operational plan 2017-2018 - gympie.qld.gov.au€¦ · operational plan 2017-2018 the operational...

Operational Plan 2017-2018

1Gympie Regional Council Operational Plan 2017 - 2018GRC002 | Date: 9/08/2017

Responsibility index: OCEO - Office of the Chief Executive Officer, DCCS - Director Corporate and Community Services, DIS - Director Infrastructure Services, DPD - Director Planning and Development

Operational Plan 2017-2018

The Operational Plan 2017-2018 is an important element in Council’s overall strategic planning framework. This plan links relevant operational activities scheduled for the 2017-2018 period to the strategies and actions outlined in the five year corporate plan. Council’s Corporate Plan 2017-2022 articulates a range of strategies, actions and performance measures grouped within five key strategic themes as listed below:

OUR INFRASTRUCTURE

OUR COMMUNITY

OUR ECONOMY

OUR ENVIRONMENT

OUR ORGANISATION

The operational plan defines a wide range of activities all aimed at helping Council achieve its corporate plan.

Further to the requirements of section 175 of the Local Government Regulation 2012 (Regulation), the operational plan identifies approximately 100 individual activities which are planned to be completed across the period. These activities tie back directly to the 5-year actions and strategies as outlined within the Corporate Plan 2017-2022. Each activity has a stated purpose and associated performance measures. These measures will be used to help provide informed quarterly and annual update reports to Council on overall progress being achieved with the implementation of the operational plan. In implementing its annual operational plan Council is also furthering the implementation of its 5-year corporate plan, and the achievement of its vision for the Gympie region ‘to be the natural choice to live, work and play’.

The focus of the operational plan is centred on planning, actioning and monitoring relevant activities to be undertaken across the period that will best deliver on the strategies and actions articulated within the five year corporate plan. The operational plan’s purpose is not about tracking the myriad of ‘business as usual’ activities associated with running an organisation as large and complex as the Council. A majority of operational matters are actioned and monitored on a regular basis via a range of section/unit business plans and other management and reporting mechanisms.



Managing operational riskThe Regulation requires that the operational plan include a statement as to how Council will manage operational risks. Council manages operational risks in accordance with its Risk Management Policy, Risk Management Plan and its Fraud and Corruption Prevention and Control Policy and associated Fraud and Corruption Prevention and Control Plan. An internal audit function and Audit and Risk Management Committee have been established to assist in enterprise risk management, and in assessing and evaluating the control measures Council has in place to manage identified risks to which its operations are exposed. The Risk Management Plan details a range of measures Council has formalised, or is currently in the process of developing, which are aimed at mitigating identified operational risks.

Commercial business unitsAn annual performance plan for each commercial business unit of the local government is required to be included (where applicable) in the operational plan.

In assessing its operations in line with the annual expenditure threshold limits prescribed within the Regulation for significant business activities, Council does not currently operate any commercial business units as defined within the legislation.

Review and public reportingThe operational plan is reviewed, assessed and publicly reported to Council on a quarterly basis. An annual review of the implementation of the operational plan is also presented to Council and included within the Annual Report.

Council’s activities aimed toward achieving its vision for the future of the local government area are focused into the adjacent five key strategic themes.

OUR INFRASTRUCTURE is well planned, integrated and safe.

OUR COMMUNITY is active, diverse, creative and engaged.

OUR ECONOMY is dynamic, productive and resilient.

OUR ENVIRONMENT is sustainable, well-managed and accessible.

OUR ORGANISATION is accountable, responsive, efficient and innovative.



Corporate planning framework

SHO

RT T

ERM MEDIUM

TERM

LONG TERMCommunity PlanEnvironment StrategyPlanning SchemeAsset Management PlanFinancial Forecast

For each key strategic theme Council has identified key service areas, strategies, actions and key performance measures to ensure that progress made in achieving its vision is well planned and monitored.

Strategic planning is vital to ensure the range of services, infrastructure and facilities Council provides remains relevant for the community and provides for the needs of future residents.

The corporate plan outlines a range of strategies and actions tied back to the key strategic themes.

Activities that further the corporate plan actions are detailed on the following pages along with associated performance measures and responsibilities.

Corporate PlanBusiness plansRisk Management PlanStrategic plans

Annual ReportAnnual Operational PlanAnnual BudgetProject plansQuarterly performance reviews



Our Infrastructure – well planned, integrated and safe

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

Activities Purpose Performance Measures Completion date (Q 1, 2, 3 or 4)

Responsibility (Directorate)

Develop 5 year capital works and maintenance plan for community halls.

Define Council’s scope of works and funding priorities for halls, thereby providing greater clarity to the community organisations managing these facilities.

Asset Management plans developed identifying service levels for each hall in line with community use.

Capital works and maintenance plan adopted and progressively budgeted over 5 year period.

Q4 DCCS

Purchase and implement an Asset Maintenance Management System.

An Asset Maintenance Management System will provide better management of maintenance needs and activities in accordance with set service levels.

Software purchased.

Implementation commenced.

Q3

Q4

DIS

Develop a SCADA and control system strategy to enable centralised monitoring of key water and sewerage infrastructure performance.

Real time monitoring of drinking water quality and effluent discharge quality to ensure customer service levels and environmental and legislative compliance objectives are met.

SCADA and control system strategy completed which identifies future capital works requirements.

Q3 OCEO – EM Water Business Unit

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.

Draft Master Plan endorsed for public notification

Q2 DPD

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

Final Master Plan adopted by Council Q4





Deliver the Local Government Infrastructure Plan in line with State Government legislative requirements and integrate into the Gympie Regional Council Planning Scheme 2013.

To:• integrate infrastructure planning

with the land use planning identified in the planning scheme;

• provide transparency regarding Council’s intentions for the provision of trunk infrastructure;

• enable Council to estimate the cost of infrastructure provision to assist its long term financial planning; and

• ensure that trunk infrastructure is planned and provided in an efficient and orderly manner.

New Local Government Infrastructure Plan adopted by end of December 2017.

Q2 DPD

Revise the current Infrastructure Charges Resolution in accordance with the new Local Government Infrastructure Plan.

To determine a new Infrastructure Charges Resolution including charge rates reflective of the cost of providing trunk infrastructure to meet future growth.

New Infrastructure Charges Resolution adopted by end of December 2017.

Q2 DPD

Deliver a Concept Design for the Mary Street Pedestrian Plaza (part of the endorsed Nelson Reserve/ Memorial Park Master Plan), incorporating pedestrian connections, event space, landscaping and shade trees, strengthened interface with Mary Street and Memorial Park and opportunities for retail uses activating the space.

To continue to deliver the Gympie Town Centre Revitalisation Strategy to enhance economic development and investment opportunities and increased liveability.

Concept Design endorsed and detailed design phase commenced in preparation for delivery (dependent upon future funding).

Q2 DPD






Continue to implement the priorities from the Gympie Town Centre Streetscape and Urban Design Palette Audit Report.

To deliver a consistent design direction, principles and intent for streetscape materials and furnishings that reflect the Gympie Town Centre Revitalisation Strategy.

Repair and replace marble seating and furniture at the Gold City Centre Stage.

Q2 DPD

Provide a LCD screen at the centre stage as a community notice board/enhance the atmosphere of the Centre Stage use.

Q4

Provide and implement a staged project plan to increase the number of fairy lights on trees along Mary Street.

Q4

Investigate and prepare a business case for a regular pavement condition assessment, and pavement management analysis for Council’s road network.

The regular detailed assessment of Council’s road network will assist in understanding and resourcing the timely renewal and upgrade of road infrastructure.

Business case prepared for 2018/19 budget consideration.

Q3 DIS

Develop a Tree Management Policy and Plan

This will provide Council officers and the community clarity on the objectives which guide Councils Tree Management activities and the processes associated with delivering Tree Management activities.

Draft Tree Management Policy and Plan adopted for exhibition purposes.

Q3 DIS

Tree Management Policy and Plan adopted by Council.

Q4




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.



Mayor and relevant staff meet with Department of Transport and Main Roads Regional Staff.

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

• 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

• Counter Road.

Two meetings held. Q4 DIS




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



Trial the use of unsealed pavement improvement agents.

Pavement improvement agents can assist in binding pavement materials and extending pavement performance and the period between grading.

Two trials held. Q3 DIS

Trial and review the use of a mobile unsealed road repair crew.

A 100 day trial of a mobile repair crew was funded in the 2017/18 budget. A review of the effectiveness of this initiative will assist in future budget consideration.

Report prepared on the effectiveness of the trial.

Q3 DIS

Investigate potential rationalisation of Council property.



Undertake Stage 1 of a comprehensive review of all Council owned and controlled land.

Development of a Strategic Land Use and Property Management Plan.

Review undertaken including a complete audit of strategies and masterplans to identify current and future needs.

Q4 DCCS




Strongly advocate for a coastal road.



Design and construct the 2km of Counter Road.

The timely construction of the next section Counter Road meeting the Federal government funding requirements will place Council in good stead when advocating and applying for further funding for this project.

Construct the 2km Federally funded section of Counter Road.

Q4 DIS

Progress implementation of the Gympie Town Centre Transit Facility.



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. Q1 DPD

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

Q2




Our Community – active, diverse, creative and engaged

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



Deliver an efficient and responsive Community Assistance Grants Program.

Ensure Council’s grant monies are distributed strategically.

Audit of existing funding distributed to the community presented to Council for information.

Q2 DCCS

Principles for the distribution of funds adopted by Council.

Q3

Review the existing grants scheme and develop a new model in line with the Council Plan and good governance principles.

Marketing/communications Plan endorsed.

Q3

Council endorsement of new grants program and other funded programs that enhance Council and Community priorities

Adoption of new Grants program. Q4

Advocate to the State and Federal Governments to ensure appropriate funding is available for community service provision.

Strong leadership is provided through messaging on social issues, e.g, disability, healthy communities children’s literacy.

A minimum of three social issues that Council advocates for on behalf of its community

Q4 DCCS

Develop a Community Engagement Strategy.

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

Community Engagement Strategy adopted by Council.

Q4 OCEO





Deliver in partnership with Town Centre traders, six events on Mary Street incorporating place making principles – (1) Easter on Mary (2) Winter Trees on Mary (3) Pre-Muster (4) The Gold Rush (5) two Christmas events.

To enhance activation of the public realm, respond to business needs, and facilitate the Gympie Town Centre as the key retail and commercial hub within the Region.

Delivery of six Mary Street events incorporating place making principles and initiatives.

Q1 - Q4 DPD

Reinvigorate the Gympie Town Centre Community Reference Group.

To implement the place making principle of building capacity and encourage participation and ownership of events and initiatives by the local business community.

Bi-monthly meetings of the Community Reference Group and the active participation of members in cohosting the events.

Q2 - Q4 DPD




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.



Community Halls activation ‘You make my Heart Sing’ project.

Recognise the value of building the region’s creative and cultural communities.

• Number of halls utilised.

• Number of activities.

• Number of participants.

Q4 DCCS

FestivArts project. • Visual cultural products adding to festival atmosphere.

• Skill development for local artists/performers.

• Number of artists engaged.

• Number of participants in ‘FestivArts’ workshops.

• Increase in visuals for festivals – one per quarter.

Q4 DCCS

Gallery 20th birthday. The Gallery provides a platform to develop and showcase our creativity and culture through a range of exhibitions and events.

• Delivery of four exhibitions, events or activities this year.

• At least 200 people engaged in Gallery events.

• At least two events specific to the Gallery’s birthday celebrations.

Q4 DCCS

Complete the Community Development Strategy.

Outline Council’s role, approach and investment priorities for community development to help achieve Council’s vision for the region.

Community Development Strategy adopted by Council.

Q3 DCCS






Continue to implement the short term priorities from the endorsed Open Space and Recreation Plan.

To progressively implement improvements to sport and recreation facilities to support economic development and enhance liveability.

Short term priorities delivered in accordance with budget.

Q4 DPD

Finalise detailed design for master plans of Albert Park and One Mile Sports Precincts.

Progressive implementation of improvements to both facilities in line with detailed design.

Finalise detailed design of improvements, including new entry statements, storage facilities at Albert Park and formalisation of pedestrian and vehicle parking and connections.

Q2 DPD

Design and construct the Skate Park at Billabong Park, Cooloola Cove.

The skateboard park is part of the Open Space Plan detailed in the Billabong Park Master Plan for the recreational needs of our youth in this area.

Skateboard park constructed. Q4 DIS

Consultation and design of the Southside District Level Park.

The Southside District Level Park is proposed in the Open Space Plan and will provide a range of equipment and activities not currently available in Southside.

Draft design and costings completed to allow for consideration in 2018/19 budget process.

Q3 DIS




Continue to plan for a new library.



Develop a Mellor Street Civic/Cultural Precinct Master Plan that includes the area containing the Civic Centre, existing and proposed Library, Council office accommodation and the five-ways intersection.

To develop a long term strategic vision for the region’s key civic and cultural hub and improve the attraction and amenity of the precinct, ensuring integration with Mary Street and pedestrian connectivity.

Master Plan for the Precinct endorsed to guide progressive implementation activity.

Q4 DPD

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

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

Concept design for the new Gympie Library completed.

Q4 DCCS

Phase one, year one implementation of the Gympie Regional Libraries RFID.

Begin RFID implementation across Gympie Regional Libraries to streamline customer service and improve self-service experience.

Projects delivered on time, within budget.

Q4 DCCS

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.

• Upgrate completed.

• Commence bookings of the facility.

• Increase in parton use by 25 per cent.

Q4 DCCS




Review heritage provisions in the planning scheme.



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.

Q3 DPD

Establish a dedicated Gympie Town Centre Heritage Trail to highlight key people, places and events in the Town Centre’s history.

To promote and highlight Gympie’s heritage for residents and visitors to the Region.

Gympie Town Centre Heritage Trail development plan and content completed and implemented.

Preparation of promotional content for websites and hardcopy commenced.

Q1 DPD

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



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.

Q3 DCCS

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

Discussion paper developed.

Q4




Progress investigations into an Equestrian Centre at Kilkivan.



Consultation with Stakeholders on the concept of an Equestrian Centre at Kilkivan Showgrounds.

Meetings held with key Stakeholders to gather feedback.

Stakeholder engagement on feasibility to be completed by end of October 2017.

Q2 DCCS

Feasibility Study Establish need and draft concept plans for future development.

Feasibility Study completed. Q4 DCCS

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



Participate in the Local Level Alliance and Early Years Voice Network, Gympie Region.

Develop collaborative actions to enable children aged 0-8 in the region to reach state and nationally recognised developmental outcomes.

• Collaborative action plan adopted by participating agencies including Council.

• At least two Council-led forums per annum including Kids Day Out.

Q4 DCCS

Review the operation and outcomes of the Gympie Region Youth Mentoring Pilot Program funded by Council in 2016/17 to inform future delivery of the program.

Develop an effective and sustainable youth mentoring model that provides continued support for young people in the region.

• Analysis of review completed.

• Key recommendations implemented.

Q3 DCCS




Our Economy – dynamic, productive and resilient

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



Development of regional marketing and investment attraction documents.

Promote and market the Gympie region from industry and lifestyle perspectives.

• Publication of Investment Prospectus, Industry Snapshots, and other print material.

• Provide current and relevant information online through webpage and social media.

Q3 OCEO

Development and delivery of workshops, seminars, events and business consultations.

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

10 events – 250 attendees. Q4 OCEO

Establish and maintain strong relationships with industry and government agencies.

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

• Sponsorship provided for Chamber of Commerce and industry specific events.

• Facilitate three government organised business related events being held in the region.

Q4 OCEO

Develop strategic partnerships with regional education providers.

Build industry capacity and capability. Implementation of Study Gympie Region Project.

Q3 OCEO

Digital Gympie Region and Startup Gympie Region programs to establish opportunities for the development of the digital economy and knowledge based industries in the region.

Build industry capacity and capability. Action implementation plan developed and implemented.

Q4 OCEO





Audit of manufacturing industry, assessment of opportunities and issues, and identification and promotion of opportunities for industry growth.

Improve the capacity and capability of the manufacturing industry, implement best practice management and regional Centre of Excellence

Build industry capacity and capability. • Audit conducted.

• Issues and opportunities identified through industry surveys.

• Action Plan developed and implemented.

• Positive feedback from regional businesses via participation in targeted events.

• Five per cent increase in uptake of programs in the region.

Q4 OCEO

Continued ongoing development of the Gympie Gold Regional Produce brand and network to develop the agriculture, agribusiness and food industry.

Build industry capacity and capability. • Industry and regional promotion through attending 3 trade shows/industry events per calendar year, online promotion and other as available.

• Conduct two industry surveys to identify and promote opportunities for industry growth including securing additional resources and investment.

• Facilitate 1 feasibility study of collaborative selling and transport opportunities.

Q4 OCEO






Undertake regular amendments to the Gympie Regional Council Planning Scheme 2013.

To ensure the Planning Scheme is a robust document that responds to community needs.

Commence the amendment process for Amendment Package 2 to the Planning Scheme.

Q4 DPD

Finalise amendments to the Gympie Regional Council Planning Scheme 2013 to incorporate the Local Development Area’s – Southside LDA and East Deep Creek LDA.

The Structure Plan’s will be used to inform the assessment of any development applications lodged in the LDA. The Structure Plans will provide the community with certainty regarding what development can occur in the LDA’s.

Council endorsement of the Structure Plan’s for the East Deep Creek and Southside LDA’s. Commence the amendment process to the Planning Scheme to adopt the Structure Plans.

Q4 DPD

Prepare Trail Development Plans for the second round of priority projects from the Tracks and Trails Plan.

Finalise delivery of trails (or stages of trails) and supporting infrastructure associated with first round.

Continue development of a network of tracks and trails throughout the region in line with the endorsed Tracks and Trails Plan.

Round one projects finalised. Q1 DPD

Trail Development Plans for round two projects complete.

Q4

Prepare Concept Designs for the second round of exit and launch points from the Canoe and Kayak Strategy.

Finalise delivery of exit and launch points for first round projects.

Continue development of a network of canoe and kayak water based trail infrastructure throughout the region in line with the endorsed Canoe and Kayak Strategy.

Round one projects finalised. Q1 DPD

Concept Designs for round two projects complete.

Q4






Continue implementation of endorsed Gympie Town Centre Streetscape and Urban Design Palette to ensure all streetscape improvement works in the Town Centre deliver a consistent theme.

Create an improved streetscape design with unifying street furniture and planting palette to enhance the overall pedestrian amenity and character setting of the Town Centre.

Replace unsafe/damaged and highly inconsistent streetscape elements with enhanced elements in accordance with the Urban Design Pallette.

Ongoing roll-out Q1 - Q4 DPD

Undertake proactive place management of the Gympie Town Centre to improve the environment and viability for new and existing businesses.

To activate the public realm, enhance the sense of place and position the Town Centre as the key retail, commercial, service, entertainment and social hub for the Region.

Creation of a once a month dining event on Smithfield Street.

Complete Al Fresco Dining Guidelines.

Q2 DPD

Continue the implementation of the Gympie Town Centre Branding and Marketing Strategy.

Build on the unique identity and place characteristics of the Town Centre.

Ongoing roll-out. Q1 - Q4 DPD

Continued development of Concept Master Plans for the region’s townships and implementation activities under the “Our Towns” Sustainable Centres Program.

To deliver enhanced and ongoing economic sustainability of regional townships by reinforcing the commercial centre, increasing pedestrian amenity, strengthening the sense of place and unique identity of each town.

Implement Phase 1 activities for the following townships:

Q4 DPD

• Cooloola Cove; Q1

• Tin Can Bay; Q2

• Goomeri. Q2

Finalise detailed design to commence delivery for Rainbow Beach.

Q4






Finalise detailed design of the Youth Precinct.

To:

• meet the growing needs of the Gympie community and its youth,

• create a key regional level destination

• incorporate and reuse the now redundant Gympie Memorial Pool building and pool facilities.

• contribute to Town Centre Revitalisation.

Stage 1 commenced including:

• an all ages, all skill level wheeled sports facility and bouldering wall; and

• social areas, event/competition capacity and connection to the refurbished Pool Building and associated amenities (toilets.)

Q4 DPD

Finalise detailed design and commence implementation of Upper Mary Street Revitalisation project.

To upgrade existing aged infrastructure in an iconic, historical precinct of the Gympie Town Centre to create significant economic, community and social benefits.

Detailed design completed and construction underway.

Q4 DPD






Finalise the Master Plan for the Gympie Heritage Railway Station Revitalisation and commence delivery.

To:

• strengthen the heritage identity, sense of place and unique identity of the precinct;

• provide for the future operation of the Valley Rattler running services from the Gympie Station Precinct;

• enhance visitor experience, improve amenity as well as activation of future uses and activity in the precinct to generate economic development.

Precinct Master Plan finalised and endorsed.

Q2 DPD

Priority activities implemented. Q4




Work with community, government and private sector stakeholders to optimise the economic and social benefits of the National Disability Insurance Scheme roll out.



Undertake joint workshops and information sessions with the National Disability Agency, community sector and commercial operators.

Regional readiness for the roll out of NDIS in 2019 to optimise economic and social benefits.

Two workshops held in the region. Q4 DCCS

Identification and promotion of opportunities for Health Care and Social Assistance industry growth, in particular in association with rollout of NDIS.

Build industry capacity and capability.

Increase sector profitability and enhance delivery of services.

• Issues and opportunities impacting four key industry sectors researched and identified.

• Conduct one industry mapping project.

• Develop action implementation plan.

• Conduct three industry round tables.

Q4 OCEO




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



Development and implementation of Gympie Region Economic Development Strategy for the period 2017 - 2022.

Development of a forward focussed Strategy which capitalises on regional opportunities and provides direction for future development and regional growth.

Promote regional economic development that is vibrant, strong and resilient.

Development and implementation of new Strategy

Q4 OCEO

Further develop the Kilkivan to Kingaroy Rail Trail.



Finalise delivery of Kilkivan to Kingaroy Rail Trail for multi-use recreation opportunities.

To deliver a multi-use recreation trail to improve visitor offer in the region’s west and provide economic benefits to the townships of Kilkivan and Goomeri though increased year round patronage.

Trail delivered. Q1 DPD

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

Q4




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



Develop a Region wide Recreational Vehicle Strategy to highlight a network of RV stopovers and RV friendly locations across the region and to guide progressive improvement and delivery of RV stops and associated infrastructure.

To finalisation of a region-wide RV Strategy to identify and prioritise economic opportunities for capturing RV visitation across the region.

Recreational Vehicle Strategy endorsed.

Q2 DPD

Implement the Airport Masterplan.



Development of a Gympie Aerodrome Master Plan.

Master Plan approved for Gympie Aerodrome.

Draft Masterplan to be placed on public exhibition for comment.

Q1 DCCS

Council adoption of Masterplan.

Detailed design and cost estimates completed for Stage 1.

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




Our Environment – sustainable, well-managed and accessible

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



Conduct Sewage Treatment Plant (STP) risk assessments and negotiate proposed amendment to STP environmental authority.

Licence conditions in-line with achievable environmental targets.

Risk assessments completed.

Negotiations with Department of Environment and Heritage Protection completed.


Deliver Environment Levy Community Group Grants.

To provide assistance to local NRM Community Groups to undertake environment focused projects working in the environmental priorities network.

Twenty per cent of the Environment Levy provided to local NRM Community Groups.

Q4 DPD

Undertake Environmental assessments for all Council works that impact on the natural environment.

To ensure environmental best practice and compliance with environmental legislation.

One hundred per cent of Council works undertaken in the 2017/2018 year that impact on the natural environment have an environmental assessment undertaken.

Q1 - Q4 DPD



Commence implementation of revised environment strategy.



Finalise the draft Environment Strategy.

To guide Council and community action in responsible environmental management, sustainability and stewardship of the Gympie Region.

Environment Strategy adopted by Council.

Q1 DPD

Form an Environment Strategy Working Group.

To assist with the implementation and monitoring of actions in the Environment Strategy.

Working Group formed. Q1 DPD

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



Complete a final draft Energy Management Plan for Council facilities.

Enhanced understanding of Council’s level and patterns of energy usage with the intention of reducing Council’s energy costs over a number of years.

Completion of Draft Plan for Council consideration.

Q2 DPD

Commence implementation of Year 1 actions within the adopted Energy Management Plan.

Enhanced management of Council’s energy usage with the intention of reducing Council’s energy costs and its carbon footprint over a number of years.

Commencement of Year 1actions within the adopted Energy Management Plan.

Q4 DPD




Investigate waste management options.



Rehabilitate the former Southside Landfill.

The reshaping and construction of an engineered synthetic lined cap will meet Council’s Environmental Protection Licence obligations and reduce the potential for contamination of groundwater systems.

Rehabilitation completed. Q3 DIS

Consider the implementation of a green waste management solution.

Implementation of a system where green waste is processed and utilised for a higher value purpose and in a sustainable manner than the current shredding model.

Present suitable green waste options to Council for consideration.

Q1 DIS

Investigate Future Landfill Options. To provide Council with options for the long term disposal of the Region’s putrescible solid waste once the existing Bonnick Road landfill closes.

Develop a report for Council’s consideration on options for the long term disposal of solid putrescible waste.

Q4 DIS




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



Review the environmental provisions in the Planning Scheme.

Enhanced environmental provisions and updated mapping incorporated within the Planning Scheme to ensure significant species and ecosystems are protected.

Commence the amendment process for Amendment Package 2 to the Planning Scheme.

Q2 DPD

Incorporate revised environmental provisions into Amendment Package 2 for the Planning Scheme.

Enhanced environmental provisions and updated mapping incorporated within the Planning Scheme to ensure significant species and ecosystems are protected.

Amendment Package 2 to the Planning Scheme endorsed for public consultation

Q4 DPD

Develop and adopt a Biosecurity Plan.



Develop and adopt the Gympie Regional Council Biosecurity Plan.

Council is required to prepare a Biosecurity Plan in accordance with the new Biosecurity Act in order to effectively manage pest plants and animals in its Region.

Biosecurity Plan adopted. Q2 DPD

Promotion and Education of the community on the Control of pest plants and animals.

Conducting open days and promotional displays at Community events assists in empowering community to manage their properties through awareness.

Arrange promotional displays at a minimum of four community events.

Q4 DPD




Continue implementation of Stages 2-4 of the River to Rail Masterplan.



Deliver Stage 1 from Nelson Reserve to the Sands on the Mary River. Finalise trail development planning and commence implementation of continued shared use trail extending from Stage 1 at the Sands, through Deep Creek, One Mile Sport Precinct and up to the Historic Rail Station on Tozer Street.

• To deliver a shared-use trail (class 3-4) suitable for recreational walking/ running and off-road cycling between the Sands and the Rattler Station Precinct.

• To enhance community access to the Mary River and better utilise and manage it as a key recreational asset.

• To deliver a new passive recreation experience for visitors that is strongly linked to the Gympie Town Centre.

Stage 1 complete. Q1 DPD

Stages 2-4 planned and designed between the Sands and the Rattler Station Precinct.

Q4




Our Organisation – accountable, responsive, efficient and innovative

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



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

Increased channels of communication for our Customers to interact with Council.

Selection and implementation of a multi-channel customer contact solution.

Q3 DCCS

Implementation of an on-line planning application inquiry tool.

Q3

Implementation of additional online payment options for customers.

Q4

Update and test ICT Business Continuity Plan.

Validate Council can continue business operations in the unlikely event of a disaster impacting ICT systems.

Vulnerability test of Council’s ICT environment and update of ICT Business Continuity Plan.

Q1 DCCS

Successful test of ICT business continuity plan.

Q2

Upgrade Council’s ICT infrastructure. Provide data communications network capacity to meet the demand at Council Site Offices.

Supplier selection for supply of data communications services to Council site offices.

Q4 DCCS

Modernise Council’s ICT environment for staff.

Windows 10 standard operating environment deployed to all staff.

Q2

Development of a Customer Service Regional Strategy.

To provide consistent levels of Customer Service regionally to meet the needs of our community.

Customer Service Regional Strategy completed.

Q3 DCCS

Action plan completed. Q3





Redevelop Council’s website. To provide a contemporary website that adequately supports Council’s delivery of information and services to a growing and diverse regional community.

Initial reskin of website finalised. Q2 OCEO

‘Go live’ of redeveloped website Q4

Create a three year strategic plan for the Water Business Unit (WBU).

Identification and prioritisation of key activity outcomes required from the WBU over the next three years.

High level plan on a page that can be shared with Council, the WBU Technical Advisory Group, internal staff and the broader community on our strategic vision.


Bi-monthly Technical Advisory Group meetings.

Strategic overview of WBU decisions. Six meetings held. Q4 OCEO – EM Water Business Unit

Undertake Certified Agreement negotiations for all staff to revise and retain important employment conditions which sit outside of Award provision.

Development of a 3 year Certified Agreement that has improved definitions and alignment to relevant Industrial Relations instruments.

Implemented Certified Agreement for GRC.

Q2 OCEO

Development of a Workforce Management Strategy for GRC which address diversity and ageing demographics.

Agreed and communicated actions from the development of a Workforce Management Strategy.

Implementation of priority areas identified in the Strategy.

Q4 OCEO




Deliver a Gympie Regional Council Community Satisfaction Survey rating against both comparable provincial councils and the state average, as measured in the biennial Market Facts survey. This survey is run in conjunction with the LGAQ state-wide survey.



Undertake a region wide community satisfaction survey based on the LGAQ biennial state-wide survey model.

Provide reliable benchmarking of Council’s current performance within the Queensland local government sector.

Conduct the Region-wide survey. Q2 OCEO

Establish an action plan to improve on areas requiring attention as identified from the survey results.

Q4

Investigate an increased focus on user pays for Council services and facilities.



Review all user fees and charges. Increase customers pay for service and facilities.

Maintain competitive neutrality.

New Fees and Charges policy adopted. Q2 DCCS




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



Expansion of the Activ8 program. Further embed the Activ8 program across the organisation.

All staff undertake a performance development conversation.

Development of above and below the line behaviours aligned to the organisational values.

Q4 OCEO

Completed organisational assessment against the ABEF providing the organisation with key focus areas for improvement.

Agreed key actions to develop an Excellence strategy across the organisation.

Q3

Review and improve the continuous improvement program.

To provide the organisation with an improved continuous improvement system.

Pipeline of CI projects. Q3 OCEO

Undertake regular staff satisfaction surveys.



Undertake a relevant organisational wide staff survey.

Review current methods and providers for the implementation of a staff survey which provides solid and meaningful staff engagement results.

Completion of a staff survey with key actions for each business unit to implement and regularly report on.

Q3 OCEO




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



Engage trainee for 12 months. Provide a work experience opportunity to advance employability through skillset development and workplace engagement.

Successful completion of placement as measured by on-going performance assessment by supervisor.

Q4 DCCS

Engage interns studying at universities as part of their course.

Provide a work experience opportunity to advance their employability through skillset development and workplace engagement in related disciplines.

Successful completion of placement as measured by on-going performance assessment by supervisor.

Q2 DCCS

Development of a Trainee/Apprenticeship/Work Experience Plan.

An agreed approach and plan addressing the required workforce of Trainees/Apprentices/Work Experience addressing workforce strategy requirements and learning and development needs.

An agreed percentage of engaged trainee staff across the organisation.

Q2 OCEO




Other activities that link to Strategies and/or Key Performance Measures identified in the Corporate Plan 2017-2022 not previously mentioned as an activity above.

Strategy – Pursue funding opportunities and deliver the strategic plan for the Valley Rattler.



Deliver Valley Rattler project in line with current funding and service agreements.

Meet funding requirements.

Ensure infrastructure delivered to maintain sustainable heritage railway.

Project delivered on time.

Project to be delivered within budget.

Q3 DCCS

Support RRC in delivery of Heritage Rail Tourism business.

Increased tourism to the region. RRC Meets operational and business targets.

Increase tourism to Gympie Region.

Q4 DCCS

Identify external revenue/funding sources to enhance RRC operations.

Increase sustainability of business. At least two external revenue sources identified.

Q4 DCCS

Strategy – 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.

Q4 DIS


Gympie Regional Council1300 307 800 242 Mary Street (PO Box 155), Gympie QLD 4570gympie.qld.gov.au

GRC002 | Date: 9/08/2017

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