general meeting of council - central highlands region...2016/11/22 · general council meeting: 8...

General Meeting of Council

MINUTES

Meeting held in the Central Highlands Regional Council Chambers, Springsure Office

Tuesday 22 November 2016

Commenced at 2.00pm

CENTRAL HIGHLANDS REGIONAL COUNCIL

GENERAL MEETING OF COUNCIL

TUESDAY 22 NOVEMBER 2016

MINUTES CONTENTS

PRESENT .................................................................................................................................................... 3 APOLOGIES ................................................................................................................................................ 3 LEAVE OF ABSENCE ................................................................................................................................. 3 CONFIRMATION OF MINUTES OF PREVIOUS MEETING ......................................................................... 3 General Council Meeting: 8 November 2016 ................................................................................................ 3 Conflict of Interest, Personal Gifts and Benefits ...................................................................................... 4 Petitions (if Any) ......................................................................................................................................... 4 COMMITTEE RECOMMENDATIONS / NOTES ........................................................................................... 4 Minutes of Meeting – New Blackwater Aquatic Centre Steering Committee Meeting: 4 November 2016 ...... 4 Minutes of Meeting – Leadership and Governance Standing Committee Meeting: 9 November 2016 .......... 4 COMMUNITIES’ SECTION .......................................................................................................................... 4 Proposed Temporary Local Planning Instrument for Operational Works Assessable Against the Flood

Hazard Overlay Code ........................................................................................................................... 4 CORPORATE SERVICES’ SECTION .......................................................................................................... 5 Monthly Financial Report - October 2016 ..................................................................................................... 5 GOVERNANCE ............................................................................................................................................ 6 Annual Report 2015/2016 ............................................................................................................................. 6 Workplace Health and Safety ....................................................................................................................... 6 Operational Plan 2016-2017 ......................................................................................................................... 6 Live Stream of Council Meetings (Analysis of 3 Month Trial) ........................................................................ 7 CENTRAL HIGHLANDS DEVELOPMENT CORPORATION ....................................................................... 7 Central Highlands Development Corporation - Service Level Agreement Update November ........................ 7 CHIEF EXECUTIVE OFFICERS’ REPORT .................................................................................................. 8 Change to Council Meetings Scheduling ...................................................................................................... 8 Electoral Commission of Queensland Review of Postal Voting ..................................................................... 9 GENERAL BUSINESS ............................................................................................................................... 10 State Electoral Boundary Review ............................................................................................................... 10 CLOSED SESSION .................................................................................................................................... 10 Report to Council Independent Internal Audit Committee Member ............................................................. 11 Santos Road Infrastructure Agreement ....................................................................................................... 11 GENERAL BUSINESS ............................................................................................................................... 11 GP Super Clinic .......................................................................................................................................... 11 CLOSURE OF MEETING ........................................................................................................................... 12

MINUTES – GENERAL COUNCIL MEETING – TUESDAY 22 NOVEMBER 2016 – PAGE 3

MINUTES – GENERAL MEETING HELD AT 2.00PM TUESDAY 22 NOVEMBER IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, SPRINGSURE OFFICE

PRESENT Councillors Councillor (Crs) K. Hayes (Mayor), G. Godwin-Smith (Deputy Mayor) Councillors (Crs) P. Bell AM, C. Brimblecombe, A. McIndoe, G. Nixon and C. Rolfe Officers Chief Executive Officer S. Mason, General Manager Communities B. Duke, General Manager Corporate Services J. Bradshaw, General Manager Infrastructure and Utilities G. Joubert, Executive Manager Governance M. Uren, Coordinator Communications A. Ferris, Minute Secretary M. Wills Springsure Our Lady of Sacred Heart – Ms Raina McKenna and Year 4 students observed today’s Council meeting. APOLOGIES Councillors (Crs) M. Daniels, D. Lacey (previously granted ) Resolution: Cr Nixon moved and seconded by Cr Brimblecombe “That the apologies from Councillors M. Daniels and D. Lacey for today’s meeting be granted.” 2016 / 11 / 22 / 001 Carried (7-0) LEAVE OF ABSENCE Nil CONFIRMATION OF MINUTES OF PREVIOUS MEETING General Council Meeting: 8 November 2016 Resolution: Cr Bell moved and seconded by Cr Rolfe “That the minutes of the previous General Meeting held on 8 November 2016 be confirmed.” 2016 / 11 / 22 / 002 Carried (7-0) Opening Prayer Bishop Alf Chipman (Retired) (Anglican Church) delivered the opening prayer. Business Arising Out Of Minutes Nil Outstanding Meeting Actions Cr Rolfe requested an update with regards to the Sunwater Water Pricing matter. CEO Scott Mason advised that a meeting has been scheduled for 15 and 16 December 2016 with Sunwater. Cr Godwin-Smith – congratulated Mr Gerhard Joubert on the drone footage of the current excavations works on the Nogoa River and requested an update on the works. Mr Joubert advised that works are on track and should be finished before Christmas.


Cr McIndoe requested an update on the Waldby Court evacuation route. Mr Joubert advised that staff have spoken to the property owner and that discussions are continuing. Conflict of Interest, Personal Gifts and Benefits Cr Godwin-Smith declared that she was provided hospitality by McInnes Wilson Lawyers for the Roma Cup Races on 19 November 2016. Petitions (if Any) The Chief Executive Officers tabled a petition from the Springsure Stingers Amateur Swimming Club be tabled to today’s meeting be received and that a full report be prepared for either a General Council Meeting or a Standing Committee Meeting.

COMMITTEE RECOMMENDATIONS / NOTES Minutes of Meeting – New Blackwater Aquatic Centre Steering Committee Meeting: 4 November 2016 Resolution: Cr Nixon moved and seconded by Cr Brimblecombe “That the minutes of the New Blackwater Aquatic Centre Steering Committee Meeting held on 4 November 2016 be endorsed.” 2016 / 11 / 22 / 003 Carried (7-0) Minutes of Meeting – Leadership and Governance Standing Committee Meeting: 9 November 2016 Resolution: Cr Brimblecombe moved and seconded by Cr Rolfe “That the minutes of the Leadership and Governance Standing Committee Meeting held on 9 November 2016 be endorsed.” 2016 / 11 / 22 / 004 Carried (7-0) Attendance Acting Manager Planning and Environment M. Lehman and Coordinator Principal Planner Strategic Land Use J. Webster attended the meeting at 2.21pm

COMMUNITIES’ SECTION Proposed Temporary Local Planning Instrument for Operational Works Assessable Against the Flood Hazard Overlay Code Executive summary: The Central Highlands Regional Council Planning Scheme currently contains provisions which allow filling and excavating up to 100 cubic metres to occur in a flood hazard area without Council assessment. A temporary local planning instrument has be prepared in accordance with the Sustainable Planning Act 2009 to overwrite provisions currently in the Central Highlands Regional Council Planning Scheme and protect the planning scheme area from adverse impacts associated with excessive, unmanaged filling in the flood hazard area.


Resolution: Cr Bell moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council –

1. Resolve to make a temporary local planning instrument in accordance with section 105 of the Sustainable Planning Act 2009 and step 1.1, section 4.2.1 of Statutory Guideline 01/16 making and amending local planning instruments.

2. Confirms that it is satisfied that the temporary local planning instrument advances the purpose of the Sustainable Planning Act 2009 by protecting the planning scheme area from adverse impacts.

3. Authorise the Chief Executive Officer to do all the matters specified in Statutory Guideline 01/16 making and amending local planning instruments to complete step 1 of the process for making a temporary local planning instrument.

4. Write to the Deputy Premier, Minister for Infrastructure, Local Government and Planning requesting the Minster's consideration of the proposed temporary local planning instrument, as attached to this report, in accordance with step 3.1, section 4.2.1 of Statutory Guideline 01/16 making and amending local planning instruments and that Council authorise the Chief Executive Officer to do all the remaining matters specified in Statutory Guideline 01/16 making and amending local planning instruments to complete step 3.1.

2016 / 11 / 22 / 005 Carried (7-0) Attendance Acting Manager Planning and Environment M. Lehman and Principal Planner Strategic Land Use J. Webster left the meeting at 2.25pm General Manager Communities B. Duke left the meeting at 2.25pm

CORPORATE SERVICES’ SECTION Monthly Financial Report - October 2016 Executive summary: A Financial Report which summarises the financial performance and position of the Central Highlands Regional Council is presented each month to provide a snapshot on Council’s financial performance. While this report complies with statutory obligations, it is also intended to provide additional information to keep Councillors informed in relation to relevant financial matters of Council. Resolution: Cr Godwin-Smith moved and seconded by Cr McIndoe “That Central Highlands Regional Council receive the Monthly Financial Report for the period ended 31 October 2016.” 2016 / 11 / 22 / 006 Carried (7-0) Attendance General Manager Communities B. Duke returned to the meeting at 2.35pm


GOVERNANCE Annual Report 2015/2016 Executive summary: The Annual Report is one of the principal publications of Council and is an opportunity to recognise the achievements that have been made each financial year in line with Council's adopted strategies in the annual operational plan. In order to comply with the Local Government Act 2009 and Local Government Regulation 2012, an annual report is to be prepared and adopted for each financial year. The 2015-16 Annual Report for the Central Highlands Regional Council is tabled for adoption in accordance with these requirements.

Resolution: Cr Godwin-Smith moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council in accordance with requirements of the Local Government Act 2009 adopt the 2015-16 Annual Report.” 2016 / 11 / 22 / 007 Carried (7-0) Attendance Coordinator Governance L. Fry attended the meeting at 2.37pm Our Lady of Sacred Heart Ms McKenna and Year 4 students thanked Council for inviting them to the council meeting and left the meeting at 2.49pm Workplace Health and Safety

Executive summary: Central Highlands Regional Council operates under a safety management system called Safeplan. It is a requirement under that system for data to be collected, analysed and reported to identify deficiencies and improvement opportunities. Data is collated from Council’s internal system and also from Local Government Workcare and presented to Council, Overarching Health and Safety Meeting and to the Work Health and Safety Committee. The following report covers the quarter July to September for council’s information.

Considered by Council Operational Plan 2016-2017

Executive summary: A comprehensive review of the 2016-2017 Operational Plan was requested by the Leadership and Governance Standing Committee at its meeting on 10 August 2016. The review was to evaluate the quantum of the activities within the 2016-2017 Operational Plan and to provide assurance that all activities were adequately resourced and achievable, or to provide recommendations for amendment to the plan to provide that assurance. The committee reviewed and endorsed the majority of amendments to the 2016-2017 Operational Plan at its meeting on 9 November 2016. In endorsing the amendments, the committee requested further commentary on 6 specific performance measures by the activity owners. This would enable a discussion at the General Council meeting on 22 November 2016 prior to formal adoption of version 2 of the 2016-2017 Operational Plan.


Resolution: Cr Rolfe moved and seconded by Cr Godwin-Smith “That Central Highlands Regional Council:

1. Accept the amendments to the 2016-2017 Operational Plan endorsed by the Leadership and Governance Standing Committee at its meeting on 9 November 2016;

2. Consider and endorse recommended amendments to the 6 specific performance measures referred by the Leadership and Governance Standing Committee (subject to further amendments); and

3. Adopt version 2 of the 2016-2017 Operational Plan (as attached).”

2016 / 11 / 22 / 008 Carried (7-0) Attendance Coordinator Governance L. Fry left the meeting at 3.41pm Live Stream of Council Meetings (Analysis of 3 Month Trial)

Executive summary: This report is to provide council with an analysis of the three month trial of live streaming council meetings. Considered by Council Attendance General Manager Central Highlands Development Corporation S. Hobbs attended the meeting at 3.51pm. General Manager Communities B. Duke left the meeting at 3.59pm.

CENTRAL HIGHLANDS DEVELOPMENT CORPORATION Central Highlands Development Corporation - Service Level Agreement Update November Executive summary: The report provides an update on the Central |Highlands Development Corporations activity for the month of November as required through the Service Level Agreement (SLA) performance requirements for the delivery of new and approved projects in addition to management and administration of the organisation.

Central Highlands Development Corporation (CHDC) works in collaboration with CHRC, stakeholders, businesses, the community and government to activate and accelerate sustainable and cohesive responses through innovative and, entrepreneurial strategies that facilitate the opportunities to grow the regions potential and future sustainability.

Considered by Council.

Attendance General Manager Central Highlands Development Corporation S. Hobbs left the meeting at 4.08pm.


CHIEF EXECUTIVE OFFICERS’ REPORT Change to Council Meetings Scheduling Executive summary: The purpose of this report is for the Council to consider new arrangements for, and the scheduling of, various 2017 meetings of Council, namely:

General Council Meetings;

Standing Committee Meetings;

Strategic and Briefing Forums; and

Community Consultations. It is proposed that a block of time be allocated for Standing Committee Meetings, with the General Council Meeting and Strategic and Briefing Forums scheduled either side of those meetings. Similarly, it is proposed that Community Consultations now be undertaken in a block of three days, three times per year. Resolution: Cr Godwin-Smith moved and seconded by Cr Bell “That Central Highlands Regional Council: 1. Adopt a new monthly meeting schedule for 2017 in accordance with the following table:

Week of the Month

Day Committee Time

Week 2 Monday Strategic and Briefing Forum 2.00pm – 5.00pm

Tuesday Finance and Infrastructure Standing Committee

8.30am – 10.00am

Communities Standing Committee 10.15am – 11.45am

Leadership and Governance Standing Committee Meeting

12.00pm – 1.30pm

General Meeting 2.30pm – 5.00 pm

Week 4 Tuesday Strategic and Briefing Forum 9.00am – 1.00pm

General Meeting 2.30pm – 5.00pm

2. Adopt the Standing Committee and Council Meeting dates for 2017 as follows :

January Tuesday 24 January 2017 (will incorporate all standing committee meetings)

February

Tuesday 14 February 2017 Tuesday 28 February 2017 (to be held in Capella)

March

Tuesday 14 March 2017 Tuesday 28 March 2017

April

Tuesday 11 April 2017 Wednesday 26 April 2017 (due to clash of Anzac Day public holiday)

May

Tuesday 9 May 2017 Tuesday 23 May 2017 (to be held in Blackwater)

June

Tuesday 13 June 2017 Tuesday 27 June 2017


July

Tuesday 11 July 2017 Tuesday 25 July 2017

August

Tuesday 8 August 2017 Tuesday 22 August 2017

September

Tuesday 12 September 2017 Tuesday 26 September 2017

October

Tuesday 10 October 2017 Tuesday 24 October 2017 (to be held in Springsure)

November

Tuesday 14 November 2017 Tuesday 28 November 2017

December Tuesday 12 December 2017

January Tuesday 23 January 2018

3. Conduct a community engagement event following Council Meetings held at regional offices throughout

the year. 4. Adopt the Community Consultation dates for 2017 in accordance with the following:

15, 16 & 17 February 2017

10, 11 & 12 May 2017

13, 14 & 15 September 2017

2016 / 11 / 22 / 009 Carried (7-0) Electoral Commission of Queensland Review of Postal Voting

Executive summary:

The Electoral Commission of Queensland has established a panel to review the conduct of the 2016 Quadrennial Local Government Elections and to make recommendations to ensure the problems with the conduct of the last election do not occur again. This also includes a review of the process on the future of postal voting in our local government area.

This report is seeking the views of Council and to provide feedback to the Electoral Commission of Queensland Panel Review to this regard.

Resolution: Cr Godwin-Smith moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council provide the following feedback to the Electoral Commission of Queensland Review Panel in relation to postal voting issues in the 2016 Quadrennial Local Government Elections:

1. Electors names dropping off the electoral roll; 2. Electors not receiving ballot papers to vote; 3. Lack of advertising in the local newspapers advising voters of the voting details (ie, full postal vote); 4. Time taken for vote counting and for the poll being declared; 5. Low rate of return of votes being received (67%); 6. Complicated stationery; and 7. Consideration for the introduction of an electronic voting system.


Further, that Council advises its preference is for the continuance of a full postal ballot provided that the above concerns are rectified.”

2016 / 11 / 22 / 010 Carried (7-0)

GENERAL BUSINESS (Verbal matters raised by Councillors either as a question, acknowledgement and or additional follow-up by officers)

Cr Bell

Redistribution on the state electoral boundaries review – Council should consider lodging a submission – that it Council’s preference that the boundaries remain in one electorate.

State Electoral Boundary Review Resolution: Cr Bell moved and seconded by Cr Rolfe “That Central Highlands Regional Council advise the Electoral Commission of Queensland that any State Government proposal for redistribution of the state electoral boundaries, that the Central Highlands Regional Council would seek to remain in one state electorate area.” 2016 / 11 / 22 / 011 Carried (7-0) Cr McIndoe Update requested on the status of letters that have been sent out to a number of residents in Blackwater from Curragh Mine and the Department of Natural Resources.

CLOSED SESSION Into Closed Session Resolution: Cr Nixon moved and seconded by Cr Brimblecombe “That Council close its meeting to the public in accordance with Section 275 (1) (e) of the Local Government Regulation 2012 and that Council staff involved in the closed discussions remain in the room.” 2016 / 11 / 22 / 012 Carried (7-0)

The meeting was closed at 4.30pm

Attendance Coordinator Communications A. Ferris left the meeting at 4.30pm Coordinator Governance L. Fry and Project Officer M. Parker attended the meeting at 4.30pm Cr Nixon left the meeting at 4.35pm Coordinator Governance L. Fry left the meeting at 4.36pm Cr Nixon returned to the meeting at 4.37pm Out of Closed Session Resolution: Cr McIndoe moved and seconded by Cr Brimblecombe “That the meeting now be re-opened to the public.” 2016 / 11 / 22 / 013 Carried (7-0)


The meeting was opened at 4.45pm Report to Council Independent Internal Audit Committee Member Executive summary: The Local Government Act 2009 requires Central Highlands Regional Council to have and maintain an Audit Committee and the adopted charter defines the responsibilities of the Committee and explains the role of the Committee within Council. With the recent resignation of Mr Geoff Hirst, expressions of interest were called from suitably qualified candidates. All respondents were assessed by an evaluation panel and a recommendation presented to the Audit Committee at its meeting on 21 November 2016 for endorsement. This report is seeking the appointment of Mr Geoff King to the position of Independent Internal Audit Committee Member commencing on 19 December 2016. Resolution: Cr Rolfe moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council appoint Mr Geoff King to the vacant positon of Internal Audit Committee Independent Member commencing on 19 December 2016, for a term of two (2) years with a possibility of a one (1) year extension.” 2016 / 11 / 22 / 014 Carried (7-0) Santos Road Infrastructure Agreement Executive summary: Staff of the Central Highlands Regional Council have negotiated an Infrastructure Agreement with Santos/Gladstone Liquefied Natural Gas (GLNG) representatives, that will cater for the impacts upon Council infrastructure caused by the development and operation of coal seam gas facilities within the CHRC area, generally in the southern portion of the council area, initially in the Arcadia Valley, and over time in the Rolleston area. Resolution: Cr McIndoe moved and seconded by Cr Nixon “That the Central Highlands Regional Council enter into an Infrastructure Agreement with Santos/GLNG to cater for the impacts on council road infrastructure caused by the development and operation of coal seam gas facilities, and authorise the Chief Executive Officer to sign the Infrastructure Agreement.” 2016 / 11 / 22 / 015 Carried (7-0)

GENERAL BUSINESS GP Super Clinic Resolution: Cr Rolfe moved and seconded by Cr Brimblecombe “That Central Highlands Regional Council endorse the nomination of Cr Godwin-Smith to the Central Highlands Health Care Board.” 2016 / 11 / 22 / 016 Carried (7-0)


CLOSURE OF MEETING There being no further business, the Mayor closed the meeting at 4.47pm CONFIRMED MAYOR DATE

Operational Plan2016 - 2017

Central Highlands Regional CouncilWorking today, growing tomorrow

Version 2.0 | November 2016

Central Highlands Regional CouncilOperational Plan 2016-2017Page | 1

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

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

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


Contents

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Key Priority 3: Supporting our Local Economy .................................................... 26

Key Priority 4: Protecting our People and our Environment ............................... 29

Key Priority 5: Proactive, Responsible Leadership............................................... 35

Key Priority 6: Strong Governance....................................................................... 38

Key Priority 7: A Workplace of Excellence ........................................................... 51


Message from the Chief Executive Officer

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

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

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

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

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

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

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

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

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

Scott MasonChief Executive Officer


Our Organisational StructureCHIEF EXECUTIVE OFFICER

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

General ManagerCommercial Services

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

Quarries:o Sheptono Deep Creeko Mungabundao Carnarvon

Saleyards:o Emeraldo Springsure

Land Development

General ManagerCommunities

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

Engagement CommunityDevelopment Arts and Cultural Services Youth Development

Financial Services Procurement Financial and Management

Accounting Records Management Information, Communication

and TechnologyManagement

Organisational Development Recruitment, Training and

Performance Management Asset Management Fleet Management GIS–Geographic Information

Services

Roads, Transport and Traffic Stormwater and Hazard

Mitigation Emergency Management

and Community Resilience Depots and Workshops Works Planning and

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

Department of Transport andMain Roads Defined Network

Water Utilities

General ManagerCorporate Services

General ManagerInfrastructure and Utilities

Executive ManagerGovernance

Governance Policy and Legal Work Health and Safety Corporate Planning and

Reporting Performance Management

and Reporting Organisational Reform Internal Audit Native Title and Cultural

Heritage Corporate Communications Corporate Strategy Media, marketing, and public

Relations


Our Organisational Values

At Central Highlands Regional Council, we value and demonstrate:

Continuous Improvement

We welcome ideas

Respect for All

We are fair

Leadership, Engagement and Fair Representation

We listen

Great Customer Service

We respond

Honesty and Integrity

We are honest

Teamwork

We work together

Our VisionWorking today, Growing Tomorrow

Our MissionWe will provide services and assets responsibly


Our Operational Plan – Planning for this year

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

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

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

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


Our Corporate Plan Priorities and Strategies

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

Priorities within the Corporate Plan includes:


Structure of the Operational Plan

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

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

Key Priority 1: Strong Vibrant Communities

This means… Our Strategic Focus…

Strong social networks.

Respecting our heritage.

Active, healthycommunities.

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

Promote the heritage and diverse cultures of our communities.

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

Encourage and promote community wellbeing, including healthy and activelifestyles.

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

Key Priority 2: Building and Maintaining Quality Infrastructure


Well connected.Well serviced.

Well planned.

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

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

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

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

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


Key Priority 3: Supporting Our Local Economy


Facilitate opportunities.

Advocate for the region.

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

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

Encourage a diverse supply of housing affordability and choices.

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

Key Priority 4: Protecting Our People and Our Environment


Well managed.

Protected.

Sustainable.

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

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

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

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

Key Priority 5: Proactive, Responsible Leadership


Strong leadership.

Genuine communityengagement.

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

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

Key Priority 6: Strong Governance


Confidence.

Accountability.

Stability.

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

Embrace professional business practices and responsible use of Councilresources.


Key Priority 7: A Workplace of Excellence


A leading culture.

Living our values.A great place to work.

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

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

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

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


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

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

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

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

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

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

5

1314

4 1 2

No. of Control Measures byDepartment

CEO Department Corporate Services Governance

Commercial Services Communities Infrastructure and Utilities


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

Operating Budget

Revenue Expense Surplus/Deficit

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

Key Priority 2: Building and Maintaining QualityInfrastructure

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

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

Key Priority 4: Protecting Our People and OurEnvironment

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

Key Priority 5: Proactive, ResponsibleLeadership

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

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

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

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

Capital Budget

Capital

WorksFunding Net Cost

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

Key Priority 2: Building and MaintainingQuality Infrastructure

20,150,555 9,441,782 10,708,773

Key Priority 3: Supporting Our Local Economy - - -

Key Priority 4: Protecting Our People and OurEnvironment

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

Key Priority 5: Proactive, ResponsibleLeadership

- - -

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

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

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


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

Revenue

Expenditure

$8,590,697 ;6%

$29,174,199 ;20%

$34,168,246 ;23%

$75,002,108 ;51%

Budgeted Operating & Capital Revenue 2016/2017

Strong Vibrant Communities

Building & Maintaining QualityInfrastructure

Supporting our Local Economy

Protecting People and ourEnvironment

Proactive Engaged Leadership

Strong Governance

A Workplace of Excellence

$19,840,599 ;11%

$71,816,731.81 ;39%

$1,878,998 ;1%

$56,588,415 ;31%

$1,642,337 ;1%

$23,399,241.51 ;12%

$8,775,794 ;5%

Budgeted Operating & Capital Expenditure 2016/2017

Strong Vibrant Communities

Building & Maintaining QualityInfrastructure

Supporting our Local Economy

Protecting People and ourEnvironment

Proactive Engaged Leadership

Strong Governance

A Workplace of Excellence


2016 - 2017 Operational Plan

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

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

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

PerformanceMeasure Target Responsibility

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

Conduct General Council Meetings acrossthe region

Number ofmeetings held inaccordance withthe schedule

3 Executive Manager -Governance

Consistent with Council’s Community andCorporate Plan, develop a LiveabilityStrategy for the Central Highlands toimprove the liveability for all residentswhile promoting civic pride and aestheticappeal throughout communities whensuccessfully implemented.

Strategy developed June 2017 General Manager -Communities


Review Open Space and Recreation Planto enhance community liveability, healthand wellbeing within the CentralHighlands

Review completed May 2017 General Manager -Communities

Negotiate new community based tenureagreements with clubs and stakeholders

Establish ten newagreements

June 2017 General Manager -Communities

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

Policy Adopted February2017

General Manager -Communities

1.2.0 Provide for the heritageand diverse cultures of ourcommunities

Support the enhancement of quality oflife for indigenous communities withinthe region

Number ofactivities held

4 General Manager -Communities

Number of NAIDOCevent held acrossthe region


Construct historic landmarks signage atRewan and Bogantungan

Signs erected June 2017 General Manager -Communities

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

Provide a diverse range of Communityevents and activities to encouragecommunity participation

Number ofcommunitymembersparticipating inevents andactivities



Coordinate and administer the RegionalArts Development Fund in accordancewith Council and State Governmentguidelines

Number ofRegional ArtsDevelopment Fund(RADF) applicationsreceived


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

Number of youthprograms provided


Coordinate and administer Council'sCommunity Grants Program

Number ofCommunity Grantapplicationsreceived


Deliver Clean Up Australia Day eventsacross the region

Events held June 2017 General Manager -Communities

Coordinate the submission of entries toTidy Towns competitions

Number ofsubmissionsreceived


Support collaborative partnershipsthrough the 13 Community ReferenceGroups

Host annualCommunityReference Summit



1.4.0 Encourage and promotecommunity wellbeing, includinghealthy and active lifestyles

Provide a program to support anddevelop sporting and recreation clubs

Number of clubsparticipating inClub Health Checks


Participate and support social inclusionactivities e.g. Domestic Violence Week,Disability Action Week, Mental Health,etc.

Number ofactivities


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

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

Percentageincrease in numberof librarymemberships

5% General Manager -Communities

Completion ofAnnual Return

August 2016 General Manager -Communities

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

Percentageincrease in numberof personsattending



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


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

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

Plan reported toCouncil

October 2016 General Manager -Infrastructure and Utilities

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

Report submittedto Council forendorsement

March 2017 General Manager -Infrastructure and Utilities

Completion of Communities Assets andFacilities Capital Works Program

Percentagecompletion ofCapital WorksProgram


Completion of Communities Parks andRecreation Capital Works Program




Construction of new Blackwater AquaticCentre

Percentagecompletion ofCapital WorksProject


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

Percentagecompletion of2016/2017 CapitalWorks Budget


Construction of Gemfields Wetlandsproject



Completion of Ranger Services CapitalWorks Program



Completion of Sapphire GemfieldsInterpretative Trail



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

Develop service levels and standards forParks and Recreation facilities andinfrastructure

Service levelsdeveloped forthree communities



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

Signage usagemanual andguidelinesdeveloped

June 2017 Executive Manager -Governance

Audit of existingsignage completed


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

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

Report presentedto CommunitiesStandingCommittee


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



Carry out upgrade compliance works forstormwater containment at BlackwaterLandfill site

Completion ofimprovedStormwatermanagement atBlackwater Landfill

December2016


Carry out upgrade compliance works forstormwater containment at LochleesLandfill site

Completion ofimprovedStormwater

December2016



management atLochlees Landfill

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

Completion of Infrastructure and AssetsCapital Works Program


90% General Manager -Infrastructure and Utilities

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

Funding receivedand/or formalfunding strategyagreed withDepartment ofTransport and MainRoads

June 2017 General Manager -Infrastructure and Utilities

Revise 10 year Road Capital InvestmentStrategy

Strategy submittedand endorsed byCouncil

December2016

General Manager -Infrastructure and Utilities

Develop a 10 year Workshops MasterPlan

Master Plansubmitted andendorsed byCouncil

December2016


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

Two successfuljoint tendersthrough BowenBasin Regional



Road and TransportGroup (BBRRT)

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

Report submittedto Council forendorsement


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

Support existingroad user groups


Achieve Quality Assurance compliance oncapital program

Number of non-conformancesbeing less than 10%


Council responds to all activities thathave an impact upon councilinfrastructure

A developmentcondition is appliedto eachDevelopmentApproval issued byCouncil


A formalsubmission is madeto each projectunder the control



of the CoordinatorGeneral

An infrastructureagreement isnegotiated (ifapplicable) forDevelopmentApprovals issued byCouncil


Continuous trafficmonitoring isundertaken foreach Works onRoads Permitissued to resourcecompanies


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

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

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



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

Completion ofconditionassessments


Implement the Asset ManagementStrategy and Roadmap

Milestones anddeliverablesachieved asidentified in theRoadmap

June 2017 General Manager -Corporate Services

Develop a service level review approachand implement progressively throughtargeted reviews

3 services to bereviewed eachquarter


Develop and improve data collection andsystems integration for assetmanagement

Systemsestablished

December2016

General Manager -Corporate Services

Efficienciesquantified acrossasset classes


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

GIS Strategyendorsed


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

Pilot completed June 2017 General Manager -Corporate Services


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

Post-implementationreport onproductivityimprovements andsavings completed

February2017


Implement the Project DecisionFramework for all Capital Works Projects

Number of projectsbeing analysed viathe framework

>90% General Manager -Corporate Services


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


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

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

CHDC PerformanceReport presentedto CouncilincorporatingService LevelAgreementdeliverables

Quarterly Office of the CEO

Investigation of a shared services modelfor the region

Investigation ofoptions for sharedservices completed

June 2017 Office of the CEO

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

Continued implementation of CentralHighlands Marketing Strategy

Sign a newMemorandum ofUnderstanding withCapricornEnterprise todeliver the keyperformanceindicators forCentral Highlandsdestinationmarketing activities

September2016

Executive Manager -Governance


An events strategyfor the CentralHighlands region isdeveloped


A budget campingoption at RubyvaleReserve is trialled


Formally endorse tourism as a prioritygrowth industry in the Central Highlands

Quarterly reportprovided to Councilon CentralHighlandsMarketing Strategy


3.3.0 Encourage a diverse supplyof housing affordability andchoices

Provide and maintain affordable housingwithin Central Highlands Regional Councilregion

Modelimplemented forhousingaffordabilityoptions throughutilisation ofCentral HighlandsHousingCorporation


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

Facilitation of development throughinvestment attraction and major projects

Number of keyprojects progressedand investorattraction for thedevelopment of

1 Office of the CEO


businesses to consolidate andgrow

AgribusinessPrecinct

Implementation of Remplan economicand investment profiling and dataaccessing tool

Number ofinvestmentopportunitiesprofiled on theWebsites

50% increase Office of the CEO

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

Completed reviewof a regionalprocurement localcontent program

December2016

Office of the CEO

Facilitation of events, promoting regionaland business development

Deliver "Investingin our FutureConference"

October 2016 Office of the CEO

Increase ofattendance,business registeredfor the conference

180 Office of the CEO

Maintain major projects developmentregister

Publication ofquarterly update

4 Office of the CEO

Develop funding proposals supportingregional priority projects

Number ofsuccessfulapplications

4 Office of the CEO


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


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

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

Adoption ofAmended PlanningScheme by Council


Provide Development Assessmentcompliant with Integrated DevelopmentAssessment System

Percentagecompletion ofdevelopment andplanning applicationswithin legislativetimeframes


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

Percentagecompletion of DraftAmended PlanningScheme


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

Number ofcollaborativeactivities undertaken

5 Office of the CEO

4.2.0 Continue to provide andimprove development processesto support continued and

Deliver improved automation forDevelopment Assessments

Investigate and trialinteractivedevelopment

March 2017 General Manager -Communities


sustained growth for futuregenerations

assessment andapplication trackingsoftware to improveefficiency andservice delivery

Implementation ofonline webaccessible planninginformation fordevelopers andresidents


Assessment of compliance with permitconditions by approved developmentapplications

Implement auditinspection program


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

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

Implementation ofStock Route NetworkManagement Plan

December2016


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

Implement of AreaPest ManagementPlan


Continue partnership initiatives withnatural resources management groups

Partnershiparrangements withGreat Barrier ReefMarine Park



Authority, CentralHighlands RegionalResources UsePlanningCooperative Limited(CHRRUP) andFitzroy BasinAssociationmaintained

Develop alternative disposal options fortreated effluent from SewerageTreatment Plants

Report developedfor application oftreated effluent(irrigation) atSpringsure GolfCourse


Report developed onlocation forapplication oftreated effluent(irrigation) atRolleston


Agreements fortreated effluent(irrigation) reached


Meet environmental obligations for thetreatment and disposal of wastewater at:

Upgrades completedfor Sewage



* Park Avenue* Black Gully* Blackwater* Capella

Treatment Plants inEmerald (ParkAvenue and BlackGully), Blackwaterand Capella

Food Licenses Inspection Programdeveloped and implemented

90% of food venueswithin program areinspected


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

Effective disaster communitypreparedness and evacuation plans inplace for high risk communities

Communityconsultationcompleted


First review of theLocal DisasterManagementevacuation sub planpresented to theLocal DisasterManagement Group

December2016


Local DisasterManagementEvacuation Sub Planendorsed by LocalDisasterManagement Group



Satisfactory audit byInspector GeneralEmergencyManagement andQueensland PoliceService


Flood inundation mapping andinvestigations available online

Mapping availableon internalGeographicInformation System(GIS)


Mapping availableon Council Website


Undertake an all hazards riskidentification register and scope of worksfor mitigation options

Study undertaken,risk identified anddocumented


Report submitted toCouncil forendorsement


Investigate Self-Funding InsuranceOptions of Council Essential Assets forFlooding Events

Options paperpresented to Council



Identify Mitigation Strategies for CHRCEssential Assets as identified in theDisaster Management Act.

Project scope formitigation strategiescompleted for waterand sewer assetsincluding electricitysupply to theseassets



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


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

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

DevelopCommunityReference GroupAction Plans

December2016


Number ofCommunityReference Groupmeetings held


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

Report on themaintenance andperformance of thewebsite

Quarterly Executive Manager -Governance

Finalisation and implementation of SocialMedia Strategy

Social MediaStrategy adopted

December2016


Provide community education campaigns Report quarterly oneducationcampaigns run on arange of councilrelated topics



Implementation of RegionalCommunications Strategy

Report quarterly onnumber of posts toFacebook forcouncil events andactivities


Track engagementof social mediaactivity to providedetailed report ontarget audienceand popular hits


Review completedon the RegionalCommunicationsStrategy

February2017


Increases insubscriptions to e-news

10% growtheach month


Number of mediareleases distributedeach month

12 per month Executive Manager -Governance

Number of Mayoralmessages preparedfor local newspaper



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

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

Number ofAgenciesparticipating inmeetings andforums facilitatedby Council'sCommunityDevelopment Team


Finalise the implementation of improvedreporting and disclosure in accordancewith legislative obligations

Publish disclosurelogs under Right toInformation Actand accountingstandards



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


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

Investigate and design non-conformancemitigation solutions for general aviationtarmac area at Emerald Airport

Report presentedto Council

December2016

General Manager -Commercial Services

Develop Emerald Airport to become anenvironmentally and financiallysustainable operation

Investigation ofenvironmentalinitiatives

December2016


Report to Councilon energy savingoptions

February2017


Three newcommercialopportunitiesexplored toincrease revenue

June 2017 General Manager -Commercial Services

Optimise vehiclehire arrangementsto increaserevenueopportunities



Identify additionalroutes and servicesand potential newroute developmentwith existingairlines and newairlines

March 2017 General Manager -Commercial Services

Enhance business operations andcompliance at Emerald Airport

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


Improve governance for Saleyardsoperations

Memorandum ofUnderstanding withEmerald LivestockSelling Agentsfinalised

December2016



Arrangements withSaleyard users(agents permit)finalised

December2016


Operations Manualimplemented


Improve livestock feeding practices atEmerald Saleyards

Racks purchasedand installed

October 2016 General Manager -Commercial Services

Improve communications to Saleyardsstakeholders

Communicationnoticeboardinstalled

September2016


StakeholderWorkshop Held


Improve financial sustainability atEmerald Saleyards

Labour costmanagementanalysis completed

December2016


Labour resourcesreviewed

February2017


Identify projects to enhance facilities atEmerald Saleyard to improve efficiency ofcattle throughput and animal welfare

Develop feasibilityand business casesfor maturinginfrastructure



pipeline fundingprojects

Optimise production methods to furtherreduce production costs at SheptonQuarry

Reduction inproduction costs

5% General Manager -Commercial Services

Preventativemaintenanceproceduredeveloped forQuarry plant andequipment


Panel of providersfor quarryprocurementdeveloped andimplemented

February2017


Increase product sales quarry operations Sales reach150,000 tonne


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

85% materialsupplied internally


Develop advertising and marketingprogramme for Shepton Quarry

Annual programdeveloped

July 2016 General Manager -Commercial Services


Quarry exposurethrough marketing(Council-brandedroad trains)enhanced

December2016


Websiteimprovementsimplemented

December2016


Implement and maintain a QualityAssurance Management System atShepton Quarry

Absence of non-conformancesthroughsurveillance audits


Undertake efficiency review on plantusage at Shepton Quarry

Investigation andreport on planthire costs (CHRC vsPrivate) provided


Develop improved processes for leasedland

Lease templatesdeveloped

December2016


Register of leaseagreements forCouncil landcreated



Data pertaining toleased council landto be included incorporate registerof leases


Register Completed June 2017 General Manager -Commercial Services

Improve Commercial Services Businesssystems and process improvements

Number ofProcesses reviewedand implemented

6 General Manager -Commercial Services

Completion of Commercial ServicesCapital Works Program


100% General Manager -Commercial Services

6.2.0 Embrace professionalbusiness practices andresponsible use of Councilresources

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

Review of theEnterprise RiskManagementFrameworkcompleted

December2016


Report on currentstrategic riskratings provided



Develop an integrated corporateperformance measurement, monitoringand reporting framework

LGAQ performancebenchmarkingsoftwareworkshopsdelivered toCouncillors andWhole ofManagement(WOM)

December2016


PerformanceBenchmarkingExtension Project isundertaken to leadregionalparticipationthrough CentralQueenslandOrganisation ofCouncils (CQ ROC)


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

Audits completedin accordance withthe approvedInternal AuditAnnual Plan

100% Executive Manager -Governance


Reports preparedand presented toCouncil


Maintain Council’s insurance policiesportfolio

Policies are re-negotiated andrenewed for2017/2018


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

Progress reportsprepared andpresented toCouncil


2017/2018Operational Plan isdeveloped andadopted by Council


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

Referrals to Crimeand Corruptioncommission inaccordance withsections 38 and 40of the Crime andCorruption Act2001 (notificationobligation)



Public InterestDisclosureassessmentscompleted withinthe relevanttimeframes set outin the PublicInterest DisclosureAct


Referrals from theOmbudsman areprocessed inaccordance withOmbudsmanDepartmentdirectives


AdministrativeAction ComplaintPolicy andProcesses reviewedand updated

December2016


Staged completionof all legislation incorporatecompliancesoftware

Corporatecompliancesoftwareupdated with



legislation25% this year

All legislativedelegationsreviewed andupdated inFebruary andAugust each year


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

Education forrelevant staff andstakeholders onCHRC Native Titleand CulturalHeritageCompliance Systemthrough E3Learning (CHRConline trainingsystem)


Manage Fraud and CorruptionFramework implementation andeducation

Awareness trainingon the Fraud andCorruptionFramework isdelivered throughE3 learning to key

December2016



stakeholders andall employees

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

Report to Councilon disposalschedule andefficiency savings

September2016


Develop StrategicPlant replacementprogram

December2016


Review and update Council's suite ofcontract documents for procurementarrangements

All contractdocuments revisedand updated

December2016


Finalise contractregister


Implement Procurement Cards includingintegration of reporting into CorporateSoftware

Procurement cardsin use

October 2016 General Manager -Corporate Services

Accurate reportingavailable

October 2016 General Manager -Corporate Services

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

Completion ofidentifiedimprovements to360Pro

September2016



Provide supplier information evenings toassist suppliers in conducting businesswith Council

Supplierinformationevenings held


Implement Reporting and AnalysisSoftware for rates and charges to assistwith data cleansing, reporting andbudgeting

Implementationcompleted

December2016


Undertake audit of physical recordsmanagement activities

Records Disposaland Digital DisposalPolicy and otherrelated policiesreviewed andimplemented

December2016


Implement a robust records disposalschedule

Process to supportyearly disposalprocess to bedeveloped andimplemented

March 2017 General Manager -Corporate Services

Organisationalrecords disposalprocess undertaken


Storage measuresput in place tosupport current



and future storagerequirements

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

Recordsmanagementstrategic planguiding recordsoperations over thenext 5 years isimplemented



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


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

Develop a Training and DevelopmentProgram across the organisation

Program endorsedby ExecutiveLeadership Team

December2016


Develop organisational performancemanagement systems across council

Performancesystems andmanagementprocessesimplemented andall current yearreviews finalised


Improve employee induction processes Staff satisfactionwith induction

80%satisfactionrate


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

First year actionsimplemented


Implement Council's new EnterpriseAgreement

Agreement ratifiedby IndustrialRelationsCommission

Completed inaccordancewith agreedtimeframes



Develop succession planning proposalsacross Council

Succession Plans inplace in key areas

December2016


Develop an Organisational DevelopmentPlan

Plan completedand implemented

September2016


Develop Water Industry CertificateQualifications and Training Packages incollaboration with Central QueenslandUniversity

Phase one ofPackagedevelopmentaccepted byCouncil and CentralQueenslandUniversity


Develop a suite of workforce metrics andinformation reports

Metrics endorsedby Council andExecutiveLeadership Team


Develop workplace relationsimprovement programs

Programs endorsedby ExecutiveLeadership Team


Employeeengagementprogramsdeveloped andimplemented

Staffengagementrate of 80%or greater



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

Provision andevaluation of ahealth, safety andwellness programacross all areas ofCouncil


Improve Council's hazard identificationskills through staff development

Development andprovision of hazardidentificationbooklets

December2016


Delivery of animplementationprogram andtraining

March 2017 Executive Manager -Governance

Employ two cadet engineers for localskills development

Two cadetengineersemployed


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

Launch of updatedIntranet

November2016


7.2.0 Provide responsive andefficient systems to enable thedelivery of council services

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

Release ofStandard OperatingProcedures



creation of online Standard OperatingProcedure Awareness Program

Draftimplementationand trainingprogramcommenced


Expand Video Conferencing Technologyto corporate offices to ImproveEngagement through Technology

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

September2016


Implement Live Streaming of CouncilMeetings

Unassistedstreaming ofcouncil meetings tothe publicimplemented

September2016


Upgrade Library Public Internet KioskSoftware

Upgraded kiosksoftware to allLibrary Sitesinstalled

December2016


Installation of Corporate Kiosks at councildepots

Installation of twokiosks at all councilworks depots

December2016



Investigate opportunities for small scalepublic internet access

Trial two locationsacross the CentralHighlands Region

December2016


Improve Corporate Network Connectivity Corporate Wifiinstallationcompleted acrossall corporatecouncil sites

December2016


Review and replace Corporate Softwaresystem

Corporate softwaresystem solutionscoping andprocurementcompleted

November2016


Corporate Softwareimplemented –Stage 1


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

Review and improve all OrganisationalDevelopment policies and procedures

Policies andproceduresaccepted byCouncil


Design organisational peopledevelopment and culture programs to

Programs designed June 2017 General Manager -Corporate Services


embed CHRC values into all systems andprocesses

Develop, conductand analyse staffculture surveys


Provide safe systems of work in relationto occupational noise

Comprehensivenoise surveycompleted acrossall relevantworksites

February2017


Implementation ofall recommendedcontrol measuresfrom noise surveyreport


Manage the outsourcing of an influenzavaccination program to sustain a healthyworkplace

Fluvax Programdelivered

May 2017 Executive Manager -Governance

Manage the outsourcing andimplementation of a health surveillanceprogram

Procurement foroutsourcing ofprogramcompleted


Implementation ofhealth surveillanceprogramcompleted



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

Promote continuous improvement ofCustomer Service and ContactCentre/Call Centre

Analysis of reportson call statisticscaptured inTouchpoint

80% of callsresolved atfirst point ofcontact


Analysis ofcustomersatisfaction surveys

80%customersatisfactionwithcustomerservice


Annual review ofCustomer ServiceCharter


Postal PO Box 21, EMERALD QLD 4720

Phone 1300 242 686Fax 1300 242 687Email [email protected] www.centralhighlands.qld.gov.au

Customer Service Centre Locations

EMERALD (Administration Centre)

Corner of Egerton and Borilla Streets, Emerald

BLACKWATER10 Mackenzie Street, Blackwater

CAPELLA4 Conran Street, Capella

DUARINGA12 William Street, Duaringa

ROLLESTON (Rural Transaction Centre)17 Warrijo Street, Rolleston

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

SPRINGSURE29 Eclipse Street, Springsure

general meeting of council - central highlands region...2016/11/22 · general council meeting: 8...

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