lockyer community: our healthy community welcomes the … › our-council › publications ›...

Performance Indicator Target

Source of Validation Data Timing Budget Scope Risk

1.1.1

To improve labour hire compliance and increase backpacker safety collaborate and share information with the following key agencies: Australian Taxation Office, Fair Work Ombudsman Office, Australia Border Force, Queensland Fire and Emergency Services, Queensland Police Service, Australian Federal Police, WorkSafe Queensland, Office of Industrial Relations, Department Transport and Main Roads, Labour Hire Licencing Compliance Unit.

Host backpacker BBQ's to enable

information sharing

Host a inter‐agency forum with relevant

Councils

4 Backpacker BBQ's conducted

1 inter‐agency forum conducted

Monthly reporting

Executive Office P1 ‐ Political

R1 ‐ Reputation and goodwill 30‐Jun‐20

Rescheduling expected

Within operational allocation

Benefits to be achieved

Identified risk/s within appetite

Due to other commitments this quarter including Drought Forum and Ten Minutes with the Masters the planned backpackers BBQ was not conducted this quarter.

1.1.2Develop an engagement plan to establish new ways to engage with Library members including new residents, parents, young people, seniors and professionals.

Engagement program (including library surveys ) complete and plan developed

100% of the engagement

program completed and plan adopted by

Council

Plan documentation

Corporate and Community Services R1 ‐ Reputation and goodwill 30‐Jun‐20 On timeBudget on

track Benefits to be

achieved


Engagement plan development has commenced including library surveys. The surveys will be offered online and by print as part of a subscription with Culture Counts ‐ allowing for further benchmarking against Public Libraries in Australia.

Performance Indicator

TargetSource of

Validation Data Timing Budget Scope Risk

1.2.1

Investigate and plan for the implementation of enhanced self‐service opportunities in the Libraries around photocopying, printing and device management.

Develop a marketing plan for Library events to increase community participation.

Research, complete and implementation

plan developed

Library event marketing plan completed

Plans developed and adopted by Council

Self‐Service development

plan

Library Marketing Plan

Corporate and Community ServicesBC1 ‐ Provision of core services now and

into the future31‐Mar‐20 On time

Budget on track



Research has been undertaken for both self‐service opportunities and the library marketing plan.

Investigations continue and discussions are taking place with library staff.

1.2.2To improve recreational opportunities for the greater Hatton Vale Community deliver Stage 1 of the Hatton Vale Park project.

Stage 1 Project completed

100% of stage 1 project delivered

Budget reporting Infrastructure Works and ServicesIA2 ‐ Delivering major projects (time,

cost, scope and quality)R1 ‐ Reputation and goodwill

30‐Jun‐20 On timeWithin

operational allocation


Identified risk/s being managed

Hatton vale Park project currently running on schedule with risk that have been identified being controlled along the way. Cultural Heritage and Native title due diligence completed. Environmental study has been completed with key actions being addressed.

1.2.3Review the Public Parks Strategy document to develop a delivery plan for the region's parks and gardens.

A fully costed delivery plan for the region’sparks adopted by

Council

Delivery plan adoptedby Council

Plan documentation

Infrastructure Works and ServicesIA1 ‐Planning, managing and

maintaining assets for the future30‐Jun‐20 On time

Budget on track



Council endorsed the investment plan attached to the public parks strategy on the 14/08/2019. Aligning of the investment plan with the Local Government Infrastructure Plan occurring. Alignment with the Parks and Gardens asset management plan to also occur

1.2.4Appoint a Manager for the Lockyer Valley Sports and Aquatic Centre and the Dal Ryan Memorial Pool.

Management agreement

determined and completed

Management agreement adopted

by Council and implemented

Management Agreement and Council Business

Papers

Corporate and Community ServicesBC1 ‐ Provision of core services now and

into the futureR1 ‐ Reputation and goodwill

30‐Aug‐19 On timeBudget on


achieved


The Management Agreement to appoint a new operator (Swim Fit S.E.Q Pty Ltd) for the LVSAC and DRMP has been completed with the execution of the agreement on 31st July 2019.

Reference Operational Plan Action Item for 2019/20Performance Measurement

Responsibility Key Corporate Risk Category

Lockyer Community: Our healthy community welcomes the spirited diversity found within our region. Times of hardship highlight our resilience. Our high standards support our quality of life and vibrancy while providing a dynamic and safe place full of opportunity. We strive to build on who we are and all that our region has to offer by connecting business, the community and government.

1.1 A Community with fair and reasonable access to services

Progress Indicators First Quarter Progress Comments

1.2 Council optimises the use of its open spaces and facilities by improving access to and the quality of the facilities for individuals and groups for cultural, recreational and community activities.


Responsibility Key Corporate Risk CategoryCompletion

Date


Completion Date

Lockyer Community of 15



1.3.1Review and update Closed Circuit Television (CCTV) related policy, procedures and Memorandum's of Understanding (MOU's).

Documents updatedUpdated documents

approvedPolicy Register Corporate and Community Services

FE2 ‐ Decision making governance, due diligence, accountability

and sustainability 31‐Mar‐20 On time




The review of the CCTV Policy and Procedure is scheduled to occur in November. Included in this will be a review of the MOU with QPs as We need to build our relationship with QPS in our area to encourage improved communication around the operation of the CCTV systems.

1.3.2Review historical building applications to identify status of approvals and enable applications to be finalised.

Status of approvals determined

Building Approval Process Completed

100% of status of building approvals

determined

10% building approvals completed

Building records, TechOne and

ECM

Organisational Development and Planning

LCL1 ‐ Legal compliance and liability 30‐Jun‐20 On timeWithin




Downturn on building activity has allowed for extra resources to be allocated to this project, well ahead of target.

1.3.3Undertake the Plumbing Replacement Program to ensure compliance with the Plumbing and Drainage Act.

Identified non‐compliant systems access, rectified and

approved

100% of identified non‐compliant

systems approved

Plumbing records, TechOne and

ECM


LCL1 ‐ Legal compliance and liability 30‐Jun‐20 On timeWithin




No current claims, No new identified non‐compliant systems. Six Insurance claims from rectifications submitted to insurers.



1.4.1 Finalise the Gatton Showground Masterplan.Showgrounds

masterplan finalised

100% completed and adopted by

Council.

Council Resolution

Corporate & Community ServicesIA1 ‐ Planning, managing and

maintaining assets for the future30‐Sep‐19 On time

Budget on track



The Gatton Showground Master Plan has been finalised and adopted at the September Ordinary Council meeting.

1.4.2Identify and document current arrangements with community and sporting groups on the use of Council facilities.

Arrangements Identified and documented

100% of arrangements identified and documented

Project documentation

Corporate and Community ServicesFE1 ‐ Financial sustainabilityR1 ‐ Reputation and goodwill

31‐Dec‐19 On timeWithin




The 'draft' lease matrix has been developed and was forwarded to the CEO on the 3rd September '19' for review and guidance for the 'Next Steps'.



1.5.1Commence implementation of the Lockyer Valley Event Strategy identified action plan.

Identified 2019‐21 action plan items

completed

60% of 2019‐21 action items completed

Completed stakeholder and

attendance surveys and monthly reporting

Executive Office R1 ‐ Reputation and goodwillFE1 ‐ Financial sustainability

30‐Jun‐20 On timeBudget on


achieved


In line with the expectation and direction outlined within the Lockyer Valley Event Strategy, a full debrief of the Laidley Spring Festival has been completed with internal and external stakeholders. As a result of the debrief, a plan to rationalise the event along with all Council delivered and assisted events will be developed and presented an upcoming Councillor Workshop. Discussions have been had with a select few community groups at this stage outlining their need for self sustainability and succession planning as part of the overall Event Strategy.

Completion Date

1.4 Council seek to understand community needs, resulting in partnerships that realise long‐term benefits for the community in a timely manner.




Date

1.5 Events and activities that bring together and support greater connectivity in the community.




Operational Plan Action Item for 2019/20Performance Measurement


Date

1.3 Enhanced wellbeing and safety of the community.

Progress Indicators First Quarter Progress Comments Reference




1.6.1Plan and conduct an annual Disaster Exercise involving Council business units, the community and other entities and State agencies.

Annual exercise conducted

Annual disaster exercise is conduct to improve disaster

management preparedness

Post‐exercise evaluation report sourced from

participants and observer feedback.

Corporate & Community ServicesR1 ‐ Reputation and goodwill

P1 ‐ Political31‐Mar‐20 On time

Budget on track



Annual exercise is well into the planning stages, with scenario, key participants and facilitation all being confirmed. Date has been set for early November 2019.

1.6 The community's preparedness for disasters is improved through community education, training and strong partnerships between Council and other agencies


Completion Date




Performance Indicator Target Source of

Validation DataTiming Budget Scope Risk

2.1.1Advocate for business opportunities and economic enablers for the region from the Inland Rail Project.

Employment opportunities for the region are maximised

Opportunities maximised

Minutes of meetings

Council updates and reports

Executive OfficeP1 ‐ Political

R1 ‐ Reputation and goodwill 30‐Jun‐20 On time

Budget on track



Council has been working closely with officers from the Department of Infrastructure, Transport Cities and Regional Development seeking to identify opportunities and looking for funding under the Inland Rail Interface program. A session has also been planned at the LVCC on: Are You Inland Rail Ready? Attendance by all Councillors at the Inland Rail Conference held in Toowoomba was also beneficial. The BEST meeting held in September discussed way to prepare local students to take advantage of career and employment opportunities that may arise from the project. Information on the Inland Rail scholarships at USQ were shared with local high schools for distribution current Year 12 considering STEM study at USQ.

2.1.2Advocate for improved water security and supply for the region through the mechanisms of the Lockyer Valley and Somerset Water Collaborative.

Completion of the detailed business case

Business case completed and

submitted

Completed business case

documentationExecutive Office

P1 ‐ Political R1 ‐ Reputation and goodwill



achieved


Water for the Lockyer Strategic Business Case has been completed by Jacobs and formerly signed off by the Department of Natural Resources Mines & Energy. The Lockyer Valley & Somerset Water Collaborative members have re‐committed to the group for further 2 years. The financial commitment will be the same as previous years with a scheduled review annually. The group have re‐appointed their independent Chair Stephen Robertson for a further 12 months. The Strategic Business Case associated work also include an Economic Opportunity Assessment for the Lockyer & Somerset Valleys completed by Queensland Treasury Corporation. A request to QTC has been made for the release of the document for other purposes such as investment attraction. Council has recommended and the LVSWC endorse using Local Buy to assist with the procurement process for the tenders of Business Cases funded under the Maturing Infrastructure Pipeline Program (MIPPS 2).


Target Source of Validation Data

Timing Budget Scope Risk

2.2.1Advocate to limit the adverse impacts of Inland Rail by seeking improved and connected infrastructure for the region.

Opportunities for improved and connected

infrastructure are maximised

Identified impacts are limited

Minutes of meetings

Council updates and reports



Budget on track



Officers have continued to work closely with the Australian Rail Track Corporation (ARTC) design team seeking to optimise the concept design for both Gowrie to Helidon and Helidon to Calvert projects. This will be significant in terms of the ultimate design and in terms of that part of the road network that will be managed by Council after construction. Advocacy has also been carried out with a range of agencies at State and Commonwealth levels looking to describe the impacts of the project and a means to compensate the communities impacted by the project.



Lockyer BusinessOur business community is a thriving and inclusive network where it is easy to do business. We create opportunities and encourage innovation that inspires business confidence and collaborative partnerships.

Lockyer FarmingAs custodians we manage our water and land assets to ensure our farming future. We pride ourselves on our innovation and clean, green reputation. We work together to support our farmers of current and future generations .

Lockyer LivelihoodWe are a community where lifelong learning opportunities exist. Our quality education facilities are highly regarded and provide diverse career pathways. We look to develop skills and generate job opportunities for all.

2.1 Encourage opportunities for the Lockyer Valley to drive economic and community outcomes.

Progress Indicators First Quarter Progress CommentsReference Operational Plan Action Item for 2019/20

Performance MeasurementResponsibility Key Corporate Risk Category

Completion Date

Completion Date

2.2 Maximise opportunities through engagement and partnership with stakeholders to achieve a strong resilient economy.

Progress Indicators First Quarter Progress CommentsReference

Lockyer Business, Farming and Livelihood of 15

2.2.2

Work with other stakeholders such as Council of Mayors South East Queensland (COMSEQ), Local Government Association Queensland (LGAQ), ‐ City Deals, Brisbane Marketing and Regional Development Australia (RDA) to advocate for improved economic outcomes for the region.

Improved economic outcomes for the

region are maximised

Opportunities maximised

Stakeholder meeting minutes



Budget on track



Council officers have been working with COMSEQ on a number of significant projects including the potential Olympic Games bid and the SEQ City Deal which will confirm planning for significant projects across 3 levels of government. These will have major economic impacts on SEQ and the Lockyer Valley. A Ministerial Roundtable was organised by Minister Tudge's office with assistance from Council. This was held with community members seeking their input. Working with Tourism Events Qld – Attendance at Conversations with Industry Forum & DestinationQ Events Conference Working with Brisbane Marketing – Lockyer Valley Industry Development Program; Partners & Member Forum; Regional Flavours; Vision 2031 Action Planning; SEQ City Deal Uniquely SEQ Tourism Project; development of food tour opportunities. Three equine stakeholder meetings were held during the quarter. The working group is exploring potential economic benefits of developing a racing and equine precinct in the Lockyer Valley. Securing Graham Quirk as a speaker at the recent Lockyer Valley Business Luncheon was achieved with support and assistance from Council of Mayors South East Queensland (CoMSEQ). Local business leaders were able to hear how the work of CoMSEQ realises benefits for the region through projects Resilient Rivers, Olympics Bid and City Deals.




2.3.1Update and publish the region's Tourism Guide to utilise in marketing the Region.

Tourism guide updated and published

Region is marketed Tourism Guide Executive Office R1 ‐ Reputation and goodwill 1‐Apr‐20 On timeBudget on


achieved


Tourism Guide ‐ Project plan under development


Target Source of


2.4.1Facilitate partnership opportunities between employers, education and training providers by delivering the Regional Skills Investment Strategy Project.

Regional Skills Investment Strategy

delivered

100% of project delivered

Project plan and quarterly reports to

DEBSTExecutive Office P1 ‐ Political 1‐Apr‐20 On time

Budget on track



Bringing Employees Students Together (BEST) Meetings attended by council representatives: Industry site tours were organised between local schools and DISCO to a local business to make community aware of the business growth and local employment opportunities. A way of working proposal has been endorsed by local schools, DISCO and the business to create work experience opportunities with the intent to move into traineeships and apprenticeships.

Connected local pubs back with the local Liquor Industry Action Group (LIAG) Committee to help keep businesses current within the Liquor Industry.

Presentations and onsite engagement with local businesses to promote the RSIS project and provide awareness around funding opportunities to upskill staff.

Skills gaps identified within industries and possible training solutions drafted to bridge and upskill staff.

2.4 Attract and support education and employment opportunities for the community.



Completion Date

Reference Operational Plan Strategy for 2018/19Performance Measurement


Date

2.3 Promote and market the Lockyer Valley as a destination for commerce, tourism and lifestyle.




Target Source of


2.5.1Work with the proponents to facilitate an industrial development on the Gatton West Industrial Zone (GWIZ) site

Demonstrated advocacy with

relevant stakeholders

Advocacy with relevant

stakeholders is maximised



R1 ‐ Reputational and goodwill30‐Jun‐20



Benefits in doubt


The exclusivity period with the investors interested in developing the Gatton West Development Zone has ceased due to the notification to Council withdrawal of any further interest in the site. Site visits and information has been provided to Brisbane Marketing Investment arm to investigate if there is interested investors from their data base. Council have been working with a number of parties who have expressed interest in the site for varying purposes.

2.5 Foster a flexible, supportive and inclusive business environment.



Completion Date




3.1.1

Implement the following initiatives of the Lockyer Catchment Action Plan:‐ Lockyer Creek sediment stabilisation: finish revegetation and undertake year one maintenance of revegetation‐ Tenthill catchment community resilience: establish Strategic Resilience Taskforce and deliver Property Management Plans.

Complete identified Lockyer Catchment Action Plan projects

Property Management Plans

developed

100% of identified projects completed

20 Property Management Plans

developed

Project plan

Budget

Property Management

Plans

Organisational Development and Planning Services

EC1 – Environment and the communityIA2 – Delivering major projects (time, cost,

scope and quality)30‐Jun‐20 On time

Budget on track



Lockyer Creek Sediment Stabilisation:‐ revegetation complete and maintenance in progressTenthill Community Resilience:‐ project plan completed ‐ community engagement plan in preparation‐ taskforce members and stakeholders identified

3.1.2

Develop and implement strategic environmental management plans to ensure that the region's natural assets are valued and protected including:‐ Natural Resource Management Plan: finalise plan‐ Biosecurity Plan: finalise plan‐ Lockyer Catchment Action Plan: review and revise plan‐ Lakes Apex and Freeman Five‐Year Water Quality Improvement Plan: undertake weed control and revegetation.

Identified strategic environmental

management plans reviewed and developed

Implementation of identified projects

100% of identified plans finalised

(NRM, Biosecurity and Catchment

plans)

Weed control and revegetation

undertaken on Lake Apex and Freeman

Plan documents

Meeting business papers (project and Council)

Budget




Budget on track



Natural Resource Management Plan:‐ draft NRM Strategy prepared and circulated to Working Group for review and feedbackBiosecurity Plan:‐ Project Plan prepared‐ mapping of weed distribution in progressLockyer Catchment Action Plan:‐ review scheduled to commence second quarterLakes Apex and Freeman water quality:‐ on hold due to drought conditions


TargetSource of


3.2.1Flood plain management strategic planning is undertaken to inform Council's strategic growth management and disaster management requirements.

Completed flood plain management

projects

100% completed and adopted by

Council

Completed flood plain

management plans


IA2 ‐ Delivering major projects (time, cost, scope and quality)



achieved


Consultants have been appointed to undertake the following National Disaster Recovery Projects (NDRP): Lockyer Valley Local Floodplain Management Plan, Lockyer Valley Integrated Evacuation Route Planning and the Lockyer Creek Hydrology Model Update.

3.2.2Develop a framework for Environmental Offsets to protect and enhance valuable habitat and ecosystems.

Framework developed

100% of Framework developed

Environmental Offset Framework


EC1 – Environment and the community 30‐Jun‐20 On timeBudget on


achieved


Background research commenced.

3.2.3In liaison with key stakeholders review and refine environmental data which informs the Lockyer Valley Planning Scheme.

Data reviewed and refined

100% of overlays reviewed and

refined

Refined overlay data


EC1 – Environment and the communityIA1– Planning, managing and maintaining

assets for the future30‐Jun‐20 On time

Budget on track



Mapping products currently being developed. Will be reviewed in conjunction with development of Planning Scheme

Completion Date

3.2 Council’s policies and plans support environmentally sustainable development.



Completion Date

Lockyer NatureOur natural assets are valued and protected to sustain our unique rural lifestyle.

3.1 Lockyer Valley’s natural assets are managed, maintained and protected.



Lockyer Nature of 15


TargetSource of


3.3.1 Increase identified Land for Wildlife habitat land in the region.Identified habitat land in the region

increased

2% increase in land for wildlife identified

habitat land (hectares)

Land for Wildlife membership statistics


EC1 – Environment and the community 30‐Jun‐20 On timeBudget on


achieved


New sign ups: 4 properties totalling 265haCurrently membership: 10,587haIncrease for first quarter: 2.5%Annual target already achieved

3.3.2

Review Environmental Programs to enable opportunities for the community to deliver projects with positive environmental outcomes including:‐ Grants Programs‐ Landholders Assistance Program‐ Integrated Land Management Program.

Review completed 100% of review completed

Council Business Papers & Budget




Budget on track



Reviews scheduled to commence second quarter, therefore no progress to report


TargetSource of


3.4.1

Develop a framework for a Nature Based Recreation Plan for the Lockyer Valley region as a part of the Escarpment Trails Opportunity.

Framework developed

Trails identified and mapped

100% of framework complete

50% of trails identified in the project mapped

Framework for Nature Based Recreation Plan

Mapping

Executive OfficeEC1 – Environment and the community

IA2 – Delivering major projects (time, cost, scope and quality)



achieved


A significant component of the Nature Based Recreation Plan Framework development has been the joint project with Toowoomba Regional Council to develop a strategic plan for mountain bike trails on the escarpment of the Toowoomba Range. Funding has been received to conduct this and a consultant has been engaged to develop this plan.


TargetSource of


3.5.1Implement the 2019‐ 20 Identified deliverables of the Waste Recycling and Reduction Plan (WRRP).

Actions are implemented

100% Compliance WRRP Corporate and Community ServicesIA1 ‐ Planning, managing and maintaining


Budget on track



Identified actions in the Waste Reduction and Recycling Plan commenced with the reducation of operating hours at identified tips sites and the installation of a weighbridge at the Laidley Transfer Station.

3.5.2Upgrade of the Gatton Waste Management facilities by undertaking an expansion of waste cell with liner against Cell 1 to increase capacity for waste to landfill.

Complete expansion waste cell

Cell expansion 100% completed in

accordance with statutory

requirements

Engineering certification

Corporate and Community ServicesIA2 ‐ Delivering major projects (time, cost,

scope and quality)30‐Jun‐20


Budget overspent



Initial scope of works identified that completion of work unable to be achieved with current budget allocation. Design works scheduled to be completed with initial construction stage to commence this financial year. Construction will be finalised in the 2020‐21 financial year.

Completion Date

3.4 Locals and visitors experience our natural assets.




Date

3.5 Council and the community actively reduce waste, recycle and reuse more.






Date

3.3 Community and private landholders’ stewardship of natural assets increases.






3.6.1Identify and develop an Energy Management Plan for Council's principal buildings and facilities that will reduce energy consumption.

Plan developed

Reduction of energy consumption

Plan developed that will achieve

$100,000 reduction in electricity consumption

Plan documentation

Budget

Corporate and Community ServicesIA1 ‐ Planning, managing and maintaining





Target projects to be identified for scheduling and completion by the fourth quarter of the 2019‐ financial year including Lockyer Valley Cultural Centre HVAC Upgrade and lighting upgrades to the Gatton Showground.

Completion Date

3.6 Council and the community actively reduce consumption of non‐renewable resources.

Progress Indicators

First Quarter Progress CommentsReference Operational Plan Action Item for 2019/20

Performance Measurement





4.1.1The Lockyer Valley Planning Scheme is adopted by Council for public consultation.

Planning Scheme is adopted by Council

for public consultation

100% completed and adopted by Council

for public consultation

Planning Scheme Organisational Development and

Planning


R1 ‐ Reputation and goodwill30‐Jun‐20





Comments were received from the Department of State Development, Manufacturing, Infrastructure and Planning in relation to the State Interest Review on 13 August 2019. In total, 130 comments have made in relation to the draft scheme and will be required to be addressed prior to the Minister providing approval for public notification to occur. The comments have been made is respect to matters including; rationale for zoning changes, inconsistencies in relation to purpose statements and the zoning and definitions adopted, environmental mapping, integration of relevant state interests and the functionality and workability of the table of assessment.


TargetSource of


4.2.1Deliver the Gatton Shire Hall improvement project including the upgrading of the air‐conditioning, electrical fittings and lighting, smoke detection and alarm system and entrance foyer.

Project completed within allocated budget and timeframe

100% of project completed and 50% of grant funding

received

Capital Improvement

Plan.Corporate and Community Services




achieved


The principal consultant has been appointed to develop the design documentation for RFT issue.

4.2.2

Develop a plan for Council's bores to:‐ Identify all Council bores‐ Review licencing and other requirements for each bore‐ Improve availability and operational reliability of identified bores for Council and community use.

Plan developedPlan developed and adopted by Council.

Council Bore Plan Corporate and Community ServicesIA1 ‐ Planning, managing and maintaining

assets for the future30‐Jun‐20 To be deferred


Benefits won't be achieved


At this stage identification and data capture only, there is no capital or operational budget to fully survey and provide an asset condition report for Council bore facilities. Budget allocation to be included in the December 2019 budget review to complete this project.

4.2.3Deliver the 2019‐20 Black Spot Programme projects in accordance with the funding agreement.

2019‐20 Black Spot Programme projects

completed

100% of projects delivered in

accordance with the funding agreement

Budget reporting Infrastructure Works and ServicesIA2 ‐ Delivering major projects (time, cost,


Budget on track



Five projects nearing completion (40%)

4.2.4Deliver the Laidley Urban Streets Upgrade project to improve the transport infrastructure and connectivity for the Laidley community.

Project completed

100% of project delivered within timeframe and

budget


scope and quality)30‐Jun‐20





Finalisation of designs nearing completion withcommencement of works to commence during secondquarter.

4.2.5 Deliver stage one of the Gatton Cemetery expansion project.Stage 1 of the project

completed

100% of project delivered within timeframe and

budget



Budget overspent



Access roads and carpark have been completed in the stage 1 works at the Gatton Cemetery. Budget has been overspent due to geological conditions. Further roadworks to be considered in the 2020/21 Capital Budget

4.2.6 Develop an Asset Management Plan for stormwater assets.Completed asset

management plan for stormwater assets

Adopted Stormwater Asset Management Plan

Asset Management Plan

Infrastructure Works and ServicesIA1 ‐ Planning, managing and maintaining

assets for the future31‐May‐20 On time




Asset Management Plan for Stormwater 70% complete.

4.2.7Develop a 5 year capital works renewal program for stormwater assets.

5 year capital works program developed and incorporated into Asset Management

Plan

5 year prioritised program of

stormwater capital projects identified

Stormwater Asset Management Plan


assets for the future31‐May‐20 On time




5 years work program for Stormwater is under development and will be incorporated into the stormwater Asset Management Plan.

4.2.8Develop an Active Transport Plan for the region to improve disability access, pedestrian, and cycling for the purpose of improving connectivity and community well being.

Active Transport Plan complete

Plan 100% completed and

adopted by Council

Active Transport Plan






Work has not commenced as yet on the development of a Active Transport Plan ‐ expected completion timeframe still to be met.

4.2.9

Deliver the Local Government Grants and Subsidies Program (LGGSP) projects1. Deterioration modelling of pavement and seal assets2. installation of new LED street lighting in Laidley Central Business District.

Identified grant projects completed

100% of project 1 and 60% of project 2

delivered in accordance with the funding agreement

Budget and grant reporting

documentationInfrastructure Works and Services






Deterioration modelling: Initial meeting had with consultants to establish scope of project. Will be going to market for consultant to undertake the work in November (Pavement and Seal modelling)LED Street Lighting: Tender document for design has been drafted and is in final review and about to be released to tender.

Lockyer Planned:We have unique, well connected communities. We have places and spaces that bring together people. Local services match the needs of the community. Our built infrastructure is designed and constructed to enable access for all.

4.1 Growth and development in the region is sustainably managed through the adoption and implementation of the Lockyer Valley Planning Scheme.





Completion Date

Completion Date

4.2 Provision of fit‐for‐purpose infrastructure which meets the current and future needs of the region.

Progress Indicators First Quarter Progress CommentsReference

Lockyer Planned of 15


TargetSource of


4.3.1Implement the continuous improvement deliverables as outlined in the Planning and Development Business Unit Plan and Continuous Improvement Action Plan.

Identified deliverables of the action plan are completed and implemented.

Current financial year deliverables

completed.

Development and Planning

Continuous Improvement Action Plan


R1 ‐ Reputation and goodwill 30‐Jun‐20 On timeWithin




have been finalised for CEO endorsement; Finalised actions to implement the Infrastructure Charge Audit Recommendations; Increased internal engagement has commenced with Council's internal content experts; Entire Development Application process has been documented to


TargetSource of


4.4.1Provide technical support to review the Inland Rail Project designs impacting on Council's Infrastructure.

Project designs reviewed and

feedback provided to ARTC.

100% of designs reviewed.

Meetings held with ARTC and comments log.






Ongoing meetings and technical comment provided as required. Feasibility designs have been reviewed and feedback provided.


TargetSource of


4.5.1Complete Master Plans for:‐ Gatton North Major Enterprise and Industrial Area ‐ Plainland.

Plans are completed for Gatton North

Major Enterprise and Industrial Area and

Plainland.

100% completed and adopted by Council

Master Plans for Gatton North and

Plainland.


IA1 ‐ Planning, managing and maintaining assets for the future





Consultancy briefs have been completed for both projects. Request for quotations for suitably qualified consultants will be called in the second quarter.




Date

4.3 A development assessment process that delivers quality development that is consistent with legislation, best practice and community expectations.


Completion Date

4.4 Regional collaboration and targeted advocacy that drives external funding, for timely delivery of key infrastructure and enhanced community outcomes.

Progress Indicators



Date

4.5 An integrated approach to the planning of all communities that strengthens local identity and lifestyle.

Progress Indicators

First Quarter Progress Comments



Lockyer Planned of 15


Target Source of Validation

Data Timing Budget Scope Risk

5.1.1

Develop a land asset management plan that will: ‐ rationalised Council's land assets and associated facilities‐ identify council land and/or properties suitable for disposal via sale.

Completed land asset management plan

Sale of identified land assets

Land Asset Management Plan completed and

adopted by Council

Identified land sold within identified

timeframes

Land Asset Management Plan

Executive Office FE1 ‐ Financial sustainability 30‐Jun‐20 On timeWithin




Land Asset Management Plan is being drafted. No concerns over the time remaining for this to be done. Review of Public Parks & Open Space Strategy adopted by Council and Council's land holdings and assessment of most appropriate use will inform this. Some land identified for sale subject to further internal investigation. Procurement of an agent/auctioneer for one property is about to commence.

5.1.2Undertake a business review of operations of the Staging Post Café and Function Centre to identify opportunities for growth and financial sustainability.

Efficiencies identified and strategies to achieve developed and implemented

50% improvement on the 2018‐19

financial operating position

Financial reports competitor

benchmark analysisExecutive Office FE1 ‐ Financial sustainability 30‐Jun‐20 On time




Staging Post Leadership Group has been established to meet weekly to undertake business reviews. Point of Sale systems have been upgraded and appropriate staff training implemented to control costs and monitor key management markers daily. Major changes have been implemented to increase margins and lower costs of goods sold to increase revenue. A Marketing Strategy has commences through increased utilisation of social media tools to focus on attracting new conference and event markers from a broader reach.

5.1.3Undertake full review of plant and fleet across Council to ensure utilisation is being maximised and plant and fleet types are reflective of future needs for programmed works.

Review completed

Utilisation of Council's plant and fleet (that IPWEA benchmarks are available for) are reviewed and benchmarked.

Review of 10 Year Program to ensure Plant and Fleet are reflective of future

needs.

TechOne Reporting and Council Business

PapersInfrastructure Works and Services FE1 ‐ Financial sustainability 30‐Jun‐20 On time




Forward list of capital works being developed which will inform the fleet review with type of equipment necessary to undertake works identified. Draft review anticipated to be presented to Council in the third quarter.

5.1.4Conduct an independent review of Council's Procurement and Stores functions and implement the agreed key findings.

Review completed and agreed key

findings implemented

100% of agreed key findings

implemented

Review documentation

Corporate and Community Services FE1 ‐ Financial sustainability 30‐Jun‐20 On timeBudget on


achieved


The final report has been received and reviewed by ELT, with in‐principle support given for all recommendations. An outline of the recommendations and proposed timeframes has been developed and implementation of "quick wins" has commenced.




5.2.1Review and update the Customer Service Strategy and implement identified improvements.

Review conducted and adopted by

Council and identified improvements implemented

100% of identified improvements implemented

Updated Customer Service Strategy

documentCorporate and Community Services R1 ‐ Reputation and goodwill 31‐Dec‐20 On time




Implementation on recommendations continues with some processes, such as familiarisation visits now imbedded in operational processes.

Lockyer LeadershipOur leaders are visionary and seek coordinated outcomes for the benefit of the whole community.

Lockyer CouncilA well‐managed, transparent and accountable organisation that gives the community confidence, demonstrates financial sustainability, where customers are satisfied with our services and our employees are proud to work.

5.1 Undertake robust and accountable financial, resource and infrastructure planning and management to ensure affordable and sustainable outcomes for our community.

5.2 Excellence in customer service to our community.



Date




Progress Indicators First Quarter Progress CommentsTimeframe

Lockyer Leadership and Council of 15




5.3.1

Continue to support the Lake Apex Community Advisory Committee (LACAC) through the revised Committee Terms of Reference to enhance the broader community perspective and focus of the group.

Meetings undertaken as required under the Terms of Reference

with meeting minutes reported to Council.

100% of required meetings

undertaken.

Council Business Papers

Infrastructure Works and Services R1 ‐ Reputation and goodwill 30‐Jun‐20 On timeWithin




Timing is on track.Lake Apex Community Advisory Committee (LACAC)meetings have been held in accordance with theCommittee Terms of Reference and minutes are beingreported back to Council

5.3.2Undertake a review of Council's advisory committees and external committee representation.

Undertake review 100% of review completed


Executive OfficeFE2 ‐ Decision making governance, due

diligence, accountabilityand sustainability





Yet to be commenced. 0% of review completed.This project will be commenced in 2020 and concluded after the election and appointment of representatives to committees.

5.3.3

Undertake engagement activities on key Council projects including: ‐ Stage 1 of the Hatton Vale Park Project‐ Lockyer Valley Planning Scheme ‐ Waste Reduction and Recycling Plan.

Engagement activities conducted

100% of required engagement

activities completed

Engagement documentation including website

Executive Office R1 ‐ Reputation and goodwill 30‐Jun‐20 On timeWithin




All community consultation scheduled for this quarter has been completed with the exception of the Lockyer valley Planning Scheme due to push back of dates. Consultation with the Hatton Vale Park project has been extremely positive with all but one or two respondents totally in favour of the project and the way in which the community has been consulted re the master planning. this is the first time the community has had this level of input in to a master plan project.




5.4.1Conduct a strategic review of Council's insurance function:‐ classification of self‐insured property‐ establishment of standards for third party claims.

Property classified

Insurance standards established

100% of property classified

100% of insurance standards set

Property schedule

Standard documentation

Executive Office FE2 ‐ Decision making governance, due






Yet to commence. 0% property classified0% insurance standards set. Progress is expected in 2020.




5.5.1Implement identified outcomes and initiatives for 2019‐20 by the Connected Council Progress Group.

Identified outcomes and initiatives implemented

75% of outcomes and initiatives implemented

ELT Meeting Minutes


S1 ‐ Strategic workforce planning and management





The values‐based behaviours have been rolled out across Council. The Group continues to progress identified actions, including an all‐staff survey that will inform the internal communications strategy and intranet update project.

Key Corporate Risk CategoryCompletion

Date



5.5 Promote a values based culture that appreciates and empowers its workforce.

5.3 Actively engage with the community to inform council decision making processes.

Progress Indicators

Progress Indicators

Progress Indicators

5.4 Commit to open and accountable governance to ensure community confidence and trust in council and our democratic values.



Date

Completion Date


Responsibility




Reference





5.6.1Design and deliver Stage 2 of the Leadership Development Program.

Stage 2 Leadership Development

Program designed and delivered

Stage 2 100% completed

Leadership Development

Program documentation


S1 ‐ Strategic workforce planning and management

30‐Nov‐19 (design)30‐Jun‐20 (delivery)


Budget on track

Benefits in doubt


Stage 2 of the Leadership Development Program is part of the Organisational Effectiveness Review Project. The package of work (to commence in October 2019 and completed in July 2021) is outlined below.Work with key stakeholders to identify needs, scope, design and implement post‐OER OD requirements for activities such as:• Workforce planning workshop for leaders (potentially incorporating TNA for all other levels of employee)• ‘Induction’ for managers, coordinators and supervisors (covering the practicalities and technical aspects of management Inc. corporate requirements)• Refining and expanding leadership development program for managers, coordinators and supervisors• Coaching/mentoring managers on culture, behaviours and process improvement

5.6.2 Conduct an organisational effectiveness review to identify service efficiencies and improve the organisation's effectiveness.

Organisational effectiveness review

completed

Review 100% completed and key

outcomes implemented


Executive Office FE1 ‐ Financial sustainability 30‐Jun‐20 On timeBudget on


achieved


The Organisational Effectiveness Review (OER) is proceeding according to the project plan. The staff engagement and information gathering workshops are currently being delivered and due for completion in early December 2019. CEO, Executive Manager and Manager leadership conversations will be held during October and November and CEO one on one conversations with Managers are currently underway. A report will be prepared for the Executive Leadership team and Council, based on information gathered from the workshops and one on one conversations, including a draft organisational design. This is expected to be finalised by Council in February 2020 allowing for subsequent implementation.

5.6.3

Review and rationalise reporting to Council, Chief Executive Officer and Executive Managers in relation to corporate planning, performance and risk management to achieve quality decision making founded on adequate, timely and relevant information.

Complete the review

Implement priority recommendations

Review 100% completed

100% completion of identified actions








50% review completed. Work has commenced to re‐develop the Council meeting template to include all relevant items for consideration on each matter presented to Council. 0% of actions completed.




5.7.1Develop a business continuity plan for the organisation that outlines the appropriate actions to take in the event that a significant interruption occurs.

Business continuity plan complete

Plan 100% completed and

adopted by Council

Business Continuity Plan

Executive OfficeBC1 ‐ Provision of Core Services now and

into the future31‐Dec‐19


Budget underspent



0% of plan completed. A specification for the project will be developed in October 2019 seeking a consultant to undertake the engagement aspect of developing the plan. This process may extend the timeframe for completion of the plan.

5.7.2

Review identified priority Local Laws to ensure relevance to the region and understanding by Council and the community:‐ Caravans and camping ‐ Animal Management‐ Saleyards‐ Gates and grids.

Priority Local Laws identified and review

commenced

100% of identified priority local laws review commenced

Local Laws Register






Benefits in doubt


25% of reviews commenced. Caravans and Camping subordinate local law has been reviewed and will commence public interest test in Quarter 2.A strategy to review all of Council's local laws will be developed in Quarter 2 with a recommendation for action, budget pending in 2020.

Completion Date



Date





5.6 Provide leadership and contemporary management systems that drive a coordinated and connected organisation.

5.7 Compliant with relevant legislation.

Progress Indicators

Progress Indicators



TargetSource of Validation


5.8.1Implementation of Property & Rating business system CiAnywhere (CiA) upgrade.

Configuration of P&R Modules completed

100% of the configuration of the

P&R modules completed in project

environment


Corporate and Community ServicesIA3 ‐ Information and technology capacity

and management 30‐Jun‐20


Budget on track



The project was postponed due to the appropriate tools not been developed so far by TechOne to accommodate the data migration from Ci to P&R CiA and a patch addressing the migration tool should be out by August 2020. The project should recommence in August 2020.

5.8.2Improve Council's ability to manage and reduce its cyber security risk.

Review recommendations

completed

Cyber Security training conducted

100% of recommendation completed within

forecasted completion date

Scheduled cyber security training

delivered

Audit register Corporate and Community ServicesIA3 ‐ Information and technology capacity

and management 30‐Jun‐20


Budget on track



CQR Cyber Security Specialists that lead the development of the Information Security Incident Response Plan will be back onsite in October to assist in planning and achieving the required outcomes of the Audit Register. In parallel with working through the Audit Register items, they will also be assisting us to develop and implement a Cyber Security Framework. The framework will then drive our operational priorities and roadmap in relation to Cyber Security improvements.

5.8.3Undertake an audit on Council's Safe System of Work to measure compliance, overall effectiveness and identify continuous improvement.

Completion of auditAudit 100% completed

Completed auditOrganisational Development and

PlanningWHS1 ‐ Work health and safety 31‐Mar‐20 On time

Budget on track



Work Health and Safety Management System Audit scheduled to commence November 2019 with an expected completion time of the end of December 2019.

5.8.4Develop and implement an internal communication strategy to assist with the positive promotion of Council information to all staff and in an effective and timely manner.

Increased engagement between

staff and timely delivery of key information

100% completion of strategy and increased

engagement

Monthly reporting Executive Office R1 ‐ Reputation and goodwill 30‐Jun‐20Rescheduling expected




Initial planning has commenced for the establishment of not only an internal communication strategy but for an overarching media strategy encompassing social, internal and external communications. Council's internal Connected Council group has been brought into the project as an effective means to liaise with staff to ascertain what platforms staff would like to be engaged with. A Report will be presented to a future Connected Council meeting outlining the results which will form as strong basis for the development of the strategy.

Completion Date


Responsibility Key Corporate Risk CategoryProgress Indicators


5.8 Deliver reliable internal support services.
