.4. Improve awareness and understanding of the environment through education and research.

1. Develop and implement a communication plan to increase awareness and understanding of the natural and cultural heritage values of the Island.

1. Communication plan completed and 25% of actions completed per year.

MECS

2. Encourage appropriate environmental research which is of benefit to LHI environment and community.

1. Research priorities identified and appropriate research undertaken.

MECS

3. Increase opportunities for the community to be involved in the protection of natural and cultural heritage.

1. Seek Expressions of Interest for community involvement in natural and cultural heritage protection projects.

MECS

4.5. Improve environmental sustainability of Board programs and operations (waste disposal, waste water, renewable energy).

1. Further reduce waste going to landfill and volume of food waste delivered to the Waste Management Facility (WMF).

1. >90% diversion from landfill achieved. 2. 5% reduction in volume or weight of food

waste delivered to the WMF based on 2015/2016 data.

MIES

2. Develop better knowledge within the resident and tourist populations of the waste program objectives activities.

1. Waste data regularly updated at WMF, The Signal and / or Community Bulletin.

2. Semi-permanent display on environmental sustainability located at the Museum.

MIES

MECS


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3. Improve the sustainability of electricity on the Island.

1. Funding agreement implemented with Australian Renewable Energy Agency (ARENA) to complete the Renewable Energy Project.

2. Energy Roadmap continues to completion in early 2018 with full implementation as planned.

CEO

MIES

4. Improve the sustainability of transport on the Island.

1. Electric vehicles can be conditionally registered on LHI.

CEO

MIES

5. Support community in implementing On-site Wastewater Strategy.

1. 70% of high risk wastewater systems are compliant by June 2017.

2. 100% of wastewater systems are compliant by January 2018.

3. All Board properties have upgraded wastewater systems by June 2017.

4. Ongoing groundwater monitoring shows a measurable improvement.

MIES


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5. STRATEGIC DIRECTION: OUTSTANDING ENVIRONMENT

To provide for sustainable planning and development and ensure responsible management of the Island’s land and property assets.


5.1. Design land use and development policies that balance environmental, economic and social outcomes.

1. Conduct a land capability assessment to encourage sustainable, self-sufficient land use.

1. Review and update Land capability assessment as part of Stage 2 of the LEP review.

MECS

2. Finalise Stage 1 review of the LHI Local Environment Plan (LEP).

1. Amendments to LHI LEP gazetted. MECS

3. Commence Stage 2 review of the LHI LEP, and Development Control Plan.

1. Draft Planning Proposal completed by June 2017.

MECS

4. Undertake a review of the Dwelling Allocation and Entitlement Policy.

1. Dwelling Allocation and Entitlement Policy is reviewed.

MECS

5.2. Provide an efficient and effective development planning and assessment service.

1. Provide development planning and assessment through the services of an independent planning consultant.

1. Annual performance reviews of independent planning contract undertaken.

MECS

2. Undertake audits of planning and assessment systems and processing to monitor compliance with legislative and policy matters under the control of the Board.

1. Contract in place to audit planning and assessment systems.

MECS

3. Implement improved systems to manage and track the progress of applications.

1. TRIM Records Management System is implemented.

MBCS

5.3. Provide an effective lease administration system.

1. Administer leases in accordance with the Act.

1. Accurate and timely advice provided to leaseholders.

2. All necessary administration undertaken accurately and in a timely manner.

MECS


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2. Assist with the independent review of land tenure and allocation arrangements.

1. Priority actions from Land Tenure and Land Allocation review are implemented.

MECS

5.4. Protect and manage the LHI Permanent Park Preserve in a manner that recognises the World Heritage values of the Island.

1. Ensure LHI Permanent Park Preserve is managed in accordance with Plan of Management.

1. Commence review of the LHI Permanent Park Preserve Plan of Management.

MECS

MEWH

5.5. Protect and manage vacant crown lands.

1. Develop a Norfolk Island Pine management plan for the foreshore area.

1. Draft Norfolk Island Pine management plan for the foreshore area is completed by June 2018.

MECS

2. Develop a management plan for Stevens Reserve and other vacant crown lands.

1. Draft Stevens Reserve Management Plan is placed on public consultation by June 2017.

MECS

5.6. Rehabilitate degraded areas.

1. Undertake rehabilitation of the Town Centre Precinct to allow alternative uses.

1. Town Centre Precinct plan is fully implemented by June 2018.

CEO

MIES

2. Review and implement key actions within the LHIB Vegetation Rehabilitation Plan 2003.

1. Review of the LHIB Vegetation Rehabilitation Plan is complete.

2. Improve the condition and increase the extent of priority sites.

MECS

3. Implement LHI Coastal Study recommendations to manage erosion and recession risks.

1. Old Settlement and Cobby’s Creeks are managed to reduce impacts on erosion and Sally Swamp areas respectively.

2. Funding is obtained for the Lagoon Sediment Tracing Study.

3. Immediate risks of erosion on the southern end of Lagoon Beach are managed in the short term.

MIES


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6. STRATEGIC DIRECTION: STRONG AND ENGAGED COMMUNITY

To support a strong and engaged community.


6.1. Plan for appropriate services for the community.

1. Prepare a long term community strategic plan in conjunction with community.

1. 10 year community strategic plan is completed by 2018/19.

MECS

(Cross reference 1.1.2)

2. Support a whole of government approach to the provision of health, maritime, emergency services and other services.

1. Meetings held with NSW Health, RMS, Police, SES and RFS every 12 months.

6.2. Improve relationship with the community through engagement and consultation.

1. Develop a communication / community engagement strategy to support an informed and involved community.

1. Communication / community engagement strategy developed by June 2017

MECS

(Cross reference 1.8.3)

6.3. Provide professional environmental and public health services.

1. Ensure compliance with public health standards for LHIB drinking water supplies, wastewater management and food safety.

1. Scheduled inspection and testing regime is implemented.

MECS

MIES

2. Review, update and maintain Drinking Water Quality Assurance Program for Board supplies.

1. Board drinking water supplies meet the Drinking Water Quality Assurance Program goals on an ongoing basis.

MIES

6.4. Support capacity building in community organisations.

1. Make funds available under Community Grants Program for activities or projects that benefit the Lord Howe Island community.

1. Seek Expressions of Interest for Community Grants every 12 months in accordance with the Policy.

MECS


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6.5. Promote programs that assist children.

1. Make funds available under LHI Scholarship Program to support the completion of tertiary education that contributes to Lord Howe Island.

1. Provide $10,000 pa to LHI Scholarship Program.

MECS

2. Support community events. 1. Develop event calendar and identify priority events for Board assistance.

MECS

6.6. Manage the island’s Emergency Management Committee.

1. Manage the Local Emergency Management Committee (LEMC).

1. Quarterly meetings of LEMC held. MIES

LEMO

2. Manage the Emergency Management Plan (EMPLAN) implementation.

2. EMPLAN implemented for any emergencies and annual review completed.

MIES

LEMO


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9. CORPORATE PLAN ALIGNMENT WITH LEGISLATION AND OTHER PLANS The Corporate Plan aligns with the Lord Howe Island Act, the Lord Howe Island Community Strategy 2010-2015 and the NSW State Priorities. The Board’s organisation and budget are structured to enable adequate human and financial resources to be directed to the implementation of the Corporate Plan.

Key Direction / Goal

Lord Howe Island Act: Charter LHI Community Strategy 2010-2015

NSW State Priorities

Organisation Structure

Budget Master Account

Governance (b) to exercise community leadership, (h) to have regard to the long term and cumulative effects of its decisions, (k) to raise funds for Island community purposes by the fair imposition of charges and fees, by income earned from investments and, when appropriate, by borrowings and grants, (m) to ensure that, in the exercise of its regulatory powers, authorities, duties and functions, it acts consistently and without bias, particularly where an activity of the Board is affected, (n) to be a responsible employer. (See also: (j) and (l))

(See also: 1. Community Building)

Driving Public Sector Diversity Improving Government Services

Business and Corporate Services

CEO Office Governance Corporate Administration

Economy (g) subject to paragraphs (e) and (f), to promote the Island as a tourist destination, (See also: (k))

3. Tourism Development

4. Business Development

Creating Jobs Business and Corporate Services

Liquor Store Tourism

http://www.austlii.edu.au/au/legis/nsw/consol_act/lhia1953166/s3.html#island

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Infrastructure and Services

(a) to provide directly or on behalf of other levels of government, after due consultation, adequate, equitable and appropriate services and facilities for the Island community and to ensure that those services and facilities are managed efficiently and effectively, (i) to bear in mind that it is the custodian and trustee of public assets and to effectively account for and manage the assets for which it is responsible,

2. Infrastructure and Transport

(See also: 12. Sport and Recreation)

Building Infrastructure

Infrastructure and Engineering Services

Electricity General Services Airport

Environment (e) to manage, protect, restore, enhance and conserve the Island’s World Heritage environment in a manner that is consistent with and promotes the principles of ecologically sustainable development set out in section 6 (2) of the Protection of the Environment Administration Act 1991 , (See also: (f))

10. Environment (See also: 11. Heritage and Cultural Development)

Keeping Our Environment Clean

Environment and Community Services

Environment

Land Management

(f) to manage, protect, restore, enhance and conserve:

(i) vacant Crown lands, and (ii) lands reserved or dedicated under section 19 or 19A (including, in particular, the Lord Howe Island Permanent Park Preserve),

in a manner that recognises the World Heritage values in respect of which the Island is inscribed on the World Heritage List referred to in the United Nations Convention Concerning the Protection of the World Cultural and Natural Heritage,

(See also: 11. Heritage and Cultural Development)

Faster Housing Approvals


Land Administration and Planning



http://www.austlii.edu.au/au/legis/nsw/consol_act/poteaa1991485/



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Community (c) to exercise its powers, authorities, duties and functions in a manner that is consistent with and actively promotes the principles of multiculturalism, (d) to promote and to provide and plan for the needs of children, (j) to facilitate the involvement of members of the Board, members of the public, users of facilities and services and the Board’s staff in the development, improvement and co-ordination of the Board’s powers, authorities, duties and functions, (l) to keep the Island community and the State government (and through it, the wider community) informed about its activities.

1. Community Building

5. Child Services 6. Youth

Development 7. Positive Ageing 8. Healthy

Lifestyles 9. Education and

Lifelong Learning

11. Heritage and Cultural Development

12. Sport and Recreation

Tackling Childhood Obesity Improving Education Results


Community Health and Wellbeing

http://www.austlii.edu.au/au/legis/nsw/consol_act/lhia1953166/s3.html#member


http://www.austlii.edu.au/au/legis/nsw/consol_act/lhia1953166/s3.html#member




Documents

Board Meeting: August 2016 ORD HOWE ISLAND BOARD … · The Board’s Corporate Plan 2014/2016 expired on 30 June 2016. As a consequence a review of the corporate plan has been undertaken