Corporate Plan

2021–2025 Contents

Foreword 3 Organisational Focus Areas 21 Transparency & Accountability 22 Introduction 4 Governance & Structures 23 Regional Profile 6 Asset & Infrastructure Management 24 Customer Service 25 Charters Towers Strategic Context 8 People First 26 Our Organisation 10 Innovation & Transformation 27

Stakeholder Engagement 12 Potential Performance Indicators 28

Strategic Direction 14

Community Focus Areas 16 Economic Prosperity 17 Environmental Sustainability 18 Social Cohesion 19 Culture & Heritage 20

Acknowledgment of Country Charters Towers Regional Council is committed to honouring Australian Aboriginal & Torres Strait Islander peoples unique cultural and spiritual relationships to the land, waters and seas and their rich contribution to our society.

We acknowledge the Traditional Custodians of the land on which Charters Towers and its greater region are located, and is where we conduct our business. We pay respect to their Elders past, present and emerging.

We are committed to a positive future for all. Foreword

From the Mayor From the CEO We live in an exciting time of opportunity for The Charters Towers Regional Council the . Corporate Plan directs our service delivery and investment based on community This Corporate Plan outlines our direction aspirations and organisational needs. over the next 5 years, with a renewed focus on innovation, development and communication. The new Corporate Plan represents some changes. We are committed to exploring This plan represents our commitment to new and innovative ways of maximising moving with the times while never losing focus opportunities and adapting to technological, of what matters; climate, health and transport shifts. Continuing to improve the services, We are passionate about exploring new infrastructure and opportunities available to opportunities for members of the community our community. and our staff through upskilling and training. We are excited to present the Corporate Plan This Corporate Plan will extend our capacity to in alignment with feedback received from the deliver high quality services with the resources community, Council staff and key stakeholders. at our disposal.

Above all remains our passion for the Charters Alongside a revitalised approach to innovation Towers Region and its people. and economic development, we are focusing We continue to serve, advocate for and on our cultural heritage, identity and people. represent the people of the region with Operationally, the next five years will be a passion and enthusiasm as we adopt this new chance to update our systems and processes strategic direction. to ensure we continue to focus on matters I look forward to continuing to work with the of substance beyond the Council walls. The community to shape a vibrant, enjoyable and Corporate Plan is both our commitment to this exciting Charters Towers Region. and will be our method of delivery.

Frank Beveridge I’m excited to be working with the Councillors, our community, staff and key stakeholders to deliver on a new and exciting direction for the Charters Towers Region.

Aaron Johansson

Charters Towers Corporate Plan | 3 Introduction

Our Corporate Plan sets our trajectory for the next five years. Based on our Vision for the Region, our Mission as a Council, and the needs of our community, this document guides our future growth and priorities.

Charters Towers Regional Council is developing an Council. These focus areas distil community and innovative, community-focused roadmap to a bright Council aspirations, concerns and desires into future. actionable strategic priorities.

This Corporate Plan is the bridge between our vision This Plan is a product of community collaboration for the future and the present. The community focus and input, along with staff and Council consultation. areas of this plan outline our strategy to deliver high It reiterates Council’s foremost priority of meeting quality services, maintain infrastructure and meet community needs, and it reflects how Council will community needs. The organisational focus areas continue to grow and adapt to address emerging will refine our governance structures and streamline opportunities and challenges. the resourcing, systems, processes and skills within

4 | Charters Towers Corporate Plan OUR FOCUS AREAS FOR 2021-2025 ARE:

COMMUNITY FOCUS AREAS ORGANISATIONAL FOCUS AREAS

Economic prosperity Transparency & Accountability Customer Service

Environmental Sustainability

Governance & Structures People First

Social Cohesion

Assets & Infrastructure Innovation & Transformation Culture & Heritage

Charters Towers Corporate Plan | 5 Charters Towers Regional Profile

Charters Towers is an expansive regional hub with a proud history and strong community. We are a regional centre for mining, beef capital, and education, along with being an exciting destination for outback tourists.

Our strengths include our strong resource-based distances. In developing this Corporate Plan, we economy, strategic location, excellent schools, have comprehensively analysed our region to help rich culture, and regional lifestyle. The region is capitalise on our strengths and overcome the key not without challenges, including maintaining challenges. population, water management and geographic

Our Corporate Plan incorporates an understanding of our unique demographic profile and an appreciation of our strengths and potential growth areas.

POPULATION AND PEOPLE

11,731 40 years old estimated residential population (2020) median age (2016) While regional has experienced Charters Towers is facing the challenges of an 1.28% population growth, Charters Towers has ageing population. Our median age is 3 years experienced a 110 person decrease (-0.93%) above the Queensland average. from 2018 to 2019.

$1,027 1,892 median weekly household income (2016) rural residents (2019) Our median weekly household income is lower In 2019 84% of residents live in town, with than that of regional Queensland ($1,259) 1,892 residents living in rural areas. Rurally, the number one use for land is primary production.

6.4% 5.5% of residents require help in their day-to-day of residents were born overseas (2016) lives due to disability (2016) Charters Towers has a small foreign population, Over 1,000 people in the community provide especially compared to the 17.3% regional QLD unpaid assistance to a person with a disability, average. The region has a large Aboriginal and long term illness or old age. Torres Strait Islander population; 8.7% of the population identified as Aboriginal or Torres Strait Islander in 2016.

83.6% of residents live and work in Charters Towers (2016) 12.3% of residents travelled outside of Charters Towers to work. 138 of these workers travelled to and 83 to the .

Sourced from .id (informed decisions) – Charters Towers profile

6 | Charters Towers Corporate Plan Our Corporate Plan is built on our unique regional economic position, incorporating an assessment of where we can further develop, and how we are positioned to build and innovate.

EDUCATION AND ECONOMY

$868 million Mining at $262 million gross regional product (2019/20) is the most productive industry (2019/20) This is a decrease of 2.97% from the previous Mining is the most valuable industry in the year. Driven by declines in the Mining and Region, contributing 38.3% of value add in Agriculture sectors. 2019/20. Second was Agriculture, contributing $114.6 million (16.7%), followed by Healthcare ($54 million, 7.9%) and Education and Training ($51.4 million, 7.5%).

6.7% 53% unemployment (December quarter 2020) of local jobs were accounted for by the four The unemployment rate in the Charters Towers largest employment sectors (2019/20) Region continues to improve. Since September The Mining sector contributes 14.5%, Agriculture 2019 it has fallen 0.6 percentage points. 13.8%, Education and Training 13.1% and Health However, Charters Towers unemployment is still Care and Social Assistance 11.6%. higher than the regional Queensland average (6.8%, September 2020).

33.2% Accommodation & Food Services of residents completed Year 12 (2016) has been significantly impacted by COVID-19 19.9% of people held a vocational qualification The impact on the sector’s output by the and 8.6% held a bachelor or higher degree. September Quarter 2020 (compared to the same time in 2019) was a loss of $2 million. Without government support this loss may have translated into a loss of 100 jobs, a third of the employment in the sector.

Sourced from .id (informed decisions) – Charters Towers profile

Charters Towers Corporate Plan | 7 Charters Towers Strategic Context

This Corporate Plan sits within and builds upon current strategic documents as well as government policy. Starting from the national policy context, and narrowing into current Council structure, this Plan works to guide Council growth into the future.

Principles of Local Government Role of Local Government The purpose of the Local Government Act 2009 is In Queensland the responsibilities of local to provide a framework for accountable, effective, government include: efficient and sustainable local government in > Town and land planning and development Queensland. approvals Anyone who is performing a responsibility under > Provision of local roads this Act is to do so in accordance with the following > Water and sewerage services and animal control Local Government Principles: services a. Transparent and effective processes and decision- > Providing and managing public recreational making in the public interest facilities b. Sustainable development and management of > Public administration for local service delivery assets and infrastructure and delivery of effective services Different sections of local government have c. Democratic representation, social inclusion and different responsibilities and powers: meaningful community engagement > Mayors and Councillors: Councillors are d. Good governance of, and by, local government elected by the community and represent e. Ethical and legal behaviour of Councillors and the current and future interests of the local government employees Local Government Area (LGA). They are responsible for guiding direction, advocating for the community and influencing local policy and laws for the benefit of the community. The Councillors are led by the Mayor. - The local government laws and policies are bound by the restrictions outlined in the Local Government Act 2009 > The Chief Executive Officer (CEO): the CEO implements the policies and decisions of the councillors while ensuring council projects and services are being efficiently and effectively delivered. > Council Employees: Council employees deliver council services to the community as directed by their leadership team and the CEO. They must act in accordance with the principles of local government.

8 | Charters Towers Corporate Plan Context of the Corporate Plan Policy Context The Corporate Plan informs the direction and priorities of Council over the next five years. This REGIONAL CONTEXT document defines the commitments and outcomes that Council intends to achieve and outlines action The Corporate Plan is informed by a variety of areas to deliver on these priorities. The Corporate National policies and frameworks. Plan captures Council’s internal priorities, its staff, decision-making processes and accountability, as well Key guiding documents include: as its community priorities relating to service delivery, > CSIRO: Charters Towers: A Living Transitions assets, programs, partnerships and the economy. Roadmap A Corporate Plan is required of all local governments > Our North, Our Future: White Paper on under s165 and s166 of the Local Government Developing Northern Regulation 2012. The Corporate Plan must outline the direction of the local government (s166(a)), state the performance indicators for measuring STATE CONTEXT progress against Council’s vision for the future (s166(b)); outline the objectives of the commercial The Corporate Plan is more directly influenced business unit (s166(c)(i)); and describe the nature by state legislation. of significant business activity conducted by the business unit (s166(c)(ii))1. Key guiding documents include: The legislation also mandates that a Corporate Plan > Local Government Act 2009 must be developed every 5 financial years (s165(1)) Local Government Regulation 2012 and adopted in sufficient time to allow a budget > and operational plan to be developed for the first > Regional Economic relevant financial year (s165(2)). Development Plan 2014-2031 In addition to the above legislative requirements, > The Queensland Plan: Queenslanders’ 30-year the Charters Towers Regional Council holds a firm vision belief in the value of forward planning and strategic > Queensland Treasury Strategic Plan 2019-2023 alignment. The policy context provides a brief snapshot of the documents and policies considered in the development of this Plan. LOCAL CONTEXT

1. Charters Towers Regional Council does not have any commercial business units. As such, (s166(c)(i)) and (s166(c)(ii)) do not The Corporate Plan works in tandem with apply to this Corporate Plan existing Charters Towers Regional Council corporate documents to outline a fresh strategic focus for the next five years.

Key guiding documents include: > CTRC 5-Year Corporate Plan 2018-2023 > CTRC 2020-2021 Operational Plan > CTRC Economic Development and Innovation Strategy > CTRC Destination Management Plan 2020‑2025 > CTRC Priority Projects 2020-2024

Charters Towers Corporate Plan | 9 Our Organisation

Community Charters Towers Regional Council

Seven (7) Councillors are elected to represent Elected Members the Charters Towers community. In March 2020 > Elected Member Services Councillors Sonia Bennetto, Alan Barr, Kate Hastie, > Disaster Graham Lohmann, Julie Mathews and Bernie Management Robertson were elected for the Charters Towers > Tourism Trade & Investment Region, with Cr. Frank Beveridge elected Mayor.

The Charters Towers Regional Council employs over 250 people, all of whom will be involved in the Office of CEO delivery of this Corporate Plan.

The Executive Leadership Team (ELT) sits at the head of Council operations. The ELT is comprised of the Chief Executive Officer, the Director Corporate and Community Services and the Director Corporate and Infrastructure Infrastructure Services. The ELT meets fortnightly Community Services Services to ensure the implementation of Council resolutions and decisions.

The diagram outlines the structure of Charters Towers Regional Council, its three main directorates > Community Services > Water and Wastewater > Corporate Solutions > Fleet and its comprising departments. The implementation > Governance and > Facilities of the Corporate Plan will be informed by and Communications > Operations delivered through this organisational framework. > Regional Development > Workplace Health & Safety > People & Performance

Implementing the Corporate Plan This Corporate Plan will guide action for the next five (5) years. To ensure yearly success and accountability, Operational Plans will be developed annually with progress monitored through Quarterly and Annual Reports.

Corporate Plan Council’s five-year strategy, goals and expected outcomes

Operational Plan Yearly plan to achieve Corporate Plan actions and outcomes

Quarterly Reports Progress reports to assess the success of the operational plan

Annual Report Outlines the achievements of the Council each financial year

10 | Charters Towers Corporate Plan

Stakeholder Engagement

This Corporate Plan was informed by broad consultation with the community, Council staff, Councillors and other key stakeholders. The engagement process included digital surveys of community and Council staff, general public workshops, Councillor and staff roundtable discussions, and interviews with key industry stakeholders.

Key Engagement Themes

DEVELOPMENT INNOVATION COMMUNICATION

> Prioritising smart > Developing Charters > Improving avenues of infrastructure development Towers untapped communication with the and asset management potential as a regional community and staff, online hub and opportunity for and in person > Reinvigorating old facilities technological innovation and strategically allocating > Enhancing transparency resources > Strengthening key and accountability in industries such as Council decision-making > Understanding the agriculture and tourism limitations of our financial > Increasing community while growing economic and natural resources to engagement in Council diversity and resilience maximise their potential decision-making > Upskilling the community and Council staff to adapt to new technologies and a shifting economy

> Prioritising economic collaboration, resilience, partnership and innovation

12 | Charters Towers Corporate Plan Key Engagement Statistics A general public survey, which received 47 responses, was conducted to engage the wider community and gain insight into their priorities for the Corporate Plan. Key statistics are summarised below:

The community were asked to select their top three The community identified the following as their top defining features of the Charters Towers Region. five priorities for Council decision-making:

Our history

Our people 1 Increasing liveability and lifestyle

Our natural assets Our small businesses 2 Preserving culture and heritage Our industries

Our economy 3 Growing our visitor economy Our health and wellbeing

Our local environment 4 Economic diversification and resilience Other (please specify)

Our art and culture

Our sustainability 5 Enhancing community engagement and

Our diversity responsiveness

Our leadership

0% 10% 20% 30%

The community were asked to select five challenges they perceived to be facing the Charters Towers Region.

Attracting growth and development

Developing economic resilience (especially in light of COVID-19) Preparing for the changing nature of work and employment

Managing public funding constraints

Taking advantage of new and emerging technologies Managing changes to democracy, civic participation and institutional trust Addressing issues of equality, inclusion and disadvantage Tackling chronic physical and mental health issues Addressing climate change

Responding to ongoing digital disruption and cyber risks

Other (please specify)

Developing new transport networks

0% 5% 10% 15% 20%

Charters Towers Corporate Plan | 13 Strategic Direction

Working with our community, key stakeholders and staff, Charters Towers Regional Council has developed a strategic direction that we are confident will deliver improved services to our community and support for our staff.

The Corporate Plan is guided by our vision and Our community focus areas identify programs, mission statements, developed through consultation services and policies that support community needs. with community and staff are underpinned by Our organisational focus areas identify systems, our Council values. Council has also identified key processes and structural changes that allow us to principles that we will apply across the organisation deliver high-quality services. and in our communications with the community. . We have split our direction and priorities into community and organisational focus areas. This will allow us to target our strategy for delivering value to our community, while improving the organisation itself to support our community.

OUR SHARED VISION OUR MISSION

We will be a prosperous, innovative and We will listen to, empower, uplift and benefit forward-looking region that celebrates our community with high quality services, our cultural past while looking towards an infrastructure and policy. We will continuously environmentally friendly and economically improve our internal skills, transparency, exciting future. The Charters Towers Region will efficiency and planning to ensure we offer the be a vibrant inclusive place to live, connected to best possible leadership for our region. nature and full of opportunity.

Our Community will benefit from: Our Community will benefit from:

> A diverse, sustainable and innovative > Engaging, empowering and enabling our economy that grows sectors such as the community and advocating for the region visitor economy > Improving Council service delivery with > A highly engaged and liveable community talented staff, accountable practices and with health, wellbeing, inclusive and vibrant ongoing opportunities to upskill spaces as priorities > Delivering efficient services with service > A focus on our historical, cultural and natural review, innovative practices and future driven heritage planning

> A forward-thinking powerhouse of innovation, upskilling and adapting to future change

14 | Charters Towers Corporate Plan Our Community Values Our Organisational Values As a community we treasure our rich heritage and Our values encapsulate the transparent, community welcoming culture, while our hardworking, ambitious driven goals our Council embodies in its service spirit drives us towards a bright future. We value: delivery. They are:

Communication We’re accountable We connect with each other to prioritise We own what we do, and we do what we and act say

Innovation We’re open We are not afraid of trying new things We’re honest and up front, and we welcome new ideas Future-Focus We’re courageous We are flexible and forward thinking We stand strong and speak up for what’s right Culture & Heritage We treasure our past and celebrate who We aim to be better we are We do not shoot others down

We’re a proud team For good reason

Our vision is one of prosperity and community, and our mission is to work hard to achieve it.

Charters Towers Corporate Plan | 15 Community Focus Areas

The Charters Towers Region is at the centre of our organisation. We act in accordance with the principles of local government to deliver value and benefits to the Region. These Community Focus Areas outline our priorities to providing services and infrastructure that meet the current and future needs of our community.

ECONOMIC PROSPERITY CFA1 ENVIRONMENTAL SUSTAINABILITY CFA2

Prosperity and continued economic Environmental sustainability and protection of development local and regional natural assets Our objective is to develop a resilient Our objective is to manage our natural assets and diversified economy that capitalises sustainably. We will conserve and leverage on our regional strengths and grows our these assets in a way that protects them visitor economy. We will have the skills and against future challenges such as drought, infrastructure to seize economic opportunities bushfire and flood. and adapt to future economic challenges.

SOCIAL COHESION CFA3 CULTURE & HERITAGE CFA4

A cohesive and inclusive community Fostering regional identity and celebrating the Our objective is to provide services and diversity of our communities facilities that increase liveability and enable Our objective is to appreciate and foster social connection. We will prioritise fostering Charters Towers’ unique heritage and culture. the health and wellbeing of our community We will protect our history while nurturing the and enhancing public spaces to encourage welcoming and friendly culture of the region. community connection and an active lifestyle.

16 | Charters Towers Corporate Plan ECONOMIC PROSPERITY Economic enablement is a central part of what we do

Skills, Training & Education Resilience & Diversification Growing our Visitor Economy

CFA1.1 CFA1.2 CFA1.3 Photo by Phil Copp Photos Phil Copp by Photo

Skills, training and education Economic diversity supports Tourism is a central part of are key enablers of our resilience and recovery in our economy, with significant economic productivity and the face of economic change. opportunity to grow. participation. We will attract new industries We will make the most of the The Charters Towers Region to diversify the spread of local move towards domestic travel has a strong history of employment opportunities in the wake of COVID-19, providing high quality training across a broader range of promoting the unique

OPPORTUNITY OPPORTUNITY and education services of industries. experiences offered by our which we will continue to tourism sector. build on and enhance.

> Advocating, promoting, > Delivering our Economic > Delivering our Destination supporting and assisting Development and Tourism Management Plan and our local education sector Strategies branding

> Exploring programs to > Assisting established and > Highlighting and promoting build our community’s skills emerging industries with our cultural and regional for the future, including quality infrastructure and identity and its distinctive digital literacy training and appropriate regulatory travel experience upskilling programs modernisation > Empowering tourism > Working with the education > Leveraging technology and businesses by reducing sector to provide skills and data to optimise decision- red tape and encouraging training that support job making innovation

ACTION AREAS ACTION pathways and opportunities > Increasing connectivity and > Further developing our > Assist in the development digital access in the region Visitor Information Centre of the innovation and as a tourism launchpad > Collaborating with and entrepreneurial capability of advocating to State and > Marketing the region, our region with innovation Federal governments for leveraging exciting events specific training our region such as the 150 Year Celebrations

Charters Towers Corporate Plan | 17 ENVIRONMENTAL SUSTAINABILITY Our delicate natural resources are beautiful and essential

Water Sustainability Flora & Fauna

CFA2.1 CFA2.2 CFA2.3

Water security is a central Natural assets are the Living alongside nature is a pillar of our agriculture, backbone to the region’s reality of life in the Charters industry and community. identity, economy, culture Towers Region and lifestyle. We will effectively manage We will work to develop our water resources We will protect our natural and implement sustainable to protect our natural environment and work to methods of wildlife environment, support mitigate risks of a changing management and OPPORTUNITY OPPORTUNITY community lifestyle and assist climate. environmental protection. agricultural expansion.

> Supporting the Big Rocks > Implementing an Asset > Delivering the Flying Fox Weir project for heightened Management system Management Strategy water security to support that outlines sustainable involving State and Local agriculture, industrial and and innovative ways of levels of government residential growth monitoring, repairing and > Advocating to the State managing assets such > Developing a long-term and Federal governments as water sources and plan for wastewater for support with wild treatment plants treatment and recycled dog and pest weed water use > Investing in opportunities management, including for sustainable growth the Wild Dog 1080 Baiting > Addressing the end-of-life including expanding Program replacement requirements renewable energy of Charters Towers water > Complying with obligations generation in the region supply distribution network under the Biosecurity Act ACTION AREAS ACTION 2014 > Exploring options for the development of a safe potable water system for Greenvale

> Investigating smart irrigation and other innovative approaches to improve drought security

18 | Charters Towers Corporate Plan SOCIAL COHESION The measure of our community is our social wellbeing

Places & Spaces Liveability Health and Wellbeing

CFA3.1 CFA3.2 CFA3.3

Public spaces and places are Lifestyle and strategic Health, wellbeing and an a cornerstone of community location are points of active lifestyle are priorities cohesion and connection. difference for Charters for our community. Towers. We will enhance the vibrancy, We will continue to develop activation and aesthetics We will increase the liveability key health and social of our towns and villages of our region so residents can assistance services while to support recreation and enjoy a regional lifestyle with fostering our unique outdoor OPPORTUNITY OPPORTUNITY community health and exciting opportunities. lifestyle and encouraging wellbeing. active recreation.

> Continuing to advocate for > Exploring a redevelopment > Improving our health the Works for Queensland of the Charters Towers services through continued Funding Program and Aerodrome to allow for air advocacy for State funding utilise this support to operations in poor weather for the Townsville Hospital enhance public spaces and increase disaster and Health Service responsiveness > Developing a strong > Increasing community plan for future public > Promoting our regional awareness about where to space preservation and lifestyle to attract new access health services and enhancement, focusing residents the importance of an active on usability and social lifestyle Working with ACTION AREAS ACTION > connection telecommunications > Investing in key recreational companies to enhance assets and infrastructure digital connectivity projects such as the Pump Track and the Kennedy Regiment Memorial Pool

Charters Towers Corporate Plan | 19 CULTURE & HERITAGE Who we are matters

Our Heritage Our People Our Brand

CFA4.1 CFA4.2 CFA4.3

Heritage and culture are at Our residents are the most Our brand is one of a friendly the core of our identity. defining feature of our and welcoming community, region. and a part of what makes We will continue to protect Charters Towers special. and communicate our storied We will continue to nurture past, cultural heritage and and encourage our inclusive, We will leverage our unique rural identity. connected and welcoming benefits to encourage people

OPPORTUNITY OPPORTUNITY community. to visit and settle in the community.

> Embracing and celebrating > Continuing to implement > Supporting the Destination our history, including our People First Strategy Management Plan with a upkeep of key historical focus on education and > Providing events for our sites and archives heritage tourism community to connect > Empowering our Aboriginal such as the Move It NQ > Establishing, developing and Torres Strait Islander Campaign and marketing visitor communities through attractions, such as the > Supporting an inclusive activities contributing to Visitor Information Centre community that is reconciliation such as, and future Towers Hill welcoming and friendly by the development of a developments promoting diversity and ACTION AREAS ACTION Reconciliation Action Plan cultural celebration > Harnessing the 150-year > Supporting our rural Celebrations in 2022 to > Growing key community industries to advocate for reset and promote the story communication methods and communicate our rural of the town and region identity

20 | Charters Towers Corporate Plan Organisational Focus Areas How we work matters. Our organisation will continue to improve our systems and processes to increase efficiencies and public value for the Charters Towers Region. These Organisational Focus Areas outline our priorities to enhance our operations and support the delivery of high-quality services.

TRANSPARENCY & ACCOUNTABILITY OFA1 GOVERNANCE & STRUCTURES OFA2

Open and accessible Council decision-making Efficient and clear Council processes Our objective is to ensure our decision-making, Our objective is to continue to develop Council asset management and service delivery governance and structures that ensure high structures are understandable and assessable. quality, resource efficient and innovative service We will remain accountable to, and honest with, delivery. We have clear roles and responsibilities our community. for Council staff which enables efficient and productive outcomes for the community.

ASSETS & INFRASTRUCTURE OFA3 CUSTOMER SERVICE OFA4

Maintaining current assets and investing in Friendly, skilled and understanding service high-value projects Our objective is to continue to deliver Our objective is to skilfully allocate resources outstanding service to our community. We between upkeep of current infrastructure and will build our internal structures to enable our smart investment in new assets. We will ensure community to communicate their needs so Charters Towers’ assets are maintained at a high our staff can deliver excellent and innovative quality and understand where future assets can service. be developed to add value to the community.

PEOPLE-FIRST OFA5 INNOVATION & TRANSFORMATION OFA6

Fostering talent and creating a safe and Harnessing smart process and digital welcoming workplace transformation Our objective is to offer our staff the chance to Our objective is to be ready for the opportunities excel. Our staff drive the success of Charters of the future by identifying our current strengths Towers Regional Council. As such, we will and weaknesses, and employing new smart continue to take pride in our work, seek out, processes accordingly. By adopting carefully train, develop and upskill the best and brightest selected digital transformations into the Council, people in the employment market, and we can use resources more efficiently and constantly strive to improve. optimise results for the community.

Charters Towers Corporate Plan | 21 TRANSPARENCY & ACCOUNTABILITY We are open, accountable and proud

Transparency Accountability Engagement

OFA1.1 OFA1.2 OFA1.3

Council is committed to being Accountability in decision- Local governments open, transparent and straight making is key to developing as a must be guided by forward in its processes. Council and a Region. and responsive to the thoughts and concerns We will improve our We will continue to put the of the community. communication of Council community first, and welcome process and operations to all feedback on where we can We will expand on the stakeholders. improve in meeting the needs of current opportunities

OPPORTUNITY OPPORTUNITY residents. available for our community to engage with Council.

> Improving communication of > Outlining clear deliverables for > Exploring day-to-day Council activities Council programs to enable us opportunities for and achievements, and to evaluate their success digital democracy, strategic and operational community > Continuing to promote our goals and progress to our collaboration and strategic documents which community involvement in outline key responsibilities, decision-making > Improving internal and external performance measures and accessibility to informative expected service delivery > Continuing to key guiding documents and develop a community materials engagement framework that guides Council’s ACTION AREAS ACTION engagement with the community to inform Council decisions

> Ensuring access to communications and engagement for those living remotely

22 | Charters Towers Corporate Plan GOVERNANCE & STRUCTURES Our systems and processes support excellence and improvement

Governance Structures Strategic Planning

OFA2.1 OFA2.2 OFA2.3

Good governance is at the Deliver workspaces and A strategic approach to core of an efficient and well- processes that enable Council’s long-term planning functioning Council. innovative thinking, planning is vital in future-proofing the and service delivery. region. We will work to continuously review, revise and improve our We will ensure our structures This approach will ensure governance framework. clearly define roles that we manage our existing enable collaboration and environment and seek future

OPPORTUNITY OPPORTUNITY enhanced performance. opportunities to improve our resource management and develop innovation.

> Developing a robust and > Embedding information > Guiding accountable comprehensive Corporate management as an decision-making with long- Governance Framework intrinsic component of term financial planning that is aligned with best the functionality of the frameworks practice and embedded organisation > Ensuring our workspace across the organisation > Building an integrated and processes are > Continuing to review strategic planning responsive and agile policies, frameworks, framework that provides to adapt to unforeseen strategies and plans to for delivery of objectives challenges and ensure they meet the need and incorporates effective opportunities of both our organisation performance monitoring > Applying our value for and community and evaluation money approach to

ACTION AREAS ACTION planning to deliver projects > Undertaking a review of the > Defining clear roles and that are self-sustaining and Town Plan to ensure State responsibilities for teams, add community value and Local government and ensuring that they have policies are contemporary the appropriate resources > Targeting investment into to operate within budget digital technologies to and meet their goals better inform decisions based on environmental and economic trends

Charters Towers Corporate Plan | 23 ASSET & INFRASTRUCTURE MANAGEMENT Managing our infrastructure and assets is an essential function

Efficient Resource Redevelopment of Current Developing New Assets

Management Infrastructure OFA3.3 OFA3.1 OFA3.2

The community and The Charters Towers We are strongly positioned economy rely on functional community deserves for new development and infrastructure and assets. strategic and resourceful opportunities with a stable management of our existing economic base. We will focus resource assets. allocation to be more We will leverage our strategic proactive in asset We will continue our fiscally location as a transport management rather than responsible approach to hub to develop assets and OPPORTUNITY OPPORTUNITY reactive. governance to maximise infrastructure that enables outcomes for the community. future growth.

> Developing and > Redeveloping assets such > Evaluating high-value implementing a 10-year as the Saleyards to grow projects to promote the Asset Management Plan their potential location as a transport hub across the Council and for regional business > Developing a long-term community facilities plan to replace, refurbish > Encouraging the > Developing fully or scale down end-of-life development of new assets costed reconstruction/ assets that enhance road and rail refurbishment programs for supply chains > Execute Stage 2 of the

ACTION AREAS ACTION major asset classes Water Treatment Plant > Leveraging the airport as a > Prioritising our resource Upgrade source of new employment allocation for high-value and trade opportunities and high use assets

24 | Charters Towers Corporate Plan CUSTOMER SERVICE Excellent customer service puts the citizen first

Communication Service Delivery Service Innovation

OFA4.1 OFA4.2 OFA4.3

Communication is vital for a Delivering services for the As a community’s needs and strong sense of community, community is the driving context evolves, so should a and effective service delivery. purpose of our Council. Council’s approach to service delivery. We will improve methods We are committed to of communication between delivering the best quality We understand the need to Council and the community, services for the Region, and utilise new technologies and

OPPORTUNITY OPPORTUNITY and enable communication we will prioritise community approaches to services and within the community itself. centric service. will invest in these areas.

> Developing stronger > Providing a consistent, > Maximising information pathways of communication knowledgeable and technology to offer throughout the Charters professional customer contemporary service Towers Region to connect experience delivery models, increased the community, online and staff capability and value- > Implementing ongoing and in person for-money specialised staff training > Encouraging the that enables high-quality > Optimising technologies community to communicate service delivery from skilled such as Technology One their service needs with staff platform to enable excellent Council and ensuring there service delivery Investing in high use ACTION AREAS ACTION > is a strong framework for community programs that this engagement deliver value-for-money and reducing service levels for programs that no longer meet community needs

Charters Towers Corporate Plan | 25 PEOPLE FIRST A Council is defined by its staff

Attracting Talent A Safe and Welcoming Staff Skills and Training

OFA5.1 Workplace OFA5.3 OFA5.2

A successful organisation Staff perform best in a Council’s staff are our attracts and retains top welcoming, friendly, diverse biggest asset, and it is talent. workplace that values their vital to invest in their wellbeing. development. We are focused on attracting new people who can bring We will prioritise the health We are committed to offering fresh ideas, and fostering the and wellbeing of our staff, and staff opportunities for skill talent we already have. ensure they have a safe and development and will ensure

OPPORTUNITY OPPORTUNITY hospitable place to work. we give them the training that allows them to perform at their best.

> Building our recruitment > Continuing to deliver our > Ensuring there are options strategy to leverage our People First Strategy and for staff to grow and People First Strategy encouraging a welcoming, expand their skills inclusive workplace culture > Developing strong > Upskilling staff to adapt succession planning > Delivering a work health to digital and innovative that clearly defines how and safety plan that models technology so they can responsibility will transition best practice and achieves realise the potential of new safe outcomes within the Council technologies > Defining opportunities for workforce internal promotion and > Providing clear training external hiring that brings in > Embedding a rigorous on Council’s decision- high talent while retaining safety leadership culture making and strategic

ACTION AREAS ACTION our outstanding staff within the workforce planning processes to ensure consistency across > Encouraging opportunities directorates for mentoring within the workplace to support upskilling and a collaborative workplace culture

26 | Charters Towers Corporate Plan INNOVATION & TRANSFORMATION Innovation unlocks a region’s full economic and social potential

Overcoming Innovation Supporting Local Innovation Innovation Partnership

Barriers OFA6.2 OFA6.3 OFA6.1

Innovation promotes new Local innovation can harness Innovation does not happen ideas, new approaches to our current strengths and in isolation. efficiency and continuous develop new opportunities in We understand the power of improvement. exciting new ways. partnership in innovation and We will ensure our internal We will work to support and will advocate for Charters structures work to enable foster innovation in Charters Towers in innovation networks innovation, and we will Towers and grow local across the region and beyond. OPPORTUNITY OPPORTUNITY address barriers to innovation business capacity. in the community.

> Leveraging the experience > Developing an internal > Supporting our local and expertise of our innovation framework innovators and their community to solve local to increase Council’s products/services in the challenges innovation capacity and wider region activities > Identifying and addressing > Partnering with other local barriers to innovation > Establishing a formal innovation networks, such as red tape and Charters Towers including working with inefficient processes Innovation Network that other governments, connects businesses and educational institutions and > Developing internal entrepreneurs with Council businesses ACTION AREAS ACTION governance that prioritises the need for effective > Supporting and promoting > Advocating for the Region innovation local innovation training, in State and National programs and events innovation programs > Encouraging internal and local innovation

Charters Towers Corporate Plan | 27 Potential Performance Indicators

These potential performance indicators provide a framework for Council and residents to assess progress towards achieving the objectives of this Corporate Plan.

A brief summary of performance indicators for each focus area and its key objectives is summarised below. Further performance indicators and detailed objectives are outlined in the operational plan and other strategic Council documents.

Focus Area Key Objectives Performance Indicators

> Educational attainment and quality Increase educational attainment and skills measures Economic > Growth in new (and non-traditional) Prosperity Increase the diversity and resilience of our sectors CFA1 economy > Relative impact of economic shocks

Increase visitation and the tourist economy > Metrics of visitor stay and enjoyment

Improve the management of our water > Water quality and use measures supply Environmental Health > Environmental footprint and quality Increase our environmental sustainability CFA2 standards

Improve our management of flora and fauna > Biodiversity levels and pest measurement

> Citizen happiness and participation Enhance community liveability Social > Community liveability Cohesion

CFA3 Improve public spaces > Usage and quality of public facilities

Improve community wellbeing > Health and social outcome indicators

> Delivery of heritage projects and cultural Protect our heritage Culture & celebrations Heritage Foster our sense of community > Community participation and engagement CFA4

Develop our brand > Brand engagement with Charters Towers

28 | Charters Towers Corporate Plan Focus Area Key Objectives Performance Indicators

> Accessibility and transparency of Council Improve Council transparency projects and processes Transparency & Accountability > Community engagement influencing Increase Council accountability OFA1 Council changes

Increase community engagement > Engagement participation

> Review and amendment of Council Review Council governance strategies and processes Governance & > Development of Council structures and Structures Adapt Council structures staff roles OFA2

> Delivery of the Corporate Plan and Improve strategic planning processes achievement of strategic goals

Asset & Improve efficient resource management > Cost effective asset management and use Infrastructure Management Redevelop current infrastructure > Future infrastructure upgrades and projects

OFA3 Develop new assets > Delivery of capital works projects

Improve communication between Council > Increased communication pathways and and the community community engagement with Council Customer Service > Community use and assessment of Deliver high quality services OFA4 Council services

Increase service innovation > New modes of service delivery

> Attraction of highly qualified taffs and Attract talent to Council career progression of talented internal hires People-First Foster a safe and welcoming workplace > Adherence to WHS guidelines OFA5

> Upskilling and mentoring opportunities Increase staff skills and training available

> Policy and Council structure changes for Overcome innovation barriers innovation Innovation & Transformation > Businesses and entrepreneur’s innovation Support local innovation OFA6 acknowledgements

Increase innovation partnership > Entry into innovation partnerships

Charters Towers Corporate Plan | 29 PO Box 189 Charters Towers Qld 4820

12 Mosman Street Charters Towers Qld 4820 Australia

P (07) 4761 5300 F (07) 4761 5344 E [email protected] ABN 67 731 313 583 www.charterstowers.qld.gov.au