Annual Operational Plan

(1)

2015 – 2016

(2)

• Finance Department

• Engineering Department

• Building Services Unit

(3)

From the Chief Executive Officer

For the 2015/16 year,

Council’s Operational Plan targets regional,

community and local capacity building with key focus on areas including:

-

Stakeholder engagement, economic development and advocacy

-

Healthy and well communities

-

Seawalls and other major infrastructure development

-

Expanded housing choice

These deliverables will be supported by improvements in

Council’s

financial sustainability, heavily dependent on debt management and

recovery and next generational service delivery.

Dania Ahwang

(4)

What is an Annual Operational Plan?

In addition to Council adopting a five-year

Corporate Plan, it must also adopt an AOP

at budget adoption, consistent with the

approved Council budget, stating how

Council will progress the implementation of

the five-year Corporate Plan on a Project by

Project basis during the financial year in

question, and how it will seek to manage

operational risk in each of those Projects.

(5)

Annual Operational Plan link to

Five-Year Corporate Plan 2014

–

2019

The AOP is framed around stand-alone

measurable Projects which link directly to

the five-year Corporate Plan objectives.

Each Project has measurable milestones to

enable concise, accurate and meaningful

quarterly statutory reporting to Council on

progress. In many cases, Projects delivered

by various Departments link to multiple

Corporate Plan objectives.

(6)

Annual Operational Plan link to

Annual Risk Register

Council adopts an Annual Risk Register, identifying

all operational risks which have potential to affect

service delivery, including controls implemented to

minimise such risks, effectiveness of controls and

net risk.

Council’s AOP Projects link directly to the

Annual Risk Register to assist management in

identifying up-front, all potential risks associated with

each Project, and controls available to minimise risk

in order to maximise prospects of Project success.

Linkages to the Annual Risk Register ensure

effective management of operational risk in the AOP.

(7)

OFFICE OF THE CEO

Executive Summary

Office of the CEO focus for 2015/16 will be maintaining our strong

governance focus, continuing key stakeholder engagement and

advocating for regional and community development. Various

infrastructure upgrades and refreshes will be progressed in 15/16 to

re-energise the local community areas supporting health, wellness and

cohesiveness of communities.

Dania Ahwang

(8)

Office of the CEO Projects

• Governance (OP)

• Cultural Festival Implementation Plan(OP)

• Stakeholder engagement (OP)

• Advocacy (OP)

• Ugar Community Hall (CAP)

• St Paul’s Sports Stadium (CAP)

• Mer Airport Waiting Area (CAP)

• Poruma Basketball Courts (CAP)

• Iama Basketball Courts (CAP)

• Erub Stadium (CAP)

• Masig Basketball Courts (CAP)

• Economic Development (OP)

• Policy & Procedure (OP)

(9)

Office of the CEO (1)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Risk No. from Risk Register 2015

Key Milestones Start Date End Date

Governance (OP)

Audit Independent and objective audit review of Council operations

1(4)[1],[2] 7 Funding

17 Theft and Fraud 19 Regulatory Compliance - Other Independent Audit Committee review completed Jan 2016 Apr 2016 Cultural Festival (OP) Community Engagement and Media Successful delivery of Torres Strait Cultural Festival Implementation Plan 1(1)[2]-[4] 7 Funding 14 Project management and delivery 30 Social responsibility 1. Define resourcing needs for plan development 2. Outline funding requirements for development of plan 3. Engage resourcing appropriate to plan development 4. Delivery of implementation plan July 2015 Dec 2015 Stakeholder engagement (OP) Community Engagement and Media Effective stakeholder relationships 1(1)[4] 1 Stakeholder misalignment 7 Funding 10 Communication External 24 Resource Allocation 30 Social Responsibility 1. Media releases 2. Quarterly Strait Talk Newsletter 3. Annual Report 4. Website 5. Facebook page 6. Community meetings July 2015 Oct 2016

(10)

Office of the CEO (2)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Advocacy (OP) Performance and Advocacy

Advocate for Regional Development 1(1)[4], 1(2)[4], 3(2)[1],[2],[3],[4] 1 Stakeholder misalignment 7 Funding 10 Communication External 14 Project management 24 Resource Allocation 30 Social Responsibility 1. Deputations with Community and community members recorded and completed 2. Ministerial briefs, deputations and correspondence delivery 3. Stakeholder Engagement Plan developed and implemented 4. Funding submissions lodged July 2015 June 2016 Ugar Community Hall (CP)

Executive Deliver Ugar

Community Hall as per approved scope of works and budget

2(4)[2]; 3(3)[2] 14 Project management and delivery 24 Resource allocation 28 Asset management 1. Design 2. Construct 3. Certification 4. Official opening July 2015 Dec 2015 St Paul’s Sports Stadium (CP)

Executive Deliver St Paul's Sports Stadium refurbishments as per approved scope of works and budget

1(1)[4]; 1(2)[4],[5]; 1(4)[2],[5]; 2(4)[1],[2],[4]; 3(3)[2],[3] 14 Project management and delivery 24 Resource allocation 28 Asset management 30 Social Responsibility 1. Source funds 2. Design 3. Construct 4. Certification 5. Official opening July 2015 June 2016

(11)

Office of the CEO (3)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Mer Airport Waiting Area (CP)

Executive Deliver Mer Airport Waiting Area building as per approved scope of works and budget

3(3)[1],[2],[3] 14 Project management and delivery 24 Resource allocation 28 Asset management 30 Social Responsibility 1. Design 2. Construct 3. Certification 4. Official opening July 2015 Sep 2015 Poruma Basketball Courts (CP)

Executive Deliver Poruma Basketball Courts as per approved scope of works and budget

1(1)[4]; 1(2)[4],[5]; 1(4)[2],[5]; 2(4)[1],[2],[4]; 3(3)[2],[3] 14 Project management and delivery 24 Resource allocation 28 Asset management 30 Social Responsibility 1. Source funds 2. Design

3. Land - lease with Tagai 4. Construct 5. Certification 6. Official opening July 2015 June 2016 Iama Basketball Courts (CP)

Executive Deliver Iama

Basketball Courts as per approved scope of works and budget

1(1)[4]; 1(2)[4],[5]; 1(4)[2],[5]; 2(4)[1],[2],[4]; 3(3)[2],[3] 14 Project management and delivery 24 Resource allocation 28 Asset management 30 Social Responsibility 1. Source funds 2. Design 3. Construct 4. Certification 5. Official opening July 2015 June 2016

(12)

Office of the CEO (4)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Erub Stadium (CP)

Executive Deliver Erub Stadium as per approved scope of works and budget

1(1)[4]; 1(2)[4],[5]; 1(4)[2],[5]; 2(4)[1],[2],[4]; 3(3)[2],[3] 14 Project management and delivery 24 Resource allocation 28 Asset management 30 Social Responsibility 1. Source funds 2. Design 3. Construct 4. Certification 5. Official opening July 2015 June 2016 Masig Basketball Courts (CP)

Executive Deliver Masig Basketball Courts as per approved scope of works and budget

1(1)[4]; 1(2)[4],[5]; 1(4)[2],[5]; 2(4)[1],[2],[4]; 3(3)[2],[3] 14 Project management and delivery 24 Resource allocation 28 Asset management 30 Social Responsibility 1. Source funds 2. Design 3. Construct 4. Certification 5. Official opening July 2015 June 2016 Economic Development

Executive Conduct feasibility study

1(4)[2]; 2(1)[3];

3(2)[1],[2],[3],[4]

30 Social responsibility 1. Define focus of feasibility study via Council resolution 2. Conduct EOI for selection of consultant 3. Perform feasibility study 4. Deliver feasibility study report 5. Council Decision on recommendation July 2015 Aug 2015 Sep 2015 Dec 2015 Feb 2016 July 2015 Sep 2015 Nov 2015 Dec 2015 Feb 2016

(13)

Office of the CEO (5)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Policy and Procedure (OP) All Departments To develop, implement, review and ensure currency of the policy and

procedure suite for all Departments of Council 1(4)[1],[2] 7 – Funding (Financial) 9 – Staff culture, understanding and skill (Human Resources) 10 – Communication – external (Operational) 13 – Health and Safety Operations (Operational) 14 – project management and Delivery (Operational) 18 -Regulatory compliance – Utilities 19 – Regulatory Compliance – other (Legal and Regulatory) 21 – Quality Management (operational) 24 – Resource Allocation (Strategic) 25 – Regulatory Change (Strategic) 29 – Staff Retention (Human Resources) 1. Development 2. Implementation 3. Review 1 Jan 2015 31 Dec 2015

(14)

HEALTH & COMMUNITY SERVICES

DEPARTMENT

Executive Summary

The Health & Community Services Department seeks to

develop, manage and deliver community, public health and

tenancy management services that meet the needs of all

sectors of the community.

In 2015/16 the Department will focus on working to address

rental debt management; animal management; health and

wellbeing of staff; delivery and implementation of the new

Commonwealth Home Support Program; and creating

sustainable programs.

David Abednego

(15)

Health & Community Services

Department Projects

• Moa Horse Program (OP)

• Pest Management Strategy (OP)

• Food Awareness (OP)

• Local Laws Awareness (OP)

• Healthier Happier Workplace (OP)

• Creating Sustainable Programs (OP)

• Consumer Directed Care (OP)

• Quality Improvement Plan (OP)

• Feasibility study of Aged Care Facilities (OP)

• Feasibility study of alternative Childcare support in community

(OP)

• Indigenous Knowledge Centres (OP)

• Debt Recovery (OP)

(16)

Health & Community Services (1)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date

Moa Horse Program (OP) Environmental Health Reduce and control the population of horses. 1 (2) [3] (1) Stakeholder Misalignment (Strategic) (7) Funding (9) Staff culture, understanding and skill (Human Resources) (10) Communication – External (Operational) (13) Health and Safety – Operations (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (25) Regulatory Change (Strategic) (26) Staff retention (HR) (30) Social Responsibility (Strategic) 1. Promote community awareness and responsibility in horse management. 2. Consultation with Divisional Councillor and Community Members. Sep 2014 30 June 2016

(17)

Health & Community Services (2)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Pest

Management Strategy (OP)

Environmental Health

The Strategy will be to consolidate and identify the pest

management issues across the region, and develop individual Pest Management Plans for the communities in the Torres Strait.

2 (2) [1] (1) Stakeholder

Misalignment (Strategic) (7) Funding

(9) Staff culture, understanding and skill (Human Resources) (10) Communication – External (Operational) (13) Health and Safety – Operations (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (25) Regulatory Change (Strategic) (26) Staff retention (HR) (30) Social Responsibility (Strategic) (31) Torres Strait Treaty Visitations 1. Provide an overarching strategy document that includes the legislative requirements to manage species in the Torres Strait Region. 2. Development of individual Pest Management Plans for communities. 3. Community consultation. April 2015 June 2016

(18)

Health & Community Services (3)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Food Awareness (OP) Environmental Health Proactively increase food safety awareness in communities

1 (4) [1] (1) (Stakeholder Misalignment _(Strategic)

(7) Funding

(9) Staff culture, understanding and skill (Human Resources) (10) Communication – External (Operational)

(13) Health and Safety – Operations (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (25) Regulatory Change (Strategic) (26) Staff retention (HR) (30) Social Responsibility (Strategic) 1. Reduce the incidence of food-borne illness 2. Develop and implement in food awareness guidelines 3. Obtain accreditation for food-handling 4. Consultation with Divisional Councillor and Community Members. April 2015 Dec 2015 Local Laws Awareness (OP) Environmental Health (Authorised Persons) Community members to have a better understanding of the model Local Laws and Subordinate Local Laws 1 (4) [5] (1) (Stakeholder Misalignment (Strategic) (7) Funding

(13) Health and Safety – Operations (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (25) Regulatory Change (Strategic) (26) Staff retention (HR) (30) Social Responsibility (Strategic) 1. Consultation with Divisional Councillors and Community Members 2. Hold workshops in communities April 2015 Dec 2015

(19)

Health & Community Services (4)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Healthier Happier Workplace (OP) Health & Wellbeing

Creating a work life balance within the workplace. 2 (2) [1] 1 (4) [4] (1) (Stakeholder Misalignment (Strategic) (7) Funding

(13) Health and Safety – Operations (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation 1. Development of Program 2. Consultation with staff 3. Implementation of Program 4. Review of Program March 2015 July 2015 Creating Sustainable Programs (OP)

Health & Well Being Empowering community members to gain skills in delivering active sustainable programs 2 (2) [1] 2 (4) [2] (1) (Stakeholder Misalignment (Strategic) (7) Funding (9) Staff culture, understanding and skill (Human Resources) (10) Communication – External (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation 1. Cert III in Fitness 2. Cert IV in Fitness 3. Strait Smile 4. Referring & Coaching Clinics 19 June 2014 2 Aug 2015

(20)

Health & Community Services (5)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Consumer Directed Care (CDC) (OP)

HACC Provide consumer (client) more choice of control over the services they receive. 1 (3) [1] (1) Stakeholder Misalignment (Strategic) (7) Funding (9) Staff culture, understanding and skill (Human Resources) (10) Communication – External (Operational) (13) Health and Safety – Operations (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (25) Regulatory Change (Strategic) (26) Staff retention (HR) (30) Social Responsibility (Strategic) 1. Financial / Communication and IT Systems in place 2. Development of Policies and Procedures 3. Staff Training 4. Consumer Awareness 5. Ongoing monitoring and evaluation of the Improvement Plan for the Community Care Common Standards 6. Monthly consumer reports 7. Ongoing consumer reviews 1 July 2015 30 June 2016

(21)

Health & Community Services (6)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Quality Improvement Plan (OP) Childcare Delivery of Childcare Services 1 (3) [2] (1) Stakeholder Misalignment (Strategic) (7) Funding (9) Staff culture, understanding and skill (Human Resources) (10) Communication – External (Operational) (13) Health and Safety – Operations (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (25) Regulatory Change (Strategic) (26) Staff retention (HR) (30) Social Responsibility (Strategic 1. Ongoing monitoring and evaluation of the Quality Improvement Plan 2. Utilisation of Childcare Services 3. Compliance and budget requirements 4. Ongoing compliance with licence requirements 30 Oct 2014 30 June 2016

(22)

Health & Community Services (7)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Feasibility study of Aged Care Facilities (OP)

HACC Establish aged care facilities on

communities

1 (3) [1] (1) Stakeholder Misalignment _(Strategic)

(7) Funding

(13) Health and Safety – Operations (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (25) Regulatory Change (Strategic)

(26) Land Ownership/ Local Kastom (Legal and Regulatory) (26) Staff retention (HR) (30) Social Responsibility (Strategic) 1. Engage consultant 2. Consultation with Council/Commun ity 3. Final report to Council for Endorsement 4. Lobbying for funding. 1 July 2015 To be reviewed at the end of 30 June 2017. Feasibility study of alternative Childcare support in community (OP)

Child Care Establish alternative childcare support services

1 (3) [2] (1) Stakeholder Misalignment _(Strategic)

(7) Funding

(13) Health and Safety – Operations (Operational) (14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (25) Regulatory Change (Strategic) (26) Staff retention (HR) (30) Social Responsibility (Strategic) 1. Engage consultant 2. Consultation with Council/Commun ity 3. Final report to Council for Endorsement 4. Lobbying for funding. 1 July 2015 To be reviewed at the end of 30 June 2017.

(23)

Health & Community Services (8)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Indigenous Knowledge Centres (OP) Community Services Empower communities through new technology and learning, embrace local knowledge, culture and heritage. Share experience from a rich and dynamic indigenous world. Keeping culture strong for generations

1 (1) [2] 1 (2) [2]

(7) Funding (Financials) (9) Staff Culture, Understanding and Skill (Human Resources) (10) Communication – External Operation (20) Sabotage / Terrorism (Operational) (12) Communications & IT Information systems (13) Health & Safety Operations (Operational) . 1. Quarterly utilisation reports 2. Staff Training 3. Community Training 4. Review and monitor weekly programs. 5. Work in partnership with State Library Queensland to deliver School Holiday Programs 1 July 2015 30 June 2016

(24)

Health & Community Services (9)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Debt Recovery (OP) Housing Establishment of payment arrangement to address Council Housing Rental Debts.

1 (4) [1] (1) (Stakeholder Misalignment (Strategic) (9) Staff culture, understanding and skill (Human Resources)

(10) Communication – External (Operational)

(14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (26) Staff retention (HR) 1. Housing Staff to work with Finance and Legal to address the outstanding rental housing debts. 2. Consultation with Divisional Councillor 3. Consultation with tenants through housing workshops on communities. 4. Training for Housing Officers April 2015 30 June 2016 National Regulatory System (OP)

Housing Ensure that Council meets its obligation under the NRS to become a Social Housing Service Provider.

2 (3) [3] (1) (Stakeholder Misalignment (Strategic) (7) Funding

(9) Staff culture, understanding and skill (Human Resources)

(10) Communication – External (Operational)

(14) Project Management and Delivery (Operational) (19) Regulatory Compliance – Other (Legal and Regulatory) (24) Resource Allocation (25) Regulatory Change (Strategic) (26) Staff retention (HR) 1. Registration application. 2. Work in collaboration with Q Shelter 3. Provide updates to mayor, Councillors and CEO on registration process 1 Feb 2015 31 Dec 2015

(25)

FINANCE DEPARMENT

Executive Summary

Work commenced in the latter part of 2014/15 to identify and strengthen

Council’s debt recovery

practices. Central to this improvement practice is

Council’s commitment to engage external debt

recovery agencies to assist with timely debt recovery.

The 2015/16 year will see the Finance Department continue this focus, working collaboratively with

departmental business representatives across the organisation and with

Council’s debtors, to

establish binding payment arrangements to secure

Council’s cash-flow. This project will see the

strengthening of

Council’s financial sustainability by improving effectiveness and efficiency in the

revenue and collection stream.

Further focus on developing maturity within Council’s long-term financial planning documentation and

decision making tools will continue throughout 2015/16 to balance financial risks against the

requirements and aspirations of our communities.

Overarching these activities is our commitment to a continuous improvement culture, by supporting

and building capability and sharing methodologies and experience across our staff and throughout the

Council.

Melissa Barmettler

(26)

Finance Department Projects

• Debt Recovery (OP)

(27)

Finance Department (1)

Project Function Objective Link to

Corporate Plan Pillar(Outcome)[Go al] Project Risk

Risk No. from Risk Register 2015

Key Milestones Start Date End Date Debt Recovery (OP) Management Accounting – Debtors Management To proactively manage the financial debtors of Council through lawful, ethical and culturally sensitive approaches to the recoupment of Council debts. 1 (4)[1] 1 (4)[2] 1 (4)[3] 1 – Stakeholder Misalignment 2 – Staff attraction and retention 9 – Staff culture, understanding and skill

10 – Communication

19 – Regulatory Compliance – other (Legal & Regulatory) 21 – Quality Management – Operational – having systems policies and procedures 24 – Resource Allocation (strategic) – delivering community outcomes 1. Allocation of unapplied credits. 2. Identification of “statute barred” debts. Ie. greater than 6 years old 3. Council Report to write-off statue barred debts. 4. Assignment of Housing debts to Divisional Housing Officers to establish Payment Arrangements. 5. Assignment of Commercial debts to external debt recovery agency. April 2015 Aug 2015

(28)

Finance Department (2)

Project Function Objective Link to

Corporate Plan Pillar(Outcome)[Go al] Project Risk

Key Milestones Start Date End Date Financial Sustainability (OP) Financial Accounting Strengthen Council’s long-term financial planning and quantify the long-term requirements for services, service levels and associated costs.

Develop stronger link between Asset Management Plans and Councils budget development. 1 (4)[1] 1 (4)[2] 1 (4)[3] 3 (3)[2] 3 (3)[3] 1 – Stakeholder Misalignment 2 – Staff attraction and retention 9 – Staff culture, understanding and skill

10 – Communication

19 – Regulatory Compliance – other (Legal & Regulatory) 21 – Quality Management – Operational – having systems policies and procedures 24 – Resource Allocation (strategic) – delivering community outcomes 1. Conduct Council wide budget review 1. 2. Conduct Council wide budget review 2. 3. Prepare 2016/17 Original Budget and 10 year long term forecast. 4. Preparation of 2015/16 Financial Statements Sep 2015 Aug 2016

(29)

ENGINEERING DEPARTMENT

Executive Summary

For 2015/16, delivery of the seawalls program is a key

focus to address coastal inundation risks in targeted

communities. This is part of a longer term program of

works stretching into future years. Also, the continued

strengthening of

Council’s water, sewerage and other

engineering infrastructure coupled with staff and system

development in management and operations is expected

to provide safe and effective service delivery in our

critical healthy communities target areas.

David Baldwin

(30)

Engineering Department Projects

• Seawalls – Saibai, Boigu, Poruma (CAP)

• Regional SCADA Project (MIP5) (CAP)

• Pump Station Refurbishment/STP Upgrade (MIP5) (CAP)

• Sewer Upgrades (MIP5) (CAP)

• Water Main Replacement – Badu (MIP5) (CAP)

• Water Main Replacement – Hammond (MIP5) (CAP)

• Water Main Replacement – Iama (MIP5) (CAP)

• Water Improvements – Erub (MIP5) (CAP)

• Water Improvements – Mer (MIP5) (CAP)

• In-house Ecoli Testing (OP)

• Water Meters – Automatic Meter Reading System (CAP)

• Airstrip Line Marking (CAP)

(31)

Engineering Department (1)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Seawalls (CAP) Engineering 1. Providing a sustainable coastal protection system that reduces the likelihood of inundation and damage to community infrastructure in the six Torres Strait Communities 2. Providing employment and training opportunities to local community members; 3. Maximisation of local enterprise opportunities; and 4. Enhancement of community and environmental health. 1(4)[1] 2(4) 3(3)[1-3] 1 – Stakeholder Misalignment 2 – Staff Attraction 4 - Health & safety - travel 5 - Climate change 6 - Logistics / Supplier failure 7 - Funding 8 - Natural disaster 11 - Environmental damage

Key Milestones Start Date End Date Regional SCADA Project (MIP 5) (CAP) Water/Waste water To install SCADA/Telemetry across all divisions to allow for remote monitoring and minor control of water & sewer assets 2(1)[2] 2(1)[4] 1 – Stakeholder Misalignment 7 - Funding 12 - Communications & IT 14 - Project management & delivery 18 - Regulatory compliance - Utilities 1. Engagement of Project Manager 2. Completion of

Design & Scope 3. Engagement of Contractor 4. Completion of Regional SCADA Project 5. Completion of Defect Liability Period Jun 2014 July 2017 Pump Station Refurbishmen t/STP Upgrade (MIP5) (CAP) Wastewater To upgrade STP and pump stations to provide a safe and effective wastewater management system 2(1)[4] 1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 11 - Environmental damage 14 - Project management & delivery 18 - Regulatory compliance - Utilities 34 - Water Shortage 1. Engagement of Project Manager 2. Completion of Design and Scope 3. Awarding of Tender 4. Completion of Construction 5. Completion of Defect Liability Period Jun 2014 July 2017

(35)

Engineering Department (5)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Sewer Upgrades (MIP5) (CAP)

Wastewater To upgrade STP and pump stations to provide a safe and effective wastewater management system 2(1)[4] 1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 11 - Environmental damage 14 - Project management & delivery 18 - Regulatory compliance - Utilities 34 - Water Shortage 1. Engagement of Project Manager 2. Completion of Design and Scope 3. Awarding of Tender 4. Completion of Construction 5. Completion of Defect Liability Period Jun 2014 July 2017

(36)

Engineering Department (6)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Water Main Replacement - Badu (MIP5) (CAP)

Water To replace failing galvanised sections of Water Reticulation Main 2(1)[2] 1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 11 - Environmental damage 14 - Project management & delivery 18 - Regulatory compliance - Utilities 34 - Water Shortage 1. Engagement of Project Manager 2. Completion of Design and Scope 3. Awarding of Tender 4. Completion of Construction 5. Completion of Defect Liability Period Jun 2014 July 2017 Water Main Replacement - Hammond (MIP5) (CAP)

Water To replace failing galvanised sections of Water Reticulation Main 2(1)[2] 1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 11 - Environmental damage 14 - Project management & delivery 18 - Regulatory compliance - Utilities 34 - Water Shortage 1. Engagement of Project Manager 2. Completion of Design and Scope 3. Awarding of Tender 4. Completion of Construction 5. Completion of Defect Liability Period Jun 2014 July 2017

(37)

Engineering Department (7)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Water Main Replacement - Iama (MIP5) (CAP)

Water To replace failing and temporary water reticulation mains. 2(1)[2] 1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 11 - Environmental damage 14 - Project management & delivery 18 - Regulatory compliance - Utilities 34 - Water Shortage 1. Engagement of Project Manager 2. Completion of Design and Scope 3. Awarding of Tender 4. Completion of Construction 5. Completion of Defect Liability Period Jun 2014 July 2017 Water Improvements – Erub (MIP5) (CAP)

Water To replace failing and temporary water reticulation mains. 2(1)[2] 1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 11 - Environmental damage 14 - Project management & delivery 18 - Regulatory compliance - Utilities 34 - Water Shortage 1. Engagement of Project Manager 2. Completion of Design and Scope 3. Awarding of Tender 4. Completion of Construction 5. Completion of Defect Liability Period Jun 2014 July 2017

(38)

Engineering Department (8)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Water

Improvements - Mer

(MIP5) (CAP)

Water To undertake water leak detection in water reticulation main. To repair or replace section of water main where required. 2(1)[2] 1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 14 - Project management & delivery 18 - Regulatory compliance - Utilities 34 - Water Shortage 1. Engagement of Project Manager 2. Completion of Design and Scope 3. Awarding of Tender 4. Completion of Construction 5. Completion of Defect Liability Period Jun 2014 July 2017 In-house Ecoli Testing (OP)

Water To undertake trial of E-coli in-house testing 2(1)[2] 2 - Staff attraction 29 - Staff retention 18 - Regulatory compliance – Utilities 19 - Regulatory compliance - Other 21 - Quality management 1. Conduct Training on In-house Testing 2. Undertake Trial of in-house testing 3. Rollout Testing to include all TSIRC Water Schemes Dec 2014 July 2016

(39)

Engineering Department (9)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Water Meters – Automatic Meter Reading System (CAP) Water To provide an effective and efficient way to monitor and meter domestic and commercial water usage

2(1)[2] 7- Funding 9 - Staff culture, understanding & skill 14 - Project management & delivery 18 - Regulatory compliance - Utilities 34 - Water Shortage 1. Water Meters Installed at all communities Jun 2014 June 2017 Airstrip Line Marking (CAP)

Transport To undertake line marking at all TSIRC controlled aerodromes

2(4)[2] 7 - Funding

13 - Health & safety - operations 19 - Regulatory compliance - Other 1. Completion of line marking at all Aerodromes July 2015 June 2016

(40)

BUILDING SERVICES UNIT

Executive Summary

The Building Services Unit will continue to focus on the provision

of R&M and Capital Upgrade (including new construction)

works/services to both

Council’s social housing asset and

building infrastructure stocks in order to provide healthier

communities, enhanced wellbeing, and

improved living

standards. I seek to ensure that all fundamental services

provided by the Building Services Unit are delivered in the most

appropriate, efficient, and effective manner and that all works

meet the time-frames nominated by State and/or Federal

Government funding Departments.

Lloyd Sunderland

(41)

Building Services Unit Projects

• Upgrades to Existing Buildings (Capital Works)

(42)

Building Services Unit

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Upgrades to Existing Buildings (Capital Works) Assets To demonstrate responsible management of assets, compliance with regulatory requirements and to carry out upgrades and/or new

constructions within the terms and conditions specified in the contracts. 2, (3), (.1) (.3) & (.4) 1 – Stakeholder Misalignment (Strategic) 6 – Logistics/Supplier Failure (Operational) 7 -Funding (Financial) 13 – Health & Safety Operations (Operational) 14 – Project

Management & Delivery (Operational)

18 – Regulatory Compliance – utilities (Legal & Regulatory) 1. Quoting and tendering within Gov’t timeframes. 2. Complete works within timeframes. 3. Raise invoices in as soon as works are completed. July 2015 June 2016 Repairs & Maintenance to Existing Buildings (Recoverable Works) Assets To demonstrate responsible management, service delivery, and effective completion of Responsive Works within times nominated in BAS Responsive R&M Contract. To effect responsible outcomes to Internal Works as directed by DMs. 2, (3), (.1) (.3) & (.4) 1 – Stakeholder Misalignment (Strategic) 6 – Logistics/Supplier Failure (Operational) 7 -Funding (Financial)

13 – Health & Safety Operations (Operational) 14 – Project Management & Delivery (Operational) 18 – Regulatory Compliance – utilities (Legal & Regulatory)

1. Receive, allocate, and program works within nominated BAS Contract timeframes. 2. Complete Internal works as soon as practically possible. 3. Price and bill

the works within 48 hours of completion. July 2015 June 2016

(43)

CORPORATE SERVICES

DEPARTMENT

Executive Summary

2015/16 promises to be an exciting year for the Department of Corporate

Services. Focus shall be upon consolidation with

‘back-to-basics’ approach. I

seek to ensure that the fundamental charter of Corporate Services is delivered

efficiently and effectively with a ‘no frills’ approach.

This shall include going to market on key local government contracts to satisfy

sound contracting principles, strengthening

Council’s legal compliance-base and

risk management practices, resourcing land management capability for key

upcoming regional projects, improving Asset Management strategy, introducing

new sustainability measures, implementing and improving Safety Management

Systems, upgrading Information Systems for greater user experience and

productivity, developing and implementing a fresh approach and clearly

documented Human Resource System, Transitional Action Planning and

increased training for staff in key deliverables.

Chris McLaughlin

(44)

Corporate Services Department Projects

Division Projects

Executive Insurance Tender (OP)

Draper Street Office Review (OP) Legal Services Freehold Pilot (OP)

Subordinate Local Law 4 Review (OP) Land Transfers (OP)

Asset Management Asset Management Plan (OP) Asset Register (OP)

Sustainability Matrix (OP) Fire Safety (OP)

RCD Testing (OP)

Air-conditioning Servicing (OP) Business Risk (OP)

Asbestos Containment Works (CAP) Information Services TechOne Integration (OP)

IT Asset Refresh (OP) Procurement & Fleet Contract Manual (OP)

Mechanical Services Tender (OP)

Fleet and Plant Replacements Various (CAP) Organisational Development HR Framework (OP)

WHS Framework (OP) Corporate Training (OP) Staff Satisfaction Surveys (OP)

Data Cleansing and Maintenance of the Human Resources Information System (Tech One) (OP)r

Transitional Action Plan (OP Corporate Uniform (OP)

(45)

Corporate Services: Executive (1)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Insurance Tender (OP) Corporate Services Department To test to market on Council’s insurance policies to ensure value for money and appropriateness of coverage

1(4)[1],[3] 3 – Litigation (Legacy

Claims) (Legal and Regulatory) 7 – Funding (Financial) 8 – Natural Disaster (External Events) 10 – Communication – External (Operational) 11- Environmental Damage (Operational)

13- Health and Safety Operations (Operational) 14 – Project Management and Delivery (Operational) 17 – Theft and Fraud (Operational) 19 – Regulatory

Compliance - Other (Legal and Regulatory) 20 – Sabotage and/or Terrorism (Operational) 23 – Safe Communities (Operational) 28/31 – Asset Management (Operational/ Strategic) 1. Preparation 2. Tender 3. Assessment 4. Award 1 July 2015 30 June 2016

(46)

Corporate Services: Executive (2)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones Start Date End Date Draper Street Office Review (OP) Corporate Services Department To review value of the Draper Street Office/ Store prior to expiry of the lease in September 2015 [Links to Transitional Action Plan Project] 1(2)-[4] 1(4)[2],[6] 3(2)[3],[4] 1 – Stakeholder Misalignment 2 – Staff Attraction (Human Resources)

4 Loss of Critical Staff (Operational)

6 – Logistics/ Supplier Failure (Operational)

7 – Funding (Financial) 9 – Staff culture, understanding and skill (Human Resources) 10 – Communication – External (Operational) 12 – Communications and IT (Information Systems) 14 – Project Management & Delivery (Operational) 15 – Breakdown of Plant and Equipment (Operational) 19- Regulatory Compliance – Other (Legal and Regulatory) 21 – Quality Management (Operational)

24 – Resource Allocation (Strategic)

26 – land ownership / local kastom (legal and Regulatory) 29 – Staff retention (Human Resources) 1. Review 2. Assessment 3. Recommendation 4. Decision 1 Jan 2015 31 Aug 2015

(47)

Corporate Services:

Legal Services (1)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones

Start Date End Date

TechOne Integration (Phase 1) (OP)

IT Improve integration and functionality of

enterprise system within current TSIRC operations 1(4)[2] 1-Stakeholder Misalignment 21-Quality Management (Operational) 27-Data Management (Operational) NS-Lack of Staff Availability 1. Develop communication strategy with key personnel 2. Functional review of modules of concern 3. Identify areas requiring better integration 4. Investigate under or un-utilised functionality 5. Analysis of functional practices and procedures 6. Integration of work practises into Tech One 7. Planning for following phases 1 July 2015 30 June 2016

(59)

Corporate Services:

Information Technology & Records (2)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones

IT Asset Refresh (OP)

IT Provide consistent, current and appropriate Information Technology Assets across all TSIRC offices 1(4)[2],[3] 6-Logistics/Supplier Failure 7-Funding (Financial) 1. Audit IT Assets 2. Integration of

data into Asset Management system 3. Develop plan

for asset rollout 4. Begin refresh of identified IT assets 1 July 2015 30 June 2016

(60)

Corporate Services:

Procurement & Fleet (1)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones

Start

Date

Transitional Action Plan (OP) Organisational Development To develop a Transitional Action Plan to assess variability of transferring eligible positions from regional centers (e.g. Cairns) to the electorate. 1(2)[4] 1(4)[2],[6] 3(2)[3],[4] 1 – Stakeholder Misalignment 2 – Staff Attraction (Human Resources) 4 Loss of Critical Staff (Operational) 6 – Logistics/ Supplier Failure (Operational) 7 – Funding (Financial) 9 – Staff culture, understanding and skill (Human Resources) 10 – Communication – External (Operational) 12 – Communications and IT (Information Systems) 14 – Project Management & Delivery (Operational) 15 – Breakdown of Plant and Equipment (Operational) 19- Regulatory Compliance – Other (Legal and Regulatory) 21 – Quality Management (Operational)

24 – Resource Allocation (Strategic)

26 – land ownership / local kastom (legal and Regulatory) 29 – Staff retention (Human Resources) 1. Research 2. Development 3. Endorsement ongoing 30 June 2016

(69)

Corporate Services:

Organisational Development (7)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Key Milestones

Corporate Uniform (OP) Organisational Development Develop a new-design Corporate uniform for staff, including ordering and re-ordering. 1(4)[4] 7 – Funding (Financial) 1. Research 2. Development 3. Budget 4. Endorsement 5. Implementation 1 March 2015 31 Dec 2015

Annual Operational Plan

Contents

• Finance Department

Healthy and well communities

In addition to Council adopting a five-year

question, and how it will seek to manage

enable concise, accurate and meaningful

service delivery, including controls implemented to

in order to maximise prospects of Project success.

advocating for regional and community development. Various

• Ugar Community Hall (CAP)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Office of the CEO (2)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Office of the CEO (3)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Office of the CEO (4)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Office of the CEO (5)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

HEALTH & COMMUNITY SERVICES

rental debt management; animal management; health and

• Local Laws Awareness (OP)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Health & Community Services (2)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Health & Community Services (3)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Health & Community Services (4)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Health & Community Services (5)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Health & Community Services (6)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Health & Community Services (7)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Health & Community Services (8)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Health & Community Services (9)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

FINANCE DEPARMENT

departmental business representatives across the organisation and with

decision making tools will continue throughout 2015/16 to balance financial risks against the

• Debt Recovery (OP)

Project Function Objective Link to

Finance Department (2)

Project Function Objective Link to

ENGINEERING DEPARTMENT

engineering infrastructure coupled with staff and system

• Sewer Upgrades (MIP5) (CAP)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Engineering Department (2)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Engineering Department (3)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Engineering Department (4)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Engineering Department (5)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Engineering Department (6)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Engineering Department (7)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Engineering Department (8)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Engineering Department (9)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

BUILDING SERVICES UNIT

improved living

Government funding Departments.

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

CORPORATE SERVICES

This shall include going to market on key local government contracts to satisfy

Systems, upgrading Information Systems for greater user experience and

Division Projects

Corporate Services: Executive (1)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Corporate Services: Executive (2)

Project Function Objective Link to Corporate Plan Pillar(Outcome)[Goal] Project Risk

Corporate Services: