october december 2013 - flinders council...waste management group has agreed to fund a waste...

Council’s 2nd Quarterly Report October – December 2013

Annexure 25 - Item D4 - February 2014

1

BUSINESS UNIT QUARTERLY PROGRESS AGAINST OPERATIONAL PLAN (December 13/14)Flinders Council

Business Unit Quarterly Progress Report Against Operational Plan

Airport

Strategic

Focus

Area:

2 Infrastructure - Efficient and reliable infrastructure that supports and protects production, services and lifestyle.

Strategic

Direction:

2.1 Identify infrastructure objectives, standards for assets and develop a viable, asset lifecycle management and operational

model

ACTIONS STATUS % COMP PROGRESS COMMENTS COMP DATERESP. OFFICER

Output: 2.1.3 Airport Master Plan

START DATE

2.1.3.4 Day to day

administrative activities.

Ongoing 1st Quarter: Day to day administration has been undertaken in a

timely manner, duties include aircraft landings/passenger and fees,

OHS reports, drug and alcohol reports, Airport Manual updates and

bird hazard reporting and documenting.

2nd Quarter: Additional to normal administrative activities, in this

quarter we have also developed a new Transport Security Program.

This ensures that we comply with Department of Transport

Regulations as well as providing a safe and secure environment for

all Airport users.

In December 2013 a technical inspection was undertaken during

which several issues were identified as needing attention in order to

comply with the standards of being a Certified Airport . These tasks

are currently being undertaken.

30/06/2014Airport Manager 1/07/2013

2.1.3.5 Seek the sale and

removal of the "house" building

from the Airport and ensure the

site is remediated as part of

sale conditions to allow for an

alternative future use of the

site.

In Progress 1st Quarter: Due to bad weather, the site has been inaccessible for

inspection. Council will seek tenders for the sale, removal and

remediation of the site during the second quarter.

2nd Quarter: Council will seek tenders for this project as soon as

practicable.

30/11/2013Airport Manager10% 1/07/2013

February 06, 2014 of 3


2



Airport

Strategic

Direction:


model



START DATE

2.1.3.6 Fund the construction

of a dedicated undercover

patient transfer facility for the

Royal Flying Doctor Service

(RFDS) to the west of the

terminal building as per the

capital works program.

In Progress 1st Quarter: Funds have been allocated for the construction of the

RFDS Patient Transfer Station and all planning approvals have been

granted. Due to a delayed grant approval for the apron extension

works which are required to access the proposed Patient Transfer

Station, this project has been delayed.

2nd Quarter: Due to funding delays, the original site for this project

has now changed and a new site for the Patient Transfer Station has

been identified. A planning approval amendment will be forthcoming

early in the next quarter, allowing the project to commence.

30/06/2014Airport Manager30% 1/07/2013


Output: 2.1.4 Capital Works Program

START DATE

2.1.4.1 Ensure a minimum of

85% of the capital works

program agreed for the Airport

is achieved.

In Progress 1st Quarter: In ground drainage works have been completed and

further open drainage works alongside both runways will be renewed

as part of the continued upgrade over coming months. Works to the

solar panels have taken place and planning for the apron and

taxiway extensions is complete.

2nd Quarter: New Airport vehicle has arrived and has been fitted

with bird siren, new hi-vis stripes and a light bar. Drainage works to

the open drains around the apron extension have been completed

and drainage works on the main runway have been partially

completed.

30/06/2014Airport Manager75% 1/07/2013

February 06, 2014 of 3


3



Asset Management

Strategic

Focus

Area:

1 Environment and Natural Asset Management - An environment that maintains its diversity, uniqueness and

attractiveness while supporting sustainable production and lifestyle.

Strategic

Direction:

1.1 Promote environmentally sustainable practice


Output: 1.1.4 Environmental sustainability of Council programs and operations

START DATE

1.1.4.1 Weed management

within council land improved

and work towards best practice

approach within the confines of

budget allocations available.

In Progress 1st Quarter: Control of the following weeds has been successfully

undertaken on road reserves for this growing season:

- Onion Weed Asphodelus Fistulosus (Declared)

- Espartillo Amelichloa Caudata (Declared)

- African Lovegrass Eragrostis Curvula (Declared)

- Mullein/Aarons Rod Verbascum Thapsus (a significant

environmental weed of pastures & disturbed areas)

Trials on numerous weeds and control methods are ongoing and

much work has been done to develop a geo referencing system for

weeds and rare/threatened species on road reserves across the

island.

2nd Quarter: A casual Works Officer has been employed for

roadside and quarry weed control and options are being explored for

the contracting of roadside weed management.

30/06/2014Infrastructure

Manager

50% 1/07/2013


Output: 1.1.5 Transition to sustainable Solid Waste Management Systems

START DATE

1.1.5.1 Initiate recycling

programs that are financially

sustainable, user friendly and

environmentally appropriate for

our remote situation.

In Progress 1st Quarter: Glass and aluminium can separation is now in place

and being utilised by the community. This builds upon other areas

where separation of waste streams are already in place such as

tyres, white goods and e waste. Recycling of these goods will occur

when financially viable.

2nd Quarter: Solar powered compacting rubbish bins have been

purchased for installation at barbeque and popular remote areas

and should be operational next quarter.


Manager

60% 1/07/2013

February 06, 2014 Page 2 of 8


4



Asset Management

Strategic

Direction:




START DATE

1.1.5.2 Provide new waste

management facility and

service level agreement for the

Cape Barren Island

Community.

In Progress 1st Quarter: Site Planning and flora and fauna assessments are now

complete. A series of test bores have been developed to scope

ground water levels. CBIAA and ALCT continue to be closely

engaged in the project.

2nd Quarter: An aerial survey of the site has been undertaken by an

unmanned aerial drone which took high quality images and contour

survey. This data will be used to begin the design of the new facility.


Manager

50% 1/07/2013

1.1.5.3 Close landfill at Lady

Barron and implement a new

waste transfer station. Engage

with the community on the

proposed change, reasons for

such and new operations.

In Progress 1st Quarter: The continued burning of the Lady Barron tip and the

ongoing compliance issues associated with the site requires its

immediate closure. Council waste management consultants

provided a briefing to Council at a workshop on the 3rd of October

on the item and put forward a series of options for consideration.

Action on this item will commence in the next reporting period.

2nd Quarter: A cost benefit analysis of the options for the proposed

transfer stations is currently being developed and should be

provided to Council in the third quarter.


Manager

40% 1/07/2013

1.1.5.4 The Northern Regional

Waste Management Group has

agreed to fund a Waste

Management Strategy for the

islands. Staff to present the

strategy when complete.

Not Started 1st Quarter: Council staff and consultants have requested the

Northern Tasmania Waste Management Group (NTWMG) delay any

action on this item until our own explorations and strategies are

complete.

2nd Quarter: This action remains unchanged as Council

explorations are still ongoing.


Manager

0% 1/07/2013



5



Asset Management

Strategic

Direction:




START DATE

1.1.5.5 The Northern Regional

Waste Management Group has

agreed to fund a fluorescent

tube landfill diversion project at

no cost to Council. Facilities for

the disposal and the removal of

fluorescent tube lights from the

Islands will be provided to the

community.

Completed Facilities for the disposal of fluorescent tubes have now been

provided.


Manager

100% 1/07/2013

1.1.5.6 Communicate and

educate the community of the

changes to waste management

services, the reasons for the

changes and how they can

work with Council to improve

environmental outcomes from

the management of waste.

In Progress 1st Quarter: Major changes to waste management systems are

currently being explored and consultation and education will occur

as the process and systems are agreed.

2nd Quarter: Grant from Australian Packaging Covenant (APC) is

almost finalised. Some timeline issues require re-negotiation but the

commitment is forthcoming. Community education will play a major

role in the utilisation of the new system. Community engagement

and awareness formed part of the grant provisions from APC.

30/06/2014Development

Services

Officer/EHO

40% 1/07/2013

1.1.5.7 Explore green waste

reuse options.

In Progress 1st Quarter: Council waste management consultants provided a

briefing to Council at a workshop on the 3rd of October on the item.

Scoping of equipment and staff required is underway as is

exploration of what products could be developed from the waste

stream to offset costs.

2nd Quarter: Council waste management consultants are waiting on

data from the Residential Waste Assessment to develop an overall

waste reuse strategy.


Manager

35% 1/07/2013



6



Asset Management

Strategic

Direction:




START DATE

1.1.5.8 Undertake a feasibility

study into the use of waste

furnaces as opposed to landfill

into the future. Assess costs

and environmental outcomes

and provide a report to Council.

In Progress 1st Quarter: Council waste management consultants provided a

briefing to Council at a workshop on the 3rd of October on the item.

Scoping on two furnace systems has been undertaken and further

work is required from a systems management perspective before a

full feasibility study is required.

2nd Quarter: The study is in progress and will be delivered before

the end of the financial year.


Services

Officer/EHO

50% 1/07/2013



7



Asset Management

Strategic

Focus

Area:


Strategic

Direction:


model


Output: 2.1.4 Capital Works Program

START DATE

2.1.4.2 Ensure a minimum of

75% of the Capital Works

program agreed is achieved.

In Progress 1st Quarter: Vertical slashing has been completed and Marshall Bay

is substantially complete with some minor works to undertake once

the road dries out.

2nd Quarter: Some gravel road resheeting has taken place and 75%

of components for Samphire River Bridge have been manufactured.

The reseal program has been deferred due to unavailability of local

blue metal supplies. As Council now contracts the bitumen spraying,

considerable savings can be made by adjusting the reseal program

from annual to possibly tri-annual.

Port Davies Boat Ramp has been completed to design standards.

Capital Plant purchased has included a Hilux 4x4 dual cab utility, an

Izuzu light truck and a JCB backhoe.


Manager

50% 1/07/2013

2.1.4.3 Day to day


Ongoing 1st Quarter: Administration duties are being undertaken as required.

2nd Quarter: The warm, wet spring kept town and roadside

vegetation maintenance crews busy due to the pronounced growing

season. A casual Works Officer was employed during the quarter

specifically for town maintenance duties.


Manager

2/09/2013



8



Asset Management

Strategic

Direction:

2.4 Pursue “best practice” delivery model that balances cost and outcomes


Output: 2.4.2 Review infrastructure management and operational procedures as basis of introduction of continuous improvement system

START DATE

2.4.2.1 Undertake assessment

with Works Manager of how to

improve bitumen sealing works

via a partnership approach with

skilled service providers/

access to modern equipment.

Completed 1st Quarter: With the introduction of the new Workplace Safety Act

on January 1st 2013, a risk assessment highlighted that the existing

equipment used by Council staff for bituminous sealing was very old

and of extreme risk to operators. This combined with the average

outcomes of the preceding years sealing program has seen action

taken to bring in outside contractors to undertake the tasks required

this year.


Manager

100% 1/07/2013


Output: 2.4.3 Service standards are provided in line with asset management plan and budget allocations provided by Council.

START DATE

2.4.3.1 Roads, bridges and

culverts are maintained and

managed in line with budget

allocations provided.

In Progress 1st Quarter: Bridge and culvert maintenance has been undertaken

as per AusSpan schedule. Dry weather will allow for the construction

of the detour road at Samphire Creek and contractors are now

starting to manufacture beams for the bridge. Construction will begin

as soon as weather permits, component manufacture is complete

and contractor availability is secured. Vertical slashing has been

completed and the Marshall Bay road has been substantially

completed.

2nd Quarter: Approximately 75% of components have been made

for the Samphire Creek Bridge and installation and road detour

works are on target for the end of February should weather

conditions allow. Road maintenance consisted mainly of bitumen

patching and edging, gravel road grading and potholing as well as

vegetation control.


Manager

50% 1/07/2013

2.4.3.2 Develop works

program, levels of service

specifications and associated

procedures in line with long

term asset management plan.

Not Started 1st Quarter: The Long Term Asset Management Plan is still under

development.

2nd Quarter: Staff continued to work with the Corporate Services

Manager and the General Manager to develop this plan.


Manager

0% 1/07/2013



9



Asset Management

Strategic

Direction:



Output: 2.4.3 Service standards are provided in line with asset management plan and budget allocations provided by Council.

START DATE

2.4.3.3 Maintain all Council

owned assets to the current

legislation/regulations and

applicable standards, so that

these assets are kept to the

appropriate service levels

expected within our

community.

In Progress 1st Quarter: When the results from the Community Infrastructure

Audit are obtained, work can then commence on completing Asset

Management Plans for all community assets. This is required before

completion of the Long Term Financial Plan can be achieved.

2nd Quarter: The Community Infrastructure Audit Report is to be

presented at the Councillor's Workshop on 27th February. From

there the Asset Management Plan will be able to progress.

30/06/2014Corporate Services

Coordinator

35% 1/07/2013



10



Community Development

Strategic

Focus

Area:


Strategic

Direction:


model


Output: 2.1.2 Review community facility portfolio with the view of developing a profile that matches contemporary and emerging needs

START DATE

2.1.2.1 Enable and assist the

local Scout Group to identify an

alternative venue and any grant

funding that is available for

their support.

Completed 1st Quarter: Council has assisted scouts to relocate to the Lions

Lodge.

30/06/2014Community

Development

Coordinator

100% 1/07/2013

2.1.2.2 Community Services

Hub: Work with DPAC to

develop a Community Services

Hub in Whitemark that

provides community benefit for

the access of State and

Council services.

In Progress 1st Quarter: DPAC has submitted an application to Treasury to move

the project to the next phase.

2nd Quarter: DPAC was informed prior to Christmas that the

submission had been considered and was with the Minister awaiting

a decision. To date, no decision has been made. It is expected the

State Government will go into caretaker mode when Parliament is

dissolved (expected to be on 12th February). If no decision has been

made prior to this point then the Project will need to be considered

post the election.

30/06/2014General Manager50% 1/07/2013



11




Strategic

Direction:


model



START DATE

2.1.2.3 Whitemark Foreshore:

Collaborate with the PWS,

Landcare, NRM North and

other community groups and

individuals to create further

community facilities on the

Whitemark foreshore such as

the Exersite gym equipment

and extension of the Bluff

Track so to further encourage

access to health promotion

activities; and the development

of the barbeque area to assist

to build further social inclusion

and engagement.

In Progress 1st Quarter: Site Masterplan is being developed. Regular

communication with Tasmania Medicare Local (TML) Program staff

and Fitness Trails Principal regarding the fabrication, delivery and

installation of the TML/HIP (Healthy Islands Project)donated

'Exersite' permanent outdoor exercise equipment. Successful

application of Rural Health Week grant to provide a series of free

exercise classes for the community using the exercise equipment.

Regular communication with TML staff to collaboratively launch the

HIP: 30 Stories in 3 Years publication at the launch of the Exersite.

Liaised with Council staff in the preparation of the Crown Land

Services Works Application and Council's Development Application.

Meetings with stakeholders on an as needs basis.

2nd Quarter: Decision was made to include planning for future

amenities and as such, a master planning approach has been taken.

This approach will also lessen the future workload of producing ad

hoc planning and building applications. The working group has met

a number of times within this planning phase, both onsite and off.

The Whitemark Foreshore has been surveyed, identifying a number

of anomalies with regards to the boundary of Council leased land

and TasPorts owned land which will require further investigation prior

to any planning or building applications being submitted.

30/06/2014Community

Development

Coordinator

50% 1/07/2013



12




Strategic

Direction:


model



START DATE

2.1.2.4 Complete an audit of

Council's community and

recreational assets and provide

a report to Council indicating

costs to keep/upgrade to a

standard safe for community

use.

In Progress 1st Quarter: Data collection on all community assets is nearing

completion. Working with Resonance Consulting and relevant

Council staff to help inform the report.

2nd Quarter: All is progressing well. The Consultant has been

working with Council staff and relevant stakeholders to finalise the

population, financial and asset data analysis. The preliminary

community consultation with user groups to ascertain any future

needs and/or aspirations to inform the report is also being

undertaken. It is planned that the report will be tabled at the

Councillor Workshop in February.

01/12/2013Community

Development

Coordinator

70% 1/07/2013



13




Strategic

Direction:



Output: 2.4.1 Further refine the long term asset management plan to inform sustainable service delivery and standards.

START DATE

2.4.1.1 Community Halls:

Working with Council staff to

assist to facilitate the hall

maintenance process so to

comply with all relevant

standards for the future

multi-use requirements of the

community. Support the

community to: assist in the

maintenance of the hall

through working bees; develop

future events and activities at

Emita hall; and liaise with the

Hall Committee to ensure all

health & safety, maintenance

and usage procedures are

compliant with Council's

policies.

In Progress 1st Quarter: Submission of grant application to Regional

Development Australia Round 5 for $40, 000 towards the Emita Hall

upgrade and kitchen facilities. Ongoing communication to the Emita

Hall Committee members which has included the opportunity to

volunteer in the upgrade of the Emita Hall and explain the processes

around this. Ongoing updates and engagement with the Emita Hall

Committee via email, phone, face-to-face and attendance at

meetings. Established a register of interested volunteers. Assisted to

develop the Council's Volunteer Handbook. Assisted to develop

Volunteer Registration Form. Facilitated the Volunteer Induction

session; letters and email reminders to registered volunteers.

2nd Quarter: Assisting to coordinate with the Development Services

Coordinator all planning and building processes relating to the

upgrade. Ongoing updates on the project through the Chair of the

Emita Hall Special Committee of Council on the status of the project.

Regular meetings with Council staff to develop policy and

procedures relating to community halls, usage, bookings, risk

management and maintenance. Meetings and regular

communication with the Secretary of the Lady Barron Hall

Committee regarding impending changes to past processes and

procedures of the Lady Barron Hall Special Committee of Council.

30/06/2014Community

Development

Coordinator

50% 1/07/2013



14




Strategic

Focus

Area:

4 Community Safety, Engagement and Enterprise - Through positive Council-Community partnerships, enhance

people’s security, inclusion and well-being.

Strategic

Direction:

4.2 Support effective and timely incident & emergency management planning and response


Output: 4.2.1 In conjunction with other emergency response groups, have appropriate plans and resources in place to mitigate and respond to

identified risks and incidents

START DATE

4.2.1.2 SES Ongoing 1st Quarter: Currently working with Andrew Cox from Tasmania Fire

Service (TFS) on a fire plan for Flinders Island as well as fire trail

updates for the Island for the new Emergency Services map book.

Another Municipal Emergency Management Committee meeting is

planned for the near future, this hasn't happened over the past 3

months due to the of the Northern Region SES Manager's

unavailability.

2nd Quarter: A Flinders Island Municipal Emergency Management

Meeting was held on the 19/12/2013. Council and local emergency

services will soon receive Satellite phones which will enhance the

communication capacity in the event of a major emergency on the

island. The local Police are also set to receive a VHF radio to be

placed in each of the police vehicles, giving Police the ability to

communicate efficiently with the Ambulance, SES and Fire Service

at incidents. The safety page on Council's new website is nearly

completed. It will include what to do in different emergencies as well

as contact lists etc.

30/06/2014Emergency

Management

Coordinator

1/07/2013



15




Strategic

Direction:

4.3 Maintain and develop productive, constructive relationships with the community and organisations involved in delivery of

strategic services and activities in the islands


Output: 4.3.1 Engage with, as necessary support and integrate into Flinders Council plans key community based service providers.

START DATE

4.3.1.2 Liaise with the Flinders

Island District High School to

develop a MOU, or an

appropriate agreement, for

Council to facilitate the

Austswim Learn to Swim

program for youth benefit.

Completed 1st Quarter: Have met with the School Principal to confirm Council’s

future involvement and coordination of the Austswim Learn to Swim

Program for the summer season 2013/14. The Principal is looking

into what process and procedures will need to be in place for

Council's involvement. It was noted that Learn to Swim Program will

need to be held during School Hours.

2nd Quarter: Ultimately the new OH&S legislation has created some

serious issues for the School around standards for community use.

The Community Development Coordinator provided Council with an

update and briefing on this, and the impacts on staff resources, for

Council to continue actively working to facilitate the Learn-to-Swim

program with the School. Council staff raised the issues facing

Flinders Island potentially not delivering a Learn-to-swim program

with the Royal Life Saving Society of Australia (Tasmania) (RLSSA)

and consequently, RLSSA made contact with the Principal of the

School in an attempt to take up the facilitation of this Program in

partnership with the School. From this point, Council staff have

absolved themselves from reaching an appropriate agreement with

the School for the delivery of the Learn-to-swim program and has

ultimately left this to the School and the RLSSA.

30/06/2014Community

Development

Coordinator

100% 1/07/2013

4.3.1.3 Implement a

Community Road Safety

Partnership.

In Progress 1st Quarter: Liaised with DIER's Community Road Safety

Partnership Officer to confirm potential project funding and process .

Met with stakeholders to review proposed actions and identify 2-3

community projects. Action Plan developed and submitted to DIER

for confirmation to move forward and available funding.

2nd Quarter: No further action to report.

30/06/2014Community

Development

Coordinator

50% 1/07/2013



16




Strategic

Direction:





START DATE

4.3.1.6 Rural Primary Health

Service: Administer the funding

to deliver the Community

Nurse and Podiatrist services

and work with Tas Medicare

Local to identify future

community health needs that

could be funded under this

scheme.

In Progress 1st Quarter: New funding arrangements with Tasmania Medicare

Local (TML) confirmed.

Successful negotiation with new podiatry service provider and

Services Agreement drafted and signed.

2013-14 RPHS Service Delivery Plan complete.

Drafted Service Agreement - TML/Council/Tasmanian Health

Organisation North (THO-N) for community nursing component of

RPHS. Submitted to TML for approval in August. Currently awaiting

a reply from TML to move forward.

12 month report 2012-13 submitted with audited financials.

Working with TML staff to revise the Community Health Needs

Assessment with data collected early 2013 from the Health Needs

Survey. Researching Population Health Programs to assist in the

development of the revised Community Health Needs Assessment .

2nd Quarter: The Services Agreement for community nursing

provision between THO-N (Flinders Island Multi-Purpose Centre)

and Council has not yet been signed. This was stalled due to

Council seeking a tripartite agreement between Council, TML and

THO-N, as advised by Council’s solicitor, and the lengthy period

Council was waiting for a response from TML with respect to the

proposition. This delay resulted in Council being unable to present

the Services Agreement to THO-N until mid-November, 2013. The

Crown Solicitor is currently reviewing the Services Agreement. It is

anticipated that the Services Agreement for community nursing with

THO-N will be forthcoming. Irrespective of this delay, the service

delivery of community nursing to the Flinders municipality on both

Cape Barren and Flinders Islands, have not been affected.

The community Health Needs Assessment has not been completed

as stipulated in Schedule 2 of the Services Agreement between TML

and Council. Council staff look forward to receiving further guidance,

support and direction from TML in the development of the

community health needs report in the coming months to inform

30/06/2014Community

Development

Coordinator

50% 1/07/2013



17




Strategic

Direction:





START DATE

service delivery and funding arrangements for RPHS post June

2014. It is concerning that the delay in the development of our

Health Needs report may inturn affect the ideal time frames required

to secure a podiatry service provider if this service is to continue in

its current funding arrangement.

The new podiatrist firm has been delivering services to the Flinders

community as per the Service Delivery plan.

The 6-month RPHS report (July 2013 - Dec 2013) was submitted on

time.



18




Strategic

Direction:





START DATE

4.3.1.7 Future Preventative

Health Initiatives (PHI): In

collaboration with stakeholders

assist to develop project

funding submissions to

Medicare Local to facilitate and

support an annual calendar of

PHI initiatives such as Bloke's

Day Out, Womens Health Day,

Pedometer Challenge, Flinders

Island Running Festival, Parks

& Wildlife/Heart Foundation

Walks.

In Progress 1st Quarter: Provided support for the Flinders Island Running

Festival. Successful grant application for Rural Health Week (RHW)

to provide a series of free community exercise classes planned

using the permanent outdoor exercise equipment to be installed on

the Whitemark foreshore. Convening of Health Promotion Network

meetings.

2nd Quarter: RHW activities, through a successful grant submission,

was delivered successfully to the Flinders community; a grant

submission to Tasmania Medicare Local (TML) for $12,000 to

deliver PHI to the Flinders community has been successful. It is

planned that free exercises will be delivered utilising the yet to be

installed outdoor exercise equipment on the Whitemark foreshore.

This will also enable community to learn how to utilise the equipment

best for their individual needs. The format will be similar to the

Actively Ageing Program delivered in 2013. No other funding

opportunities for PHI have been made available to Flinders from

TML at this point.

The Medibank Active Tasmania Awards 2013 awarded TML both the

overall Gold award and the Partnership award for the Healthy Island

Project (HIP) program. It has been noted that this award money will

be allocated to the Flinders community for preventative health

activities. To date, despite Council staff's best efforts to engage with

TML on this, they have failed to outline how this will be spent in the

community.

30/06/2014Community

Development

Coordinator

50% 1/07/2013



19




Strategic

Direction:





START DATE

4.3.1.8 Identify further

opportunities for, and assist the

Flinders Island District Hiigh

School with the Transition

Program.

In Progress 1st Quarter: Council and School staff have met to discuss future

areas that Council can assist with the School's Transition Program.

Business case currently being developed by Council and School

staff working collaboratively.

2nd Quarter: The Transition Program Business Plan has been

developed between Council and School staff and is currently waiting

to be reviewed by the School Principal before being submitted to the

General Manager for consideration.

Council staff have been liaising with TAFE Drysdale staff to explore

the potential of a future course to be delivered on the Island in Event

Management and Hospitality for young people who may decide not

to pursue College/University off-island.

Meander Valley Council (MVC) have generously provided Flinders

Council with funding towards 2 flight tickets for young people to

attend the leadership camp Stepping Stones. Council staff continue

to liaise with MVC staff with this opportunity.

30/06/2014Community

Development

Officer

50% 1/07/2013

4.3.1.9 Identify and assist to

provide further community

engagement with the Flinders

Island Sports & RSL Club.

In Progress 1st Quarter: Worked with the Sports Club to facilitate the Flinders

Island Running Festival weekend events.

2nd Quarter: Council staff have proposed that the Sports Club be

utilised for community group meetings due to the need for another

after hours meeting space in Whitemark. The proposal will go to the

next Sports Club Committee meeting.

30/06/2014Community

Development

Coordinator

50% 1/07/2013



20




Strategic

Direction:





START DATE

4.3.1.10 Liaise and engage

with the Flinders Island

Aboriginal Association Inc. to

identify and support as

necessary areas which Council

and FIAAI can collaborate for

community benefit.

In Progress 1st Quarter: Met with yadas (Young Aboriginal Drug & Alcohol

Services) and FIAAI to identify youth programs. Regular

communication to FIAAI with regards to Council's youth School

Holiday Program to ensure no duplication of youth activities and to

help promote Council's programs to FIAAI members.

2nd Quarter: Regular communication with FIAAI staff with regards to

Council's community programs such as School Holiday and Rural

Health Week to work cooperatively.

30/06/2014Community

Development

Coordinator

50% 1/07/2013


Output: 4.3.2 Build civic engagement and increase civic pride through evidence based research, agreed events, programs and improved

communication with the community.

START DATE

4.3.2.1 Manage Council's

online activities and re-develop

the website

In Progress 1st Quarter: The management of Council's online and social media

activities are ongoing. The website upgrade is in progress with the

wireframe, sitemap and build complete. Current work is being

undertaken on the content development and sourcing of new

imagery.

2nd Quarter: The Council website upgrade is nearing completion,

including upgrading the community calendar. A community

engagement plan for the community calendar is being developed.

The management of Council's online and social media activities are

ongoing.

30/06/2014Communications

Officer

90% 1/07/2013

4.3.2.2 Planning and

executing the new community

calendar and integrating into

the new website. The content

of events will be managed by

community development. A

report will be produced

measuring community uptake.

In Progress 1st Quarter: The planning and build of the community calendar is

well progressed. Final refinements are being undertaken and this

will then be integrated with the upgraded Council website. This will

be rolled out and promoted once the website is launched.

2nd Quarter: The Council's upgrade to the community calendar is

nearing completion. A community engagement plan for the

community calendar is being developed.


Officer

85% 1/07/2013



21




Strategic

Direction:






START DATE

4.3.2.3 Develop and

implement a Community-wide

Volunteer Strategy

In Progress 1st Quarter: Council Volunteer Handbook has been developed.

Council Community Development staff and Risk Management

Officer are working collaboratively to ensure all Council Volunteers

have completed the Council Volunteer Induction program.

Community Organisations' contact list is currently being updated.

Liaised with Employment Service Providers to assist in identifying

key volunteer opportunities within the community. Delivered Council

Volunteer Induction to the Emita Hall Committee.

2nd Quarter: Regular meetings with Council staff to ensure the

consistent development of policy and procedures relating to

Council's Special Committees and the communication engagement

plan around this.

30/06/2014Community

Development

Coordinator

50% 1/07/2013

4.3.2.4 Council Community

Communication Strategy:

Develop a council

communication strategy that

clearly identifies the role of the

Council, staff (including the role

of the community development

officer) within the community

and can be clearly

communicated. This will

include the projected tools,

internal and external strategic

directions that will align with

other council departments.

In Progress 1st Quarter: Initial work has been completed holding a staff

communications workshop which formulated initial ideas for the

development of the community communication strategy. Further

work on this will be undertaken in the coming period.

2nd Quarter: Research and initial preparation of the communication

strategy is under way. This is expected to be completed prior to the

end of the financial year.


Officer

45% 1/07/2013



22




Strategic

Direction:






START DATE

4.3.2.5 Establish and manage

a digital image library and

related compliance

documentation for public

relations, promotion and

advertising use by Council.

Completed 1st Quarter: The Image Library and compliance documentation are

established and functioning well. Images are added to the library as

and when recieved. Overall management and data entry will be

ongoing.

30/06/2014Executive Officer100% 1/07/2013

4.3.2.6 Provide support to the

community organisation

Fitness on Flinders with

regards to health benefit

related community events such

as the Flinders Island Running

Festival.

In Progress 1st Quarter: Provided support to Fitness on Flinders with the

Flinders Island Running Festival events.

2nd Quarter: Ongoing engagement with Fitness on Flinders on an

as needs basis.

30/06/2014Community

Development

Coordinator

50% 1/07/2013



23




Strategic

Direction:






START DATE

4.3.2.7 Promote liveability and

economic viability of the

Flinders Municipality.

In Progress 1st Quarter: Successful submission to present at the inaugural

Australian Age-Friendly Cities and Communities Conference

(AFCC). Completion of Conference presentation material by

Community Development staff.

Community Development staff prepared a submission to the

Medibank Active Tasmania Awards; facilitated, promoted and

assisted in the coordination of the community screening of the 72

Hours footage with the Flinders Island Tourism Association; assisted

with the coordination of the National Plant a Tree Day activity held at

the Bluff Fitness Trail with organisations Parks & Wildlife Services,

Council and Landcare and liaised with the East Coast Odyssey crew

to assist to facilitate a School education cleanup the beach program

with organisation Two Hands; and the screening of the East Coast

Odyssey. Unfortunately, the planned events were cancelled due to

the ship not being able to dock at Flinders Island.

2nd Quarter: Successfully coordinated First Aid courses delivered by

St John Ambulance to community members. Support provided to

Tourism Tasmania, Sharp Airlines and Flinders Island Tourism

Association in the development of the spring campaign to regional

Victoria. Regular support provided to Flinders Island Tourism

Association to promote the Islands and region which has provided

good exposure in particular in the UK

(http://www.theguardian.com/travel/2014/jan/05/winter-survival-guide

-travel-destinations . Regular active engagement and involvement

with the Flinders Island Regional Arts branch in the development of

future arts activities. Regular updates in the Island News that

includes community grant opportunities.

30/06/2014Community

Development

Coordinator

50% 1/07/2013



24




Strategic

Direction:






START DATE

4.3.2.8 Explore and provide

recommendations to Council

on Flinders delivering the

Australian Small Islands Forum

in 2014.

Completed 1st Quarter: A Scoping Report on the feasibility and practicalities of

Flinders Council hosting the Australian Small Islands Forum in 2014

was presented to Council at a Councillor workshop and at the

Ordinary Council Meeting on 15 August 2013.


4.3.2.9 Event Policy: Assist to

develop an event policy for

community organisations and

individuals that gives a clear

direction of relevant

compliance and policy when

putting on community events

so as to assist in encouraging

a greater number of events on

the islands.

In Progress 1st Quarter: Working with Council staff to initiate and develop an

accounting structure that captures Council's donations to community

groups for event assistance. Further work on a specific policy will be

undertaken as the year progresses and initial scoping is completed.

2nd Quarter: Council staff have been working on the development of

a customer service model regarding Hall and community space

bookings. This project relates to the Volunteer Strategy which is

currently being carried out. This will inform the Event Strategy.

Council staff have assisted to support a number of community

events.

30/06/2014Community

Development

Coordinator

50% 1/07/2013



25




Strategic

Direction:

4.4 Facilitate the provision and enhancement of critical health and education facilities and service levels by state and federal

agencies and NGOs


Output: 4.4.1 Collaborate with incorporated bodies associated with key facilities and services to retain and enhance scope and level of service,

including implementation of innovative responses

START DATE

4.4.1.2 Actively participate in

the Cancer Council's Steering

group of the supportive care

model for rural and remote

communities project with other

health stakeholders and

community members to

support and facilitate future

Cancer Support Services to the

Flinders Municipality.

In Progress 1st Quarter: Actively engage in regular meetings with all

stakeholders to develop the support care model for cancer support

services in the Flinders municipality. Promoted and assisted in the

Cancer Council of Tasmania Cancer Support Information Sessions

held at both Lady Barron and Whitemark. Promoted and provided

assistance to identify community members interested in being

involved in the Cancer Council of Tasmania's Volunteer Ambassador

Program.

2nd Quarter: Continued active engagement in the Steering group

meetings and continued support and facilitation provided for public

meetings held by the Cancer Council. Development underway for

referral pathway and associated materials including Living with

Cancer Information Pack to give to newly diagnosed patients.

Planning is underway for training to be made available to all

community members and Health Professionals offering a basic level

of knowledge, skills and communication to provide cancer support to

friends and family. This is planned to be delivered in March.

30/06/2014Community

Development

Coordinator

50% 1/07/2013


Output: 4.4.2 Deliver and/or facilitate delivery of health and activity based programs and events for community and youth.

START DATE



26




Strategic

Direction:


agencies and NGOs


Output: 4.4.2 Deliver and/or facilitate delivery of health and activity based programs and events for community and youth.

START DATE

4.4.2.1 Deliver an integrated

school holiday activities

program.

In Progress 1st Quarter: School Holiday Program questionnaire developed, sent

and collated to assist in identifying and ranking activities and

programs for Council's School Holiday Program. Activities towards

the delivery of the October School Holiday program - Rock Climbing

Abseiling - include: Coordinating professional instructors;

development and collation of all registration forms; completion of the

Risk Management Plan; promotion and publicity material for the

activity.

Assisted the Regional Arts branch with the Flinders Flicks promotion

of workshops and events during the July School Holidays.

2nd Quarter: Successfully delivered the October School Holiday

Program. An annual 2014 program of School Holiday activities was

developed and released to the community in December which

includes the one application and permission form for the year in an

attempt to cut down on administration for staff and also for parents

whilst also giving an indication of participant numbers and interest

which can assist to inform the 2014 budget planning processes.

Coordinated bronze medallion certificate and training for surf school

staff including surf coaches.

30/06/2014Community

Development

Coordinator

50% 1/07/2013

4.4.2.2 Provide support to the

community organisation, the

Flinders branch of the

Tasmanian Regional Arts, with

arts & culture related

community events such as the

Flinders Flicks Festival.

In Progress 1st Quarter: Assisted and provided support to the following Regional

Arts Branch activities and events: Flinders Flicks and Australia's

Unsung Heroes.

2nd Quarter: Council have actively sought to support the Flinders

Island branch of Regional Arts which has included the purchase of

the art gallery in Whitemark, active promotion of events and regular

attendance at meetings.

30/06/2014Community

Development

Coordinator

75% 1/07/2013



27




Strategic

Direction:

4.5 Support capacity building in community organisations and facilitate the development of community enterprise


Output: 4.5.1 Identify opportunities to enhance the delivery and governance skills of community organisations and establishment of community

responses to opportunities and challenges

START DATE

4.5.1.1 Day to day


In Progress 1st & 2nd Quarters: All administrative duties completed successfully

during the period.

30/06/2014Community

Development

Coordinator

50% 2/09/2013



28



Corporate Services

Strategic

Focus

Area:


Strategic

Direction:



Output: 2.4.2 Review infrastructure management and operational procedures as basis of introduction of continuous improvement system

START DATE

2.4.2.2 Develop and deliver a

Risk Management Framework,

Risk Management Policy and

an integrated Risk Register to

inform the treatment of risk

across the organisation and to

mitigate risk for employees,

Councillors and the community.

In Progress 1st Quarter: Draft Risk Management Framework has been

completed and will be discussed at the December Councillor

Workshop.

2nd Quarter: The draft Risk Management Framework agenda item

was deferred until the January Councillor workshop. In the interim,

the Framework document was reviewed by an external consultant

and some minor changes included.

01/02/2014OH&S Risk

Management

Officer

50% 1/07/2013



29



Corporate Services

Strategic

Focus

Area:

5 Corporate Governance and Intergovernmental Relations - decisions are professionally and transparently made,

communicated and implemented to achieve defined outcomes in the interest of the community

Strategic

Direction:

5.1 Support the capacity and productivity of our organisation and a culture of professionalism, compliance, innovation and

service


Output: 5.1.1 Design and implement an integrated governance; strategic and operational planning & service delivery system

START DATE

5.1.1.1 Design and implement

a revised grant and contract

management system.

In Progress 1st Quarter: Review of current Grant and Contract Management

System has been completed. Discussions with staff members

outlining key areas for improvement has taken place.

2nd Quarter: A draft Contract Management Plan has been

completed. Further discussions were held with staff regarding areas

to focus on and implement. The next stage will be to apply the

template to a funding agreement to iron out any problems and fine

tune the process.


Coordinator

30% 1/07/2013

5.1.1.4 Review all Council’s

long term strategic documents

within the 3 year review

timeframe.

Not Started 1st Quarter: With the end of year processing now complete and the

Tasmania Audit Office report on road asset treatment due for

publication in November, these documents will be reviewed and

updated in the next quarter.

2nd Quarter: This task is pending the outcome of the Draft

Ministerial Order, which will provide the Council with direction as to

the minimum requirements for the Financial Management Strategy

and the Asset Management Strategy. The Council has lodged a

submission with regards to their concerns surrounding the Draft

Ministerial Orders and are waiting on the outcome.


Coordinator

0% 1/07/2013



30



Corporate Services

Strategic

Direction:


service



START DATE

5.1.1.5 Maintain Council’s

Property and Rates program as

and when required.

In Progress 1st Quarter: The Property System is currently up to date with the

rates being raised during August. A supplementary rate notice will be

generated in October to reflect any changes to properties

concerning their valuation, subdivisions & change of owners etc.

The first rates instalment is due on 22nd October 2013.

2nd Quarter: The second instalment rate notices have been

generated and posted. The final instalment is due on the 18th

February 2014.


Coordinator

50% 1/07/2013


Output: 5.1.3 Achieve a sustainable balance of income, investment and recurrent expenditure

START DATE

5.1.3.1 Develop Long Term

Financial Management Plan.

In Progress 1st Quarter: The end of financial year work is now complete with the

Tasmanian Audit Office and again the treatment of our gravel road

surface depreciation schedules has proven problematic. The

Tasmanian Audit Office will issue a report on the treatment of road

assets in November, at which time our asset management plan can

be updated to reflect these changes and model the long term

implications at an asset and financial level. Further detailed work is

also being undertaken in relation to our building and community

facilities, this information is also critical to the development of the

long term asset management plan and consequently the long term

financial plan. As this information comes to hand these critical long

term plans will be further refined and developed.

2nd Quarter: The Long Term Financial Management Plan is on track

to be completed by April 2014.


Coordinator

50% 1/07/2013



31



Corporate Services

Strategic

Direction:


service



START DATE

5.1.3.2 Work collaboratively

with the Tasmanian Audit Office

to address depreciation issues

relating to residual values

applied to the road network.

In Progress 1st Quarter: During the reporting period a significant amount of staff

time and resources were dedicated to working with the Tasmanian

Audit Office on our depreciation treatment of gravel road surfaces .

Late advice from the Auditor General directed Officers to maintain

the same approach to the item as utilised in the previous financial

year despite there being no specific reasoning provided that the

approach taken by Council was not in compliance with the current

accounting standard or the engineering reality of the assets service

life. Given that the Tasmanian Audit Office will deliver a report on the

matter in November, all Tasmanian Councils will then have a clear

direction on how to treat these assets in the future.

2nd Quarter: Council is working through this issue with the

assistance of Brighton Council.


Coordinator

50% 1/07/2013

5.1.3.3 Deliver the new Budget

Estimates for the proceeding

financial year.

Not Started 1st Quarter: Work has not commenced as this will be started in

2014 during the third quarter.

2nd Quarter: Work to begin in March 2014.


Coordinator

0% 1/07/2013

5.1.3.4 Review the current

Budget Estimates as and when

directed.

In Progress 1st Quarter: Work has not commenced during this quarter. A half

yearly budget review will be done at the beginning of 2014.

2nd Quarter: The half yearly budget review has commenced and will

be presented at the February 2014 Council Meeting.


Coordinator

40% 1/07/2013

5.1.3.5 Deliver financial

reports as and when directed.

In Progress 1st Quarter: The first quarterly financial report will be submitted to

Council at its October meeting. This will be prepared by Council's

financial consultant in the absence of the Corporate Services

Manager.

2nd Quarter: The second quarterly financial report has been

completed and will be submitted to Council at the February Council

Meeting.


Coordinator

50% 1/07/2013



32



Corporate Services

Strategic

Direction:


service



START DATE

5.1.3.6 Deliver financial

services including and not

limited to creditors, debtors,

rates receivables and

investments.

In Progress 1st Quarter: All financial functions are running smoothly and all

statutory requirements being complied with.

2nd Quarter: Financial functions continue to run smoothly and all

statutory requirements have been complied with. Staff have been

planning how best to minimise challenges in the third quarter when

Corporate Services Manager Kim Hossack relocates to Brighton and

Sophie Pitchford takes up the position of Corporate Services

Coordinator.


Coordinator

50% 1/07/2013

5.1.3.8 Day to day


In Progress 1st Quarter: All day to day administrative functions are running

smoothly, even though it has been very challenging for all staff at

times due to long term staff sickness and absences.

2nd Quarter: Corporate Service Manager Kim Hossack has decided

to relocate back to Brighton. Kim will be assisting Council three days

a week as a Consultant with Brighton. Sophie Pitchford will come on

board as the Corporate Services Coordinator in February working

three days a week. Staff have been planning how best to undertake

the transition period in order to minimise challenges. Di Walsh has

been training Kelly Blundstone in the accounts payable area to

relieve the pressure on Di while staff members are on leave.


Coordinator

50% 1/07/2013



33



Development Services

Strategic

Focus

Area:



Strategic

Direction:

1.3 Enhance access to and use of environmental assets to ensure values are recognised


Output: 1.3.1 Protect and as required formalise public access to coastal and inland areas

START DATE

1.3.1.1 Work with Landowner

and Crown Land Services to if

possible secure coastal access

at Pot Boil Road White Beach,

Lady Barron.

In Progress 1st Quarter: No progress to date. This will be actioned in the second

quarter of the financial year.

2nd Quarter: This land has been included in a list of all Crown Land

that Council wishes to purchase/ have transferred. Once Crown

Land Services, via Parks and Wildlife Services as the land manager,

are able to direct us as to which properties can be purchased and

the process involved, this action will be progressed further. The land

owner has not been engaged to date while staff await further

direction/information from Crown Land Services.


Services

Officer/EHO

20% 1/07/2013



34




Strategic

Focus

Area:


Strategic

Direction:


model



START DATE

2.1.2.1 Complete annual

health & safety audits of

Council's built assets.

In Progress 1st Quarter: Annual Maintenance Statements issued and current for

all Council facilities, dated until 6/8/2014.

2nd Quarter: Place of Assembly Licences issued until Feb 2014.


Services

Officer/EHO

50% 1/07/2013

2.1.2.2 Explore the provision

of drinking water/bottle filling

stations at Whitemark and

Lady Barron and provide a

report to Council on

establishment and operational

costs associated.

In Progress 1st Quarter: Recent meetings with TasWater regarding their plans to

provide treated water to Whitemark and Lady Barron has impinged

on this project somewhat. There may still be the need for drinking

water to be provided to town and tourists alike, however this will

depend on the scope and quality of water that TasWater provide .

2nd Quarter: Have met with TasWater's senior engineer who has

advised that, in his opinion, the water of both towns would be

relatively easy to clean up. The alarming levels of Whitemark lead

appear to be primarily from poor sampling practices as the results

were too inconsistent to indicate a water quality issue. He also

believes that the lead levels were relatively low and could be easily

minimised. Discolouration from both Whitemark and Lady Barron

should be simply addressed with small package treatment plants at

each town with no need for a new bore to supply both towns. Council

awaits further advice on water quality before this item can be

actioned. Deferred until that time.


Services

Officer/EHO

20% 1/07/2013



35




Strategic

Direction:

2.2 Optimise infrastructure to support existing settlements and enhance sustainable development opportunities and remove

impediments to growth


Output: 2.2.1 Identify, research, design and implement key infrastructure projects and programs to meet the economic and environmental needs of

Council and the community.

START DATE

2.2.1.1 Finalise Feasibility

Study into the development of

a Waste Effluent Processing

facility.

In Progress 1st Quarter: The project has been scoped and a feasibility proposal

is nearing completion.

2nd Quarter: The pre-feasibility study has been presented with two

options. One boasted a very low purchase cost but had very high

running costs (package plant) while the option of waste water

lagoons, although expensive to build initially, was found to provide

good longevity, was simple and efficient to operate and with many

other waste water lagoon systems operating in Tasmania it means

that the expertise, training and maintenance liaison would be

available, which is of great benefit to our isolated Municipality. The

lagoons system is the preferred option and further investigation into

siting and building the system is being investigated. TasWater

offered their engineer to review the study and provide comment . He

will meet with our Consultant in Melbourne in mid February.


Services

Officer/EHO

50% 1/07/2013



36




Strategic

Focus

Area:

3 Land use, Development and Building - A productive system of land and building development that promotes

investment and activity while protecting people and the environmental characteristics of the Flinders municipal area.

Strategic

Direction:

3.1 Utilise best practice planning principles in conjunction with Flinders Councils Strategic Plan to guide detailed planning policy

and planning tools


Output: 3.1.1 Apply and refine as necessary the classification structure and planning principles defined in the Flinders Planning Scheme to key areas

while directly engaging with the community to further the consultation commenced with the draft Interim Planning Scheme. This will ensure

planning principles and outcomes reflect community needs and desires and provide timely strategic planning for future economic and

community development.

START DATE

3.1.1.2 Review evidence and

develop a Sea Level Rise

Policy to provide direction to

Council and planning staff on

the risk and liability issues

surrounding proposed sea level

rise and the State Coastal

Policy.

Not Started 1st Quarter: Information still being provided to Council re this topic.

Consultant Senior Town Planner, Jo Oliver, is Council's

representative on this project and will provide documentation and

updates as more information comes to hand.

2nd Quarter: This item has been deferred due to the other demands

on the Senior Town Planners time. This is a strategic policy which

will require the collation of data from State mapping and from

Council to form a policy that is in keeping with the State Coastal

Policy and any other overarching planning requirements.


Services

Officer/EHO

0% 1/07/2013



37




Strategic

Direction:

3.5 Prepare a contemporary planning system, supporting development and people to achieve their goals while protecting

environmental values


Output: 3.5.1 Complete and implement the new Flinders Planning Scheme.

START DATE

3.5.1.1 Particular Purpose

Zones for Cape Barren Island

and other outer islands are

prepared, consulted and

finalised for inclusion within the

draft Interim Planning Scheme.

In Progress 1st Quarter: Cape Barren Island Aboriginal Association Incorporated

(CBIAAI) has been contacted about times/places suitable to hold the

final round of interviews on the island for private land owners.

The Aboriginal Land Council of Tasmania (ALCT) has been engaged

in the process and a community information session was held in

Launceston in the previous reporting period.

2nd Quarter: This process has delayed due to the current work load

of the Senior Town Planner. A time to re-establish the project is

unknown at this stage. Council may need to consider the

engagement or employment of another Town Planner in the near

term if this project is to be completed.


Services

Officer/EHO

30% 1/07/2013

3.5.1.2 Specific Area Plans to

be developed with individual

communities to ensure that

planning controls are relevant

and pertinent to the area and

communities.

Not Started 1st Quarter: To commence after scheme is declared

2nd Quarter: This process has been delayed due to the current work

load of the Senior Town Planner. A time to re-establish the project is



term if this project is to be completed.


Services

Officer/EHO

0% 1/07/2013

3.5.1.3 Finalise all supporting

documentation required to be

submitted to the Tasmanian

Planning Commission for

Interim Planning Scheme

assessment to ensure time

delays are negated and

scheme is compliant.

In Progress 1st Quarter: Particular Purpose Zones to be completed.

Interviewing of the private land owner community residing on Cape

Barren Island is still to be undertaken.

2nd Quarter: This process has been delayed due to the current work

load of the Senior Town Planner. A time to re-establish the project is



term if this project is to be complete.


Services

Officer/EHO

20% 1/07/2013



38




Strategic

Direction:

3.6 Provide professional application and inspection approval processes


Output: 3.6.1 Provide qualified advice and excellent customer service to facilitate applications, advice, approvals and inspection processes.

START DATE

3.6.1.1 Find efficiencies, both

financial and time wise, in the

processing of Development

Applications and planning

administration while

maintaining quality customer

liaison and qualified advice as

required.

Ongoing 1st Quarter: New Development Application process in place. A

major time saving has been noted since its implementation in July.

The majority of the reports are now provided to a briefing standard

and not a full agenda item saving significant time and expense.

Time delays to applicants have been greatly improved by the revised

process.

2nd Quarter: Time and financial efficiencies have been achieved

with the implementation of the revised discretionary application

process. Meander Valley Council have advised that they have

insufficient staff to continue the provision of planning services post

March 2014. Alternatives are being investigated.


Services

Officer/EHO

1/07/2013

3.6.1.2 Standard Operating

Procedures are developed and

implemented to mitigate risk

and to ensure timelines are

met / exceeded and legal non

compliance is removed.

In Progress 1st Quarter: Standard Operating Procedures have been developed

for planning and building administration, levy reporting, and dog

notices.

2nd Quarter: Further Standard Operating Procedures have been

documented. Some are very standard while others take the

appearance of a 'working' document that may continually be

amended when new efficiencies are found.


Services

Officer/EHO

80% 1/07/2013

3.6.1.3 Day to day


Ongoing 1st Quarter: The majority of Standard Operating Procedures have

been drafted and are implemented as 'live' documents in a Manual.

This will allow for periods of leave or sickness of the Development

Services Co-ordinator to ensure that progression of day-to-day

activities remains.

2nd Quarter: All day to day administrative activities are undertaken

by either the Development Services Coordinator or planning/building

administration assistance at Meander Valley Council . This is

ongoing and working well at this stage.


Services

Officer/EHO

2/09/2013



39




Strategic

Focus

Area:



Strategic

Direction:

4.1 Provide professional environmental and public health services


Output: 4.1.1 Provide a program of structured inspection, compliance management, education and immunisation.

START DATE

4.1.1.1 Provide a structured

inspection program for all EHO

related facilities and activities.

Ongoing 1st Quarter: Food inspections ongoing. Most food handlers have

taken advantage of Safe Food Handler training. All food premises

found to be of high standard at this point in time.

2nd Quarter: Food inspections continue to be of a high standard,

although some issues have crept in that are being dealt with.

Inspections for Place of Assembly licensing have been scheduled

via liaison with the Risk Management Officer and Essential Health

and Safety measure inspections of Council buildings is scheduled

between EHO and Works Manager.


Services

Officer/EHO

1/07/2013

4.1.1.2 Business specific EHO

advice and assistance provided

via routine inspection program.

Ongoing 1st Quarter: Food inspections are conducted on an annual basis

with any matters being addressed with the applicants at the time of

inspection and subsequent follow up. Food handlers courses are

ongoing on an as needs basis.

2nd Quarter: Liaison with food handlers and business owners alike

has continued and a good repour has formed. Inspections are

random in nature with each business gaining annual inspections and

time to discuss future options, training and procedures.


Services

Officer/EHO

1/07/2013



40




Strategic

Direction:




START DATE

4.1.1.3 Education program

such as the food handlers

course continue in partnership

with the school. Other

programs developed to

mitigate major EHO identified

risks as required.

Ongoing 1st Quarter: The school is very accommodating of holding food

handler courses on their site, however the next one is planned to be

conducted in a food premises and be more tailored to their needs.

Other programs will be developed as need and therefore this action

is ongoing.

2nd Quarter: The current principal remains supporting of the

volunteer and student food handler course being held at the school.

Larger businesses have asked for tailored programs and this has

been accommodated. Other identified public health risks are

identified on an as-needs basis.


Services

Officer/EHO

1/07/2013

4.1.1.4 Immunisation program

implemented and participants

registered.

Ongoing 1st Quarter: This program was delivered in January - February of

this calendar year and Council's Environmental Health Officer (EHO)

liaised closely with the nurse from the Doctor's Surgery to ensure

that the program was correct and concise. An immunisation

workshop, put on by the State Government, was attended to by both

the EHO and Doctors Nurse.

2nd Quarter: The State Immunisation Schedule has been received

for the 2014 year. More support packs and school information have

been provided in this year than in other years. Liaison will

commence with the surgery nurse and the school, as soon as

students return, to ascertain the number of students and the

dates/times of immunisation.


Services

Officer/EHO

1/07/2013

4.1.1.5 EHO to provide advice

to the Health Special

Committee of Council as

required.

Ongoing 1st Quarter: The Special Health Committee of Council see no need

to have the EHO present at their meetings and have agreed to call

on this advice when/as needed.

2nd Quarter: No advice provided during this reporting period.


Services

Officer/EHO

1/07/2013



41




Strategic

Direction:




START DATE

4.1.1.6 Seek to integrate

public health and immunisation

programs and goals with the

community health plan when it

is developed and delivered.

Not Started 1st Quarter: Community Health Plan is under development and until

completed this action is on hold.

2nd Quarter: The Community Health Plan is still under development

so work has not started on this action.


Services

Officer/EHO

0% 1/07/2013

4.1.1.7 Support new food

businesses (or food related

product development) within

the Municipality.

Ongoing 1st Quarter: 3 new food businesses came on line in the last period

and the EHO continues to work with new proprietors and community

groups to achieve their 'food' outcomes.

2nd Quarter: The EHO continues to provide support as and when

required.


Services

Officer/EHO

1/07/2013

4.1.1.8 Support School

Kitchen Garden as required.

Ongoing 1st Quarter: No activity on this action during this quarter.

2nd Quarter: Two recent meetings with the Head of School have

reconfirmed Council's Environmental Health Officer's support of the

garden and school programs.


Services

Officer/EHO

1/07/2013

4.1.1.9 Implement a

recreational water sampling

program.Undertake beach

water sampling at major

swimming areas and areas of

stormwater outfall in the

summer period to ensure safe

recreational water use by the

community.

In Progress 1st Quarter: The program will be delivered during the months of

December-March. Recreation beaches to be nominated and

sampling undertaken for the period.

2nd Quarter: December samples have been taken from

Killiecrankie, All Ports Beach, Whitemark Foreshore Beach and

Lady Barron Beach (near the slip and stormwater outfall). All have

shown satisfactory results.


Services

Officer/EHO

50% 1/07/2013



42




Strategic

Direction:


agencies and NGOs


Output: 4.4.1 Collaborate with incorporated bodies associated with key facilities and services to retain and enhance scope and level of service,

including implementation of innovative responses

START DATE

4.4.1.1 Support Immunisation

programs.

Ongoing 1st & 2nd Quarter: Supported by EHO. 30/06/2014Development

Services

Officer/EHO

1/07/2013



43



Economic Development

Strategic

Focus

Area:



Strategic

Direction:

1.2 Design land use and development policies that balance environmental, economic and social outcomes


Output: 1.2.2 Apply the strategic objectives and criteria to specific opportunities and proposals and integrate into the marketing strategies

START DATE

1.2.2.1 Renewable Energy

Plan - continue to seek funding

and implementation of plan.

Ongoing 1st Quarter: Australian Renewable Energy Agency (ARENA) have

now reviewed the Expression of Interest put forward by Hydro

Tasmania and have invited Hydro Tasmania to submit a full

Application. The full application preparation will be progressed over

the coming months targeting late 2013, early 2014 for submission

pending state discussions. Discussion with State Treasury has

formally commenced regarding CSO impact.

2nd Quarter: Hydro Tasmania has submitted to Council a

development application for a series of projects and measures to

improve the island's energy systems. It should be noted that the

projects proposed are not in line with the Council endorsed

Renewable Energy Plan. If approval is gained then Hydro will submit

the projects to ARENA for funding.

30/06/2014General Manager 1/07/2013



44




Strategic

Direction:




START DATE

1.3.1.2 Partner with other

Government agencies to

improve access and

maintenance of tracks in key

coastal areas.

Completed 1st Quarter: Officers continue to work closely with local Parks and

Wildlife staff to improve access and maintenance of tracks in coastal

areas.

2nd Quarter: The Bluff Track redevelopment is completed.The

Marshall Bay track is complete. Works proposed for this year are

now complete.

30/06/2014General Manager100% 1/07/2013



45




Strategic

Focus

Area:


Strategic

Direction:


model



START DATE

2.1.3.1 Seek the inclusion of

the Airport runway

rebuild/reseal project (as

outlined in the Airport Master

Plan) to be included in State

and Federal Government

Transport Priority Plans to

assist with future funding

submissions.

Completed 1st Quarter: The runway rebuild/reseal project is now included as a

key regional priority of the Northern Councils within the NTD Priority

Projects document. It is also a key project within the State

Governments Northern Integrated Transport Plan. Efforts continue

to seek Federal Government support, the project is shovel ready, is

supported by the Region and the State and as such should align well

to receive Federal support when funds are available.

2nd Quarter: Building upon the projects inclusion in the NTD Priority

Projects list as a project of regional importance, the State

Government has now included it in the Northern Integrated

Transport Plan as a key project of significance. It should be noted

that grant funds at both the State and Federal level are extremely

tight and the likelihood of this project being funded in full in the near

future is unlikely.

30/06/2014General Manager100% 1/07/2013



46




Strategic

Direction:


model



START DATE

2.1.3.2 Seek government

funding for the Airport runway

rebuild/reseal project as


Plan.

In Progress 1st Quarter: To secure funding for a project of this scale Council

must follow an evidence based process of scoping the required

works, outlining the critical nature of the proposal to the ongoing

viability of not just the runway itself but the airline operators, the

community and the island's businesses. With the Airport Master Plan

complete and the runway/pavement assessment finalised, Council

staff have been actively seeking the support of the Region and the

State to list the project as a priority to support. I can confirm that

these efforts have now seen the project listed by the Northern

Regional Councils via Northern Tasmania Development as a key

priority project and it is referenced in the Department of

Infrastructure Energy and Resources "Northern Integrated Transport

Plan". Staff have initiated discussions with the new Federal Member

for Bass about the critical nature of the project to the islands and

efforts in this area will be ongoing over the coming period .

2nd Quarter: Building upon the work outlined in the first progress

update, the General Manager has now met with the new Federal

Member for Bass and discussed the project's importance. Funds are

extremely limited at a Federal level but the project's importance to

the community was well recognised. Further lobbying prior to the

State election is critical in the coming period.

30/06/2014General Manager50% 1/07/2013



47




Strategic

Direction:


model



START DATE

2.1.3.3 Seek Federal and

State Government funding to

complete the Apron and

Taxiway project at the Airport.

In Progress 1st Quarter: A grant application has been submitted to the Federal

Department of Infrastructure.

2nd Quarter: With the change of Government, the Department has

been unable to provide advice as to the status of these funds at this

time. With time passing by and no notification forthcoming it will no

longer be possible to secure contractors for this sealing season

even if we are informed the grant has been successful in the coming

weeks. The project will not be completed this year but staff are

confident that funding will be forthcoming in the next quarter and

works will then be planned for next year.

30/06/2014General Manager50% 1/07/2013



48




Strategic

Direction:






START DATE

2.2.1.2 Airport business plan is

developed, consulted and

adopted.

In Progress 1st Quarter: The Airport Master Plan and the Draft Airport Business

Plan have been completed. Resonance Consulting has been

engaged to undertake a detailed investigation and analysis of the

following three options to determine business cases:

1. Paid parking

2. Storage sheds

3. 24 hour fuel facility

Once completed, this information will be used to inform the

finalisation of the Airport Business Plan.

2nd Quarter: The Business Plan is under development.

30/06/2014General Manager60% 1/07/2013

2.2.1.3 Undertake required

works to complete the Port

Davies Boat

Ramp.

In Progress 1st Quarter: Marine & Safety Tasmania (MAST) funding has been

secured. The designs have been finalised, the Development

Application approved and the Contractors have been engaged.

Work has now started on the project.

2nd Quarter: Work is now substantially complete with only signage

and some minor gravel works to be undertaken and installed in the

coming month.

01/02/2014General Manager95% 1/07/2013



49




Strategic

Direction:

2.3 Lobby utility and access providers to meet obligations for infrastructure policy and service provision to provide for relative

equity


Output: 2.3.1 Develop base positions, identify key players, lobby and as necessary respond to opportunities and incidents

START DATE

2.3.1.1 Develop, submit and

secure annual shipping

contingency funding via DIER.

Manage the implementation of

projects funded in the

preceding years allocations.

In Progress 1st Quarter: The grant was submitted as per Council resolution and

funding has been secured for the 2012/2013 year. Equipment and

projects from this funding will be purchased in the 2013/2014 year.

The General Manager has made preliminary enquires with TasPorts

and Furneaux Freight as to a suitable ownership model or lease

agreement to support the purchase of the funded equipment.

Discussions are ongoing until such time as this can be resolved.

This will be actioned in the next reporting period.

2nd Quarter: Council has completed the following projects funded

under the Shipping Contingency Fund in conjunction with TasPorts :

demolition of the "super shed" and the purchase of stock races. At

the time of writing quotes are being prepared for the bull and horse

crates and the Shipping Committee Chair is liaising with Furneaux

Freight on their need for Forklifts. No action to date has been taken

on the vessel monitoring system.

30/06/2014General Manager50% 1/07/2013



50




Strategic

Focus

Area:



Strategic

Direction:


and planning tools






START DATE

3.1.1.1 Continue the

development and

implementation of the Rural

Living Strategy.

In Progress 1st Quarter: Council staff and consultant planners continue to

develop the strategy in conjunction with a revised Structure Plan.

The plan's finalisation is based upon the availability of the consultant

planner over the coming months. The Minister for Planning recently

advised Council that he has signed revisions to the Regional Land

Use Strategy whereby Flinders now has support to inform zonings

based on "localised strategy". This change is a major achievement

and will allow for the Draft Interim Scheme as consulted with the

community to be enacted, subject to any revisions that the TPC may

make post the formal consultation process. The delivery of a revised

Structure Plan and Rural Living Strategy will be the key localised

strategic documents utilised to inform the Draft Interim Planning

Scheme prior to submission to the Minister.

2nd Quarter: Council Senior Planner has advised that the

implementation of Meander Valley Council's (MVC) new Planning

Scheme has been far more complex and time consuming than

expected. The Officer simply has not had the time to assist Flinders

over the past quarter and hence these critical documents remain

incomplete. Furthermore MVC now may well not have the capacity

to continue to assist Flinders with the complexities they are facing.

This is a critical juncture for Council and the concept of employing a

locally based town planner may well be an option worthy of

consideration if the Rural Living Strategy and Interim Planning

Scheme are to be completed in the near future.

30/06/2014General Manager40% 1/07/2013



51




Strategic

Focus

Area:

6 Furneaux Future - A thriving, self reliant community offering opportunities for current and following generations

while maintaining core values and attributes.

Strategic

Direction:

6.1 Implement a dynamic strategic plan and development framework to define our future and guide strategic decisions


Output: 6.1.2 Tourism

START DATE


with Northern Regional Tourism

Organisation to drive brand

recognition, visitation and

tourism development.

In Progress 1st Quarter: The Tourism Northern Tasmania (TNT)/Council funding

agreement was finalised. A Draft Destination Management Plan is

under development with a specific Flinders approach included.

TNT is working on branding initiatives with local businesses and the

Tourism Association. A partnership based marketing campaign has

been developed between Sharp Airlines, Flinders Island Tourism

Association (FITA), TNT, Tourism Tasmania and Council. A request

for funding is included in the October Council Agenda.

2nd Quarter: TNT has secured Flinders being presented on the new

www.discovertasmania.com website as a stand-alone destination.

There will be a primary link direct from the home page of this

website directing people to flinders plus dedicated pages on Flinders

Island with links. This is a major achievement and satisfies a request

from local operators and Council that has been ongoing now for

many years. TNT also in the reporting period secured a piece on

Flinders in The Guardian newspaper (UK)

http://www.theguardian.com/travel/2014/jan/05/winter-survival-guide-

travel-destinations whereby Flinders was highlighted as a hot spot to

get away from the winter in the UK. TNT continues to develop as an

organisation but have to date delivered far more than expected for

the small investment made by Council annually to support their

efforts.

30/06/2014General Manager50% 1/07/2013



52




Strategic

Direction:




START DATE

6.1.2.2 Establish and build a

collaborative relationship with

key personnel at Sharp Airlines

to increase visitation, holiday

packages, review passenger

tax to drive returns to both

Council and Sharp Airlines.

Ongoing 1st Quarter: The Sharp Airlines CEO and the General Manager have

regular meetings to discuss areas of interest and strategies to

increase visitation. The passenger tax is an ongoing area of interest

for both parties and differing scenarios are being explored .

2nd Quarter: Council resolved to support a combined marketing

campaign between Sharp Airlines, Flinders Island Tourism

Association (FITA) and Tourism Tasmania. The Spring campaign

has seen increased bookings and increases in visitation to the

partnership group's collective websites. Sharp Airlines has recently

changed flight schedules with growing numbers coming from

Melbourne facilitating further flights being made available. Sharp

Airlines continue to be an active participant in the brand and

marketing working group discussions and meetings.



Output: 6.1.3 Investment Attraction

START DATE

6.1.3.1 Provide assistance as

required to any investment

enquiries.

In Progress 1st Quarter: Assistance has been provided to scope the

establishment of an essential oil business on the island. Initial

discussions are very promising with a small scale operation still

proposed to be established on the island in the coming months. The

proponents have requested assistance in leasing a site for a short

term trial. Staff will continue to engage with the proponents and seek

to assist.

2nd Quarter: Assistance has been provided to two primary

producers and a company that is exploring the establishment of a

high value crop on the island.

30/06/2014General Manager50% 1/07/2013



53




Strategic

Direction:




START DATE

6.1.3.2 Liaise with potential

investors/developers.

In Progress 1st Quarter: Met with several private business proponents in

confidential discussion regarding business development.

2nd Quarter: Provided direct support to a number of potential

investors.

30/06/2014General Manager60% 1/07/2013



54




Strategic

Direction:

6.2 Achieve high recognition of a “Flinders” brand to support population growth, product sales, business development and

investment, tourism and lobbying


Output: 6.2.1 Support increased brand recognition and communications

START DATE

6.2.1.1 Work with Sharp

Airlines and FITA on cross

promotional activities that will

drive brand recognition and

conversion.

In Progress 1st Quarter: Actively involved in assisting and partnering with

Flinders Island Tourism Association (FITA), Tourism Northern

Tasmania, Sharp Airlines and Tourism Tasmania in relation to a

marketing and promotion campaign which is included in the October

Council Meeting Agenda for funding consideration.

2nd Quarter: Council resolved to support the marketing efforts of the

partnership group and staff have actively engaged with the process

since that decision. The marketing campaign has increased

visitation to websites and conversion numbers provided by Sharp

Airlines post the Spring campaign have been exceptional. Forward

bookings for the summer season also appear to be very strong.

30/06/2014General Manager75% 1/07/2013

6.2.1.2 Develop and manage

the Flinders Island Brand

Working Group with industry

and interested community

members. Prepare a project

brief and seek Council support

for specific brand projects to

deliver a Singular Flinders

Island Brand in 2014/2015.

In Progress 1st Quarter: Initial work on the brand-working group has been

undertaken but activities have been delayed due to the scoping

required for the Australian Small Islands Forum. More work on this

will be forthcoming in the next quarter.

2nd Quarter: The brand working group has now met twice and is

functioning well with some great ideas and discussion being

generated. A key outcome has been the recognition that many of the

partnership groups activities and promotions can be quite easily

aligned to generate better and more cost effective outcomes. A full

review is being undertaken of the spring marketing campaign and

this information will inform a report to Council in the near future. All

initial information would suggest it has been successful.


Officer

50% 1/07/2013



55




Strategic

Direction:

6.4 Encourage catalytic development that is consistent with the strategic objectives and contributes to Council’s Vision


Output: 6.4.1 Develop and implement specific projects that will strategically advance economic opportunities for Council and Community

START DATE

6.4.1.1 Review priority projects

with and revise business cases

as required/directed.

Not Started 1st Quarter: No action on this item to date.

2nd Quarter: With the State election approaching in the next quarter

the revision of Council priority projects is an important action.

To date no specific direction has been provided to revise but this

should be an action for the February workshop.

Council has a series of projects that have existing evidence based

assessment/ reports which are already actively used to lobby for

State and Federal support such as the Renewable Energy Plan,

airport taxiway and apron extensions and the airport runway rebuild.

The Airport runway rebuild is included already on the Northern

Regional priority projects list for State and Federal consideration and

is also on the State Government Integrated Transport Plan for the

region. Further reports such as the Community Infrastructure Audit ,

Waste Water Feasibility Study and Waste Management Strategy are

nearing completion and will, if and when adopted, provide the

required evidence base to be considered for State or Federal

funding support.

While the existing priority projects list does include some projects

that have been superseded, this list has been provided to all political

parties and interested politicians to inform policy development in the

past and more recently when requested. Staff continue to actively

lobby for the funding and implementation of the Renewable Energy

Plan, are confident that work undertaken prior to the last Federal

election will see the apron and taxiway funding secured in the near

future with the help of the current Member for Bass and will lobby all

parties to consider funding the rebuild of the runway at the airport

prior to the next State election. This will be combined with projects

already on the State Government agenda such as the Community

Services Hub, maintenance of the Shipping Contingency Funding

and upgrades to the Lady Barron Main Road.

30/06/2014General Manager0% 1/07/2013



56




Strategic

Direction:




START DATE

6.4.1.2 Develop formal

partnership with a University for

ongoing activities and research

on Flinders Island.

Not Started 1st & 2nd Quarters: No action on this item to date. 30/06/2014General Manager0% 1/07/2013

6.4.1.3 Work in partnership

with Department of Primary

Industries, Parks, Water and

Environment (DPIPWE) to

deliver the Flinders Island

Enterprise Suitability mapping

project to further inform the

Rural Living Strategy.

Completed 1st Quarter: Agreement has been reached with the DPIPWE and the

Enterprise Suitability Mapping Project will begin in early November

2013.

2nd Quarter: Council staff assisted DPIPWE in delivering the first

stage of the project in early December 2013. All temperature and

data loggers are now in place. DPIPWE staff will now collect data

over the 12 month assessment period. No action will be required on

this item by Council until December 2014 and Council's involvement

for this financial year is now complete.

30/06/2014General Manager100% 1/07/2013

6.4.1.4 Assist the Flinders Trail

committee in further

developing the project and

seeking grant funding for its

implementation.

In Progress 1st Quarter: The T-QUAL Grant for the Flinders Trail was

unsuccessful. Options for other funding will be explored with the

Committee.

2nd Quarter: Staff met with the Committee this quarter but no

agreed direction came from the meeting.


Officer

75% 1/07/2013



57




Strategic

Focus

Area:



Strategic

Direction:

1.2 Design land use and development policies that balance environmental, economic and social outcomes


Output: 1.2.2 Apply the strategic objectives and criteria to specific opportunities and proposals and integrate into the marketing strategies

START DATE

1.2.2.1 Renewable Energy

Plan - continue to seek funding

and implementation of plan.

Ongoing 1st Quarter: Australian Renewable Energy Agency (ARENA) have

now reviewed the Expression of Interest put forward by Hydro

Tasmania and have invited Hydro Tasmania to submit a full

Application. The full application preparation will be progressed over

the coming months targeting late 2013, early 2014 for submission

pending state discussions. Discussion with State Treasury has

formally commenced regarding CSO impact.

2nd Quarter: Hydro Tasmania has submitted to Council a

development application for a series of projects and measures to

improve the island's energy systems. It should be noted that the

projects proposed are not in line with the Council endorsed

Renewable Energy Plan. If approval is gained then Hydro will submit

the projects to ARENA for funding.




58




Strategic

Direction:




START DATE

1.3.1.2 Partner with other

Government agencies to

improve access and

maintenance of tracks in key

coastal areas.

Completed 1st Quarter: Officers continue to work closely with local Parks and

Wildlife staff to improve access and maintenance of tracks in coastal

areas.

2nd Quarter: The Bluff Track redevelopment is completed.The

Marshall Bay track is complete. Works proposed for this year are

now complete.

30/06/2014General Manager100% 1/07/2013



59




Strategic

Focus

Area:


Strategic

Direction:


model



START DATE

2.1.3.1 Seek the inclusion of

the Airport runway

rebuild/reseal project (as


Plan) to be included in State

and Federal Government

Transport Priority Plans to

assist with future funding

submissions.

Completed 1st Quarter: The runway rebuild/reseal project is now included as a

key regional priority of the Northern Councils within the NTD Priority

Projects document. It is also a key project within the State

Governments Northern Integrated Transport Plan. Efforts continue

to seek Federal Government support, the project is shovel ready, is

supported by the Region and the State and as such should align well

to receive Federal support when funds are available.

2nd Quarter: Building upon the projects inclusion in the NTD Priority

Projects list as a project of regional importance, the State

Government has now included it in the Northern Integrated

Transport Plan as a key project of significance. It should be noted

that grant funds at both the State and Federal level are extremely

tight and the likelihood of this project being funded in full in the near

future is unlikely.

30/06/2014General Manager100% 1/07/2013



60




Strategic

Direction:


model



START DATE

2.1.3.2 Seek government

funding for the Airport runway

rebuild/reseal project as


Plan.

In Progress 1st Quarter: To secure funding for a project of this scale Council

must follow an evidence based process of scoping the required

works, outlining the critical nature of the proposal to the ongoing

viability of not just the runway itself but the airline operators, the

community and the island's businesses. With the Airport Master Plan

complete and the runway/pavement assessment finalised, Council

staff have been actively seeking the support of the Region and the

State to list the project as a priority to support. I can confirm that

these efforts have now seen the project listed by the Northern

Regional Councils via Northern Tasmania Development as a key

priority project and it is referenced in the Department of

Infrastructure Energy and Resources "Northern Integrated Transport

Plan". Staff have initiated discussions with the new Federal Member

for Bass about the critical nature of the project to the islands and

efforts in this area will be ongoing over the coming period .

2nd Quarter: Building upon the work outlined in the first progress

update, the General Manager has now met with the new Federal

Member for Bass and discussed the project's importance. Funds are

extremely limited at a Federal level but the project's importance to

the community was well recognised. Further lobbying prior to the

State election is critical in the coming period.

30/06/2014General Manager50% 1/07/2013



61




Strategic

Direction:


model



START DATE

2.1.3.3 Seek Federal and

State Government funding to

complete the Apron and

Taxiway project at the Airport.

In Progress 1st Quarter: A grant application has been submitted to the Federal

Department of Infrastructure.

2nd Quarter: With the change of Government, the Department has

been unable to provide advice as to the status of these funds at this

time. With time passing by and no notification forthcoming it will no

longer be possible to secure contractors for this sealing season

even if we are informed the grant has been successful in the coming

weeks. The project will not be completed this year but staff are

confident that funding will be forthcoming in the next quarter and

works will then be planned for next year.

30/06/2014General Manager50% 1/07/2013



62




Strategic

Direction:






START DATE

2.2.1.2 Airport business plan is

developed, consulted and

adopted.

In Progress 1st Quarter: The Airport Master Plan and the Draft Airport Business

Plan have been completed. Resonance Consulting has been

engaged to undertake a detailed investigation and analysis of the

following three options to determine business cases:

1. Paid parking

2. Storage sheds

3. 24 hour fuel facility

Once completed, this information will be used to inform the

finalisation of the Airport Business Plan.

2nd Quarter: The Business Plan is under development.

30/06/2014General Manager60% 1/07/2013

2.2.1.3 Undertake required

works to complete the Port

Davies Boat

Ramp.

In Progress 1st Quarter: Marine & Safety Tasmania (MAST) funding has been

secured. The designs have been finalised, the Development

Application approved and the Contractors have been engaged.

Work has now started on the project.

2nd Quarter: Work is now substantially complete with only signage

and some minor gravel works to be undertaken and installed in the

coming month.

01/02/2014General Manager95% 1/07/2013



63




Strategic

Direction:

2.3 Lobby utility and access providers to meet obligations for infrastructure policy and service provision to provide for relative

equity


Output: 2.3.1 Develop base positions, identify key players, lobby and as necessary respond to opportunities and incidents

START DATE

2.3.1.1 Develop, submit and

secure annual shipping

contingency funding via DIER.

Manage the implementation of

projects funded in the

preceding years allocations.

In Progress 1st Quarter: The grant was submitted as per Council resolution and

funding has been secured for the 2012/2013 year. Equipment and

projects from this funding will be purchased in the 2013/2014 year.

The General Manager has made preliminary enquires with TasPorts

and Furneaux Freight as to a suitable ownership model or lease

agreement to support the purchase of the funded equipment.

Discussions are ongoing until such time as this can be resolved.

This will be actioned in the next reporting period.

2nd Quarter: Council has completed the following projects funded

under the Shipping Contingency Fund in conjunction with TasPorts :

demolition of the "super shed" and the purchase of stock races. At

the time of writing quotes are being prepared for the bull and horse

crates and the Shipping Committee Chair is liaising with Furneaux

Freight on their need for Forklifts. No action to date has been taken

on the vessel monitoring system.

30/06/2014General Manager50% 1/07/2013



64




Strategic

Focus

Area:



Strategic

Direction:


and planning tools






START DATE

3.1.1.1 Continue the

development and

implementation of the Rural

Living Strategy.

In Progress 1st Quarter: Council staff and consultant planners continue to

develop the strategy in conjunction with a revised Structure Plan.

The plan's finalisation is based upon the availability of the consultant

planner over the coming months. The Minister for Planning recently

advised Council that he has signed revisions to the Regional Land

Use Strategy whereby Flinders now has support to inform zonings

based on "localised strategy". This change is a major achievement

and will allow for the Draft Interim Scheme as consulted with the

community to be enacted, subject to any revisions that the TPC may

make post the formal consultation process. The delivery of a revised

Structure Plan and Rural Living Strategy will be the key localised

strategic documents utilised to inform the Draft Interim Planning

Scheme prior to submission to the Minister.

2nd Quarter: Council Senior Planner has advised that the

implementation of Meander Valley Council's (MVC) new Planning

Scheme has been far more complex and time consuming than

expected. The Officer simply has not had the time to assist Flinders

over the past quarter and hence these critical documents remain

incomplete. Furthermore MVC now may well not have the capacity

to continue to assist Flinders with the complexities they are facing.

This is a critical juncture for Council and the concept of employing a

locally based town planner may well be an option worthy of

consideration if the Rural Living Strategy and Interim Planning

Scheme are to be completed in the near future.

30/06/2014General Manager40% 1/07/2013



65




Strategic

Focus

Area:



Strategic

Direction:




START DATE


with Northern Regional Tourism

Organisation to drive brand

recognition, visitation and

tourism development.

In Progress 1st Quarter: The Tourism Northern Tasmania (TNT)/Council funding

agreement was finalised. A Draft Destination Management Plan is

under development with a specific Flinders approach included.

TNT is working on branding initiatives with local businesses and the

Tourism Association. A partnership based marketing campaign has

been developed between Sharp Airlines, Flinders Island Tourism

Association (FITA), TNT, Tourism Tasmania and Council. A request

for funding is included in the October Council Agenda.

2nd Quarter: TNT has secured Flinders being presented on the new

www.discovertasmania.com website as a stand-alone destination.

There will be a primary link direct from the home page of this

website directing people to flinders plus dedicated pages on Flinders

Island with links. This is a major achievement and satisfies a request

from local operators and Council that has been ongoing now for

many years. TNT also in the reporting period secured a piece on

Flinders in The Guardian newspaper (UK)

http://www.theguardian.com/travel/2014/jan/05/winter-survival-guide-

travel-destinations whereby Flinders was highlighted as a hot spot to

get away from the winter in the UK. TNT continues to develop as an

organisation but have to date delivered far more than expected for

the small investment made by Council annually to support their

efforts.

30/06/2014General Manager50% 1/07/2013



66




Strategic

Direction:




START DATE

6.1.2.2 Establish and build a

collaborative relationship with

key personnel at Sharp Airlines

to increase visitation, holiday

packages, review passenger

tax to drive returns to both

Council and Sharp Airlines.

Ongoing 1st Quarter: The Sharp Airlines CEO and the General Manager have

regular meetings to discuss areas of interest and strategies to

increase visitation. The passenger tax is an ongoing area of interest

for both parties and differing scenarios are being explored .

2nd Quarter: Council resolved to support a combined marketing

campaign between Sharp Airlines, Flinders Island Tourism

Association (FITA) and Tourism Tasmania. The Spring campaign

has seen increased bookings and increases in visitation to the

partnership group's collective websites. Sharp Airlines has recently

changed flight schedules with growing numbers coming from

Melbourne facilitating further flights being made available. Sharp

Airlines continue to be an active participant in the brand and

marketing working group discussions and meetings.




START DATE

6.1.3.1 Provide assistance as

required to any investment

enquiries.

In Progress 1st Quarter: Assistance has been provided to scope the

establishment of an essential oil business on the island. Initial

discussions are very promising with a small scale operation still

proposed to be established on the island in the coming months. The

proponents have requested assistance in leasing a site for a short

term trial. Staff will continue to engage with the proponents and seek

to assist.

2nd Quarter: Assistance has been provided to two primary

producers and a company that is exploring the establishment of a

high value crop on the island.

30/06/2014General Manager50% 1/07/2013



67




Strategic

Direction:




START DATE

6.1.3.2 Liaise with potential

investors/developers.

In Progress 1st Quarter: Met with several private business proponents in

confidential discussion regarding business development.

2nd Quarter: Provided direct support to a number of potential

investors.

30/06/2014General Manager60% 1/07/2013



68




Strategic

Direction:

6.2 Achieve high recognition of a “Flinders” brand to support population growth, product sales, business development and

investment, tourism and lobbying


Output: 6.2.1 Support increased brand recognition and communications

START DATE

6.2.1.1 Work with Sharp

Airlines and FITA on cross

promotional activities that will

drive brand recognition and

conversion.

In Progress 1st Quarter: Actively involved in assisting and partnering with

Flinders Island Tourism Association (FITA), Tourism Northern

Tasmania, Sharp Airlines and Tourism Tasmania in relation to a

marketing and promotion campaign which is included in the October

Council Meeting Agenda for funding consideration.

2nd Quarter: Council resolved to support the marketing efforts of the

partnership group and staff have actively engaged with the process

since that decision. The marketing campaign has increased

visitation to websites and conversion numbers provided by Sharp

Airlines post the Spring campaign have been exceptional. Forward

bookings for the summer season also appear to be very strong.

30/06/2014General Manager75% 1/07/2013

6.2.1.2 Develop and manage

the Flinders Island Brand

Working Group with industry

and interested community

members. Prepare a project

brief and seek Council support

for specific brand projects to

deliver a Singular Flinders

Island Brand in 2014/2015.

In Progress 1st Quarter: Initial work on the brand-working group has been

undertaken but activities have been delayed due to the scoping

required for the Australian Small Islands Forum. More work on this

will be forthcoming in the next quarter.

2nd Quarter: The brand working group has now met twice and is

functioning well with some great ideas and discussion being

generated. A key outcome has been the recognition that many of the

partnership groups activities and promotions can be quite easily

aligned to generate better and more cost effective outcomes. A full

review is being undertaken of the spring marketing campaign and

this information will inform a report to Council in the near future. All

initial information would suggest it has been successful.


Officer

50% 1/07/2013



69




Strategic

Direction:




START DATE

6.4.1.1 Review priority projects

with and revise business cases

as required/directed.

Not Started 1st Quarter: No action on this item to date.

2nd Quarter: With the State election approaching in the next quarter

the revision of Council priority projects is an important action.

To date no specific direction has been provided to revise but this

should be an action for the February workshop.

Council has a series of projects that have existing evidence based

assessment/ reports which are already actively used to lobby for

State and Federal support such as the Renewable Energy Plan,

airport taxiway and apron extensions and the airport runway rebuild.

The Airport runway rebuild is included already on the Northern

Regional priority projects list for State and Federal consideration and

is also on the State Government Integrated Transport Plan for the

region. Further reports such as the Community Infrastructure Audit ,

Waste Water Feasibility Study and Waste Management Strategy are

nearing completion and will, if and when adopted, provide the

required evidence base to be considered for State or Federal

funding support.

While the existing priority projects list does include some projects

that have been superseded, this list has been provided to all political

parties and interested politicians to inform policy development in the

past and more recently when requested. Staff continue to actively

lobby for the funding and implementation of the Renewable Energy

Plan, are confident that work undertaken prior to the last Federal

election will see the apron and taxiway funding secured in the near

future with the help of the current Member for Bass and will lobby all

parties to consider funding the rebuild of the runway at the airport

prior to the next State election. This will be combined with projects

already on the State Government agenda such as the Community

Services Hub, maintenance of the Shipping Contingency Funding

and upgrades to the Lady Barron Main Road.

30/06/2014General Manager0% 1/07/2013



70




Strategic

Direction:




START DATE

6.4.1.2 Develop formal

partnership with a University for

ongoing activities and research

on Flinders Island.

Not Started 1st & 2nd Quarters: No action on this item to date. 30/06/2014General Manager0% 1/07/2013

6.4.1.3 Work in partnership

with Department of Primary

Industries, Parks, Water and

Environment (DPIPWE) to

deliver the Flinders Island

Enterprise Suitability mapping

project to further inform the

Rural Living Strategy.

Completed 1st Quarter: Agreement has been reached with the DPIPWE and the

Enterprise Suitability Mapping Project will begin in early November

2013.

2nd Quarter: Council staff assisted DPIPWE in delivering the first

stage of the project in early December 2013. All temperature and

data loggers are now in place. DPIPWE staff will now collect data

over the 12 month assessment period. No action will be required on

this item by Council until December 2014 and Council's involvement

for this financial year is now complete.

30/06/2014General Manager100% 1/07/2013

6.4.1.4 Assist the Flinders Trail

committee in further

developing the project and

seeking grant funding for its

implementation.

In Progress 1st Quarter: The T-QUAL Grant for the Flinders Trail was

unsuccessful. Options for other funding will be explored with the

Committee.

2nd Quarter: Staff met with the Committee this quarter but no

agreed direction came from the meeting.


Officer

75% 1/07/2013



71



Governance

Strategic

Focus

Area:



Strategic

Direction:

4.2 Support effective and timely incident & emergency management planning and response


Output: 4.2.1 In conjunction with other emergency response groups, have appropriate plans and resources in place to mitigate and respond to

identified risks and incidents

START DATE

4.2.1.1 Provide administrative

support and coordination in the

event of an emergency.

Ongoing 1st & 2nd Quarters: Fortunately there have been no emergencies to

date.

30/06/2014Executive Assistant

to General

Manager

1/07/2013



72



Governance

Strategic

Direction:





START DATE

4.3.1.4 Manage contributions

to the Island Employment

section of the Council website.

Not Started 1st & 2nd Quarters: Work associated with this action will not

commence until the new Council website goes live in early 2014.


4.3.1.5 Coordinate advertising

and administration of the

Citizens Awards program.

Completed 1st Quarter: The Citizens Award was advertised in Island News with

a closing date for applications 30 August. Three nominations were

received and these were considered at the September Council

Meeting. Successful nominees will be awarded at the Flinders Show

on 18 October.

2nd Quarter: Citizens Awards were presented by the Mayor at the

Flinders Show to successful nominees - Kim Murphy & Colleen

Patterson - in recognition of their outstanding service to the

community. A Special Award was also presented to Kathleen

Ives-Heap & David Heap for outstanding services to the

community’s health and well- being. The awards were promoted on

Council's website.




73



Governance

Strategic

Focus

Area:

5 Corporate Governance and Intergovernmental Relations - decisions are professionally and transparently made,

communicated and implemented to achieve defined outcomes in the interest of the community

Strategic

Direction:


service



START DATE

5.1.1.2 Develop and

implement an organisational

business planning process.

Completed An organisational business planning process was adopted by

Council at the July 2013 Ordinary Meeting. The details associated

are now being implemented across the organisation and will provide

a platform to ensure key dates and outputs are met by the relevant

staff members and Councillors.

30/06/2014General Manager100% 1/07/2013

5.1.1.3 Support Council

Managers in the preparation

and distribution of governance

reports including plans,

policies, reports and other

governance related

publications.

Ongoing 1st Quarter: Provision of assistance and support of Council

Managers to prepare and distribute Governance reports is ongoing,

occurring in a timely fashion as and when required.

2nd Quarter: Assistance continues to be provided in a timely fashion

as and when required.

30/06/2014Executive Officer 1/07/2013

5.1.1.6 Review and revise

Council’s Policy Manual.

Ongoing 1st Quarter: Policies from the Council Policy Manual are reviewed by

Councillors on an ongoing basis.

2nd Quarter: The Private Tenancy Policy was rescinded during this

quarter and the Citizen of the Year Award Policy was adopted.




74



Governance

Strategic

Direction:


service



START DATE

5.1.1.7 Review current records

management practices and

develop new procedures that

are compliant with legislative

requirements. Oversee

implementation of

recommendations.

In Progress 1st Quarter: Before commencing the overall review of current

records management practices within Council, the Image library was

identified as being of high priority. Consequently efforts were

concentrated on establishing the Image Library during this quarter.

The overall review will commence in the second quarter.

2nd Quarter: Work has continued on establishing the Image Library

during this quarter. A review of current records management

practices has commenced and records management training for

Council Office Staff and Managers has been organised for February

2014.


5.1.1.8 Complete an audit of

all Information Technology

systems and accounts. Collate

findings and provide

recommendations for improved

service standards and cost

minimisation.

In Progress 1st Quarter: The audit has been completed and upgrades on all

systems over three years have been rolled out. Currently issues are

being solved with the Airport networks and setup.

2nd Quarter: A full IT report was delivered to Management in

December 2013 and recommendations for the next budget period.

New and improved systems are hoping to be rolled out in the next

quarter.


Officer

70% 1/07/2013

5.1.1.9 Develop and

implement communication and

social media procedures and

policies to ensure accurate,

effective and compliant

communications to key

stakeholders.

In Progress 1st Quarter: Development of a social media strategy has

commenced and already internal processes are taking place to

ensure the accuracy of disseminated council posts.

2nd Quarter: The communication and social media procedures will

be rolled out with the Flinders Council Communication Strategy.


Officer

15% 1/07/2013



75



Governance

Strategic

Direction:


service



START DATE

5.1.1.10 Develop and

implement integrated internal

communication tools. This to

include brand guidelines,

e-newsletter, email signatures,

reporting templates, publication

templates, signage etc.

Completed 1st Quarter: The brand guidelines and new templates have been

rolled out to all internal staff.


Officer

100% 1/07/2013

5.1.1.11 In conjunction with the

Sub Regional Alliance and

DPAC, seek to develop a

legislative compliance audit.

In Progress 1st Quarter: This item was originally put forward by the Sub

Regional Alliance to the Local Government Division of the

Department of Premier and Cabinet (DPAC) in June of this year.

Since this time the Local Government Association of Tasmania and

the Sub Regional Alliance have been working with DPAC to develop

the mechanism to deliver either annual audits or a checklist for each

Council to internally audit against. Consideration is now also being

given to a "portal" where all legislative changes/revisions and new

legislation applicable to local government can be updated and

disseminated out to the sector to ensure the sector is aware of

responsibilities and implications.

2nd Quarter: The project is nearing completion.

30/06/2014General Manager80% 1/07/2013


Output: 5.1.2 Design and implement a continued professional development & productivity Improvement Program

START DATE

5.1.2.1 Finalise Enterprise

Agreement.

Completed 2nd Quarter: The new Enterprise Agreement became operational on

the 1st October 2013 and is now complete. All staff have new

position descriptions and contracts. Individual Flexibility Agreements

have been revised and agreed. A suite of efficiencies in payroll and

leave management have been implemented. Fair Work Australia

have the required documentation and compliance with process has

been confirmed.

30/06/2014General Manager100% 1/07/2013



76



Governance

Strategic

Direction:


service


Output: 5.1.2 Design and implement a continued professional development & productivity Improvement Program

START DATE

5.1.2.2 Revise the employee

induction process to add

greater depth and detail around

risk, Council processes and

projects, organisational

structure and relationships to

Councillors to engender

knowledge and organisational

pride.

In Progress 1st Quarter: The existing Employee Induction Process has been

reviewed and a revised model is under development.

2nd Quarter: The induction process is being developed but has been

delayed due to the requirement of the General Manager to actively

support the Corporate Services functions of Council over the past 4

months.

30/06/2014General Manager50% 1/07/2013


Output: 5.1.4 Provide best practice management and administrative support to Council decision making, implementation and evaluation

START DATE

5.1.4.1 All agenda papers and

reports provided to elected

members in compliance with

legislated time fames.

Ongoing 1st & 2nd Quarters: All agendas, minutes and reports have been

prepared and distributed within legislated time frames.


5.1.4.2 Provide secretarial and

administrative support to

Council and its Special

Committees including

coordinating the preparation

and distribution of agendas and

minutes and acting as minute

secretary.

Ongoing 1st & 2nd Quarters: Provision of secretarial and administrative

support to Council and its Special Committees is ongoing, occurring

in a timely fashion as and when required.


to General

Manager

1/07/2013

5.1.4.3 Provide General

Manager, Corporate Services

Manager, and Elected

Members with secretarial,

administrative and research

support relating to the civic and

administrative functions for

Council.

Ongoing 1st & 2nd Quarters: Provision of secretarial, administrative and

research support to Council Managers and Elected Members is

ongoing, occurring in a timely fashion as and when required.


to General

Manager

1/07/2013



77



Governance

Strategic

Direction:


service



START DATE

5.1.4.4 Update Council

website with current Council

publications, meeting agendas

and minutes and council news.

Ongoing 1st Quarter: Council website is updated with current Council

publications, meeting agendas and minutes and council news in a

timely manner, as and when required.

2nd Quarter: Council website continues to be updated as and when

required. A considerable amount of new content has also been

created to populate Council's new website, due to go live early 2014.


to General

Manager

1/07/2013

5.1.4.5 Assist Councillors to

regularly submit reports on

their activities to Council

meetings and to Council’s

social media platforms.

Not Started 1st & 2nd Quarter: Work will not commence on this action until the

new Council website goes live in early 2014.


to General

Manager

0% 1/07/2013

5.1.4.6 Develop a revised and

comprehensive post-election

induction program for

Councillors – roles and

responsibilities, organizational

structure, annual plans and

departmental presentations,

governance, communications,

Council meetings (Agenda and

Notices of Motion) and Code of

Conduct.

Not Started 1st Quarter: Work will not commence on this action until the third

quarter.

2nd Quarter: The Sub-Regional Alliance has engaged consultant

Excellent Outcomes to develop a program for Councillor Induction

and ongoing development. Support for this project will be provided to

the consultant as and when required.




78



Governance

Strategic

Direction:


service



START DATE

5.1.4.7 Research, plan and

prepare for development of a

new/updated strategic plan and

4 year Council Business Plan

post the 2014 “all in all out”

election. This is a critical

process to mitigate risk

associated with the State

electoral reform process and

will provide Council with an

opportunity to engage the

community early post the

election process and develop a

new long term strategic and

operational plan.

Not Started 1st & 2nd Quarters: Work will not commence on this action until the

third quarter.

30/06/2014General Manager0% 1/07/2013

5.1.4.8 Provide on call

Information Technology setup

and training/support for

Councillors and staff.

Ongoing 1st Quarter: Significant work in this area has been completed and

this task will be ongoing.

2nd Quarter: There has been ongoing support for all Councillors and

staff in the second quarter. The Airport's computer systems and

coverage have been dramatically improved, increasing their

productivity.


Officer

1/07/2013



79



Governance

Strategic

Direction:

5.2 Develop and maintain an influential network of external stakeholders who understand the needs and direction of Flinders

Council and are supportive


Output: 5.2.1 Identify key external stakeholders and decision makers and actively introduce Flinders opportunities, issues and proposals to them in a

timely and professional manner

START DATE

5.2.1.1 Assist with the

implementation of Council’s

Communication Strategy within


In Progress 1st Quarter: Assisted the Communications Consultant to

communicate Council's Annual Plan to the community and

stakeholders.

2nd Quarter: Continued working on this project with the relevant

staff.


to General

Manager

25% 1/07/2013

5.2.1.2 Proof all

communications related

content including web content,

communications, social media

procedures and new resident’s

kit.

Ongoing 1st & 2nd Quarter: Communications related content is proofed in a

timely manner as and when required.


5.2.1.3 Source good news

stories about Council activities

and promote locally, regionally

and nationally.

Ongoing 1st Quarter: Good news stories about Council activities are

forwarded to the Communication Consultant for promotion as and

when they are sourced.

2nd Quarter: Council's Annual Report was promoted via Council's

website and Facebook page.


to General

Manager

1/07/2013



80



Governance

Strategic

Direction:

5.3 Actively participate in local government, industry and regional organisations


Output: 5.3.1 Actively participate in key strategic organisations, groups and alliances that provide value for the Flinders community and Council.

START DATE

5.3.1.1 Actively engage with

Northern Tasmania

Development.

In Progress 1st Quarter: Northern Tasmania Development (NTD) continue to

actively serve Council through a range of projects including:

- Planning reform process

- Northern Integrated Transport Plan

- Freight review

- Priority Projects development (Airport)

2nd Quarter: Council continues to be well served on the list of

projects outlined in the 1st quarter.

30/06/2014General Manager50% 1/07/2013


the Sub Regional Alliance

Group.

In Progress 1st Quarter: The Sub Regional Alliance is functioning very well with

key outputs involving Risk Management, the Corporate Business

Planning process and Legislative Audit having now been delivered

across the partner organisations. November will see the Sub

Regional General Managers visit Flinders for the next meeting.

2nd Quarter: Flinders hosted the Sub Regional Alliance members in

November where the quarterly meeting was followed by a tour of the

island, Airport and Council assets. The Alliance has been active in

the areas of Risk Management, Councillor Training and Induction,

Legislative Audits and most recently in discussions around shared

service provision.

30/06/2014General Manager50% 1/07/2013



81



Governance

Strategic

Direction:




START DATE


the Local Government

Association of Tasmania.

In Progress 1st Quarter: During the reporting period the Local Government

Association of Tasmania (LGAT) has actively sought input into the

following areas/projects:

- Code of Conduct Review

- Dog Control Act

- Long term Financial and Asset Management Planning

- General Manager's Roll

- Handrails in public toilets and buildings

- Review of Liquor Licensing Act

- Cat Management Legislation

- Changes to Private Certification - Permitted Use or Development

- Optional Conduct of Annual General Meetings

- Draft Audit Panel Orders

- Award Modernisation

- Role of Local Government

- Constitutional Recognition

2nd Quarter: Council provided a submission on the Draft Ministerial

Orders proposed under the amendments to the Local Government

Act 1993. Staff also hosted Dr Ketrena Stephenson on the island as

part of the Sub Regional Alliance visit.

30/06/2014General Manager50% 1/07/2013

5.3.1.4 Attend all Office of the

Energy Regulator Customer

Consultative Committee

meetings.

In Progress 1st Quarter: The General Manager continues to be actively engaged

in this area. During the reporting period projects of interest have

included competitive neutrality of State Government and Local

Government enterprises, reform of the energy sector in Tasmania

and pricing principles and service standards for TasWater .

2nd Quarter: Reform of the energy sector and TasWater continue to

be key topics.

30/06/2014General Manager50% 1/07/2013



82



Governance

Strategic

Direction:




START DATE

5.3.1.5 Liaise regularly with

the Aboriginal Land Council

Tasmania (ALCT), Flinders

Island Aboriginal Association

(FIAA) and Cape Barren Island

Aboriginal Association

(CBIAA).

In Progress 1st Quarter: Regular discussions have taken place with ALCT in

relation to Wybalena, waste management on Cape Barren Island

and the draft Interim Planning Scheme. FIAAI have been engaged

on the renewable energy plan and the Hydro Tas Australia

Renewable Energy Agency (ARENA) application. Regular

discussions with CBIAA on a range of locally based topics have

occurred.

2nd Quarter: The General Manager has been active in attempting to

finalise the transfer of properties on Cape Barren Island with the

Deputy Premier. The goal of the transfer if/when complete is to see

the land returned to Aboriginal ownership and a great deal of work

has been ongoing on this matter for some years. The transfer does

now appear to be close to finalisation and further action will be

required in the next reporting period.

30/06/2014General Manager50% 1/07/2013



83



Governance

Strategic

Direction:




START DATE

5.3.1.6 Liaise with

Government Ministers,

advisers and Agencies,

Secretaries State &

Federal.

In Progress 1st Quarter: The reporting period was notable for the change of

Government that occurred at a Federal level. The new Federal

Member for Bass has been actively engaged and made aware of the

priority projects and opportunities that exist in the islands and is a

keen advocate on our behalf. Greens Senator Peter Whish-Wilson

also visited the island during the period and showed a keen interest

in the renewable energy plan and the efforts of island producers to

build niche markets for our premium products.

The announcement of a shipping subsidy to King Island cattle

producers saw a direct approach to the Minister seeking clarification

as to why Flinders producers had not been consulted or considered.

The State was notably unaware that the cost for Flinders procurers

to transport stock off island is now on par with those of King Island .

Staff are exploring if the subsidy could be deemed anti competitive

under the National Competition Policy.

Senior TasPorts executives visited to view the redevelopment of the

port area.

A visit by the Secretary of the Department of Infrastructure, Energy

and Resources resulted in Council and DIER now moving away from

tendering on a 3 year basis for the maintenance of the Lady Barron -

Whitemark State Road to a 10 year Deed of Agreement. This is a

significant achievement which provides Council with an assured

revenue stream over an extended period of time and mitigates the

amount of staff time and reporting required under the current

arrangements.

2nd Quarter: During the reporting period a number of important

submissions were required to be developed, discussed with the

Councillor group and submitted. Most notably the Productivity

Commission review into Bass Strait Shipping and the Draft

Ministerial Orders proposed by the State Government under Section

70F, 84(2A) and 85B of the Local Government Act 1993.

The Draft Orders, as presented, are best practice for a large urban

30/06/2014General Manager50% 1/07/2013



84



Governance

Strategic

Direction:




START DATE

Council with the staff capacity and financial resources to comply . For

small rural and remote Council's this level of direction, oversight and

compliance will be a major impost at a staff and cost level and will

need to be funded through decreased on ground services and

standards. Put simply, this “gold plated” approach is beyond our

community's needs or capacity to fund without significant and

ongoing financial assistance from the State. Council continues to

lobby for further consolation on this matter before they are

implemented.

Management spent a good deal of time liaising with Tasports in

relation to shipping and port related challenges and matters which

appear to have now been resolved.

Management has also lobbied politicians in the lead up the

upcoming State election outlining key projects for consideration and

funding. This will be require further direct approaches in the coming

months to ensure the islands priority needs are considered. It should

be noted that any project that is put forward for consideration for

State funding requires well developed evidence based proposals

and Council has actively prepared projects such as the renewable

energy plan, apron and taxiway expansion and airport runway

rebuild to such a level over the past two years. It should also be

noted that the Tasmanian economy is the worst performing in the

Commonwealth and discretionary funding for the upcoming election

will be minimal at best. A focus on the critical projects that require

support should be front of mind when approaches to the differing

parties are made.



85



Governance

Strategic

Focus

Area:



Strategic

Direction:



Output: 6.1.1 Implement and continually evaluate the Council's strategic plan

START DATE

6.1.1.1 Undertake quarterly

annual plan review meetings

with Council and key staff and

provide departmental and staff

based reports on a quarterly

basis into the Council agenda

and meeting process.

In Progress 1st & 2nd Quarters: The quarterly annual plan assessment and

review is this report provided for Council information and

consideration. Staff have delivered all reports within specified

timeframes and utilising the new performance management and

reporting system now in place.

30/06/2014General Manager50% 1/07/2013

6.1.1.2 Assist with research

and preparation of a new or

revised strategic plan post the

2014 election.

Not Started 1st & 2nd Quarters: Work on this action will not commence until the

third quarter.


6.1.1.3 Planning a 'Furneaux

Vision' campaign that will be

available to all community

members to have input in to

the development of a new

council strategic plan in

2013/2014.

In Progress 1st & 2nd Quarters: Initial work has been carried out drafting the

Flinders Council brand pillars, however work will not commence on

this action until the third quarter.


Officer

20% 1/07/2013


Output: 6.1.4 Organisational collaboration and strengthening

START DATE



86



Governance

Strategic

Direction:



Output: 6.1.4 Organisational collaboration and strengthening

START DATE

6.1.4.1 Provide input into other

Council areas where required

such as Planning, Works and

Services, Community

Development and Corporate

Management.

In Progress 1st Quarter: Significant amounts of time have been required in all

areas. In particular Corporate Services and Human Resource

Management have required levels of oversight and assistance

beyond what would normally be expected.

2nd Quarter: The ongoing requirement for the General Manager to

directly manage Corporate Services, Building and Planning and

Human Resource Management functions when combined with the

economic development functions of Council are unsustainable and

require a full review. While the expectation that wage costs must be

constrained is admirable the complexity and growth of regulatory

compliance combined with the increasing work outputs expected

from management level staff can't be sustained within the existing

allocations provided without staff burning out. The recent resignation

of the Corporate Service Manager is but one example of such. A full

review of staff and corporate structures will be undertaken in the

next quarter to inform budget submissions for the 2014/2015

financial year.

30/06/2014General Manager50% 1/07/2013


Output: 6.1.5 Government Relations

START DATE

6.1.5.1 Liaise and lobby

Australian and State

Government Departments and

personnel on specific projects

and programs approved by the

Council.

Ongoing 1st & 2nd Quarters: Management continue to liaise with Ministers

and staff on a range of topics such as renewable energy , health,

shipping and transport, roads, runways, place of assembly licensing,

building regulations and community safety. The projects that have

existing Council endorsement will continue to be a focus of efforts in

the lead up to the State election.




87



Natural Resource Management

Strategic

Focus

Area:



Strategic

Direction:



Output: 1.1.1 Community education and communication.

START DATE

1.1.1.1 A series of programs

and projects delivered to

increase community

engagement and awareness of

NRM.

Not Started 1st Quarter: Council and Natural Resource Management (NRM)

North to date have been unable to agree on a funding model to

support an on island facilitator.

2nd Quarter: The General Manager has met with the NRM North

CEO and discussed a range of funding options to support the

position. NRM North wish to keep the existing funding model which

sees Council exposed to all staff related oncosts. Be that as it may,

NRM North are keen to assess how the position, if filled, could

deliver more localised and tailored outcomes for the Furneaux

Islands. The suggestion of developing a more tailored approach has

been agreed to be explored by the General Manager and the NRM

North CEO over January and February.

30/06/2014General Manager0% 1/07/2013

1.1.1.2 Four community

groups (including indigenous)

engaged in NRM on ground

projects.

Not Started 1st Quarter: Council and NRM North to date have been unable to

agree on a funding model to support an on island facilitator.

2nd Quarter: An on island facilitator has not yet been appointed.

30/06/2014General Manager0% 1/07/2013


Output: 1.1.2 Farm and business based planning, project implementation & evaluation

START DATE

1.1.2.1 Continuing support for

existing Property Management

Planning clusters.

Not Started 1st Quarter: Council and NRM North to date have been unable to

agree on a funding model to support an on island facilitator.

2nd Quarter: An on island facilitator has not yet been appointed.

30/06/2014General Manager0% 1/07/2013



88

october december 2013 - flinders council...waste management group has agreed to fund a waste...

Documents