torres strait island regional council operational plan plan... · 2019. 11. 20. · 2 torres strait...
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1 TORRES STRAIT ISLAND REGIONAL COUNCIL - OPERATIONAL PLAN 2019/20
Torres Strait Island Regional CouncilOperational Plan2019/20
2 TORRES STRAIT ISLAND REGIONAL COUNCIL - OPERATIONAL PLAN 2019/20
The Torres Strait Island Regional Council (TSIRC) acknowledges our Native Title Holders, our Elders past and present, and all members of the Communities we serve within the 5 clusters of Zenadth Kes; the Gudaw Maluligal Nation of the Top Western Islands, Maluligal Nation of the Western Islands, Kemer Kemer Meriam Nation of the Eastern Islands, Kulkalgal Nation of the Central Islands, and the Kaiwalagal Kaurareg Aboriginal Nation of the Inner Islands. We recognise their continuing connection to land and sea, and the strength of a cultural heritage and belief system that spans past, present and future generations.
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Vision
Mission
Values
Autonomous:
We achieve autonomy when we empower our people and community through rigorous engagement, consultation and participation. An autonomous council fuels both local and regional self-sufficiency.
Prosperous:
We are prosperous when we are flourishing, thriving, or have success; This can be in our faith, culture, traditions, happiness, fortune or health and wellbeing.
Sustainable:
We are sustainable when we deliver social, economic or environmental solutions that enhance current community needs and long term aspirations.
“To improve our Communities’ livability in all we do”
RespectWe have respect for each other and the communities we serve.
CourageWe are courageous leaders, who think innovatively.
AccountabilityWe are accountable and responsive to our communities.
ResilienceWe are builders of a sustainable and resilient region.
OneWe are one team who achieves together.
“For our Communities and Council to be Autonomous, Prosperous and Sustainable”
Liveability:
Liveability is the sum of the factors that add up to a community’s quality of life - including the built and natural environments, economic prosperity, social stability and equity, educational opportunity, and cultural, entertainment and recreational possibilities.
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What is an Operational Plan?
We develop strategic plans to set priorities for our core business operations and guide our budgetary management.Our Operational Plan (2019-2020) sets out our major annual objectives and is aligned with our annual budget. At a higher level, our Operational plan fits within our Corporate Plan (2020-2025), which is our 5 year strategic direction implementing our vision, goals and objectives as guided by rigorous community consultation. Our Corporate Plan and Operational Plan are approved by Council by resolution through the Council meeting process.TSIRC’s strategic plans also align to the Torres Strait & Northern Peninsula Regional Plan (2009-2029). For more information on our integrated planning process, please visit: http://www.tsirc.qld.gov.au/your-council/publications/plans
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How we manage our Operational Risk
The Local Government Regulation 2012 requires the management of risk to be included in Council’s Annual Operational Plan. Annual operational plan contents s 175 (1) - the annual operational plan for a local government must – (b) state how the local government will – (ii) manage operational risks. The Council’s risk management vision is ‘creating excellence in risk, work health and safety and business continuity management’. The objectives are managing risk exposure, consistently and systematically to maximise community outcomes. This effectively leverages the benefit of opportunities, manages uncertainty, builds organisational resilience and minimises the impact of adverse events to ensure sustainability. Risk management for our jurisdictional region is governed by the Enterprise Risk Management Framework which is integral to our overarching Corporate Governance Framework. Our approach is aligned with AS/NZS ISO 31000: 2018 Risk Management and is tailored to the specific business and the organisational context of Council at an operational, tactical and strategic level. The framework provides procedures, systems, policies and strategies that focus on effective risk management leadership through engagement and consultation. In addition to ongoing risk reviews at corporate, operational and local level, the Executive Leadership Team participates in an annual workshops to review the corporate risk profiles and ensure risks are managed effectively to a level as low as is reasonably practicable taking into consideration emerging issues, global trends, threats and opportunities. Risks are also reviewed regularly through engagement of the Risk Managers, the Work Health and Safety Advisory Committee and the Audit Advisory Committee. These Committees support good governance through consultation and engagement with Council Executive Leadership, Managers and Officers.By identifying and actively managing risks and with the implementation of numerous risk treatment strategies, business continuity plans, incident management protocols, inspections and audits, security plans and work health and safety initiatives, the Council is equipped to ensure that risks are managed to a level as low as is reasonably practicable whilst optimising restricted opportunities available.
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Bruce RangaChief Executive Officer
Executive Office Functions
TSIRC is unique in comparison to other local government organisations; we service a population base of approx. 5,000 people, spread across 42,000 square kilometres of ocean, 15 island communities and an international border, which we share with Papua New Guinea. Our communities each have their own unique characteristics and service requirements, and our geographical positioning increases our vulnerability to certain risks, such as biosecurity and the effects of climate change. As a result, our delivery extends to more than traditional local government services such as roads, water and waste, and into areas of social, environmental, economic outcomes; driving a corporate culture of operational efficiency and service delivery excellence is paramount to achieve our communities’ liveability and sustainability aspirations.
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Executive Office
1.
Independent & Objective Audit Review of Council Operations
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
2.
Poruma Land Transfer and Saibai Land Transfer and Ugar Land Transfer (OP): To facilitate the progression of transfer of Deeds of Grant in Trust from Council to community-based entity that has been fully endorsed by the community to be the trustee
3. Enterprise Divestment (OP):
Evolve Council’s Enterprise Divestment Strategy aligned to Enterprise Development Strategy
4.
Landing Holding Act (LHA) Katter Lease Resolution (OP):
To advocate for the grant of pending LHA entitlements in all Divisions
5. Template (regional) Infrastructure & Housing ILUA (OP):
To develop an ILUA for each division of the electorate to cover all frequently used Future Acts under the Native Title Act 1993 (Cth) maximise expediency in Native Title validation
Internal Audit
Legal Services
Legal Services
Legal Services
Legal Services
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Executive Office
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
People & Wellbeing6.
To negotiate with staff and have certified via QIRC, Certified Agreement 2
People & Wellbeing7.
To develop and implement Training and Succession Plans
People & Wellbeing8.
Identifying roles and employees from TAP, skill gaps & training identified
People & Wellbeing9.
Capture any high risk positions for succession planning
People & Wellbeing10.
Employee Wellbeing Programs
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Executive Office
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
People & Wellbeing11.
WHS Program Refresh
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Jan PoolChief Operating Officer
Operations Functions
To deliver quality and reliable services that meet the needs of all of our unique 15 communities in all undertakings, the Operations Division strive to achieve service provision to our communities in a manner which maximises both Council and community ideals. This is achieved through economic, social and environmental objectives being assessed in all stages of our operations from long term planning through to on ground operational delivery.Our strategic focus is centred around building empowered and trusting relationships with our key stakeholders, ensuring sustainable outcomes for our communities. We aim to achieve this by forging a strategic pathway towards operational leanness, administrative efficiency and a culture of innovative delivery with a strong commitment to continuous improvement and development of the operations team and its capacity; and the efficient delivery of services, through teamwork and capacity building.
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Corporate Affairs & Engagement
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Comms &Engagement
12.
Refresh Council’s Core Brand Assets & Digital Channels
Comms & Engagement13.
Deliver Youmpla Voice Community Engagement, Event & Linguist programs
14.
Transitional Action Plan Refresh & Benchmark
15.
Advocate for Regional Development & Governance Reform (One Boat)
16.
Build Strategic Knowledge Alliances - Domestic & International
Comms & Engagement
Comms & Engagement
Comms & Engagement
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Corporate Affairs & Engagement
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
17.
Refresh Council Integrated Planning Process & Implement Digitisation/Automation Tools
Enterprise & Grant Devlp18.
Development of Council’s Visitor Management Strategy
19.
Development of Council’s Enterprise Development Strategy
20.
Refresh of Council’s Community & Regional Grant Programs
21.
Implement Council’s Procurement Transformation Program
Comms & Engagement
Strategic Partnerships & Procurement
Comms & Engagement
Enterprise & Grant Devlp
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Corporate Affairs & Engagement
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
22.
Evolve Council’s Ethical Purchasing Standards & PoliciesStrategic Partnerships & Procurement
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Community & Environment
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Enviro Health23.
Food Safety: - Community Education & Awareness - Licensing Program Stage 1 – Commercial premises - Licensing Program Stage 2 – Community licences
Enviro Health24.
Education and Awareness on Water Sanitation, Waste Management and Sewerage
Enviro Health
25.
Mosquito Management: - Inspection, Albopictus Survey - Education, Awareness, Control Activities - Assist the Dengue Action Response Team (DART) - Implement Mosquito Management Plan
Enviro Health26.
Implement Biosecurity Plan & Strategy
Enviro Health27.
Animal Management: - Domestic Animal Compliance - Veterinary Services - Compliance & Enforcement Program
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Community & Environment
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Enviro Health28.
Environmental Health Worker Development & Certification Program(s)
Community Health & Wellbeing
29.
Delivery of Healthy Lifestyle Program to Communities
Community Health & Wellbeing
Community Health & Wellbeing
31.
Healthy Lifestyle Officer Development & Certification Program(s)
Community Health & Wellbeing
32.
Partner with key regional stakeholders on key community health priority program delivery
30.
Community Volunteer Development Program
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Community & Environment
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Indigenous Knowledge Centres
33.
Work with State Librarian & key stakeholders on best practise IKC delivery model
Indigenous Knowledge Centres
34.
Program Delivery: - First 5 Forever Program - Public/Community Library Program - Roll out of Fresh Start to all IKC - Idea’s Box Masig
36.
Support Child Care Services to address barriers to Child Care participation, particularly targeting disadvantaged and vulnerable families and communities through provision of Aragun Child Care Centre (Badu) and Hammond After School Care (ASC)
37.
Operate a long day care centre that is culturally safe and
secure for primary service users who identify as Aboriginal and/or Torres Strait Islander on Badu Island
35. Support the development of the home support aged care
service system that meets the aims of the Commonwealth Home Support Programme and broader aged care system
Child Care
Child Care
Aged Care
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Community & Environment
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Child Care38.
Feasibility study of alternative Childcare support in community - Approved Long Day Care Service
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Engineering Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Major Infrastructure
39.
Seawalls Design works for Boigu, Poruma, Iama, Warraber & Masig
WaterMgt
42.
Water Lagoon Cover Repair/Replacement – Saibai, Erub, Mer and Ugar
WaterMgt
43.
Mer Lagoon Pumps, Filtration & Dosing
41.
Torres Strait Tide Gauge Project
40.
Seawalls Stage II Construction Major Infrastructure
Major Infrastructure
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Engineering Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
WaterMgt
44.
Hammond Water Improvements
WaterMgt
Water,Waste Water
Water Mgt,Waste Water
47.
Sustainable Water & Wastewater Management Project
Water Mgt,Waste Water
48.
Smart Water Meter Project
46.
ICCIP – Water Project - Critical Infrastructure/Legislative Compliance Upgrades
45.
Chlorine Dosing & Monitoring Technology & Automated Flocculation Dosing
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Engineering Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
49.
Sewerage Treatment Plant Effluent outfall pipe - Saibai
Waste Water
52.
Sewerage Pump Station Refurbishment – Kubin
53.
Sewerage Pump Station Refurbishment and Sewerage
Treatment Plant Upgrade St.Pauls
51.
Solar Powered Mixer / Aerators – Badu. Kubin/St Pauls Sewerage Pond Modifications
50.
Sewerage Pump Station Refurbishment and Sewerage Treatment Plant Upgrade – Boigu
Waste Water
Waste Water
Waste Water
Waste Water
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Engineering Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Transport54.
ICCIP Metal Waste & Clean Up Project
Transport
Transport
Transport57.
Warraber Airstrip Fence Replacement
Transport58.
Marine Access Channel Dredging Study
56.
Erub Airport Road Upgrade
55.
Ugar Safe Access Works
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Building Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Construction59.
Apprenticeship & Traineeship Program
Construction
Construction
Maintenance62.
Consolidation of repairs and maintenance activities of housing, fleet and community assets to improve delivery of services in community including provision of trade services to private resident owners
Maintenance63.
Implementation of a Preventative Maintenance Program
software to assist better management and planning of council assets
61.
Fuel Bowser Upgrade Program
60.
Establishment of Construction Team which will have the capability to design and construct
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65.
Corporate Building & Recreation Capital Works Program
Building Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Maintenance64.
To purchase/rent new fleet and/or plant as necessitated through Asset Management planning
Risk & Asset Mgt
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70. Planning for establishment of a Housing Authority (HA)
Housing & Tenancy Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Tenancy66.
Increase rental collections rate(s)
Tenancy
Tenancy
Housing69.
Full registration under QSRSCH
68 Tenants survey
67.
Reduction in current debts levels
Housing
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Strategic Projects & Logistics
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Strategic Projects &Logistics
71.
Establish project allocation and delivery framework
Strategic Projects &Logistics
72.
Mobilisation of footprint and community support model
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Business Services Functions
Business Services will focus on a number of compliance and legislative changes affecting Councils operations this year. Planning and staggering the implementation of these changes is key in enabling robust systems that will ensure changes have minimal impact on operations, with the greatest amount of efficiency in meeting compliance standards.We will continue our focus on strengthening Council’s internal financial reporting and long term strategic modelling capabilities; Real time dashboards to decision makers will enhance financial visibility and build capacity across the organisation. The upgrade of our current ERP System will also improve quality of information and accessibility. Benefit realisation will be gained through reduction of wastage, Council’s debt recovery and forecasted operating result.Our Asset Management Plan (SAMP) will enhance how we update our risk registers and insurance profiles. Information services will focus on adequacy of infrastructure across the Council, whilst continuing to focus on ensuring data integrity, network security and document control.
Hollie FaithfullActing Chief Financial Officer
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Business Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Financial Accounting73.
Strengthen Council’s long-term financial planning and quantify
the long-term requirements for services, service levels and associated costs
Financial Accounting
Financial Accounting
Financial Accounting76.
Implement legislative changes in Council’s financial systems
for the following accounting standards – AASB 15 Revenue, AASB 1058 Income for NFP and AASB 16 Leases
Mgt. Accounting77.
Deliver Corporate Overhead Analysis Program
75. Collaboration with Council Operational functions to deliver effective debt management program(s)
74.
Develop stronger link between Asset Management Plans and Councils budget development
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75.
Implementation of TechOne standard dashboards and metric
reporting to enable real time data accessibility across the organisation
Business Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Information Technology79. IT Transformation Program and Strategy
Information Technology
Information Technology81.
Implement Risk & Asset Management Planing & Compliance
Program
82. Asset Revaluation Program
80. Provide planning for upgrade and migration of ECM and Tech One systems to dedicated, hosted Technology One Platform
Information Technology
Implementation of TechOne standard dash boards and metric
78. reporting to enable real time data accessibility across the organisation
Mgt. Accounting
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Business Services
No. Objective Corp. Plan Function Q1 Q2 Q3 Q4
Risk & Asset Mgt83. Group Insurance Evaluation and Cost Efficiency Program
Risk & Asset Mgt84.
Evolve Business Continuity Planning & Exercises
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HEAD OFFICE & ENQUIRIES
Lot 12 Francis Road,Hammond Island,
Qld 4875
phone: (07) 4034 5700 I fax: (07) 4043 5750email: [email protected]