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Corporate Plan 2021-2025

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Corporate Plan 2021-2025 Corporate Plan 2021–2025 Contents Foreword 3 Organisational Focus Areas 21 Transparency & Accountability 22 Introduction 4 Governance & Structures 23 Charters Towers 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 Charters Towers Region. 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 Queensland 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 Townsville and 83 to the Isaac Region. 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
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