corporate plan 2009-2013

NATURAL DYNAMIC HEALTHY SMART

CoRpoRATE pLAN 2009–2013

Frase r Coas t Reg iona l Counc i l

con ten ts

Vision and guiding principles

Message from Mayor and CEo .. 1

Corporate planning framework .. 2

Councillors .. 3

Local and regional issues .. 4

our aspirations .. 5

Strategies and focus areas .. 6

Contact us and Feedback

Honesty Accountability RespectTeamwork Communication

We behave ethically and act with honesty, fairness, courage and loyalty.

We conduct ourselves in a business-like manner to deliver efficient and expert services in the public interest and we are open, consistent and transparent about our decisions.

We recognise and support the contribution of individuals and respect each other, our families, our clients, those with different ideas and from diverse backgrounds and cultures.

We work together to strive for excellence, creativity, leading-edge technology and quality outcomes for the organisation and the region.

We keep people informed through active engagement and consultation and being open to alternative ideas.

our guiding principlesThese are the principles that guide our actions and decisions when dealing with the community, customers and stakeholders:

Fraser Coast:“a lifestyle for everyone”

Fraser Coast Regional Council will work towards achieving our vision by sustaining our unique natural environment, building a dynamic region, maintaining a healthy community and establishing a smart customer orientated organisation.

Corpora te p l an 2009 - 2013 1

Message f rom the CEo

Andrew Brien

Message f rom the Mayor

Mick Kruger

I am proud to present our Corporate plan, which will form the strategic and operational framework for the Fraser Coast for the next four years.

The plan is guided by our vision for the region, which comprises of the following four key aspirations:

A unique natural environment; a diverse and innovative prosperous region; a liveable, healthy and happy community; and a smart, sustainable community focused organisation.

Reducing our carbon footprint in terms of waste and emissions is an overriding goal as we strive to preserve, protect and manage the exceptional natural environment we have been blessed with.

Comprehensive regional planning, strategic regional land use plans, and innovative tourism and economic development strategies will allow Council to manage and build upon the rapid growth which creates our prosperity.

We aspire to be a healthy, happy community through strategies which provide cultural diversity experiences; protect and promote our impressive heritage; improve public health and safety; and encourage an empowered, participative community.

Finally, our focus is on people. As an organisation we are committed to developing and implementing strategies which are responsive to our community and establish a customer focused organisational culture.

The Corporate plan will guide and measure our progress against strategic targets and indicators as we endeavour to turn these four key aspirations into reality.

The future of the Fraser Coast is both exciting and challenging. We invite you to work with us to build a bright, sustainable Fraser Coast with a “lifestyle for everyone”.

In developing the first Corporate plan for the Fraser Coast region there was significant emphasis placed on gaining input from residents and business groups across

the new Council area. Input was provided through public submissions, feedback from elected members and Council staff to get a final plan that will provide two outcomes - the first is the strategic direction for the Council and the second is how Council will measure its level of achievement.

This plan builds on plans developed by the four previous Councils. It will focus the efforts of the Council as it moves forward as a united organisation to meet the many challenges ahead.

The Corporate plan has been structured around the key themes which were identified at a workshop attended by Councillors and Executive staff. The themes can be summed up in four words: Natural, Dynamic, Healthy and Smart. These are the aspirations of the Councillors elected to represent the Fraser Coast.

The Plan, while reflecting the direction in which the organisation is heading, is only as good as the staff who will deliver the outcomes. Council staff have had to meld four diverse systems and cultures to get the organisation to the point it is at now.

While there was some criticism of the draft Corporate Plan for not going into extensive detail for each and every strategy, role and function of Council, it needs to be read in context.

The Corporate plan is a high level document intended to guide the organisation along its set direction. The operational plan and Budget provide the balance of the framework that the Council uses to achieve its vision.

The road ahead will be challenging, especially as the Council implements new legislation brought in through the review of the Local Government Act and the move to principle-based legislation. The level of planning and reporting will be increased and the costs of this will need to be met by Council.

The global financial crisis will continue to impact on Council and result in changes to Council programs and works to maximise grants and subsidies while developing sustainable infrastructure.

The Corporate plan has now been adopted, but Council is always looking at ways to improve service delivery and comments are always welcome to help Council to achieve its regional aspirations.

2 Corpora te p l an 2009 - 2013

p LANNING FRAMEWoRk

Stra teg i c p l ann ing F ramework

The Local Government Act 1993 requires a Council to prepare and adopt a corporate plan for a period of at least four years. The plan is a high level strategic document that provides a framework for Council on the direction for the region and guides decision making and policy development.

In providing direction the plan articulates a vision for the region based on an understanding of trends and expectations and by examining the issues that are relevant to the Fraser Coast’s future. Aspirations have been identified in the plan to address these issues and targets set to achieve these aspirations and ultimately our vision.

An effective planning framework includes long term, medium term and annual plans. It ensures that the individual effort of people is contributing to the Council’s vision and that sufficient resources are allocated to achieve these plans.

CHIEF EXECUTIVE OFFICER

EXTERNAL SERVICES

Strategic Asset

planning

operations

Fraser Coast Water

Business

Development

Fraser Coast Waste

DEVELOPMENT SERVICES

Building Services

Development

Assessment

Strategic

planning

COMMUNITY SERVICES

Community

and Culture

Environment and

Sustainability

Environmental Health

and Regulation

Recreation and

open Space

ORGANISATIONAL SERVICES

Customer Service,

Marketing

Financial Services

Information

Management

people Development

CONTROLLED ENTITIES

Widelinx Pty Ltd

Wide Bay Water

Corporation

Hervey Bay

(Community Fund) Ltd

Hervey Bay

(Cultural Fund) Ltd

Brolga Theatre

Board Inc

MAYOR AND COUNCILLORS

OUR COMMUNITY

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CAPITAL DELIVERY


CoUNCILLoRS

Mayor Cr Mick Kruger

The Mayor has a roving brief over all council business and protfolios. He sits on a number of regional advisory committees and is the Chairperson of Council’s ordinary Meetings and the planning and Development Standing Committee meetings.

Deputy Mayor Cr Belinda McNeven

Chair of the Corporate Governance Portfolio which monitors financial performance, customer service, human resources, risk management and Council’s corporate image.

Councillor Julie Arthur

Chair of the Water and Sewerage Infrastructure portfolio which incorporates Wide Bay Water, Sunwater and Maryborough Water & Sewerage.

Councillor Sue Brooks

Chair of the Environmental Sustainability portfolio which sets the policy framework for the environment and oversees the management of our natural areas including water quality, parks, coastal and open space.

Councillor David Dalgleish

Chair of the Rural and Urban Infrastructure portfolio which oversees the maintenance and management of the region’s drainage, roads, asset management and community safety.

Councillor Linda Harris

Chair of the Arts and Culture portfolio which oversees the operation of the region’s libraries/galleries, Brolga Theatre, public art, native title and RADF.

Councillor Debbie Hawes

Chair of the Strategic policy and Sustainability portfolio which sets the policies and strategic framework by which the Council operates.

Councillor Barbara Hovard

Chair of the Business Development portfolio which is involved in the management and development of businesses units of Council such as Waste, Widelinx, Caravan Parks, Airport and Fleet.

Councillor Les Muckan

Chair of the Community and Recreation portfolio which plans and maintains the region’s sporting, recreation and community facilities.

Councillor Anne Nioa

Chair of the Marketing and Tourism portfolio which involves promoting the regional image and overseeing community festivals and events.

Councillor Gerard O’Connell

Chair of the Economic Development portfolio which encourages the establishment of new businesses to the region.

Cr M Kruger Cr B McNeven Cr J Arthur Cr S Brooks Cr D Dalgleish Cr L Harris Cr D Hawes Cr B Hovard Cr L MucKan Cr A Nioa Cr G O’Connell

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Development

Ensure that the planning framework protects and plans for our unique communities which are designed for “living” and guides future growth and prosperity.

protection of the region’s natural environment including waterways and coastal zones is a vital community outcome.

Art and Culture

Facilitation of the region’s arts, cultural and heritage development and preservation for community inclusiveness.

Economic Development

public infrastructure should be improved, managed and maintained to promote the region as a desirable place to work, invest and do business.

This will intensify the residential, tourism, business and employment activities within the region.

Infrastructure

Develop and maintain infrastructure in line with the region’s demographic profile and the requirements of the community.

Environmental Management

Council shares custodianship of World Heritage listed Fraser Island, the southern tip of the Great Barrier Reef and RAMSAR listed Great Sandy Strait. The region also boasts part of the Mary River, critical habitat, wetlands, wildlife corridors, waterways and catchments. Managing and developing key strategies to preserve and protect the region’s significant environmentally sensitive natural areas is a priority. There is greater awareness of the community and governments’ responsibility to act in a sustainable manner. Council will need to investigate, develop and implement best practice to mitigate detrimental impacts on the environment.

Community Development

Encourage and promote healthy lifestyle choices for the wellbeing of the community and foster connections and networks between people, communities, facilities and services.

Disaster Management

Implement effective disaster management planning to minimise personal, social, economic and environmental impacts and ensure the safety and wellbeing of the community.

Regional Profile

LoCAL AND REGIoNAL ISSUES

Location

Land size 7,125 kmDistance from Brisbane aprox. 300 km

Demographics

population as at Census 2006 86,747Estimated population 2026 123,966Av. household weekly income $1,033

Environment

Domestic waste 60,698 tonne per yearHectares of parks and reserves 136,874ha

Economy

Gross regional product $2.8 BillionRetail expenditure per house $446/weekTotal visitors per annum 1,688,700Labour force 35,167Unemployment (% of labour force) 5.6%

Council

Number of rateable properties 49,600Income (at March 2008) $162 millionExpenditure (at March 2008) $115 millionTotal assets (at March 2008)$1,534 million

SMART

a smar t , sus ta inab le and cus tomer focused o rgan i sa t i on

HEALTHY a l i veab le , hea l thy and happy commun i ty

DYNAMIC a d ive rse , i nnova t i ve and p rosperous reg ion

NATURAL a un ique na tu ra l env i ronment

oUR ASpIRATIoNS



Our Aspirations

1.1 Natural Environment

1.1.1 Develop a coastal management strategy that ensures the sustainable use of coastal areas including protection, amenity, safety, public access and aesthetics.

1.1.2 Work collaboratively with key stakeholders to identify, preserve, protect and manage significant environmentally sensitive natural areas, implement and promote sustainable land management and promote environmental best practice with the aim of protecting and acquiring critical habitat, remnant bushland, wetlands and wildlife corridors.

1.1.3 Management of catchments, waterways and wetland environments in a way that protects and enhances ecological systems.

1.2 Biodiversity and Climate Change

1.2.1 Develop and implement management strategies that preserve the diversity of endemic flora and fauna.

1.2.2 Implement strategies to identify, reduce and mitigate Council’s carbon footprint.

1.2.3 Develop interconnected transport networks that promote alternative transport options around walking and cycling.

1.2.4 promote and investigate best practice technological advancements which result in cleaner energy production, an increase in renewable energy use and a reduction in energy use.

1.2.5 promote community awareness of sustainable, energy efficient solutions for house and lifestyle choices.

1.3 Waste Management

1.3.1 Encourage industry to implement strategies and technology to minimise detrimental impacts on air, noise and water quality.

1.3.2 Ensure emerging waste management solutions incorporate the principles of reduce, reuse and recycle.

1.3.3 Manage wastewater effluent in a manner which is cost effective, innovative, safe and complies with statutory and licence conditions and all relevant guidelines.

“With World Heritage listed Fraser

Island and the Great Sandy

Strait right on our doorstep,

Council has a responsibility to

ensure development in the region

protects the natural environment

whilst producing a sustainable

built form. It is important for

development to respect and

complement the natural character

of this environment.”

David King, Director Development Services

NATURAL: a un ique natura l env i ronment

Lake McKenz ie , FRASER ISLAND


Aspiration How will we achieve or measure our success Target

Natural Environment Implementation of management strategies to protect • and sustain our natural environment

90% of budgeted recommendations implemented

Biodiversity and Climate Change

Reduction in carbon footprint• 5% reduction in carbon footprint emissions

Waste Management Waste recycled and waste minimised• 10% increase in recycling 2% reduction in waste

partnerships Increased level of incumbent with professional groups • and associations

>3 joint projects p.a.

Major projectsTimeframe

2009/10 2010/11 2011/12 2012/13

Environmental Land Acquisitions $1.00M

Waste Management Facilities $1.01M $1.39M $2.26M $2.36M

Foreshore Restoration $0.25M $0.27M $0.30M $0.32M

Coastal Management $0.89M $2.74M $1.33M $1.30M

Petr ie Park , TIARO

Mt Bauple , TIARO


Our Aspirations

2.1 Built Environment and Planning

2.1.1 plan for self sustaining communities designed for “living” which embrace the character, lifestyle and environment of the region within manageable growth targets.

2.1.2 Develop a comprehensive regional planning framework that guides the future growth and prosperity of the region.

2.1.3 promote community awareness and understanding of the regulatory framework in relation to building and planning legislation.

2.1.4 Ensure that our planning framework protects and preserves the intrinsic character of our unique communities.

2.2 Infrastructure

2.2.1 Manage the provision of water and sewerage services in an environmentally responsible and cost effective manner that ensures community well-being.

2.2.2 Manage the quality and quantity of stormwater drainage infrastructure to minimise risks to the environment and community through the implementation of best practice management strategies.

2.2.3 Develop a high quality integrated transport network that enhances connectivity with a commitment to ecological sustainability.

2.2.4 Manage and maintain assets in an efficient and cost effective manner optimising the whole of life value to the community.

2.3 Commerce and Industry

2.3.1 promote the Fraser Coast as a desirable place to work, invest and do business.

2.3.2 Foster a business supportive environment that encourages

the retention and development of existing and new business and investment attraction.

2.3.3 Cultivate a diverse regional industry base that supports an enterprising and innovative business culture.

2.4 Tourism Destination

2.4.1 Encourage tourism that sustains and enhances the geographical character of the region by developing and improving it in ways that are distinctive, reflective of its natural and cultural heritage, so as to encourage market differentiation and cultural pride.

2.4.2 Satisfied and excited visitors are ambassadors for the region, thus providing continuing demand for the destination while encouraging the local community to experience their own regional attractions.

2.4.3 Advocate and develop strategic alliances with key stakeholders to facilitate tourism and promote the Fraser Coast as a desirable place to visit and live.

DYNAMIC: a d iverse , innovat ive and prosperous reg ion

“Fraser Coast is a dynamic,

livable region. Council will

develop infrastructure strategies

to compliment the region’s

recognised reputation and drive

its growth and prosperity.”

Ron Smith, Director External Services

“The effective delivery of the

capital works program provides

essential infrastructure to create

liveable communities and strongly

underpins the economic strength

and business activity of the

region.”

Wayne Sweeney, Director Capital Delivery

Peppers Resort , HERVEY BAY

Cane Harvest , WOOCOO



Built Environment and planning

% development applications issued within • statutory timeframespreparation of a regional land-use strategy•

80% issued Completed within 3 years

Infrastructure % of capital program completed• % community satisfaction with operational • service levels

90% 95%

Commerce and Industry Number of businesses assisted to establish in the region•

Number of businesses assisted to expand in the region•

>5 p.a.

>5 p.a.

Tourism Destination % increase in visitor numbers• 5% increase

Airport Usage % increase in passenger movements at the airport• 5% increase


2009/10 2010/11 2011/12 2012/13

Road Construction $20.50M $21.75M $21.12M $19.59M

Airport Upgrades $3.56M $1.00M $1.24M $1.22M

Water & Sewerage Services $32.69M $34.92M $35.12M $7.00M

Drainage Construction $3.33M $6.54M $6.43M $6.18M

Strategic Land Use plan $0.80M

EDI Ra i l , MARYBOROUGH

Fraser Coast Airport, HERVEY BAY


HEALTHY: a l iveable , hea l thy and happy community

3.2 Community Health and Safety

3.2.1 promote an environment in which residents and visitors feel safe and have equal access to services and facilities.

3.2.2 Implement an effective disaster management planning and response mechanism which minimises personal, social, economic and environmental impacts for the safety and wellbeing of our community.

3.2.3 promote healthy lifestyle choices for the wellbeing of our community.

3.3 Community Development

3.3.1 Encourage a community that is participative, empowered and self-sustaining, through a supportive network.

3.3.2 provide opportunities for a diverse range of active and passive recreational, sporting and learning facilities.

3.3.3 Celebrate community pride, creativity and a sense of belonging through a range of community events throughout the region.

Our Aspirations

3.1 Heritage and Culture

3.1.1 Identify, protect and share our rich history and diverse heritage of the region to enrich the local character and identity of the Fraser Coast.

3.1.2 provide a diverse range of cultural experiences that promote community inclusiveness, participation and enjoyment.

3.1.3 preserve the heritage of the traditional owners of the Fraser Coast to ensure that it is understood and accessible for current and future generations.

“The Fraser Coast region is

a desirable place to live and

play. Council is committed to

encouraging and facilitating

healthy lifestyle opportunities

and involving the community by

fostering connectivity between

people, community groups,

facilities and services. ”

Peter Smith, Director Community Services



Culture provision of a fully integrated library service, galleries, museums and multicultural • programs promoting excellence and building capacity of the arts and culture sectorDevelop, present and promote diverse performing arts in a local, national and • international context

90% of budget programs implemented 90% of the Brolga Theatre’s annual arts program achieved

Heritage Undertake planning, research and develop guidelines to protect existing heritage • and community character

Guidelines developed and incorporated into relevant planning documents within 3 years

Community Health and Safety promote the knowledge of disaster recovery responses and systems•

Convene local networks to develop co-ordinated responses to community safety • issuesprovision of regulatory and direct health related services and community education • to minimise health risks and promote healthy lifestyle choices

Awareness campaigns implimented prior to peak disaster periods Number of initiatives implemented that address issues of public safety Number of initiatives implemented that address issues of public health

Community Development Implementation of the Social plan • Support to community organisations to build their capacity to deliver community • services and eventsIncrease community participation at regional and community events •

80% implementation of strategies 90% satisfaction of groups assisted by Council to build capacity 10% increase in attendance at community events


2009/10 2010/11 2011/12 2012/13

Seafront oval Master plan $0.40M $0.50M $0.30M

parks & Recreation Facilities $3.12M $2.20M $2.11M $2.28M

Aquatic Facilities $4.00M $2.00M $2.00M

Community Facilities $1.15M


2009/10 2010/11 2011/12 2012/13

public Art Investment $0.17M $0.17M $0.17M $0.17M

Art Gallery/Library Building Extension

$2.20M

Animal pound Facility $0.90M

Aquat ic Centres , MARYBOROUGH and HERVEY BAY


Our Aspirations

4.1 Leadership and Innovation

4.1.1 Govern in a positive, innovative and unified manner.

4.1.2 Advance the interests of our region through effective representation and collaborative working relationships.

4.1.3 Accountable, decisive and motivational leadership which creates an environment that encourages teamwork, innovation and progress.

4.1.4 Develop clear strategic direction focused on long term sustainability, supported by a robust planning framework.

4.1.5 Maximise the return on investment and business opportunities of Council business units and controlled entities.

4.1.6 Evaluate the performance of the the organisation through effective measurement and benchmarking.

4.2 Knowledge Management

4.2.1 Maximise the use of technology, information and knowledge for the benefit of our organisation and the community.

4.4 Community and Customer Focus

4.4.1 Develop and implement strategies that are responsive to our community and establish an customer focused organisational culture.

4.4.2 Ensure that the organisation is focused on the delivery of consistent and timely services to the community through quality service standards.

4.4.3 provide inclusive community engagement through meaningful consultation and communication strategies.

4.5 Marketing

4.5.1 Create a sense of belonging for the community that retains intrinsic character and values.

4.5.2 Support and enhance the image and liveability of the Fraser Coast through innovative and effective marketing strategies and partnerships.

SMART: a smart, sustainable and customer focused organisation

“Achieving a smart customer

orientated organisation requires

a highly skilled and motivated

workforce, establishing a

sustainable long term financial

position that supports the

objectives of this plan, ensuring

corporate knowledge is captured

and managed and effective

promotion of our services.”

Lisa Desmond, Director Organisational Services

4.2 Knowledge Management cont.

4.2.2 Develop strategies to ensure the retention of corporate knowledge, information and records.

4.3 People Development

4.3.1 Encourage a participative work culture that engenders commitment and professionalism.

4.3.2 Build and invest in a good relationship with employees to ensure the success of the organisation.

4.3.3 An organisation which is conducive to maximising the potential of its people, and which recognises well being as a critical component of business success.

4.3.4 Develop a culture of continuous learning through career planning, multi-skilling and empowerment.

4.3.5 Implement human resource strategies that achieve our “employer of choice” goal.

4.3.6 Implement strategic employment and succession planning to ensure that future and present needs of the organisation are met.



2009/10 2010/11 2011/12 2012/13

Information Technology Updates $1.09M $1.89M $1.18M $0.88M

Administration Centre $3.60M $5.0M

SMART: a smart, sustainable and customer focused organisation


Leadership and Innovation Undertake a community survey on Council leadership• 70% satisfaction

knowledge Management Develop and implement an Enterprise Risk Management • Strategy

within three years

people Development Undertake an employee satisfaction survey• 90% achieved

Community & Customer Focus Respond to enquiries within Customer Service Level • Standards

90% satisfaction

Financial Sustainability Performance against financial indicators (capital and • debt ratio, operating results)

90% achieved

Corporate performance performance against corporate health and governance • standards

80% organisational Health Check achieved

Bond Store , MARYBOROUGH

CoNSULTATIoN pRoCESS

In accordance with the requirements of the Local Government Act 1993, Council has consulted with the community in the preparation of the Corporate Plan 2009 - 2013. In addition to advertising the Corporate Plan:

Copies were made available at Council’s Administration Centres, Libraries and on •council’s website for public comment;

Copies were provided to interested businesses and community groups; and•

Council staff were given the opportunity to provide input into this plan.•

FEEDBACk

If you have a comment or question about this Corporate Plan, here’s how to contact us:

Write: organisational Services Fraser Coast Regional Council PO Box 1943, Hervey Bay Qld 4655

Web: www.frasercoast.qld.gov.au

Email: [email protected]

phone: 1300 794 929

Fax: (07) 4197 4455

corporate plan 2009-2013

Documents

healthy community

happy community

sustainable fraser coast

participative community

unique natural environment

dynamic region

corporate planning framework

regional issues