Table of Contents Introduction ...... 1 1.0 Spectacular Scenery & Healthy Environment ...... 4 1.1 Projects ...... 4 1.2 Programs ...... 6 1.3 Key Performance Indicators ...... 8 2.0 Sustainable and Prosperous Economy ...... 9 2.1 Projects ...... 9 2.2 Programs ...... 10 2.3 Key Performance Indicators ...... 11 3.0 Open and Responsive Government ...... 12 3.1 Projects ...... 12 3.2 Programs ...... 14 3.3 Key Performance Indicators ...... 17 4.0 Relaxed Living and Rural Lifestyle ...... 18 4.1 Projects ...... 18 4.2 Programs ...... 20 4.3 Key Performance Indicators ...... 22 5.0 Vibrant Towns and Villages ...... 23 5.1 Projects ...... 23 5.2 Programs ...... 25 5.3 Key Performance Indicators ...... 27 6.0 Accessible and Serviced Region ...... 28 6.1 Projects ...... 28 6.2 Programs ...... 32 6.3 Key Performance Indicators ...... 35 7.0 Healthy, Engaged and Resourceful Communities ...... 36 7.1 Projects ...... 36 7.2 Programs ...... 38 7.3 Key Performance Indicators ...... 39 Operational Plan 2014/2015 | Table of Contents i
8.0 Organisational Sustainability ...... 40 8.1 Projects ...... 40 8.2 Programs ...... 44 8.3 Key Performance Indicators ...... 49 Appendix 1: Corporate Plan Strategy Codes ...... 50
Operational Plan 2014/2015 | Table of Contents ii
Introduction
Background This Operational Plan has been prepared to satisfy Council’s obligations under the Local Government Regulation 2012 (LG Regulation). This Operational Plan has been prepared concurrently with the 2014/2015 Annual Budget.
The Operational Plan outlines Council’s projects and programs that are designed to progress the implementation of the 5‐year corporate plan as required by s175 of the LG Regulation.
A project is a discrete body of work that occurs within the nominated timeframe. Examples include the delivery of a particular piece of infrastructure, a policy or program review or the implementation of new legislative requirements. Initiatives with a budgetary impact are usually also identified within Council’s budget documents; however projects may include activities funded by recurrent budget allocations. Programs, by contrast, represent the ongoing/recurrent operational activities of Council. Key performance indicators (KPIs) are nominated to provide a mechanism for the measurement of Council’s performance in its programs.
Quarterly reports are provided from the Chief Executive Officer to the Council to track the organisation’s progress in delivering the nominated projects and programs.
Planning Framework The Operational Plan is a key component of Council's strategic planning framework, and should be considered in conjunction with other planning documents, including the long‐term financial plan, annual budget and Corporate and Community Plans.
The purpose of the 2013‐2018 Scenic Rim Regional Council Corporate Plan is to clearly outline the strategic approach that Council will take over the next five years in furthering the goals and objectives of the Scenic Rim Community Plan 2011‐2026. The annual Operational Plan and Budget detail the actions Council will take each year in furthering the delivery of the strategic direction of the Corporate Plan.
Council's strategic planning framework is represented in the diagram provided below.
Operational Plan 2014/2015 | Introduction 1
The Corporate Plan is organised around the seven Community Plan Themes, being: Spectacular Scenery and Healthy Environment; Sustainable and Prosperous Economy; Open and Responsive Government; Relaxed Living and Rural Lifestyle; Vibrant Towns and Villages; Accessible and Serviced Region; and Healthy, Engaged and Resourceful Communities.
The Corporate Plan also identifies an eighth theme of Organisational Sustainability. This recognises the non‐community facing aspects of Council's activities and operations.
Operational Plan 2014/2015 | Introduction 2
For each Corporate Plan theme, Council has nominated a Statement of Intent, identified Strategies to respond to and progress the policy objectives articulated by the Statement of Intent and established Measures to track progress in delivering relevant strategic outcomes.
Each operational plan project and program nominates relevant linkages and relationships to the Corporate Plan Strategies by the use of a unique code for each strategy. For ease of reference, a schedule of Corporate Plan Codes is provided in Appendix 1.
Risk Management Council is committed to implementing a systematic risk management methodology that identifies and addresses areas of potential risk within Council in a manner that is consistent with Australian and industry standards. Effective risk management is governed by an organisational Risk Management Framework that establishes the relationship between Council’s various risk management components and processes.
A key element of the Risk Management Framework is Council’s Organisational Risk Register. This register details how significant risks to the organisation are described, assessed and managed. It is maintained in accordance with Council’s Risk Management Policy and the Enterprise Risk Management Guidelines. Linkages to the Organisational Risk register for each project and program are detailed by the Operational Plan. This Operational Plan should be read in conjunction with the Organisational Risk Register.
Operational Plan 2014/2015 | Introduction 3
1.0 Spectacular Scenery & Healthy Environment STATEMENT OF INTENT Council recognises the region’s unique natural environment and will proactively and sustainably work to preserve and enhance it in partnership with our community.
CORPORATE PLAN STRATEGIES SHE1 Ensure environmental considerations and sustainability principles are integrated into key decision‐making processes, policies and procedures including future land use planning, and infrastructure and organisational service delivery. SHE2 Conserve, protect and enhance the region’s unique biodiversity, scenic vistas, natural resources and ecological processes. This will include taking steps to minimise the impact of pest species, improving degraded land and waterways, and protecting and enhancing environmental corridors. SHE3 Engage and partner with key stakeholders in all sectors to progress prosperity and sustainability through coordinated decision making and regional ecosystem investment that duly recognises the significance of our environment and ecosystem services. SHE4 Recognise and support the right to farm by our rural landholders and provide appropriate tools, opportunities, incentives and support to strengthen environmental management practices. SHE5 Provide innovative waste reduction, recycling and management practices to minimise adverse effects of waste on the environment and impacts on the community. SHE6 Provide strong advocacy to ensure our region is protected from industries such as coal mines and coal seam gas development. SHE7 Recognise and manage the impacts of climate change and peak oil.
1.1 Projects Secondary Risk Register Primary Project Description Deliverable(s) Delivery Date Department Strategy(ies) Links Strategy Code Codes Flying Fox Management 1. Develop an Urban Flying Fox Management Strategy 1. 31/12/2014 Health, Building & CF5 SHE1 SHE2 for consideration by Council 2. 30/06/2015 Environment CE3 SHE3 2. Design and implement a flying fox management CE6 SHE4 system CE8 SHE7 Waste Strategy 1. Waste Strategy developed and considered by 1. 30/6/2015 Property & CE1 SHE1 SHE2 Council to ensure viable term management of Operations CE2 SHE5 waste within the region CE3 SHE7 CE4 ASR1 WHS1
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Secondary Risk Register Primary Project Description Deliverable(s) Delivery Date Department Strategy(ies) Links Strategy Code Codes Review Pest Management Plan 1. Review the implications of the Bio‐Security Act 1. 30/03/2015 Health, Building & CF5 SHE2 SHE1 to incorporate parts of Bio‐ 2014 on Pest Management Plan 2. 30/06/2015 Environment CF6 SHE3 Security Act 2. Report outcomes to Council CE3 SHE4 CE5 ORG1 CE6 ORG2 ORG3 ORG4 Million Trees‐ Scenic Rim 1. Parks & Reserves plantings identified 1. 30/09/2014 Health, Building & CE3 SHE2 SHE3 2. Rural trees program delivered 2. 31/12/2014 Environment CE6 SHE4 3. Partner organisation identified and reported to 3. 31/12/2014 WHS1 SHE7 Chief Executive Officer 4. 31/01/2015 RRL3 4. Project update reported to Chief Executive Officer 5. 30/06/2015 VTV2 5. Project outcome report provided to Council Wild Dog Program 1. Develop a Wild Dog Action Plan 1. 30/03/2015 Health, Building & CF5 SHE2 SHE1 2. Present Action Plan to Chief Executive Officer 2. 30/06/2015 Environment CF6 SHE3 CE3 SHE4 CE5 ORG1 CE6 ORG2 ORG3 ORG4 Fuel Reduction Strategy 1. Fuel Reduction Strategy reviewed 1. 31/12/2014 Fleet CF2 SHE5 SHE1 2. Fuel Reduction Strategy Action Plan delivered and 2. 30/06/2015 CF4 SHE2 reported to Chief Executive Officer CF5 SHE7 CF7 ASR1 IA3 CE1
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1.2 Programs Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Roadside Weed Management 1. Main Roads Contract Health, Building & CF5 SHE1 SHE2 2. Local Government Controlled Roads Environment CF6 SHE3 CE3 SHE4 CE8 SHE7
Habitat Protection Program 1. Land for Wildlife Health, Building & CF5 SHE1 SHE2 2. Voluntary Conservation Agreements Environment CE3 SHE3 3. Nature Refuge and Conservation Covenant Program CE6 SHE4 CE8 SHE7 WHS1 Waterways 1. Develop strong partnerships with key government and non‐ Health, Building & CF5 SHE1 SHE2 governmental organisations e.g. Healthy Waterways Environment CE3 SHE3 2. Deliver 5‐year Rivers Program CE6 SHE4 3. Deliver Healthy Country Program CE8 WHS1 Reserve Management 1. Deliver nominated actions from Reserve Management Plans Health, Building & CE6 SHE1 SHE2 2. Undertake bushfire mitigation in accordance with Environment WHS1 SHE3 Management Plans SHE4 3. Pest animal and plant control SHE7 ASR1 HER5 Community Environmental 1. Deliver community education and awareness program Health, Building & CF5 SHE1 SHE2 Management 2. Deliver Community Environmental Grants program in Environment CE3 SHE3 accordance with Community Grants Policy CE6 SHE4 CE8 SHE7 WHS1 Climate Change 1. Undertake review of legislative changes to the carbon tax Health, Building & CF5 SHE1 SHE2 2. Deliver nominated energy efficiency upgrades Environment CE3 SHE3 CE6 SHE4 SHE7 ORG3 Pest Management Plan regulatory 1. Deliver private property inspection program in accordance Health, Building & CF5 SHE1 SHE2 activities with approved inspection program Environment CE3 SHE3 2. Deliver wild dog baiting program CE6 SHE4 CE8 ORG3 WHS1 ORG4 Operational Plan 2014/2015 | 1.0 Spectacular Scenery & Healthy Environment 6
Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Regulatory services under 1. Provide sediment and erosion regulatory services Health, Building & CE2 SHE1 SHE2 Environmental Protection Act 1994 2. Provide environmental nuisance regulatory services Environment WHS1 SHE3 SHE4 ORG3 ORG4 Waste Disposal 1. Transfer station network operations Property & Operations CF1 SHE1 ORG3 2. Recycling programs CF5 SPE2 3. Council landfill activities CF6 ASR1 4. Waste education program IA1 ASR4 IA2 OS2 IA3 OS3 IA6 CE1 CE2 CE3 CE4 CE7 WHS1 Waste Collection 1. Collection contract administered Property & Operations CF1 SHE1 ORG3 2. Service requested delivered CF5 SPE2 CF6 ASR1 IA1 ASR4 IA2 OS2 IA3 OS3 IA6 CE1 CE2 CE3 CE4 CE7 WHS1
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1.3 Key Performance Indicators KPI Title KPI Descriptor Target Department Nature Conservation 1. Site visits undertaken for all Land for Wildlife participating properties 1. 50% Health, Building & 2. Site visits undertaken for all Voluntary Conservation Agreement participating 2. 100% Environment properties Reserve Management 1. Undertake bushfire mitigation works in accordance with Management Plan 1. 95% Health, Building & Environment
Climate Change 1. Kg CO2eq /per annum 1. No net increase in Scope 1 or 2 Health, Building & greenhouse gas emissions Environment State Road Weed Control 1. Nominated weed control activities on State roads undertaken in in accordance 1. 95% Health, Building & with treatment schedule Environment Private and Public Land Pest 1. Programed property inspections undertaken in accordance with Pest 1. 95% Health, Building & Management Management Plan 2. 95% Environment 2. Nominated roadside (local road) weed control activities undertaken in accordance with Pest Management Program Regulatory services under 1. Requests for Action for high risk matters responded to within 48 hours 1. 100% Health, Building & Environmental Protection Act 2. Requests for Action for all other matters responded to within applicable service 2. 95% Environment 1994 standards
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2.0 Sustainable and Prosperous Economy STATEMENT OF INTENT Council will contribute to the enhancement of the regional identity, support and foster sustainable economic growth for existing and new business to create local employment opportunities within our region whilst recognising the values and wellbeing of our community and natural environment.
CORPORATE PLAN STRATEGIES SPE1 Encourage local investment and sustainable business practices, and provide appropriate tools, opportunities, incentives and support to our business sector to build capacity, expertise, broaden the region’s economic base and enhance innovation. SPE2 Invest in appropriate infrastructure to stimulate the ongoing development of our region. SPE3 Ensure we operate in a way that recognises and supports business needs and aspirations while protecting broader community and environmental interests. SPE4 Advocate and support the planning and delivery of major projects that align with the community plan’s regional vision, in collaboration with government agencies and other key stakeholders.
2.1 Projects Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Investment Ready Projects 1. Consult with Council and Trade and Investment 1. 31/12/2014 Community & CF2 SPE1 SPE2 Queensland on identifying investment projects in the 2. 30/06/2015 Culture CF4 SPE3 Scenic Rim CF5 SPE4 2. Make an application to have those projects classified CE8 VTV4 as "investment ready" by Trade and Investment Queensland
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2.2 Programs Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Tourism & Regional Promotion 1. Progress recommendations from Signage Strategy, including Community & Culture CF5 SPE1 SPE3 the Scenic Rim Way (East‐West Tourist Route) CF11 RL1 2. Annual marketing and promotions plan implemented including reviewed Regional Guide and cooperative campaigns Economic Development 1. Implement key Agriculture Strategy recommendations Community & Culture CF11 SPE1 SPE3 including Regional Agribusiness Forum and Eat Local Week ORG1 2. Partner relevant groups to deliver the Scenic Rim Business OS1 Excellence Awards 3. Delivery of seminars and planning workshops tailored to small business sector Visitor Information Centres 1. Coordinate the operation of accredited Visitor Information Community & Culture CF5 SPE2 RRL2 Centres at Beaudesert, Boonah, Canungra, Rathdowney and IA2 VTV2 Tamborine Mountain IA3 OS2 WHS1 Alliance and Contract Works 1. Routine Maintenance Performance Contract Works CF1 SPE2 SPE3 2. Works for other Councils CF10 ORG5 3. Private works CF11 OS2 4. Other Department of Transport and Main Roads Contracts CF15 CE1 PO1 WHS1
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2.3 Key Performance Indicators KPI Title KPI Descriptor Target Department Development Assessment 1. Measurement of timeframes for assessment of Development Applications 1. 100% Planning including negotiated decision notices, change to conditions and change to 2. 100% approvals against Council of Mayors targets: a) Total time from lodgement to Decision b) Average time to issue Acknowledgement Notice (if one required) c) Average time taken to complete information request (if requested) d) Time to contact applicant after lodgement e) Time for Application to be allocated to an Officer 2. Development application assessed within statutory timeframes Planning Certificates 1. Planning certificates issued within statutory timeframes 1. 100% Planning Operational Works 1. Operational Works development application processing timeframes against 1. 100% Design Council of Mayors targets Survey Plans 1. Signing and sealing of survey plans managed in accordance with statutory 1. 100% Property & Operations timeframes
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3.0 Open and Responsive Government STATEMENT OF INTENT Council will provide leadership that supports the diverse needs of our community. We value this diversity and will actively engage to deliver a range of affordable services in an efficient and fair manner. We will acknowledge the aspirations of our community when making decisions in an ethical and transparent way.
CORPORATE PLAN STRATEGIES ORG1 Continue to develop initiatives and processes to communicate and engage with our diverse community. ORG2 Facilitate community participation in decision making. ORG3 Create a corporate environment underpinned by ethical behaviour that fosters a proactive customer service culture, processes and procedures that progress open and accountable governance and apply a risk management approach. ORG4 Provide streamlined and practical regulatory services that deliver on the shared vision with the community. ORG5 Provide strong advocacy on local issues of significance and pursue an integrated whole‐of government approach to planning, coordination and improvements in the provision of essential services and infrastructure.
3.1 Projects Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Local Law Review 1. Implement amended local law instruments 1. 30/09/2014 Governance CF5 ORG1 ORG3 CF6 ORG4 CF12 CE2 Information Access and Privacy 1. Develop and implement a procedure for processing 1. 30/09/2014 Governance CF6 ORG1 ORG2 Non‐Party Disclosure Applications made under CE2 ORG3 section 134A of the Evidence Act 1977 ORG4 OS2 OS3 Organisational Management 1. Finalise implementation of staff performance 1. 30/06/2015 Human Resources CF7 ORG3 OS4 System management system component CF4 OS3
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Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Community Safety Program 1. Implement Community Safety Program 1. 31/12/2014 Governance CF5 ORG3 OS2 CF6 OS3 CE8 RRL1 IA2 RRL2 IA3 RRL3 IA6 VTV2 WHS1 VTV4 Caretaker Period Protocol 1. Undertake a review of Council's Caretaker Period 1. 30/06/2015 Governance CF6 ORG3 ORG5 Review Protocol CE2 OS1 PO2 OS2 PO3 OS4 Corporate Compliance Training 1. Develop draft 5‐year Corporate Compliance 1. 30/09/2014 Governance CF1 ORG3 ORG4 and Development Training and Development Plan CF4 OS2 CF6 OS3 CF9 OS4 CF12 OS6 CF13 CE2 PO1 PO2 Development Assessment 1. Endorsement by Chief Executive Officer of 1. 30/06/2015 Primary CF6 ORG4 OS3 Improvement Program Departmental Business Plan 2. 31/05/2015 Planning CE2 OS4 2. Development of a Risk Assessment Framework 3. 31/05/2015 CF6 3. Review of Plan Endorsement process 4. 31/05/15 Secondary 4. Implement improvement plan for Operational Design Works
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3.2 Programs Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Information Access and Privacy 1. Deliver compliant statutory and performance reporting Governance CF5 ORG1 ORG2 2. Maintain compliant information / disclosure registers CF6 ORG3 3. Maintain compliant right to information publication scheme CF7 ORG4 and information request management process CF8 OS2 4. Maintain compliant information privacy functions CF11 OS3 CE5 Complaints Management 1. Maintain the Complaints Management Program Governance CF6 ORG1 ORG3 2. Deal with complaints in a manner compliant with legislative CF7 OS2 requirements CF11 CF13 CE2 PO3 Community Connectivity 1. Provide community engagement advisory function and Communications & CF5 ORG1 ORG2 ensure activities are consistent with Community Engagement Engagement Policy 2. Utilise social media and other communication channels to connect with Scenic Rim community 3. Provide a communication channel to the community in disaster situations for the Local Disaster Management Group through the Emergency Operations Centre Strategic Communication 1. Maintain positive relationships with media organisation and Communications & CF5 ORG1 OS2 ensure enquiries are responded to within agreed timeframes Engagement OS3 2. Prepare corporate communication materials and distribute to OS4 media and external stakeholders as necessary 3. Media requests from metropolitan media responded to within 24 hours and local media requests responded to within agreed timeframes 4. Monthly media monitoring reports provided to Councillors and Executive Team Corporate Branding and Identity 1. Maintain Council website presence and deliver continuing Communications & CF5 ORG1 ORG2 improvement to online environment Engagement 2. Provide graphic design support to Council to assist in delivery of operational and organisational objectives within agreed timeframes 3. Ensure material complies with Council branding and professional standards 4. 5‐day turnaround for standard graphic design requests Operational Plan 2014/2015 | 3.0 Open and Responsive Government 14
Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Regional Collaboration 1. Provide support to the Mayor and CEO in maintaining inter‐ Communications & CF5 ORG1 ORG2 governmental and inter‐regional relationships Engagement Property Management 1. Council’s Community Leasing Program managed as required Property & Operations CF1 ORG2 SHE1 2. Acquisitions and resumptions of land and easements CE2 SHE2 managed, as required PO3 SHE3 3. Council’s Agistment program managed WHS1 SPE3 4. Signing and sealing of survey plans administered, as required ASR1 5. Purchasing and sale of Council land OS1 6. Council’s Legal Document Register managed Statutory Financial Reporting 1. Deliver annual financial reports in accordance with statutory Financial Services CF3 ORG3 OS1 timeframes CF6 OS4 2. Coordinate external audit and delivery of requirements in CF14 accordance with the external audit timetable 3. Information required for Community Financial Report provided in accordance with required timeframes for inclusion in the Annual Report Policy Development and Review 1. Maintain register Governance CF4 ORG3 SPE3 2. Provide coordinated policy development and support services CF5 ORG1 CF11 ORG2 CF12 ORG4 CE2 ORG5 CE3 OS1 CE6 OS2 CE8 OS4 Delegations and Authorisations 1. Maintain compliant delegations processes and registers Governance CF5 ORG3 SPE3 2. Maintain compliant local government authorised persons and CF6 ORG4 worker systems CF7 CF9 Corporate Compliance Training 1. Implement Corporate Compliance Training and Development Governance CF1 ORG3 ORG4 and Development Program CF4 OS2 CF6 OS3 CF9 OS4 CF12 OS6 CF13 CE2 PO1 PO2
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Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Revenue Management 1. Ensure rates are levied in accordance with statutory Financial Services CF3 ORG4 ORG3 timeframes CF4 OS2 2. Monitor outstanding rates and debtors and enforce CF5 OS3 collection actions CF6 OS4 3. Preparation of monthly outstanding rates and debtors CF7 reconciliations and reports 4. Provision of advice to internal and external customers relating to rating and property matters Information Management 1. Management of incoming correspondence Information Services CF6 ORG4 ORG3 2. Provision of information management services to support CF7 OS3 Council operations CF8 OS4 3. Provision of ongoing training and support on information CE2 management and ECM to internal customers CE5 4. Internal audit program on compliance with records standards 5. Provide information archiving services
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3.3 Key Performance Indicators KPI Title KPI Descriptor Target Department Written Correspondence 1. When you write or email Council, we aim to: 1. 90% Community & Culture ‐ Respond to you within 10 working days ‐ If we cannot complete your request within that time an expected completion date will be supplied with an acknowledgement of your correspondence within 10 working days This acknowledgement can be in written form, by telephone, facsimile or email Telephone Based Services 1. Agreed services delivered and general information requests responded to at first 1. 80% Community & Culture contact resolution Requests for Action 1. Provide a response within the relevant service standard for the service you 1. 90% Community & Culture requested Information Access and Privacy 1. Right to Information and Information Privacy applications processed within 1. 100% Governance statutory timeframes 2. 100% 2. Requests to update Councillor Register of Interests processed within statutory timeframes Delegations and Authorisations 1. Chief Executive Officer delegation requests processed within 10 business days 1. 100% Governance 2. Updates to delegation register recorded within 5 business days 2. 100% Policy Development and 1. Council policies reviewed within nominated review schedule 1. 100% Governance Review Complaints Management 1. Customer acknowledgement of complaints within 10 business days 1. 100% Governance 2. Provide a written outcome response to the complainant within 10 business days 2. 100% of complaint finalisation Statutory Financial Reporting 1. Annual financial statements audited and signed by QAO by 31 October 1. 100% Financial Services
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4.0 Relaxed Living and Rural Lifestyle STATEMENT OF INTENT Council will manage future growth opportunities and development to preserve our natural assets and to enhance our rural lifestyle.
CORPORATE PLAN STRATEGIES RRL1 Assist the community to build capacity to respond to their needs and aspirations while also delivering programs and supporting events that promote active participation across all sections of our community. RRL2 Identify, plan and respond to the sport, recreation and leisure needs of our region by providing appropriate facilities and open space, and supporting a range of programs that will foster a healthy and active community. RRL3 Create a region that is home to a diverse range of residential options, a place where people desire to live, work and play. RRL4 Develop a planning vision and supporting planning instruments for the region which promotes community aspirations and clearly articulates the unique qualities of our natural assets and the identity of our towns, villages and communities.
4.1 Projects Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Social Plan and Sport and 1. Review completed 1. 31/03/2015 Community & CF5 RRL1 HER1 Recreation Plan Review 2. Draft Social Plan and Sport and Recreation Plans 2. 30/04/2015 Culture CE8 HER4 presented to Council for consideration 3. 30/06/2015 WHS1 VTV2 3. Adoption of final Social and Sport and Recreation VTV3 Plans Implement a Streamlined 1. Report to Council the requirements of the 1. 30/12/2014 Health, Building & CF5 RRL3 SHE1 Plumbing Compliance amendments required under the Plumbing and 2. 31/03/2015 Environment CE3 SPE1 Certificate and Assessment Drainage Act 2002 CE6 SPE3 Process for Class 1 & 10 2. Implement changes to internal processes to CE8 ORG3 Buildings Connected to Sewer facilitate legislative reforms WHS1 ORG4 OS2 OS3 OS4
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Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Develop a New Planning 1. Draft Strategic Framework endorsed by Council 1. 31/12/2014 Planning CF6 RRL3 RRL4 Scheme 2. Draft planning scheme mapping considered by 2. 30/06/2015 CF11 SHE1 Council 3. 30/06/2015 IA2 SPE3 3. Draft zone codes considered by Council 4. 30/06/2015 CE2 ORG2 4. Draft overlay codes considered by Council CE3 ORG5 CE4 VTV4 OS2 Implement Boonah Planning 1. Boonah Planning Scheme Amendment No. 5 1. 30/06/2015 Planning CF5 RRL3 RRL4 Scheme Amendment No. 5. gazetted CF11 SHE1 CE3 SPE3 CE4 ORG2 CE8 ORG5 VTV4 OS2 Identify Natural Hazard Areas 1. Deliver ongoing flood hazard investigation and 1. 30/06/2015 Planning CF6 RRL4 SHE1 (flood) in the Scenic Rim mapping of the catchments within the Scenic Rim CF8 SPE3 local government area CE2 ORG5 CE3 HER5 OS4 Planning Information Systems 1. Implement new modules to support development 1. 31/08/2014 Information CF6 RRL4 SHE1 Implementation of the new Scenic Rim Planning Scheme Services CF8 ORG4 CE2 OS3 OS4 2014 Regional Plan Review 1. Investigate opportunities presented for the region 1. 30/06/2015 Regional Services CE8 RRL4 ORG1 by the 2014 Regional Plan Review 2. 30/06/2015 VTV4 2. Report considered by Council VTV5
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4.2 Programs Risk Register Primary Secondary Program Description Deliverable Department Links Strategy Code Strategy(ies) Codes Arts and Culture 1. Implement Arts and Culture Plan objectives including the Community & Culture IA3 RRL1 HER1 development work for the War Stories theme for 2015 CE8 HER4 2. Operate Beaudesert and Boonah Cultural Centres CF5 VTV2 3. Heritage and Public Art program VTV3 Community Development 1. Implement Social Plan including continuation of Scenic Rim Community & Culture CF5 RRL1 HER1 Community Transport Initiative, community events and CE8 HER4 activities and Annual Review WHS1 VTV2 2. Implement Sport and Recreation Plan including Healthy & VTV3 Active Program, youth and community sport and recreation promotion, and Professional Development Workshops. 3. Deliver Council events program 4. Deliver Youth Leadership Program 5. Annual Sports Forum and annual review Camping Grounds 1. Camping ground maintained and operated Property & Operations CF5 RRL2 SPE2 2. Camping grounds upgrades undertaken as programmed IA3 HER5 CE8 ASR1 WHS1 Building and Plumbing 1. Building approval services Health, Building & CF6 RRL4 SPE3 2. Building compliance services Environment CE2 ORG3 3. Plumbing approval services CE5 ORG4 4. Plumbing compliance services WHS1 VTV4 5. Education and Awareness Development Compliance 1. Proactive Higher Risk Development compliance assessment Health, Building & CF6 RRL4 SPE3 2. Community response to High Risk Developments Environment CE2 ORG3 3. Community response ‐ non conforming developments CE5 ORG4 4. Compliance Management services to internal departments WHS1 VTV4 HER5 Development Assessment 1. Development Application Assessment Services Planning CF6 RRL4 SPE3 2. Planning and Flooding Certificates CE2 SHE1 ORG3 3. Pre‐lodgement and development advisory services CE5 ORG4 WHS1 VTV4
Planning Customer Service 1. Establishment of Customer Service Charter Planning CF6 RRL4 SHE1 2. Integrate Development Assessment into Council's Customer CE2 SPE3 Satisfaction Survey process CE5 ORG3 WHS1 ORG4 VTV4 Operational Plan 2014/2015 | 4.0 Relaxed Living and Rural Lifestyle 20
Risk Register Primary Secondary Program Description Deliverable Department Links Strategy Code Strategy(ies) Codes Land Use Planning 1. Respond to and implement changes to state and regional Planning CE4 RRL4 ORG5 planning policy and legislation CF4 RRL3 CF6 CF7 Operational Works 1. Development Application Operational Works assessment Design CF6 RRL4 SPE3 services meet Integrated Development Assessment System CE2 ORG3 (IDAS) timeframes CE5 ORG4 2. Pre‐lodgement and development advisory services WHS1 VTV4
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4.3 Key Performance Indicators KPI Title KPI Descriptor Target Department Land Use Planning 1. Submissions to proposed changes to state and regional planning policy and 1. 100% Planning legislation provided within public consultation timeframes Building and Plumbing 1. Building applications approved within statutory timeframes 1. 100% Health, Building & 2. Plumbing application approved within statutory timeframes 2. 100% Environment 3. Requests for action are responded to in line with service standards 3. 100% Development Compliance 1. Compliance assessments for Higher Risk Developments undertaken within 3 1. 95% Health, Building & months of commencement of use Environment Sporting Facility Availability 1. All Council sporting facilities available for scheduled fixtures 1. 90% Property & Operations Healthy and Active Program 1. Deliver nominated activities in accordance with program schedule 2. 90% Community and Culture
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5.0 Vibrant Towns and Villages STATEMENT OF INTENT Council will work to improve the vibrancy of our towns and villages whilst recognising their heritage values and natural assets.
CORPORATE PLAN STRATEGI ES VTV1 Provide support to the community to own, develop and deliver diverse initiatives that reflect their individual character. VTV2 Create attractive and engaging places and spaces with a focus on town and village centres. VTV3 Support community events, activities and celebrations. VTV4 Encourage a mix of growth and development in our town centres to invigorate them, while recognising their heritage and character. VTV5 Ensure the provision of parks, open spaces and community infrastructure is consistent with identified local and regional needs.
5.1 Projects Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Vibrant and Active Towns and 1. Project scope is considered by Council 1. 30/10/2014 Community & CF2 VTV1 VTV2 Villages 2. Town visioning process completed for towns and/or 2. 30/06/2015 Culture CF4 VTV3 villages CF5 VTV4 IA2 HER1 IA5 ASR1 CE4 CE8 WHS1 Graffiti Management 1. Guidelines for the management of graffiti 1. 30/08/2014 Property & CF1 VTV2 VTV5 developed 2. 31/12/2014 Operations CF2 2. Service levels for graffiti management established CF5 IA2 CE8 Parks and Amenities Strategy 1. Park and Amenities Strategy developed and 1. 30/06/2015 Property & CF2 VTV5 SHE1 considered by Council Operations CF5 SHE2 IA2 RRL2 IA3 RRL4 IA5 CE4 CE8
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Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Park Management 1. Park Management procedures developed, 1. 31/12/2014 Property & CF2 VTV5 ORG1 implemented and reported to Chief Executive 2. 30/06/2015 Operations CF5 Officer CF6 2. Park refuse management reviewed and actions IA3 implemented CE1 CE4 CE6
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5.2 Programs Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Grants Programs 1. Community and cultural grants Community & Culture CF5 VTV1 VTV3 2. Regional Arts Development Fund (RADF) grants CF6 RRL1 3. Sport and recreational grants CF14 RRL2 CF15 RRL3 CE8 ORG1 SPE2 SHE1 SHE2 SHE3 SHE4 Parks 1. Mowing maintenance services to parks delivered as per Property & Operations CF3 VTV2 VTV5 service levels CF5 RRL2 2. Aesthetics and functionality of parks achieved through CF6 RRL3 regular maintenance IA2 ASR1 3. Slashing program delivered as per schedule IA3 HER5 CE1 WHS1 CE4 CE8 WHS1 Nurseries and Gardens 1. Landscape and garden maintenance delivered as per service Property & Operations CF3 VTV2 VTV5 level CF5 RRL2 2. Tree Management Program delivered CF6 RRL3 3. Free Tree Program delivered IA2 ASR1 IA3 HER5 CE1 WHS1 CE4 CE8 WHS1 Public Amenity Facilities 1. Public amenity facilities maintained and operated Property & Operations CF5 VTV2 VTV5 2. Public amenity facilities upgraded as programmed IA2 RRL2 IA3 RRL3 IA6 ASR1 CE1 HER5 WHS1
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Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Park Buildings and Furniture 1. Park buildings and furniture maintained and operated as Property & Operations CF3 VTV2 VTV5 programmed CF5 RRL2 2. Park buildings upgraded as programmed CF6 RRL3 3. Playground equipment maintained and operated as IA2 ASR1 programmed IA3 HER5 4. Playground equipment upgrades undertaken as programmed CE1 WHS1 CE4 CE8 WHS1
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5.3 Key Performance Indicators KPI Title KPI Descriptor Target Department Parks 1. Requests for Action responded to within 5 business days 1. 100% Property & Operations 2. Requests for Action for Tree Work responded to within 10 working days 2. 100% 3. Parks slashing schedule delivered in the month specified or in the month 3. 100% immediately after (excluding areas to be slashed monthly) Nurseries and Gardens 1. Request for Action responded to within 5 business days 1. 100% Property & Operations 2. Plant stock available satisfy requests in accordance with Free Tree Program 2. 100% Public Amenity Facilities 1. Requests for Action for public amenity facility maintenance responded to within 1. 100% Property & Operations 48 hours Park Buildings and Furniture 1. Request for Action responded to within 5 business days 1. 100% Property & Operations 2. Playground equipment inspected annually 2. 100% Community Facility 1. Swimming Pools available for use during nominated opening hours 1. 100% Property & Operations Maintenance 2. Swimming Pool water tested monthly during pool season 2. 100% 3. Libraries available for use during nominated opening hours 3. 100%
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6.0 Accessible and Serviced Region STATEMENT OF INTENT Council will provide and advocate for infrastructure and services in accordance with the prioritised needs of our growing community.
CORPORATE PLAN STRATEGIES ASR1 Apply asset management, financial and environmental sustainability principles as fundamental components of infrastructure planning and management. ASR2 Provide a sustainable infrastructure network which provides adequate accessibility across the region. ASR3 Support community services to enhance connectivity between the region’s towns and villages and major adjoining urban centres. ASR4 Advocate for our region to facilitate investment for the provision of other key infrastructure and networks.
6.1 Projects Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Asset Management 1. Sealed road condition assessment to be 1. 30/06/2015 Financial Services CF5 ASR1 OS1 incorporated into asset valuations for the year CF6 OS4 ended 30 June 2015 IA2 IA3 IA4 Asset Management Strategy 1. Asset Management Strategy Reviewed updated and 1. 30 /11/2014 Infrastructure CF2 ASR1 ASR2 considered by Council Services CF5 ASR3 CF6 SPE2 IA1 ORG5 IA2 OS1 IA3 SHE1 IA4 VTV5 IA5 CE4 Property Management Strategy 1. Property Management Strategy reviewed, updated 1. 30/11/2014 Property & CF2 ASR1 RRL2 and considered by Council Operations CF5 IA2 IA3 IA5 CE4 CE8
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Risk Primary Secondary Project Description Deliverable Delivery Date Department Register Strategy Code Strategy Code Links Drainage Strategy 1. Drainage Strategy Implementation Plan 1. 31/07/2014 Works CF2 ASR1 ASR2 developed 2. 31/08/2014 CF5 ASR3 2. Drainage Strategy Implementation Plan 3. 30/06/2015 CF6 SHE1 considered by Council IA1 SPE2 3. Delivery of 2014/15 Implementation Plan IA2 ORG5 IA3 OS1 IA4 IA5 CE4 Road Strategy 1. Road Strategy Implementation Plan developed 1. 31/07/2014 Works CF2 ASR1 ASR2 2. Report considered by Council 2. 30/08/2014 CF5 ASR3 3. Delivery of 2014/15 Implementation Plan 3. 30/06/2015 CF6 SHE1 IA1 SPE2 IA2 ORG5 IA3 OS1 IA4 IA5 CE4 Floodways and Causeway 1. Floodways and Causeway Strategy 1. 31/07/2014 Works CF2 ASR1 ASR2 Strategy Implementation Plan developed 2. 30/08/2014 CF5 ASR3 2. Report considered by Council 3. 30/06/2015 CF6 SHE1 3. Delivery of 2014/15 Implementation Plan IA1 SPE2 IA2 ORG5 IA3 OS1 IA4 IA5 CE4 Bridge Strategy 1. Develop Bridge Strategy 1. 30/12/2014 Works CF2 ASR1 ASR2 2. Report considered by Council 2. 31/03/2015 CF5 ASR3 3. Implement Bridge Strategy plan 3. 31/05/2015 CF6 SHE1 IA1 SPE2 IA2 ORG5 IA3 OS1 IA4 IA5 CE1 CE4
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Risk Primary Secondary Project Description Deliverable Delivery Date Department Register Strategy Code Strategy Code Links Unconstructed Roads 1. Identify and establish listing of unconstructed 1. 30/03/2015 Works CF2 ASR1 ASR2 Management roads 2. 31/03/2015 CF5 ASR3 2. Develop and establish risk approach to 3. 30/06/2015 CF6 SHE1 unconstructed roads IA1 SPE2 3. Develop Planning / Operational Guidelines for the IA2 ORG5 management of unconstructed roads IA3 OS1 IA4 IA5 CE1 CE4 Private Infrastructure in Road 1. Undertake risk assessment and establish level of 1. 30/06/2015 Works CF2 ASR1 ASR2 Reserves risk associated with private infrastructure in road CF5 ASR3 reserves CF6 SHE1 IA1 SPE2 IA2 ORG5 IA3 OS1 IA4 IA5 CE1 CE4 Stormwater Network Analysis 1. Hydraulic capacity of stormwater networks 1. 31/03/2015 Design CF2 ASR2 ASR1 analysed and improvement projects identified 2. 30/04/2015 CF5 ASR3 2. Report considered by Council CF6 SHE1 IA1 SPE2 IA2 ORG5 IA3 OS1 IA4 IA5 CE1 CE4 Footpaths and Bikeways Strategy 1. Footpaths and Bikeways Strategy Reviewed and 1. 30/03/2015 Works CF2 ASR2 ASR1 Updated 2. 30/06/2015 CF5 ASR3 2. Report considered by Council IA2 HER1 IA3 HER5 IA5 SHE1 CE4 SPE2 CE8 RRL2 VTV5
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Risk Primary Secondary Project Description Deliverable Delivery Date Department Register Strategy Code Strategy Code Links Design and Construction Manual 1. Design and Construction Manual and the 1. 30/06/2015 Infrastructure CF2 ASR2 ASR1 and Standard Drawings Standard Drawings reviewed and updated 2. 30/06/2015 Services CF5 SHE1 2. Approved by Chief Executive Officer CF6 SHE7 IA1 ORG3 IA2 ORG4 IA5 ORG5 CE3 RRL4 CE4 VTV5 OS3
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6.2 Programs Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Asset Management 1. Review of asset valuation assumptions prior to preparation of Financial Services CF4 ASR1 ORG3 annual financial statements CF6 OS1 2. Annual stocktake on portable and attractive asset register IA2 OS2 3. Provision of ongoing training and support to internal IA3 OS3 customers IA4 OS4 Asset Management Maturity 1. Asset Management Improvement Plan Actions delivered Infrastructure Services CF2 ASR1 ASR2 CF5 ASR3 CF6 SPE2 IA1 ORG5 IA2 OS1 IA3 IA4 IA5 CE4 Community Facility Management 1. Libraries maintained, operated and upgrades undertaken as Property & Operations CR1 ASR1 SHE1 programmed CF5 SPE1 2. Swimming pool maintained, operated and upgrades CF6 SPE2 undertaken as programmed CF12 SPE3 3. Community facilities maintained, operated and upgrades IA1 ORG3 undertaken as programmed IA2 ORG5 4. Visitor Information Centre maintained, operated and IA3 RRL1 upgrades undertaken as programmed IA5 RRL2 5. Memorial management IA6 VTV2 6. Flood warning systems management CE1 VTV3 7. Saleyards management CE4 HER1 8. Black‐spot Television management CE8 HER2 9. Rental property management HER3 10. Street lighting management HER4 OS1 OS2 OS3 OS4 WHS1
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Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Cemetery Operations 1. Cemetery maintenance delivered as per Council service level Property & Operations CF5 ASR1 VTV2 2. Grave digging services delivered CF6 VTV4 3. Cemetery reservations and interments managed IA1 ORG3 4. Grave maintenance services delivered IA2 OS2 IA3 OS3 IA6 CE1 CE2 CE4 CE7 WHS1 Infrastructure Flood Recovery 1. Landslips and major erosion Works CF4 ASR2 SPE2 2. Bridges and major culverts CF6 SHE1 3. Sealed roads and minor culverts CF11 4. Unsealed roads CF12 5. Emergent works IA1 IA3 IA4 CE2 WHS1 Bridge Management 1. Planning and design Works CF2 ASR2 SHE1 2. Bridge maintenance CF5 SPE2 3. Bridge capital works CF6 SPE4 IA1 ORG5 IA2 ASR1 IA3 ASR3 IA4 OS1 IA5 OS2 CE1 CE4 WHS1
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Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Road and Street Management 1. Planning and design Works CF2 ASR2 SHE1 2. Road and street maintenance CF5 SPE2 3. Aesthetic works CF6 SPE4 4. Road and Street capital works IA1 ORG5 5. Road and street furniture IA2 ASR1 6. Unsealed shoulder and pavement re‐sheeting IA3 ASR3 7. Sealing and resealing IA4 OS1 8. Floodways and causeways IA5 OS2 CE1 CE4 WHS1 Drainage Management 1. Planning and design Works CF2 ASR2 SHE1 2. Drainage maintenance CF5 SPE2 3. Drainage capital works CF6 SPE4 IA1 ORG5 IA2 ASR1 IA3 ASR3 IA4 OS1 IA5 OS2 CE1 CE4 WHS1 Footpath Management 1. Planning and design Works CF2 ASR2 SHE1 2. Footpath maintenance CF5 SPE2 3. Footpath capital works CF6 SPE4 IA1 ORG5 IA2 ASR1 IA3 ASR3 IA4 OS1 IA5 OS2 CE1 CE4 WHS1
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6.3 Key Performance Indicators KPI Title KPI Descriptor Target Department Property Management 1. Leases /agreements maintained within currency period 1. 95% Property & Operations Camping Grounds 1. Camp facilities available for use during scheduled State school and public 1. 100% Property & Operations holidays Waste Collection 1. Replacement bins delivered within 3 business days 1. 100% Property & Operations 2. Missed collection serviced within next business day 2. 100% 3. New Service: New bins delivered within 7 days 3. 100% 4. New Service: New collection commenced within 15 business days 4. 100% Cemeteries 1. Requests for Action for mowing and maintenance responded to within 5 1. 100% Property & Operations business days 2. 100% 2. Process all applications for burials within 2 business days Manage Council Buildings and 1. RCD testing completed 6 monthly 1. 100% Property & Operations Depots 2. Test and tagging completed quarterly 2. 100% 3. Fire extinguisher testing completed every 6 months 3. 100% Bridge Program 1. Load limits for timber bridges above acceptable load limit total 1. >75% Works Road and Street Program 1. Number of road surface and reliability complaints per one million trip kilometres 1. 5 valid complaints or less Works Footpaths 1. Footpath network inspected, with defects logged, prioritised and programmed 1. 95% Works Alliance and Contract Works 1. Annual operating surplus 1. >20% Works
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7.0 Healthy, Engaged and Resourceful Communities STATEMENT OF INTENT Council will build and strengthen the social fabric of our growing region which is based on friendly, active and healthy communities and our natural environment.
CORPORATE PLAN STRATEGIES HER1 Assist in building community capacity through sport, recreation, arts and culture. HER2 Provide strong advocacy for quality health, social services education and training services that focus on the needs of the community. HER3 Provide a contemporary and independent library service throughout the region and partner state government agencies to ensure services reflect agreed State standards. HER4 Provide and support a variety of events of a local, regional and national significance that contribute to the social, cultural and economic prosperity of the region. HER5 Deliver public health and safety risk management initiatives, education and healthy lifestyle programs that promote and support a safe and healthy living environment.
7.1 Projects Risk Secondary Primary Program Description Deliverable Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Schools Immunisation Program 1. Undertake a review of the school based 1. 30/12/2014 Health, Building & CF5 HER5 ORG1 Review immunisation program 2. 31/03/2015 Environment CE8 OS2 2. Present outcomes of the review to Council Animal Disaster Planning 1. Develop an Animal Disaster Management sub plan 1. 30/12/2014 Health, Building & CF2 HER5 ORG1 2. Present report to Chief Executive Officer 2. 31/03/2015 Environment CF4 VTV1 CF5 HER5 IA1 CE2 WHS1
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Risk Secondary Primary Program Description Deliverable Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Library Services Strategic Plan 1. Undertake review of Strategic Plan 1. 31/03/2015 Community & CF2 HER3 SPE4 Review 2. Draft Library Services Strategic Plan presented to 2. 30/04/2015 Culture CF4 ORG1 Council for consideration 3. 30/06/2015 CF5 ORG3 3. Adoption of final Library Services Strategic Plan CE8 RRL1 RRL2 VTV2 VTV3 ASR1 HER1 HER2 HER3 HER4 OS2 Disaster Management 1. Disaster Management Policy developed and 1. 30/11/2014 Infrastructure CF2 HER5 ORG3 Considered by Council 2. 30/11/2014 Services CF4 ORG4 2. SES Support management plan developed and 3. 30/05/2015 CF5 ORG5 considered by Council IA1 ASR3 3. Disaster Management Strategy and IA2 HER2 Implementation Plan developed and considered by CE2 Council CE7
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7.2 Programs Primary Risk Register Secondary Strategy(ies) Program Description Deliverable(s) Department Strategy Links Codes Code Libraries 1. Operate library branches and mobile library service Community & Culture CF5 HER3 SPE2 2. Hold community "book buying" sessions in each full‐time CF8 SPE4 ORG1 static library creating a regular event in the library / cultural IA2 ORG3 life of the region IA3 RRL1 3. Provide events, activities and services to engage children, IA6 RRL2 adults and people with special needs CE4 VTV2 CE8 VTV3 ASR1 WHS1 HER1 HER2 HER3 HER4 OS2 Public Health 1. School‐based immunisation program Health, Building & CF5 HER5 SHE1 2. Public health regulatory services Environment CF6 SHE2 3. Food safety licensing and regulatory services IA3 SHE3 4. Local law community response and approvals IA5 VTV1 CE1 SPE1
5. Mosquito Management CE2 ORG3 6. Education and Awareness CE3 ORG4 CE4 OS2 CE6 OS3 WHS1 Animal Management 1. Dog registration Health, Building & CF5 HER5 SHE1 2. After hours response Environment CF6 SHE2 3. Community response IA3 SHE3 4. Education and Awareness CE1 VTV1 CE2 SPE1
5. Stock control CE4 ORG3 CE5 ORG4 CE8 OS2 WHS1 OS3 Disaster Management 1. Disaster Management Plan reviewed and considered by Infrastructure Services CF2 HER5 ORG3 Local Disaster Management Group CF4 ORG4 2. State Emergency Service (SES) operations supported as CF5 ORG5 required by Legislation IA1 ASR3 IA2 HER2 3. Emergency Operations Centre maintained CE2 CE7
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7.3 Key Performance Indicators KPI Title KPI Descriptor Target Department Public Health 1. Achieve minimum target vaccination rates in accordance with Queensland 1. 100 Health, Building & Health Service Level Agreement 2. 100% Environment 2. Requests for Action for high risk matters are responded to within 48 hours 3. 95% 3. Assessment of Licenced Food Premises in line with the Food Safety Management Risk System Animal Management 1. Requests for Action for animal attack responded to within 8 hours 1. 100% Health, Building & 2. Requests for Action for roadside (wandering) stock responded to within 4 hours 2. 100% Environment
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8.0 Organisational Sustainability STATEMENT OF INTENT Council strives to be a high performing and financially sustainable organisation with robust governance structures based on the principles of risk management and continuous improvement. We offer a safe, positive work environment, value and reward our staff and are committed to providing ongoing development and training.
CORPORATE PLAN STRATEGIES OS1 Implement and maintain an integrated strategic planning framework across Council, which embeds performance, financial and asset management principles. OS2 Deliver quality customer focussed services while recognising the impact on the capacity of ratepayers to pay, and contain rate increases as much as practicable. OS3 Provide corporate business systems to drive effective and efficient delivery of services and infrastructure. OS4 Implement effective risk management and maintain contemporary business processes. OS5 Build effective leadership and management capabilities across the organisation, encourage teamwork and innovation. OS6 Provide a systematic approach to staff performance management and development to create a high performance culture that delivers Council’s goals and objectives.
8.1 Projects Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Infrastructure Charges Review 1. Review in detail the regional and organisational 1. 31/12/2014 Regional Services CF2 OS1 OS2 effect of the Infrastructure Charges Review 2. 31/12/2014 CF3 OS3 2. Report considered by Council CF4 ORG4 CF5 ORG5 Delegations Review 1. Conduct review of delegations in accordance with 1. 31/12/2014 Governance CF4 OS1 OS2 regulatory requirements 2. 31/03/2015 CF5 OS3 2. Review outcomes and recommendations CF6 OS4 considered by Council CE2 ORG1 CE5 ORG2 PO2 ORG3
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Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Organisational Culture 1. Conduct a review and assessment of the 1. 30/06/2015 Human Resources CF2 OS1 OS3 organisational culture 2. 30/06/2015 CF3 OS4 2. Report findings and recommendations of the CF4 OS5 review to the Chief Executive Officer CF5 OS6 CF6 ORG3 CF9 ORG4 CF10 Development of processes and 1. Development of process to extract long term 1. 31/08/2014 Financial Services CF2 OS1 ASR1 strategies to facilitate the financial forecast estimate requirements from the 2. 31/08/2014 CF3 OS2 alignment of the long term PIPs based on actual growth rates for new capital 3. 31/10/2014 CF4 OS4 financial forecast, asset and developer contributed assets 4. 30/11/2014 IA2 management plans and priority 2. Refinement of assumptions, development of 5. 28/02/2015 IA3 infrastructure plans scenario analysis and suite of financial sustainability IA4 indicators IA5 3. Development of funding shortfall strategies for CE4 consideration by Chief Executive Officer and Council 4. Financial sustainability strategy endorsed by Chief Executive Officer and Council and funding shortfall strategies considered 5. Implementation of financial sustainability strategy into 2015‐16 long term financial forecast and budget Customer Contact Strategy 1. Draft Customer Contact Strategy 1. 28/02/2015 Community & CF4 OS2 OS3 2. Draft Contact Strategy considered by The Chief 2. 31/03/2015 Culture CF5 OS4 Executive Officer 3. 30/06/2015 CF7 ORG1 3. Customer Contact Strategy considered by Council CE2 ORG3 CE8 Implementation of 1. Develop Project Plan for implementation of 1. 31/07/2014 Financial Services CF2 OS3 OS1 recommendations from the recommendations 2. 31/08/2014 CF4 OS2 Information Services Review 2. Project Plan considered by Chief Executive Officer 3. 30/06/2015 CF5 OS3 3. Implementation of recommendations in accordance OS4 with approved Project Plan ORG1 ORG3 Modern Award and Enterprise 1. Ensure payroll processes and systems are ready for 1. 31/01/2015 Financial Services CF3 OS3 ORG3 Bargaining implementation of Modern Award and new CF6 OS2 Enterprise Bargaining from 1 January 2015 CF9 OS4 CF10 OS5
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Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Review business processes and 1. Ensure all processes in Supply section are 1. 31/07/2014 Financial Services CF3 OS3 ORG3 systems utilising Lean principles documented 2. 31/12/2014 CF5 ORG4 to identify process 2. Undertake a review of business processes and 3. 31/01/2015 OS2 improvements in Supply systems in Supply section with the aim of OS4 section identifying process improvement OS5 3. For any process improvements beyond budgeted resources prepare a business case outlining the costs and benefits for consideration by Chief Executive Officer Fleet Business Plan 1. Fleet Business Plan reviewed 1. 31/12/2014 Fleet CF2 OS3 OS1 2. Fleet Business Plan Actions completed 2. 30/06/2015 CF4 OS4 CF5 SHE1 CF7 ASR1 IA3 CE1 Hardware Upgrades 1. PC refresh 1. 30/06/2015 Information CF8 OS3 ORG4 2. Mobile device refresh 2. 30/06/2015 Services CF9 OS4 3. Server/Network infrastructure refresh 3. 30/06/2015 Software Upgrades 1. ECM upgrade 1. 30/06/2015 Information CF8 OS3 ORG4 Services CF9 OS4 Back Scanning 1. Develop Back Scanning project timetable 1. 31/07/2014 Information CF6 OS3 ORG3 2. Undertake Back Scanning in line with project 2. 30/06/2015 Services CF7 ORG4 timetable (year 1 of 4 year project) CF8 OS4 CE2 Printer Lease Renewal 1. Undertake evaluation of leased printer program 1. 31/07/2014 Information CF3 OS3 OS4 2. Call expressions of interest for printer lease 2. 30/09/2014 Services CF8 program Digitisation Policy 1. Develop draft Digitisation Policy 1. 31/03/2015 Information CF6 OS3 ORG3 2. Draft Digitisation Policy considered by Chief 2. 31/05/2015 Services CF7 ORG4 Executive Officer CF8 OS4 CE2 Shared Network Drive 1. Develop Network Drive Cleansing project timetable 1. 31/07/2014 Information CF6 OS3 ORG3 Cleansing 2. Define Information Archiving Strategy 2. 31/08/2014 Services CF8 ORG4 3. Undertake Network Drive Cleansing in line with 3. 30/06/2015 CE2 OS4 project timetable Software Upgrades 1. ECM upgrade 1. 30/06/2015 Information CF8 OS3 ORG4 Services CF9 OS4
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Risk Secondary Primary Project Description Deliverable(s) Delivery Date Department Register Strategy(ies) Strategy Code Links Codes Review of Helpdesk System 1. Development of an ICT Services Catalogue 1. 31/08/2014 Information CF7 OS3 OS2 2. Implement Vendor Management model to 2. 30/09/2014 Services CF9 ORG3 maximise value from external services 3. 31/10/2014 CF10 OS4 3. Revise service delivery models to support Services 4. 31/03/2015 Catalogue including mix of in‐house vs external 5. 30/06/2015 services 4. Review suitability and configuration of Helpdesk system 5. Development of Helpdesk reporting and KPI’s ICT Service Management 1. Development of IT Policy Framework covering: 1. 30/06/2015 Information CF6 OS3 ORG3 Framework ICT Planning Services CF8 ORG4 Service Delivery CF12 OS4 Service Utilisation CE2 Information Management Insurance Tender 1. Undertake tendering of Council's public liability and 1. 31/03/2015 Financial Services CF6 OS4 ORG3 property insurance services 2. 31/05/2015 CF7 ORG4 2. Evaluate tender submissions and recommend a CF8 preferred tenderer ensuring best value for money IA1 and appropriate insurance coverage obtained IA3 IA4 CE1 WHS1
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8.2 Programs Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Long Term Financial Forecast 1. Deliver annual budget in accordance with statutory Financial Services CF2 OS1 ASR1 including Annual Budget timeframes and Council's endorsed budget timetable CF3 OS2 2. Information required for Community Budget Report provided CF4 OS4 in accordance with required timeframes CF6 CF14 IA2 IA3 IA4 IA5 CE4 Corporate Budget Management 1. Perform quarterly budget reviews Financial Services CF2 OS1 ORG3 2. Report actual performance against budget to Council CF3 ASR1 monthly CF4 OS2 3. Provision of ongoing budgeting tools, training and support to CF6 OS3 internal customers CE8 OS4 Treasury Management 1. Invest funds surplus to requirements in accordance with Financial Services CF3 OS1 ORG3 legislation and Council’s Investment Policy CF6 OS2 2. Management of forecast cash flows ensuring sufficient CF7 OS3 liquidity to support Council's operations OS4 3. Preparation of monthly bank and investment reconciliations and reports 4. Provision of ongoing training and support to internal customers Payables Management 1. Management of staff and Councillor payments in accordance Financial Services CF3 OS1 ORG3 with required timeframes CF5 OS2 2. Management of supplier payments in accordance with CF6 OS3 established timeframes CF7 OS4 3. Prepare and submit monthly Goods & Services Tax returns in CF14 accordance with statutory timeframes CF15 4. Provision of ongoing advice, training and support to internal customers
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Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Administrative Buildings and 1. Scheduled maintenance as per service levels Property & Operations CF1 OS1 OS2 Depots Management 2. Administration building and depot operations CF2 ORG3 3. Administration building and depot maintenance CF4 ASR1 4. Capital improvements CF5 ASR2 IA1 IA3 IA6 CE1 WHS1 Corporate Procurement 1. Management of centralised procurement function Financial Services CF1 OS2 SPE1 Management 2. Management of stores inventory in accordance with CF3 SPE3 operational requirements CF4 ORG3 3. Conduct annual stocktake of stores inventory CF5 OS3 4. Coordinate equipment safety inspections in accordance with CF6 OS4 required timeframes CF7 5. Provision of ongoing procurement training, materials and CF14 support to internal customers CF15 Customer Service 1. Counter‐based Customer Service Centres Community & Culture CF5 OS2 OS3 2. Telephone contact service CF6 OS4 3. After hours emergency contact service CF7 OS5 CF9 ORG1 CF11 ORG3 CE8 ORG4 WHS1 Staffing and Administration 1. Effective, efficient and legally compliant recruitment and Human Resources CF4 OS2 OS3 selection practices CF5 OS4 2. An organisational structure that reflects appropriate CF6 OS5 relativities CF7 OS6 3. Accurate and legally compliant personal records and CF9 ORG1 administration CF11 ORG3 Training and Development 1. Deliver contemporary training and development activities Human Resources CF4 OS2 OS3 that enhance workforce capability CF5 OS4 2. Deliver Management and Leadership Development that CF6 OS5 contributes to ethical and highly competent Management CF7 OS6 and Leadership across the organisation CF9 ORG3 3. Deliver a Corporate Citizenship Program that ensures that all WHS1 staff are familiar with behavioural expectations based on employment legislation, Code of Conduct and Corporate Values
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Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Workplace Health and Safety 1. A Workplace Health and Safety Management System that Human Resources CF4 OS2 OS3 ensures compliance with Workplace Health and Safety CF5 OS4 legislation and minimises risk to the health and safety of all CF6 OS5 workers CF7 OS6 2. A Rehabilitation and Return to Work Framework that ensures CF9 ORG3 compliance with Workers' Compensation legislation WHS1 3. An Employee Wellbeing Framework that enhances the wellbeing of our employees and contributes to higher staff morale and productivity Employee Relations 1. Employee Relations practices that enhance productivity Human Resources CF4 OS2 OS3 through prompt and effective resolution of all staff CF5 OS4 disciplinary and performance related matters CF6 OS5 2. An Employee Engagement Framework that is representative CF7 OS6 of staff across the organisation CF9 ORG3 WHS1 Organisational Development 1. An Organisational Culture that is conducive to an innovative Human Resources CF4 OS2 OS3 and high performing organisation CF5 OS4 2. Employer Branding that is conducive to Scenic Rim Regional CF6 OS5 Council being viewed as an Employer of Choice CF7 OS6 3. A contemporary Workforce Planning Framework CF9 ORG3 4. A Staff Reward and Recognition Framework WHS1 5. A Continuous Improvement Framework Financial Management 1. Ensure general ledger structure supports new and emerging Financial Services CF3 OS3 ORG3 business information requirements CF4 OS1 2. Prepare and submit annual Fringe Benefits Tax return in CF5 OS4 accordance with statutory timeframes CF6 3. Management of Council's loan program 4. Financial administration of the Natural Disaster Relief and Recovery Arrangements flood restoration program 5. Provision of ongoing advice, training and support to internal customers Property and Land Record 1. Ensure name and address records and land and property Financial Services CF3 OS3 ORG3 Management records are updated in accordance with required timeframes CF6 ORG4 2. Provision of ongoing advice, training and support to internal OS2 customers OS4
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Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Fleet Management 1. Fleet available for operations with minimal downtime Fleet CF2 OS3 OS1 2. Fleet Capital purchases CF4 OS4 CF5 SHE1 CF7 ASR1 IA3 CE1 Fabrication 1. Fabricated items delivered Fleet CF2 OS3 OS1 CF4 OS4 CF5 SHE1 CF7 ASR1 IA3 CE1 Hardware Management 1. Management of hardware lease program Information Services CF6 OS3 ORG4 2. Management of network hardware infrastructure CF7 OS4 3. Management and support of mobile phones CF8 4. Annual hardware disposal program CF15 5. Annual stocktake on IT asset register IA6 CE2 Software Management 1. Management of software licences and support agreements Information Services CF6 OS3 ORG4 2. Maintenance and support of business systems CF7 OS4 CF8 CE2 Geographical Information 1. Maintain internal mapping system and integration with core Information Services CF7 OS3 ORG4 Systems (GIS) property and rating system CE2 OS2 2. Assist external customers with property mapping enquiries CE5 OS4 3. Maintain and update mapping component of online property enquiry system 4. Update mobile devices for Council's weed spraying program 5. Maintain street and rural road numbering in conjunction with relevant Departments 6. Assist with mapping requirements for new Planning Scheme Helpdesk System of Information 1. Delivery of helpdesk services Information Services CF7 OS3 ORG3 Technology 2. Provision of ongoing training and support on information CF9 OS2 technology to internal customers CF10 OS4 Risk Management 1. Administer Risk Management documents Governance CF6 OS4 ORG3 2. Maintenance and review of organisational risk registers CF7 HER5 3. Provide advice and support on risk management to Council CF12 service areas 4. Administer internal audit function 5. Audit and Risk Committee Operational Plan 2014/2015 | 8.0 Organisational Sustainability 47
Risk Register Primary Secondary Program Description Deliverable(s) Department Links Strategy Code Strategy(ies) Codes Insurance Risk Management 1. Ensure Council is adequately insured Financial Services CF1 OS4 ORG3 2. Management of insurance claims CF6 OS2 3. Provision of ongoing advice, training and support to internal CF7 OS3 customers in relation to insurance and liability matters CF8 CF15 IA1 IA3 IA4 CE1 WHS1 Business Continuity for 1. Annual test of Information Technology disaster recovery Information Services CF6 OS4 ORG3 Information Technology procedures CF7 OS3 CF8 IA1 CE2 CE7 Internal Communication 1. Provide internal communication function which assists in Communications & CF5 OS5 ORG3 promoting organisational culture, reflects Council's values Engagement and fosters staff awareness of the organisation and its activities
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8.3 Key Performance Indicators KPI Title KPI Descriptor Target Department Employee Management, 1. Corporate compliance with employee relations legislation 1. 100% Human Resources Performance Training and 2. Deliver all activities nominated by the Training and Development Program within 2. 100% Development scheduled timeframes 3. 100% 3. Induction of all new staff conducted within one month of commencement 4. 90% 4. Personal Performance and Development program activities undertaken for all staff within scheduled timeframes Workplace Health and Safety 1. Deliver all training and awareness activities nominated by SafePlan2 1. 95% Human Resources 2. Ensure all Incident Reports are lodged within required timeframes 2. 100% 3. Ensure all recommendations arising from incident reporting process are 3. 100% implemented within the applicable timeframes Financial Planning, 1. Annual budget adopted by 30 June 2015 1. 100% Financial Services Measurement and Reporting 2. Fringe Benefits Tax return submitted by 21 May 2015 2. 100% 3. Monthly and year to date financial results reported to Finance Committee at 3. 100% next available meeting following end of month 4. 100% 4. Insurance for the following financial year finalised by 30 June 2015 Financial Performance 1. Annual rates outstanding less than 6% at 30 June 2015 1. 100% Financial Services 2. Levy rates six monthly by 31 July 2014 and 31 January 2015 2. 100% 3. Investment returns to be greater than average QTC overnight cash rate 3. 100% 4. Investments to remain within credit rating and counterparty limits set in the 4. 100% Investment Policy Asset Management 1. Portable and attractive assets stocktake completed by 30 June 2015 1. 100% Financial Services Procurement Management 1. Inventory turnover ratio to be greater than 2 times for Supply section for 1. 100% Financial Services preceding 12 months Payables Management 1. Staff and Councillors paid fortnightly in accordance with established pay periods 1. 100% Financial Services 2. Goods & Services Tax returns submitted by the 21st of each month 2. 100% Information Management 1. Incoming correspondence registered and tasked the same day 1. 90% Information Services 2. Helpdesk requests resolved the same day 2. 90% 3. Helpdesk requests resolved within 30 days 3. 80% Fleet 1. Fleet availability 1. 90% Fleet 2. Fleet Capital Purchases completed 2. 90% Fabrication 1. Fabricated items supplied to end user on time 1. 90% Fleet
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Appendix 1: Corporate Plan Strategy Codes CORPORATE PLAN THEME CORPORATE PLAN STRATEGY 1.0 Spectacular Scenery & SHE1 Ensure environmental considerations and sustainability principles are integrated into key decision‐making Healthy Environment processes, policies and procedures including future land use planning, and infrastructure and organisational service delivery. SHE2 Conserve, protect and enhance the region’s unique biodiversity, scenic vistas, natural resources and ecological processes. This will include taking steps to minimise the impact of pest species, improving degraded land and waterways, and protecting and enhancing environmental corridors. SHE3 Engage and partner with key stakeholders in all sectors to progress prosperity and sustainability through coordinated decision making and regional ecosystem investment that duly recognises the significance of our environment and ecosystem services. SHE4 Recognise and support the right to farm by our rural landholders and provide appropriate tools, opportunities, incentives and support to strengthen environmental management practices. SHE5 Provide innovative waste reduction, recycling and management practices to minimise adverse effects of waste on the environment and impacts on the community. SHE6 Provide strong advocacy to ensure our region is protected from industries such as coal mines and coal seam gas development. SHE7 Recognise and manage the impacts of climate change and peak oil. 2.0 Sustainable and SPE1 Encourage local investment and sustainable business practices, and provide appropriate tools, Prosperous Economy opportunities, incentives and support to our business sector to build capacity, expertise, broaden the region’s economic base and enhance innovation. SPE2 Invest in appropriate infrastructure to stimulate the ongoing development of our region. SPE3 Ensure we operate in a way that recognises and supports business needs and aspirations while protecting broader community and environmental interests. SPE4 Advocate and support the planning and delivery of major projects that align with the community plan’s regional vision, in collaboration with government agencies and other key stakeholders. 3.0 Open and Responsive ORG1 Continue to develop initiatives and processes to communicate and engage with our diverse community. Government ORG2 Facilitate community participation in decision making. ORG3 Create a corporate environment underpinned by ethical behaviour that fosters a proactive customer service culture, processes and procedures that progress open and accountable governance and apply a risk management approach. ORG4 Provide streamlined and practical regulatory services that deliver on the shared vision with the community. ORG5 Provide strong advocacy on local issues of significance and pursue an integrated whole‐of government approach to planning, coordination and improvements in the provision of essential services and infrastructure.
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CORPORATE PLAN THEME CORPORATE PLAN STRATEGY 4.0 Relaxed Living and Rural RRL1 Assist the community to build capacity to respond to their needs and aspirations while also delivering Lifestyle programs and supporting events that promote active participation across all sections of our community. RRL2 Identify, plan and respond to the sport, recreation and leisure needs of our region by providing appropriate facilities and open space, and supporting a range of programs that will foster a healthy and active community. RRL3 Create a region that is home to a diverse range of residential options, a place where people desire to live, work and play. RRL4 Develop a planning vision and supporting planning instruments for the region which promotes community aspirations and clearly articulates the unique qualities of our natural assets and the identity of our towns, villages and communities. 5.0 Vibrant Towns and Villages VTV1 Provide support to the community to own, develop and deliver diverse initiatives that reflect their individual character. VTV2 Create attractive and engaging places and spaces with a focus on town and village centres. VTV3 Support community events, activities and celebrations. VTV4 Encourage a mix of growth and development in our town centres to invigorate them, while recognising their heritage and character. VTV5 Ensure the provision of parks, open spaces and community infrastructure is consistent with identified local and regional needs. 6.0 Accessible and Serviced ASR1 Apply asset management, financial and environmental sustainability principles as fundamental Region components of infrastructure planning and management. ASR2 Provide a sustainable infrastructure network which provides adequate accessibility across the region. ASR3 Support community services to enhance connectivity between the region’s towns and villages and major adjoining urban centres. ASR4 Advocate for our region to facilitate investment for the provision of other key infrastructure and networks. 7.0 Healthy, Engaged and HER1 Assist in building community capacity through sport, recreation, arts and culture. Resourceful Communities HER2 Provide strong advocacy for quality health, social services education and training services that focus on the needs of the community. HER3 Provide a contemporary and independent library service throughout the region and partner state government agencies to ensure services reflect agreed State standards. HER4 Provide and support a variety of events of a local, regional and national significance that contribute to the social, cultural and economic prosperity of the region. HER5 Deliver public health and safety risk management initiatives, education and healthy lifestyle programs that promote and support a safe and healthy living environment.
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CORPORATE PLAN THEME CORPORATE PLAN STRATEGY 8.0 Organisational Sustainability OS1 Implement and maintain an integrated strategic planning framework across Council, which embeds performance, financial and asset management principles. OS2 Deliver quality customer focussed services while recognising the impact on the capacity of ratepayers to pay, and contain rate increases as much as practicable. OS3 Provide corporate business systems to drive effective and efficient delivery of services and infrastructure. OS4 Implement effective risk management and maintain contemporary business processes. OS5 Build effective leadership and management capabilities across the organisation, encourage teamwork and innovation. OS6 Provide a systematic approach to staff performance management and development to create a high performance culture that delivers Council’s goals and objectives.
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