corporate plan 2009 - regional development australia | … · 2015-05-21 · maranoa regional...

Maranoa Regional Council Cnr Bungil & Quintin Streets

Roma Queensland 4455 P 1300 007 662 F 07 4622 3084

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Postal Address: PO Box 42 Mitchell Queensland 4465 ABN: 99 324 089 164 www.maranoa.qld.gov.au

CORPORATE PLAN2009 – 2013



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1 INTRODUCTION 11.1 MESSAGES FROM MAYOR AND CEO 11.2 MARANOA REGIONAL COUNCIL – PROFILE 22 ABOUT THE CORPORATE PLAN 32.1 WHAT IS A CORPORATE PLAN? 32.2 HOW THIS CORPORATE PLAN WAS DEVELOPED 32.3 LEGISLATIVE REQUIREMENTS RELATING TO CORPORATE PLAN 32.4 APPLICATION OF CORPORATE PLAN 33 CONSULTATION PROCESS 44 ASSESSMENT OF REGIONAL AND LOCAL ISSUES 55 OUR VALUES 116 OUR VISION 127 OUR MISSION 128 OUR STRATEGIES 138.1 ORGANISATIONAL MANAGEMENT 148.1.1 EXECUTIVE SERVICES 148.1.2 HUMAN RESOURCE MANAGEMENT 148.1.3 WORKPLACE HEALTH AND SAFETY 158.2 CORPORATE SERVICES 168.2.1 FINANCE 168.2.2 INFORMATION TECHNOLOGY 168.2.3 CORPORATE GOVERNANCE & ADMINISTRATION 178.2.4 FACILITIES MANAGEMENT 178.2.5 CUSTOMER SERVICE AND RECORDS 178.3 PLANNING AND ENVIRONMENT 188.3.1 TOWN PLANNING 188.3.2 BUILDING 188.3.3 ENVIRONMENTAL HEALTH 188.3.4 RURAL SERVICES 198.3.5 ANIMAL CONTROL 198.4 COMMUNITY SERVICE 208.4.1 ECONOMIC DEVELOPMENT 208.4.2 TOURISM 208.4.3 COMMUNITY DEVELOPMENT 218.4.4 ARTS AND CULTURE 218.4.5 SPORTS AND RECREATION 218.4.6 YOUTH 228.4.7 COMMUNITY CARE 228.4.8 HOUSING 238.4.9 EMPLOYABILITY 238.4.10 MARUMA-LI MARI 238.4.11 SOCIAL DEVELOPMENT SERVICES 248.4.12 COMMUNITY GRANTS AND ASSISTANCE 248.5 OPERATIONS 258.5.1 ENGINEERING SERVICES 258.5.2 COMMERCIAL OPERATIONS 258.5.3 ROADWORKS 268.5.4 PLANT 278.5.5 DEPOT & STORES 278.5.6 WATER 288.5.7 SEWERAGE 288.5.8 GAS 298.5.9 WASTE MANAGEMENT 308.5.10 PARKS & GARDENS 308.5.11 CEMETERIES 318.5.12 EMERGENCY SERVICES 318.5.13 DRAINAGE 329 PERFORMANCE MONITORING 3310 DURATION OF CORPORATE PLAN 33

Table of Contents



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Corporate Plan 2009 - 2013

1 Introduction

1.1 Messages from Mayor and CEO

.......from the Mayor

It gives me great pleasure to present this Corporate Plan for 2009- 2013 which is the first Corporate Plan for the new Maranoa Regional Council. Like all Corporate Plans, this document has been prepared to chart the direction that this Council believes will ensure the best possible outcomes for our region.

Although the Councils that follow us will also be charged with developing their own plans, this document is unique and in many ways more important than any of those that will follow. This newly amalgamated Council has the opportunity and the substantial responsibility of shaping the future for our entire region. The work that we undertake through the implementation of the strategies contained in this plan will set the path for all future Councils to follow.

Our region is widely regarded for the quality of lifestyle and diversity of opportunities that it presents. Each of the individual communities within our region plays a vital role in establishing the unique character of the region and so this Council is committed to protecting their ongoing viability. Emerging industries such as Coal Seam Gas extraction seem likely to impact substantially on our region during the life of this plan. This Council is committed to ensuring that the impacts are positive and only provide for growth that delivers sustainable benefit to the region.

.......from the CEO

The staff of Maranoa Regional Council understand and appreciate the opportunities and the challenges that will present during the life of this corporate plan. While the process of creating a new organisation from the component Shires has not always been easy, there is a strong sense of anticipation for what is ahead.

We are part of what is now a sizeable organisation and through the implementation of the strategies in this corporate plan we expect to create an organisation that delivers the best possible outcomes for our community.

This plan has two functions. Firstly it identifies and clearly articulates the strategies that our elected members and the community have established as the most important for present and future generations. In delivering these strtegies we will be shaping the communities and the environment that we live in. The second function is that the corporate plan also determines how our new organisation will develop, along with the values and principles that influence how we interact with our community.

In the preparation of this Corporate Plan we recognise that the Maranoa Regional Council is a customer service organisation and exists only to provide services to the community. The strategies contained in this plan are intended to help us identify the standard of lifestyle that our community expects and then provide that standard of lifestyle through quality service provision.



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1.2 Maranoa Regional Council – Profile

Maranoa Region is located in south west Queensland approximately 480km west of the state capital ofBrisbane. Covering an area of 58,830sq km and home for approximately 13,000 people, the region maintains a proud and productive rural industry which in more recent years has been complimented with industrial expansion in the energy and tourism sectors.

The town of Roma, with an approximate population of 6,950 is the dominant urban centre and acts as the region’s primary hub for commerce, education, health, transport, government, retail and financial services. Located also in the region are the towns of Mitchell, Injune, Yuleba, Surat and Wallumbilla which act as important community and retail centres that service the immediate needs of residents located in their close proximity. In addition, the region also has several smaller towns and locations that provide community and social points for residents.

With 91% of its population Australian born, the region has maintained for many years a stable population base with minimal growth that is centred predominantly on the rural sector. Unemployment rates are traditionally low when compared with state averages. Approximately 7.4% of residents also identify themselves as indigenous.

The Maranoa Regional Council was officially formed on the 15th March 2008 as part of the Queensland Local Government Reform processes introduced by the Queensland State Government. The new council area was established through the amalgamation of Roma Town Council, Bungil Shire Council, Bendemere Shire Council, Warroo Shire Council and Booringa Shire Council. Such a large and diversified merger brings many additional management and operational challenges that the Maranoa Regional Council must contend with in coming years. The geographic size anddispersed demographics of the region creates additional logistical and services issues for Council when considering the most appropriate and acceptable organisational and operational processes to introduce and apply.

General Statistics

Population: 13,000 approx.

Area: 58,830 sq km

Towns: Roma, Injune, Mitchell, Yuleba, Surat and Wallumbilla

Industries: Rural (Beef, sheep, wool and hard grains)

Oil and Gas

Timber

Tourism

Total Council Expenditure: $ 54 million approx.

Council Employees: 370



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2 About the Corporate Plan

2.1 What is a Corporate Plan? A Corporate Plan is Council’s primary strategic business and organisational planning document and forms the basis

for the development of Council’s annual Operational Plan. It also provides the direction for any subsidiary strategic

plans that Council may develop from time to time.

As a “living document” that is subject to ongoing review and performance assessment, the Corporate Plan sets the overall

strategic direction of the organisation and acts as a guide for future decision making and actions.

2.2 How this Corporate Plan was developed This Corporate Plan was developed through a process of engagement and consultation with stakeholders and in

accordance with the applicable legislation. To facilitate the processes, Maranoa Regional Council engaged the services of

a professional management consultant.

2.3 Legislative requirements relating to Corporate Plan The following sections of the Local Government Act 1993 relate specially the development, function and operation

of a Corporate Plan.

S 504 (1) Corporate Plan to be adopted by council resolution

S 504 (2) Corporate Plan is to be available in time for Council to allow for the preparation and adoption of the Council budget

S 505 (2) The Corporate Plan has to cover a period of at least four years

S 507 (a) The Corporate Plan must comply with the Local Government Finance Standard

S 507 (b) The Corporate Plan has to be open for inspection for at least 30 days prior to the formal adoption

S 511 The Corporate Plan must cover Council operation’s within the local government’s jurisdiction

S 512 & 533 The Corporate Plan is to be assessed periodically on its progress towards implementation with reports provided to

Council at quarterly intervals and in council’s annual report

S 513 The Corporate Plan is to be available for inspection and purchase

In addition the provisions of the Local Government Finance Standards 2005 require the Corporate Plan to contain the following:

S 29 (1) A Corporate Plan prepared and adopted by a local government must state its jurisdiction within the meaning of S25

of the Local Government Act 1993

S 29 (1)(b) The Corporate plan must state the issues the local government has identified as affecting the local government’s area

2.4 Application of Corporate PlanIn accordance with S25 of the Local Government Finance Standard 1995, this Corporate Plan will apply to the area and

operation of local government under the jurisdiction of Maranoa Regional Council.



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3 Consultation Process

A fundamental and central process in the development of a Corporate Plan is the extent of consultation undertaken with

the various stakeholders that council engages and interact with as part of their operations.

The following consultative actions were undertaken as part of the development of this plan:

Initial Consultation Process• Initial workshop with Council’s Senior Executive 19th January 2009

• Workshop with identified Key Stakeholders 19th January 2009

• Individual discussions with Senior Executive 20th January 2009

• Workshop with Elected Members and Senior Executive 21st January 2009

• Workshop with Elected Members and Senior Executive 24th February 2009

On completion of the above preliminary consultation a draft Corporate Plan was developed and circulated widely for

further consultation and for feedback to be received. The following additional consultation was undertaken:

• Draft Corporate Plan listed on Council’s website requesting public comment with a closing date of 24th April 2009

• Advertisement placed in Western Star newspaper, edition Friday 20th March 2009, advising that the draft Corporate

Plan has been developed and that Council is seeking public comment and feedback.

• Further discussion with identified Key stakeholders was also undertaken on 1st April 2009

• Correspondence directly sent to identified stakeholders with a copy of the draft Corporate Plan seeking comment and

feedback.

Upon the close of the period for public comment, Council considered the responses received and where appropriate made

changes to the draft document. Council then in accordance with S507(b) of the Local Government Act 1993, advertised

the Corporate Plan as being open to public inspection. Following the closing of the public inspection period, Council

further considered any comments received.

Council then formally adopted the Corporate Plan at their General Meeting on 22nd July 2009.



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4 Assessment of Regional and Local Issues

Economic Growth

A fundamental requirement for progress and overall community development is the need for sustained and positive Economic Growth. Overall the Maranoa Region has experienced relatively limited growth with some specific areas of the region even experiencing negative growth. This trend is particularly evident in the smaller rural towns within the region. It is considered that Council needs to play a more active role through the development of strategic direction so as to guide and provide information for potential investors and existing businesses and industries in the region. This also includes the need to form productive partnerships with relevant industry and peak bodies so as to maximise input and to harness combined resources in a common approach. Particularly pertinent are the relationships that Council develops with both State and Federal government bodies and the ability to source funds to enact initiatives.

Whilst development is viewed as important for the future growth of the region, Council acknowledges the need to be mindful of the impacts that any proposed development will have on their current operational capacity and future ability to provide sustainable and quality services so as to accommodate development without creating an unnecessary burden on existing ratepayers and residents.

Whilst the attraction of new industries is viewed as a desirable approach which will develop diversity and sustainability for the region, Council is also mindful that such developments should not occur at the expense of existing industries and that the existing industries need to be protected and enhanced where possible. It is considered that many of the towns within the region rely on traditional primary industries and as such any action that is detrimental to these industries may potentially have an adverse impact on long term viability of the region as a whole.

Council is of the opinion that it plays an important and integral role in successful economic development and considers that the development of productive relationships between the business sector and the various levels of government is imperative for positive economic outcomes. Communication and interaction between the various groups therefore is essential with Council playing a proactive facilitation role.

Council also considers that it plays an important advocacy role in relation to the sourcing of funds and that the region would be well served if a larger percentage of the revenue earned by higher government from the region is returned back to the region for initiatives which will promote and initiate economic development.

Impacts of Local Government Amalgamation on the Council and Community

On the 15th March 2008, the Council’s of Roma Town, Bungil Shire, Bendemere Shire, Warroo Shire and Booringa Shire were amalgamated to form the Roma Regional Council (later renamed Maranoa Regional Council) as part of the Queensland Government’s Local Government Reform processes. Each Council prior to amalgamation had operated for many years and effectively developed communities and operations around the individual towns and communities which they served. The amalgamation of the Council has now resulted in a local government area covering an extensive 58,830 sq km that comprises several geographically distant and demographically different communities. Needless to say, the amalgamation process poses many significant challenges for council.



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The following issues specifically have been identified:• Equitable provision of services across the region• Community sustainability• Community expectation that services will not decrease, but may also increase to match services provided in others areas• Possible need to rationalise service delivery in order to maintain sustainability of operation• Need for Council to identify as a single cohesive region and overcome existing parochialism that has developed around the previous individual councils• Need to attain regional perspective as opposed to smaller town/location without losing local identity• Lack of overall community understanding in relation to the impact of amalgamation and associated logistics of change• Development of approval process parity• Overcoming negative impacts and perceptions of the amalgamation process

Further compounding the impacts of the amalgamation has been the loss of intellectual and corporate knowledge resulting from the departure of long serving key employees. The retention of employees is considered to be imperative for Council to meet the challenges of the future and to successfully overcome issues that have been imposed as a result of the amalgamation.

The geographical disbursement of communities within the region has also highlighted the need for improved communication between council and local communities. In some instances, communities which were serviced by an entire Council are now perceived to struggle for representation.

With expediency being a high priority of the state government during the amalgamation process, little consideration was given to existing boundary anomalies of the affected council’s prior to the mergers occurring. As such, most of the newly formed councils have boundaries which simply reflect the collective combination of the affected pre-amalgamation councils. Concerns therefore exist that there may be some residents in locations on the regions periphery that do not identify and hold a community of interest with the Maranoa region and may effectively be disenfranchised. Conversely, some residents of adjoining regions may identify with Maranoa Region and not theregion in which they are located. Consideration of this issue is required.

As a direct consequence of the amalgamation process has been the associated financial cost of change implementation. Whilst some government funding has been received to assist in this area, the general belief is that it is insufficient and that council has had to carry the additional financial burden of amalgamation without any long term benefits being realised at this point in time.

Council considers that it must lead by example and operate as a cohesive body in the interests of the region as a whole.

Future Operational ViabilityImportant to our long term future is the need to maintain and develop a sustainable and viable organisation. Council by its very nature comprises of a wide and diverse variety of functions which all compete for limited resources. The challenge for council is to allocate resources in a manner which meets community requirements without jeopardising long term sustainability and viability.

The following have been identified as issues that Council will need to address when considering and planning to achieve an operationally viable organisation:



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1. Aging InfrastructureAs a result of the amalgamation process, the Maranoa Regional Council collectively administers significant infrastructure assets inherited from the pre-amalgamation Councils. Fundamental to organisational sustainability is the need to adequately fund asset maintenance so as to maximise asset life and usability. In addition, Council is alsoexpected to fund asset depreciation so as to ultimately accumulate sufficient funds to allow for asset replacement and renewal to occur when the asset reaches its useful life. Achieving such a level of asset management may present future funding difficulties for Council and as such Council is aware of the need to actively implement appropriate asset management practices. In order to ensure limited funds are not unnecessarily consumed Council also acknowledges that some rationalisation of assets may be required.

2. Increasing Community DemandsMaintaining a viable organisation with limited funds in an environment of ever increasing community demand and expectations also poses significant concerns for council. The need to maintain a viable operation however may result in Council having limited funds for noncore social/community initiatives. Council is aware that the funding of non-essential activities at the expense of core infrastructure assets is not in the interests of the organisation’s long term viability.

Central to successful sustainability is the adoption of a business approach to operation and strategic planning. However Council acknowledges such an approach may not allow for the provision of the various needs and wants that are perceived by the community.

3. Strategic PlanningThe fundamental concept of strategy relates to survival. In order to survive council needs to carefully plan its future direction mindful of its resource limitations. Such requirements necessitate a formulated and deliberate strategic planning approach that is intended to ensure viability of operation whilst maximising service provision to the community.

The following elements have been identified as central considerations when developing strategic planning initiatives:

a. Business Units Through the deliberate structuring of the organisation into discreet business units individual performance can be determined and adjustments/changes made without imposing any significant impost on the organisation as a whole. Strategy and accountability can be set and administered at the business unit level.

b. Performance Monitoring and Benchmarking Development of meaningful performance monitoring and benchmarking systems are considered essential as a means of measuring the success of operational processes and to form the basis for the establishment of future goals and objectives.

c. Core Infrastructure In order to allocate limited resources Council most likely will have to determine a method of prioritisation so as those operational areas that are considered important to organisational long term viability are adequately funded. A means of achieving this process is through the identification of core infrastructure which is considered to be essential to the community. The general premise is that non-core infrastructure should not be funded at the expense of core infrastructure requirements.

d. Organisational Reviews Periodic organisational assessment is considered necessary to ensuring ongoing improvement and sustainability. Such reviews can be undertaken at the whole of organisational level, directorate or business unit level.



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4. Policy and Process DevelopmentCouncil is aware that as a means of implementing and promoting organisational viability that the development and application of appropriate policies and procedures will provide organisational direction and work to promote sustainability and cultural change.

Housing access and affordabilityWhilst Council may strive to create economic development opportunities, the lack of housing accessibility and associated affordability is considered to be a major impediment. This factor is further compounded due to limited land for urban development possibilities.

As with most rural and remote areas, the attraction and retention of suitably qualified and experienced people is needed for the ongoing development of community standards and services and limited housing does little in the way of addressing this issue.

From a commercial perspective Council needs to be considerate of its regulatory role and the impacts that onerous development conditions may have in deterring potential developers. An environment where Council regulatory responsibilities can be achieved along with development certainty and return on investment is considered to be an optimum outcome. Similarly, Council acting in the role of developer may be a worthy consideration as a stimulus to private development and economic growth.

Council also needs to consider their advocacy role in relation to the provision of community housing by higher levels of governments and the necessity for suitable housing to meet the needs of those persons in our community who cannot readily afford accommodation.

Ageing PopulationStatistically the region is considered to have an ageing population. This issue is further compounded by the loss and non return of our youth to other regions. An ageing community creates a higher demand for services often in a socio economic situation where service recipients are limited in their capacity to pay for the services received.

The region also is noticeably deficient in suitable aged care accommodation which results in aged persons having to move from the region in order to attain suitable accommodation to meet their specific health care needs. The attraction of aged care housing developers is also impeded as a result of increased government regulation in relation to aged care home operation and the associated cost of statutory compliance.

Council needs to actively represent and lobby to higher levels of government to support regional aged care development and provision.

Government Regulation and ComplianceThe impost of continual government regulation and associated cost of implementation by Council is seen as a major impediment to Council’s ability to effectively compete with the private sector. This issue is further compounded due to the lack of community understanding of compliance requirements.

For council to gain greater autonomy of operation, representation and lobbying to higher levels of government is considered essential.



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Standard of State and Federal Government InfrastructureThe collective provision of resources and services by the differing levels of government essentially combine

to provide an overall quality of life for residents in the community.

Concerns as to the standard of state and federal roads and rail services directly impact on the liveability and commercial viability

of businesses. Poor infrastructure directly impacts upon the provision of goods and services and associated cost and quality.

Council is aware of the need to continually lobby and represent the community to high level of government to address associated deficiencies in infrastructure.

Quality Lifestyle ServicesCouncil is mindful that overall community satisfaction is enhanced through the provision of every day quality lifestyle services.

The following lifestyle services have been identified as regional issues which council needs to actively address:• Very limited and unaffordable public transport• Telecommunication and information technology• Primary, Dental and Allied Health Services• Electricity interruption• Availability of medical services and personnel• Support and promote retail industry in small urban centres• Improved sport and recreational facilities and access.• Aesthetic value of parks and gardens to towns / entrances to town• Need for quality entertainment venues

Natural EnvironmentCouncil plays an important regulatory and representative role in relation to natural resource management.

The following natural resource issues have been identified as regional issues which Council needs to actively address:• Weeds, waterways and feral dogs and associated impacts on rural industries• Council’s regulatory role in relation to weed control and limited available funds• Access to limited Government funding and support• Waste management and refuse disposal tip maintenance• Cost effective waste recycling• Protection of viable agricultural land• Promotion of responsible land management practices• Responsible and effective use of coal seam gas water

On a broader level Council also needs to actively lead through the introduction of operational practices that promote green house reduction emissions.



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Social DevelopmentThe following issues have been identified as issues that Council needs to consider as part of their future social planning initiatives:• Limited availability of child care and day care centres• Improved youth activities• Supervised structured activities for youth and relationship development• Leadership and social development of youth• Interaction with schools and community• Multiculturalism and coping with diverse cultures and beliefs• Multicultural acceptance and integration into the region / integration• Indigenous issues• Recognition and provision of services for the disabled



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5 Our Values

Our values are our collective beliefs that form the basis on which we make our decisions and undertake our activities. Our values drive and influence our thinking and how we go about our day to day operations and provide guidance for our behaviour and goals.

Our Values are.....

Honesty & IntegrityWe value the importance of honesty in all of our actions, processes and decision making and acknowledge that honesty is the basis for building trust and respect between Council, our employees and our community.

AccountabilityWe not only need to be accountable to meet our legal responsibility, but also to demonstrate to our constituents that we undertake all our activities in a manner which is both ethical and reflective of our stewardship responsibilities and in the interests of good governance.

Care and RespectAt all times we will value and interact with all our stakeholders in a respectful and caring manner.

ExcellenceWe strive for the value of excellence knowing that we can always improve with whatever we undertake.

ProfessionalismWe value and acknowledge the need for council to be professional and to be recognised as such. Not only will we strive to undertake all our responsibilities as elected members in a professional manner but we will also support, train and encourage our employees to undertake their duties in the pursuit of professionalism.

ConsistencyIn the interests of fairness and equity, we must be consistent in our operational and decision making processes. Council will endeavour to enhance consistency through the adoption and implementation of appropriate governance processes and policies.

StewardshipAs the elected members of our Council we are its custodians and as such value the stewardship and responsibility that our positions hold.



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6 Our Vision

Our Vision is what we want the Maranoa Regional area to be in the future and sets the primary focus for the development of our Mission Statement and subsequent strategic direction.

Our Vision is to be .........

“A progressive and resourceful region which embraces, supports and fosters cohesion in our diverse communities whilst maintaining a

relaxed and safe rural lifestyle for our residents”

7 Our Mission

Our Mission Statement is how we intend to achieve our Vision Statement. The Mission Statement acts as the basis on which all strategies in this Corporate Plan have been development. It also provides direction for the future development of any other strategic initiatives that Council undertakes.

Our Mission is........

“To provide responsible regional leadership whilst partnering with our communities and stakeholders in a decentralised environment that encourages sustainability and equity and enriches the opportunities

and lifestyles of our residents.”



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8 Our Strategies

The primary purpose of this Corporate Plan is to achieve Our Vision Statement. We will do this by undertaking all of our operations and actions in a manner which is consistent with the intent of our Mission Statement.

However, Council operations are very diverse, and as such to enable a consistent strategic direction to occur we have developed individual strategies specifically relevant to our various functions.

Individual Directorate Strategies consistent with Council’s Mission Statement have been established. Furthermore Business Unit strategies consistent with our Directorate Strategies have also been developed.

The Business Unit Strategies are then applied directly to the operational environment and will ensure all operational functions have been strategically considered and appropriately addressed. As a result this Corporate Plan is all encompassing of Council’s operations.

The Business Unit strategies will form the initial consideration for the development and direction of specific operational functions within Council’s Operational Plan. Furthermore, the strategic development process will also allow for clear and concise performance monitoring to be undertaken thus giving this Corporate Plan effectual and meaningful application to Council’s operational processes. Collectively, the achievement of the Business Unit Strategies will achieve the Directorate Strategies and will in turn achieve Council’s Mission Statement.

A strategy is ineffectual if it cannot be readily applied into the operational environment. To test this requirement a strategic analysis tool known as S.M.A.R.T. was applied. Each strategy was assessed for relevance and implementation capability in the context of the following S.M.A.R.T. criteria.

• Specific: Straightforward, clear direction, focused• Measurable: Can be measured and kept track of• Attainable: Can be achieved• Realistic: Do-able, idea fits with overall strategy• Timely: A target time or date can be established. Milestones set.

Vision Statement

Mission Statement

Directorate Strategies

Business Unit Strategies

Operational Plan and actions

Strategic Development Hierarchy



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8.1 Organisational Management

Directorate Strategy 8.1To provide the necessary stewardship, leadership and governance for the organisation as a whole so as to ensure informed decision making and best utilisation of limited resources in a comprehensive policy and procedural framework.


8.1.1 Executive Services Responsible Officer: CEO Program: CEO Office G/L Reference: 1020/-

Strategy 8.1.1(a): To undertake all governance functions and activities in a professional manner promoting corporate ethics and integrity and informed decision making practices so as foster an operating environment advocating fairness, equity and consistency.

Strategy 8.1.1(b): To structure Council’s governance functions in a manner so as to allow effective and efficient utilisation of elected members time and resources to the benefit of the constituents which Council serves.

8.1.2 Human Resource Management Responsible Officer: CEO Program: Human Resources G/L Reference: 1030/-

Strategy 8.1.2(a): To provide and develop contemporary and professional human resource practices and functions in an environment that promotes Equal Employment Opportunity principles and recognises all employees in a fair and respectful manner.



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8.1.3 Workplace Health and Safety Responsible Officer: CEO Program: Human Resources G/L Reference: 1040/-

Strategy 8.1.3(a): To develop and implement Workplace Health and Safety plans, policies and procedures in accordance with legislative requirements and Council’s moral obligation to all employees so as to create a safety conscious work environment and culture.



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8.2 Corporate Services

Directorate Strategy 8.2

To provide Council’s customers with a professional range of services by undertaking Council’s Corporate Services functions in a manner that promotes accuracy and accountability in a technologically proficient environment.


8.2.1 Finance Responsible Officer: Director of Corporate Services Program: Finance G/L Reference: 2010/- (Government Grants) 2020/- (Finance) 1010/- (General Rates)

Strategy 8.2.1(a): To instil confidence to Council and other stakeholders in their decision making by developing and implementing financial procedures, processes and methodologies in an environment that promotes integrity and accountability.

8.2.2 Information Technology Responsible Officer: Director of Corporate Services Program: Information Services G/L Reference: 2030/- Strategy 8.2.2(a): To provide efficient, reliable and contemporary information technology resources in an integrated manner for the benefit of the organisation as a whole across the region it serves whilst being considerate of Council’s changing operational environment.



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8.2.3 Corporate Governance & Administration Responsible Officer: Director of Corporate Services Program: Governance G/L Reference: 2040/- Strategy 8.2.3(a): To implement Council’s governance policies and procedures in an evolving organisational environment whilst ensuring legislative relevance, consistency and fairness in application.

Strategy 8.2.3(b): To actively embrace and apply a process of risk management across all of Council operations in the interests of all stakeholders.

8.2.4 Facilities Management Responsible Officer: Director of Corporate Services Program: Governance G/L Reference: 2050/-

Strategy 8.2.4(a): To maintain and present Council’s community facilities in a manner appropriate to the standard expected by users for each respective facility within budgetary constraints whilst considering organisational sustainability.

8.2.5 Customer Service and Records Responsible Officer: Director of Corporate Services Program: Information Services G/L Reference: 2060/-

Strategy 8.2.5(a): To present to the community a service that is provided in a courteous, informative and efficient manner which respects the customers’ needs and requests and achieves the high standards expected by Council.

Strategy 8.2.5(b): To ensure all Council records are securely maintained and accurately preserved in a manner which allows for ease of access, retrieval and response.



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8.3 Planning and Environment

Directorate Strategy 8.3 To implement and administer Council’s regulatory functions in a fair and consistent manner and in the interest of the community as a whole.


8.3.1 Town Planning Responsible Officer: Director of Planning & Environment Program: Planning & Development G/L Reference: 3010/-

Strategy 8.3.1(a): Regulate and control development in a consistent and responsible manner that enhances the lifestyle of our community whilst promoting sustainable development.

8.3.2 Building Responsible Officer: Director of Planning & Environment Program: Planning & Development G/L Reference: 3020/-

Strategy 8.3.2(a): To undertake Council’s regulatory function in relation to the administration of Building Certification Codes and legislation in a consistent and responsible manner in the interests of maintaining community standards and wellbeing.

8.3.3 Environmental Health Responsible Officer: Director of Planning & Environment Program: Environmental Health G/L Reference: 3030/-

Strategy 8.3.3(a): To undertake Council’s regulatory function in relation to the administration of Environmental Health legislation and associated regulations in a consistent and responsible manner in the interests of maintaining community standards and wellbeing.



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8.3.4 Rural Services Responsible Officer: Director of Planning & Environment Program: Environmental Health G/L Reference: 3040/-

Strategy 8.3.4(a): To administer Council’s regulatory function in relation to our natural environment in the interests of protection and responsible management that enhances the rural industry.

8.3.5 Animal Control Responsible Officer: Director of Planning & Environment Program: Environmental Health G/L Reference: 3050/-

Strategy 8.3.5(a): To undertake Council’s regulatory function in relation to the keeping and control of animals in a humane, consistent and responsible manner in the interests of the maintaining community standards and wellbeing.



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8.4 Community Services

Directorate Strategy 8.4 To provide and facilitate a range of contemporary community and social development services that reflects identified community needs through the provision of quality levels of customer service and financially responsible business practices.


8.4.1 Economic Development Responsible Officer: Director of Community Services Program: Community Development G/L Reference: 4010/-

Strategy 8.4.1(a): To proactively identify and encourage actions which facilitate the sustainable development of the regional economy.

Strategy 8.4.1(b): To facilitate the provision of support initiatives for existing businesses and industry in the interest of maintaining and developing the regional economy.

8.4.2 Tourism Responsible Officer: Director of Community Services Program: Community Development G/L Reference: 4020/-

Strategy 8.4.2(a): To identify and implement actions that facilitates the development of the regional tourism industry.

Strategy 8.4.2(b): To operate and maintain Council’s regional tourism facilities in an efficient manner and to an acceptable standard for the enjoyment of residents and visitors.



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8.4.3 Community Development Responsible Officer: Director of Community Services Program: Community Development G/L Reference: 4030/-

Strategy 8.4.3(a): To develop community capacity and encourage community engagement so as to address identified needs and opportunities to enhance the quality of life and wellbeing for residents of our region.

8.4.4 Arts and Culture Responsible Officer: Director of Community Services Program: Community Development G/L Reference: 4040/-

Strategy 8.4.4(a): To develop community capacity and encourage community engagement with arts and culture so as to address the identified needs and opportunities to enhance the quality of life and wellbeing for residents of our region.

8.4.5 Sports and Recreation Responsible Officer: Director of Community Services Program: Community Development G/L Reference: 4050/-

Strategy 8.4.5(a): To develop partnerships to cultivate and facilitate sporting and recreational opportunities to meet the community’s needs and aspirations so as to enhance the quality of life and wellbeing for residents of our region.



E [email protected]


8.4.6 Youth Responsible Officer: Director of Community Services Program: Community Development G/L Reference: 4060/-

Strategy 8.4.6(a): To work collaboratively with the community and partners to develop and enhance the wellbeing, lifestyle and opportunities for young people.

8.4.7 Community Care Responsible Officer: Director of Community Services Program: Social Development G/L Reference: 4070/-

Strategy 8.4.7(a): To provide community care services in accordance with funding arrangements and agreements and within the limitation of council’s assessed community service obligation to address identified community needs.

Strategy 8.4.7(b): To undertake the operation of Council’s aged care facility in accordance with appropriate industry standards.

Strategy 8.4.7(c): To provide an advocacy role for the provision of health services and facilities as required so as to address the needs of residents in the region.

Strategy 8.4.7(d): To provide an advocacy role for the provision of child care services and facilities as required so as to address the needs of residents in the region.

Strategy 8.4.7(e): To undertake the operation of Council’s child care facility in accordance with appropriate industry standards.

Strategy 8.4.7(f): To undertake a review of all Community Care services with a view to identifying any issues which need to be considered by council as part of their service provision obligations.



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8.4.8 Housing Responsible Officer: Director of Community Services Program: Social Development G/L Reference: 4080/-

Strategy 8.4.8(a): To provide or assist with the attainment of long term and affordable housing for residents of the region.

Strategy 8.4.8(b): To provide or assist with the attainment of crisis housing for residents who are experiencing difficulties securing appropriate accommodation.

Strategy 8.4.8(c): To effectively manage Council’s housing assets to an appropriate standard for the benefit of occupants.

8.4.9 Employability Responsible Officer: Director of Community Services Program: Social Development G/L Reference: 4090/-

Strategy 8.4.9(a): To assist people with disabilities or those who have barriers to employment obtain meaningful and long term work.

8.4.10 Maruma-Li Mari Responsible Officer: Director of Community Services Program: Social Development G/L Reference: 4100/-

Strategy 8.4.10(a): To administer the Maruma-Li Mari indigenous legal and family support program in accordance with defined services agreements and within financial limitations as per funding received and the level of community service obligation as determined by Council from time to time.



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8.4.11 Social Development Services Responsible Officer: Director of Community Services Program: Social Development G/L Reference: 4110/-

Strategy 8.4.11(a): To administer various social support programs in accordance with defined services agreements and within financial limitations as per funding received and the level of community service obligation as determined by Council from time to time.

8.4.12 Community Grants and Assistance Responsible Officer: Director of Community Services Program: Social Development G/L Reference: 4120/-

Strategy 8.4.12(a): To distribute allocated Council funds to community organisations in a fair, equitable and efficient manner to address identified community need.



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8.5 Operations

Directorate Strategy 8.5

To administer, oversee and manage Council’s external works and infrastructure programs to industry acceptable standards for the overall benefit of the community and visitors alike.


8.5.1 Engineering Services Responsible Officer: Director of Operations Program: Engineering G/L Reference: 5010/-

Strategy 8.5.1(a): To provide professional and technical engineering advice and support for Council in an effective and timely manner.

8.5.2 Commercial Operations Responsible Officer: Director of Operations Programs: Roma Quarry, Roma Saleyards & General Operations Reference: 5020/-

Strategy 8.5.2(a): To undertake all commercial operations of Council to a preferable minimum breakeven standard based on the application of full cost pricing principles with a view to minimising any community service obligation that may eventuate.

Strategy 8.5.2(b): To initiate a progressive review of all commercial operations so as to determine the extent of financial viability and assist the decision making processes of council with a view to maximising council’s return on investment.



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8.5.3 Roadworks Responsible Officer: Director of Operations Program: General Operations G/L Reference: 5030/-

Strategy 8.5.3(a): To undertake any road works maintenance requirements in a planned, responsive and efficient manner for the benefit of all road users.

Strategy 8.5.3(b): To develop and implement appropriate routine and preventative maintenance programs aimed at extending the overall life of Council’s roads infrastructure assets.

Strategy 8.5.3(c): To develop an asset replacement program for Council’s roads infrastructure assets so as to ensure sufficient funds are available to undertake any asset replacement and renewal when required without creating an unnecessary financial burden on other council operations and in the interests of long term sustainability.

Strategy 8.5.3(d): To undertake all capital road works programs in an efficient and effective manner to an appropriate standard and in accordance with council policy.

Strategy 8.5.3(e): To undertake any external road works in a professional and effective manner and on the basis of providing a dividend to council.



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8.5.4 Plant Responsible Officer: Director of Operations Program: Contracts G/L Reference: 5040/-

Strategy 8.5.4(a): To develop operational processes and procedures that promote efficient operation of Council’s plant fleet and maximise return on investment.

Strategy 8.5.4(b): To undertake an ongoing review process of Council’s plant fleet requirements so as to identify any plant surplus or needs to council operations and possible alternative plant operating options.

Strategy 8.5.4(c): To develop and implement appropriate routine and preventative maintenance programs for all plant items with a view to extending the overall life of asset and to maximise resale values.

Strategy 8.5.4(d): To develop an asset replacement program for Council’s plant fleet so as to ensure sufficient funds are available to undertake any plant asset replacement when required without creating an unnecessary financial burden on other council operations and to maximise resale values.

8.5.5 Depot & Stores Responsible Officer: Director of Operations Program: Business G/L Reference: 5050/-

Strategy 8.5.5(a): To purchase all stock items in accordance with Council policy and procedures as may be determined from time to time.

Strategy 8.5.5(b): To provide and operate an effective and efficient stores system with a view to reducing excessive stock and maximising stock turnover.

Strategy 8.5.5(c): To provide depots for the purpose of housing council plant and materials that is presented in a neat and tidy manner with an emphasis on safety and security.



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8.5.6 Water Responsible Officer: Director of Operations Program: General Operations G/L Reference: 5060/-

Strategy 8.5.6(a): To promote community awareness in relation to responsible and efficient water use.

Strategy 8.5.6(b): To produce a quality potable water supply to industry standards in an efficient and reliable manner.

Strategy 8.5.6(c): To develop and implement appropriate routine and preventative maintenance programs for all water infrastructure assets with a view to extending the overall life of asset.

Strategy 8.5.6(d): To develop an asset replacement program for Council’s water infrastructure assets so as to ensure sufficient funds are available to undertake any asset replacement and renewals when required without creating an unnecessary financial burden on other council operations.

Strategy 8.5.6(e): To undertake an overall review of the region’s potable water requirements with a view to identifying any issues or concerns that need to be addressed and to enable the commencement of planning for any identified future capital expansion proposals.

8.5.7 Sewerage Responsible Officer: Director of Operations Program: General Operations G/L Reference: 5070/-

Strategy 8.5.7(a): To undertake the treatment of sewerage to industry standard in an efficient and effective manner and produce all sewerage effluent to a level which satisfies the applicable environmental regulations.

Strategy 8.5.7(b): To develop and implement appropriate routine and preventative maintenance programs for all sewerage infrastructure assets with a view to extending the overall life of asset.



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Strategy 8.5.7(c): To develop an asset replacement program for Council’s sewerage infrastructure assets so as to ensure sufficient funds are available to undertake any asset replacement and renewals when required without creating an unnecessary financial burden on other council operations.

Strategy 8.5.7(d): To undertake an overall review of the region’s treated sewerage requirements with a view to identifying any issues or concerns that need to be addressed and to enable the commencement of planning for any identified future capital expansion proposals.

8.5.8 Gas Responsible Officer: Director of Operations Program: General Operations G/L Reference: 5080/-

Strategy 8.5.8(a): To provide a reliable, safe and efficient gas service for residents of Roma.

Strategy 8.5.8(b): To develop and implement appropriate routine and preventative maintenance programs for all gas infrastructure assets with a view to extending the overall life of asset.

Strategy 8.5.8(c): To develop an asset replacement program for Council’s gas infrastructure assets so as to ensure sufficient funds are available to undertake any asset replacement and renewals when required without creating an unnecessary financial burden on other council operations.

Strategy 8.5.8(d): To undertake Council’s reticulated gas operations on a commercial basis to a preferable minimum breakeven standard based on the application of full cost pricing principles with a view to minimising any community service obligation that may eventuate.

Strategy 8.5.8(e): To undertake an overall review of the region’s reticulated gas water requirements with a view to identifying any issues or concerns that need to be addressed and to enable the commencement of planning for any identified future capital expansion proposals.



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8.5.9 Waste Management Responsible Officer: Director of Operations Program: General Operations G/L Reference: 5090/- Strategy 8.5.9(a): To provide an efficient and reliable refuse collection and disposal service for all serviced areas in the region.

Strategy 8.5.9(b): To maintain all Council refuse tips in a hygienic and tidy state.

Strategy 8.5.9(c): To develop and implement appropriate routine and preventative maintenance programs for all waste management assets with a view to extending the overall life of asset.

Strategy 8.5.9(d): To develop an asset replacement program for Council’s waste management assets so as to ensure sufficient funds are available to undertake any asset replacement and renewals when required without creating an unnecessary financial burden on other council operations.

Strategy 8.5.9(e): To undertake a review of all waste management processes and services with a view to identify improvements and efficiencies in the existing service provision and possible service expansion opportunities.

8.5.10 Parks & Gardens Responsible Officer: Director of Operations Program: General Operations G/L Reference: 5100/-

Strategy 8.5.10(a): To develop and implement appropriate routine and preventative maintenance programs for all parks and garden assets and property with a view to extending the overall life of all physical assets and providing an aesthetically pleasing environment for the benefit of users.

Strategy 8.5.10(b): To develop and promote initiatives which encourages efficient and responsible water usage.



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Strategy 8.5.10(c): To develop an asset replacement program for Council’s physical parks and gardens assets so as to ensure sufficient funds are available to undertake any asset replacement and renewals when required without creating an unnecessary financial burden on other council operations.

8.5.11 Cemeteries Responsible Officer: Director of Operations Program: General Operations G/L Reference: 5110/-

Strategy 8.5.11(a): To develop and implement appropriate routine and preventative maintenance programs for all cemetery assets and property with a view to extending the overall life of all physical assets and providing an aesthetically pleasing environment for the benefit of visitors.

Strategy 8.5.11(b): To develop an asset replacement program for Council’s physical cemetery assets so as to ensure sufficient funds are available to undertake any asset replacement and renewals when required without creating an unnecessary financial burden on other council operations.

8.5.12 Emergency Services Responsible Officer: Director of Operations Program: General Operations G/L Reference: 5120/-

Strategy 8.5.12(a): To administer funds and provide support to the State Emergency Service so as to enable them to adequately respond to any emergency situation that may arise.

Strategy 8.5.12(b): To ensure preparedness to respond to major incidents and disasters and engage with Local Disaster Management Group in planning activities aimed at minimising the impact of such events on the community.



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8.5.13 Drainage Responsible Officer: Director of Operations Program: General Operations G/L Reference: 5130/-

Strategy 8.5.13(a): To develop and implement appropriate routine and preventative maintenance programs for all drainage infrastructure assets with a view to extending the overall asset life.

Strategy 8.5.13(b): To develop an asset replacement program for Council’s drainage infrastructure assets so as to ensure sufficient funds are available to undertake any asset replacement and renewals when required without creating an unnecessary financial burden on other council operations.



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9 Performance Monitoring

In accordance with S512 & 533 of the Local Government Act 1993, a Council Corporate Plan is to be assessed periodically on its progress towards implementation with reports provided to Council at quarterly intervals and in council's annual report.

When assessing the performance of a function, council needs to be mindful of the varying factors that collectively determine whether a strategy has been achieved or not. In order to arrive at a balanced assessment Council will apply the Quadruple Bottom Line approach.

Commonly known as a ‘balanced scorecard’ method, this approach evaluates each strategy in relation to with the following four (4) criteria:

• Corporate Governance • Environmental• Social• Economic Sustainability

For a strategy to be considered a success, it must meet the pre-determined performance indicators under each of the criteria and effectively achieve a ‘balanced scorecard’.

As this Corporate Plan was been developed to fully integrate with Council’s Operational Plan, each individual business unit will be assessed using the Quadruple Bottom Line approach. Each year, the Key Performance Indicators relevant to each of the four (4) criteria will be developed as part of Council’s Operational Plan.

10 Duration of Corporate Plan

The Maranoa Regional Council has decided that this Corporate Plan will operate for a period of four years commencing 1st July 2009 and expiring 30th June 2013. With the next local government elections scheduled for September 2012, the duration of this plan will compliment the election cycle and allow the newly elected council to develop the next Corporate Plan being effective 1st July 2013.

In accordance with S505(2) of the Local Government Act 1993, a Council Corporate Plan must cover a period of at least four years.

corporate plan 2009 - regional development australia | … · 2015-05-21 · maranoa regional...

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