2017 – 2018 Annual Operational Plan · Annual Operational Plan link to Five-Year Corporate Plan...

2017 – 2018

Annual Operational Plan

Contents

• From the Chief Executive Officer• What is an Annual Operational Plan?• Annual Operational Plan link to Five-Year Corporate

Plan 2014–2019• Annual Operational Plan link to Annual Risk Register• Office of the CEO• Housing Services Department• Department of Corporate Services • Department of Financial Services• Department of Engineering Services• Department of Health and Community Services

From the Chief Executive Officer‘Sustainable operations’. 2017/18 will be a year of renewed focus on achieving mid to long-termsustainability as a remote Indigenous Local Government. Council is proud yet again to be building upon itsfiscal governance achievements of recent years in budgeting in 2017/18, to post yet another budget surplus(excluding depreciation). In the context of reduced operational funding in 2016/17 and again in 2017/18, aforecasted budget surplus will mean tightening our belts further and doing more with less. This will beachieved via greater organisational efficiency, greater reliance on automation via technology, demonstratingvalue for money in our contracting, and fostering good corporate culture and empowering staff performance,in order to drive down our expenditure, whilst focusing on reducing our debtors’ ledger and seeking out newand sustainable own-source revenue streams.

‘A time to capitalise’. Due to landmark grants for capital investment announced for repairs and maintenancefor 2017/18, a substantial focus across all asset classes shall be meticulous management of theseinfrastructure projects in order to curtail our significant unfunded capital depreciation. This will go a long wayto ensuring essential community infrastructure will remain operable. Large infrastructure projects such as theSaibai Island and Boigu Island Seawalls projects, will be completed, whilst Council continues to lobbyGovernment to attract further essential coastal inundation investment.

Chris McLaughlinActing Chief Executive Officer

What is an Annual Operational Plan?

In addition to Council adopting a five-yearCorporate Plan, it must also adopt an AOPat budget adoption, consistent with theapproved Council budget, stating howCouncil will progress the implementation ofthe five-year Corporate Plan on a Project byProject basis during the financial year inquestion, and how it will seek to manageoperational risk in each of those Projects.

Annual Operational Plan link to Five-Year Corporate Plan 2014–2019

The AOP is framed around stand-alonemeasurable Projects which link directly tothe five-year Corporate Plan objectives.Each Project has measurable milestones toenable concise, accurate and meaningfulquarterly statutory reporting to Council onprogress. In many cases, Projects deliveredby various Departments link to multipleCorporate Plan objectives.

Annual Operational Plan link to Annual Risk Register

Council adopts an Annual Risk Register, identifyingall operational risks which have potential to affectservice delivery, including controls implemented tominimise such risks, effectiveness of controls andnet risk. Council’s AOP Projects link directly to theAnnual Risk Register to assist management inidentifying up-front, all potential risks associated witheach Project, and controls available to minimise riskin order to maximise prospects of Project success.Linkages to the Annual Risk Register ensureeffective management of operational risk in the AOP.

OFFICE OF THE CEO

Executive SummaryCapitalising upon the learnings gained from the 2016/17stakeholder/community and staff surveys, Council will begin to setdefined service levels expected of Local Government in the context ofbudgetary constraints, redefine its strategic plans accordingly, andadvocate for necessary assistance, financial or otherwise, to meetthose service levels. Effective stakeholder engagement will be thehallmark of 2017/18.

Chris McLaughlinActing Chief Executive Officer

Office of the CEO Projects

• Governance (OP)• Stakeholder engagement (OP)• One Boat(OP)• Sustainability(OP)• Transitional Action Plan (OP)• Debt Recovery (OP)• Cultural Awareness Package (OP)

Office of the CEO (1)Project Function Objective Link to

Corporate Plan

Pillar(Outcome)[Goal]

Project Risk

Risk No. from Risk Register 2016

Key Milestones Start Date

End Date Budget

Governance (OP)

Audit Independent and objective audit review of Council operations

1(4)[1],[2] 7 Funding17 Theft and Fraud19 Regulatory Compliance -Other

1. Annual Internal Audit Plan completed

2. Quarterly Audit Committee meetings

3. External Audit review completed with no high risk issues reported

1 Jul 2017 30 Jun 2018 $195,510

Stakeholder engagement (OP)

Community Engagement and Advocacy

Effective stakeholder relationships

1(1)[4] 1 Stakeholder misalignment7 Funding10 Communication External24 Resource Allocation30 Social Responsibility

1. Media releases2. Quarterly Strait Talk Newsletter3. Annual Report4. Website5. Facebook page6. Community meetings7. Community events8. Engagement Framework +

Strategy implementation

July 2017July 2017Aug 2017July 2017July 2017July 2017July 2017July 2017

Jun 2018Jun 2018Jun 2018Dec 2018Jun 2018Jun 2018Jun 2018Jun 2018

$460,013

One Boat (OP)

CEO

Community Engagement and Advocacy

Advocate for Regional Development and Governance Reform (“One Boat”)

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

1 Stakeholder misalignment7 Funding10 Communication External14 Project management24 Resource Allocation30 Social Responsibility

1. Supporting Council during Alliance meetings and deputations

1 Jul 2017 30 Jun 2018 $50,000


Corporate Plan


Project Risk


Key Milestones Start Date End Date

Budget

Sustainability (OP)

CEO

EMFS

Implementation of Sustainability Improvement Plan

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

1 Stakeholder misalignment7 Funding9 Organisational Culture10 Communication External11 Environmental Damage14 Project management21 QualityManagement22 Land Use Planning24 Resource Allocation25 Regulatory Change26 Land Ownership /Local Customs28 Asset Management29 Staff Retention30 Social Responsibility31 Torres Strait Visitations

1. Implementation of milestones endorsed by Council in the Sustainability Improvement Plan16/17 within timeframes prescribed (if any).

1 July 2017 30 June 2018

included within ordinary operational funds


Corporate Plan


Project Risk



End Date Budget

TransitionalAction Plan(OP)

CEO To develop a TransitionalAction Plan (TAP) to realise a vast majority of Council’s workforce as based within its electorate, including its head-office operations.

1(2)[4]1(4)[2],[6]3(2)[3],[4]

1 – Stakeholder Misalignment2 – 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 custom (legal and Regulatory)29 – Staff retention (Human Resources)

1. Monthly TAP Implementation reports to Council’s satisfaction throughout implementation of TAP

2. Satisfaction of TAP milestones per timeframes provided (if any)

Ongoing

Ongoing

Ongoing

Ongoing

Includedwithin ordinary operational funds

$50,000


Corporate Plan


Project Risk


Key Milestones Start Date End Date Budget

Debt Recovery (OP)

Housing Establishment of payment arrangementto 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

5. Enforcement processes implemented for breach (incl. eviction)

Ongoing ongoing Included within ordinary operational funds


Corporate Plan


Project Risk



Cultural Awareness Package (OP)

Advocacy/ HR

To develop an in-house cultural awareness package for new staff and contractors.

1 (1) – (4). 1 Stakeholder misalignment7 Funding10 Communication External24 Resource Allocation30 Social Responsibility

1. Develop CAP2. Council

endorsement3. Training

commences

1 Jul 171 Jan 1831 Mar 18

31 Dec 1731 Mar 18ongoing

$25,000

HEALTH & COMMUNITY SERVICES DEPARTMENT

Executive Summary

Health and Community Services Department will continue to develop, manage and deliver a broad range ofCommunity and Public Health Services program in 2017/2018, and continue to work in collaboration withrelevant key stakeholders.

Key focus for the Health and Community Services Department is the delivery of programs such as AnimalManagement, Food Safety and Licensing Program, Home and Community Care Services, andimplementation of the Aged Care Reform (Commonwealth Home Support Programme); and also continue tooperate and deliver high quality Childcare Services ; sustainable Health and Wellbeing Programs, and alsothe delivery of new technology, literacy and learning programs to empower our communities through theIndigenous Knowledge Centre's.

Ongoing community and staff engagement is vital to the successful development and implementation ofHealth and Community Services programs in communities.

David AbednegoExecutive Manager Community Services

Health & Community Services Department 17/18 Operational Plan

Projects• Public Health Program (OP)• Creating Sustainable Programs (OP)• Indigenous Knowledge Centres (OP)• Community and Home Support (OP) • Commonwealth Home Support Programme (OP)• Outer Island Community Care Service (OP)• Community Support Program (OP)• Long Day Care (Aboriginal and Torres Strait Islander)(OP)• Feasibility study of alternative Childcare support in community

(OP)• Long Day Care (OP)• Aragun Childcare Centre (CAP)

Health & Community Services (1)Project Function Objective Link to

Corporate PlanPillar(Outcome)[Goal]

Project RiskRisk No. from Risk Register 2016


End Date

Budget

PublicHealth Program (OP)

Environment andHealth

Deliver an Environmental Health Program to all Divisions of Council

1 (2) [3] 1 (4) [2]1 (4) [5]2 (1) [1]2 (1) [3]2 (2) [1]2 (2) [3]2 (2) [4]

(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)(30) Social Responsibility (Strategic)

1. Food Safety- Awareness- Community education

and Awareness- Licencing Program – Stage

1 – Commercial premises- Stage 2 – Community

licences2. Assist Engineering with Education and Awareness on Water Sanitation, Waste Management and Sewerage.

3. Mosquito - Inspection, Education, Awareness, Control

Activities- Assist the Dengue Action

Response Team (DART)

- Implement Mosquito Management Plan

4. Implement Biosecurity Plan and Strategy

5. Animal Management- Domestic Animal

Compliance - Feral Dog Program –

Iama;Badu’Mer;Saibai- Feral Cat Program –

Erub;Poruma;Warraber- Cert IV Animal Control and

Regulation

6. Veterinary Services

7. Compliance and Enforcement Program

1 July 2017

1 July 2017

1 Mar 2018

Ongoing

Ongoing

1 July2017

1 July 2017

Nov 2017April 2018

30 June2018

30 Dec 2017

30 June 2019

Ongoing

Ongoing

Oct 2017

Nov 2017

April 2018

$1.6million


Corporate Plan


Project Risk



End Date

Budget

Creating Sustainable Programs (OP)

Health and Wellbeing Program

Empowering community capacity building to community members to gain skills in delivering active sustainable programs

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

(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. Seek funding to employment of up to 1 FTE .

2. Support Community development of .volunteers to create sustainable programs through Sporting and Recreation Clubs Create sustainable Health & Wellbeing Program

3. Increase in hours of HLO to 6 hours per week - to deliver After School Activities in communities.

1/7/17

1/7/17

31/10/18

31/10/17

$280,000(Dept of Prime Minister and Cabinet)

$110,000(TSYRSA)


Corporate PlanPillar(Outcome)[Goal]

Project Risk



End Date Budget

IndigenousKnowledge Centres (OP)

Health & WellBeing Program

Empower communities through newtechnology and learning, embrace local knowledge, culture and heritage through use of IKCs

1 (2) [1]1 (2) [2]1 (2) [3]1 (2) [4]1 (2) [5]

(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. Review and sign 2017/2018 SLA

2. Employment of Staff –24hrs MSAO

3. Purchase of Library Materials by Council that reflect local interests and community needs as detailed in the definitions of Library Materials

4. purchase of Library Materials by Council that reflect local interests and community needs as detailed in the definitions of Library Materials

5. delivery of public programming and/or promotional and membership initiatives to increase usage of the IKCs

6. Delivery and implementation of Ideas Box (mobile Library) in communities that do not have IKCs.

1/7/17 30/6/18

$170,000

$18,476

$9,238

$6,000

$44,700

Health & Community Services (4)Project Functi

onObjective Link to

Corporate Plan


Project Risk


Activity Key Milestones Start Date

End Date

Budget

Community and Home Support (OP)

HACC 1.Provide highquality support, ata low intensity ona short-term oron-going basis, orhigher intensityservices deliveredon a short termepisodic basis tofrail older people(65 years andover or 50 yearsand over forAboriginal andTorres StraitIslander people)to maximise theirindependence athome and in thecommunity for aslong as theychoose or areable to do so.

2. Support frailolder peoplethrough thedelivery ofplanned respiteactivities whichallow carers totake a break fromtheir usual caringresponsibilities..

1 (3) [1]1 (4) [2]1 (4) [5]

(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. FlexibleRespite.

2. Allied HealthandTherapy

Services.

3. DomesticAssistance.

4. PersonalCare.

5. SocialSupport.

6. HomeModifications.

7. Goods,Equipmentand AssistiveTechnology.

8. Other FoodServices.

9. Transport

1.Number of clients assisted.

2.Number of events / service instances delivered.

3.Percentage of participants from priority target groups/communities

4.Percentage of clients achieving improved. independence, participation and well-being.

5.Percentage of clients achieving individual goals related to independence, participation and well-being.

1/11/15 30/6/18 $1M

Health & Community Services (5)Project Functi

onObjective Link to

Corporate Plan


Project Risk


Activity Key Milestones Start Date

End Date

Budget

CommonwealthHome Support Programme(OP)

HACC 1.Provide highquality support, ata low intensity ona short-term oron-going basis, orhigher intensityservices deliveredon a short termepisodic basis tofrail older people(65 years andover or 50 yearsand over forAboriginal andTorres StraitIslander people)to maximise theirindependence athome and in thecommunity for aslong as theychoose or areable to do so.

2. Support frailolder peoplethrough thedelivery ofplanned respiteactivities whichallow carers totake a break fromtheir usual caringresponsibilities..

1 (3) [1]1 (4) [2]1 (4) [5]


1. FlexibleRespite.

2. Allied HealthandTherapy

Services.

3. DomesticAssistance.

4. PersonalCare.

5. SocialSupport.

6. HomeModifications.

7. Goods,Equipmentand AssistiveTechnology.

8. Other FoodServices.

9. Transport





5.Percentage of clients achieving individual goals related to independence, participation and well-being.

27/2/2017 Ongoing Funding subject toreferrals from My Aged Care for Home Care Packages based on client needs.


Corporate Plan


Project Risk


Activity Key Milestones Start Date End Date Budget

Outer Island Community Care Service(OP)

HACC Provision of Community Care Services for people under 65 years of age and for Aboriginal and Torres Strait Islander people under 50 years of age.

1 (3) [1]1 (4) [2]1 (4) [5]

(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.Domestic Assistance

2.Personal Care3.Social Support4.Respite Care5.Other Food

Services6.Client Care

Coordination7.Case

Management 8.Allied Health

Care (received at home or centre)\

9.Centre Based Day Care

10. Home Modification

11. Goods and Equipment

12. Transport 13. Information,

Education and

Training





5.Percentage of clients achieving individual goals related to independence, participation and well-being

1/7/2017 30/6/2019 $37K


Corporate Plan


Project Risk



Community SupportProgramme(OP)

Child Care

Budget BasedFundedFlexible/.InnovativeChild CareService - BaduIsland.

Budget BasedFunded AfterSchool CareService -HammondIsland.

1 (3) [2]1 (4) [5]2 (2) [1]2 (2) [6]

(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) Land Ownership/ Local Kastom (Legal and Regulatory)(26) Staff retention (HR)(30) Social Responsibility (Strategic)

1. Quality Improvement Plan (QIP).

2. Compliance and Operation Report.

3. Financial Report.

4. Desk Top Monitoring.

5. Utilisation Report.

6. Consultation and implementation of Child Care Subsidy (CCS).

1/7/2017 30/6/2018 $795K

$172K

Health & Community Services (8)Project Functio

nObjective Link to

Corporate Plan


Project Risk


KeyMilestones

Start Date End Date Budget

Long Day Care (Aboriginal and Torres StraitIslander)(OP)

Child Care

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.

1 (3) [2]1 (4) [5]2 (2) [1]2 (2) [6]


1. Number of operational weeks as an Early Childhood and Care Service during the reporting period.

2. Financial Accountability Reports.

3. Performance Report (6 monthly and annual)

1/7/2017 31/12/2019 $67K


Corporate Plan


Project Risk



Feasibilitystudy of alternative Childcare support in community (OP)

Child Care

Establishment of alternative Child Care Support Services on communities

1 (3) [2]1 (4) [5]


1. Communityconsultation.

2. Final Report to Council for Endorsement

3. Lobby for Funding

1 July 2015

30 June 2017

12 Oct 2017

Nov 2017

$26K(council own source funds)


Corporate Plan


Project Risk



Long Day Care

Child Care

Establish as approved long day care service for 20 places for children aged between birth and school age in compliance with the Education and Care Services Act 2013.

1 (3) [2]1 (4) [5]2 (2) [1]2 (2) [6]


1. Adoption of two tier pricing for 0 – 3 year olds (more care centred) v 3 year olds to school age (more education centred).

2. Recruitment.3. Community

consultation.4. Enrolments,

parent CCB registrations and interviews.

5. Development of Educational Programs and routines.

6. Commencement of service operations.

7. Service monitoring inspection.

30 Oct 2015 30 Nov 2017 (Start Up Costs to be funded by Council Own Source Funding for first 6-12 months of operations)Resolution passes at May OM.

Health & Community Services (11)Project Functio

nObjective Link to

Corporate Plan


Project Risk



Aragun Childcare Upgrade(CAP)

Child Care

Ensure a safeenvironmentfor thechildren.

1 (3) [2]1 (4) [5]1 (4) [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)(30) Social Responsibility (Strategic)

1. Construction of permanent shade structure over walkway at Badu Childcare Centre.

1 July 2016 30 November 2017

$95,200(Funding from AustralianGovernment DET CapitalWorks)

FINANCE SERVICES DEPARMENT

Executive SummaryFinancial Services will continue to focus on building Council’s internal financial reporting and modellingcapabilities. The development of real time financial dashboards accessible snapshot information willbecome available to decision makers. This will enhance the visibility and provide greaterunderstanding of Councils operations with a focus on the long term impacts of todays decisions onCouncil’s future sustainability.

Continued concentration will remain with Council’s debt recovery as a focus area to assist withimproving sustainability over the long term. Particular focus will be in the area of Housing collectionand modelling the financial implications of structural changes within the Housing portfolio.

Overarching these activities is our commitment to build not only financial capacity but capacity withinour people through knowledge sharing and transparency of financial data.

Melissa BarmettlerExecutive Manager Financial Services

17/18 Finance Department Operational Plan Projects

1. Dashboard and Traffic Light Reporting (OP)

2. Direct Debit Facility (OP)

3. Grants Database Alerts (OP)

4. Debt Recovery (OP)

5. Financial Sustainability and Planning (OP)

6. Divestment of Community/Trust Funds (OP)

Finance Department (1)

Project Function Objective Link to Corporate Plan


Project Risk



Dashboard and Traffic Light Reporting

Systems Accounting

Investigate options for development of Dashboardsand Traffic Lights for each Executive.

1 (2)[1]1 (4)[4]1 (4)[5]

1 – StakeholderMisalignment

2 – Staff attraction and retention

9 – Staff culture, understanding and skill

10 – Communication

21 – Quality Management –Operational – having systems policies and procedures

1. Gather reporting requirements from Executives

2. Document options and perform cost benefit analysis

July 2017 Jun 2018 Existing staff costs




Project Risk



TechOne Direct DebitFacility

Systems Accounting

Implementation of Direct Debits in TechOne

1 (2)[1]1 (4)[4]1 (4)[5]






1. Design and Configuration

2. Training and Implementation

July 2017 Jun 2018 Existing staff costs plus $10k for TechOne consultingand licensing




Project Risk



End Date

Budget

Grants Database Alerts (OP)

Systems Accounting

Configure Milestone Alerts in ContractManagement module

1 – Stakeholder Misalignment





1. Gather reporting requirements from stakeholders

2. Identify and test solutions

3. Provide recommendations to Executive Manager

4. Configure Alerts in TechOne

5. Training & Go-live

July 2017

June 2018

Existing staff costs plus $5k for TechOne consultants




Project Risk



End Date

Budget

Debt Recovery(OP)

Management Accounting –DebtorsManagement

To proactively manage the financialdebtors of Council through lawful, ethical and culturally sensitive approaches to the recoupment of Council debts.

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


2 – Staff attraction andRetention

9 – Staff culture,understanding and skill


19 – Regulatory Compliance– other (Legal & Regulatory)

21 – Quality Management –Operational – havingsystems policies andProcedures

24 – Resource Allocation(strategic) – deliveringcommunity outcomes

1. Allocation ofunapplied credits to debtor accounts or transfer to Public Trustee for funds not identifiable and all avenues of identification exhausted.

2. Identification and write-off of “statute barred” debts. Ie. greater than 6 years old

3. Assignment of Housing debts to Divisional Housing Officers to establish Payment Arrangements.

4. Assignment of Commercial debts to external debt recovery agency.

Jul 2017 June 2018

Existing staff costs and associated legal fees budgeted within Corporate Services.




Project Risk



End Date

Budget

FinancialSustainability & Planning (OP)

FinancialAccounting

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 ManagementPlans and Councils budget development.

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





19 – Regulatory Compliance – other (Legal & Regulatory)


24 – Resource Allocation (strategic) – delivering community outcomes

1. Preparation of 2016/17 Financial Statements

2. Conduct Council wide budget review to re-assess 17/18 original budget estimates and projections

3. Prepare 2018/19 Original Budget and 10 year long term forecast including scenario/sensitivity testing of budget assumptions. Ie. housing collection rates, level of funded maintenance costs etc.

Jul 2017 Jun 2018

Existing staff costs plus $210k for external audit costs




Project Risk



Divestment of Community Funds/Trust Funds (OP)

Financial Accounting

Identifycommunity entities suitably resourced to manage community funds/trust funds currently held by Council

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




1. Advertise EOI in community and/or work with individual Councillors to identify custodians of community funds

2. Divest funds to entities approved or custodians identified

July 2017 June 2018 Existing staff and resources

ENGINEERING DEPARTMENTExecutive Summary

A key focus for Engineering Services over the 2017/18 year will be the delivery of a significantbody of capital works, encompassing critical services such as water and wastewater, andtransport.

This year will see the continuation of the seawalls project and other programs to addressclimate and coastal induced impacts.

Engineering Services is committed to continuous improvement and development of theengineering team and its capacity, and efficient delivery of services, through teamwork andcapacity building.

David BaldwinExecutive Manager Engineering Services

Engineering Department Projects• Seawalls - Boigu• Works for Queensland (W4Q)

– Hammond Water Main replacement– Iama STP Fence– Boigu STP Fence– Boigu Sewerage Treatment Operators Building– Kubin lagoon fence and liner renewal– Ugar Sewerage Treatment Plant Electrical Works– Warraber Final Eluent Manifold renewal– Mabuiag Media filter vessel– St Pauls Well 1 and Kubin Twin Springs renewal– Supply and install 2 new pumps for Well 1 at Badu– Renewal guttering at the Erub WTP– Mer STP Maintenance Works– Iama STP Maintenance works– Enviroflow Plant blowers (Boigu, Iama, Mer & Saibai)

Engineering Department Projects

• Water (MIP6)– Replacement of Water Storage compound protection for lagoons – Saibai,

Warraber, Dauan– Water Lagoon cover repair/replacement – Saibai, Erub, Mer and Ugar– Water Pump Station Refurbishment, upgrade of infiltration galleries and supply

mains replacements - Dauan

• Wastewater (MIP6)– Sewerage Pump Station Refurbishment – Erub– Renewal and upgrade of Sewerage Treatment Plant - Saibai– Sewerage Pump Station Refurbishment and Sewerage Treatment Plant Upgrade

– Boigu– Solar powered Aerators – Badu, Kubin and St Pauls– Sewerage Pump Station Refurbishment – Kubin and St Pauls– Sewerage Treatment Plant Refurbishment - Erub

Engineering Department Projects• Sewer Electrical Works & Mixer Renewal (Boigu, Saibai & Mabuiag) Indigenous

Local Govt Sustainability Program (ILGSP)• Mer Lagoon Pumps, Filtration and Dosing Indigenous Local Govt Sustainability

Program (ILGSP)• Iama Drainage Upgrade (TSIRC)• Ugar Safe Access Environmental Study Options (TSRA)• Ugar Safe Access Helipad Upgrade (TSRA)• Marine Public Infrastructure – Hammond Wharf (TSRA,TIDS, TRANSLINK)• Sustainable Water and Wastewater Management Project (TSRA)• Erub Water Infrastructure Mogor Well (BoR)• Boigu Lagoon Decommission• Saibai Airport Waiting Shed and Toilets (BoR)• Poruma Airport Waiting Shed (BoR)• Saibai Water Reservoir Tank Replacement (TSRA, TSIRC)• Saibai Lagoon Pumps Switchboard Replacement and Upgrade (TSRA, TSIRC)

Engineering Department (1)Project Function Objective Link to

Corporate Plan


Project Risk



End Date Budget

Seawalls(CAP)

Engineering 1. Providing a sustainable coastal protection system that reduces the likelihood of inundation and damage to community infrastructure in the 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 Misalignment2 – Staff Attraction4 - Health & safety -travel5 - Climate change 6 - Logistics / Supplier failure 7 - Funding 8 - Natural disaster 11 - Environmental damage 13 - Health & safety -operations14 - Project management & delivery 15 - Breakdown of plant and equipment 26 - Land Ownership / Local Customs

(Boigu)

1. 100 % completed. Scope of work to be completed dependent on available budget post Saibai seawalls completion.

Aug 2014

30 Nov 2017

$26,200,000 (all seawalls)

Boigu Budget - TBC

Engineering Department (2)Project Function Objectiv

eLink to Corporate Plan


Project Risk



Hammond Water Main Replacement (W4Q) (CAP)

Water Replace problematic section of water mains

2(1)[2]2(1)[4]

1 – Stakeholder Misalignment 7 - Funding 12 - Communications & IT 14 - Project management & delivery18 - Regulatory compliance –Utilities34 - Water Shortage

1. Specify / cost works.

2. Engage Engineering Civil Crew.

3. Completion of Works.

March 2017 Nov 2017 $200,000

Iama STP Fence Repair (W4Q) (CAP)

Wastewater

Repair fence integrity

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

Stakeholder Misalignment 7 - Funding 12 - Communications & IT 14 - Project management & delivery18 - Regulatory compliance –Utilities

1. Pricing of Works.

2. Engage BSU to Complete Works

3. Completion of Works

March 2017 Nov 2017 $50,000


Corporate Plan


Project Risk



End Date

Budget

Boigu STP Fence Repair (W4Q)(CAP)

Wastewater Repair fence integrity

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

1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 11 - Environmental damage 14 - Project management & delivery 18 - Regulatory compliance - Utilities




March 2017

Nov 2017

$40,000

Boigu STP Operators Building (W4Q) (CAP)

Wastewater Repair leaking and damaged building and improve operators workspace.

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





March 2017

Nov 2017

$40,000

Engineering Department (4)Project Functio

nObjective Link to

Corporate Plan


Project Risk



End Date Budget

Kubin Lagoon Fence Liner Renewal (W4Q) (CAP)

Water Restore fence integrity and restore lagoon liner integrity

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

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


2. Engage BSU to Complete Fencing Works

3. Engage Contractor to Complete Lagoon Repair Works


March 2017

Nov 2017 $60,000

Ugar Electrical Maintenance Works (W4Q) (CAP)

Water Replace failed conductivity meters and flow meters

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



2. Engage Contractor to Complete Works


March 2017

Nov 2017 $50,000

Engineering Department (5)Project Funct

ionObjective Link to

Corporate Plan


Project Risk



Warraber finalEluent Manifold renewal (W4Q) (CAP)

Water & Wastewater

Renewal of final effluentmanifold to ensure STP effluent & desal brine is effectively pumped to sea

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





March 2017

Nov 2017 $30,000

Mabuaig Media filter vessel (W4Q) (CAP)

Water Replacement of ruptured media filter at MabuiagWTP

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





March 2017

Nov 2017 $20,000

Engineering Department (6)Project Funct

ionObjective Link to

Corporate Plan


Project Risk



Budget

St Pauls Well 1 & Kubin Twin spring refurbishment (W4Q) (CAP)

Water Replace missing and failed pipework and fitting at Kubinand St PaulsWells so that they can be operated

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





March 2017 Nov 2017

$20,000

Supply and install 2 new pumps for Well1 at Badu(W4Q) (CAP)

Water Replace 2 pumps,pipework and fittings at Badu WTP to restore function of Well 1

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





March 2017 Nov 2017

$40,000

Engineering Department (7)Project Functi

onObjective

Link to Corporate Plan


Project Risk



End Date Budget

Renewal guttering at Erub WTP (W4Q) (CAP)

Water Replace looseguttering at ErubWTP

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

1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 14 -Project management & delivery 18 - Regulatory compliance - Utilities

1. Pricing of Works.2. Engage BSU to

Complete Works.3. Completion of

Works.

March 2017

Nov 2017 $30,000

Mer STP Maintenance Works (W4Q) (CAP)

Wastewater

Restorecritical features of STP operation to improve effluent results

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


1. Engage designer/project manager.

2. Design & specification completed.

3. Invitation to price and approval of preferred bidder.

4. Completion of site works.

March 2017

Nov 2017 $180,000


Corporate Plan


Project Risk



End Date Budget

Iama STP Works (W4Q) (CAP)

Wastewater

Restorecritical features of STP operation to improve effluent results

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

1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 14 - Project management & delivery 18 - Regulatory compliance -Utilities





March 2017

Nov 2017 $180,000

Enviroflow Plant Blowers (W4Q) (CAP)

Wastewater

Replace 6blowers across Iama, Mer, Boigu, Saibai STPs to improve their operation

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

1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 14 - Project management & delivery 18 - Regulatory compliance -Utilities





March 2017

Nov 2017 $135,000




Project Risk



Water Storage compound protection for lagoons replacement –Saibai, Warraber andDauan(MIP 6) (CAP)

Water Renewal 1(2)[4]1(4)[1]3(2)[2]3(3)[1]3(3)[2]3(3)[3]

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. Pricing of Works.2. Engage Contractor

to Complete Works3. Completion of

Works

2017 2019 $800,000

Water Lagoon Cover Repair/Replacement –Saibai, Erub, Mer and Ugar (MIP6) (CAP)

Water Renewal 1(2)[4]1(4)[1]3(2)[2]3(3)[1]3(3)[2]3(3)[3]




Works

2017 2019 $3,700,000

Water Pump Station, infiltration galleries and supply mains refurbishment- Dauan (MIP6)

Water Renewal 1(2)[4]1(4)[1]3(2)[2]3(3)[1]3(3)[2]3(3)[3]




Works

2017 2019 $2,000,000

Engineering Department (10)Project Function Objecti

veLink to Corporate Plan


Project Risk



Sewerage Pump Station Refurbishment - Erub(MIP 6) (CAP)

Wastewater Renewal

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



to Complete Works.3. Completion of

Works.

2017 2019 $2,000,000

Sewerage Treatment Plant Renewal and Upgrade - Saibai(MIP 6) (CAP)

Wastewater Renewal

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




Works.

2017 2019 $1,500,000

Sewerage Pump Station Refurbishment and Sewerage Treatment Plant Upgrade – Boigu (MIP6) (CAP)

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




Works.

2017 2019 $2,000,000




Project Risk



Solar Powered Aerators – Badu, Kubin and St Pauls(MIP 6) (CAP)

Wastewater

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

1 – Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 14 - Project management & delivery 18 - Regulatory compliance - Utilities


2. Engage Contractor to Complete Works.


2017 2019 $1,000,000

Sewerage Pump Station Refurbishment –Kubin and St Pauls(MIP 6) (CAP)

Wastewater

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





2017 2019 $2,400,000

Sewerage Treatment Plant Refurbishment –Erub (MIP6) (CAP)

Wastewater

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





2017 2019 $1,500,000


Corporate Plan


Project Risk



End Date

Budget

Sewer electrical works & Mixer Renewal - Boigu, Saibai and Mabuiag.(ILGSP) (CAP)

Wastewater Comply with EHP Directions

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

1 –Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 14 -Project management & delivery 18 - Regulatory compliance -Utilities

1. Apply to funder to allocate budget to project

2. Subject to confirmation1. Engage

designer/project manager.

2. Design and Specification.

3. Seek Quotation from contractor

4. Award.5. Undertake and

complete works.

March 2017

June 2018TBC

$150,000 (TBC –

subject to allocation of

funds)

Mer Lagoon pumps, Filtration & Dosing(ILGSP) (CAP)

Water Improvewater quality & solve WH&S Problem

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

– Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 14 -Project management & delivery 18 - Regulatory compliance -Utilities

1. Apply to funder to allocate budget to project

2. Subject to confirmation:• Engage designer/project

manager• Design and Specification• Seek Quotation from

contractor• Award• Undertake and complete

works

March 2017

June 2018TBC

$359,536(TBC –

subject to allocation of

funds)


Corporate Plan


Project Risk



End Date Budget

Iama drainage upgrade (TSRA) (CAP)

Water Improve drainage system

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


1. Assess needs.2. Scope.3. Engage civil crew.4. Complete.

June 2017 June 2018 $50,000

Ugar Safe Access (TSRA) (OP)

Transport Assess potential environmentalimpacts resulting from access infrastructure options

2(4)[2] 7 - Funding 13 - Health & safety -operations 19 - Regulatory compliance - Other

1. Funding Agreement finalised.

2. Prepare RFQ for consultancy award.

3. Award RFQ to consultant.

4. Commencement of study.

5. Consultancy due for completion in August 2017.

May 2017 Dec 2018 $108,760

Ugar Safe Access (TSRA) (CAP)

Transport Helipad Upgrade 2(4)[2] 7 - Funding 13 - Health & safety -operations 19 - Regulatory compliance - Other

1. Funding Agreement finalised.

2. Prepare RFQ for consultancy award.

3. Award RFQ to consultant.

4. Commencement of works.

5. Completion of works.

July 2017 Dec 2018 $116,800


nObjective Link to

Corporate Plan


Project Risk



Marine Public Infrastructure –Hammond Wharf (TSRA, TIDS, TRANSLINK) (CAP)

TransportMarine

Upgrade Wharf 2(4)[2] 7 - Funding 13 - Health & safety -operations 19 - Regulatory compliance -Other

1. Complete detail design.2. Procurement of

construction contractor.3. Mobilisation of

contractor.4. Completion of sub

structure.5. Completion of super

structure.

June 2015 June 2018 Pending all funding available

$4,784,364

Sustainable Water and Wastewater Management Project (TSRA) (OP)

Water and Wastewater

To develop a sustainability “blueprint” and achievableoptimisation to improve efficiency, reliability and quality of water and wastewater operations'

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

1 –Stakeholder Misalignment 6 - Logistics / Supplier failure 9 - Staff culture, understanding & skill 14 -Project management & delivery 18 - Regulatory compliance -Utilities

1. Funding agreement finalised.

2. Define scope of work.3. Define delivery method.4. Engagement of specialist

services.5. Undertake Project study.6. Develop sustainable

water management plan.7. Identify and seek funding

opportunities.

July 2017 Dec 2018 $850,000


nObjective Link to

Corporate Plan


Project Risk



Erub Water Infrastructure (Mogor Well)(BoR-R3) (CAP)

Water Assess potential environmentalimpacts resulting from access infrastructure options

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


Subject to funding confirmation.

Pendingfunding approval


$477,500

Boigu Lagoon Decommissioning (CAP)

Water Decommission Boigu Lagoon

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

1 – Stakeholder Misalignment2 – Staff Attraction4 - Health & safety - travel6 - Logistics / Supplier failure 7 - Funding 8 - Natural disaster 11 - Environmental damage 13 - Health & safety -operations14 - Project management & delivery 15 - Breakdown of plant and equipment 26 - Land Ownership / Local Customs

Subject to funding confirmation.



$900,000


nObjective Link to

Corporate Plan


Project Risk



Saibai Airport Waiting Shed & Toilets (BoR-R3) )CAP)

Transport

Upgrade Saibai Airport waiting shed and toilets

2(4)[2] 7 - Funding 13 - Health & safety -operations 19 - Regulatory compliance -Other

Subject to fundingconfirmation:1. Scope of works finalised.2. Tendering and contractor

engaged.3. Works completed



$495,000

Poruma Airport Waiting Shed (BoR-R3) (CAP)

Transport

Upgrade Poruma Airport Waiting Shed


Subject to funding confirmation;1. Pricing of works2. Engage contractor3. Completion of works



$495,000


nObjective Link to

Corporate Plan


Project Risk



Saibai Water Reservoir Tank Replacement(TSRA-CMI, TSIRC) (CAP)

Water Replacement of Reservoir Tank


1. Pricing of works2. Engage contractor3. Completion of works

July 2017 Dec 2018 $343,800

Saibai Lagoon Pumps Switchboard Replacement and Upgrade (TSRA-CMI, TSIRC) (CAP)

Water Replacement and upgrade of Lagoon pumps switchboard


1. Pricing of works2. Engage contractor3. Completion of works

April 2017 Dec 2017 $73,700

HOUSING SERVICES DEPARTMENTExecutive SummaryThe Building Services Unit will be delivering many new houses, upgrading and repairing existing houses andundertaking various upgrade work on existing Corporate Buildings. Our strong focus will be to provide well supervisedapprenticeships and increase the rate of Indigenous contractor and employment participation in these projects.

Housing Services will focus on delivering fair and consistent services founded on legislative requirements to all tenantsacross the 14 Divisions where the Torres Strait Island Regional Council is the Registered Housing provider. Our servicewill work with tenants to change spending behaviours to encourage prioritisation of rent payments, which in turn willsupport a more sustainable housing model. Face to face engagement with tenants who are having difficulties makingrental payments will be implemented as part of normal business practice during 2017/18.

The development of Housing policies will be a priority for 2017/18, the delivery of these policies will support staff in theirday to day decision making processes and will also assist Council becoming a Registered Housing Provider under theNational Regulatory System.

John CoyleExecutive Manager Housing Services

Housing Services Projects

• Rental collection rate (OP)• Number of tenants on working repayment plans (OP)• Housing Policies (OP)• Housing Authority – Agency Agreement (OP)• Upgrades to Existing Buildings (Capital Works) and includes new

Housing Constructions• Repairs & Maintenance to Existing Buildings (Recoverable Works)• Project Management Services• Indigenous Employment & Training (OP)• Badu stadium • Warraber stadium • Mer toilet block

Housing Services (1)Project Function Objective Link to

Corporate Plan


Project Risk



Rental collection rate (OP)

Housing Increase rental collections.


1. 45% collection rate - Achieved

2. 48% collection rate –

3. 50% collection rate

4. 56% collection rate

1 July 2017

1 Oct 2017

1 Jan 2018

1 Apr 2018

30 Sept 17

31 Dec 17

30 Mar 18

30 Jun 18

Included within ordinary operational funds


Corporate Plan


Project Risk



Number of tenants on working repayment plans (OP)

Housing Increase the number of repayment plans in place with tenants in arrears


1. 5% repayment plans in place -Achieved

2. 10% repayment plans in place



1 July 2017

1 Oct 2017

1 Jan 2018

1 Apr 2018

30 Sept 17

31 Dec 17

30 Mar 18

30 Jun 18



Corporate Plan


Project Risk



Develop Housing policies (OP)

Housing Develop Housing policies for Council endorsement to underpin staff decisions


1. 25% of policies presented to Council




1 July 2017

1 Oct 2017

1 Jan 2018

1 Apr 2018

30 Sept 17

31 Dec 17

30 Mar 18

30 Jun 18



Corporate Plan


Project Risk



Housing Authority (OP)

Housing Establishmentof housing authority

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

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. Transition via an Agency Agreement with DHPW – formal engagement commenced

2. DHPW provide formal response to feasibility of an Agency Agreement

3. Report to Council on Agency Agreement

4. Negotiation and agreement on way forward with DHPW post decision

5. Report to SARG monthly on progress

6. Implementation plan developed TSIRC & DHPW

July 2017

July 2017

July 2017

Jan 2018

1 July 2017

1 July 2017

Aug 2017

Dec 2017

Ongoing

Mar 2018


Housing Services - BSU (5)Project Functio

nObjective Link to

Corporate Plan


Project Risk



End Date Budget

Upgrades to Existing Buildings (CapitalWorks)

BSU To demonstrate responsiblemanagement of assets, compliance with regulatory requirements and to carry out upgrades and/or new constructions and make a reasonable profit for Council.

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. Make at least 10% profit on all jobs to date

2. Make at least 15%profit on all jobs to date

July 2017

January 2017

December 2017

June 2017

BAS Revenue:New House Constructions $16,260,502 and Upgrades/HC R&Ms $15,594,858

Repairs & Maintenance to Existing Buildings (Recoverable Works)

BSU 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. Reduce the percentage of jobs over 90 days old down by 10% from 16/17 year.

July 2017 June 2018 BAS Revenue; R&M on SocialHouses $6,958,946


nObjective Link to

Corporate Plan


Project Risk



End Date Budget

Project Management Services (OP)

BSU Todemonstrate responsible management, service delivery, and effective completion of externally secured Projects.

2, (3), (.1) (.3) & (.4)


1. Return a minimum 10% profit on all jobs to date

2. Return a minimum 15% profit on all jobs to date

.

July 2017

January 2017

December 2017

June 2017

Non-BAS Revenue (Infrastructure Works) $2,200,000

Indigenous Employment & Training (OP)

BSU To maximise Indigenous Employment & Training on every BSU project and to exceed the minimum IEOP requirements.

2 (1) (2) 1 -Stakeholder Misalignment6-Logistics/Supplier failure9-Staff culture, understanding & skill11-Envioremntal damage14-Project Management & delivery18-Regulatory Compliance - Utilities

1. Exceed required IEOP targets:-

• Training hours by 20%

• Non Training hours by 30%.

July 2017 June 2018 Included within ordinary operational funds


nObjective Link to

Corporate Plan


Project Risk



End Date Budget


BSU Upgrade the Badu stadium

1(4)[1], [2], [3] 1- Stakeholder Misalignment (Strategic)10 – Communication (External) (Operational)14 – Project Management and Delivery (Operational)19 – Regulatory Compliance – Other (Legal and Regulatory)22 – Land Use Planning (Operational)24 – Resource Allocation (Strategic)25 – Regulatory Change (Strategic)26 – Land Ownership/ Local Kastom (Legal and Regulatory)30 – Social Responsibility (Strategic)

Finalise design to reflect budget

Procurement phase

Construction phase

10/4/2017

22/5/2017

30/7/2017

30/5/2017

30/6/2017

30/11/2017

$20,000

$5,000

$800,000


nObjective Link to

Corporate Plan


Project Risk



End Date Budget


BSU Upgrade the Warraber stadium



Procurement phase

Construction phase

10/4/2017

12/5/2017

1/7/2017

Completed

30/6/2017

30/11/2017

$3,000

$3,000

$694,000


nObjective Link to

Corporate Plan


Project Risk



End Date Budget


BSU Delivery of the toilet block on Mer



Procurement phase

Construction phase

10/4/2017

1/6/2017

15/8/2017

30/5/2017

15/7/2017

30/11/2017

$7,000

$3,000

$240.000

CORPORATE SERVICES DEPARTMENT

Executive Summary2017/18 will be a challenging year due to reductions in budget, but offers an opportunity to be a year ofinnovation. The ‘service focused’ culture which has been building over the past few years, is starting toyield good results and will be further enriched in 17/18.

To offset the reduction in funding, Corporate Services will be looking to make better use of existing in-house technologies and processes, to improve efficiency and performance across the organisation. Thiswill include, among other improvements, greater use of video conferencing for training and development,and mentoring and management of staff, in order to cut costs without compromising on the quality of staffinteractions. Along with looking towards greater innovation, the year provides an opportunity to improvethe quality of information utilised and generated across the organisation by increasing the availability,content and detail provided to Staff, Councillors and Community. By improving the content and quality ofinformation, we will enhance the ability of stakeholders to better understand services provided by Counciland improve the capacity for good decision making.

Corporate Services prides itself on the support and assistance we provide to other functions of Counciland this will continue to be enhanced through the 2017/2018 financial year.

Rob DwyerActing Executive Manager Corporate Services

Corporate Services Department Projects (1)Division Projects

Executive Insurance Renewal (OP)Business Continuity Planning (OP)

Legal Services Subordinate Local Law 4 Review (OP)Land Transfers (OP)Enterprise Divestment (OP)Land Holding Act Lease Resolution (OP)MOA ILUA (OP)Regional ILUA (OP)Councillor Remuneration Category Change (OP)

Asset Management Asset Management Plan (OP)Fire Safety (OP)RCD Testing (OP)Air-conditioning Servicing (OP)Risk Management (OP)Land Record (OP)Asset Revaluation (OP)Asset Condition Assessments (OP)Leased Corporate Buildings Repairs (OP)Sustainable Asset Management Plan (OP)Corporate Buildings Upgrades (CAP)

Information Services IT Asset Refresh (OP)

Corporate Services Department Projects (2)Division Projects

Procurement & Fleet Fleet and Plant Replacements Various (CAP)Fleet Rationalization and Aged Consumables Project (OP)Preferred Supplier EOI (OP)Ugar Fuel Bowser (CAP)

Organisational Development Certified Agreement (OP)Corporate Training (OP)

Corporate Services: Executive (1)Project Function Objective Link to

Corporate Plan


Project Risk



Insurance Renewal(OP)

Corporate Services Department

To achieve renewal of insurance policies of Council in accordance with sound contracting principles.

1(4)[1],[3] 3 – Litigation (LegacyClaims) (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. Preparation2. Market appraisal3. Assessment4. Award

1 July 2017

30 June 2018

$2.55M

Corporate Services: Executive (2)Project Function Objective Link to

Corporate Plan


Project Risk



BusinessContinuity Planning(OP)

Corporate Services Department

To achieve business continuityplanning in accordance with ISO 22301 Business Continuity Management.

1(4)[1],[3] 3 – Litigation (LegacyClaims) (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. Preparation2. Requirements

Elicitation3. Feedback4. Review5. Implementation

1 July 2017

30 June 2018

Nil

Corporate Services: Legal Services (1)



Project Risk



End Date

Budget

Subordinate Local Law 4 Review (OP)

Legal To review and if necessary, adopt new Subordinate Local Law No. 4 (Local Government Controlled Areas, Facilitiesand Roads)

1(4)[6]2(2)[2]

1 - Stakeholder Misalignment (Strategic)10 – Communication (external) (operational)19 – Regulatory Compliance – Other (Legal and Regulatory)25 – Regulatory Change (Strategic)30 – Social Responsibility (Strategic)

1. Consultation2. Drafting3. Endorsement

ongoing 30June 2018

Internally funded through operational budgets




Project Risk



Budget

Land Transfers(OP)

Legal 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.

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

1- Stakeholder Misalignment (Strategic)10 – Communication (External)(Operational)14 – Project Management and Delivery (Operational)19 – Regulatory Compliance – Other (Legal and Regulatory)22 – Land Use Planning (Operational)24 – Resource Allocation (Strategic)25 – Regulatory Change (Strategic)26 – Land Ownership/ Local Kastom (Legal and Regulatory)30 – Social Responsibility (Strategic)

1. Planning 2. Consultation3. Trustee

Endorsement 4. Transfer

ongoing TBA $46,200




Project Risk



Enterprise Divestment (OP)

Legal To effect Enterprise Divestment in accordance with Council resolution

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


1. Council resolution of eligible enterprises for inclusion on Divestment List

2. Expression of Interest

3. Divestment

2010 TBA $5,000




Project Risk


Key Milestones

Start Date End Date Budget

LHA Resolution (OP)

Legal To advocate for the grant of pending LHA entitlements in all Divisions

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

1- Stakeholder Misalignment (Strategic)10 – Communication (External) (Operational)14 – Project Management and Delivery (Operational)19 – Regulatory Compliance – Other (Legal and Regulatory)22 – Land Use Planning (Operational)24 – Resource Allocation (Strategic)25 – Regulatory Change (Strategic)26 – Land Ownership/ Local Kastom (Legal and Regulatory)30 – Social Responsibility (Strategic)

1. Community engagement

2. Issue of Trust Area Notices

3. Issue of PERBA notices

4. Grant

2014 30 June2017

$200,000




Project Risk



Moa ILUA (OP)

Legal To convert the Moa Deed of Agreement and unregistered ILUA into a new valid ILUA encapsulating original intent and accommodatingcurrent attitudes on Moa Island.

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


1. Community engagement

2. CommunityWorkshop

3. Negotiations4. PBC member

consultation 5. Draft ILUA6. Native Title

consent7. Council

endorsement8. Execution and

registration with NNTT

9. Quarterly reporting to Council by way of Information Report.

2015 31 Dec 2018

$25,000




Project Risk



Regional ILUA (OP)

Legal To develop anILUA 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.

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


1. Engagement with PBC’s

2. In principlenegotiator’s consent reached to the terms of the ILUA

3. Traditional Owner authorisation meeting

4. NNTT registration

5. Implementation

2009 31 Dec 2017





Project Risk



Councillor Remuneration Category Change (OP)

Legal To develop a submission to the Local Government Remuneration and Discipline Tribunal seeking a change of category to increase Councillor remuneration.

1(2)[4]1(4)[5]1(4)[6]

1- Stakeholder Misalignment (Strategic)10 – Communication (External)(Operational)

1. Council resolution

2. Engagementwith Councillors and Executive to collect detailed information for submission

3. Research into factors relevant to Tribunal consideration

4. Council endorsement of draft submission

5. Submission to Tribunal

February2017

31 Dec 2017


Corporate Services: Asset Management (1)



Project Risk



Asset Management Plan(OP)

Assets To demonstrate responsiblemanagement of assets, compliance with regulatory requirements and to communicate funding needed to provide the required levels of service over a 20 year planning period.

1(4)[1],[2]3(3)[1] – [3]

1 – Stakeholder Misalignment (Strategic)6 – Logistics and Supplier Failure (Operational)7 – Funding (Financial)10 – Communication –External (Operational)14 – project Management and Delivery (Operational)18 – Regulatory Compliance – utilities (Legal & Regulatory)19 – Regulatory Compliance – other (Legal & Regulatory)24 – Resource Allocation (strategic)25 – Regulatory Change (Strategic)28 – Asset Management (operational)31 – Asset Management (strategic)

1. Ongoing ACM Training

2. Refinement of key processes

3. Endorsement4. Councillor Training

Sept 2017 March 2018

Nil




Project Risk



Fire Safety(OP)

Assets To undertake comprehensive and regular assessment of fire safety equipment within Council’s assets (excluding Community Buildings) to ensure operational and compliant with industry/ statutory standards.

1(4)[1], [3] 7 – Funding (Financial)13.- Health & Safety Operations (Operational)14.- Project Management & Delivery (Operational)19.- Regulatory compliance –Other (Legal & Regulatory)31.- Asset Management (Strategic)

1. 6 & 12 monthly services undertaken and completed.

2. All rectification works carried out for compliance.

1 July 2017 30 June 2018

$100,000




Project Risk



RCD Testing(OP)

Assets To undertake comprehensive and regular assessment of RCD’s within Council Corporate buildings (except Community Buildings) to ensure operational and compliant with industry/ statutory standards.

1(4)[1],[3] 7 – Funding (Financial)13- Health & Safety Operations (Operational)14- Project Management & Delivery (Operational)19- Regulatory compliance – Other (Legal & Regulatory)31- Asset Management (Strategic)

1. 12 monthly servicing undertaken and completed.


1 July 2017

30 June 2018

$50,000




Project Risk



Air-conditioning Servicing(OP)

Assets To undertake comprehensive and regular servicing of Air-conditioning units within Council Corporate buildings (except Community Buildings) to ensure operational and compliance with industry/ statutory standards.

1(4)[1],[3] 7 – Funding (Financial)13.- Health & Safety Operations (Operational)14.- Project Management & Delivery (Operational)19.- Regulatory compliance –Other (Legal & Regulatory)31.- Asset Management (Strategic)

1. 12 monthly servicing undertaken and completed.


1 July 2017 30 June 2018

$80,000




Project Risk



Risk Management(OP)

Assets To demonstrate responsiblelemanagement of Risks relating to Council’s performance by:• Assessing

acceptability of risks

• Providing better understanding of risks

• Establish suitable Risk Controls

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

7 – Funding (Financial)21 – Operational Quality Management.27 – Operational Data Management.31 – Strategic Asset Management

1. Setup and project manage annual Risk Workshop

2. Coordinate the provision of the Risk Workshop outcomes report from AON to Council

1 June 2017 30 June 2018

$30,000


Project Function

Objective Link to Corporate Plan


Project Risk



End Date Budget

Land Record (OP)

Assets Preparation of a Land Record showing all rateable and non-rateable land parcels within the electorate

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


Land Record1. Undertake review of

Community Surveys procured by DATSIP

2. Incorporate real property descriptions into Land Record

3. Undertake quality assurance of Land Record

1 July 2017

30 June 2018



Project Function



Project Risk



Asset Revaluation (OP)

Assets To engage a registered valuer to undertake full revaluation of all assets.

1(4)[2],[3] 7 – Funding (Financial)21 – Operational Quality Management.27 – Operational Data Management.31 – Strategic Asset Management

1. Local Buy procurement

2. Valuer attendance on-site

3. Draft valuation submitted

4. Asset Condition Assessments and Valuations assessed by TSIRC management

5. Asset Register updated to reflect

1 July 2017 30 June 2018

$5,000


Project Function



Project Risk



Asset Condition Assessment (OP)

Assets To undertake annual Asset Condition Assessments to feed into Asset Management Plans by sample within each Asset Class.

1(4)[2], [3] 7 – Funding (Financial)21 – Operational Quality Management.27 – Operational Data Management.31 – Strategic Asset Management

1. Local Buy procurement

2. Consultant attendance on-site

3. Draft Asset Condition Assessment Report submitted

4. Asset Condition Assessments assessed by TSIRC management

5. Asset Register updated to reflect

1 July 2017 30 June 2018

$20,000


Project Function



Project Risk



Leased Corporate Buildings Repairs (OP)

Assets To undertake repairs to Council’s Corporate Buildings to maintain quiet enjoyment/ safe standard/ fitness for purpose for occupants in accordance with lease/ license agreements.

1(4)[1], [3] 7 – Funding (Financial)21 – Operational Quality Management.27 – Operational Data Management.31 – Strategic Asset Management

1. Work Requests received

2. Quotations obtained from BSU

3. Works undertaken

1 July 2017 30 June 2018

$50,000


Project Function



Project Risk



Sustainable Asset Management Plan (OP)

Assets Carry out recommended improvements to processes as detailed in AFMS report commissioned in 2016

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

7 – Funding (Financial)21 – Operational Quality Management.27 – Operational Data Management.31 – Strategic Asset Management

1. Development of levels of Service with ACMs.

2. Development of Sustainable Asset Management Plan

1 July 2017 30 June 2018

$10,000


Project Function



Project Risk



Building Corporate Capital Works Program (CAP)

Assets Undertake the capital works program for Building Corporate by overseeing the projects with the relevant project managers Projects:1. Ugar Community Hall2. St Pauls Community

Hall3. St Paul Stadium4. Kubin Community Hall5. Masig Builders

Workshop6. Mabuiag Community

Hall7. Mer Public Toilets8. Hammond Workshop

Shelter

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

1- Stakeholder Misalignment (Strategic)10 – Communication (External) (Operational)14 – Project Management and Delivery (Operational)19 – Regulatory Compliance – Other (Legal and Regulatory)22 – Land Use Planning (Operational)24 – Resource Allocation (Strategic)25 – Regulatory Change (Strategic)26 – Land Ownership/ Local Kastom (Legal and Regulatory)30 – Social Responsibility (Strategic)

1. Design2. Compliances3. Procurement4. Construct5. Certification6. Capitalisation

1ST July 2017

31st

December 2018

1. $729K

2. $749K

3. $248K

4. $65K

5. $180K

6. $180k

7. $250k

8. $240k

Corporate Services: Information Technology & Records (1)

Project Function



Project Risk



IT Asset Refresh(OP)

IT Provide consistent,current and appropriate Information Technology Assets across all TSIRC offices

1(4)[2],[3] 6-Logistics/Supplier Failure7-Funding(Financial)

1. Audit IT Assets2. Integration of

data into Asset Management system

3. Develop plan for asset rollout

4. Refresh of identified IT assets during year

1 July 2017

30 June2018

$50,000

Corporate Services: Procurement & Fleet (1)

Project Function



Project Risk



Fleet and Plant Replacements Various (CAP)

Fleet To purchase/ rent new fleet and/or plant as necessitated through Asset Management planning.

1(4)[1],[3] 7 – Funding (Financial)24 – Resource Allocation (Strategic)

1. Assessment of need

2. Quote3. Procurement

1 July2017

30 June 2018

$650,000


Project Function



Project Risk



Fleet Rationalization and Aged Consumables Project (OP)

Fleet To implement the Fleet Rationalisation and Aged Consumables Strategy 2015

1(4)[1], [2], [3] 7 – Funding (Financial)24 –Resource Allocation (Strategic)

1. Implement Fleet Rationalisation and Aged Consumables Strategy

1 July2017

30 June 2018



Project Function



Project Risk



Preferred Supplier EOI (OP)

Fleet To undertake EOI for Preferred Suppliers inmultiple categories for goods and/or services used frequently, in high volumes.


1. Implement Fleet Rationalisation and Aged Consumables Strategy

1 July2017

30 June 2018



Project Function



Project Risk



Establish a secure UgarFuel Bowser (CAP)

Fleet Secure UgarFuel Bowser


1. Project start-up Phase. Scope, risks and resources clarified.

2. Procurement Phase concluded. Successful tenderer advised.

3. Construction Phase.

4. Grant funding acquitted.

1 July 2017 30 June 2018 TSRA funding from Ugar Safe Access $509,772

Corporate Services: Organisational Development (1)


Pillar(Outcome)[ Goal]

Project Risk



Certified Agreement (OP)

Organisational Development

To negotiate with staff and have certified via QIRC, Certified Agreement 2.

1(4)[4] Misalignment2 – Staff Attraction (Human Resources)4 Loss of Critical Staff (Operational)7 – Funding (Financial)9 – Staff culture, understanding and skill (Human Resources)10 – Communication –External (Operational)14 – Project Management & Delivery (Operational)19- Regulatory Compliance – Other (Legal and Regulatory)29 – Staff retention (Human Resources)

1. Notice of Intention to Commence Bargaining

2. Representative Groups convened

3. Bargaining4. Vote5. Certification6. Implementation

April 2017 End of 2017 $20,000



Pillar(Outcome)[ Goal]

Project Risk



Corporate Training(OP)


To develop andimplement a Succession Plan

Identifying roles and employees from TAP, skill gaps & training identified

Capture any high risk positions for succession planning

1(4)[4],[5] 21 – Quality Management (Operational)

1. Consultation2. Endorsement3. Training booked /

and or completed

4. Job ready

August 2017

Dec 2017




Project Risk



Corporate Training(OP)


Online Training.

WHS training,

Corporate Induction,

Short courses (non accredited)

1(4)[4],[5] 19 –Regulatory Compliance (Legal and Regulatory)21 – Quality Management (Operational)

1. Source courses2. Approval3. Courses loaded

online4. Launch

October 2017

June 2018 $50,000

2017 – 2018 Annual Operational Plan · Annual Operational Plan link to Five-Year Corporate Plan...

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Transcript of 2017 – 2018 Annual Operational Plan · Annual Operational Plan link to Five-Year Corporate Plan...