COVID-19 STRATEGIC RECOVERY PLAN - Isaac Regional Council
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COVID-19 STRATEGIC RECOVERY PLAN Current as at 28.10.2020 Presented by Jeff Stewart-Harris, Director Planning, Environment & Community Services
TABLE OF CONTENTS INTRODUCTION - COVID-19 STRATEGIC RECOVERY PLAN 3 STRATEGIC COVID - 19 RECOVERY PLAN FOR BUSINESS RESILIENCE 5 STRATEGIC COVID - 19 RECOVERY PLAN FOR COUNCIL SUSTAINABILITY 16 STRATEGIC COVID - 19 RECOVERY PLAN FOR DISASTER RECOVERY 17 STRATEGIC COVID - 19 RECOVERY PLAN FOR COMMUNITY RESILIENCE 18 STRATEGIC COVID - 19 RECOVERY PLAN FOR STRATEGIC ADVOCACY 20 ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Endorsed 28/10/2020 - Resolution Number: 6945 02 Doc Number: CORP-PLN-063 Version 1 – ECM 4715650
INTRODUCTION - COVID-19 STRATEGIC RECOVERY PLAN Following the declaration by the World Health Organisation of the COVID-19 pandemic on 11 March 2020, Council acted quickly to recognise that immediate support and stimulus measures needed to be put in place to address both the pandemic and the anticipated recessionary effects that would quickly follow. Council was also mindful that its actions needed to have a robust tactical and strategic framework underpinning them to ensure that resources would be used wisely and effectively. On 26 March 2020, Council adopted several measures including: A Tactical Response Plan, Three support and stimulus packages comprising a total of 58 separate measures under: – Business Support and Stimulus Package, – Community Support and Wellbeing Package; and – Community Compliance Response Package, The framework for establishing the Community Chest to support Small to Medium Businesses; and The framework for establishing the Special Community Grants Program to support not-for-profit community organisations All these measures have been implemented to great effect and the three initial response support and stimulus packages were closed out at the same Council Meeting which adopted this Strategic Recovery Plan. During this period, the Council has continued to work on creating the strategies that would focus on Isaac’s longer-term recovery from the health crisis and the recessionary impacts experienced particularly by small to medium businesses across the Region. The Council and the Executive Leadership Team have held two strategic workshops with the most recent on 18 September 2020 to identify and craft the Strategies contained in this Strategic Recovery Plan. Further, in order to maintain momentum, at the Ordinary Meeting on 23 September 2020, Council approved a few interim measures which could be readily implemented pending the approval of this Strategic Recovery Plan. Some important aspects of this Strategic Recovery Plan are that it contains 50 separate strategies in line with a strategic recovery framework responding to: Business Resilience, Council Sustainability, Disaster Recovery, Community Resilience; and ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 03 Doc Number: CORP-PLN-063 Version 1 – ECM 4715650
Advocacy Importantly it builds on Council’s existing five-year Economic Development Framework, and Tourism Strategy and Business Support Strategy and provides resourcing and capacity to bring forward a substantial body of that work into the next 18 -24 months. Council has also taken great care to make sure it integrates with other recovery plans that have been adopted for the broader Greater Whitsunday Region to make sure that gaps are covered and there is not duplication. Readers are encouraged to visit the Queensland State Recovery Plan for the Mackay Isaac Whitsunday Region at https://www.covid19.qld.gov.au/government-actions/our-economic-recovery-strategy/regional-economic-recovery/mackay-whitsunday- regional-economic-plan and the Greater Whitsunday Alliance (GW3) Transformation Region COVID Recovery Plan which can be sourced at https://www.greaterwhitsundayalliance.com.au/reports. As recovery is expected to be long-term, it is intended review this plan with a view to updating late in FY2021 to ensure its continued relevance. Critically, Council’s plan is fully funded, with budget and funding sources detailed throughout. Presently the plan commits $556,000 of the Pandemic and Recession Recovery Reserve for expenditure in FY2021 (noting that the salary commitments are for just over half a year). Eight strategies are nominated as being eligible for separate business cases to consider application of further reserve funds during FY2021. The reserve has capacity to fund all these if they materialise. It’s worth noting how the target timings work in the plan – where a quarter or financial year is nominated, it means by the end of that nominated period. Council is confident that these measures will bring real value and support to the Communities of Isaac in both the short and longer-terms. ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 04 Doc Number: CORP-PLN-063 Version 1 – ECM 4715650
STRATEGIC COVID - 19 RECOVERY PLAN FOR BUSINESS RESILIENCE
Budget and
Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
Small to Medium Enterprise (SME) -
Business Recovery Strategies
This is a ‘Concierge’ role - makes connections; is the empathic go-
to person within Council for business (particularly at-risk
businesses under stress). It will:
Be a connector to Commonwealth, State and Regional
programs for funding opportunities, business model advice,
R&D, trade assistance, investment partnering, etc
Undertake targeted research to find vulnerable industries and/or
businesses and designing interventions within the scope of
Council functions.
Facilitate preparation of Community Chest applications for Sustaining Regional business $95,000 -
$110,000 salary
bespoke eligible diversification/innovation proposals arising from and on costs pa
Facilitating renewed business models
the above throughout Region $2,500 equipment
Employ an Economic and in Y1 – all from Manager
Recruit Q2
BR1 Business Resilience Engagement with ED networks to ensure gaps are covered and Money circulation retained in local reserve. Economy and
FY2021
Coordinator for two years economy Prosperity
to avoid duplicated effort.
Office and vehicle
Bring forward of Economic Development not included –
Development and delivery of (sustainable) mentoring programs. supply from
Framework and Business Support
Development of a business start-up program Strategy delivery existing
Investigate the use of vacant/low occupancy or utilisation
Council facilities for pop up or cyclic short term creative or
maker spaces or incubator/accelerator spaces for delivering the
above
Develop business resilience, capability and digital skills training
as well as the broader re-training agenda through facilitation of
connections with GW3, DESBT, DITD, DSDMIP, Split spaces
etc
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 05
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
Facilitate formation of Isaac Region Business Alliance
Assist Manager Economy and Prosperity with the bring forward
of Economic Development Framework and Business Support
Strategy implementation and the delivery of this Strategic
Recovery Plan
The role will report to the Manager Economy and Prosperity and
have a collaboration/dotted reporting line to the Director PECS.
Curtail leakage of Council procurement
spend from the Region, where: Cost of program to
be monitored by
monthly estimation
the goods and services are available in
Manager
Re-assess Local Preference Ongoing re-examination of the effectiveness of the revised 12- acceptable quantities and qualities in No separate
BR2 Contracts and FY2021
Policy and weightings month trial current local preference policy settings budget – costs
the Region; and Procurement
accrue to accounts
where goods and
Council can transparently demonstrate services are
value for money funded from
Investment Attraction Framework has been developed in house Framework
and reviewed by ELT – it is pending briefing to Council developed inhouse
Grow the Regional economic base
from existing
Develop prospectus of investment-ready opportunities in the to support existing industry, and operational budget
Region. Manager
BR3 Investment Attraction Plan Economy and Q2 FY2021
attract business activities that are Prospectus
Target key businesses/services that are absent from the Region, development Prosperity
for attraction needed now, or will support the (IR4) requires modest
supplementation
future of work
Pursue grant funding opportunities for public infrastructure which from the reserve of
supports existing and targeted business $10,000
Gift card local buying program for the long haul. Increase turnover through Regional $20,000 required
businesses from reserve to for
Enhance knowledge around the card either (1) by presentation Additional video
wallet with a website where users can get up to date information Creates direct consumer behaviour of and other
on participating businesses, how to re-charge credit balance and Manager
buying locally promotion/ Q1 FY2021
BR4 Leverage Shop Isaac Program other FAQs, or (2) adding a QR code to the cards Economy and
modifications to and ongoing
Prosperity
cards or wallets/
Drive high-multiplier spending continued program
Leverage to industry use of the cards to increase money circulated
though the program support
Leverage Industry and Council spending.
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 06
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
Initial launch through Isaac Regional Council staff. $46,000 for 2-
stage IRC Staff
Use shop Isaac Cards as an add-on to community events to be Launch funded
used to support the supplies for the event and/or for prizes to from reserve
attract event attendance
NB cards for add-
on to events is
funded under CR2
Continue to seek funding into the Community Chest and deliver
grants to SMEs while resources allow, and need continues to be Continued acute support for SMEs
present experiencing hardship as a direct result of
COVID-19
Q2 FY2021
BR5 Community Chest Investigate opportunities for the Community Chest to provide more Externally funded Senior Advisor
and ongoing
leverage for progressive and innovative changes to SME's Opportunities to support SMEs adapt
business models and address the 4IR and future of work business models to the post -COVID and
challenges, and reskilling, particularly through work done by the 4IR environment.
Economic and Business Resilience Coordinator.
Examine the value and potential effectiveness of e-B2B, B2C,
High exposure of Regional Business and
B2IN (Industry Network) platform.
its capability within and beyond the Region
Subject to ELT
Showcase Regional Businesses. approval of an
Maximise Regional turnover
appropriate
Develop a Regional Capability Prospectus business case,
Optimise the opportunities for local funds of up to
businesses to support each other for their $25,000 be
Presence at Developing Northern Australia Conference own business needs by ensuring the best provided from the Manager
Existing Regional Businesses
BR6 awareness of what is available within the reserve for a B2B Economy and Q3 FY2021
Connectivity and Promotion
Presence in regional Provenance publication region Platform Prosperity
Promote connectivity methods and digital platforms to support Similarly, to ensure that the community is Other items from
connectivity amongst business and community across the Region aware of the full range of business existing
including: offerings and services within the region. operational
My community directory budgets
Shop Isaac Facebook page Support for the Isaac Region Business
Alliance
Bang the Table.
Measures proposed by LDAC to address the imbalance between Manager
housing supply and demand, including: Housing forum Liveability and
$10,000 from Sustainability
Housing forum existing
Encourage Residential operational budget
Moderate housing affordability in region
Development to reduce
BR7
housing affordability issues in
Reduction of minimum lot size from 450 to 400 m2 throughout economic cycles to present the Q2 FY2021
region as more attractive and liveable Other items to be
an economic upswing
investigation into Council controlled land available to provide funded from other
sources yet to be
affordable housing solutions identified
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 07
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
Promote infill development as an efficient use of existing trunk Director
infrastructure Planning
Environment
and Community
Consider incentives that could be realised from Infrastructure Services
charges without impacting on Council’s future sustainability
Develop a paper for Council’s consideration in October or
November 2020 covering an incentive Memorandum of
Understanding targeting a specific template Resources
Industry/Developer incentives package with a 3-5-year outlook
Investigate scope for Industrial development opportunities where
industries can provide supply chain enhancements or export Promotes greater economic diversity in Up to $15,000 for
replacements regionally. (From an overall resourcing perspective Region Manager
Encourage targeted Industrial consultancy
BR8 in-house resources will need some consultancy supplementation Economy and Q3 FY2021
Development support from
to complete this) Prosperity
Grow the SME sector reserve
Manager Q1 FY2021
12-month program for development application fees for SMEs - Anticipated Liveability and
75% discount for change to existing; and 50% discount for start- development Sustainability/
ups; and 100% for extensions to currency application fee
Encourage and attract business to the discounts $40,000 Manager
Reduction of costs and region and make it easier for existing small for FY2021.
Improve early communication of requirements to prospective Economy and
BR9 impacts of administrative and to medium enterprises in the region to
business and keep clear communication channel open through Prosperity
compliance functions expand, diversify, adopt new business
process. Other elements
models to be prosperous
being Manager Regulatory
Continue with Council's Regulatory Reset project across all 5 accommodated Community Reset
areas of compliance/regulation overseen by Council. inhouse. Education and ongoing to
Compliance Q2 FY2022
Q3 FY2021
Seeding funding
Creating a network of likeminded business dependent
Leverage the COVID-19 and Shop Isaac program to create an for a standalone Manager
Develop an Isaac Region interests to provide a platform for engaging on the
BR10 Isaac Region Business Alliance (Chamber of Business) with a view alliance group Economy and
Business Alliance business needs, creating mutual aid, progression
to optimising digital/virtual meetings to provide $5,000 from Prosperity
showcasing regional business capability. of the
reserve
pandemic
Event budget of
Develop an annual Agricultural Sector Open day/s potentially $30,000 from
focussed on Clermont and Nebo (either in conjunction with or at reserve
another time of the year from the Beef Expo) to celebrate the Creating a greater visibility and positive
grazing and agricultural industries across the Region. future for the grazing and agricultural Also, drought Manager
BR11 Ag Sector/Saleyards Days industries and the communities that funding may Economy and Q2 FY2022
support them as potential fire starters for supplement, as Prosperity
This should also leverage the Drought Support Day elements that diversification in the Region
were deferred earlier. may a future
engagement
budget for the
Community
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 08
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
Consideration should also be given to leverage that can be made /Corporate Plan
from the Agri-futures work that CHDC has been doing, for the project
Region’s benefit
Also, event design should craft these events as key engagement
opportunities with the rural/Ag/Beef sectors for Council’s upcoming
Community Plan and Corporate Plan engagement
Tourism Recovery Strategies
Following the commencement and consolidation of the Tourism
Role in Isaac that MTL has had funded through the Local Buying
Foundation, confirm the resource shortfall, including tourism
promotion and communications, within the Economy and
Prosperity Department to deliver the Tourism Recovery Strategies $85 – 100K pa
and recruit a fixed term resource to complete that work. salary and oncosts
plus $2,500
Assist the Manger Economy and Prosperity with the bring forward Accelerate development of Isaac tourism equipment in Y1
of the Tourism Strategy delivery sector maturity all funded from Manager
Employ a targeted Tourism reserve
TR1 Economy and Q3 FY2021
Development Resource
Provide diversification to Regional Prosperity
The role will assist the Manager Economy and Prosperity to bring
forward Tourism Strategy implementation and the delivery of this economy Office and vehicle
Strategic Recovery Plan from existing
operational
budgets
The role will report to the Manager Economy and Prosperity and
have a collaboration/dotted reporting line to the Director PECS.
Nominal event
development
budget $15,000 Q3 FY2021
1. Prepare scope and project plan for the establishment of an from reserve Manager for an event
annual World Mud Crab Day (potentially building on the
Economy and in early
Clairview Easter Fishing Competition) based on the Isaac
Event delivery Prosperity FY2022 if
Coast for Council consideration
Creating new reasons for people to visit budget will need to adopted
the Region and for people within the be provided if
region to explore its own attractions with a scope proves up
Create additional iconic view to keeping money circulating locally
TR2 2. Develop an Isaac Tourism Events Strategy:
authentic Isaac events
to include gap analysis and concept development Build tourism capability as a means of
diversifying the regional economy
Manager
consider possible new signature events e.g. $30,000 from
Economy and Q4 FY2021
reserve
Prosperity
– family-oriented Easter weekend festival at TCD,
– Burning Man Mt Britton,
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 09
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
– Indigenous cultural festival etc
Consider events which would work at Lake Elphinstone, Dysart,
Middlemount and Carmila
World Mud Crab day potentially in association with the Clairview
Fishing Competition
Incorporate development pathways for the events in the interim
Signature and Other Tourism Event Program (TR3) to integrate
with the overarching strategies and reach their full potential.
TR3 As an interim Priority Tourism Events List, undertake a structured
workshop with Council to adopt a 2021 tourism signature event list
from amongst: Nebo rodeo, Clermont show, 4U2 Concert, Twin
Hills weekend, St Lawrence Wetlands Weekend, Race day circuit,
CLM coal and gold, bush sports circuit and suitable others
(Noting that Easter is the start of the Queensland, look to develop
Initially within
and publish a 2021 Isaac Tourism Calender)
existing E&P
Leveraging existing events is often easier budgets and
In addition, undertake a range of partnering/facilitation activities as and more productive than a start-up, with Community Grants
follows to confirm a Region-wide program of all tourism events (in less overall risk and effort. where eligible Council
addition to the interim signature list prior to adoption of the Tourism organisations are Workshop
Build on existing events – Events Strategy): running the Manager Q2 FY2021
Otherwise the 'why' for doing this is the event/s
Create interim Signature and same as for creating new events as above Economy and
Other Event Program Partner with adopted events and MTL to better promote, attract Prosperity Balance
sponsorship, event management training and opportunities The additional throughout
costs of running FY2021
Post-COVID it is also about getting GOVID-Safe
Promotion of integration opportunities to upscale existing events communities back into al healthy season events are eligible
- fashions of the field and racing circuit - supporting local for support under
CR2
business
Partner with Engaged Communities for development of arts and
crafts, and food events - Eat street, food markets, Festival of
small halls, pop up cinema and music festivals
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 10
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
Partnering with existing sports-based events to determine
feasibility and facilitate leverage to another level - e.g. Local
state of origin
Connect with and engage in attraction of regional events
external to Isaac - e.g. Off-road racing, mountain biking, 4WD,
Ute muster etc
TR4 May require a
1. Continue to work with MTL as it reviews its business model higher level of
and seek the inclusion of the word Isaac in its trading name, annual Manager
with a view to positioning Isaac well both for COVID recovery contribution – Economy and FY2021
and to extract the greatest value from any potential future subject to Prosperity
consolidation of Regional Tourism Organisations separate business
case at the time
To achieve the appropriate balance of
Position funded
destination marketing to attract visitors to
through Local
the region by MTL as the Regional
Buying Foundation
Tourism attraction (to region) Tourism Organisation; as distinct from the
attraction and promotion of local tourism
offerings to people already within the IRC providing In-
2. Collaborate with MTL to ensure the appropriate level of on- region kind resources Manager
ground resources in Isaac to support MTL's destination with office Economy and Q2 FY2021
marketing of Isaac accommodation Prosperity
and $15,000
towards
vehicle/travel
allowance from
existing budget
TR5
1. Develop video and supporting collateral for the 9 hero Isaac
Manager
experiences - Indigenous culture, events, coastal region, $25,000 from
Economy and Q3 FY2021
Peak Ranges, unique wildlife, prospecting, mining tourism, reserve
Prosperity
fishing and agritourism
To create awareness of and motivation to
visit key attractions within the Region by Director
residents and visitors alike Planning
Tourism attraction (within 2. Scope and seek funding for a mining visitor interpretive centre Pursuing external Environment
and Community Q2 FY2021
region) featuring Virtual Reality or other simulation technology To progressively package attractions, trails funding
Services
and networks with a view to creating visitor
'dwell' (i.e. one or more overnight stays) to
increase visitor spend and multipliers $30,000 from
3. Undertake domestic marketing campaigns - My Isaac reserve for Manager
photographic competition of residents/visitors sharing their additional Economy and Q3 FY2021
favourite photo in Isaac campaign FY2021 Prosperity
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 11
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Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
Participate and fund the remaining Mackay Tourism FY2021 A similar
campaigns for Visiting Friends and Relatives and Winter Long commitment will
Haul Drive Market (including Great Inland Way) likely apply in
FY2022
Also, over time, a range of "see the __________..”
Campaigns.
4. Conduct influencer imagery famil and develop collateral from
same.
Peak Ranges $15,000 from
Manager
Economy and Q3 FY2021
reserve
Isaac coastal region Prosperity
Great Inland Way
Existing
Scoping in
operational budget
Manager FY2021
5. Run a tourism ambassador campaign in line with golden FY2021
Economy and
ticket/best job on earth
Prosperity Delivery in
Potential reserve
FY2022
funding in FY2022
From an overall
workload
perspective, it is
6. Develop a range of collateral to guide visitors through the proposed that the
region, taking advantage of the digital opportunities of existing
Manager
passport 'stamping' through visitor information centres both operational budget
Economy and Q3 FY2021
within and outside the region. Also, this should take up the of $10,000 be
Prosperity
opportunities provided by geocaching and integration and supplemented with
updating of Isaac's online content. Signage will be $10,000 from the
reserve to reflect
the additional work
to be consulted
Successive
7. Implement major tourism signage strategic review within budgets have
region – struggled to fund
place, directional Q4 FY2021
1) Billboards Nebo, Waverley Ck, Clair view, 2x Bruce and interpretive
Highway, MBH Airport and PDH, signage to a level
consistent with the Following
Manager the delivery
2) Plus, tourism locations that require regional directional intention set out in Economy and of the
sign and local region story (e.g. Lake Elphinstone) this Recovery Prosperity signage
Plan. The
3) installation of Isaac Instagram frames at key tourist Strategic review funded in
locations (e.g. Blue Mt) with appropriate #Isaac hashtag should consider a the FY2021
business plan for a budget
4) Replacement of deteriorated interpretive signage modest level of
support from the
reserve to help get
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 12
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Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
5) Ensuring all new or repurposed attractions have ahead of the
appropriate directional and interpretive signage signage backlog,
incorporate when they are inaugurated, and for Council’s
consideration
6) undertake an overall signage audit with other asset
custodians across Council to support a strategic
positioning of signage in addition to the above
Tourism resource
and training
delivered inhouse Q2 and Q3
from existing FY2021
8. Develop an Isaac tourism resource and training program for
IRC's Community Hubs and Engagement Programs and operational budget Manager
Events staff. Establish tourism information availability at each Economy and
of the 7 Community Hubs and seek funding for touch screen Develop scopes Prosperity
kiosks for visitor information. for external
funding for visitor Q4 FY2021
information kiosks
across the region
9. Identify opportunities for development and promotion of all Manager
$15,000 form
other camping sites (including private camping areas) across Economy and Q3 FY2021
reserve
the Region through Regional Camping Analysis and Strategy Prosperity
TR6 Partner with First Peoples of Develop a Region-wide planned network of indigenous tourism Manager
To reflect the richness and diversity of Existing
Isaac to identify and develop experiences reflecting the significance of country and indigenous operational budget Strategic and
First Nations cultural heritage across Isaac Q4 FY2021
respectful Indigenous tourism cultural heritage, as an adjunct to routine consultative processes Business
Region
experiences and the development of Council's Reconciliation Action Plan Development
TR7 Continued development of the Peak Ranges experience – initially Manager
Existing
Develop Isaac tourism to develop concepts for infrastructure provision to enable improved Economy and FY2021
operational budget
experiences (short term – consumer experience and increased visitation To create market ready tourism attractions Prosperity
including future infrastructure Development of the Isaac coastal experience (agritourism, fishing and product Manager
needs) Existing
dugongs) – develop concepts for shovel-ready infrastructure Economy and Q1 FY2022
operational budget
projects for public and private investment opportunities Prosperity
TR8 Develop Isaac tourism Create longer term development plans for new or underdeveloped Manager
To create a continuous pipeline of Existing
experiences (medium to experience opportunities and package together as a development Economy and Q4 FY2022
attraction and product development operational budget
longer term) program Prosperity
TR9 Dependent on final
designs any
To enable tourists to move and stay easily shortfall from the
in and around the Region $80,000 provided Capital and
Develop enabling in FY2021 Budget
Deliver Middlemount and Moranbah dump points Project Program Q4 FY2021
infrastructure (CW212875),
To provide direction to future tourism Manager
should be funded
infrastructure development at key sites from the reserve
upon Council
endorsement of a
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 13
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
suitable business
case
From an overall
workload
perspective, it is
proposed that the
existing
Manager
operational budget
1. Undertake Nebo Showgrounds master plan Economy and Q4 FY2021
of $10,000 be
Prosperity
supplemented with
$15,000 from the
reserve to reflect
the additional work
to be consulted
From an overall
workload
perspective, it is
proposed that the
existing
Manager
operational budget
2. Undertake TCD master plan Economy and Q4 FY2021
of $10,000 be
Prosperity
supplemented with
$15,000 from the
reserve to reflect
the additional work
to be consulted
3. Under banner of Isaac Trails, document strategy support and $150,000 -
a plan of development to bring delivery forward. $200,000 per
location potentially
Scope and document small scale visitor convenience and funded from the Manager
camping/RV areas at key sites like Mt Britton, Blue Mt, Lord’s Resource Economy and Q3 FY2021
Table, Russell Park Rd (Wolfang/Gemini) and potentially Communities Prosperity
others as identified in the Isaac Trails documentation and Infrastructure
consistent with the Regional Open Space Strategy for Fund
submission to the PAG process.
Identify opportunities for tourism accommodation to be established
in key areas (as distinct from Non-Resident Worker
Accommodation). This could include:
To encourage drive visitors to stay in the
Develop tourism
Small scale Camping/RV parks close to towns like Moranbah, region for longer (as a destination in itself)
Existing Manager
TR10 operational budget Economy and Q1 FY2022
accommodation in key centres Clermont, Nebo, Dysart, Middlemount and Glenden rather than just passing through on the
for scoping Prosperity
way to another destination
homestay/farm stay opportunities near some towns - Initial
scoping work to be done
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 14
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Strategy Project, Task or Role (What?) Expected Outcome (Why?) Accountability Timeframe
Funding Source
To create Isaac narrative to support the To be done in
development of tourism attractions and conjunction with
product as articulated in the Tourism CR4 with RADF Manager
Establish a capture and tell our stories portal to develop
Strategy support and a Economy and
Collect and promote Isaac online/video/written logs of each town/community (e.g. shearers
TR11 further business Prosperity Q2 FY2022
narratives strike, Coal Utah development, Chinese gold mining, town
case to be
heritage) To become more fluent about 'who Isaac MEC
considered for
is' as the communication foundation of reserve funding if
building the Hero experiences necessary
Conduct audit and assessment of visitor information provision Manager
Overhaul visitor information Improved service delivery and consumer Operational
TR12 throughout Isaac Region and actively implement the Visitor Economy and FY2022
portals experience with intention to grow visitation budget
Information Network Model as proposed in the Tourism Strategy Prosperity
Proactive pre-lodgement meetings with tourism development Manager
Support and facilitate private Increased tourism offerings and services Existing Throughout
TR13 proponents, particularly in line with the opportunities presented in Economy and
tourism development efforts delivered throughout the Region operational budget FY2021
the new Regional Planning Scheme Prosperity
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 15
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650STRATEGIC COVID - 19 RECOVERY PLAN FOR COUNCIL SUSTAINABILITY
Budget and
Strategy Project, Task or Role (what?) Expected Outcome (why?) Accountability Timeframe
Funding Source
Continue leadership focussed
on innovative approaches to Ongoing application of the leadership of the Emergency
pandemic and recessionary Management Committee (particularly through the business Executive
Existing
recovery and Council operations continuity plans) Ongoing confidence by the community that Leadership Now and
CS1 operational
in line with the Isaac Vison and Council delivers what it says it will. Team and all ongoing
budgets
in a sustainable manner Isaac leaders
Ongoing disaster management leadership through the LDMG
Director
Planning
Continue cultural leadership Environment
development to progressively Roll out cultural leadership development program across all and Community
create capability to achieve CS1 Continuous improvement of organisational Services /
Directorates Existing
above and resilience to adapt to culture to create greater capacity to meet Q3 and 4
CS2 operational Manager People
future community and future challenges – pandemic recovery FY2021
budgets and
workplace change and otherwise
Performance/
Executive
Leadership
Team
Consider the role particular infrastructure project proposals play in
either assisting with recovery or the degree to which their absence
Ensure the right infrastructure is will be an impediment to recovery, through the PAG planning
in place to support economic process for FY2022 Ensuring alignment and enablement of Manager Q2 and 3
Existing and future
CS3 and community recovery recovery efforts through Council’s role as Strategic Asset
Capital Budgets FY2021
an infrastructure provider Management
Ensure the question about infrastructure enablement of recovery is
specifically canvassed in the periodic reviews of the Recovery Plan
Optimise Council assets and
other decision making by
applying the impact mitigation Optimum use of scarce resources
hierarchy which applies an Progressive implementation of the impact mitigation hierarchy in Existing Executive
Now and
CS4 avoid, reduce, reuse, addressing infrastructure, service and operational needs as a operational Leadership
Minimisation of overall, adverse and ongoing
repurpose, recycle, offset (or foundational way of thinking towards corporate sustainability budgets Team
unintended impacts of decisions
dispose) philosophy
Develop a plan to address a contingent liability relating to a
development matter in Clermont and seek Council’s endorsement
Address contingent liabilities of that plan. Resolution to a current contingent liability
Not yet scoped or Chief Executive Initially
CS5 and Legacies to strengthen Council’s long-term financial
source identified Officer FY2021
Monitor and plan resolution to any other contingent liabilities and sustainability
unsustainable legacy issues as they arise
Finalise Strategic Asset Imminent finalisation of the Strategic Asset Management Plan Existing Director
Improved reliability of Council’s Long-Term
CS6 Management Plan to refine the incorporating best asset condition and valuation information across operational Corporate, FY2021
Financial Forecast
completeness and robustness all asset categories budgets Governance and
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 16
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (what?) Expected Outcome (why?) Accountability Timeframe
Funding Source
of Council's Long-Term Financial
Financial Forecast Services
STRATEGIC COVID - 19 RECOVERY PLAN FOR DISASTER RECOVERY
Budget and
Strategy Project, Task or Role (what?) Expected Outcome (why?) Accountability Timeframe
Funding Source
Formal quarterly implementation reporting to Council to coincide
with Annual Operational Plan reporting
Provide governance oversight of Director
the delivery of the Isaac Planning
Recovery Plan including
Agency reporting to LDMG in its meeting cycle supplemented by Community confidence that Council’s
IRC quarterly reports Existing Environment
transparency in regular recovery planning and leadership is Now and for
DR1 operational and Community
progress reporting to both robust, and that Council does what it says life of plan
budgets Services /
LDMG and IRC. Reporting to Council’s Emergency Management Committee (EMC) it will do
Recovery
in relation to recovery aspects that either impact on or require Coordinator
commitments by, support from or coordination with the EMC
Director
Continue the regime of regular Convening regular one to two monthly Recovery Sub-Group Planning
meetings of the Isaac Recovery meetings with Department of Communities, Treasury (State Environment
Sub-Group (of the LDMG) on a Development), Queensland Reconstruction Authority, IRC Disaster Existing
frequency commensurate with Ensuring fidelity to Council’s Disaster and Community Now and for
DR2 coordination and recovery personnel operational Services /
recovery needs and measures Management Plan life of plan
budgets Recovery
at the material time.
Reporting the minutes of these meetings to LDMG Coordinator
Manager
Continued engagement about recovery
Continue participation in the Engaged
intelligence and practice by the State and
State led (Greater Whitsunday) Existing Communities /
Virtual or in-person attendance at and contributions to these other Greater Whitsunday Councillors to Now and for
DR3 Regional Human and Social operational Deputy
periodic meetings convened by State Department of Communities support Isaac’s recovery planning and life of plan
Recovery Group meetings. budgets Recovery
implementation
Coordinator
Director
Confidence to the Isaac community that Corporate
Engage further with the District Engagement at scheduled DDMG meetings, planning workshop the several aspects of the COVID Governance and
Disaster Management Group and briefings, together with regular engagement directly with pandemic and its recovery which Existing Financial Now and for
DR4 and District level agencies District Disaster Coordinator and staff between formal scheduled transcend regional boundaries are operational Services / life of plan
meetings to support LDMG and local recovery needs as managed in an integrated and holistic way budgets Disaster
appropriate Coordinator
Maintain a centralised contact Establish Council’s Disaster Management Team as the single point Reliable management of information Existing Director
requests Corporate Now and for
DR5 point for Disaster Management of receiving and tracking information requests from emergency operational
Governance and life of plan
agency information requests management and disaster management agencies budgets
Financial
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 17
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (what?) Expected Outcome (why?) Accountability Timeframe
Funding Source
Confirmation that the correct source is Services /
providing responses in a timely manner Disaster
Coordinator
STRATEGIC COVID - 19 RECOVERY PLAN FOR COMMUNITY RESILIENCE
Budget and
Strategy Project, Task or Role (what?) Expected Outcome (why?) Accountability Timeframe
Funding Source
Role focussed on reactivating community through events and
celebrations in a new normal COVID Safe manner, and through $85 – 100K pa
community development practice, both in the community and salary and oncosts
across the Council organisation. plus $2,500
equipment in Y1
all funded from Manager
Employ a Community The position will identify and scope community resilience-building reserve Recruit Q2
CR1 activities and projects and maintain a high level of transparency on Engaged
Resilience Officer for two years FY2021
these functions. Communities
Office and vehicle
from existing
The role will report to the Manager Engaged Communities and operational
have a collaboration dotted reporting line to the Director PECS. budgets
An initial amount of $50,000 (from the reserve) to be ringfenced in
the Special Community Grants specifically for applications Growth in community and social capacity
and resilience through community Commence
sponsored by the Community Resilience Officer to the Special upon
Provide a dedicated funding Community Grants Program on behalf of community organisations resuming everyday community life
activities and events, and through targeted exhaustion
allocation to support materials for this purpose.
community development activities and of existing
and services for reactivation of Manager
projects $50,000 from Special
CR2 community events (including Engaged
Identified Tourism Events (under TR2 and TR3) are also eligible reserve Emergency
cleaning products and sanitisers Communities
for support under this item. Grants
etc) Events have the flow-on impact of further Program
stimulating business and growing funds
If these resources are exhausted, a further report will be provided community self-belief
to Council to consider supplementing this budget from the reserve
In the pursuit of CR1 above, focus on quality events under these
circumstances to make them memorable
Don’t lose the year 2020 –
reactivate COVID Safe Apply a team effort comprising the Community Resilience Officer As per CR1 and
Community functions, events and the Community Relations Team to develop stronger CR2 above to Manager
and celebrations and get people community development and resilience capabilities in Council’s Now and
CR3 supplement Engaged
moving with clubs and Community Engagement, Programs and Events (CEPE) Team ongoing
existing Communities
organisations getting on with it. operational budget
Within Council, apply focus on how Christmas Celebrations can be
safely conducted in the various centres across the Region
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 18
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (what?) Expected Outcome (why?) Accountability Timeframe
Funding Source
Celebrate narratives on how we overcame the adversity of the
pandemic
Collect the positive stories we tell ourselves Pursue
opportunities
Celebrate community pride through the RADF
program, and
Engage the Arts community to help celebrate a strong sense of existing
Enable a strong community operational
community. Manager
belief in itself budgets in the first Throughout
CR4 Engaged
instance with the FY2021
Communities
opportunity to
Develop a brief and separate business case for a public art present a business
commission to create a lasting symbol of community spirit and grit
case to Council for
in the face of adversity future allocation of
funds from the
Where appropriate, use paid advertising to support this strategy
reserve
Ensure Council's maintenance programs are continued to keep a
positive mindset in the community.
Pursue
opportunities
within existing
grants programs in
To grow the base, coverage and the first instance
Leverage relationship with Manager
Explore assisting in expanding the reach of 4RFM throughout the community ‘ownership’ of this valuable with the Throughout
CR5 4RFM Engaged
Region social infrastructure, as Isaac’s own opportunity to FY2021
present a business Communities
case for future
budget or reserve
funding
Maintenance of meaningful engagement
Ongoing targeted engagement
Appropriately scaled and targeted engagement of community with community to understand and Existing Manager
of community organisations to Now and
CR6 organisations with meaningful reporting of intelligence continue to plan for and respond to operational Engaged
keep abreast of recovery needs ongoing
organisationally and to the Disaster Recovery Sub-Group recovery needs budgets Communities
Consideration for
Council to fund
Through CR6 and Council’s business as usual community identified
engagements, remain vigilant to community resilience projects community
Identify, scope and implement arising from evidence-based needs or opportunities. Retaining an agile capacity to effectively Manager
resilience projects Now and
CR7 community resilience projects respond to latent or emergent community Engaged
from the reserve ongoing
resilience needs on the basis of a Communities
Scope and develop business cases for identified projects.
compelling
business case
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 19
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Budget and
Strategy Project, Task or Role (what?) Expected Outcome (why?) Accountability Timeframe
Funding Source
Factor COVID Safe principles into all community projects
including:
Leverage other Community Youth Unmet Needs Study
focussed projects and strategies Modelling and accepting a COVID-Safe
Existing
way of life as basic community norms is All Council Now and
CR8 to reinforce COVID Safe Reconciliation Action Plan important to the community’s long-term
operational
leaders ongoing
community interactions budgets
well-being
Customer Service Strategy and Charter
Community Plan and Corporate Plan engagement and the like
Facilitate the reinstatement of the Glenden Bowls and Golf Clubs
Where it is within Council’s and Arts and Crafts Centre
direct capacity, work to reinstate Optimising utilisation of programs, projects Manager
Existing
CR9 facilities and/or premises that and facilities to support community Community Q2 FY2021
Continued work through the Community Tenures and Facilities operational budget
assist maintaining community development and resilience Facilities
resilience Advisory Committee
STRATEGIC COVID - 19 RECOVERY PLAN FOR STRATEGIC ADVOCACY
Accountability
(noting these
strategies are
Budget and developed and
Strategy Project, Task or Role (what?) Expected Outcome (why?) Timeframe
Funding Source implemented in
close engagement
with the Mayor and
Councillors)
Credible and achievable diversification for
Continued advocacy for and conceptual input into the scoping of a Isaac to reduce reliance on the Director
diversification plan for Isaac Region in the context of the Greater development and operation of To be funded Planning
SA1 Diversification plan for region Whitsunday Region metallurgical coal mining in the Region externally to Environment Ongoing
over time Council and Community
Services
Chief Executive
Continued advocacy to and support for business planning for Officer / Director
Moranbah Hospital Upgrades
upgrades to the Moranbah Hospital and its clinical delivery, To be funded Planning Current and
and other health service Improved Moranbah Hospital facilities and
SA2 through the investment approval process used by Queensland externally to Environment throughout
improvements services including resident medical staff
Health Council and Community FY2021
Services
Director Current and
SA3 Future of Glenden Develop credible plans for a sustainable future for Glenden in the To avoid the otherwise likely outcome of Existing or
Planning determined
face of current mining developments and expected closure to Glenden’s population falling below amended
Environment by the
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 20
Doc Number: CORP-PLN-063 Version 1 – ECM 4715650Accountability
(noting these
strategies are
Budget and developed and
Strategy Project, Task or Role (what?) Expected Outcome (why?) Timeframe
Funding Source implemented in
close engagement
with the Mayor and
Councillors)
provide a platform for facilitating better futures than are currently sustainable thresholds contingent on the operational and Community QCoal
presenting without intervention closure of Newlands Coal Mine budgets Services NRWA
Planning
Appeal
Continued engagement with Queensland Resources Council in
relation to the continued operation of Mining in a COVID Safe Industry engagement and support for
Continue QRC Engagement Existing Chief Executive
SA4 manner and for support for a range of resources communities COVID Safe mining operations to protect Ongoing
recovery measures operational budget Officer
Isaac Communities and optimise recovery
Director
A campus focussed on social and
Centre of Excellence for Mines Planning
Developing a deliverable scope and business model and continued environmental excellence, bringing FY2022 for
Safety and Rescue and Mines Seeking external Environment
SA5 advocacy to industry, education and government to partner in its together industry, tertiary education, shovel-ready
Visitor Interpretive Centre funding and Community
realisation community and visitors project
Services
FY2021 for
Support mining rehabilitation Developing the concept for re-envisioning the opportunities initial
opportunities as a mechanism Sustainable futures for resources Director prospectus
presented by open-cut mining rehabilitation communities beyond operational mine Planning
to achieve sustainable futures Seeking external of triple
SA6 for the region and resources lives created by ongoing centres of Environment bottom line
funding
towns in particular Advocacy to industry, education and government to support and enterprise based around mine and Community feasible
partner in the realisation of this concept rehabilitation opportunities Services options
ISAAC.QLD.GOV.AU Covid-19 Strategic Recovery Plan – Adopted 28/10/2020 - Resolution Number: 6945 21
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