Operational Plan - Central Highlands Regional Council · one of the most important components of our corporate planning ... Organisational Development ... Operational Plan is funded

Operational Plan2016 - 2017

Central Highlands Regional CouncilWorking today, growing tomorrow

Central Highlands Regional CouncilOperational Plan 2016-2017Page | 1

Our RegionThe Central Highlands region encompasses an area of around 60 000 squarekilometres, making it just short of the size of Tasmania.

It is home to around 30 000 people who live in the thirteen unique communities ofArcadia Valley, Bauhinia, Blackwater, Bluff, Capella, Comet, Dingo, Duaringa,Emerald, Rolleston, Sapphire Gemfields, Springsure and Tieri.

Our region is rich in minerals and agriculture, thriving on irrigation sourced fromwater storage on the Nogoa and Comet rivers. We claim the largest sapphire-producing fields in the Southern Hemisphere.


Contents

Our Region ............................................................................................................. 1

Message from the Chief Executive Officer ............................................................ 3

Our Organisational Structure................................................................................. 4

Our Organisational Values..................................................................................... 5

Our Vision .............................................................................................................. 5

Our Mission............................................................................................................ 5

Our Operational Plan – Planning for this year ....................................................... 6

Our Corporate Plan Priorities and Strategies......................................................... 7

Structure of the Operational Plan.......................................................................... 8

Managing our Operational Risks.......................................................................... 11

Linking the Operational Plan to the Budget and Funding.................................... 12

2016 - 2017 Operational Plan.............................................................................. 14

Key Priority 1: Strong, Vibrant Communities ....................................................... 14

Key Priority 2: Building and Maintaining Quality Infrastructure.......................... 18

Key Priority 3: Supporting our Local Economy .................................................... 25

Key Priority 4: Protecting our People and our Environment ............................... 28

Key Priority 5: Proactive, Responsible Leadership............................................... 33

Key Priority 6: Strong Governance....................................................................... 36

Key Priority 7: A Workplace of Excellence ........................................................... 48


Message from the Chief Executive Officer

Every profitable enterprise, every enjoyable journey and every solidbuilding starts with a fundamental blueprint for success.

The Central Highlands Regional Council Operational Plan 2016-17 isone of the most important components of our corporate planningand performance structure because it charts the course of the waywe work for the next twelve months.

The new council has confidently set the organisation on a coursecommitted to economic stability and fiscal responsibility. In generalterms this means that this plan is focussed on preserving thecurrent level of service and providing capital works that prolong thequality of existing assets.

Our region, and the state of Queensland, is recalibrating in the wake of a resource sector boomcycle; our population base has receded and revenue streams from other levels of governmentin the form of grants has slowed considerably.

Adversity opens the door to opportunity and innovation. Readers will find this reflectedthroughout this document as council invests in the exploration of projects to drive newbusiness and technology to enhance productivity improvements.

All councils have a legislative requirement to prepare and adopt an annual operational planthat is consistent with its annual budget and addresses two elements; how the council willprogress the implementation of its five-year corporate plan during the year and how itmanages operational risk.

Our 2013-2018 Corporate Plan has, so far, influenced the priorities of the region and, as itenters its penultimate year, continues to provide the impetus that guides the annual budget.

The Operational Plan sets program strategies to articulate the activities required to achievethe delivery of essential services and capital works. It aligns with the CHRC 2016-2017 Budgetby allocating income and expenditure to each strategic program.

As always, I offer my appreciation to all those people that provide their expert knowledge anddedication to excellence to compile this plan, which gives us such a solid foundation on whichto prosper.

Scott MasonChief Executive Officer


Our Organisational StructureCHIEF EXECUTIVE OFFICER

Intergovernmental Relations Regional Collaboration Council Leadership Organisational Management Major Projects and Priorities Recovery and Resilience Economic Development Advocacy

General ManagerCommercial Services

EmeraldAirport: Aerodrome Landing Areas:o Dingoo Duaringao Rollestono Springsureo Capella

Quarries:o Sheptono Deep Creeko Mungabundao Carnarvon

Saleyards:o Emeraldo Springsure

Land Development

General ManagerCommunities

Customer Service and Call Centre Area Office Coordination Community Assets and Facilities Libraries Development and Planning Environmental Health Waste Management Ranger Services Parks and Gardens Sport and Recreational Facilities Community Planning and

Engagement CommunityDevelopment Arts and Cultural Services Youth Development

Financial Services Procurement Financial and Management

Accounting Records Management Information, Communication

and TechnologyManagement

Organisational Development Recruitment, Training and

Performance Management Asset Management Fleet Management GIS–Geographic Information

Services

Roads, Transport and Traffic Stormwater and Hazard

Mitigation Emergency Management

and Community Resilience Depots and Workshops Works Planning and

Programming Technical Design and Survey Recoverable Works Restoration Works (NDRRA) Stewardship of the

Department of Transport andMain Roads Defined Network

Water Utilities

General ManagerCorporate Services

General ManagerInfrastructure and Utilities

Executive ManagerGovernance

Governance Policy and Legal Work Health and Safety Corporate Planning and

Reporting Performance Management

and Reporting Organisational Reform Internal Audit Native Title and Cultural

Heritage Corporate Communications Corporate Strategy Media, marketing, and public

Relations


Our Organisational Values

At Central Highlands Regional Council, we value and demonstrate:

Continuous Improvement

We welcome ideas

Respect for All

We are fair

Leadership, Engagement and Fair Representation

We listen

Great Customer Service

We respond

Honesty and Integrity

We are honest

Teamwork

We work together

Our VisionWorking today, Growing Tomorrow

Our MissionWe will provide services and assets responsibly


Our Operational Plan – Planning for this year

Central Highlands Regional Council’s Operational Plan is an integral cog in thewheel that drives our corporate planning and performance structure. TheOperational Plan is funded through council’s annual budget and sets the year’sdirection for each of Council’s departments.

It articulates our commitment to key projects, services, activities and measuresthe success and areas of responsibility for 2016-2017. Council is required toreport quarterly on the progress of all operational activities to ensure financialresponsibility and the sustainability of our region and community assets.

Our Operational Plan is aligned with a number of documents to detail our futureplans which are used to assist council and the community to plan for the future.This approach ensures that efficiencies are achieved through coordinatedplanning and budgeting and to ensure that arrangements are undertaken in anintegrated manner to form a strategic direction for council.

The link between the plans is represented in the diagram below:


Our Corporate Plan Priorities and Strategies

Our Corporate Plan sets out council’s strategic direction for the coming five yearsand is based on the outcomes and goals in the Central Highlands 2022Community Plan. It’s the tool we use to consider the priority of projects andservices and balance their delivery with available resources.

Priorities within the Corporate Plan includes:


Structure of the Operational Plan

The Operational Plan is divided into seven Key Priority Areas and reflects theobjectives of the 2013-2018 Corporate Plan and council’s long term vision for theregion: Shaping the future by Valuing People, Partnerships and Place.

Each Key Priority is assigned a specific outcome statement that describe whatcouncil intends to achieve, together with performance measures and plannedtimeframes that will enable us to monitor our progress throughout the year.

Key Priority 1: Strong Vibrant Communities

This means… Our Strategic Focus…

Strong social networks.

Respecting our heritage.

Active, healthycommunities.

Provide and maintain accessible community services and facilities that meet theneeds of our diverse communities and offer value for money for all stakeholders.

Promote the heritage and diverse cultures of our communities.

Build a strong sense of community, capacity and pride through collaborativepartnerships and programs.

Encourage and promote community wellbeing, including healthy and activelifestyles.

Promote love of reading and lifelong learning in the community throughresponsive programs, services and collections.

Key Priority 2: Building and Maintaining Quality Infrastructure


Well connected.Well serviced.

Well planned.

Plan and deliver infrastructure which aligns with the aspirations of the CentralHighlands community as outlined in the CH2022 Community Plan, and otherstrategic plans for Council and key stakeholders including State and Federalgovernments.

Plan open spaces and street-scapes to improve civic pride and aesthetic appeal.

Provide sustainable solutions for the collection, disposal and recycling of waste.

Continue to plan, manage and maintain transport infrastructure to improvequality and safety.

Provide and maintain well planned, sustainable community assets to meet theneeds of our community.


Key Priority 3: Supporting Our Local Economy


Facilitate opportunities.

Advocate for the region.

Support the Central Highlands Development Corporation to facilitate networksand partnership between local business, industry groups and government.

In partnership with the tourism sector, continue to develop opportunities tomarket the Central Highlands as a great place to visit.

Encourage a diverse supply of housing affordability and choices.

Through the CHDC, support opportunities for existing and emerging industriesand businesses to consolidate and grow.

Key Priority 4: Protecting Our People and Our Environment


Well managed.

Protected.

Sustainable.

Support the region’s growth through integrated, well-planned development.

Continue to provide and improve development processes to support continuedand sustained growth for future generations.

Develop and implement strategies to improve, promote and adopt sustainableenvironmental practices in partnership with the community and relevantstakeholders.

Develop and deliver initiatives to mitigate, prevent, prepare for, respond to andrecover from disasters.

Key Priority 5: Proactive, Responsible Leadership


Strong leadership.

Genuine communityengagement.

Develop and implement initiatives to encourage the community to become moreinformed and involved in issues that may affect them.

Manage and govern to ensure transparency and responsiveness to the needs andviews of our communities in decision making practices.

Key Priority 6: Strong Governance


Confidence.

Accountability.

Stability.

Ensure Council’s commercial activities are managed well and provide benefits toour community.

Embrace professional business practices and responsible use of Councilresources.


Key Priority 7: A Workplace of Excellence


A leading culture.

Living our values.A great place to work.

Adopt practices and systems that support a skilled, motivated and communityfocused workforce.

Provide responsive and efficient systems to enable the delivery of councilservices.

Continue to create and develop a positive and future focused culture thatdemonstrates and supports Council’s values.

Provide consistent high levels of customer service as stated in our CustomerService Charter.


Managing our Operational RisksCouncil’s Enterprise Risk Management Framework demonstrates that councilunderstands, manages risk and seeks to ensure there is consistency to themethods used in assessing, monitoring and communicating risks across theorganisation.

There are two distinct parts contained within the Enterprise Risk Framework:

1. An overview of Council’s Strategic Enterprise Risk Management Framework.This maps Council’s approach and the structures and processes that supportan integrated risk management environment, which links business objectivesand supports management decision making on a daily basis – all of which willultimately enhance Council’s delivery of services to the community.

2. The specific processes associated with risk management activities withincouncil. It facilitates the preparation and documentation of comprehensiverisk management practices across Council.

The most recent review of council’s strategic risks was conducted in 2015 andmonitored on a quarterly basis. The outcomes from each quarterly review arereported to council’s Audit Committee and presented to Council. Currently 10strategic risks have been identified and monitoring of control measures (39) is inprogress.

Council's Operational Plan supports the mitigation of corporate risk on aDepartmental level and the control of each of the corporate risks are reflectedper Department in the following diagram.

5

1314

4 1 2

No. of Control Measures byDepartment

CEO Department Corporate Services Governance

Commercial Services Communities Infrastructure and Utilities


Linking the Operational Plan to the Budget andFundingTo achieve the strategies and goals contained within our key priorities theoperational plan is financed through the 2016/2017 Budget and commits councilto the allocation of resources to ensure service delivery is undertaken andcompleted where appropriate throughout the year. This financial performanceis monitored on a quarterly basis in ongoing reports to Council.

Operating Budget

Revenue Expense Surplus/Deficit

Key Priority 1: Strong Vibrant Communities 1,189,122 4,302,599 (3,113,477)

Key Priority 2: Building and Maintaining QualityInfrastructure

19,732,417 51,666,177 (31,933,760)

Key Priority 3: Supporting Our Local Economy - 1,878,998 (1,878,998)

Key Priority 4: Protecting Our People and OurEnvironment

25,329,128 32,301,021 (6,971,893)

Key Priority 5: Proactive, ResponsibleLeadership

- 1,642,337 (1,642,337)

Key Priority 6: Strong Governance 75,002,108 16,631,242 58,370,866

Key Priority 7: A Workplace of Excellence - 6,560,794 (6,560,794)

Total $121,252,775 $114,983,168 $6,269,607

Capital Budget

Capital

WorksFunding Net Cost

Key Priority 1: Strong Vibrant Communities 15,538,000 7,401,575 8,136,425

Key Priority 2: Building and MaintainingQuality Infrastructure 20,150,555 9,441,782 10,708,773

Key Priority 3: Supporting Our Local Economy - - -

Key Priority 4: Protecting Our People and OurEnvironment

24,287,394 8,839,118 15,448,276

Key Priority 5: Proactive, ResponsibleLeadership

- - -

Key Priority 6: Strong Governance 6,768,000 - 6,768,000

Key Priority 7: A Workplace of Excellence 2,215,000 - 2,215,000

Total $68,958,949 $25,682,475 $43,276,474


The graphs below outline the key components of the 2016/2017Operating Revenue and the Expenditure that will fund the Operation Planactivities.

Revenue

Expenditure

$8,590,697 ;6%

$29,174,199 ;20%

$34,168,246 ;23%

$75,002,108 ;51%

Budgeted Operating & Capital Revenue 2016/2017

Strong Vibrant Communities

Building & Maintaining QualityInfrastructure

Supporting our Local Economy

Protecting People and ourEnvironment

Proactive Engaged Leadership

Strong Governance

A Workplace of Excellence

$19,840,599 ;11%

$71,816,731.81 ;39%

$1,878,998 ;1%

$56,588,415 ;31%

$1,642,337 ;1%

$23,399,241.51 ;12%

$8,775,794 ;5%

Budgeted Operating & Capital Expenditure 2016/2017

Strong Vibrant Communities

Building & Maintaining QualityInfrastructure

Supporting our Local Economy

Protecting People and ourEnvironment

Proactive Engaged Leadership

Strong Governance

A Workplace of Excellence


2016 - 2017 Operational Plan

The focus of the operational plan is centred on planning, actioning and monitoring the relevant activities to be undertakenacross the financial year that will deliver on the key priorities and strategies as articulated in the 5 year corporate plan.

The activities that further progress each corporate plan action are detailed on the following pages along with associatedperformance measures, targets and responsibilities.

Key Priority 1: Strong, Vibrant CommunitiesOur Corporate Plan Strategies areto… The Key Activities we will deliver are…

PerformanceMeasure Target Responsibility

1.1.0 Provide and maintainaccessible community servicesand facilities that meet the needsof our diverse communities andoffer value for money for allstakeholders

Conduct General Council Meetings acrossthe region

Number ofmeetings held inaccordance withthe schedule

3 Executive Manager -Governance

Develop Central Highlands LiveabilityStrategy for enhancing liveability in theCentral Highlands considering mobility,safety, accessibility, social support andaffordability factors

Scoping documentdeveloped

March 2017 General Manager -Communities

Review Open Space and Recreation Planto enhance community liveability, health

Review completed May 2017 General Manager -Communities


and wellbeing within the CentralHighlands

Negotiate new community based tenureagreements with clubs and stakeholders

Establish ten newagreements

June 2017 General Manager -Communities

Policy based on equity and fairness in theprovision of service standards andCouncil contributions for sports andrecreational facilities

Policy Adopted February2017

General Manager -Communities

1.2.0 Provide for the heritageand diverse cultures of ourcommunities

Support the enhancement of quality oflife for indigenous communities withinthe region

Number ofactivities held

4 General Manager -Communities

Number of NAIDOCevent held acrossthe region


Construct historic landmarks signage atRewan and Bogantungan

Signs erected June 2017 General Manager -Communities

1.3.0 Build a strong sense ofcommunity, capacity and pridethrough collaborativepartnerships and programs

Provide a diverse range of Communityevents and activities to encouragecommunity participation

Number ofcommunitymembersparticipating inevents andactivities


Coordinate and administer the RegionalArts Development Fund in accordance

Number ofRegional Arts



with Council and State Governmentguidelines

Development Fund(RADF) applicationsreceived

Develop youth partnerships aimed atenhancing the quality of life of youngpeople through facilitation of activitiesfor youth

Number of youthprograms provided


Coordinate and administer Council'sCommunity Grants Program

Number ofCommunity Grantapplicationsreceived


Deliver Clean Up Australia Day eventsacross the region

Events held June 2017 General Manager -Communities

Coordinate the submission of entries toTidy Towns competitions

Number ofsubmissionsreceived


Support collaborative partnershipsthrough the 13 Community ReferenceGroups

Host annualCommunityReference Summit


1.4.0 Encourage and promotecommunity wellbeing, includinghealthy and active lifestyles

Provide a program to support anddevelop sporting and recreation clubs

Number ofparticipating clubs


Participate and support social inclusionactivities e.g. Domestic Violence Week,

Number ofactivities



Disability Action Week, Mental Health,etc.

1.5.0 Promote love of readingand lifelong learning in thecommunity through responsiveprograms, services andcollections

Provide a diverse and sustainable rangeof library services and programs thatcomply with Council's State Library ofQueensland Service Level Agreement

Percentageincrease in numberof librarymemberships

5% General Manager -Communities

Completion ofAnnual Return

August 2016 General Manager -Communities

Promote and deliver the First 5 ForeverProgramme (State Library of Queenslandfamily literacy initiative)

Percentageincrease in numberof personsattending



Key Priority 2: Building and Maintaining Quality InfrastructureOur Corporate Plan Strategies areto… The Key Activities we will deliver are…


2.1.0 Plan and deliverinfrastructure which aligns withthe aspirations of the CentralHighlands Community as outlinedin the CH2022 Community Planand other strategic plans forCouncil and key stakeholdersincluding State and Federalgovernments

Investigate improvements to GemfieldsRoad network focusing on:* Service levels* Mining access* Roads off-alignment* Non-gazette roads* Free holding application without roadaccess

Plan reported toCouncil

October 2016 General Manager -Infrastructure and Utilities

Collaborate with Department of Energyand Water in undertaking the RegionalWater Supply Security Assessment(RWSSA) for Emerald township

Report submittedto Council forendorsement

September2016

General Manager -Infrastructure and Utilities

Completion of Communities Assets andFacilities Capital Works Program

Percentagecompletion ofCapital WorksProgram


Completion of Communities Parks andRecreation Capital Works Program




Construction of new Blackwater AquaticCentre

Percentagecompletion ofCapital WorksProject


Construction of Springsure Multi-purposeClubhouse capital project – construction2016-2018

Percentagecompletion of2016/2017 CapitalWorks Budget


Construction of Gemfields Wetlandsproject



Completion of Ranger Services CapitalWorks Program



Completion of Sapphire GemfieldsInterpretative Trail



2.2.0 Plan open spaces andstreet-scapes to improve civicpride and aesthetic appeal

Develop service levels and standards forParks and Recreation facilities andinfrastructure

Service levelsdeveloped forthree communities



Ensure signage across the region isconsistent, attractive and enhancescouncil's brand

Signage usagemanual andguidelinesdeveloped

June 2017 Executive Manager -Governance

Audit of existingsignage completed


2.3.0 Provide sustainablesolutions for the collection,disposal and recycling of waste

Implement action plans consistent withadopted Waste Reduction and RecyclingPlan 2016-26 under categoriesinfrastructure, service level, educationand policy

Report presentedto CommunitiesStandingCommittee


Completion of Communities WasteServices Capital Works Program andstage 1 works for carry-over projects



Carry out upgrade compliance works forstormwater containment at BlackwaterLandfill site

Completion ofimprovedStormwatermanagement atBlackwater Landfill

December2016


Carry out upgrade compliance works forstormwater containment at LochleesLandfill site

Completion ofimprovedStormwater

December2016



management atLochlees Landfill

2.4.0 Continue to plan, manageand maintain transportinfrastructure to improve qualityand safety

Completion of Infrastructure and AssetsCapital Works Program


90% General Manager -Infrastructure and Utilities

Continue lobbying for increasedmaintenance and upgrade funding on theState road network in general(particularly Blackwater-Rolleston,Springsure-Tambo, Duaringa-Bauhinia,Bauhinia-Taroom)

Funding receivedand/or formalfunding strategyagreed withDepartment ofTransport and MainRoads

June 2017 General Manager -Infrastructure and Utilities

Revise 10 year Road Capital InvestmentStrategy

Strategy submittedand endorsed byCouncil

December2016


Develop a 10 year Workshops MasterPlan

Master Plansubmitted andendorsed byCouncil

December2016


Expand joint procurement throughBowen Basin Regional Road andTransport Group (BBRRT) beyond reseals(e.g. stormwater condition assessment,new seals etc.)

Two successfuljoint tendersthrough BowenBasin Regional



Road and TransportGroup (BBRRT)

Undertake formal review of resourcedemand of the rural road network(maintenance and capital)

Report submittedto Council forendorsement

December2016


Cooperate and foster support for RoadUser Groups across the region, to discussand progress road specific initiativesthrough direct involvement with theInfrastructure Department

Support existingroad user groups

December2016


Achieve Quality Assurance compliance oncapital program

Number of non-conformancesbeing less than 10%


2.5.0 Provide and maintain wellplanned, sustainable communityassets to meet the needs of ourcommunity

Develop a three year facility strategy forcommunity assets in accordance withCouncil's asset management plan

Develop acommunity hallshierarchy (year 1)based on assetmanagement plans,agreed servicelevels andretention anddisposal options


Completion of data verification throughcondition assessments for all Council-owned housing

Completion ofconditionassessments



Implement the Asset ManagementStrategy and Roadmap

Milestones anddeliverablesachieved asidentified in theRoadmap

June 2017 General Manager -Corporate Services

Develop a service level review approachand implement progressively throughtargeted reviews

3 services to bereviewed eachquarter


Develop and improve data collection andsystems integration for assetmanagement

Systemsestablished

December2016

General Manager -Corporate Services

Efficienciesquantified acrossasset classes

December2016


Develop and implement the Council'sGeographic Information System (GIS)strategy

GIS Strategyendorsed

December2016


Undertake Pilot of RAV's (Remote AerialVehicle's) for mobile asset data collection

Pilot completed December2016


Implementation of GPS monitoring intoplant and vehicles to achieve efficiencyand safety gains and reduce operatingcosts

Report onproductivity savingsfor past 6 monthscompleted

December2016



Implement the Project DecisionFramework for all Capital Works Projects

Number of projectsbeing analysed viathe framework

>90% General Manager -Corporate Services


Key Priority 3: Supporting our Local EconomyOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


3.1.0 Support the CentralHighlands DevelopmentCorporation to facilitatenetworks and partnershipbetween local business, industrygroups and government

Ensure coordination, support and fundingallocation to support CHDC to progressopportunities for existing and emergingindustries and business to consolidateand grow

CHDC PerformanceReport presentedto CouncilincorporatingService LevelAgreementdeliverables

Quarterly Office of the CEO

Investigation of a shared services modelfor the region

Investigation ofoptions for sharedservices completed

June 2017 Office of the CEO

3.2.0 In partnership with thetourism sector, continue todevelop opportunities to marketthe Central Highlands as a greatplace to visit

Continued implementation of CentralHighlands Marketing Strategy

Sign a newMemorandum ofUnderstanding withCapricornEnterprise todeliver the keyperformanceindicators forCentral Highlandsdestinationmarketing activities

September2016

Executive Manager -Governance


An events strategyfor the CentralHighlands region isdeveloped


A budget campingoption at RubyvaleReserve is trialled


Formally endorse tourism as a prioritygrowth industry in the Central Highlands

SandstoneWildernessdestinationmarketing planimplemented


3.3.0 Encourage a diverse supplyof housing affordability andchoices

Provide and maintain affordable housingwithin Central Highlands Regional Councilregion

Modelimplemented forhousingaffordabilityoptions throughutilisation ofCentral HighlandsHousingCorporation

July 2016 Executive Manager -Governance

3.4.0 Through Central HighlandsDevelopment Corporation,support opportunities for existingand emerging industries and

Facilitation of development throughinvestment attraction and major projects

Number of keyprojects progressedand investorattraction for thedevelopment of

1 Office of the CEO


businesses to consolidate andgrow

AgribusinessPrecinct

Implementation of Remplan economicand investment profiling and dataaccessing tool

Number ofinvestmentopportunitiesprofiled on theWebsites

50% increase Office of the CEO

Conduct review of local content andprocurement initiatives promoting supplychain readiness across all industry sectors

Completed reviewof a regionalprocurement localcontent program

December2016

Office of the CEO

Facilitation of events, promoting regionaland business development

Deliver "Investingin our FutureConference"

October 2016 Office of the CEO

Increase ofattendance,business registeredfor the conference

180 Office of the CEO

Maintain major projects developmentregister

Publication ofquarterly update

4 Office of the CEO

Develop funding proposals supportingregional priority projects

Number ofsuccessfulapplications

4 Office of the CEO


Key Priority 4: Protecting our People and our EnvironmentOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


4.1.0 Support the region'sgrowth through integrated, well-planned development

Adoption of Central Highlands RegionalCouncil Planning Scheme amendments -Compliant Local GovernmentInfrastructure Plan

Adoption ofAmended PlanningScheme by Council


Provide Development Assessmentcompliant with Integrated DevelopmentAssessment System

Percentagecompletion ofdevelopment andplanning applicationswithin legislativetimeframes


Develop amendment of the planningscheme to incorporate EconomicDevelopment Queensland - BlackwaterPriority Development Areas

Percentagecompletion of DraftAmended PlanningScheme


Build and maintain a strong CentralQueensland Organisation of Councils (CQROC) entity

Number ofcollaborativeactivities undertaken

5 Office of the CEO

4.2.0 Continue to provide andimprove development processesto support continued and

Deliver improved automation withinAuthority for Development Assessments

Investigate and trialinteractivedevelopment

December2016



sustained growth for futuregenerations

assessment andapplication trackingsoftware to improveefficiency andservice delivery

Implementation ofonline webaccessible planninginformation fordevelopers andresidents


Assessment of compliance with permitconditions by approved developmentapplications

Implement auditinspection program

December2016


4.3.0 Develop and implementstrategies to improve, promoteand adopt sustainableenvironmental practices inpartnership with the communityand relevant stakeholders

Maintain effective stock routemanagement strategies consistent withthe Stock Route Network ManagementPlan 2015-2020

Implementation ofStock Route NetworkManagement Plan

December2016


Maintain effective pest managementpractices consistent with the Area PestManagement Plan 2015-2020

Implement of AreaPest ManagementPlan


Continue partnership initiatives withnatural resources management groups

Partnershiparrangements withGreat Barrier ReefMarine Park



Authority, CentralHighlands RegionalResources UsePlanningCooperative Limited(CHRRUP) andFitzroy BasinAssociationmaintained

Develop alternative disposal options fortreated effluent from SewerageTreatment Plants

Report developedfor application oftreated effluent(irrigation) atSpringsure GolfCourse


Report developed onlocation forapplication oftreated effluent(irrigation) atRolleston


Agreements fortreated effluent(irrigation) reached


Meet environmental obligations for thetreatment and disposal of wastewater at:

Upgrades completedfor Sewage



* Park Avenue* Black Gully* Blackwater* Capella

Treatment Plants inEmerald (ParkAvenue and BlackGully), Blackwaterand Capella

Food Licenses Inspection Programdeveloped and implemented

90% of food venueswithin program areinspected


4.4.0 Develop and deliverinitiatives to mitigate, prevent,prepare for, respond to andrecover from disasters

Effective disaster communitypreparedness and evacuation plans inplace for high risk communities

Communityconsultationcompleted

March 2017 General Manager -Infrastructure and Utilities

First review of theLocal DisasterManagementevacuation sub planpresented to theLocal DisasterManagement Group

December2016


Local DisasterManagementEvacuation Sub Planendorsed by LocalDisasterManagement Group

March 2017 General Manager -Infrastructure and Utilities


Satisfactory audit byInspector GeneralEmergencyManagement andQueensland PoliceService


Flood inundation mapping andinvestigations available online

Mapping availableon internalGeographicInformation System(GIS)

December2016


Mapping availableon Council Website


Undertake an All Hazards RiskManagement Study and develop a risktreatment/mitigation options register forwhole of Council

Study undertaken,risktreatment/mitigationoptions documented


Report submitted toCouncil forendorsement



Key Priority 5: Proactive, Responsible LeadershipOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


5.1.0 Develop and implementinitiatives to encourage thecommunity to become moreinformed and involved in issuesthat may affect them

Deliver Central Highlands CommunityPlan 2022 implementation throughsupport of the 13 Community ReferenceGroups

DevelopCommunityReference GroupAction Plans

December2016


Number ofCommunityReference Groupmeetings held


Continue to develop council’s website asa source of information and means ofonline service delivery

Report on theprogress of furtheronline servicedeliverycomponents forthe website

Quarterly Executive Manager -Governance

Implement social media strategyrecommendations

Number of socialmedia strategiesimplemented



Provide community education campaigns Number ofeducationcampaigns run on arange of counciland council relatedtopics


Implementation of RegionalCommunications Strategy

Number of posts toFacebook forcouncil events, andactivities


Increase inengagement ofsocial mediaactivity

10% Executive Manager -Governance

Review completedon the RegionalCommunicationsStrategy

February2017


Increases insubscriptions to e-news

10% growtheach month


Number of mediareleases distributedeach month



Number of Mayoralmessages preparedfor local newspaper


5.2.0 Manage and Govern toensure transparency andresponsiveness to the needs andviews of our communities indecision making practices

Participate in Community and ServicesAgency meetings (i.e. CommunityServices Interagency, CommunityAdvisory Network, etc.)

Number of agencydecisions to beincorporated intofurther planningand policydirections ofCouncil


Finalise the implementation of improvedreporting and disclosure in accordancewith legislative obligations

Publish disclosurelogs under Right toInformation Actand accountingstandards



Key Priority 6: Strong GovernanceOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


6.1.0 Ensure Council'scommercial activities aremanaged well and providebenefits to our community

Investigate the mitigation of generalaviation tarmac area non-conformancesat Emerald Airport

Report presentedto Council

December2016

General Manager -Commercial Services

Develop Emerald Airport to become anenvironmentally and financiallysustainable operation

Investigation ofenvironmentalinitiatives

December2016


Report to Councilon energy savingoptions

February2017


Three newcommercialopportunitiesexplored toincrease revenue

June 2017 General Manager -Commercial Services

Optimise vehiclehire arrangementsto increaserevenueopportunities



Identify additionalroutes and servicesand potential newroute developmentwith existingairlines and newairlines

March 2017 General Manager -Commercial Services

Enhance business operations andcompliance at Emerald Airport

Completion ofsystems review :* SafetyManagementSystems (SMS)* TransportSecurity Program(TSP)* Drug and AlcoholManagementProgram (DAMP)* AirportOperations Manual(AOM)


Improve governance for Saleyardsoperations

Memorandum ofUnderstanding withEmerald LivestockSelling Agentsfinalised

December2016



Arrangements withSaleyard users(agents permit)finalised

September2016


Operations Manualimplemented

March 2017 General Manager -Commercial Services

Improve livestock feeding practices atEmerald Saleyards

Racks purchasedand installed

October 2016 General Manager -Commercial Services

Improve communications to Saleyardsstakeholders

eNews developedand circulated

September2016


Communicationnoticeboardinstalled

September2016


Improve financial sustainability atEmerald Saleyards

Labour costmanagementanalysis completed

November2016


Labour resourcesreviewed

February2017


Reduction inproduction costs

5% General Manager -Commercial Services


Optimise production methods to furtherreduce production costs at SheptonQuarry

Preventativemaintenanceproceduredeveloped forQuarry plant andequipment


Panel of providersfor quarryprocurementdeveloped andimplemented

December2016


Increase product sales at Shepton Quarry Sales reach150,000 tonne


Optimise arrangements for internalsupply of materials for Infrastructure andAssets road, street and stormwaterprojects

85% materialsupplied internally


Develop advertising and marketingprogramme for Shepton Quarry

Annual programdeveloped

July 2016 General Manager -Commercial Services

Quarry exposurethrough marketing(Council-brandedroad trains)enhanced

December2016



Websiteimprovementsimplemented

December2016


Implement and maintain a QualityAssurance Management System atShepton Quarry

Absence of non-conformancesthroughsurveillance audits


Undertake efficiency review on plantusage at Shepton Quarry

Investigation andreport on planthire costs (CHRC vsPrivate) provided

December2016


Develop lease agreement templates foruse for Council land

Templatesdeveloped

December2016


Register of leaseagreements forCouncil landcreated

September2016


Data pertaining toleased council landfor inclusion incorporate registerof leasesresearched andcollated



Register Completed June 2017 General Manager -Commercial Services

Improve Commercial Services Businesssystems and process improvements

Number ofProcesses reviewedand implemented

10 General Manager -Commercial Services

Completion of Commercial ServicesCapital Works Program


100% General Manager -Commercial Services

6.2.0 Embrace professionalbusiness practices andresponsible use of Councilresources

Review and enhance the Enterprise RiskManagement Framework to ensure risk ismanaged consistently and effectivelyacross Council

Review of theEnterprise RiskManagementFrameworkcompleted

December2016


Report on currentstrategic riskratings provided


Develop an integrated corporateperformance measurement, monitoringand reporting framework

LGAQ performancebenchmarkingsoftwareworkshopsdelivered toCouncillors andWhole of

August 2016 Executive Manager -Governance


Management(WOM)

PerformanceBenchmarkingExtension Project isundertaken to leadregionalparticipationthrough CentralQueenslandOrganisation ofCouncils (CQ ROC)


Deliver an Internal Audit programtargeting areas of highest risk andgreatest potential for businessimprovement gains

Audits completedin accordance withthe approvedInternal AuditAnnual Plan


Reports preparedand presented toCouncil


Maintain Council’s insurance policiesportfolio

Policies are re-negotiated andrenewed for2017/2018



Facilitate, produce and monitor Council’sOperational Plan to ensure adequate andefficient planning is undertaken

Progress reportsprepared andpresented toCouncil


2017/2018Operational Plan isdeveloped andadopted by Council

April 2017 Executive Manager -Governance

Maintain strong corporate governancearrangements to ensure the highest levelof organisational probity, integrity andcompliance with legislative compliance

Number ofreferrals to Crimeand CorruptionCommission

<5% Executive Manager -Governance

Number of PublicInterest Disclosures


Number ofreferrals toOmbudsman


AdministrativeAction ComplaintPolicy andProcesses reviewedand updated

December2016



CorporateComplianceFrameworkdeveloped andimplemented

December2016


All legislativedelegationsreviewed andupdated inFebruary andAugust each year


Manage the outsource function of nativetitle and cultural heritage to ensurecompliance and management throughutilisation of a self-assessmentcompliance system

Workshops for staffand relevantstakeholders onNative Title andCultural HeritageCompliancedeveloped anddelivered

October 2016 Executive Manager -Governance

Manage Fraud and CorruptionFramework implementation andeducation

Awareness trainingon the Fraud andCorruptionFramework isdelivered throughE3 learning to key

October 2016 Executive Manager -Governance


stakeholders andall employees

Undertake a review of the utilisation ofCouncil’s Plant and Fleet

Report to Councilon disposalschedule andefficiency savings

September2016


Review and update Council's suite ofcontract documents for procurementarrangements

All contractdocuments revisedand updated

December2016


Implement Procurement Cards includingintegration of reporting into CorporateSoftware

Procurement cardsin use

October 2016 General Manager -Corporate Services

Accurate reportingavailable

October 2016 General Manager -Corporate Services

Develop Council's Central SupplierRegister to improve useability for Councilstaff and suppliers

Completion ofidentifiedimprovements to360Pro

September2016


Provide supplier information evenings toassist suppliers in conducting businesswith Council

Supplierinformationevenings held


Implement Reporting and AnalysisSoftware for rates and charges to assist

Implementation ofsoftware

November2016



with data cleansing, reporting andbudgeting

Staff trainingcompleted

November2016


Reportingcapabilitydeveloped tosupport revenueforecasting forrates

November2016


Recommendationreport completed

August 2016 General Manager -Corporate Services

Undertake audit of physical recordsmanagement activities

Records Disposaland Digital DisposalPolicy and otherrelated policiesreviewed andimplemented

December2016


Implement a robust records disposalschedule

Process to supportyearly disposalprocess to bedeveloped andimplemented

December2016


Organisationalrecords disposalprocess undertaken

December2016



Storage measuresput in place tosupport currentand future storagerequirements

December2016


Undertake disposal and records storageactivities to ensure legacy records areremoved and relevant storage strategiesare put in place to support theorganisation's future requirements

Recordsmanagementstrategic planguiding recordsoperations over thenext 5 years isimplemented

March 2017 General Manager -Corporate Services


Key Priority 7: A Workplace of ExcellenceOur Corporate Plan Strategiesare to… The Key Activities we will deliver are…


7.1.0 Adopt practices andsystems that support a skilled,motivated and communityfocused workforce

Develop a Training and DevelopmentProgram across the organisation

Program endorsedby ExecutiveLeadership Team

December2016


Develop organisational performancemanagement systems across council

Systems andchangemanagementprocessesimplemented

September2016


Improve employee induction processes Staff satisfactionwith induction

80%satisfactionrate


Implement key actions contained inCouncil's 2014-2019 Strategic WorkforcePlan

First year actionsimplemented


Implement Council's new EnterpriseAgreement

Agreement ratifiedby IndustrialRelationsCommission

Completed inaccordancewith agreedtimeframes



Develop succession planning proposalsacross Council

Succession Plans inplace in key areas

December2016


Develop an Organisational DevelopmentPlan

Plan completedand implemented

September2016


Develop Water Industry CertificateQualifications and Training Packages incollaboration with Central QueenslandUniversity

Phase one ofPackagedevelopmentaccepted byCouncil and CentralQueenslandUniversity

September2016


Develop a suite of workforce metrics andinformation reports

Metrics endorsedby Council andExecutiveLeadership Team

September2016


Develop workplace relationsimprovement programs

Programs endorsedby ExecutiveLeadership Team


Employeeengagementprogramsdeveloped andimplemented

Staffsatisfactionrate of 80%or greater



Provide development to Council staff toimprove overall health, safety andwellness benefits

Provision andevaluation of ahealth, safety andwellness programacross all areas ofCouncil


Improve Council's hazard identificationskills through staff development

Development andprovision of hazardidentificationbooklets

December2016


Delivery of animplementationprogram andtraining

March 2017 Executive Manager -Governance

Employ two cadet engineers for localskills development

Two cadetengineersemployed

December2016


Deliver a new intranet service across theorganisation to enhance informationsharing and cultural cohesion

Launch of updatedIntranet

September2016


7.2.0 Provide responsive andefficient systems to enable thedelivery of council services

Improve integration of Council's SafetyManagement System in relation toStandard Operating Procedures through

Release ofStandard OperatingProcedures



creation of online Standard OperatingProcedure Awareness Program

Implementationand trainingprogramcompleted


Expand Video Conferencing Technologyto corporate offices to ImproveEngagement through Technology

Implementtechnologyavailable throughMicrosoft SurfaceHubs in Blackwater,Capella, Duaringa,Emerald andSpringsure installed

September2016


Implement Live Streaming of CouncilMeetings

Unassistedstreaming ofcouncil meetings tothe publicimplemented

September2016


Upgrade Library Public Internet KioskSoftware

Upgraded kiosksoftware to allLibrary Sitesinstalled

December2016


Installation of Corporate Kiosks at councildepots

Installation of twokiosks at all councilworks depots

September2016



Investigate opportunities for small scalepublic internet access

Trial two locationsacross the CentralHighlands Region

December2016


Improve Corporate Network Connectivity Corporate Wifiinstallationcompleted acrossall corporatecouncil sites

September2016


Review and replace Corporate Softwaresystem

Corporate softwaresystem solutionscoping andprocurementcompleted

September2016


Corporate Softwareimplemented –Stage 1


7.3.0 Continue to create anddevelop a positive and futurefocused culture thatdemonstrates and supportsCouncil's values

Review and improve all CorporateServices policies and procedures

Policies andproceduresaccepted byCouncil

July 2016 General Manager -Corporate Services

Design organisational peopledevelopment and culture programs to

Programs designed June 2017 General Manager -Corporate Services


embed CHRC values into all systems andprocesses

Analysis of culturesurveys


Provide safe systems of work in relationto occupational noise

Comprehensivenoise surveycompleted acrossall relevantworksites

February2017


Implementation ofall recommendedcontrol measuresfrom noise surveyreport


Manage the outsourcing of an influenzavaccination program to sustain a healthyworkplace

Fluvax Programdelivered

May 2017 Executive Manager -Governance

Manage the outsourcing andimplementation of a health surveillanceprogram

Procurement foroutsourcing ofprogramcompleted


Implementation ofhealth surveillanceprogramcompleted



7.4.0 Provide consistent highlevels of customer service asstated in our Customer ServiceCharter

Promote continuous improvement ofCustomer Service and ContactCentre/Call Centre

Analysis of reportson call statisticscaptured inTouchpoint

80% of callsresolved atfirst point ofcontact


Analysis ofcustomersatisfaction surveys

80%customersatisfactionwithcustomerservice


Annual review ofCustomer ServiceCharter



Postal PO Box 21, EMERALD QLD 4720Phone 1300 242 686Fax 1300 242 687Email [email protected] Website www.centralhighlands.qld.gov.au

Customer Service Centre LocationsEMERALD (Administration Centre)Corner of Egerton and Borilla Streets, Emerald

BLACKWATER10 Mackenzie Street, Blackwater

CAPELLA4 Conran Street, Capella

DUARINGA12 William Street, Duaringa

ROLLESTON (Rural Transaction Centre)17 Warrijo Street, Rolleston

TIERI (Rural Transaction Centre)Corner of Grasstree and Anncrouye Street, Tieri

SPRINGSURE29 Eclipse Street, Springsure

Documents

Operational Plan - Central Highlands Regional Council · one of the most important components of our corporate planning ... Organisational Development ... Operational Plan is funded