Quarterly Corporate Report - Gympie Council · 2019-10-10 · Construction projects completed in Q4: - Bare Hill Bridge - Kinbombi Falls Camp Ground - Goomeri Library landscaping

Quarterly Corporate Report

July 2019

BQUARTERLY CORPORATE REPORT JULY 2019

ContentsMessage from the Chief Executive Officer ............................................................1

Infrastructure Services ...................................................................................................2

Corporate and Community Services ........................................................................4

Planning and Development ........................................................................................9

People and Organisational Development .......................................................... 12

Operational Plan Report ............................................................................................ 14

Annual Performance Review Report ..................................................................... 23

Activities Update .......................................................................................................... 32

Outstanding Activities as at 30 June 2019 – Update .................................... 79

Top Capital Projects..................................................................................................... 82

Top Operational Projects ........................................................................................... 86

Works for Queensland – Round 2 ......................................................................... 88

Waste Services Business Unit Quarterly Update .............................................. 90

Water Business Unit Quarterly Update ................................................................ 93

1QUARTERLY CORPORATE REPORT JULY 2019

Message from the Chief Executive OfficerThe last quarter of the year has been focused around budget matters and culminated in the adoption of the 2019/1920 budget. As always, it was the culmination of an enormous amount of work by staff across the organisation, and in particular, finance.

As has been stated previously, the process has been challenging and the focus is already turning to facilitating a return to operational surplus as quickly as possible. Parameters which need to be considered for the longer term include our extremely low level of borrowings and whether this is appropriate given the low interest rate environment and is fair to the community at large. The need to focus on cost and efficiency is ultimately a positive driver for the organisation given it drives improvement and makes us seriously consider not only what we do but also how we do it.

While much of the focus is often on the tangible outcomes council provides to the community in terms of services and infrastructure, ultimately council will only be successful if the foundations are solid and that is where the continued attention to areas such as governance and information systems is important.

Both the Technical Advisory Group for the Water Business Unit and the Audit and Risk Management Committee met during the last quarter and are providing an important service to the community and council through experienced independent oversight of key activities in accordance with their charters.

Continued investment is being made in improving our information technology systems with a current focus including a re-write of our general ledger, field mobility and asset management.

We face new challenges and opportunities every year and I am sure the 2019/2020 year will deliver both. What is important is that we continue to make great progress internally on how the organisation runs and operates and council continues to work on creating a liveable community and an operating environment conducive to economic activity.

Bernard Smith, CEO


Infrastructure ServicesNew InitiativesInter-council cooperation

In Q4, staff have continued to collaborate with other councils to exchange information and explore joint ventures or shared service opportunities to deliver efficiencies and better services to our ratepayers.

Discussions with Noosa Shire Council have included investigations of opportunities and efficiencies around grading of unsealed roads along our joint boundaries. Stores and fleet management is also on the agenda, with sharing pre-cast product inventories for quick access to items that may otherwise need costly delivery from Brisbane.

A joint Expression of Interest for a feasibility study on regional Waste to Energy opportunities has been coordinated and advertised through WBBROC for the region’s councils. Cooperation with Noosa Shire Council has seen them included in the study also.

With landfills operated by both Gympie Regional Council and Fraser Coast Regional Council soon reaching the end of their lives, consideration has been given for opportunities in the areas of waste disposal and waste collection contracts.

As part of the Rural Roads Review, council’s maintenance officers have been visiting other councils with significant unsealed road networks to understand how they are managing the challenge. This recently included South Burnett and Western Downs.

Emerging Risks and ChallengesTraffic Management Plans

This has continued to be a challenge in Q4 with the changes to the Manual of Uniform Traffic Control Devices increasing the level of technical skills required in the preparation of compliant Traffic Management Plans.

While council is still trying to address its skills gap, it is evident that this is a sector wide issue, with limited skilled resources available generally across the state.

Council has made a significant resource effort to update its documentation and train staff on their application to ensure that the organisation is meeting its WH&S obligations.

Quarries

As provided in previous reports, the issue of management and rehabilitation of active licenced and unlicensed quarries, as well as hundreds of inactive pits, continued to be a significant legacy of council’s historical quarry operations.

A project to clearly audit rehabilitation requirements and develop associated plans is commencing and this will inform the adequacy of the financial provision for quarries.

The risk and resources, both financial and human, associated with the environmental management of these sites does not warrant the benefits. A program to prioritise and address the higher risk sites will be developed once a better understanding of required works is available.


Quarterly highlights ■ A parks maintenance program has been

developed and implemented including maintenance schedules, documented service schedules for key park types and time dated mapping of new parks areas coming under maintenance as a result of contributed assets and new capital projects. Scheduling and reorganisation has improved efficiency in service delivery (for example, 30 per cent efficiency in Bruce Highway grass maintenance).

■ 2,358 ha has been mown in parks in Q4. This is approximately a 3.5 per cent increase from the previous quarter. This reflects the extended warm period into the early part of Q4 and additional rain has meant that the growing season has continued longer than anticipated. It also reflects a consolidation of contributed assets into routine maintenance regimes.

■ The Queensland Government Youth Justice Community Program has been supported by council’s parks area, with program participants engaging in a number of activities such as removal of graffiti, mowing, brush cutting and tree mulching. Youth Justice Supervisors noticed increased attendance rates when participants were working in local parks and recreation areas and are keen to develop the partnership further, as are council staff.

■ Over 550m3 of softfall was installed in over 20 per cent of the region’s playgrounds in Q4, as part of routine compliance management and amenity improvement in these highly valued community assets.

■ The garden surrounding the Kilkivan Entry Statement at Weir Oval was improved with local grass trees and a hand built stonewall using locally sourced quality stone built by a local stonemason.

■ Construction projects completed in Q4:

- Bare Hill Bridge

- Kinbombi Falls Camp Ground

- Goomeri Library landscaping upgrade

- Kandanga Bridge

- Waldock Road widening and footpath

- Pine Street footpath

- Duke Street footpath.

■ 338km of road was graded in Q4, totalling 494km for the year.

■ 16km of road was re-sheeted in Q4, totalling 55km for the year.


Corporate and Community ServicesFourth Quarter 2018/2019 - Quarterly Report

■ At the community-led Reconciliation Week activity at Gympie Community Place on Monday 27 May, the ceremonial message stick was passed to council as a symbolic representation of council being chosen to host the community event next year. Council was chosen for its commitment and cultural capability to host the 2020 event. Renowned Aboriginal Dancers, Djuki Mala, performed on 31 May at the Civic Centre to sell out audience, with strong participation from indigenous and non-indigenous Australians.

■ Council delivered five consultation sessions with senior’s groups across the region, from Cooloola Coast to Goomeri. Approximately 125 seniors participated in the consultations, providing valuable information on what is positive and challenging for older residents in the region, as well as their hopes for the future of the Gympie region. The information will form preliminary work on council’s Ageing Strategy.

■ In conjunction with Queensland Fire and Emergency Services (QFES), council held two workshops to assist not for profit community and sporting groups to prepare for disaster events. Twenty (27) participants representing range of groups refined how to plan their activities before, during and after a disaster.

■ Council’s Annual Celebration of Volunteering was held on 23 May during National Volunteer Week with 260 community members attending. This event is an opportunity for council to thank the volunteers in our community who dedicate many hours to delivering services and activities around the region.

■ In May, Round 2 of the 2018/2019 Community Assistance Grants program awarded a total of $71,836 to 25 community groups across the region with a diverse range of projects from facilities improvements, community training, equipment purchases and community events.

■ Outdoor seating has been installed at the Goomeri Library as part of planned improvements to the outdoor space. The purpose of this project has been to update the Goomeri Library building façade to improve access, utilisation and visibility of the building along the rail trail. Internal and external improvements are aimed at transforming the library into a flexible, multi-use space for the enjoyment of residents and visitors, including trail users. This has enabled the creation of a vibrant community hub that facilitates innovation, artistic endeavours and community well-being. Loans and visitation at Goomeri Library have increased significantly over the past twelve months which is a great tribute to the staff and the ongoing work they are doing to make the library to play an active part in the community.

■ A ramp was constructed at Gympie Library this quarter to improve accessibility to this well-utilised community building.

■ The Gympie Region Literary Awards were launched at the Gympie Library on Monday 20 May 2019. The Gympie and District Community Bank (Bendigo Bank) have once again donated cash prizes for each category.


■ Working mum, business owner and bestselling author Bronnie Masefau visited Gympie Library this quarter. Bronnie has 25 years’ experience in the interior design industry, and her work appears in properties across Australia and internationally. Participants received ideas and advice about how to make their home “a place to belong”.

■ Monthly Local History talks across the Gympie region continue to grow in popularity. This quarter, talks were held on the history of Gympie, the amazing collection of old Gympie House Photos on the Corley Explorer, the James Nash memorial, Mining – the Nugget and the prince, a further session was held at the Kilkivan Office focusing on the History of Kilkivan. Walk and talk sessions relating to Gympie Town Hall and a history of the buildings in upper Mary Street help to bring history to life.

■ In May, Gympie Regional Libraries hosted the launched the long awaited book about Hugo du Rietz. This book had been researched and written by Friend of the Library, Linda Atkinson and has been made freely available via download from the library web site.

■ Gympie Library has redefined the Dewey Decimal system to improve accessibility of the library collections. There are now specialised collections in adult non-fiction – with categories including: Health and Wellbeing, Art and Craft, House and Garden, Cooking, Parenting, Travel and Local Studies. More display shelves have been added throughout the collection to help promote the collection and to encourage library borrowing.

■ The Early Years Learning and Engagement team are continuing to reach 0-5 year olds in the community through their outreach programs. This quarter Kids R Us on the Southside has adopted a librarian and the group has made several visits to the library. All of these children have enrolled in the 1000 Books Before School program.

■ The tender for the replacement of the Kandanga Pool filtration system was released this quarter with the project to be delivered prior to the end of August 2019.

■ The tender for the cleaning of public amenities closed on 30 April 2019. Evaluation has occurred with a report scheduled for council’s Ordinary Meeting in July 2019.

■ Works for Queensland project planning is now under way with consultation occurring with the relevant community committees regarding upgrades to community halls.

■ Inspections have been undertaken with the Department of Heritage (Science) to scope restoration works for the Melawondi and Kandanga cream sheds.

■ The Authority Lease Register has been constructed with initial testing undertaken. Live data will be uploaded at the end of July giving the officers the ability to proactively manage debtors as well as creating an electronic workflow for lease management.

■ Twelve community leases have been renewed with finalisation of same to occur in July.

■ Native title claims continue to progress slowly with revised timetables issuing by the courts in the Butchulla Land & Sea Claim (now scheduled for a determination hearing in October 2019) and Kabi Kabi and Wakka Wakka claims (both tentatively scheduled for determination hearings in December 2019).

■ The fourth quarter has been dominated by finalising the draft Economic Development and Investment Strategy and the region’s draft Tourism Strategy as well as completing a range of business workshops planned for this period. Final consultation with the wider business community was undertaken in early June to test the general direction of the economic development and investment strategy with an audience of opinion leaders to ensure that council staff had listened and heard the challenges facing regional businesses.


■ One hundred and sixty participants attended a combined Gympie Chamber of Commerce/ Gympie Regional council forum and shared their feedback allowing council to respond appropriately in the strategy. Both draft strategies will be presented to council for endorsement to go to public consultation in the first quarter of the new financial year.

■ A final SAGE Women forum for financial year 2017/2018 took place in late June 2019. Mayor Rachel Chambers, from North Burnett Regional Council, addressed more than 60 local business women on her tips to “achieve better work life balance”. As an outcome of the forum, participants expressed interest in re-establishing a working women’s networking forum.

■ As part of his ambassadorial role, Gympie Gold Food Ambassador Chef Matt Golinski lent his services to the very successful 2019 Goomeri Pumpkin Festival. More than 17,000 people are estimated to have attended this years’ event (final numbers to be confirmed) with glamping accommodation booked out for the duration.

■ As part of GourMay 2019, a first “Cooloola Farm Trail” for 2019 was successfully held in May. Over 1,000 participants took to the trail over the May long weekend; more than double that of the previous year. The sheer volume of interest took suppliers by surprise and some great learnings will be used in the second Cooloola Farm Trail in September 2019.

■ Australian Tourism Exchange (ATE) was a major focus for the tourism team who met with over 70 international tourism buyers to promote the region. Destination Gympie Region acted as a mentor for Mary Valley Rattler during the ATE event, as this was a first event for the product.

■ ICT have worked with the Local Laws team to develop an Abandoned Vehicles Register. Council has a legislative responsibility (through the TORUM – Transport Operations Road Use Act) with abandoned vehicles to track them from point of impound to disposal. Previously these vehicles were tracked in an adhoc hardcopy format. A digital register has been developed and implemented, enabling these vehicles to be processed more efficiently, providing the benefits of timely information, enhanced reporting, and much less paperwork.

■ ICT have worked with the Venues and Events Team to select a new ticketing system soon to be implemented, and also a venue management system that will be used to capture and process information relating to venues such as planned events bookings.

■ The Kilkivan Equestrian Centre is progressing well with the main structure’s frame in place and ancillary works (amenities, power, sewer, water) underway. The project is on track for completion well in advance of the official opening in early September 2019.

■ An application has been submitted to the Department of Environment and Science (Heritage) for an exemption certificate for the deconstruction and reconstruction of the Station Road footbridge. The application includes detailed design that will be used to call for tenders for the works early in the new financial year. Subject to budget it is anticipated the restoration of the historic footbridge will be completed by February 2020.

■ Soil contamination testing has commenced on the site of the Tozer Street RV Park. The results of the testing will inform final detailed design for the project. Concurrently a development a has been drafted and is awaiting owners consent from Queensland Rail prior to submission.


■ The ICT and Finance Teams continue the change program in preparation for upgrading Authority, council’s corporate business system. The process entails various analysis of the current data and process improvements to ensure a successful transition to the upgraded version.

■ Community facility repair work continues following the hail storm on 11 October 2018.

■ Gold Mining Museum Precinct Master Plan consultation completed with draft report prepared for review.

■ Gympie Venues and Events has successfully contracted and supported two state and one national event held within the Gympie region during this quarter.

- 2019 Motul MX Nationals – Australia Motocross Championship.

- 2019 PGA Tin Can Bay Golf Pro-Am.

- 2019 ‘Ocean Roar’ IRB Premiership Series - Round 4.

■ New events secured for 2019/2020:

- 2019 Mountain Bike Australia Queensland State Championship

- Hockey Queensland Under 13 Girls State Championships 2020

- 2020 Wild & Co Hells Bells Adventure Racing Event

- 2020 Cycling Queensland State Team Time Trial Championships.

■ The festivals and events sponsorship program supported three events during the quarter, including the Imbil Easter Carnival ($9,500), Gympie District Show ($34,000), and Goomeri Pumpkin Festival ($20,000).

■ Community survey outcomes supported the progression of a re-imagined Gold Rush Festival - a festival that recognises Gympie’s heritage, the discovery of gold, and the establishment of Gympie township. The event will include a Friday evening twilight parade in Mary Street, a carnival on Saturday at Lake Alford, and a community picnic day on Sunday in October 2019. The aim of this year’s Gold Rush is to connect and engage with Gympie’s community to assist in telling the stories of Gympie’s history before and after the discovery of gold.

■ Gympie Civic Centre continues to deliver the venue’s first programed season of shows. Productions presented by Gympie Venues and Events included the first ever collaboration between Queensland’s Chamber Orchestra, Camerata and The Australia Voices supported by local students and community orchestra players, Indigenous dance sensation Djuki Mala who inspired a standing ovation from the sold out audience to celebrate Reconciliation Week, and Queensland’s largest youth circus company, Flipside Circus which included school holidays workshops for young people.

■ Council’s major venues continue to be improved with the conversion of the Corbet Stadium sports lights to LEDs to improve the functionality and environmental sustainability, and the installation of an orchestra pit cover in the Heritage Theatre to maximise the stage area for larger scale productions and more connection between the stage and audiences. Both venues continue to attract new events and have seen a particular increase in government and corporate hires.


■ Gympie Regional Gallery presented five local artists in separate exhibitions; one curated by a local artist from national and international artists; one regional artist, one regional touring, and one international touring where we collaborated with Bundaberg Regional Art Space, with a Makers Space adding an interactive element. There were seven exhibitions in total, attracting over 2,500 visitors. Volunteers put in over 900 hours during this time.

■ Nine Holiday fun workshops were held plus one outreach at Centro, six adult workshops, one Art Chat, and two Family Fun Days. The team participated in the Queensland Art Gallery of Modern Art’s (QAGOMA) Kids on Tour program and their Art as Exchange program on Fraser Island. Over this period there were 11 school and group tours totalling over 350 visitors.

■ Gallery volunteers organised a sumptuous Biggest Morning Tea in May, and the Studio Trails were a huge success this year. The Public Art Advisory Group met to assess expressions of interest and concept designs for the Upper Mary Street Revitalisation Project and approved a sculpture for the Goomeri Pumpkin Festival.

Emerging risks and challenges ■ Council continues to invest in technology and

staff training to help minimise cyber security attacks. All users of technology should take measures to prevent a cyber security attack, and be particularly careful not to click on links in suspicious emails.

■ An Authority ledger re-write, consolidating almost 4,000 ledger master accounts into less than 150 has commenced.

■ Delivery of key council improvement projects while managing critical “business as usual” activities.

■ Financial impact to council as a result of “hardening” insurance market and ability to source competitive coverage for key risk areas.

New initiatives ■ Development of community garden on

Tozer Park Road in conjunction with Gympie Community Garden Inc. continues through its planning phase.


Planning and DevelopmentBudget overviewOperational budget

The directorate budget generally indicates a positive result as at the end of the 2018/2019 financial year. The operational budget is on track to meet expenditure targets and pleasingly revenue overall is in excess of expectations. This is primarily a result of increased building application numbers as a consequence of the 2018 hail storm, as well as overall increased growth in development activity as indicated in the attached statistics. It is acknowledged that while growth is not exponential, it reflects a steady and continuing upward trend which enables services and infrastructure to keep pace with development.

Capital budget

Overall the capital budget is underspent as at the end of the 2018/2019 financial year. This result is also reflected in the percentage of projects acknowledged in the fourth quarter update to council’s Operational Plan as being “Delayed or Revised”. This is primarily a consequence of two factors:

■ the number of externally (grant) funded major strategic projects that of necessity stretch across multiple budgets and have funding and therefore completion deadlines that fall within the 2019/2020 financial year; and

■ the continuing inability to fill significant strategic planning positions within the directorate.

The above mentioned projects include the Youth Precinct, Upper Mary Street and new amenities, change rooms and storage facilities approved as part of the Albert Park Master Plan. Updates on each of these projects are included in the Top Capital Projects attachment to the Quarterly Financial Review report. All are on track to meet current funding deadlines.

Emerging risks and challengesAs outlined above and discussed in previous quarterly updates, efforts to recruit experienced professional staff to fill existing vacant senior strategic planning positions has proven unsuccessful to date. The inability to resource these long vacant positions is placing additional load on the remaining members of the team and is now beginning to impact service levels and deadlines. Efforts are continuing in an attempt to fill positions critical to both the planning scheme amendments and review, as well as major project positions. Options to engage experienced short term contract staff also continue to be pursued.

Quarterly highlightsEnvironmental planning

It was noted in earlier updates that 2018/2019 saw a significant carry forward relevant to the environment levy. These unspent funds were the outcome of an intentional decision to ensure that levy expenditure was clearly aligned to the updated version of the Environment Strategy which sets council’s strategic direction for the environment. Noting the strategy was adopted by council in August 2018, it was considered appropriate to hold a significant proportion of levy funds until this significant strategic document was endorsed.

Subsequently during the second quarter an environment levy delivery plan was presented to council which outlined the appropriate allocation of levy funds to include expenditure of a significant proportion of the carry forward within the current financial year.

It is pleasing to report that despite the small team within Environmental Planning and the impact on the team of a current vacancy, a number of significant outcomes have been achieved during the second half of the financial year.


These include:

■ the completion of long term projects such as the Cooloola Coastal Foreshore Management Plan;

■ the successful allocation of 38 per cent of the annual levy, distributed amongst community natural resource management (NRM) groups by way of the grant program, as well as a specific one-off grant program for native wildlife rescue and carer volunteers. It is noted in particular that the total NRM group grant allocation equated to approximately $430,000 (more than twice that of the 20 per cent generally provided to volunteer organisations on an annual basis);

■ the completion of mapping of local threatened and priority species mapping necessary for the planning scheme amendment program; and

■ the completion of two significant projects focused on the protection of the region’s koala populations – one addressing options to enhance fauna protection when crossing roads using newly available technology, the other utilising heat sensing drones to more accurately detect koalas and map their abundance and distribution.

Coordinator sustainability

Following an extensive and time consuming recruitment process, a Coordinator Sustainability has commenced with the organisation; a first for Gympie Regional Council. Council can look forward to the following outputs from the coordinator during the 2019/2020 financial year:

■ development of a Corporate Sustainability Strategy; and

■ preparation of an organisational Energy Management Plan including commencement of implementation of year 1 initiatives.

It is anticipated that the sustainability role will deliver not only environmental initiatives but economic benefits as well, particularly by way of the Energy Management Plan which will focus on minimising council’s energy usage and expenditure, while reducing its carbon footprint.

All quarters for 2018/2019 with FY totals in the end column.

2018/2019 First Second Third Fourth Totals

Reconfiguring A Lot 13 11 18 14 56

Material Change of Use 16 10 6 16 48

Operational Work 8 9 6 7 30

BWAAPS 1 0 3 1 5

Plumbing - Residential 140 118 72 97 427

Plumbing - Commercial 17 18 17 31 83

Concurrence 56 58 37 43 194

Building - GRC 118 118 109 102 447

Building - PC 165 584 1185 918 2852

Total 534 926 1453 1229 4142


Chart 1: Lodgements including the re-roof approvals

Chart 2: Lodgements with re-roof approvals removed


People and Organisational DevelopmentWellbeing and safety

Keeping track of our improvements in safety is paramount, and the approach we use is Rectification Action Plans (RAPs). These action plans may be issued for any hazards or non-conformances that are identified during hazard inspections, incident reports or raised as a hazard/safety issue.

Where these hazards/issues cannot be rectified by the end of a work shift a RAP is completed to track the outcomes. For the financial year we have had 183 issued and 153 completed totalling 84 per cent completion rate.

Unfortunately, accidents or incidents do happen from time to time. Sadly, when there is an injury it may mean the employee is unable to attend work. We measure this duration as it is target that we work on reducing. It is proven that having employees back to work as soon as they are able and it is safe to do so positively impacts their recovery time, both mentally and physically. The below table provides an indication of the number of claims that have been accepted by LGW over the past financial year.

All data is collected from LGW and is accurate at the time of the report being compiled.

Summary of claims

Total Claims Lodged For Financial Year 33

Total Days Lost 495

Lost Time Injury Frequency Rates

Year Scheme Frequency Rate

Member Group Rate

Gympie Council Rate

2016/17 29.70 24.38 25.14

2017/18 27.23 22.49 16.21

2018/2019 to date

25.28 20.47 19.68

Scheme Frequency Rate – includes all self-insured councils in Queensland.

Member Group Rate – includes all councils in Queensland that are of a similar size to Gympie Regional Council.


Organisational Development

A part of the Organisational Development team’s responsibilities is to support learning and development across the organisation. Learning and Development is important to ensure all staff are appropriately skilled and enhanced to continue to perform a valuable service to our customers. This financial year the learning and development results are:

The total cost for the 2595 hours and 16,352 attendances was $351,495.67 which equates to an average of $670 per person.

HR Operations

The HR Operations team have been working on revised guidelines, forms and any associated supporting material to align with the new Certified Agreement 2018 (CA). This work also requires consultation with staff member who may be impacted on any changes that are required to occur.

One area that is being reviewed and is very important to staff retention is work life balance. While the organisation has already implemented the opportunity for staff to apply for flexible work agreements (allowing staff to alter their hours of work to suit personal requirement which may include child care, study, caring for an elderly parent, etc) through the new CA we are now able to investigate other ways we can accommodate work life balance.

One of those options currently being worked on is a Work from Home Guideline. Telecommuting (also known working from home or e-commuting) allowing greater flexibility for organisations to offer staff increasing staff satisfaction and retention and assists in addressing office accommodation constraints that can appear at times. This opportunity is well received from staff and will change the culture and future of business.


Operational Plan ReportIntroductionIn accordance with the requirements of section 174(3) the Local Government Regulation 2012, this report outlines council’s progress towards the implementation of the 2018-2019 Operational Plan.

The operational plan is built around a framework of five core strategic themes as identified in the Corporate Plan 2017-2022. Those strategic themes are:

■ Our Infrastructure

■ Our Community

■ Our Economy

■ Our Environment

■ Our Organisation.

The Corporate Plan 2017-2022 identifies a range of strategies, actions and performance measures that council has committed to across the five year period to help achieve its vision. The Operational Plan 2018-2019 lists a range of specific operational activities which council plans to complete during the financial year. All of these activities are tied directly back to the strategic actions from the corporate plan.

This performance report provides a progress update on the delivery of the operational activities as at the end of the fourth quarter (April - June 2019).

The report incorporates an analysis of information obtained through the collection of activity status indicator data for each of the activities identified in the Operational Plan 2018-2019.

Each activity has been assessed and given a status indicator. These ‘traffic light’ status indicators are explained in the table below.

Completed Activity completed.

On Track Activity progressing well with all indications that completion will be achieved by the nominated target quarter.

Delayed/Revised

Activity is significantly behind schedule or it has been identified that the activity will need to be revised. This may be the result of a change in council policy or priorities, revised budget allocation (or loss of planned funding) resulting in a necessary shift in targets for the activity.

To be Commenced

Activity has been scheduled to commence at a later date.

A graphical summary of the current status of operational plan activities, grouped as per the strategic themes and objectives from the Corporate Plan 2017-2022, is presented below.

An Activities Update Report containing more comprehensive details of the progression of each of the individual activities identified in the Operational Plan 2018-2019 is also provided as an additional attachment in the quarterly update report to council.

Commentary in support of the identified activity status has been included for every activity listed in the Activities Update Report.


SummaryThe graphs below display the progress of operational plan activites by strategic theme. The vertical axis indicates the number of activities/projects.

As at 30 June 2019, 56 per cent of operational plan activities were categorised as being ‘completed’. Forty four per cent of activities were categorised as being ‘delayed/revised’.

A number of significant activities such as the River to Rail Trail Stage 2 and Mary Valley Rail Trail were only a month or less from completion as at 30 June 2019 however as the performance measure required open for the public these items have been shown as delayed/revised.

As indicated in the commentary, other activities have been delayed by funding and statutory processes which are outside of council’s control. Recruitment issues have further delayed other activities.

Some key projects have taken longer than anticipated to develop due to community input.

These include:

■ Draft Tourism Strategy scheduled for council’s Ordinary meeting 24 July 2019 for endorsement to release for public comment.

■ Draft Economic Development and Investment Strategy scheduled for council’s meeting in August 2019 for endorsement to release for public comment.

■ Draft Sponsorship Policy and Guidelines scheduled for councillor briefing in August 2019.

■ Festivals and Events Strategy delayed to complete Draft Tourism Strategy and ensure any outcomes are considered prior to commencement.

■ Work to develop a Reconciliation Action Plan has been delayed while council works with First Nation Applicant Directors on the three Indigenous Land Use Agreements (ILUAs). First Nation groups will continue to lead the direction of this work.

In addition:

■ Council has recently received funding for the Gallery shop upgrade as part of Works for Queensland having already completed detailed design. Construction will commence in July 2019.

■ The Upgrade of the existing Visitor Information centre will not proceed due to the announcement of the Section D upgrade. Future Tourism Information needs is to be considered as an action in the Strategy.

■ Kilkivan Equestrian Centre is due to open in September 2019.

It is acknowledged that in future operational plans, council may need to consider focusing on activities over which it has full control when deciding what to include in the plan. To provide transparency of progress achieved, performance measures require completion of operational plan activities within the financial year period.

The graphs that follow need to be viewed in context with the factors outlined above which have influenced a lower than average completion rate. The data demonstrates that council continues to implement the vision and strategic goals of its Corporate Plan 2017-2022 via the operational plan activities. The statistics below group activities into the key strategic themes identified within the Operational Plan 2018-2019.


Our Infrastructure accounts for approximately 14 per cent of activities/projects.

Our Community accounts for approximately 20 per cent of activities/projects.

Our Economy accounts for approximately 29 per cent of activities/projects.

Our Environment accounts for approximately 14 per cent of activities/projects.

Our Organisation accounts for approximately 23 per cent of activities/projects.

Our InfrastructureThe progression of the Our Infrastructure theme is based on the following actions and activity status updates.

Subject to available resources, maintain existing infrastructure services at current service levels.

Strongly advocate the State and Federal Governments, as appropriate, for Coondoo Creek Bridge, Wide Bay Highway/Bruce Highway intersection, upgrading Gympie Connection Road to cater for current growth and the future bypass, Normanby Bridge Pedestrian/Bicycle access.


Subject to available resources, increase support for maintenance of rural gravel roads.

Investigate potential rationalisation of council property.

Strongly advocate for a coastal road.

Progress implementation of the Gympie Town Centre Transit Facility.

Our CommunityThe progression of the Our Community theme is based on the following actions and activity status updates.

Subject to available resources, maintain existing Community Services at current service levels.

Ongoing development and implementation of a Community Development Strategy, a Community Recreational and Sporting Facility Strategy, and the implementation of the Arts and Cultural Plan and the Open Space and Recreation Plan.

Continue to plan for a new library.


Review heritage provisions in the planning scheme.

Prepare an ageing strategy, and work with key stakeholders to enable the implementation of the National Disability Insurance Scheme.

Provide a well-planned and managed open space and recreation network.

Collaborate with community and government stakeholders to deliver improved outcomes for children and young people.

Our EconomyThe progression of the Our Economy theme is based on the following actions and activity status updates.

Subject to available resources, maintain existing economic development services at current service levels.

Ongoing implementation of the Gympie Regional Economic Development Strategy 2014-2019.

Develop and implement an RV Strategy and Management Plan for the region.


Aerodrome infrastructure improvements.


Our EnvironmentThe progression of the Our Environment theme is based on the following actions and activity status updates.

Subject to available resources, maintain existing environment services at current service levels.

Commence implementation of revised environment strategy.

Finalise development and commence implementation of the Energy Management Plan for council facilities.

Investigate waste management options.

Complete review of environmental provisions including buffer zones in the planning scheme.


Develop and adopt a Biosecurity Plan.

Our OrganisationThe progression of the Our Organisation theme is based on the following actions and activity status updates.

Subject to available resources, maintain existing organisation services at current service levels.

Undertake organisational wide improvement projects (Activ8) which provide excellence in service to our community.

Undertake regular staff satisfaction surveys.

Encourage skills development through traineeships, cadetships and apprenticeships and other training initiatives.

Strategy – Pursue funding opportunities and deliver the strategic plan for Tin Can Bay Jetty.

Strategy – Support RV Tourism within the region.



Building Approval SummaryFrom: 1/04/2019 To: 30/06/2019

Details Tyep fo Work No. of Permits Estimated CostAbove ground swimming pool/spa Demolition 1 $1,000Above ground swimming pool/spa New Building 2 $20,500Cabin Alteration/Addition 1 $35,000Cabin Demolition 1 $5,000Carport Alteration/Addition 2 $68,112Carport New Building 12 $120,239Class 10 other Alteration/Addition 2 $108,000Class 10 other New Building 5 $549,820Club/Community Building Alteration/Addition 3 $793,319Club/Community Building Demolition 1 $66,000Club/Community Building New Building 5 $3,197,176Duplex New Building 3 $92,177Duplex Alteration/Addition 1 $312,449Dwelling Alteration/Addition 782 $28,241,291Dwelling Demolition 4 $141,000Dwelling New Building 58 $15,656,185Dwelling Relocation 3 $150,000Education Facility Alteration/Addition 1 $240,000Garage New Building 2 $48,358In ground swimming pool New Building 19 $631,754Industrial Building Alteration/Addition 2 $73,987Medical Centre Alteration/Addition 1 $46,236Medical Centre Refurbish/Fitout 2 $120,498

Miscellaneous/Other New Building 1 $311,330

Office Building Alteration/Addition 3 $177,083

Office Building Refurbish/Fitout 1 $1,115,678

Retail Building Alteration/Addition 6 $259,627

Retail Building Refurbish/Fitout 1 $309,168

Shade Structure New Building 3 $112,100

Shade Structure Relocation 1 $24,367

Shed Alteration/Addition 8 $176,513

Shed Conversion 1 $8,500

Shed New Building 71 $1,552,434

Signs New Building 1 $4,000

Units Alteration/Addition 3 $79,355

Warehouse New Building 1 $29,700

1,105 $54,877,956


Annual Performance Review ReportIntroductionFurther to the requirements of section 104(5)(b)(iv) of the Local Government Act 2009 (Act), this report reviews council’s performance in the overall implementation of its annual operational plan.

Council’s Operational Plan 2018-2019 was adopted on 27 June 2018 via Minute M29/06/18.

Section 175(1) of the Local Government Regulation 2012 (Regulation) requires that the annual operational plan for a local government must-

(a) be consistent with its annual budget; and

(b) state how the local government will—

(i) progress the implementation of the 5-year corporate plan during the period of the annual operational plan; and

(ii) manage operational risks; and (c) include an annual performance plan for each commercial business unit of the local government.

Under the relevant definitions and expenditure threshold limits associated with significant business activities and commercial business units contained within the Regulation, council is not currently operating any ‘commercial business unit’, hence the reporting requirements in relation to s175(1)(c) above do not apply.

It is noted however that changes to the Regulation coming into effect from 1 July 2019 will see council’s combined water and sewerage operations considered as a significant business activity in the 2019-2020 financial year. This will have implications for council in relation to how best to apply the competitive neutrality principle to those operations. The changes to the Regulation will have flow on effects for the 2020-2021 annual budget considerations.

The operational plan is built around a framework of five core strategic themes as identified in the Corporate Plan 2017-2022.

Those strategic themes are:

■ Our Infrastructure

■ Our Community

■ Our Economy

■ Our Environment

■ Our Organisation.

The annual review refers to progress made in meeting the objectives and actions as stated in the Corporate Plan 2017-2022. The Operational Plan 2018-2019 lists a range of operational activities which council planned to complete during the financial year. All of these activities tie back directly to the strategic actions shown in the corporate plan.

This report incorporates an analysis of information obtained through the collection of activity status indicator data for each of the activities identified in the Operational Plan 2018-2019. On a quarterly basis, each activity has been assessed and given a status indicator.

These ‘traffic light’ status indicators are explained in the table below.

Completed Activity completed.

On Track Activity progressing well with all indications that completion will be achieved by the nominated target quarter.

Delayed/Revised

Activity is significantly behind schedule or it has been identified that the activity will need to be revised. This may be the result of a change in council policy or priorities, revised budget allocation (or loss of planned funding) resulting in a necessary shift in targets for the activity.

To be Commenced

Activity has been scheduled to commence at a later date.


A graphical summary of the proportional break up of operational plan activities grouped as per the strategic themes and objectives from the Corporate Plan 2017-2022 is presented below.

An Activities Update Report containing comprehensive details of the progression of each of the individual activities identified in the Operational Plan 2018-2019 has been publicly reported to council across the period as part of the quarterly operational plan updates.

SummaryThe operational plan has tracked the progress of a range of activities identified as furthering the strategies and actions from the Corporate Plan 2017-2022 across the financial year period.

As at 30 June 2019, 56 per cent of operational plan activities were categorised as being ‘completed’. The remaining 44 per cent of activities were categorised as ‘delayed/revised’.

This year has seen a higher than usual percentage of activities shown as being ‘delayed/revised’ at the end of the period.

A number of activities such as the River to Rail Trail Stage 2 and Mary Valley Rail Trail were only a month or less from completion as at 30 June 2019 however as the performance measure required the trails to be fully open for the public these items have been shown as delayed/revised.

Our Organisation

23%

Our Infrastructure

14%Our

Community 20%

Our Economy

29%Our

Environment 14%

As indicated in the commentary, other activities have been delayed by funding and statutory processes which are outside of council’s control. Recruitment issues have further delayed other activities.

Some key projects have taken longer than anticipated to develop due to community input.

These include:

■ Draft Tourism Strategy scheduled for council’s Ordinary meeting 24 July 2019 for endorsement to release for public comment.

■ Draft Economic Development and Investment Strategy scheduled for council’s meeting in August 2019 for endorsement to release for public comment.

■ Draft Sponsorship Policy and Guidelines scheduled for councillor briefing in August 2019.

■ Festivals and Events Strategy delayed to complete Draft Tourism Strategy and ensure any outcomes are considered prior to commencement

■ Work to develop a Reconciliation Action Plan has been delayed while council works with First Nation Applicant Directors on the three Indigenous Land Use Agreements (ILUAs). First Nation groups will continue to lead the direction of this work.

In addition:

■ Council has recently received funding for the Gallery shop upgrade as part of Works for Queensland having already completed detailed design. Construction will commence in July 2019.

■ The Upgrade of the existing Visitor Information centre will not proceed due to the announcement of the Section D upgrade. Future Tourism Information needs is to be considered as an action in the Strategy.

■ Kilkivan Equestrian Centre is due to open in September 2019.


This year’s operational plan continued the focus and format adopted in recent years of moving away from ‘business as usual’ reporting to concentrate on operational activities that directly furthered the five year actions articulated in the corporate plan. The goal is that all operational plan activities identified should realistically be achieveable within the stated 12 month period. Various factors can arise that force a review of activities, including in some cases deferring an activity to the next financial year or indefinitely, or significantly revising the scope and nature of an activity from that originally planned.

The completion rate of operational plan activities for the 2018-2019 period is again down on that achieved for the prior three financial years. To put the statisitics in context the completion rates across the past four financial years are as graphed below.

While there are valid reasons for delays in activities being completed within the planned periods, including matters outside of council’s control, addressing the organisation’s declining capacity to complete operational plan activities within planned target dates is an area of focus for the Executive Management Team in 2019-2020. Looking ahead, part of this focus includes ensuring that key activities highlighted for inclusion within the annual operational plans are under the control of council to achieve within the period.

It is further noted that in moving away from business as usual activities in the operational plan, which due to their nature would always be ‘complete’ at the end of the period, lower overall completion rates for activities can be expected.

Below is a graphical display of the end of year progress of operational plan activites grouped by strategic theme. The vertical axis indicates the number of activities/projects.

Our Infrastructure accounts for approximately 14 per cent of activities/projects.

Our Community accounts for approximately 20 per cent of activities/projects.

Our Economy accounts for approximately 29 per cent of activities/projects.


Our Environment accounts for approximately 14 per cent of activities/projects.

Our Organisation accounts for approximately 23 per cent of activities/projects.

Our InfrastructureThe progression of the Our Infrastructure theme is based on the following actions and activity status updates.


Strongly advocate the State and Federal Governments, as appropriate, for: Coondoo Creek Bridge, Wide Bay Highway/Bruce Highway intersection, upgrading Gympie Connection Road to cater for current growth and the future bypass, Normanby Bridge Pedestrian/Bicycle access.






Our CommunityThe progression of the Our Community theme is based on the following actions and activity status updates.


Ongoing development and implementation of a Community Recreational and Sporting Facility Strategy, and the implementation of the Arts and Cultural Plan and Open Space and Recreation Plan.







Our EconomyThe progression of the Our Economy theme is based on the following actions and activity status updates.


Ongoing implementation of the Gympie Regional Economic Development Strategy 2014–2019.



Subject to available resources, maintain existing economic development services at current levels.


Our EnvironmentThe progression of the Our Environment theme is based on the following actions and activity status updates.



Finalise development and commence implementation of the Energy Management Plan for council facilities.





Our OrganisationThe progression of the Our Organisation theme is based on the following actions and activity status updates.





Strategy – Pursue funding opportunities and deliver the strategic plan for Tin Can Bay Jetty.

Strategy – Support RV Tourism within the region.


ConclusionThe achievement of council’s corporate plan remains a key focus for both councillors and employees under the respective core responsibilities imposed by the Local Government Act 2009. In April 2017, council adopted its revised Corporate Plan 2017-2022 to which the implementation of the Operational Plan 2018-2019 represents a clear sign post indicator as to the effectiveness of progress being made in achieving council’s vision and strategic goals across the five year period of the corporate plan.

Data presented in this annual review report demonstrates that despite the full completion rate following a downward trend in recent years, council has completed or substantially completed a significant number of activities across the period. The publicly reported activity updates and assocated commentary provides background as to factors that have impacted on council’s capacity to complete individual activities within planned timeframes. An ongoing focus is for council to appropriately identify, progress, monitor, complete and report on operational activities that directly further the implementation of its corporate plan.

The continuation of the development, review and implementation of business planning across more than 20 functional areas of council remains an important ongoing project to improve organisational awareness and the effectiveness of council’s corporate planning frameworks. This additional level of planning supports the implementation of the corporate plan and the development of future operational plans. Business plans are targeting all key business units of council and include activity milestone schedules, goals and targets that are aligned with the vision and strategic directions of the corporate plan.

The effectiveness of council’s various key strategic plan formats and public reporting processes continue to be monitored with improvements made across the period to the quarterly corporate performance reports, which incorporate the statutory operational plan updates.


Activities UpdateKey Strategic Theme: Our InfrastructureStrategy Activity Purpose Performance Measures Planned

CompletionResponsibility First Quarter

UpdateComments


Develop maps of all maintained parks and reserves.

To assist in establishing service levels and develop maintenance.

All current maintained parks and reserves are mapped in the GIS system.

Q2 DIS Completed Completed in Q2.


Develop a Parks Maintenance Program.

To document service levels for various categories of park and reserve.

Parks Maintenance Program developed.

Q4 DIS Completed Draft Parks Maintenance Program prepared.


Upgrade the Disaster Management Incident Management System.

This upgrade to the Guardian disaster management software system will provide greater functionality in the management of incidents.

Incident Management System commissioned and training of local disaster control centre staff training completed.



Develop Disaster Management Sub-plans.

Disaster Management Sub-plans are required to operationalise the Disaster Management Plan which is a legislative requirement.

Three Disaster Management Sub-plans adopted by council.

Q2 DIS Completed Disaster Response Sub Plan, Gympie CBD Flood Plan and Local Disaster Coordination Centre Evacuation Workbook adopted by council on 26 June 2019.


Key Strategic Theme: Our InfrastructureStrategy Activity Purpose Performance Measures Planned


UpdateComments


Develop a Flood Study Investment Plan.

To understand the scope and cost of flood studies required to support disaster management, planning scheme review, infrastructure planning, building approvals and ratepayer information.

Flood Study Investment Plan completed.



Selection and Implementation of a Maintenance Management System.

Improved maintenance workflow, ensuring that service levels are achieved efficiently through reduced equipment downtime; prolonged asset life and improved response time.

Selection of a Maintenance Management System.

Q1 OCEO - WBU Completed Assetic Cloud is now in use within the WBU.


Selection and Implementation of a Maintenance Management System.

Improved maintenance workflow, ensuring that service levels are achieved efficiently through reduced equipment downtime; prolonged asset life and improved response time.

Implementation completed, including testing and training.

Q4 OCEO - WBU Completed Assetic Cloud is now in use within the WBU.




UpdateComments


Develop a Strategic Asset Management Plan (SAMP).

The SAMP documents how organisational objectives are to be converted into asset management objectives, the approach for developing asset management plans, and the role of the asset management system in supporting achievement of the objectives.

Development of an Asset Management Plan roadmap.

Q2 OCEO - WBU Completed Draft Asset Management Strategy and have both been prepared.




Develop Asset Management Plan.

Q4 OCEO - WBU Completed Draft Asset Management Strategy and have both been prepared.




UpdateComments




Development of 10 year capital works program.

Q2 OCEO - WBU Completed Ten year program is complete. 2019/20 year will be year 1 of 10 year program.




Development of Network Infrastructure Master Plans.

Q4 OCEO - WBU Completed Draft plans have been prepared.




UpdateComments

Strongly advocate the State and Federal Governments, as appropriate, for:

• Coondoo Creek Bridge

• Wide Bay Highway/Bruce Highway intersection

• Upgrading Gympie Connection Road to cater for current growth and the future bypass

• Normanby Bridge pedestrian/bicycle access.

Meet with Department of Transport and Main Roads.

To discuss Gympie Regional Council issues on State and Federal government roads, including:

• Coondoo Bridge;

• upgrading Gympie Connection Road to cater for current growth and the future by-pass;

• Normanby Bridge Pedestrian/ Bicycle access.

Arrange two meetings with Mayor, relevant council staff and Department of Transport and Main Roads Regional Staff.

Q4 DIS Completed Advocacy meeting held on 12 June 2019 with Department of Transport and Main Roads, Regional Director North Coast and Wide Bay, District Director Wide Bay Burnett, Senior Communications Officer Wide Bay Burnett.

Strongly advocate the State and Federal Governments, as appropriate, for:

• Coondoo Creek Bridge

• Wide Bay Highway/Bruce Highway intersection

• Upgrading Gympie Connection Road to cater for current growth and the future bypass

• Normanby Bridge pedestrian/bicycle access.

Liaise with the Department of Transport and Main Roads to manage Bruce Highway Section D Impacts.

To ensure the best transport outcomes for the Gympie region.

Regular meetings conducted.

Q4 DIS Completed Advocacy meeting held on 12 June 2019 with Department of Transport and Main Roads, Regional Director North Coast and Wide Bay, District Director Wide Bay Burnett, Senior Communications Officer Wide Bay Burnett.




UpdateComments


Increase council’s gravel resheeting program.

Improve the quality and depth of surface gravel to extend the life and improve amenity of gravel roads.

Complete gravel resheeting of 54 km of unsealed road.

Q4 DIS Completed Completed gravel resheeting of 55 km of unsealed road.


Increase council grading activity.

Improve amenity of gravel roads.

Complete grading of 480 km of unsealed road.

Q4 DIS Completed Completed grading of 494 km of unsealed road.


Undertake review of all council owned or controlled properties.

Identification of properties for improved asset management, maintenance and future need.

Completion of review with all council properties identified and recorded in council’s asset register.

Q4 DCCS Completed Review has been completed with 978 parcels identified for returning or disposal.


Advocate for the Kin Kin Road Noonan Range Construction.

Construction of the unsealed section of Kin Kin Road across the Noonan Range will improve safety and complete a sealed route between Tewantin Road and Tin Can Bay Roads.

Raise at meetings with Department of Transport and Main Roads.

Q4 DIS Completed Item raised and discussed at advocacy meeting held on 12 June 2019 with Department of Transport and Main Roads, Regional Director North Coast and Wide Bay, District Director Wide Bay Burnett, Senior Communications Officer Wide Bay Burnett.




UpdateComments


Finalise a detailed Concept Design for the Gympie Town Centre Transit Facility (part of the endorsed Nelson Reserve/Memorial Park Master Plan) for the site bounded by Jaycee Way, River Road and Monkland Street) and prepare detailed design.

To continue to deliver the Gympie Town Centre Revitalisation Strategy to enhance economic development, visitor attraction, accessibility and opportunities to increase welcome to the town centre.

Detailed concept design finalised.

Q1 DPD Completed Advice from Building Better Regions Program that funding application unsuccessful. Alternative funding opportunities to be sought as they arise.


Finalise a detailed Concept Design for the Gympie Town Centre Transit Facility (part of the endorsed Nelson Reserve/Memorial Park Master Plan) for the site bounded by Jaycee Way, River Road and Monkland Street) and prepare detailed design.

To continue to deliver the Gympie Town Centre Revitalisation Strategy to enhance economic development, visitor attraction, accessibility and opportunities to increase welcome to the Town Centre.

Detailed design prepared in readiness for construction of a first stage (subject to outcome of funding application).

Q3 DPD Delayed/ Revised

Advice from Building Better Regions Program that funding application unsuccessful. Alternative funding opportunities to be sought as they arise. (*Further progress reliant on sourcing grant funding.)


Key Strategic Theme: Our CommunityStrategy Activity Purpose Performance Measures Planned


UpdateComments


Activate the Civic Centre through the development of an annual performing arts program which complements and supports other existing council run events.

Increase visitation and use of Civic Centre.

Encourage more touring productions to use Civic Centre.

Develop a cohesive programming approach across council’s events and cultural facilities.

Program and deliver 15 events within the Civic Centre.

Attendance of 3000 people across the programmed events.

Q4 DCCS Completed First annual program at Civic Centre initiated. New events include:

• Rush Festival 2018 - 20 Events, approx 2500 attendances.

• Gympie Venues and Events Program - 15 Events (from Mar - Jun 2019), approx 2200 attendances.

TOTAL 35 events, 4700 people.

Subject to available resources, maintain existing community services at current service levels.

Review council's role in major regional events and sponsorship programs.

Develop and support a strong event culture within the region through targeted and strategic investment.

Redesigned sponsorship program presented to council.

Q3 DCCS Delayed/ Revised

Sponsorship policy drafted. To be presented to council in new financial year.


Identify and attract events to the region.

Increase the capacity and raise the profile of the region’s events, festivals and activities to attract new audiences, better engage with local communities and generate positive economic impact.

Festival and Events Strategy developed and presented to council.

A minimum of four events supported by council.


Six new events secured and delivered during 2018/2019 for $22,000 investment. Projected economic impact totalling $2,185,170.

Festivals and Events Review and Strategy to be completed in 2019/2020.




UpdateComments


Redesign and construct gallery retail shop.

Showcase high quality local and visiting visual artists and artisans.

Generate revenue for gallery and artists.

Retail space is developed and open for trade.


Funding for construction secured through Works 4 Queensland so revised completion date in 2019/2020.


Introduce capacity building programs for local event organisers.

Increase the skills and capacity of event organisers through professional development activities.

Provide networking opportunities for local events sector.

Delivery of five workshops, with participation by minimum of 10 local events across the program.

Q4 DCCS Completed Over five arts and cultural networking opportunities were held.


Develop a Community Organisation Support Policy.

Sustainable, equitable and transparent approach to support for community organisations.

Community Organisation Support Policy presented to council.


Scope of review work broader than anticipated. Rates Concession Policy expected to be presented to council in first quarter of 2019/2020 subject to resourcing. Balance of work to be rescheduled in line with available resources.


Upgrade the Gympie Visitor Information Centre.

Renovate and increase utilisation of the Gympie Visitor Information Centre ensuring a more visible, accessible and modern tourist facility.

Upgrade completed and increased accessibility and visitation.


Will be revised in the context of Section D Upgrade.




UpdateComments


Promotion of new assets to tourism operators and organisations.

Tourist visitation and utilisation of new tourism assets in the region increases.

Tourist visitation and utilisation of new tourism assets in the region increases.

Q4 DCCS Completed Staff have attended four business to business expo’s and tradeshows to meet with tourism industry and update them on the tourism industry in Gympie region and hosted media and tourism industry representatives from state and national bodies and tourism industry and media from nine countries.


Finalise the procurement process for management arrangements for council's animal management facility (dog and cat pound).

Ensure the on-going management of council’s animal management facility achieves community expectations for the humane treatment of companion animals, focusing on rehoming and adoption.

Finalise procurement process for appointment of facility manager.

Q4 DPD Completed Matter reported to council at Ordinary Meeting held on 22 May 2019. Council resolved at this meeting to accept the tender submitted by the Royal Society for the Prevention of Cruelty to Animals (Qld) Ltd for the provision of Pound Management and Adoption Services for a five year period commencing 1 July 2019 and expiring on 30 June 2024 and that council enter into a contract with this organisation for the provision of these services.




UpdateComments

Ongoing development and implementation of a Community Recreational and Sporting Facility Strategy, and the implementation of the Arts and Cultural Plan and the Open Space and Recreation Plan.

Develop a community engagement strategy.

Ensure relevant stakeholders are consulted using engagement strategies that are appropriate to the scale and nature of the project.

Community Engagement Strategy presented to council.


Project needs further internal and external development. Revised scope and direction to be provided by executive team in 2019/2020.


Review the role of the Arts and Cultural Reference Committee.

Culture and creativity offers opportunities to grow innovate, plan and achieve.

Reference panel reviewed and changes implemented.

Q1 DCCS Completed At its Ordinary Meeting on 26 September 2018, council endorsed the disbanding of the Arts and Cultural Reference Panel and the inception of Arts and Culture Forums to be held twice a year to inform cultural planning and council investment in arts and cultural activity.


Provide space and opportunities for people to express themselves creatively, come together and share arts and cultural experiences.

Increase sector participation and ownership of cultural activities.

Engage a minimum of 50 people in arts and cultural planning activities.

Q4 DCCS Completed Arts and Culture Forum presented in Feb 2019 and subsequent discussions held in March 2019. Total of 60 participants across both events.




UpdateComments


Develop council’s first Reconciliation Action Plan.

Increase organisational awareness of, and respect for, cultural protocols.

Reconciliation Action Plan presented to Reconciliation Australia and council.


The Reconciliation Action Plan (RAP) has been drafted, however organisational focus has been redirected to ensuring that actions under council's first executed Indigenous Land Use Agreement with Wakka People #3 (execution date 30/6/18) commenced implementation. The draft RAP will be further progressed in 2019/2020.


Develop council’s first Reconciliation Action Plan.

Build effective relationships with traditional owner groups and members of the Aboriginal and Torres Strait Islander Community.

Organisational participation in National Reconciliation Week.

Q3 DCCS Completed Djuki Mala Performance on 31 May at the Civic Centre was sold out with strong participation from indigenous and non-indigenous Australians. Staff attended the community-led Reconciliation Week activity at Gympie Community Place on Monday 27 May. The ceremonial message stick was passed to council as a symbolic representation of council being chosen to host the community event next year. Council was chosen for its commitment and cultural capability to host the 2020 event.




UpdateComments


Finalise detailed design phases for master plans of Albert Park and One Mile Sports Precincts in preparation for future progressive implementation.

To undertake progressive improvements to both regional level sports facilities to enhance use, active lifestyles and support liveability in accordance with the strategic direction set out in the Open Space and Recreation Plan 2016.

Pre-detailed design developed to detailed design to inform future priority short implementation activities at each facility; including storage shed and new amenities at Albert Park, and entry statement at One Mile Sports Ovals and formalised parking at Jim Geiger Oval and pathway connections along frontage of site.


Pre-detailed design project for Albert Park and One Mile held over until 2019/2020 financial year due to the reallocation of funding and subsequent focus on implementation activities for storage facility and amenities/change rooms at Albert Park under Works for Queensland funding program. (*Subject to grant funding (Works for Queensland Round 2) and associated re-prioritisation.).


Develop concept design for new Gympie Library in accordance with Gympie Library Master Plan report.

Detailed planning for the future development of Gympie Library, in line with Gympie Precinct Master Plan.

Concept design for New Gympie Library completed.

Q4 DCCS Completed Concept plan completed. Project to be delivered in future years.


Upgrade the Goomeri Library, providing a shared-use model for community groups.

Activate the existing library facility and increase utilisation of the asset ensuring an accessible and inclusive community space.

Upgrade completed and increased visitation.

Q4 DCCS Completed Upgrade completed.




UpdateComments


Gympie Library carpark pedestrian ramp - construction of a ramp to improve all ability access to Gympie Library.

To ensure the safety of clients visiting the library from the car park.

Removal of the cement bumpers from the current car park to improve accessibility.

All-ability access from Gympie Library car park to Gympie Library.

Q3 DCCS Completed Ramp construction completed.


Radio Frequency Identification (RFID) Implementation across Gympie Regional Libraries, replacing the current bar code solution.

Improve library efficiency and workflow enhancing client service.

Streamline the returns process across all library service points.

Library service area design and concept plans.

Reconfiguration of library service area.

Installation of RFID technology.

Q4 DCCS Completed RFID implemented.


Progress the Civic/Cultural Precinct Master Plan for the area surrounding the Civic Centre, library, council office accommodation, town hall and five-ways intersection.

Development of a long term strategic vision for the region’s key civic and cultural hub in support of arts and cultural development.

Master Plan endorsed following community engagement, including a program of prioritised improvements.


Site analysis and design investigations for project complete. Traffic model analysis underway.




UpdateComments


Progress the Civic/Cultural Precinct Master Plan for the area surrounding the civic centre, library, council office accommodation, town hall and five- ways intersection.

Development of a long term strategic vision for the region’s key civic and cultural hub in support of arts and cultural development.

Detailed concept developed for a first stage implementation activity in readiness for construction.


Commencement to occur pending outcomes from Stage 1 Master Plan process in 2019/2020.


Amend the heritage protection provisions and sites of significance in the planning scheme to reflect findings of the Local Heritage Register Review.

Ensure local heritage places and heritage character areas that contribute to the identity of the region are protected and development outcomes are sensitive to the heritage values.

Stakeholder and community engagement undertaken to satisfy statutory requirements for amending a planning scheme and raise awareness of proposed amendments.


Local Heritage Register Review process well underway. Process involves re-assessing existing listed places (on current registers) and identifying and assessment of other places of potential significance. Citations being drafted to meet the requirements of Heritage Act. Due to the volume of potential sites for inclusion and additional detail required for listings under current Heritage Act requirements, additional time is required for this stage. Draft consolidated Heritage Register to be prepared for council consideration in Q2, 2019/2020.




UpdateComments


Amend the heritage protection provisions and sites of significance in the planning scheme to reflect findings of the Local Heritage Register Review.

Ensure local heritage places and heritage character areas that contribute to the identity of the region are protected and development outcomes are sensitive to the heritage values.

Planning Scheme Schedule 4 – Local Heritage Places and amended heritage protection Planning Scheme provisions adopted by council to commence statutory amendment process.


Commencement to occur pending outcomes of the heritage places review and stakeholder and community engagement.


Undertake community consultation for the ageing strategy.

Identify the needs of our older residents for incorporation into council’s future planning.

Deliver a minimum of four consultation sessions across the region.

Q4 DCCS Completed Council has delivered five (5) consultation sessions with seniors groups across the region, from Cooloola Coast to Goomeri. Approximately 125 seniors participated providing valuable information on what is positive and challenging for older residents in the region, as well as their hopes for the future of the Gympie region.


Design and construct Kilkivan Equestrian Centre.

Generate employment and economic activity for the local Kilkivan community.

Enhance and extend the life, functionality and use of the existing infrastructure at the Kilkivan Showgrounds.

Eleven jobs created during construction phase.

Long term management plan developed for whole of site.


Project to be completed in July with official opening scheduled for September 2019 to coincide with Great Horse Ride.




UpdateComments


Develop a marketing strategy to promote the equestrian centre as a key destination.

Assist in positioning of the region as an equestrian destination.

Marketing strategy developed.


Management plan which includes the marketing strategy commenced.


Deliver an interactive youth symposium.

Inspire young people to pursue higher education and employment opportunities within the region.

Participation by 75 per cent of local high schools.

Involvement of major employers and tertiary education providers - minimum 10.

Q3 DCCS Completed Completed as per Q2.


Key Strategic Theme: Our EconomyStrategy Activity Purpose Performance Measures Planned


UpdateComments


Undertake progressive amendments to improve the operation of the planning scheme.

To ensure the planning scheme delivers on the council’s strategic vision for the region, responds to community needs and supports good development outcomes.

Draft Amendment Package 2 is finalised and first state government interest check process completed.

Q1 DPD Completed Council has received the Minister's endorsement to proceed to public consultation. Public consultation is scheduled to commence 8 July 2019 and end COB 2 August 2019.

Subject to available resources, maintain existing economic development services at current service levels



Public consultation on Draft Amendment Package 2 is completed, any submissions addressed and an amended package prepared for a second State Government interest check.


Informal consultation is ongoing for elements of the proposed amendments to the Planning Scheme. Council received the Minister's endorsement to proceed to formal public consultation in Q4. Public consultation is scheduled to commence 8 July 2019 and end COB 2 August 2019 and consideration of submissions will be complete in Q1 2019/2020. (# Subject to delay in Minister signoff to progress statutory process.)




UpdateComments




Amendment Package 2 is adopted and commenced (statutory amendment process complete) in the planning scheme to create version 3.0.


Endorsement from the Minister to proceed to formal consultation was received in Q4. Public consultation is scheduled to commence 8 July 2019 and end COB 2 August 2019. Given State legislation governing statutory timeframes, adoption and commencement is expected by end Q2, 2019/2020. (# Subject to delay in Minister signoff to progress statutory process.)




Amendment Package 3 is drafted and state government amendment process commenced.


Due to the complexity of proposed amendments that form amendment package 3 to the planning scheme, drafting is still underway and now due to be complete in the next 2019/2020 operational plan period.




Public consultation on Draft Amendment Package 3 is completed, any submissions addressed and an amended package prepared for a second state government interest check.


Not yet commenced. As the proposed quarter to submit amendment package 3 to the Planning Scheme has been delayed to Q4, this subsequently impacts the timing of this outcome. It is now expected this outcome will be delivered by Q3 of the 2019/2020 period.




UpdateComments


Amend the planning scheme to reflect local development area structure planning process outcomes and progress industry investigation zone analysis for future amendments.

Implement a long term strategic vision for the future residential and industrial growth areas in the region to support housing choice, investment attraction and employment opportunity.

The Structure Plan Amendment Package (to integrate structure plans into the planning scheme) is finalised and first state government interest check process commenced.


Given the potential for multiple amendment packages (and the undesirable implication of having multiple concurrent superseded planning schemes), the Southside LDA Structure Plan amendments will be consolidated with Amendment Package 3.




Public consultation on the Structure Plan Amendment Package is completed, any submissions addressed and an amended package prepared for a second state government interest check.


Not yet commenced. As the proposed quarter to submit amendment package 3 to the planning scheme has been delayed, this subsequently impacts the timing of this outcome. It is now expected this outcome will be delivered by Q3 of the 2019/2020 period.




Industry Investigation Zone Study considered by council to inform subsequent amendments.


In recognition of state government funding secured for this project under the Maturing the Infrastructure Pipeline Program (MIPP) Round 2 Program, the project timeframes will align with funding deadlines and will see this study reported to council in Q2 of the 2019/2020 financial year. (*Subject to state funding - MIPP Round 2.)




UpdateComments


Progress implementation of the Tracks and Trails Plan in line with identified priority projects to deliver a network of quality land based trails across the region.

Deliver and promote a network of walking, cycling and horse riding trails to enhance recreational opportunities and associated economic development outcomes from increased visitation.

River to Rail Stage 2 design complete to connect the Mary River to One Mile and the Rattler Station Precinct.

Q2 DPD Completed Construction is 90 per cent complete.




River to Rail Stage 2 complete and open to public use to connect the Mary River to One Mile and the Rattler Station Precinct.


Construction 90 per cent complete. Outstanding pedestrian and cycle bridge connection to be delivered by external contractors in Q1, 2019/2020. (*Subject to state funding - Works for Queensland Program Round 2 and 3.)




UpdateComments




Kilkivan to Kingaroy Rail Trail progressively improved to support a higher quality trail experience.


Consultant engineer appointed to undertake options analysis of waterway crossing at Wide Bay Creek in accordance with pre-application advice received from the State. Design options to be considered further and detailed design (subject to support and sufficient existing capital budget) will commence Q1, 2019/2020. Works for Queensland funding ($100K) also secured for trail surface improvements in 2019/2020. (*Subject to state funding - Works for Queensland Program Round 3.)




Mary Valley Rail Trail (Imbil to Brooloo section) stakeholder engagement complete.

Q1 DPD Completed Funded under Works for Queensland funding of the Mary Valley Recreation Hub Stage 2 and construction anticipated to be completed mid-July 2019.




UpdateComments




Mary Valley Rail Trail (Imbil to Brooloo section) design complete.

Q2 DPD Completed Completed prior to construction. Issued mid-April 2019. Funded under Works for Queensland funding of the Mary Valley Recreation Hub Stage 2 and construction anticipated to be completed mid-July 2019.




Mary Valley Rail Trail (Imbil to Brooloo section) opened for public recreational use.


Funded under Works for Queensland funding of the Mary Valley Recreation Hub Stage 2 and construction anticipated to be completed mid-July 2019. (*Subject to state funding - Works for Queensland Program Round 2.)


Continue implementation of Concept Master Plan priorities under the Our Towns Sustainable Centres Program.

To deliver the enhanced and ongoing economic sustainability of regional townships by reinforcing retail centres, increasing amenity, enhancing sense of place and township identity with public realm improvements.

Development of a detailed concept for the first stage implementation activity for Imbil.

Q3 DPD Completed Unsuccessful funding application for first round implementation activity. Detailed concept to be refined in liaison with Department of Transport and Main Roads.




UpdateComments


Continue implementation of Concept Master Plan priorities under the Our Towns Sustainable Centres Program.

To deliver the enhanced and ongoing economic sustainability of regional townships by reinforcing retail centres, increasing amenity, enhancing sense of place and township identity with public realm improvements.

Undergrounding of power in Rainbow Beach to increase amenity and provide opportunity for future streetscape improvements in line with the Concept Master Plan.


Tenders for construction were called 22 June 2019. Anticipated to be completed by end Q2, 2019/2020. However, subject to confirmation with contractor once appointed. (*Subject to state funding - Works for Queensland Program Round 3.)


Development of a first stage of the Gympie Youth Precinct Recreation Hub at Nelson Reserve.

To support recreation and event opportunities and social outcomes for young people and adaptively reuse the ex-Memorial Pool site.

Stage 1 design complete and tender for construction underway, incorporating a regional level skate park component, pump track and bouldering wall.

Q2 DPD Completed Tender awarded 28 March 2019. Construction well underway.


Development of a first stage of the Gympie Youth Precinct Recreation Hub at Nelson Reserve.

To support recreation and event opportunities and social outcomes for young people and adaptively reuse the ex-Memorial Pool site.

Stage 1 finalised and open for public use, incorporating a regional level skate park component, pump track and bouldering wall.


Tender awarded 28 March 2019. Construction underway. Completion by 1 October 2019 will depend on weather and contractor performance. (*Subject to state funding - Building Our Regions)




UpdateComments


Implement a streetscape revitalisation project for Mary Street (between Monkland and Channon Streets) in line with the endorsed concept design.

To improve the public realm in the iconic and historically significant precinct of the town centre to support economic growth, celebrate the heritage characteristics and improve amenity.

Detailed design complete and communicated to key stakeholders.

Q1 DPD Completed As per Q3 update. Key stakeholders have been advised of completed design.


Implement a streetscape revitalisation project for Mary Street (between Monkland and Channon Streets) in line with the endorsed concept design.

To improve the public realm in the iconic and historically significant precinct of the town centre to support economic growth, celebrate the heritage characteristics and improve amenity.

Construction well advanced.


Tenders called as per Q3 update. No tenders were received. Tenders were re-advertised on 24 April and closed on 4 June. On 26 June council resolved to accept a tender subject to successful negotiations with the preferred tenderer. Tender award is expected in early July with construction from August to December 2019. (*Subject to federal funding - Building Better Regions.)


Review/develop water/wastewater agreements with commercial customers.

The current water, wastewater and trade waste agreements with large commercial customers do not support the objectives of council with regard to cost recovery and equitable pricing.

Review of existing agreements.

Q1 OCEO - WBU Completed Existing agreements have been reviewed.




UpdateComments




Establishment of principles for new agreement.

Q2 OCEO - WBU Completed The principles for new commercial agreements have been established.




Commence negotiation with identified commercial customers.

Q4 OCEO - WBU Completed Negotiations commenced in Q3.




Implement new agreement to be effective 1 July 2019.

Q4 OCEO - WBU Delayed/ Revised

Initial meetings held with Nestle. Completion is expected in Q1 2019/20.




UpdateComments


Development and delivery of industry and business focused workshops, seminars, events and business consultations in collaboration with private and public sector stakeholders

– Chambers of Commerce, Queensland and Australian Government Departments.

Create a positive, supportive economic environment of benefit to intending, existing and future businesses.

Provide targeted support, information and assistance to facilitate the growth and development of dynamic, productive, resilient, high growth innovative business and industry.

Successful Business and Industry related events scheduled and well attended as per the planned program

Q4 DCCS Completed Gympie Futures Economic Development Business Breakfast - 160 attendees.

Manufacturing Forum - Continuous Improvement (Nestle Site Visit); 24 attendees.

Agritourism Forum; 70 attendees.


Deliver outcomes of SAGE (Succeed, Achieve, Grow and Employ) Women Project.

Business growth in profitability.

A more connected business community.

Two business events held with approximately 50 participants.

Two networking events held with approximately 100 participants.

Q4 DCCS Completed Final SAGE Women event held with 60 attendees. Mayor Rachel Chambers (North Burnett Regional Council) addressed an oversubscribed business luncheon.


Deliver Sustainable Business Program.

Facilitate the implementation of energy, waste and water reduction strategies in business.

Minimum of 10 businesses engaged in the program

Q3 DCCS Completed Cancelled by state government due to lack of participants. Sixteen businesses required to make the program viable, Gympie region attracted 12 participants.




UpdateComments


Growth of the Gympie Gold Regional Produce brand and network to develop the agriculture, agribusiness and food industries.

Build industry capacity and capability.

Participate in agreed trade shows/industry events.

Q4 DCCS Completed Cooloola Farm Trails (over 1,000 participants); Goomeri Pumpkin Festival (over 17,000 participants); Noosa Food & Wine Festival (12,000 participants); Regional Flavours activation planned for July; Wild West and Mary Valley Farm Trails planned for August.


Development of regional marketing and investment attraction strategy and supporting collateral.

Position the Gympie region as a destination of choice for industry and lifestyle.

Prepare yearly economic profile.

Q4 DCCS Completed Gympie Region Economic Profile 2019 launched to business community at June business breakfast.




Tourism Futures Strategy presented to council.


Draft Tourism Strategy to be presented to council for endorsement to go to public consultation. Council's July 2019 agenda.




Regional Branding Strategy presented to council.


Brand Story Style Guide and suggested templates under development. Online toolkit and embedding process on track for Q1 financial year 2019/2020.




UpdateComments


Gympie Region Economic Development Strategy 2017 – 2022.

To capitalise on the Gympie region’s (and surrounding areas) unique assets and opportunities, while also addressing challenges and headwinds against future prosperity.

Gympie Region Economic Development Strategy 2017 – 2022 presented to council.


Draft Economic Development Strategy to be presented to council for endorsement to go to Public consultation. Council's July 2019 agenda.


Gympie Region Economic Development Strategy 2017 – 2022.

Identify ways to encourage economic diversification, to help to ensure that the Gympie region capitalises on its existing economic strengths and capabilities.

Commenced implementation of endorsed recommendations.


Due to revision of initial Economic Development Strategy, action implementation has been delayed, but on track for early financial year 2019/2020.


Finalise the Recreational Vehicle Strategy and associated Action Plan for the region and commence implementation.

To develop and promote a network for infrastructure and stop-over locations to attract and capture (multi-day stays) RV travellers and support economic development opportunities resulting from increased visitation.

Strategy and Action Plan endorsed.


Draft strategy progressed through second round of public display. In excess of 100 submissions received on detailed matters. Necessary review and evaluation of submissions and associated changes to draft strategy underway, subject to consultant recommendations. Final draft RV Strategy before council for consideration in Q1, 2019/2020.




UpdateComments


Finalise the Recreational Vehicle Strategy and associated Action Plan for the region and commence implementation.

To develop and promote a network for infrastructure and stop-over locations to attract and capture (multi-day stays) RV travellers and support economic development opportunities resulting from increased visitation.

Planning/design for high priority implementation activity commenced in line with the action plan.

Q3 DPD Completed Works for Queensland funding ($135K) secured for short term implementation priorities. Scoping and Planning/Design underway, having regard to draft RV Strategy.


Design and construct taxiway.

Taxiway will reduce existing operational risks.

Design completed. Q2 DCCS Delayed/ Revised

Construction cannot occur given new direction by council for further work around Aerodrome Strategy.


Design and construct taxiway.

Taxiway will reduce existing operational risks.

Construction commenced.


Construction cannot occur given new direction by council for further work around Aerodrome Strategy.


Develop and implement Aerodrome Operational procedures and new Enroute Supplement Australia (ERSA).

Improved safety at the airport. Implementation of Aerodrome Operational Procedures and Enroute Supplement Australia (ERSA).

Q2 DCCS Completed ERSA in place.




UpdateComments

Subject to available resources, maintaining existing economic development services at current service levels.

Following on from the Regional Branch Story Strategy delivered to council.

Creation and delivery of a regional marketing campaign.

Promote and market the Gympie region as the natural choice to live, work and play.

Round 1

Media coverage overview and data.

Digital analytic comparison.

Social response and engagement.

Business engagement - online tools available for industry.

Creation of resident packs/numbers distributed.

Q2 OCEO Delayed/ Revised

Guides including style, writing and framework in progress for delivery in next quarter. Collateral to be produced once complete. Imagery production is 90 per cent complete.

Subject to available resources, maintaining existing economic development services at current service levels.

Following on from the Regional Branch Story Strategy delivered to council.

Creation and delivery of a regional marketing campaign.

Promote and market the Gympie region as the natural choice to live, work and play.

Round 2

Media coverage overview and data.

Digital analytic comparison.

Social response and engagement.

Business engagement - online tools available for industry.

Creation of resident packs/numbers distributed.


Reliant on completion of Stage 1.


Key Strategic Theme: Our EnvironmentStrategy Activity Purpose Performance Measures Planned


UpdateComments


Commence work on a Corporate Sustainability Strategy.

The Corporate Sustainability Strategy will:

• identify opportunities for greater energy, water and waste efficiency

• embrace innovation and invention in day to day operations

• work towards best practice sustainability outcomes; and

• demonstrate corporate environmental leadership.

Report prepared and presented to the Executive Team.


Coordinator of Sustainability has commenced employment. Development of the strategy will form one of two initial priority projects for the Coordinator. This project is now listed as an action in the 2019-2020 Operational Plan. (^Subject to recruitment process).


Commence work on a Corporate Sustainability Strategy.

The Corporate Sustainability Strategy will:

• identify opportunities for greater energy, water and waste efficiency

• embrace innovation and invention in day to day operations

• work towards best practice sustainability outcomes; and

• demonstrate corporate environmental leadership.

Draft Corporate Sustainability Strategy prepared for council consideration.


Coordinator of Sustainability has commenced employment. Development of the strategy will form one of two initial priority projects for the Coordinator. This project is now listed as an action in the 2019-2020 Operational Plan. (^Subject to recruitment process).




UpdateComments


Implement trade waste program.

The benefits of implementing a trade waste program include:

• improved sewerage system performance (less blockages, improved STP performance)

• reduced environmental risks

• full cost recovery

• increased asset life

• improved worker safety.

Adopt a trade waste policy.

Q2 OCEO - WBU Completed Draft policy prepared. To be finalised during Q1 2019/20.









Identify trade waste customers.

Q3 OCEO - WBU Completed Existing trade waste customers identified. Strategy for implementing trade waste policy and program to be developed in Q1 2019/2020.




UpdateComments









Commence customer consultation process and inspections.

Q4 OCEO - WBU Completed Trade waste inspection program prepared. Preliminary meetings held with largest trade waste customer (Nestle).


Prepare and implement an environmental offsets policy and procedure for council operations.

To offset unavoidable vegetation clearing during council works.

Draft policy and procedure developed.


First draft policy and procedure review delayed due to planning scheme amendment work taking priority.




Draft policy and procedure adopted.


To be commenced once planning scheme amendment work has been finalised.




Policy and procedure implementation commenced.


Commencement subject to timing of policy preparation.




UpdateComments


Research options for introducing the land for wildlife program in the region that are sustainable in the long-term.

To investigate and develop a funding model to support the land for wildlife program that will be financially sustainable in the longer term.

Report prepared for council's consideration.

Q2 DPD Completed In April this year, council expressed interest to join the land for wildlife program. In June, Gympie Regional Council was given support by the land for wildlife committee to participate in the program. The program will commence in the Gympie region in the new financial year.


Continue to implement the community group grants program.

To provide 20 per cent of the total environment levy for community group grants for projects with an environmental benefit.

Funds provided to local natural resource management community groups.

Q2 DPD Completed All funded projects scheduled for completion at the end of June.


Undertake a review to identify and prioritise environmentally significant property in council ownership or control.

Parcels identified that are environmental significant, potential offset receiving sites and have the potential for conservation agreements.

Properties identified and prioritised.

Q2 DPD Completed Consultant engaged and work is underway on land management plan framework and property management plan templates.


Undertake a review to identify and prioritise environmentally significant property in council ownership or control.

The review will be used to inform environmental management plans.

Work commenced on environmental management plans (on-going for 2 years)

Q3 DPD Completed Consultant engaged and work is underway on land management plan framework and property management plan templates.




UpdateComments

Finalise development and commence implementation of the energy management plan for council facilities.

Develop and commence implementation of an Energy management plan for council.

Commence implementation of year 1 actions focusing on energy management of council facilities.

To enhance understanding of council’s level and patters of energy usage with the intention of reducing council's energy costs over a number of years.

Completion of draft plan for council to consider action.


Coordinator sustainability has commenced employment. Development of this Plan will be one of two priority projects for the coordinator during the 2019-2020 financial year (^Subject to recruitment process).

Finalise development and commence implementation of the energy management plan for council facilities.

Develop and commence implementation of an Energy management plan for council.

Commence implementation of year 1 actions focusing on energy management of council facilities.

To enhance understanding of council’s level and patters of energy usage with the intention of reducing council's energy costs over a number of years.

Commencement of Year 1 actions.


Coordinator sustainability has commenced employment. Development of this Plan will be one of two priority projects for the coordinator during the 2019-2020 financial year (^Subject to recruitment process).


Construct the Gympie Regional Transfer Station.

A regional transfer station will allow for the safe and efficient resource separation and transport of the region's domestic and commercial waste.

Design and tender documentation completed and construction contract awarded.

Q3 DIS Delayed/ Revised

Available waste disposal airspace calculations for the Bonnick Road Waste Management Facility have extended the expected life of that facility by at least 12 months. This program has now been deferred as awarding of the contract is not required until late 2020.




UpdateComments


Adopt and commence amendments to the environmental provisions of the planning scheme.

To establish a planning scheme framework that delivers development outcomes which protect priority species, maintain ecological connectivity and conserve significant habitat areas.

Amendment Package 3 is drafted, inclusive of amendments related to environmental provisions, and State Government amendment process commenced.


Draft of environmental provisions is well underway and is proposed to form part of Amendment Package 3 to the planning scheme and be completed by Q3, 2019/2020.


Prepare an action plan that establishes annual proprieties for budget expenditure in accordance with the Biosecurity Plan.

To ensure that the objectives of Biosecurity Plan are fulfilled and that annual priorities and expenditure are transparent and reflect the priorities of the Plan.

Action plan finalised for implementation.


Section 4 of the Lands Protection Business Plan contains activities and milestones to be achieved during 2019-2020. The action plan will be composed of a more general version of the activities and milestones, and will cover the timeframe (five years) of the Biosecurity Plan. The action plan is near completion, and is available in draft form.




UpdateComments


Redesign the Lands Protection webpage.

To provide a page that is user friendly and informative, to enable the rural community to access advice and opportunities to take part in Lands Protection programs.

Webpage redesigned and "live".

Q2 DPD Completed Revision of the webpage pertaining to Lands Protection has been completed (implementation of the project is dependent on the Communications branch). Content of the existing webpage has been improved; this is an ongoing project and will continue until the new webpage is available.


Fully implement council's Biosecurity System.

To collect and interpret weeds and pest management information to enable accurate monitoring of council’s activities and demonstration of the economic and environmental cost/benefit to the region.

Six monthly updates provided to council and the Weeds and Pest Management Committee.

Q2 DPD Completed The Gympie Region Biosecurity Plan has been adopted and implemented. A revision of this same plan is 90 per cent complete and this is a separate project to be captured in the quarterly updates for 2019-2020.




UpdateComments


Fully implement council's Biosecurity System.

To collect and interpret weeds and pest management information to enable accurate monitoring of council’s activities and demonstration of the economic and environmental cost/benefit to the Region.

Six monthly updates provided to council and the Weeds and Pest Management Committee.

Q4 DPD Completed The Lands Protection Biosecurity Information System (data repository for all Lands Protection related actions) has been successfully implemented. The functionality of the Biosecurity Information System has been presented to the Weeds and Pests Advisory Committee.


Key Strategic Theme: Our OrganisationStrategy Activity Purpose Performance Measures Planned


UpdateComments


Development of a Workforce Management Strategy for Gympie Regional Council which addresses diversity and aging demographics.

To identify key gap areas within the workforce specific to the aging workforce and diversity.

Establishment of regular reporting on workforce statistics including; age, gender, background and skills.

Q2 OCEO - POD Completed Demographics reports completed. Establishing data gaps to assist with driving initial workforce planning.


Investigate work life balance opportunities for the workforce.

To establish a work life balance policy and associated procedures.

Work life balance policy and procedure developed for executive consideration.

Q3 OCEO - POD Delayed/ Revised

Finalising the work from home guidelines. Flexible work agreements forms revised and posted for organisational use. Further work life balance approaches will be established in the coming 12 months.


Negotiate a new Certified Agreement.

To revise and establish a new Certified Agreement (CA) in junction with all relevant parties.

CA lodged and approved in the Commission.

Q3 OCEO - POD Completed CA certified on 25/03/19.


Upgrade of council's data communications network.

Provide data communications network capacity to meet demand at council’s 31 sites and also enhance redundancy in council’s data network.

Network design completed.

Q1 DCCS Completed Implementation commenced Q4.




UpdateComments


Upgrade of council's data communications network.

Provide data communications network capacity to meet demand at council’s 31 sites and also enhance redundancy in council’s data network.

Construction well advanced.

Q4 DCCS Completed Implementation commenced Q4.

Due for completion Q1 2019-2020.


Implement technology that enables officers to work from any location where access is available.

Enable a flexible workforce. Selection of an anywhere worker solution.


Delayed to be commenced in 2019/2020.


Implement technology that enables officers to work from any location where access is available.

Enable a flexible workforce. Commenced implementation of an anywhere worker solution.


Delayed to be commenced in 2019/2020.


Replace legacy system for the issue and management of infringement notices.

Modernise local law enforcement.

Implementation of mobile enforcement solution.

Q3 DPD Completed Parking Infringement system implemented in March 2019. Operational item complete.


Selection and implementation of a software solution to assist with managing council events.

Improved efficiencies in relation to venue management and client services, resulting in new revenue streams through ticketing and operational efficiencies with venue hire.

Selection of a solution to manage council's events.

Q3 DCCS Completed Event management and ticketing solutions selected for implementation following a compliant procurement process.




UpdateComments




Commenced implementation of venue and ticketing management software.

Q4 DCCS Completed Commenced implementation of event management and ticketing solutions. Due for completion Q2 2019/2020.




Commenced implementation of venue and ticketing management software.

Q4 DCCS Completed Commenced implementation of event management and ticketing solutions. Due for completion Q2 2019/2020.


Selection and implementation of software solutions for enhanced delivery of online services to customers.

Ability for customers to do increased transactions with council via online services.

Implementation of software enabling customers to transact with council online.

Q3 DCCS Completed Customers able to pay rates, infringements, animal registrations and debtor accounts on-line.


Implement technology to enable customers to lodge development applications through council’s website.

To implement enhanced technology that will provide a streamlined and more efficient development application process to deliver better service to customers.

Selection of a solution to manage online receipt of development applications.


Council resolution to bring forward the re-write of the general ledger means that this project has been deferred until 2019/2020 for commencement.




UpdateComments


Implement technology to enable customers to lodge development applications through council’s website.

To implement enhanced technology that will provide a streamlined and more efficient development application process to deliver better service to customers.

Implementation of an on-line development application solution, including testing and training.


Council resolution to bring forward the rewrite of the general ledger means project has been re-prioritised and re-scheduled to commence 2019/2020.


Continue implementation of three-year strategic plan for the Water Business Unit (WBU).

Implementation of the strategic plan will lead to improved service levels for customers, better utilisation of assets and more efficient services overall.

Commercial agreements in place with identified customers.

Q4 OCEO - WBU Completed Initial meetings held with Nestle.




Strategic Asset Management Plan completed.

Q4 OCEO - WBU Completed Draft Asset Management Strategy and Plan have both been prepared. Completion expected in Q1 2019/20.




Network Master Plan for Sewerage developed.

Q4 OCEO - WBU Completed Consultants have completed the development of the master plan.




UpdateComments




Ten year capital works program developed.

Q2 OCEO - WBU Completed Ten year program completed. 2019/20 year will be year 1 of 10-year program.


Bi-monthly technical advisory group meetings.

The technical advisory group provides an independent, strategic overview of Water Business Unit (WBU) decisions, assisting the council in its decision making.

Six meetings held. Q4 OCEO - WBU Completed Meetings held in August/October/January/February/April/June.


Redevelop council and associated units website.

To provide a user friendly website with current, relevant, easily accessible information supporting the communities and councils needs and requirements.

Stage 1 - brand refresh/go live with the redeveloped site.


Design and templating work commenced, LGAQ to confirm timeline of new platform dates. Work commenced on integration of systems to be interlinked with the new platform. Working date for transition September 2019.


Redevelop council and associated units website.

To provide a user friendly website with current, relevant, easily accessible information supporting the communities and councils needs and requirements.

Stage 2 - full content upload.


Reliant on completion of Stage 1.




UpdateComments


Develop and implement enhanced procure to pay policies and procedures.

Improved efficiency of and accountability for procurement activities across council which meet business and compliance requirements.

Revised procurement policy and procedures implemented through an extensive training program.

Q2 DCCS Completed Implementation of revised procedures.




Spend analysis completed and recommendations implemented to optimise expenditure.


Work commenced on improved credit card processes.




Credit card purchasing and reconciliation practices implemented.


Procurement policy adopted by council on 12 December 2018. Corporate card module of Authority being activated to improve efficiency with rollout by end of 2019.


Implementation of the enterprise risk and integrity management framework.

Legislative and standards compliance and best practice risk management.

Effective risk and integrity management framework implemented.

Q2 DCCS Completed Completed in third quarter. Roll out of training and review of operational risk management now being actioned as part of “business as usual”.




UpdateComments



To provide the organisation with an improved continuous improvement system through the establishment of a pipeline of Continuous Improvement (CI) Projects.

Implemented CI procedure and guidelines.


Final Business plans presented to executive team, establishment of CI procedures to follow.



Provide the organisation with focused opportunities for improvement resulting specifically from the 2018 Staff Survey.

Implementation of key improvement areas with progress reports provided bi-monthly to the executive team.

Q4 OCEO - POD Completed Regular senior leadership team meetings and updates provided to executive team.


Encourage skills and development through traineeships, cadetships and apprenticeships and other training initiatives.

Continuation of the established traineeship program.

Target of 11 per annum.

Q4 OCEO - POD Completed Direct appointments and replacement of trainees/apprentices continuing through natural attrition. Work experience advertisements completed.


Investigate the opportunities for indigenous employment programs.

Aligned to the organisational Reconciliation Action Plan; provide a strategy to increase indigenous employment throughout the organisation.

Established Indigenous employment program.

Bi-annual demographic data to be presented to the executive team.


Still awaiting the progress of the Reconciliation Action Plan.




UpdateComments

Strategy – pursue funding opportunities and deliver the strategic plan for Tin Can Bay jetty.

Strategy – pursue funding opportunities and deliver the strategic plan for Tin Can Bay jetty.

Construction of a recreational jetty at Norman Point will attract tourism visitation and enhance recreational opportunity.

Pursue grants funding when available.

Q4 DIS Completed All relevant grants were applied for where available and none were successful.

Strategy – support RV Tourism within the region.

Secure land at Tozer/Chapple Streets.

Enable the Mar Valley Rattler precinct in Gympie to be developed.

Land acquired. Q4 DCCS Delayed/ Revised

Draft documents received from Queensland Rail in June 2019.


Outstanding Activities as at 30 June 2019 – Update Key Strategic Theme: Our InfrastructureStrategy Activity Purpose Performance Measures Responsibility Comments


Develop a strategic master plan for cemeteries across the region.

To guide development of existing facilities and identify areas of growth where future facilities may be required.

To identify opportunities for business development and enhance services for residents.

Draft master plan endorsed for public notification.

Final master plan adopted by council.

DPD Following the internal review of the draft master plan, staff have notified the consultant that there are details that have been omitted from the latest draft version that require inclusion.

The consultant has been asked to supply a flowchart of the procedure for assessing the status of existing reservations at cemeteries.

The consultant has further been asked to supply a list of priorities in order to develop a schedule of works for cemeteries under council’s control in order to inform future budgets.

A deadline of Friday, 28 June 2019 has been set for this information to be provided.

Once the final report has been accepted as suitable, a report will be prepared for a council Workshop in order to progress to public consultation.

It is anticipated that this report will be presented to council in Q1 2019/2020.


Deliver a concept design for the Gympie Town Centre Transit Facility (part of the endorsed Nelson Reserve/Memorial Park Master Plan).

To deliver an inviting well-designed Town Centre Transit Facility integrating provision for inter and intra-regional bus/coach, RVs, amenities and car parking.

Concept design endorsed.

Detailed design phase commenced in preparation for staged delivery (dependent upon future funding).

DPD Draft concept report has been produced and staff are in the process of providing feedback to allow project completion. Funding for Stage 1 sought under Building Better Regions Program and will continue to be sought as opportunities arise (subject to council support to do so).


Key Strategic Theme: Our CommunityStrategy Activity Purpose Performance Measures Responsibility Comments


Undertake a review of the local heritage register for the Gympie region to inform a review of the heritage provisions in the Gympie Regional Council Planning Scheme 2013.

Ensure local heritage within the Region is appropriately recognised, documented and protected.

Amendments to Local Heritage Register endorsed and preparation of appropriate planning scheme amendments commenced.

DPD Local Heritage Register review process well underway. Strategic framework developed to re-assess existing listed places (on current registers) and identify and assess other places of potential significance. Citations being draft to meet requirements of Heritage Act.


Commence research on age friendly communities and increase engagement with older adults, seniors’ groups and relevant service providers.

Preliminary understanding of priority issues for older people in the region to inform strategy development in 2018/19.

Report presented to council on the research and scope of work required.

At least 200 people engaged in the development of a discussion paper and responses received.

Discussion paper developed.

DCCS In Q4 18/19, council delivered five consultation sessions with senior’s groups across the region, from Cooloola Coast to Goomeri. Approximately 125 seniors participated providing valuable information on what is positive and challenging for older residents in the region, as well as their hopes for the future of the Gympie region. Under the 19/20 Operational Plan, officers will present a scoping paper on the ageing strategy to council by Q2.


Key Strategic Theme: Our EconomyStrategy Activity Purpose Performance Measures Responsibility Comments

Implement the Airport Masterplan.

Development of a Gympie Aerodrome Master Plan.

Master plan approved for Gympie Aerodrome.

Draft master plan to be placed on public exhibition for comment.

Council adoption of master plan.

Detailed design and cost estimates completed for Stage 1.

Minimum of 1 industry forum held to showcase and highlight opportunities.

DCCS Safety matters are being progressed.

ARO to be recruited in 2019/2020.

Master plan still in draft form awaiting further input from consultant and collection of flight data.

Key Strategic Theme: Our OrganisationStrategy Activity Purpose Performance Measures Responsibility Comments

Pursue funding opportunities and deliver the strategic plan for Tin Can Bay jetty.

Commence approval processes for the development of the Tin Can Bay jetty.

The construction of the jetty requires a number environmental permits. These are also required to provide a shovel ready grant application strategy.

Identify and lodge the necessary permit applications to relevant agencies.

DIS A draft environment protection and biodiversity conservation report for federal submission has been prepared and is being reviewed.


Kilkivan Equestrian Centre

Project Description

The project will deliver an 80m x 40m undercover equestrian arena located in the Kilkivan Showgrounds. The project aims to deliver employment and economic activity to the Kilkivan Community in addition to enhancing and activiating the existing facilities on the site.

Corporate Plan Link

Our Infrastructure - Strongly advocate with State and Federal Governments for major infrastructure.

Financial Data

Original Budget $2,065,000

Revised Budget $2,026,000

Actual Costs $124,631

Committed Value $1,517,008

Funding Source:

Internal Reserves: 48%

External Grants & Subsidies: 52%

Stakeholders

A stakeholder advisory group has been established and meets at key points during the project.

The stakeholders input has assisted with the concept planning and ongoing implementation of the project, ensuring the outcome willmeet community needs.

Updates/Comments

The design and construct contract for the main arena was awarded to RI-Con Constructions in January of this year. Work has been progressing on the detailed design of the arena in parallel to investigations on solutions for water and sewerage and power to whole of site. Site works commenced in May.

Issues/Risks

A risk register is maintained for the project. There are currently two outstanding risks, scope creep and budget creep. These will remain as risks until the project ceases. Mitigation strategies involving sound project management are controlling these risks.

Changes

A review of project scope was being completed in line with tender assessment. The revised scope has no effect on functionality of the project. Variation approved by the funding body.

Top Capital Projects


Upper Mary Street Revitalisation

Project Description

This project is for major streetscape improvements to the section of Mary Street between Monkland and Channon Streets, including:

■ Renewed street furniture

■ An upgraded pedestrian crossing point.

Corporate Plan Link

Our Infrastructure – Deliver Infrastructure to facilitate economic development and enhance liveability.

Financial Data

Original Budget $500,000

Revised Budget $500,000


Committed Value $313,979

Funding Source:



Stakeholders

Predominantly traders and building owners.

Updates/Comments

Design complete. Construction tenders were advertised as per BBRF grant requirements. Tenders closed 4 April 2019. No tenders were received. Tender exemption not permitted. Readvertised and received six tenders but all acceptable tenders were over budget. Negotiated minor scope changes and price reductions with preferred tenderer. Awarded construction contract to The Landscape Construction Company on 3 July 2019. Construction start date TBC.

Issues/Risks

Timing has slipped due to readvertising of tenders. Grant funding body has been informed and is not concerned. Construction may not be fully complete before Christmas. (Traders do not want construction in the two weeks before Christmas).

Changes

Timeframe slipped. Minor scope changes to meet budget including reduced number of bins and seats, tree root pits changed, asphalt road resurfacing deleted.


Youth Precinct

Project Description

Detailed design and construction of Stage 1, being an all ages, all skill level wheeled sports facility in the form of a ‘street/plaza skate area’, flow area’, ‘bowl and surrounding flow area’, ‘bouldering wall’ and basic refurbishment of the existing Gympie Memorial Pool Building.

Corporate Plan Link

Our Infrastructure – Deliver Infrastructure to facilitate economic development and enhance liveability.

Financial Data





Funding Source:



Stakeholders

Community and surrounding neighbours.

Updates/Comments

Detailed design complete. Construction contract awarded to Ri-Con Contractors. Construction underway and scheduled for completion in late September/early October subject to weather.

Issues/Risks

Construction timing subject to weather and contractor performance. Climbing wall and shade shelters were not included in construction contract at award. Have been redesigned and are now being re-priced by contractor. Footpath in front of the building requires replacement but is not included in the contract or project budget.

Changes

Some changes to skate park elements in detailed design in response to community feedback. Climbing wall and shade shelters have been re-designed and are being re-priced by contractor. Aim is to include in construction contract if within budget.


Waldock Road

Project Description

Widen Waldock Road between Groundwater Road and Mary Valley Road and construct pathway. Widen Heilbronn Road between Waldock Road and Matthew Land and construct pathway. This will complete path connections and road widening on these roads, providing an off-road pedestrian and cycle connection from Southside to the Jones Hill State School.

Corporate Plan Link

Our Infrastructure - Efficiently and effectively implement the Capital Works Road Plan.

Financial Data





Funding Source:


External Not Applicable: 37%

Stakeholders

No stakeholders.

Updates/Comments

Major construction is complete. Awaiting street tree planting and stormwater run-off and pathwayimprovements off Heilbronn Road (Yorkdale Lane). Remaining GRC funded work to be completed by late Jule/early August. Additional $15,350 recevied from TIDS in mid-June due to GRC capacity to expend region wide underexpenditure on this project. No addtional GRC revenue required to this addtional TIDS. Addtional funds to be reported a budget review by Finance.

Issues/Risks

Delay in finalisation of construction due to weather.

Changes

Street trees and batter landscaping to be onsidered as part of the project.Yorkdale Lane improvements due to stormwater run-off from Heilbronn Road.


Project Management

Background

Implementation of a Project Management Framework within council to provide improvement in expenditure management, efficiency and project delivery reputation.

Corporate Plan Link

Our Organisation - Prudent financial planning and control.

Stakeholders

Council staff and councillors.

Updates/Comments

The Project and Procurement Branch commenced operation in Q3. The current Project Management Framework suite of documents has been reviewed and introductory training sessions for staff commenced. The projects funded by the Works for Queensland 2019-2021 have been identified as the first round of project managers to be trained.

Issues/Risks

None.

Changes

None.

Top Operational ProjectsPlanning Scheme

Background

A rolling program of Planning Scheme amendments to improve the clarity of planning policy and operation of the Planning Scheme in guiding good development outcomes.

Corporate Plan Link

Our Economy – Actively promote the region to encourage new business and employment.

Financial Data

Original Budget $250,000


Actual Costs $0

Funding Source:

Internal Council Funds: 100%


Stakeholders

Community, development industry, council staff.

Updates/Comments

Amendment Package 2 State Interest Review phase has been finalised. The Minsiter’s endorsement has been received to proceed to public consultation. Public consultation commenced 8 July and Corporate Plan Link closes 2 August.

Issues/Risks

Public notification of Amendment Package 2 to ensure community awareness and input invited.

Changes

Not applicable.


Finance System Improvements

Stakeholders

Council staff, councillors and customers.

Updates/Comments

Progressing as per endorsed Program of Work. Priorities revised, bringing forward the project to restructure council’s General Ledger and implement job costing, improving reporting capability. General Ledger Restructure Project progessing to plan.

Issues/Risks

Resource capacity to deliver as per schedule.

Changes

Not applicable.

Project Description

Implementation of system improvements further to a recent system health check.

Corporate Plan Link

Our Organisation – Prudent financial planning and control.

Financial Data

Original Budget $0



Funding Source:

Internal Council Funds: 100%

External Not Applicable: 0%


Works for Queensland – Round 2Project Description Budget

AllocationStatus Completion Date

Albert Park/One Mile revitalisation

In line with the Albert Park/One Mile Masterplan, One Mile Ovals project will undertake major upgrades and redevelopment of two existing Oval and facilities. Through the additional funding Albert Park will receive improved facilities, seating and amenities. The project will effectively use both grounds and make available additional sporting facilities for targeted events and sports.

$2,190,000 In progress 30 September 2019

No. 1 Scottish Mine Precinct This project will be constructed on State Heritage Listed Land and will involve the construction of pedestrian paths, interpretative signage and associated infrastructure to incorporate existing buildings.

$200,000 In progress 10 December2019

Mary Valley Recreation Hub Stage 2 - Incorporating Imbil-Brooloo Rail Trail and Imbil Stake Park

The project will involve construction of a 5km Rail Trail to link into the main street of Imbil township. Benefits from the construction of this Trail will flow through to the Imbil Our Town project currently underway. Construction of a skate park as part of this project will provide much needed recreational facilities for the youth in Imbil and surrounds.

$600,000 In progress 31 August 2019

Streetscaping project - Five-ways to Mellor Street

The project will involve construction of improved pedestrian pathways, crossings and associated pavement treatment including kerb and channel, to improve accessibility and planting of street trees to enhance visual amenity and pedestrian comfort. The project will also facilitate traffic and pedestrian movement between the Valley Rattler Rail Precinct and Gympie CBD.

$500,000 In progress 30 August 2019

Kinbombi Falls infrastructure upgrade

The project will involve minor infrastructure works to facilitate traffic and pedestrian access through the installation of handrails and improvements to existing stairs, toilets and infrastructure associated with meeting the needs of tourists and RV travellers. This will result in improved visitor experiences and safety at these iconic falls. Visual amenity will also be improved through the provision of upgraded, safe and accessible infrastructure.

$250,000 Completed 30 June 2019


Project Description BudgetAllocation

Status Completion Date

Rainbow Beach viewing platform upgrade

The project will, through minor infrastructure works, create a high quality platform at the southern end of Phil Rogers Park at Rainbow Beach and will serve to open the precinct to provide an ideal setting for wedding photography, functions and events. The additional funding through reallocation from project GyRC.W4Q2.06, will facilitate the construction of connection pathways, installation of associated landscaping and power connection to the platform. This will improve access, particularly for people with disabilities, and improve the usability of the platform for groups and events.

$235,000 In progress 31 July 2019

River to Rail Stage 2 and Sands Riverside Parkland

The project will involve minor infrastructure works to construct walking trails to connect the existing River to Rail trail from Stage 1, through Deep Creek in Gympie to the well utilised One Mile Sports Precinct then to the Historic Rail Station Precinct. This will improve safety and visual amenity through the provision of upgraded, safe and accessible infrastructure.

$1,000,000 In progress 30 September 2019

Tagigan Road completion This project will involve sealing sections of this necessary transport link on a key tourist route and so improve safety for commercial and domestic travellers and accessibility to tourist attractions and local businesses.

$1,000,000 Completed 30 June 2019

Goomeri Library facade and outdoor upgrade

Update the Goomeri Library building façade to improve access, utilisation and visibility of the building along the rail trail. Internal and external improvements are aimed at transforming the library into a flexible, multi-use space for the enjoyment of residents and visitors, including trail users. This enables the creation of a vibrant community hub that will facilitate innovation, artistic endeavours and community well-being. Additional works include drainage and alterations to the Telstra pit at the front of the building, and ensuring access to the library is DDA compliant.

$105,000 In progress 31 July 2019


Waste Services Business Unit Quarterly UpdateCouncil’s Waste Services Business Unit comprises of the following activities:

■ kerbside collection service for solid waste and recyclables

■ waste disposal services at waste management facilities that include transfer stations bin sites and one landfill

■ drop off recycling service at waste management facilities

■ recovered materials shop

■ green waste management

■ waste minimisation education.

The Waste Services business supports the following strategic direction from the Corporate Plan:

Proactively implement council’s Waste Management Strategy and Rural Landfills Strategy with key performance measure being “Implementation of actions in the Waste Management Strategy”.

Fourth quarter dataDomestic and commercial kerbside waste and recyclables collection

Council provides:

■ weekly waste collections in 240 litre mobile garbage bins

- in Quarter 4 there are 22,178 Domestic Service and 9,118 Commercial Services

■ fortnightly recyclables collections in 240 litre mobile garbage bins

■ public litter bin collections at various frequencies.

Quarter 1

Quarter 2

Quarter 3

Quarter 4 2018-2019

April 19 May 19 June 19 Total Total

Domestic waste bin empties 314,481 294,427 292,852 90,384 113,128 90,637 294,149 1,195,909

Commercial waste bin empties 34,951 32,802 32,303 9,946 12,448 9,965 32,359 132,415

Total waste bin empties 349,432 327,229 325,155 100,330 125,576 100,602 326,508 1,328,324

Domestic recycling bin empties 153,501 143,709 143,359 44,243 55,372 44,361 143,976 584,545

Commercial recycling bin empties 10,786 9,913 9,824 3,033 3,795 3,039 9,867 40,390

Total recycling bin empties 164,287 153,622 153,183 47,276 59,167 47,400 153,843 624,935

Public place bin empties 12,714 12,263 10,706 3,294 4,118 3,294 10,706 46,389

Recyclables (tonnes) 948 1,069 940 232 329 256 817 3,165

Kerbside waste disposal (tonnes) 3,387 3,680 3,500 1,246 1,230 1,040 3,516 14,083


Waste Management Facilities

Council provides waste management facilities for the disposal of solid waste and recyclables:

■ nine transfer station/bin sites

■ one operational landfill.

Waste and recyclables

Council’s Waste Management Services collects, receives and manages three waste streams:

■ Solid waste – disposed to Bonnick Road Landfill

■ Recyclable materials – predominantly paper cardboard and beverage containers is sorted by the contractor and distributed to recyclers. Council also manages scrap metal, waste oil, ewaste, tyre and empty chemical containers.

■ Green waste – processed (mulched) and stockpiled and used on site where possible.

Waste TypeTonnes/volume

received in Quarter 1

Tonnes/volume received in Quarter 2



Total tonnes/volume received

2018-2019

Solid waste disposed at Bonnick Road (tonnes)

6,521 7,766 7,016 6,685 27,988

Green Waste (m3 as mulch) received at all waste management facilities

2,821 6,948 3,130 2,814 15,713

Quarter 1 Quarter 2 Quarter 3 Quarter 4 2018-2019 Total

Waste Management

Facility

Open hours per

week

Number of visits

Average visits per

hour

Number of visits

Average visits per

hour

Number of visits

Average visits per

hour

Number of visits

Average visits per

hour

Number of visits

Average visits per

hour

Amamoor 12 102 0.66 124 0.8 90 0.58 108 0.69 424 0.68

Bonnick Road 50 11,700 18 15,279 23.51 13,129 20.20 11,503 17.70 51,611 19.85

Tin Can Bay 40 1,443 2.78 2,197 4.23 2,237 4.30 1,601 3.08 7,478 3.60

Goomeri 31 281 0.7 282 0.7 278 0.69 219 0.54 1,060 0.66

Gunalda 20 430 1.66 782 3.01 722 2.78 503 1.93 2,437 2.34

Mary Valley 24 1,085 3.48 1,206 3.87 1,151 3.69 994 3.19 4,436 3.55

Kilkivan 31 490 1.22 457 1.14 457 1.13 373 0.93 1,777 1.10

Rainbow Beach 32 638 1.54 919 2.21 671 1.61 485 1.17 2,713 1.63

Sexton 20 110 0.43 165 0.64 170 0.65 118 0.45 563 0.54

Widgee 40 462 0.89 461 0.89 382 0.73 364 0.70 1,669 0.80


Hazardous chemical collections

Council provides a twice yearly hazardous household chemical collection day. Specialist chemists with appropriate storage containers are available at a nominated location to accept unwanted chemicals that residents have accumulated in sheds and garages.

The last collection day was on 18 May 2019.

Regional transfer station

A new regional transfer station is proposed to efficiently manage the sorting and transport of the region’s waste to an appropriately licenced landfill outside of our region once the existing landfill has reached its capacity.

The Laurenceson Road needs to be upgraded to enable waste transfer vehicles to access the site. The road upgrade design is being finalised and the construction will be carried out in 2019-2020.

Expression of Interest – Waste Acceptance

An Expression of Interest was advertised during the quarter for companies offering to accept the regions waste once the current landfill has closed. The full cost model that incorporates costing information received via Expression of Interest is being developed to assess the impact of transfer and disposal outside of the region on entire waste services budget. The model will be finalised in the first quarter of 2019/2020 and consequently reported to Council.

Toolara proposed landfill site

The finalisation of the purchase of this site is continuing with the State Government commencing the process of extinguishing native title to meet the land purchase conditions. Ownership of this site is a significant strategic project to allow the community to control and manage its own waste if and when it may be required.

Waste to energy

A number of state wide meetings and conferences were held in the quarter to look at alternative waste treatment technologies and opportunities in response to the introduction of the waste levy. The Wide Bay Burnett Regional Organisation of Councils (WBBROC) waste officers committee prepared a brief for Feasibility Study for Waste to Energy for WBBROC region. The tender to engage a consultant closed early July 2019 and the report on the study results will be presented to council in the second quarter of 2019/2020. Council will continue to monitor this evolving area to understand how the community may benefit from this and what economic development opportunities may emerge.

Financial position

The budget allocation for the waste services function operational expenditure within the financial year 2018/2019 is $8,186,480 and the operational revenue is $9,681,249.

Waste Services Business Unit

2018/2019 Budget

Year to Date Budget

Year to Date Actual

Revenue $9,681,249 $9,681,249 $9,330,574

Expense $8,186,480 $8,186,480 $7,533,394


Water Business Unit Quarterly UpdateIntroductionThe Water Business Unit (WBU) manages the operation and maintenance of council’s water and sewerage system and forms part of the Office of the CEO.

Since November 2016, the WBU has been operating as a separate business unit, rather than operating within a directorate. While it has not been formally constituted as a commercial business unit under the provisions of the Local Government Regulation 2012, it is operating under commercial principles.

The following information provides a summary of the performance of the water and sewerage services during the current financial year.

The WBU performs all of the functions listed below, with the exception of storage management of Borumba Dam, in the urban water cycle. Borumba Dam is managed by Seqwater.

Water Business UnitThe Water Business Unit Has an FTE staff complement of 57, split into four sections:

■ Operations and Maintenance

■ Strategic Planning

■ Program Delivery

■ Customer and Commercial Services.

The WBU operates and maintains eight water and seven sewage treatment plants across the region. The WBU services over 12,800 water connections in nine towns and supplies sewerage services to over 11,500 properties across seven towns.

The revenue for 2018/19 was $24M, with expenses of $22.6M, including $6M of expenditure for capital projects.

The WBU compiles and distributes a Business Performance Report, summarising each month’s activities and performance against KPIs. The majority of the information following is extracted from these monthly reports.

Figure 1 - Urban water cycle

Recla

im

ed Water

Deliver

y

Delivery

Wastewater

Delivery

Drinking W

ater

Raw Water

Delivery

Water Cycle

Customer

Environment

Reclaimed Water Monitoring

Effluent Discharge Monitoring

Environmental Licence Monitoring

Storage Management

Pipeline Operation and Maintenance

Pump Station Operation and Maintenance

Critical Control Points

Water Treatment

Process ControlSewage

Treatment

Reticulation Operation and Maintenance

DWQMP Compliance Monitoring

Reservoir Operation and Maintenance

WWTP Operation and Maintenance

Sewer Pump Station Operation and Maintenance

Sewer Operation and Maintenance


Key Performance Indicators

NPR Code ParameterAnnual Target

EOY Total

OUR INFRASTRUCTURE – Efficient and reliable services

IA8 Number of water main breaks 40 23 ●A8 Water main breaks per 100km of water main 9 4.70 ●H3 Microbiological compliance1 98% 100% ●- Number of sewer mains breaks and chokes 30 32 ●A14 Sewer main breaks and chokes per 100 km of sewer main 7 7.71 ●OUR COMMUNITY – Valued service for our customers

IC9 Number of water quality complaints 20 3 ●C9 Number of water quality complaints per 1,000 properties 1.38 0.21 ●IC10 Number of water service complaints 20 1 ●C10 Water service complaints per 1,000 properties 1.38 0.07 ●IC11 Number of sewerage service complaints 15 0 ●C11 Sewerage service complaints per 1,000 properties 1.16 0 ●OUR ECONOMY – Appropriate financial performance FY 18/19 Actual YTD

Total revenue ($M) 23.55 24.15 ●Total operating expense ($M) 15.84 16.63 ●Total capital expenditure ($M)2 7.67 ●

OUR ENVIRONMENT – Environmental performance and compliance

CS59 Sewage overflows3 15 7 ●Sewage treatment plant compliance4 >80% 70 ●

OUR ORGANISATION – Safety for our people

Lost Time Injury5 0 4 ●Medical Treatment Injury6 0 1 ●First Aid Injury7 0 4 ●Hazard reports made 20 68 ●

1 The %-age of the total population served where compliance with the microbiological requirements are met.2 Including commitments. Not available at time of preparing report.3 Sewage overflows reported to environmental regulator.4 Based on overall plant compliance.5 Injury resulting in time lost from work of one day/shift or more.6 Injury resulting in treatment given by a physician or other medical personnel.7 Injury resulting in on-site treatment only.


Our Infrastructure

Water Network Reliability

Unplanned interruptions

Table 1 – Unplanned interruptions

Parameter Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunYTD Total

Number of unplanned interruptions

7 4 1 1 2 5 5 2 5 1 5 6 44

Number due to breaks/leaks

4 2 0 1 1 4 1 1 0 1 4 4 23

Number restored within 5 hours

7 4 1 1 2 5 4 2 3 1 4 5 39

Average number of properties affected

30 22 17 4 15 12 25 31 18 6 17 25 21

Average response time (h:mm)

0:38 0:36 0:00 0:00 0:15 0:12 1:54 1:18 1:38 0:12 0:18 1:37 0:48

Average hours to rectify (h:mm)

1:46 1:37 1:25 1:25 1:15 1:22 2:24 1:06 2:57 2:19 4:05 2:11 2:09

Planned interruptions

Table 2 - Planned interruptions


Number of planned interruptions

6 3 9 6 3 2 3 3 9 1 1 2 48


4 2 9 6 3 2 3 3 9 1 1 2 45

Average time to rectify (h:mm)

2:36 2:40 1:36 3:13 2:40 3:15 1:09 1:56 1:47 1:43 1:53 1:59 2:10

Average number of properties affected

32 32 15 18 16 19 13 44 26 9 20 4 23


Our Community

Water quality compliance

Gympie Regional Council is a registered water service provider under the Water Supply (Safety & Reliability) Act 2008, and is therefore required to operate under an approved Drinking Water Quality Management Plan.

Gympie Regional Council provides drinking water services to eight communities within its region, as shown in the table below.

Table 3 - Drinking water supply schemes (as at 30 June 2018)

SchemeApprox.

Population servedWater

ConnectionsMaximum

Demand (ML/d)Annual

Demand (ML/d)

Amamoor 232 95 0.09 14.4

Goomeri 602 266 0.50 50.2

Gympie 20,887 8,426 11.89 2,546.6

Imbil 564 253 0.58 73.8

Kandanga 232 103 0.23 26.7

Kilkivan 556 246 0.22 44.3

Rainbow Beach 2,117 842 2.63 401.8

Tin Can Bay/Cooloola Cove 6,728 2,586 2.60 539.7

Total 31,918 12,817 18.74 3,697.5

Trihalomethanes

Trihalomethanes (THMs) are disinfection by-products, formed by chlorine reacting with colour (dissolved organic carbon) in the water. A significant increase in THMs is usual after rain events.

THMs are represent a long-term health risk and maximum levels are set based on a lifetime of ingestion. They do not form an acute health risk and no special action needs to be taken in response. If THM production persists it will trigger a review of treatment processes.

Table 6 - Trihalomethanes non-compliances

Date of Incident

Water Supply

THM (mg/l)

3 April Kandanga 310


Water Security

Urban restrictions

The current levels of water restrictions are as indicated below. There were no changes to restriction levels during the second quarter. Permanent water restrictions are in place in all eight schemes.

Table 4 - Water restrictions

Restriction Level

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6

GympieImbilTin Can BayCooloola Cove

NIL AmamoorKandangaKilkivanGoomeri

NIL NIL NIL

Dam levels

Borumba Dam is the main source of water for Gympie. It was at 95.6 per cent of Full Supply Level (FSL) as at 28 June 2019. Borumba Dam has been near to or at FSL during the last 12 months. It spilled in October and December 2018.


Complaints

Table 5 - Complaints9 by category for 2018/19

Category Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total

Water

Quality/reliability 0 0 0 0 2 0 0 0 0 1 0 0 3

Pressure 0 0 0 1 0 0 0 0 0 0 0 0 1

Taste/odour 0 0 0 0 0 0 0 0 0 0 0 0 0

Other 0 0 0 0 0 0 0 0 0 0 0 0 0

Sewer

Sewage odours 0 1 0 0 0 0 0 0 0 0 0 0 1

Other 0 0 0 0 0 0 0 0 0 0 0 0 0

Customers

Billing & accounts

0 2 1 0 0 0 0 0 0 0 0 0 3

Customer service

0 0 0 0 0 0 0 0 0 0 0 0 0

Other 0 2 0 0 0 0 0 0 0 0 0 0 2

Total 0 5 1 1 2 0 0 0 0 1 0 0 10

Our Environment

Sewerage Network Reliability

Blockages and overflows

Table 6 - Sewer blockages and breaks


Number of sewer blockages/breaks

2 5 4 2 0 0 4 2 2 3 4 4 32


2 5 4 2 - - 4 2 2 3 4 4 32

Average outage duration (h:mm)

1:43 2:15 1:31 2:32 - - 1:47 1:18 2:41 1:51 2:36 1:47 2:00

9 ‘complaint’ means a written or verbal expression of dissatisfaction about an action, proposed action or failure to act by the water business unit, including a failure of the water business unit to observe its published policies, practices or procedures. Definition provided by Victorian Essential Services Commission.


Table 7 - Sewer overflows


Number of sewer overflows

0 0 0 13 1 2 1 0 2 2 0 2 23

Number contained within 5 hours

- - - 13 1 2 1 - 2 2 - 2 23

Spills impacting properties10 - - - 4 0 0 1 - 0 0 0 2 8

Reportable overflows11 0 0 0 7 0 0 0 0 0 0 0 0 7

Sewage treatment plant compliance

Gympie Regional Council provides sewerage collection and treatment services to seven communities within its region, as shown in the table below.

Table 8 – Sewerage collection schemes (as at 30 June 2018)

Scheme Approx. Population served Sewage Connections Load (ML/d)

Goomeri 602 249 43.5

Gympie 20,887 7,542 1,852.0

Imbil 564 234 39.2

Kilkivan 556 190 39.9

Rainbow Beach 2,117 840 179.2

Tin Can Bay 3,586 1,182 353.3

Cooloola Cove 3,142 1,349 328.0

Total 31,454 11,586 2,835.1

10 A sewer spill caused by a fault in council’s system that discharges to a customer’s property. Excludes sewer spills caused by faults in the service connection and beyond.11 Overflows are reportable if the spill reaches a waterway, or exceeds 10 kL in volume.


12 Rainbow Beach effluent EC was 1,060 µS/cm in April, 920 µS/cm in May and 1,100 µS/cm in June. The June influent had an EC of 970 µS/cm. The licence limit is 800 µS/cm.

13 Goomeri exceeded the BOD5 and suspended solids parameters.14 Goomeri effluent EC was 1,764 µS/cm. The licence limit is 1,700 µS/cm.

Council operates under an Environmental Authority (EA) for its seven sewage treatment plants. The following table summarises compliance with all licence parameters. Non-compliant parameters are detailed in the footnotes.

Table 9 - Sewage treatment plant compliance

Parameter Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

YTD Compliance

(%)

Gympie 100

Imbil 92

Rainbow Beach 12 0

Tin Can Bay 58

Cooloola Cove 100

Kilkivan 100

Goomeri 13 14 42

Other initiatives

Presentation to University of Sunshine Coast

At the invitation of Dr Helen Fairweather, Senior Lecturer in Environmental Engineering, the Senior Manager, Stephen Jewell and Strategic Planning Manager, Sayed Khan, attended the Sippy Downs campus of the University of Sunshine Coast on 29 March to deliver a lecture on water supply planning and reservoir sizing.

Students in the fourth year Reservoir and Stormwater Engineering class generally undertake an assignment based on modelling a large dam, based on hypothetical inflows and demands. The University takes pains to ensure that subjects are aligned with real world needs and this semester substituted the dam design with an exercise based on the Rainbow Beach water supply.

Data related to town demands, water treatment plant production and reservoir design standards was provided to the students. The assignment requires students to determine if the existing reservoirs are sufficiently sized to meet current demands, to determine when the reservoirs will require augmentation based on 1.5 per cent growth and to comment on water quality aspects of the existing reservoir arrangement.

Figure 2 - WBU staff and CSU staff sign Research Agreement


Water/sewer construction projectsYoung Street water main

Work commenced in early May on the replacement of the water main in Young Street, between Calton Hill and Smithfield Street. This work was undertaken by Offaly Civil Engineering.

The water main has been greatly affected by ‘tuberculosis’ caused by iron bacteria. The tuberculation reduces the effective diameter of the main, greatly reducing flow rates and pressures. The Young Street water main cannot deliver the required fire flows to the lower CBD.

The night works stage of the project was expected to last one to two weeks with works being carried out between 6pm and 5am each night. The night works were implemented to minimise inconvenience to residents and businesses by preventing road closures and traffic impacts during business hours.

All businesses and residents in proximity to the works were advised of the necessity for night works well before construction commenced, and again prior to the night works actually taking place.

While the contractor, Offaly Civil, made every effort to keep the noise to a minimum, the night works had to be cancelled after only three nights, owing to the hard rock being encountered. The use of rock breakers at night was creating too much noise and works had to revert to daylight hours to avoid widespread complaints. Work was completed in mid-June and the contractors have since moved onto O’Connell Street.

G4 Sewer Pump Station

Work also commenced in May on the construction of the G4 sewer pump station (SPS) located on the corner of John Street and Brisbane Road. The contractors for this work are M&K Pipelines (QLD). The pump station was built in 1965 and is 54 years old. In addition to its age and deteriorated condition, it fails to meet contemporary workplace health and safety requirements.

G4 is one of the iconic above ground SPS in Gympie, featuring some superb artwork. The new SPS will be located below ground level and the old SPS will be demolished. Unfortunately, the artwork will also be lost and extensive streetscaping will be undertaken to compensate.

Tweed Lane PRV

A pressure reducing valve (PRV) was installed in Tweed Lane, Gympie following the most recent water main break.

Tweed Lane has experienced a spate of bursts in the preceding 18 months. Several breaks occurred in early 2018, followed by a series of five breaks in a two-week period in April 2018.

The water main in Tweed Lane is asbestos cement and was installed in 1946. While it is approaching the end of its expected life, high pressures and fluctuating pressures exacerbate the likelihood of bursts. Repairs to the main cost around $2,000 per break and cause significant disruption to customers and damage to the roadway.

Figure 3 – Typical tuberculated water main compared with new pipe

Figure 4 - Work on new G4 SPS commences


However, based on tendered prices for Young Street and O’Connell Street water mains, replacing the 300-metre long Tweed Lane water main will cost in the order of $200,000. A PRV was installed to reduce the pressure in the main and see if this helps to reduce the incidence of breaks.

The cost of the PRV installation was ~$5,000. The PRV can be recovered if the main is replaced.

Amamoor water restriction pilot

Researchers from the University of the Sunshine Coast met with Water Business Unit staff in Amamoor on 14 June to view the water supply first hand and understand a little more about the nature of the town they will be studying.

The Gympie Times carried an article on the pilot on 21 June, based on a GRC press release, see below.

The visit to Amamoor included a brief meeting with the School Principal and a tour of the town and the water supply. The school is seen as a major player in the conduct of the pilot and will also be a focal point for communicating with residents via school newsletters.

A public meeting in Amamoor is scheduled for the second half of July, to introduce the residents to the principles of the pilot program and seek active support. Researchers are hoping to sign up 20 households for individual interviews and to do an in depth review of their household water usage.

Figure 5 - PRV installation

Figure 6 - Gympie Times article of 21 June

Gympie Regional Council1300 307 800 2 Caledonian Hill (PO Box 155) Gympie QLD 4570gympie.qld.gov.au

Documents

Quarterly Corporate Report - Gympie Council · 2019-10-10 · Construction projects completed in Q4: - Bare Hill Bridge - Kinbombi Falls Camp Ground - Goomeri Library landscaping