Whitsunday 2020 Corporate Plan 2014-2019 - Whitsunday Regional Council
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Whitsunday
2020
Corporate Plan 2014-2019
Page 2 | Whitsunday Region Corporate Plan
Contents
The Whitsunday Region . . . . . . . . . . . . 2 Our Plan . . . . . . . . . . 22
Our Locations . . . . . . . . . . . . . . . . . 2 About our Corporate Plan . . . . . . . . . . . 23
Message from the Mayor . . . . . . . . . . . 4 Statutory Requirements . . . . . . . . . . . 23
Message from the Chief Executive Officer . . . 5 Our Strategic Planning Framework . . . . . . 23
Our Councillors . . . . . . . . . . . . . . . . 6 Reading our Corporate Plan . . . . . . . . . 24
Our Themes . . . . . . . . . . . . . . . . . 24
Local Government Roles . . . . . . . . . . . 24
Our Region . . . . . . . . . 8 Measuring our Success . . . . . . . . . . . 25
People and Lifestyle . . . . . . . . . . . . . . 8 Strategic Partnerships . . . . . . . . . . . . 25
Infrastructure and Services . . . . . . . . . . 8 Alignment with The Queensland Plan . . . . . 25
Economy . . . . . . . . . . . . . . . . . . . 9 Governance and Leadership . . . . . . . . . 26
Investing in our Region . . . . . . . . . . . . 11 People . . . . . . . . . . . . . . . . . . . . 29
Agriculture . . . . . . . . . . . . . . . . . . 11 Place . . . . . . . . . . . . . . . . . . . . . 31
Marine . . . . . . . . . . . . . . . . . . . . 11 Prosperity . . . . . . . . . . . . . . . . . . 34
Manufacturing . . . . . . . . . . . . . . . . 12
Tourism . . . . . . . . . . . . . . . . . . . 12 Appendices . . . . . . . . 38
One – Engagement . . . . . . . . . . . . . . 38
Two – Queensland Plan Alignment . . . . . . 40
Our Council . . . . . . . . 13 Three – Financial Position . . . . . . . . . . 42
Our Mission, Our Vision . . . . . . . . . . . . 13 Four – Our Business Activities . . . . . . . . 43
Our Corporate Values, Our Corporate Logo . . 14
Our Leadership . . . . . . . . . . . . . . . . 15
Our Organisation . . . . . . . . . . . . . . . 16
Council’s Organisational Structure as at 2014 . 16
Our Opportunities and Challenges . . . . . . 17
Our Strategic Priorities . . . . . . . . . . . . 19
Our Seven Strategic Priorities are: . . . . . . 20
Page 1 | Whitsunday Region Corporate Plan
The Whitsunday Region
Hydeaway
Gloucester Island Bay Dingo
Abbot Beach
Cape Gloucester
Point
Bowen
Peter
Faust Proserpine
Dam
Whitsu
Coast A
Collinsville
OUR LOCATIONS
Bowen Customer Service Centre Collinsville Customer Service Centre Proserpine Customer Service Centre
Cnr Herbert and Powell Streets Cnr Stanley and Conway Streets 83-85 Main Street
Bowen QLD 4805 Collinsville QLD 4804 Proserpine QLD 4800
Ph: (07) 4761 3600 Ph: (07) 4785 5366 Ph: (07) 4945 0200
Page 2 | Whitsunday Region Corporate Plan
Knuckle Reef
Heart Reef
Bait Reef
Hardy Reef
Hook Reef
Hayman
Island
Hook
Island Hill
Inlet
Whitehaven
North Whitsunday Beach
Molle Island
Island
South
Daydream Molle
Airlie Island Island
Beach Hamilton
Dent Island
Shute Harbour Island
Hamilton
Cannonvale Long Island Airport
Island
Cedar Creek
Falls
Conway
Beach
unday
Airport
Fax: (07) 4945 0222 DISCLAIMER: This document is Whitsunday Regional Council’s Corporate Plan 2014 –
2019 and was adopted on Wednesday, 25 June 2014. It has been developed to comply
Post: PO Box 104, Proserpine QLD 4800 with the legislative requirements of the Local Government Act 2009 and has incorporated
Web: www.whitsundayrc.qld.gov.au extensive consultation and engagement with staff, Councillors and the community. To
the best of our knowledge, the content of this Plan was correct at the time of publishing.
Email: info@whitsundayrc.qld.gov.au Any references to legislation are not an interpretation of the law and are to be used
as a guide only. The information in this publication is general and does not take into
account individual circumstances or situations. This Plan contains references to the
Mayor, Councillors and Chief Executive Officer at the time of this document’s publication.
(Version 2, edits, 23 July 2014)
Page 3 | Whitsunday Region Corporate Plan
MESSAGE FROM THE MAYOR As Mayor of Whitsunday Regional Council and on behalf of my fellow Councillors, I am proud to present our Corporate Plan for 2014-2019. Entitled Whitsunday 2020; this Plan has been developed following extensive consultation and engagement with our local community. The plan identifies four central themes of Governance and Leadership, People, Place and Prosperity as our priorities for the next five years. These themes underpin a series of outcomes and strategies which assist us in defining our actions and measuring our progress in delivering on this Plan’s objectives. These themes also reflect Council’s continuing commitment to providing open, accountable and transparent local government; deliver services that meet our community’s expectations; achieve a balance between accommodating a rapidly growing population with preserving our unique natural environment; and build a strong, innovative and diverse economy. While this may be Council’s Corporate Plan; government, industry, business and community all have a role to play in achieving our shared vision. Personally, I believe we have some unique opportunities for immediate economic growth, such as the continued expansion of the Whitsunday Coast Airport and the further development of our food bowl, to name a few. The local horticulture sector is on the verge of reaping the rewards of growth in international exports. Similarly, the further growth and development of our tourism industry, including an integrated resort, also presents many local job opportunities. Advocating for our water and energy security are also important factors for growth in our region. Likewise, the continued development of Abbot Point and the related mining industry are vital for economic growth and jobs. These are just a few of the unique opportunities the Whitsunday region has to drive economic growth and prosperity for the whole region. I thank all residents, businesses and industry stakeholders who contributed to the development of Whitsunday 2020 and the Council staff involved in its preparation. Cr Jennifer Whitney Mayor Page 4 | Whitsunday Region Corporate Plan
MESSAGE FROM THE
CHIEF EXECUTIVE OFFICER
Whitsunday 2020 sets out Council’s strategic objectives for the next five years and
provides a platform from which Council’s performance will be measured.
In developing this Plan, Council has undertaken significant engagement with
government, industry, business and community, with over 500 local residents
participating in the engagement process. I would like to take this opportunity to
recognise and thank those who have contributed to the development of this Plan.
The Whitsunday region is one of the fastest growing communities in regional Queensland and our population is expected to grow to
44,000 by the year 2031. This presents us with both opportunities and challenges.
We must deliver infrastructure and services to support our growing population, and we must attract investment to grow our economy and
create employment opportunities for our residents. We must also value our environment, protect our region’s natural assets and ensure
that our community remains safe, active and inclusive.
Whitsunday 2020 provides our organisation with the strategic direction to address these challenges and achieve our objectives. As our
key overarching strategic document; this Plan will guide our budget and resource allocation and direct the workings of our organisation
over the coming five years.
As we work towards 2020, Council will work hard to implement this Plan and deliver on its objectives. Each year, we will prepare an
Annual Report communicating to the public our progress in implementing Whitsunday 2020.
Council looks forward to partnering with government, industry, business and community to implement this Plan and achieve the
milestones outlined in it.
Scott Waters
Chief Executive Officer
Page 5 | Whitsunday Region Corporate Plan
OUR COUNCILLORS
Whitsunday Regional Council is led by a The Mayor and Councillors represent The incumbent Mayor and Councillors
Mayor and six Councillors, who are elected the interests of the region’s residents were sworn in on Friday, 11 May 2012,
by the region’s residents and ratepayers and ratepayers and provide leadership with the exception of Cr John Atkinson,
for a four year term. Together, the Mayor and guidance to the community. Among who was sworn in on Wednesday, 7 May
and Councillors comprise the governing their responsibilities are directing and 2014 following his election at the Division
body of Whitsunday Regional Council and controlling the organisation’s business 2 by-election held on Saturday, 3 May
are required to discharge their roles in affairs; overseeing the allocation of the 2014.
accordance with the Local Government organisation’s finances and resources, and
Act 2009. reviewing the performance of Council and
its delivery of services.
Cr Jennifer Whitney - Mayor Cr Jan Clifford - Division 1 Cr Peter Ramage - Division 4
M: 0417 452 003 M: 0412 721 969 M: 0408 856 246
E: Jennifer.Whitney@whitsundayrc.qld.gov.au E: Jan.Clifford@whitsundayrc.qld.gov.au E: Peter.Ramage@whitsundayrc.qld.gov.au
Cr John Atkinson - Division 2 Cr Dave Clark - Division 5
M: 0418 950 848 M: 0408 642 268
E: John.Atkinson@whitsundayrc.qld.gov.au E: Dave.Clark@whitsundayrc.qld.gov.au
Cr John Collins - Division 3 Cr Andrew Willcox - Division 6
M: 0429 059 726 M: 0458 442 323
E: John.Collins@whitsundayrc.qld.gov.au E: Andrew.Willcox@whitsundayrc.qld.gov.au
Page 6 | Whitsunday Region Corporate Plan
Our Region
Page 7 | Whitsunday Region Corporate Plan
Our Region
As the gateway to the
PEOPLE AND INFRASTRUCTURE
Great Barrier Reef and the
magnificent 74 Whitsunday LIFESTYLE AND SERVICES
Islands, the Whitsunday region
has one of the fastest growing The Whitsunday region is home to Residents and visitors enjoy access to
approximately 35,500 permanent strong road, rail and aviation transport
populations in Queensland.
residents. Due to the strength of the infrastructure. In addition to four
Boasting a strong and local economy, the region’s population is recreational and commercial marinas,
diverse economy driven by expected to grow at an annual rate of 2.3 the region is home to two major airports
the agriculture, construction, per cent over the next 20 years, which and several other aviation facilities. The
mining and tourism industries; exceeds the State average of 1.8 per cent. Whitsunday Coast Airport, located just
south of Proserpine, offers direct flight
the Whitsunday region has
routes to Brisbane and Sydney via three
the potential to become the Renowned for its relaxed lifestyle, the
domestic commercial carriers.
region boasts beaches, rainforests and
economic powerhouse of North
large tracts of national parkland. While the
Queensland. region is rural and coastal in its nature, Public hospitals are located at Bowen,
residents and visitors alike enjoy access Collinsville and Proserpine, with private
The Whitsunday region encompasses a to contemporary facilities including hospitals and specialised health services
total land area of 23,862 square kilometres museums, art galleries, cafes, hotels and easily accessible in Mackay and
and includes the major townships of Airlie restaurants, entertainment facilities and Townsville. The local education sector is
Beach, Bowen, Cannonvale, Collinsville cinemas rapidly growing; now accommodating
and Proserpine, with numerous rural and an array of government and independent
coastal communities and residential areas primary and secondary schools, in addition
The region enjoys a tropical climate of hot
scattered throughout the area. The Bruce to two campuses of the Great Barrier Reef
summers and warm winters, with average
Highway is the major transport corridor Institute of TAFE and a Central Queensland
daily temperatures ranging from 22 – 23
running north-south through the region, to University study hub.
degrees Celsius in the winter months
Mackay in the south and Townsville and of June and July, and up to 29 – 30
Burdekin in the north. degrees Celsius in the summer months of
December and January. The tropical wet
season occurs during January to March,
with the cyclone season beginning in
November and typically ending in April.
Page 8 | Whitsunday Region Corporate PlanECONOMY to the $9 billion Australian horticulture
sector. The local industry supports 13
Abbott Point SDA is a 16,320 hectare
site dedicated to industrial development,
major crop varieties, including tomatoes, and its easy access to rail and roads and
The future economic prosperity of the capsicum, beans and corn, and produces close proximity to the Port of Abbot Point,
Whitsunday region lies in its competitive over 250,000 tonnes per annum. Sugar will allow for large-scale growth in our
advantages, including its close proximity cane is also a significant crop, with over manufacturing and transport industries.
to the Bowen and Galilee Basins, the 20,000 hectares being harvested each
availability of residential and industrial year. Around 1.5 million tonnes of cane is
As the gateway to the Great Barrier Reef,
land, the diversity of the industries processed at the Proserpine Sugar Mill per
the Whitsunday region welcomes over
within the area and the strong quality of annum.
700,000 tourists and visitors from both
lifestyle enjoyed by local residents and Australia and abroad each year. With the
families. These attributes have allowed The Port of Abbot Point and Abbot Point accommodation and food services sector
the region to enjoy stable growth over the State Development Area (SDA) are both employing close to 15 per cent of the
past few years and with more than $36 of critical importance to the region’s local workforce, the tourism industry is
billion in major projects planned or under continued economic development. the region’s largest employer. There is
construction; rapid growth is imminent. Comprising rail in-loading facilities, coal an enormous scope for the local tourism
handling and stockpiling areas and two industry to expand and the area is
As one of the largest fruit and vegetable offshore berths and shiploaders; the Port brimming with tourism-related investment
growing regions in the nation, the region of Abbot Point is one of Australia’s most and business opportunities.
contributes an estimated $400 million significant emerging bulk ports. The
Data sourced from 2012-13 Whitsunday Regional
Council Annual Report.
Page 9 | Whitsunday Region Corporate PlanTotal population 2011: 31,426*
Projected population 2031: 44,000 #
Median age: 38*
Aboriginal and Torres Strait Islander Population: 4.2%*
Number of families: 7,720*
Average children per family: 1.8*
All private dwellings: 15,840*
Average people per household: 2.4*
Median weekly household income: $1,165*
Median monthly mortgage repayments: $1,768*
Median weekly rent: $260*
Average motor vehicles per dwelling: 1.8*
Size of Whitsunday region: 23,862.7 km2
Proposed local mining projects: 9 #
$36 billion in proposed projects in the region #
Gross Regional Product 2011/12: $2,264 million
Busiest air routes:
Brisbane – Proserpine/ 235,300 passengers per annum #
Sydney – Hamilton Island/ 200,400 passengers per annum #
Brisbane – Hamilton Island/ 155,500 passengers per annum #
* Data from Census 2011 # Data current as at 2014
Page 10 | Whitsunday Region Corporate PlanInvesting in our Region
With over $36 billion in major
AGRICULTURE MARINE
projects planned or under
construction, the Whitsunday Boasting long established beef, seafood, Our region’s growing marine sector
region is set to experience sugar, fruit and vegetable industries, benefits from our status as a globally
growth over the coming years. the Whitsunday region is the salad bowl recognised sailing destination. The Great
of North Queensland and supplies to Barrier Reef and Whitsunday Islands
Our strong economy, well-
both national and international markets. attract cruise ships, super yachts and
planned infrastructure and Water supply, land availability and a both mono- and multi-hulled sailing
desirable lifestyle make the tropical climate all complement our vessels, and the local charter industry
Whitsunday region an inviting region’s growing agriculture sector, and generates over $100 million per annum.
investment environment. as domestic and international demand The Whitsunday region’s close proximity
for food production increases; our region to the Great Barrier Reef, extensive port
is well positioned to capitalise on this and marina facilities and established
Whitsunday Regional Council is committed
trend. Opportunities to invest in the local sector networks guarantee the future
to attracting new business and investment
agriculture sector include: viability of the marine sector. Investment
to the region and fostering economic
opportunities include:
development. Council partners with • Further development of associated
local and regional tourism and economic industries such as biofuel production; • Construction of more marinas and
development organisations to: expansion of existing marine facilities;
• Value adding to our produce and
• Promote the Whitsunday region processing prior to export; and • Expansion of maintenance, refit and
and facilitate destination marketing related services for superyachts and
• Developing tourism products, food
campaigns; other marine craft;
trails and cottage industry.
• Deliver small business training • Development of export markets for
workshops; marine products and services; and
• Engage with industry stakeholders • Cruise ship value-adding.
to develop investment attraction
initiatives; and Data sourced from Whitsunday Marketing and
Development Limited.
• Attract business and tourism events to
the region.
The Whitsunday region is an ideal
location to invest or establish a business.
Currently home to over 3,500 small
businesses; our region supplies goods
and services to local, domestic and
international markets. In addition to
emerging business opportunities across
retail, events, transport, aged care and
service industries; the region’s existing
agriculture, manufacturing, marine and
tourism sectors offer ample investment
opportunities.
Page 11 | Whitsunday Region Corporate PlanMANUFACTURING TOURISM
AND MINING The Whitsunday region is one of Australia’s
most popular holiday destinations, popular
As one of the region’s largest employers,
with both domestic and international
the manufacturing sector has developed
tourists. Our region appeals to a range of
in recent years due to the successful
visitor markets, including backpackers,
development of various infrastructure and
families, luxury travellers and grey
construction projects. Affordable land,
nomads, and offers an array of iconic
expanding transport access and a growing
tourism experiences including Heart Reef,
local skilled workforce all contribute to the
the Great Barrier Reef, Whitehaven Beach
viability of the local manufacturing sector.
and the 74 Whitsunday Islands. Tourism
The Abbot Point SDA will generate new and Events Queensland, the state’s peak
opportunities for the manufacturing tourism organisation, has identified the
sector, and will provide transport and following projects as priorities for the
infrastructure sufficient to support and Whitsunday Region:
attract manufacturing companies to the
region. Industries considered suitable for • Airlie Beach Water Park;
the Abbot Point SDA include: • Airlie Beach Flow Rider Attraction;
• Large-scale, value adding industrial • Airlie Beach Tourist Precinct;
development;
• Bowen Produce Centre;
• Bulk mineral resource unloading and
stockpiling facilities; • Whitsundays Dive Wreck Trail;
• Mineral processing; • Airlie Beach Development; and
• Integrated steel mill; • Whitsunday Coast Airport Runway
Extension.
• LNG facility;
• Fuel storage and associated
infrastructure; and
• Extractive industries.
Page 12 | Whitsunday Region Corporate PlanOur Council
OUR VISION
Natural beauty, global attraction.
We have it all.
OUR MISSION
We are committed to providing
the Whitsunday region with
strong and responsive local
government and achieving
an innovative, efficient and
sustainable organisation.
Page 13 | Whitsunday Region Corporate PlanOur Corporate Values • COMMUNITY and taking pride in the work we do for our region, residents and ratepayers. • ACCOUNTABILITY in the way we make our decisions and perform our responsibilities. • RESPECT for our organisation, customers and community. • ETHICS and ensuring our decisions and actions are in accordance with the appropriate legislation, policies and guidelines. Our Corporate Logo The shapes and colours of the world renowned Great Barrier Reef inspired the Whitsunday Regional Council logo. Each element of the logo spirals around each other to form a beautiful coral. The fluid shapes intertwining also represent the link between all the townships in the region. Each colour represents a major industry or natural element of the region. They are: • BLUE/AQUA tones symbolises the different and ever changing colours of our tropical ocean and sky; • PINK symbolises the vibrant colours of the coral and reefs; • GREEN symbolises the rolling cane fields of the local sugar industry, the richness of the vibrant horticulture industry, the rainforest, coastal mountain ranges and Whitsunday islands; • YELLOW symbolises the sunshine and sand; the iconic mango and various types of produce; • ORANGE symbolises the rich earth found in the island parts of the region and the cattle industry; and • BLACK symbolises the mining and heavy industry found in the Bowen Basin and Collinsville. Page 14 | Whitsunday Region Corporate Plan
Our Leadership
Whitsunday Regional • Ensuring the organisation is governed The Local Government Act 2009 requires
effectively through the implementation Council to conduct its responsibilities in
Council’s strategic direction is
of the various plans, strategies and accordance with five key local government
determined by the Mayor and policies endorsed by Council; principles:
Councillors, in consultation
• Providing sound, competent leadership • Transparent and effective processes,
with the community. Our as to maximise the organisation’s and decision-making in the public
leadership team provides operational performance, productivity interest;
advice to the Mayor and and efficiency;
• Sustainable development and
Councillors and is responsible • Implementing the decisions made management of assets and
for overseeing the day-to- by Council in accordance with the infrastructure, and delivery of effective
organisation’s vision, mission and services;
day management of the values;
organisation. • Democratic representation, social
• Ensuring the organisation complies inclusion and meaningful community
with all statutory requirements, engagement;
Council’s Chief Executive Officer, Scott including those imposed by the Local
Waters, reports directly to Council. He is Government Act 2009 and the Local • Good governance of, and by, local
supported by a Chief Operating Officer, Government Regulation 2012; government; and
Chief Financial Officer, Human Resources
• Aligning strategy, structure and • Ethical and legal behaviour of
Advisor and three Directors who together
services within the organisation to Councillors and local government
comprise the leadership team. The primary employees.
ensure best value delivery to the
tasks of the leadership team include: community; and
• Developing and implementing
strategies to position the organisation
to deliver responsive services and
sound management of community
assets.
Page 15 | Whitsunday Region Corporate PlanOur Organisation
Whitsunday Regional Council to ensure that it delivers The organisation consists of four
Directorates, each with their own role and
consists of four Directorates, an effective, efficient and
responsibilities. The Directorates include
each with their own role innovative organisation and
the Office of the Mayor and CEO, Corporate
and responsibilities. Each promotes our vision, mission Services, Engineering Services and
year, Council reviews the and values. Planning & Community.
organisational structure
COUNCIL’S ORGANISATIONAL STRUCTURE AS AT 2014
Mayor and Councillors
Chief Executive Officer
Chief Financial Officer Chief Operating Officer Human Resources Advisor
Director – Planning & Community
Director – Engineering Services
Director – Corporate Services
Page 16 | Whitsunday Region Corporate PlanDIRECTORATE RESPONSIBILITIES
Office of the Mayor and CEO Planning and Community
Mayor, Councillor and Executive Support Infrastructure, Planning and Development
Governance and Legal Services Environment Health and Pest Control
Human Resources and Personnel Community Development, Libraries and Youth
Workplace Health and Safety Local Laws and Compliance
Corporate Communications Building and Plumbing
Business Services Parks and Gardens
Budget
Disaster Management
Engineering Services Corporate Services
Roads and Drainage Rating, Finance and Insurance
Water and Waste IT and Records Management
Transport and Major Projects Customer Contact
Asset Management
Fleets and Workshops
Page 17 | Whitsunday Region Corporate PlanOpportunities and Challenges
In implementing this Plan and challenges impacting on our factors that have the ability
delivering on its objectives, ability to deliver services to our to drive growth and create
Council recognises that there community. We also recognise opportunities.
are both internal and external that there are external
WHAT COULD IMPACT OUR WHAT WILL ASSIST OUR
SERVICE DELIVERY? SERVICE DELIVERY?
Weaknesses Challenges Strengths Opportunities
• Council debt • Growing community • Innovative and • Major infrastructure
expectations strategically focussed projects
• Ageing infrastructure leadership
• Federal and State fiscal • Strong population growth
• Ageing workforce restraints • Strong financial
governance and controls • Diverse economic base
• Limited IT capabilities • Cost shifting from
Federal and State • Recently constructed • The Whitsunday brand
• Vast geographic size of
the region Governments road, water and • Foreign investment
sewerage infrastructure
• Attracting skilled • External economic • Unique natural
workforce impacts • Committed and environment
community responsive
• Diverse internal culture • Natural disasters workforce • Potential water and
energy supply sources
Page 18 | Whitsunday Region Corporate PlanOur Strategic Priorities
The Whitsunday region’s
population is expected to grow
to 44,000 by the year 2031.
With that in mind, Whitsunday
Regional Council is focussed
on growing our economy and
delivering the infrastructure
and services required to
accommodate our growing
population.
Council has identified a number of
strategic priorities which are central to this
goal, and we are committed to advocating
for their development. Over the coming
five years, Council will be promoting
our seven key strategic priorities to
government, industry, business and
community. We recognise that building
and maintaining strong and cooperative
relationships with both Federal and State
Governments is essential to the success of
delivering on our priorities.
Page 19 | Whitsunday Region Corporate PlanOUR SEVEN STRATEGIC PRIORITIES ARE:
BRUCE HIGHWAY
Advocate for the implementation of the
Bruce Highway Action Plan.
WHITSUNDAY COAST AIRPORT
Develop the Whitsunday Coast International
Export Hub as a significant transport and
exports hub and regional economic driver.
WATER SECURITY
Advocate for the construction of the
Urannah Dam and improvements to the
Burdekin Falls Dam.
Page 20 | Whitsunday Region Corporate PlanENERGY SECURITY
Advocate for the establishment of a base
load power station at Collinsville and
alternative energy sources.
PORT OF ABBOT POINT
Advocate for the continued development of
the Port of Abbot Point and the Abbot Point
State Development Area.
INTEGRATED RESORT AND
CASINO DEVELOPMENT
Advocate for the establishment of an
integrated resort and casino development
within the Whitsunday region.
AGRICULTURE
Advocate for the growth of the agriculture,
horticulture and seafood sectors for
expanding export opportunities.
Page 21 | Whitsunday Region Corporate PlanOur Plan Page 22 | Whitsunday Region Corporate Plan
About our Corporate Plan
As Whitsunday Regional strategic planning documents as well as this legislation, Council must adopt a
our annual Budget and Operational Plan. Corporate Plan at least every five years
Council’s Corporate Plan 2014-
Each year, we will review our progress on and discharge our responsibilities in a way
2019, Whitsunday 2020 outlines
delivering on the objectives of Whitsunday that is consistent with our Corporate Plan.
our strategic agenda for the 2020 through quarterly reports on The plan must:
next five years and translates activities undertaken in the Operational
• Outline Council’s strategic direction;
our community’s long-term Plan. Further reporting on our progress
will be undertaken when we produce our • State the performance indicators
vision for the Whitsunday
Annual Report. for measuring Council’s progress in
region into measurable actions. achieving our vision for the future of
the Whitsunday region; and
As a key part of Council’s strategic
planning framework, Whitsunday 2020
STATUTORY • Outline the role, objectives and
states our organisation’s vision and REQUIREMENTS commercial scope of each of Council’s
commercial business units.
mission for the next five years and
contains strategies that will guide our This Plan has been developed in
operations over this period. This Plan is accordance with the requirements of
directly linked to all of Council’s long-term the Local Government Act 2009. Under
OUR STRATEGIC PLANNING FRAMEWORK
Community Plan
Adopted by Council in 2011
A ten-year strategic plan that reflects the community’s vision for the future of the Whitsunday region, and outlines Council’s
goals, strategies and policies for implementing that vision.
↓
Corporate Plan
Scheduled for adoption by Council on 25 June, 2014
↓
Budget and Operational Plan
The Budget and Operational Plan detail the actions that Council will take over the financial year to deliver on the objectives of
Council’s Corporate Plan.
↓
Quarterly Reports
A quarterly report adopted by Council that reports on the progress of implementing the Operational Plan in line with Budget
constraints.
Annual Plan
Annual report on Council’s performance against its operational plan and budget.
Page 23 | Whitsunday Region Corporate PlanReading our Corporate Plan
This Plan is centred on the four
OUR THEMES
key themes of Governance and
Leadership, People, Place and
Partnerships
Prosperity. These four themes
will guide Council’s focus People
over the next five years and
are aligned with a number of
outcomes and strategies.
Governance
and Leadership
s
hip
Par
Prosperity Place
s
t
r
n
e
er
tn
s
r hip
Pa s
LOCAL GOVERNMENT ROLES
Council plays a number of roles in achieving our objectives and delivering services. In preparing this Plan, we have aligned each strategy
with a specific role which reflects our ability to deliver that strategy. The four roles that have been used are:
PROVIDER Council is directly responsible for the provision and/ or delivery of this strategy.
Council will cooperate and form strategic partnerships with government, industry, business and
PARTNER
community to achieve this strategy.
Council will play a role in achieving this strategy through bringing external groups and interested
FACILITATOR
parties together.
ADVOCATE Council will promote this strategy to government, industry, business and community.
Page 24 | Whitsunday Region Corporate PlanMEASURING OUR Whitsunday region. Council recognises
the importance of partnerships and the
ENVIRONMENT – achieving balance;
PEOPLE – creating opportunities for
SUCCESS role of government, industry, business and everyone;
community in implementing this Plan. We
INFRASTRUCTURE – being connected;
have identified key strategic partnerships
Whitsunday 2020 is linked to and
in each theme area, and while not
Council’s Operational Plan and GOVERNANCE – balancing all our
exhaustive; this list will provide an insight
interests.
Budget, and progress against into the number of contributors to the
this Plan will be measured Whitsunday region.
As with Whitsunday 2020; the successful
in quarterly performance
delivery of The Queensland Plan can only
reports and Council’s Annual be achieved through a shared approach
Report. These documents will
inform the community of our
ALIGNMENT WITH by government, industry, business
and community. The table on page 40
achievements, successes THE QUEENSLAND demonstrates how our Corporate Plan
PLAN
aligns with The Queensland Plan. We have
and any challenges we may
used a system of primary alignments and
experience in implementing secondary alignments to reflect how the
this Plan. Whitsunday Regional Council is committed two plans interact.
to working cooperatively across all levels
of government to achieve good outcomes
Throughout this Plan, we have listed
for our region. We have identified areas of
OUR
a number of indicators against which
alignment between the Whitsunday 2020
each theme will be measured. Our
CONVERSATION
and the Queensland Plan, a 30-year vision
Operational Plan will contain more
for Queensland.
detailed performance indicators and will
comprehensively detail how Council is WITH OUR
delivering on this Plan and its objectives. The Queensland Plan is centred on the
following nine foundation areas:
COMMUNITY
EDUCATION – building life skills and
The community consultation for the
inspiring bright minds;
corporate plan assisted in the development
STRATEGIC COMMUNITY – making connections; of the strategic direction of the plan, see
PARTNERSHIPS REGIONS – building thriving communities;
ECONOMY – forging diversity and
Appendix 1 for more information on the
community consultation. Throughout the
prosperity; plan we have used some community
Council is committed to working quotes that articulate the community’s
HEALTH AND WELLBEING – being healthy
cooperatively with all levels of government goals for the future.
and active;
to deliver good outcomes for the
Page 25 | Whitsunday Region Corporate PlanGovernance and Leadership
PERFORMANCE • Local Government Association of
Queensland
“Our Council builds
MEASURES • Whitsunday Regional Organisation of
a reputation as • Community and stakeholder Councils
being consultative satisfaction with Council
• Elected parliamentarians
and inclusive, • Financial sustainability ratios
with business and • Number of community engagement
initiatives undertaken annually and
community engaged
community satisfaction with process ALIGNMENT WITH
in decision-making”
Cannonvale resident
• Number of joint initiatives between THE QUEENSLAND
Council and government, industry,
business and community PLAN
• Progress in advocating our strategic The outcomes in this focus area are
priorities to government, industry, aligned to the following Queensland Plan
business and community strategies:
OUR GOAL: • Development and implementation of 6. We celebrate, embrace and respect
strategies diversity
In 2020, the Whitsunday region is 8. Our regions are strong and prosperous
united and our leadership delivers open,
accountable and transparent local 9. We capitalise on unique regional
government. Our community is engaged,
informed and actively involved in Council
STRATEGIC opportunities and assets
PARTNERSHIPS
10. Working together we will achieve more
decision making. Whitsunday Regional
Council is an innovative and financially 33. We have localised and more flexible
• Federal, State and Local Governments
sustainable organisation and our staff is decision making
skilled, valued and productive. • Queensland Treasury Corporation
34. Regulation is outcome based
• Queensland Audit Office
35. Government is more effective and
• Department of Local Government, efficient
Community Recovery and Resilience
Page 26 | Whitsunday Region Corporate PlanOutcome 1.1 Our leadership engages with the community and provides open,
accountable and transparent local government.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Provide open, accountable and transparent leadership that
1.1.1 ensures community confidence in Council and achieves
positive outcomes for the Whitsunday region.
Develop a Governance Framework that provides accountable
1.1.2 and transparent decision making and supports Council in
meeting its legislative responsibilities.
Engage with government, industry, business and community
1.1.3 to inform Council's decision-making processes.
PROVIDER
Communicate Council’s objectives and decisions to the
1.1.4 community through a variety of communication tools.
Develop and implement a Community Engagement Strategy
1.1.5 that identifies multiple approaches to inform, consult and
involve the community in Council decisions and initiatives.
Operate advisory committees, industry reference groups and
1.1.6 community reference groups.
Outcome 1.2 Our leadership partners with government, industry, business and
community to deliver positive outcomes.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Build and maintain strong, collaborative and cooperative
1.2.1 relationships across all levels of government, industry,
business and community.
PROVIDER
Identify opportunities for alignment between Council’s
1.2.2 interests and objectives with those of Federal and State
Governments.
Partner with government, industry, business and community
PARTNER 1.2.3 to promote the Whitsunday region at both a national and
international level.
Advocate Council’s interests and objectives to government,
ADVOCATE 1.2.4 industry, business and community.
Page 27 | Whitsunday Region Corporate PlanOutcome 1.3 Our organisation is innovative, efficient and financially sustainable.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Ensure Council’s financial position is effectively managed and
1.3.1 sustainable.
Drive a positive, proactive and responsive customer service
1.3.2 culture across the organisation.
Develop and implement business improvement systems and
1.3.3 long term asset management plans that support innovation
and sustainability of service delivery.
PROVIDER Develop Council’s knowledge management systems to make
1.3.4 available information as required by the community and
council decision makers.
Implement procurement initiatives to support and promote
1.3.5 the local business sector.
Maximise commercial benefits to Council’s business units
1.3.6 and assets.
1.3.7 Improve methods of service delivery to the community.
Outcome 1.4 Our workforce is skilled, valued and productive.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Recruit and develop a professional, capable and responsive
1.4.1 workforce.
Develop and implement various engagement processes to
1.4.2 effectively communicate Council’s objectives and decisions
to staff.
PROVIDER
Develop and implement a workplace cultural transformation
1.4.3 program that promotes innovation, productivity and best
business practice across the organisation.
Provide for the safety, security, health and well-being of
1.4.4 Council employees and contractors.
Page 28 | Whitsunday Region Corporate PlanPeople
“We need to be
PERFORMANCE • Charities, Not for Profit organisations
and community service groups
respectful and MEASURES • Sporting and recreation organisations
• Response to emergencies and natural
inclusive as a disasters
community and value
the unique character
• Community and stakeholder
satisfaction with public spaces and
ALIGNMENT WITH
and attributes of our
facilities THE QUEENSLAND
individual towns” • Attendance at Council facilitated PLAN
events
Proserpine resident The outcomes in this focus area are
aligned to the following Queensland Plan
strategies:
OUR GOAL: STRATEGIC 5. In Queensland nobody gets left behind
In 2020, the Whitsunday region is an
PARTNERSHIPS 6. We celebrate, embrace and respect
diversity
• Federal, State and Local Governments
inviting and welcoming community with 16. We are physically and mentally healthy
an envious lifestyle. Our region is active, • Queensland Police
healthy and inclusive, and our residents 17. We are connected to our communities
enjoy access to a range of social, cultural • Queensland Health
19. We have the opportunity to reach our
and recreation activities. We are a fair, • Queensland Fire & Emergency full potential
equitable and affordable community and Services
we respect our region’s diversity. 26. We support the least advantaged
Page 29 | Whitsunday Region Corporate PlanOutcome 2.1 Our region is active, healthy, safe and resilient.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Maintain and develop Council’s emergency and disaster
2.1.1 management planning, prevention, response and recovery
capabilities.
Continue to partner with emergency service providers,
PROVIDER 2.1.2 government agencies and recovery authorities to ensure
effective resource planning and provision.
Implement, enforce and review community health regulations
2.1.3 and standards and deliver a timely and effective response to
emerging health issues.
Promote healthy and balanced lifestyles and encourage
ADVOCATE 2.1.4 physical activity.
Outcome 2.2 Our region is inclusive and motivated by a range of social, cultural and
recreation opportunities
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Effectively maintain public spaces and ensure they are
2.2.1 accessible to people of all ages and abilities.
Effectively maintain and develop community hubs, libraries
PROVIDER 2.2.2 and facilities across the Whitsunday region.
Develop systems and promote the funding of local sport and
2.2.3 recreation facilities.
Facilitate affordable living through encouraging diversity in
2.2.4 housing development.
Encourage cooperation between community and sporting
FACILITATOR
2.2.5 groups and maximise benefits to sporting and recreation
facilities across the Whitsunday region.
Support community groups in facilitating a variety of cultural,
2.2.6 community, sporting and recreation activities, events and
programs.
Promote volunteerism and encourage the participation of
2.2.7 volunteers in community activities.
ADVOCATE Advocate to State and Federal Governments for enhanced
2.2.8 human services and social infrastructure across the
Whitsunday region.
Page 30 | Whitsunday Region Corporate PlanPlace
PERFORMANCE ALIGNMENT WITH
“Council should
MEASURES THE QUEENSLAND
strive for a healthy,
sustainable
• Growing our asset base PLAN
• Community and stakeholder The outcomes in this focus area are
environment balanced satisfaction with our road, water and aligned to the following Queensland Plan
with sensible housing sewerage infrastructure and networks strategies:
development” • Compliance with State and Federal 8. Our regions are strong and prosperous
benchmarks and standards
Collinsville resident
9. We capitalise on unique regional
• Percentage of total capital works opportunities and assets
completed
20. Our natural resources are managed
• Percentage of total operating projects effectively
OUR GOAL:
completed.
21. We protect the environment
• Development and implementation of
strategies 23. Urban sprawl is managed efficiently
In 2020, the Whitsunday region is thriving
and sustainable. Our region’s infrastructure 28. Our infrastructure fits our changing
supports our growing population and our population and demographics
towns are well planned, with our unique
heritage and character protected. We value STRATEGIC 30. Infrastructure is funded in a variety of
ways
our natural environment and work together
to protect and enhance our region’s PARTNERSHIPS 31. Infrastructure is designed and built
natural assets. • Department of State Development, with longevity in mind
Infrastructure and Planning
32. Infrastructure provides connectivity
• Department of Transport and Main and accessibility across the state
Roads
• Department of Environment and
Heritage Protection
• Development Industry
• Landcare and environment
conservation organisations
Page 31 | Whitsunday Region Corporate PlanOutcome 3.1 Our built environment is well planned, effectively managed and protects
our region’s heritage and character.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Develop and implement an efficient, effective and
3.1.1 accountable framework for managing the growth and
PROVIDER development of the Whitsunday region.
Develop and implement strategies to preserve the unique
3.1.2 character of our community and heritage places.
Advocate the Whitsunday region’s planning and growth needs
ADVOCATE 3.1.3 to Federal and State Governments.
Outcome 3.2 Our natural environment is valued and sustainable.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Develop and implement policies and strategies that protect
3.2.1 and enhance the Whitsunday region's natural environment.
PROVIDER
Develop water and waste services and systems that ensure
3.2.2 the integrity of the Whitsunday region's natural environment.
Support and facilitate a variety of community awareness
3.2.3 initiatives and programs that promote the Whitsunday
PARTNER region's natural environment.
Partner with landholders to mitigate the effects of pests on
3.2.4 the Whitsunday region’s natural environment.
Promote the conservation of environmental assets including
ADVOCATE 3.2.5 the Great Barrier Reef, beaches and wetlands.
Page 32 | Whitsunday Region Corporate PlanOutcome 3.3 Our region is accessible and connected.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Improve the utilisation of Council-owned aerodromes and
3.3.1 aviation assets.
PROVIDER Improve Collinsville-Proserpine connectivity and investigate
3.3.2 the viability of a direct Collinsville-Proserpine Transport
Corridor.
Partner with Federal and State Governments to develop and
PARTNER 3.3.3 maintain a high-quality transport and road network.
Advocate for improved telecommunications across the
3.3.4 Whitsunday region.
ADVOCATE
Advocate for the implementation of the Bruce Highway
3.3.5 Action Plan.
Outcome 3.4 Our infrastructure supports our region’s current and future needs.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Develop and maintain effective roads and drainage
3.4.1 infrastructure, networks and facilities.
Develop and maintain effective water and waste water
3.4.2 infrastructure, networks and facilities.
Develop integrated asset management plans to effectively
manage and maintain road, water and waste water
PROVIDER 3.4.3 infrastructure and ensure assets meet the demands of a
growing population.
Deliver effective customer focussed water services that
3.4.5 protect the public health.
Develop a planned approach to securing the Whitsunday
3.4.6 region’s water supply.
Partner with Federal and State Governments to enhance the
PARTNER 3.4.7 Whitsunday region’s capacity for ongoing development and
infrastructure maintenance.
Engage with Federal and State Governments regarding
ADVOCATE 3.4.8 regional and national water security issues.
Page 33 | Whitsunday Region Corporate PlanProsperity
PERFORMANCE • Local tourism and economic
developments organisations
“We need to explore
opportunities
MEASURES • Local agriculture and horticulture
industry organisations
to expand our • Growth in Gross Regional Product • Schools and education providers
agriculture and (GRP) and the local economy
horticulture sectors; • Growth in population
we need to promote • Increased investment in the local ALIGNMENT WITH
a multi-commodity economy
THE QUEENSLAND
port and international • Development and implementation of
strategies
PLAN
airport” The outcomes in this focus area are
Bowen resident aligned to the following Queensland Plan
strategies:
STRATEGIC 2. We have practical-based learning
OUR GOAL: PARTNERSHIPS 8. Our regions are strong and prosperous
9. We capitalise on unique regional
• Federal, State and Local Governments opportunities and assets
In 2020, the Whitsunday region is the
economic hub of North Queensland and • Department of State Development, 11. We value and invest in local business
the state’s leading regional economy. The Infrastructure and Planning and workers
diversity of our agriculture, mining, small
• Department of Tourism, Major 12. We are the number one performing
business and tourism sectors has allowed
Events, Small Business and the economy in Australia
our region to prosper, with our residents
Commonwealth Games
enjoying access to strong education and 13. We are focused on industry
employment pathways. • Department of Agriculture, Fisheries development and diversification
and Forestry
14. Queensland has the best job
• Local Chambers of Commerce and opportunities in Australia
business organisations
15. Our centres of excellence drive
innovation
Page 34 | Whitsunday Region Corporate PlanOutcome 4.1 Our infrastructure enables economic development and facilitates
investment opportunities.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Develop and implement an Economic Development Strategy
PROVIDER 4.1.1 and Regional Investment Prospectus.
Develop the Whitsunday Coast Airport as a significant
4.1.2 transport and exports hub and regional economic driver.
PARTNER Partner with government, industry, business and community
4.1.3 to create economic opportunities through encouraging and
attracting investment to the Whitsunday region.
Advocate for the construction of the Urannah Dam and
4.1.4 improvements to the Burdekin Falls Dam.
ADVOCATE
Advocate for the establishment of a base load power station
4.1.5 at Collinsville and alternative energy sources.
Outcome 4.2 Our mining sector enjoys access to strong export and development
opportunities.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
PROVIDER 4.2.1 Develop an Abbot Point Infrastructure Strategy.
Partner with government, business and industry to develop a
PARTNER 4.2.2 Mining and Logistics Support Industry Precinct.
Advocate for the continued development of the Port of Abbot
ADVOCATE 4.2.3 Point and the Abbot Point State Development Area.
Page 35 | Whitsunday Region Corporate PlanOutcome 4.3 Our agriculture sector is sustainable and enjoys access to strong export
and development opportunities.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Develop an Agriculture Strategy to facilitate the growth of
4.3.1 the agriculture, horticulture and seafood sectors and identify
PROVIDER export opportunities.
Maintain road infrastructure that meets the needs of primary
4.3.2 producers and industry stakeholders.
Partner with primary producers and industry stakeholders to
4.3.3 promote the Whitsunday region as a suitable location for a
fresh produce canning and processing plant.
PARTNER
Partner with primary producers and industry stakeholders to
4.3.4 identify opportunities and challenges facing our agriculture,
horticulture and seafood sectors.
Page 36 | Whitsunday Region Corporate PlanOutcome 4.4 Our tourism and small business sectors are strong, sustainable and
actively promoted.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Ensure a regulatory environment which is business friendly
4.4.1 and considerate of business needs.
PROVIDER
Enhance tourism and entry signage across the Whitsunday
4.4.2 region.
Partner with tourism, business and economic development
4.4.3 organisations to deliver training programs and initiatives for
the tourism and small business sectors.
PARTNER
Partner with tourism, business and economic development
4.4.4 organisations to promote the local tourism and small
business sectors.
Promote the Whitsunday region as a desirable domestic and
4.4.5 international tourist destination.
Advocate for the establishment of an integrated resort and
4.4.6 casino development within the Whitsunday region.
ADVOCATE 4.4.7 Promote the continued development of the tourism sector.
4.4.8 Promote living, investing and shopping locally.
Encourage the retention of existing local industries and
4.4.9 businesses and the development of emerging industries and
businesses.
Outcome 4.5 Our region provides strong education, employment and training
pathways.
COUNCIL ROLE STRATEGY # STRATEGY STATEMENT
Partner with government, industry, business and community
PARTNER 4.5.1 to support develop and business growth that generates
employment opportunities.
Promote the Whitsunday region as a suitable location for a
4.5.2 variety of education facilities including a university campus
and boarding school or private boarding facility.
ADVOCATE Promote initiatives designed to enhance and increase local
4.5.3 employment and training opportunities.
Promote the development of a skilled and flexible workforce
4.5.4 to benefit local industries and businesses.
Page 37 | Whitsunday Region Corporate PlanAppendix One
ENGAGEMENT AND • A workshop with Council’s elected
members and Executive Management
The engagement program was largely
modelled on the New Oregon Model, an
CONSULTATION Team; internationally recognised approach to
community engagement centred around
SUMMARY • Two (2) Whitsunday Regional Council
staff workshops; five (5) questions:
• A youth picture competition distributed 1. Where are we now?
Whitsunday 2020 has been developed
following consultation and engagement to all of the region’s primary schools; 2. Where are we going?
with local residents, community and
3. Where do we want to be?
organisations and business and industry • Marketing collateral including paid
stakeholders, in addition to Whitsunday advertisements in the region’s three 4. How do we get there?
Regional Council’s staff and elected (3) local newspapers, five (5) press
members. 5. Are we getting there?
releases and letters sent to key
stakeholders.
Whitsunday Regional Council conducted an Over 550 people participated in the
engagement program from mid February The engagement program was jointly engagement process, with the phone
2014 to late May 2014 to determine delivered by Council and two external survey completed by 300 participants
community and stakeholder preference organisations. Engagement Plus was providing the most feedback. The
for the goals, outcomes and strategies contracted in February 2014 to design engagement process found that the key
of Whitsunday 2020. The engagement and deliver the four (4) community and priority for Council over the next five (5)
program utilised the following tools: stakeholder forums; analyse the data years is responsible governance, inclusive
gained through the community survey of financial planning and community
• A community survey; engagement.
and assist in the drafting of the Corporate
• A random phone survey of 300 local Plan document. Market Facts Pty Ltd
residents; was commissioned in early March 2014
to conduct a random survey of 300 local
• Four (4) community and stakeholder
residents and to present the findings in
forums held at venues in each of
a report. Mr Steven Ames was engaged
the Whitsunday region’s four major
townships; to facilitate the Councillor workshop and
provide advice on the development of the
vision and strategies.
Page 38 | Whitsunday Region Corporate PlanBIG IDEAS FROM
OUR COMMUNITY
Throughout our engagement process,
Council heard hundreds of ideas and
suggestions from the community as to
what our Corporate Plan should contain.
While we have succeeded in integrating
many of these into Whitsunday 2020,
Council acknowledges that not all of these
fall within the scope of local government
or can be achieved by Council in the next
five years. Some of these ideas included:
Constructing a monorail
that would connect
the Whitsunday Coast
International Export Hub
Partnering with James to Airlie Beach
Cook University or
Central Queensland
University to establish a
university campus in the Transforming the Port of
Whitsunday region Abbot Point into northern
Constructing a stadium
Australia’s leading
complex between Bowen
agriculture exports hub;
and Proserpine to attract
shipping fresh produce,
major sports events and
live seafood and beef
music concerts to the
and livestock to key
‘Triangulating’ the Whitsunday region
global markets
Whitsunday region
through constructing
a road link between
Collinsville and Developing the Bowen
Proserpine Aerodrome as a
commercial airport to
benefit our local tourism
and mining sectors
Page 39 | Whitsunday Region Corporate PlanYou can also read
