flinders council business unit quarterly progress against operational plan€¦ · business unit...

Business Unit Quarterly Progress Against Operational Plan

Flinders Council

Quarter:

Period:

September

01/07/13 - 30/09/13

Anneure 9 (Item C1) October 2013

1

BUSINESS UNIT QUARTERLY PROGRESS AGAINST OPERATIONAL PLAN (September 13/14)Flinders Council

Business Unit Quarterly Progress Report Against Operational Plan

Airport

Strategic

Focus

Area:

2 Infrastructure - Efficient and reliable infrastructure that supports and protects production, services and lifestyle.

Strategic

Direction:

2.1 Identify infrastructure objectives, standards for assets and develop a viable, asset lifecycle management and operational

model

ACTIONS STATUS % COMP PROGRESS COMMENTS COMP DATERESP. OFFICER

Output: 2.1.3 Airport Master Plan

START DATE

2.1.3.4 Day to day

administrative activites.

Ongoing Day to day administration has been undertaken in a timely manner,

duties include aircraft landings/passenger and fees, OHS reports,

drug and alcohol reports, Airport Manual updates and bird hazard

reporting and documenting.

30/06/2014Airport Manager 1/07/2013

2.1.3.5 Seek the sale and

removal of the "house" building

from the Airport and ensure the

site is remediated as part of

sale conditions to allow for an

alternative future use of the

site.

In Progress Due to bad weather, the site has been inaccessible for inspection.

Council will seek tenders for the sale, removal and remediation of

the site during the second quarter.

30/11/2013Airport Manager5% 1/07/2013

2.1.3.6 Fund the construction

of a dedicated undercover

patient transfer facility for the

Royal Flying Doctor Service

(RFDS) to the west of the

terminal building as per the

capital works program.

In Progress Funds have been allocated for the construction of the RFDS Patient

Transfer Station and all planning approvals have been granted . Due

to grant approval being delayed for the apron extension works which

will be required to access the proposed transfer station, this project

has been delayed.

30/06/2014Airport Manager25% 1/07/2013


Output: 2.1.4 Capital Works Program

START DATE

2.1.4.1 Ensure a minimum of

85% of the capital works

program agreed for the Airport

is achieved.

In Progress 10.10.2013 In ground drainage works have been completed and

further open drainage works alongside both runways will be renewed

as part of the continued upgrade over coming months. Works to the

solar panels have taken place and planning for the apron and

taxiway extensions are complete.

30/06/2014Airport Manager25% 1/07/2013

October 11, 2013 of 2


2



Asset Management

Strategic

Focus

Area:

1 Environment and Natural Asset Management - An environment that maintains its diversity, uniqueness and

attractiveness while supporting sustainable production and lifestyle.

Strategic

Direction:

1.1 Promote environmentally sustainable practice


Output: 1.1.4 Environmental sustainability of Council programs and operations

START DATE

1.1.4.1 Weed management

within council land improved

and work towards best practice

approach within the confines of

budget allocations available.

In Progress Control of the following weeds has been successfully undertaken on

road reserves for this growing season:

Onion Weed Asphodelus fistulosus (Declared)

Espartillo Amelichloa caudata (Declared)

African Lovegrass Eragrostis curvula (Declared)

Mullein/Aarons Rod Verbascum thapsus (a significant environmental

weed of pastures & disturbed areas)

Trials on numerous weeds and control methods are ongoing and

much work has been done to develop a geo referencing system for

weeds and rare/threatened species on road reserves across the

island.

30/06/2014Infrastructure

Manager

25% 1/07/2013


Output: 1.1.5 Transition to sustainable Solid Waste Management Systems

START DATE

1.1.5.1 Initiate recycling

programs that are financially

sustainable, user friendly and

environmentally appropriate for

our remote situation.

In Progress Glass and aluminium can separation is now in place and being

utilised by the community. This builds upon other areas where

separation of waste streams are already in place such as tyres,

white goods and e waste. Recycling of these goods will occur when

financially viable.


Manager

50% 1/07/2013

1.1.5.2 Provide new waste

management facility and

service level agreement for the

Cape Barren Island

Community.

In Progress 1/10/2013

Site Planning and flora and fauna assessments are now complete. A

series of test bores have been developed to scope ground water

levels.

CBIAA and ALCT continue to be closely engaged in the project .


Manager

25% 1/07/2013

October 11, 2013 Page 2 of 7


3



Asset Management

Strategic

Direction:




START DATE

1.1.5.3 Close landfill at Lady

Barron and implement a new

waste transfer station. Engage

with the community on the

proposed change, reasons for

such and new operations.


The continued burning of the Lady Barron tip and the ongoing

compliance issues associated with the site requires its immediate

closure.

Council waste management consultants provided a briefing to

Council at a workshop on the 3rd of October on the item and put

forward a series of options for consideration. Action on this item will

commence in the next reporting period.


Manager

25% 1/07/2013

1.1.5.4 The Northern Regional

Waste Management Group has

agreed to fund a Waste

Management Strategy for the

islands. Staff to present the

strategy when complete.

Not Started Council staff and consultants have requested the NTWMG delay any

action on this item until our own explorations and strategies are

complete.


Manager

0% 1/07/2013

1.1.5.5 The Northern Regional

Waste Management Group has

agreed to fund a fluorescent

tube landfill diversion project at

no cost to Council. Facilities for

the disposal and the removal of

fluorescent tube lights from the

Islands will be provided to the

community.

Completed Facilities for the disposal of fluorescent tubes have now been

provided.


Manager

100% 1/07/2013

1.1.5.6 Communicate and

educate the community of the

changes to waste management

services, the reasons for the

changes and how they can

work with Council to improve

environmental outcomes from

the management of waste.

In Progress 7/10/2013 Major changes to waste management systems are

currently being explored and consultation and education will occur

as the process and systems are agreed.

30/06/2014Waste

Management

Consultant

20% 1/07/2013



4



Asset Management

Strategic

Direction:




START DATE

1.1.5.7 Explore green waste

reuse options.



Council at a workshop on the 3rd of October on the item.

Scoping of equipment and staff required is underway as is

exploration of what products could be developed from the waste

stream to offset costs.


Manager

25% 1/07/2013

1.1.5.8 Undertake a feasibility

study into the use of waste

furnaces as opposed to landfill

into the future. Assess costs

and environmental outcomes

and provide a report to Council.



Council at a workshop on the 3rd of October on the item.

Scoping on two furnace systems has been undertaken and further

work is required from a systems management perspective before a

full feasibility study is required.

30/06/2014Waste

Management

Consultant

25% 1/07/2013



5



Asset Management

Strategic

Focus

Area:


Strategic

Direction:


model


Output: 2.1.4 Capital Works Program

START DATE

2.1.4.2 Ensure a minimum of

75% of the Capital Works

program agreed is achieved.

In Progress 7/10/2013 Vertical slashing has been completed and Marshall Bay is

substantially complete with some minor works to undertake once the

road dries out.


Manager

25% 1/07/2013

2.1.4.3 Day to day


Ongoing 1/07/2013 Administration duties are being undertaken as required. 30/06/2014Infrastructure

Manager

2/09/2013



6



Asset Management

Strategic

Direction:

2.4 Pursue “best practice” delivery model that balances cost and outcomes


Output: 2.4.2 Review infrastructure management and operational procedures as basis of introduction of continuous improvement system

START DATE

2.4.2.1 Undertake assessment

with Works Manager of how to

improve bitumen sealing works

via a partnership approach with

skilled service providers/

access to modern equipment.

Completed 1/10/2013

With the introduction of the new Workplace Safety Act on January

1st 2013, a risk assessment highlighted that the existing equipment

used by Council staff for bituminous sealing was very old and of

extreme risk to operators. This combined with the average

outcomes of the preceding years sealing program has seen action

taken to bring in outside contractors to undertake the tasks required

this year.


Manager

100% 1/07/2013


Output: 2.4.3 Service standards are provided in line with asset management plan and budget allocations provided by Council.

START DATE

2.4.3.1 Roads, bridges and

culverts are maintained and

managed in line with budget

allocations provided.

In Progress Dry weather will allow for the construction of the detour road at

Sammphire Creek and contractors are now starting tp manufacture

beams for the bridge. Construction will begin as soon as weather

permits and component manufacture is complete and contractor

availability is secured.

Bridge and culvert maintenance has been undertaken as per

AusSpan schedule.

Capital program: vertical slashing has been completed and Marshall

Bay has been substantially completed.


Manager

25% 1/07/2013

2.4.3.2 Develop works

program, levels of service

specifications and associated

procedures in line with long

term asset management plan.

Not Started The Asset Mananagement plan is still under development . I

continue to work with the Corporate Services Manager and GM on

this important plan.


Manager

0% 1/07/2013



7



Asset Management

Strategic

Direction:



Output: 2.4.3 Service standards are provided in line with asset management plan and budget allocations provided by Council.

START DATE

2.4.3.3 Maintain all Council

owned assets to the current

legislation/regulations and

applicable

standards, so that these assets

are kept to the appropriate

service levels expected

within our community.

In Progress 30.09.2013 When the results from the Community Infrastructure

Audit are obtained, work can then commence on completing Asset

Management Plans for all community assets. This is required

before completion of the Long Term Financial Plan can be

achieved.

30/06/2014Corporate Services

Manager

25% 1/07/2013



8



Community Development

Strategic

Focus

Area:



Strategic

Direction:



Output: 1.1.3 Community engagement in environmental projects

START DATE

1.1.3.1 Support and facilitate

the Community Plant a Tree

Day (National Plant a Tree day)

in collaboration with Parks &

Wildlife Services, Landcare

and NRM North.

Completed 10.10.13 Council supported Parks & Wildlife Services, Landcare and

NRM North to facilitate the Community Plant a Tree Day (National

Plant a Tree day). Approximately 30 community members

successfully planted over 300 trees on the Bluff track.

31/08/2013Community

Development

Coordinator

100% 1/07/2013



9




Strategic

Focus

Area:


Strategic

Direction:


model


Output: 2.1.2 Review community facility portfolio with the view of developing a profile that matches contemporary and emerging needs

START DATE

2.1.2.2 Enable and assist the

local Scout Group to identify an

alternative venue and any grant

funding that is available for

their support.

Completed 10.10.13 Council has assisted scouts to relocate to the Lions Lodge. 30/06/2014Community

Development

Coordinator

100% 1/07/2013

2.1.2.3 Community Services

Hub: Work with DPAC to

develop a Community Services

Hub in Whitemark that

provides community benefit for

the access of State and

Council services.

In Progress 30.09.2013 DPAC have submitted an application to Treasury to

move the project to the next phase.

30/06/2014General Manager25% 1/07/2013

2.1.2.6 Whitemark Foreshore:

Collaborate with the PWS,

Landcare, NRM North and

other community groups and

individuals to create further

community facilities on the

Whitemark foreshore such as

the Exersite gym equipment

and extension of the Bluff

Track so to further encourage

access to health promotion

activities; and the development

of the barbeque area to assist

to build further social inclusion

and engagement.

In Progress 06.10.2013: - Site Masterplan being developed;

- Regular communication with Tasmania Medicare Local (TML)

Program staff and Fitness Trails Principal regarding the fabrication ,

delivery and installation of the TML/HIP donated 'Exersite'

permanent outdoor exercise equipment;

- Successful application of Rural Health Week grant to provide a

series of free exercise classes for the community using the exercise

equipment;

- Regular communication with TML staff to collaboratively launch the

HIP: 30 Stories in 3 Years publication at the launch of the Exersite;

- Liaised with Council staff in the preparation of the Crown Land

Services Works Application and Council's Development Application;

- Meetings with stakeholders on an as needs basis;

30/06/2014Community

Development

Officer

25% 1/07/2013



10




Strategic

Direction:



Output: 2.4.1 Further refine the long term asset management plan to inform sustainable service delivery and standards.

START DATE

2.4.1.1 Community Halls:

Working with Council staff to

assist to facilitate the hall

maintenance process so to

comply with all relevant

standards for the future

multi-use requirements of the

community. Support the

community to: assist in the

maintenance of the hall

through working bees; develop

future events and activities at

Emita hall; and liaise with the

Hall Committee to ensure all

health & safety, maintenance

and usuage procedures are

compliant with Council's

policies.

In Progress 02/10/13: - submission of grant application to Regional Development

Australia Round 5 for $40, 000 towards the Emita Hall upgrade and

kitchen facilities;

- Ongoing communication to the Emita Hall Committee members

which has included the opportunity to volunteer in the upgrade of the

Emita Hall and explain the procceses around this. Ongoing updates

and engagement with the Emita Hall Committee via email, phone,

face-to-face and attendance at meetings;

- Established a register of interested volunteers;

- Assisted to develop the Council's Volunteer Handbook;

- Assisted to develop Volunteer Registration Form;

- Facilitated the Volunteer Induction session; letters and email

reminders to registered volunteers;

30/06/2014Community

Development

Coordinator

25% 1/07/2013



11




Strategic

Focus

Area:

4 Community Safety, Engagement and Enterprise - Through positive Council-Community partnerships, enhance

people’s security, inclusion and well-being.

Strategic

Direction:

4.2 Support effective and timely incident & emergency management planning and response


Output: 4.2.1 In conjunction with other emergency response groups, have appropriate plans and resources in place to mitigate and respond to

identified risks and incidents

START DATE

4.2.1.2 SES- Ongoing 1/10/13- currently working with Andrew Cox from TFS on a fire plan

for Flinders Island as well as fire trail updates for the Island for the

new Emergency Services map book. Another Municipal Emergency

Management Committee meeting is planned for the near future, this

hasn't happened over the past 3 months due to the unavailability of

the Northern Region SES Manager to attend.

30/06/2014Emergency

Management

Coordinator

1/07/2013



12




Strategic

Direction:

4.3 Maintain and develop productive, constructive relationships with the community and organisations involved in delivery of

strategic services and activities in the islands


Output: 4.3.1 Engage with, as necessary support and integrate into Flinders Council plans key community based service providers.

START DATE

4.3.1.2 Liaise with the Flinders

Island District High School to

develop a MOU, or an

appropriate agreement, for

Council to facilitate the

Austswim Learn to Swim

program for youth benefit.

In Progress 06/10/13: Have met with the School Principal to confirm Council’s

future involvement and coordination of the Austswim Learn to Swim

Program for the summer season 2013/14. The Principal is looking

into what process and procedures will need to be in place for

Council's involvement. It was noted that Learn to Swim Program will

need to be held during School Hours.

30/06/2014Community

Development

Coordinator

25% 1/07/2013

4.3.1.3 Implement a

Community Road Safety

Partnership.

In Progress 06.10.2013:Liaised with DIER's Community Road Safety Partnership

Officer to confirm potential project funding and process;

- Met with stakeholders to review proposed actions and identify 2-3

community projects;

- Action Plan developed and submitted to DIER for confirmation to

move forward and available funding.

30/06/2014Community

Development

Coordinator

25% 1/07/2013

4.3.1.6 Rural Primary Health

Service: Administer the funding

to deliver the Community

Nurse and Podiatrist services

and work with Tas Medicare

Local to identify future

community health needs that

could be funded under this

scheme.

In Progress 02/10/13: New funding arrangements with Tasmania Medicare Local

confirmed;

- Successful negotiation with new podiatry service provider and

Services Agreement drafted and signed;

- 2013-14 RPHS Service Delivery Plan complete;

- Drafted Service Agreement - TML/Council/Tasmanian Health

Organisation North for community nursing component of RPHS.

Submitted to TML for approval in August. Currently awaiting a reply

from TML to move forward;

- 12 month report 2012-13 submitted with audited financials;

- Working with TML staff to revise the Community Health Needs

Assessment with data collected early 2013 from the Health Needs

Survey. Researching Population Health Programs to assist in the

development of the revised Community Health Needs Assessment .

30/06/2014Community

Development

Coordinator

25% 1/07/2013



13




Strategic

Direction:





START DATE

4.3.1.7 Future Preventative

Health Initiatives (PHI): In

collaboration with stakeholders

assist to develop project

funding submissions to

Medicare Local to facilitate and

support an annual calendar of

PHI initiatives such as Bloke's

Day Out, Womens Health Day,

Pedometer Challenge, Flinders

Island Running Festival, Parks

& Wildlife/Heart Foundation

Walks.

In Progress - Provided support for the Flinders Island Running Festival;

- Successful grant application for Rural Health Week to provide a

series of free community exercise classes planned using the

permanent outdoor exercise equipment to be installed on the

Whitemark foreshore;

- Convening of Health Promotion Network meetings.

30/06/2014Community

Development

Coordinator

25% 1/07/2013

4.3.1.8 Identify further

opportunities for, and assist the

Flinders Island District Hiigh

School with the Transition

Program.

In Progress 06.10.2013: - Council and School staff have met to discuss future

areas that Council can assist with the School's Transition Program;

- Business case currently being developed by Council and School

staff working collaboratively.

30/06/2014Community

Development

Officer

25% 1/07/2013

4.3.1.9 Identify and assist to

provide further community

engagement with the Flinders

Island Sports & RSL Club.

In Progress 06.10.2013: - Worked with the Sports Club to facilitate the Flinders

Island Running Festival weekend events.

30/06/2014Community

Development

Coordinator

25% 1/07/2013

4.3.1.10 Liaise and engage

with the Flinders Island

Aboriginal Asociation Inc. to

identify and support as

necessary areas which Council

and FIAAI can collaborate for

community benefit.

In Progress 06.10.2013: Met with yadas (Young Aboriginal Drug & Alcohol

Services) and FIAAI to identify youth programs.

- Regular communication to FIAAI with regards to Council's youth

school holiday program to ensure no duplication of youth activities

and to help promote Council's programs to FIAAI members.

30/06/2014Community

Development

Coordinator

25% 1/07/2013


Output: 4.3.2 Build civic engagement and increase civic pride through evidence based research, agreed events, programs and improved

START DATE



14




Strategic

Direction:



communication with the community.

4.3.2.1 Manage Council's

online activities and re-develop

the website

Ongoing 8/10/13 The management of Council's online and social media

activities are ongoing. The website upgrade is in progress with the

wireframe, sitemap and build complete. Current work is being

undertaken on the content development and sourcing of new

imagery.

30/06/2014Communications

Officer

1/07/2013

4.3.2.2 Planning and

executing the new community

calendar and integrating into

the new website. The content

of events will be managed by

community development. A

report will be produced

measuring community uptake.

In Progress 8/10/13 The planning and build of the community calendar had is

well progressed. Final refinements are being undertaken and this

will then be integrated with the upgraded Council website. This will

be rolled out and promoted once the website is launched.


Officer

40% 1/07/2013

4.3.2.3 Develop and

implement a Community-wide

Volunteer Strategy

In Progress 06.10.2013: - Council Volunteer Handbook has been developed;

- Council Community Development staff and Risk Management

Officer are working collaboratively to ensure all Council Volunteers

have completed the Council Volunteer Induction program; -

Community Organisation's contact list currently being updated;

- Liaised with Employment Service Providers to assist in identifying

key volunteer opportunities within the community.

- Delivered Council Volunteer Induction to Emita Hall Committee

30/06/2014Community

Development

Coordinator

25% 1/07/2013



15




Strategic

Direction:






START DATE

4.3.2.4 Council Community

Communication Strategy:

Develop a council

communication strategy that

clearly identifies the role of the

Council, staff (including the role

of the community development

officer) within the community

and can be clearly

communicated. This will

include the projected tools,

internal and external strategic

directions that will align with

other council departments.

In Progress 8/10/13 Initial work has been completed holding a staff

communications workshop which formulated initial ideas for the

development of the community communication strategy. Further

work on this will be undertaken in the coming period.


Officer

15% 1/07/2013

4.3.2.5 Establish and manage

a digital image library and

related compliance

documentation for public

relations, promotion and

advertising use by Council.

In Progress 30.09.2013 Image library, compliance documentation and procedure

manual have been established. First images have been catalogued.

Overall management and data entry will be ongoing.

30/06/2014Executive Officer25% 1/07/2013

4.3.2.6 Provide support to the

community organisation

Fitness on Flinders with

regards to health benefit

related community events such

as the Flinders Island Running

Festival.

In Progress 06.10.2013: Provided support to Fitness on Flinders with the

Flinders Island Running Festival events.

30/06/2014Community

Development

Coordinator

25% 1/07/2013



16




Strategic

Direction:






START DATE

4.3.2.7 Promote liveability and

economic viability of the

Flinders Municipality.

In Progress 06/10/13 Successful submission to present at the inaugural

Australian Age-Friendly Cities and Communities Conference

(AFCC);

- Completion of Conference presentation material by Community

development staff;

- Community Development staff submission to the Medibank Active

Tasmania Awards.

- Community Development staff facilitated, promoted and assisted in

the coordination of the community screening of the 72 Hours footage

with the Flinders Island Tourism Association.

- Community Development staff assisted to coordinate the National

Plant a Tree Day activity held at the Bluff Fitness Trail with

organisations Parks & Wildlife Services, Council and Landcare.

- Community Development staff liaised with the East Coast Odyssey

crew to assist to facilitate a School education cleanup the beach

program with organisation Two Hands; and the screening of the East

Coast Odyssey. Unfortunately, the planned events were cancelled

due to the ship not being able to dock at Flinders Island.

30/06/2014Community

Development

Coordinator

25% 1/07/2013

4.3.2.8 Explore and provide

recommendations to Council

on Flinders delivering the

Australian Small Islands Forum

in 2014.

Completed A Scoping Report on the feasibility and practicalities of Flinders

Council hosting the Australian Small Islands Forum in 2014 was

presented to Council at a Councillor workshop and at the Ordinary

Council Meeting on 15 August 2013.




17




Strategic

Direction:






START DATE

4.3.2.9 Event Policy: Assist to

develop an event policy for

community organisations and

individuals that gives a clear

direction of relevant

compliance and policy when

putting on community events

so as to assist in encouraging

a greater number of events on

the islands.

In Progress 06.10.2013: - Working with Council staff to initiate and develop an

accounting structure that captures Council's donations to community

groups for event assistance; Further work on a specific policy will be

undertaken as the year progresses and initial scoping is completed.

30/06/2014Community

Development

Coordinator

5% 1/07/2013



18




Strategic

Direction:

4.4 Facilitate the provision and enhancement of critical health and education facilities and service levels by state and federal

agencies and NGOs


Output: 4.4.1 Collaborate with incorporated bodies associated with key facilities and services to retain and enhance scope and level of service,

including implementation of innovative responses

START DATE

4.4.1.2 Actively participate in

the Cancer Council's Steering

group of the supportive care

model for rural and remote

communities project with other

health stakeholders and

community members to

support and facilitate future

Cancer Support Services to the

Flinders Municipality.

In Progress 06.10.2013: Actively engage in regular meetings with all

stakeholders to develop the support care model for cancer support

services in the Flinders municipality;

- Promoted and assisted in the the Cancer Council of Tasmania

cancer support Information sessions held at both Lady Barron and

Whitemark;

- Promoted and provided assistance to identify community members

interested in being involved in the Cancer Council of Tasmania 's

Volunteer Ambassador Program.

30/06/2014Community

Development

Coordinator

25% 1/07/2013


Output: 4.4.2 Deliver and/or facilitate delivery of health and activity based programs and events for community and youth.

START DATE

4.4.2.1 Deliver an integrated

school holiday activities

program.

In Progress 06.10.2013: School Holiday Program questionnaire developed, sent

and collated to assist in identifying and ranking activities and

programs for Council's School Holiday Program;

- Activities towards the delivery of the October School Holiday

program - Rock Climbing Abseiling - include: Coordinating

professional instructors; development and collation of all registration

forms; completion of the Risk Management Plan; promotion and

publicity material for the activity.

- Assisted the Regional Arts branch with the Flinders Flicks

promotion of workshops and events during the July School Holidays.

30/06/2014Community

Development

Coordinator

25% 1/07/2013

4.4.2.2 Provide support to the

community organisation, the

Flinders branch of the

Tasmanian Regional Arts, with

arts & culture related

community events such as the

Flinders Flicks Festival.

In Progress 06.10.2013: Assisted and provided support to the following Regional

Arts Branch activities and events: Flinders Flicks and Australia's

Unsung Heroes.

30/06/2014Community

Development

Coordinator

25% 1/07/2013



19




Strategic

Direction:

4.5 Support capacity building in community organisations and facilitate the development of community enterprise


Output: 4.5.1 Identify opportunities to enhance the delivery and governance skills of community organisations and establishment of community

responses to opportunities and challenges

START DATE

4.5.1.1 Day to day


In Progress 06.10.2013: all administrative duites completed successfully

through out the period.

30/06/2014Community

Development

Coordinator

25% 2/09/2013



20



Corporate Services

Strategic

Focus

Area:


Strategic

Direction:



Output: 2.4.2 Review infrastructure management and operational procedures as basis of introduction of continuous improvement system

START DATE

2.4.2.2 Develop and deliver a

Risk Management Framework,

Risk Management Policy and

an integrated Risk Register to

inform the treatment of risk

across the organisation and to

mitigate risk for employees,

Councillors and the community.

In Progress 30.09.2013 Draft Risk Management Framework has been

completed and will be discussed at the December Councillor

Workshop.

01/02/2014OH&S Risk

Management

Officer

50% 1/07/2013



21



Corporate Services

Strategic

Focus

Area:

5 Corporate Governance and Intergovernmental Relations - decisions are professionally and transparently made,

communicated and implemented to achieve defined outcomes in the interest of the community

Strategic

Direction:

5.1 Support the capacity and productivity of our organisation and a culture of professionalism, compliance, innovation and

service


Output: 5.1.1 Design and implement an integrated governance; strategic and operational planning & service delivery system

START DATE

5.1.1.1 Design and implement

a revised grant and contract

management system.

In Progress Review of current Grant and Contract Management System has

been completed.

Discussions with staff members outlining key areas for improvement

has taken place.

30/06/2014Finance Officer10% 1/07/2013

5.1.1.4 Review all Council’s

long term strategic documents

within the 3 year review

timeframe.

Not Started 10.10.2013 With the end of year processing now complete and the

Tasmania Audit Office report on road asset treatment due for

publication in November, these documents will be reviewed and

updated in the next quarter.


Manager

0% 1/07/2013

5.1.1.5 Maintain Council’s

Property and Rates program as

and when required.

In Progress 30.09.2013 Property system is currently up to date with the rates

being raised during August. A supplementary rate notice will be

generated in October to reflect any changes to properties

concerning their valuation, subdivisions & change of owners etc.

The first rates instalment is due on 22 October 2013.


Manager

25% 1/07/2013


Output: 5.1.3 Achieve a sustainable balance of income, investment and recurrent expenditure

START DATE

5.1.3.1 Develop Long Term

Financial Management Plan.

In Progress 30.09.2013 The end of financial year work is now complete with the

Tasmanian Audit Office and again the treatment of our gravel road

surface depreciation schedules has proven problematic. The

Tasmanian Audit Office will issue a report on the treatment of road

assets in November, at which time our asset management plan can

be updated to reflect these changes and model the long term

implications at an asset and financial level. Further detailed work is

also being undertaken in relation to our building and community

facilities, this information is also critical to the development of the

long term asset management plan and consequently the long term

financial plan. As this information comes to hand these critical long

term plan will be further refined and developed.


Manager

20% 1/07/2013



22



Corporate Services

Strategic

Direction:


service



START DATE

5.1.3.2 Work collaboratively

with the Tasmanian Audit Office

to address depreciation issues

relating to residual values

applied to the road network.

In Progress 30.09.2013 During the reporting period a significant amount of staff

time and resources were dedicated to working with the Tasmanain

Audit Office on our depreciation treatment of gravel road surfaces .

Late advice from the Auditor General directed Officers to maintain

the same approach to the item as utilised in the previous financial

year despite there being no specific reasoning provided that the

approach taken by Council was not in compliance with the current

accounting standard or the engineering reality of the assets service

life. Given that the Tasmanian Audit Office will deliver a report on the

matter in November, all Tasmanain Councils will then have a clear

direction on how treat these assests in the future.


Manager

50% 1/07/2013

5.1.3.3 Deliver the new Budget

Estimates for the proceeding

financial year.

Not Started 30.09.2013 Work has not commenced as this will be started in 2014

during the third quarter.


Manager

0% 1/07/2013

5.1.3.4 Review the current

Budget Estimates as and when

directed.

Not Started 30.09.2013 Work has not commenced during this quarter. A half

yearly budget review will be done at the beginning of 2014.


Manager

0% 1/07/2013

5.1.3.5 Deliver financial

reports as and when directed.

In Progress The first quarterly financial report will be submitted to Council at its

October meeting. This will be prepared by Council's financial

consultant in the absence of the Corporate Services Manager.


Manager

25% 1/07/2013

5.1.3.6 Deliver financial

services including and not

limited to creditors, debtors,

rates receivables

and investments.

In Progress All financial functions are running smoothly and all statutory

requirements being complied with.


Manager

25% 1/07/2013



23



Corporate Services

Strategic

Direction:


service



START DATE

5.1.3.7 Deliver the audited

Financial Statements for the

preceding financial year within

the

legislative requirement

timeframes.

Completed The 2012-13 financial statements were submitted to the Tasmanian

Audit Office within the State Government statutory requirement (by

the 15 August). Auditors were here on the island on 17-19

September with all requirements being met. The road assets were

again a topic of discussion with residual values on unsealed roads a

concern.


Manager

100% 1/07/2013

5.1.3.8 Day to day


In Progress All day to day administrative functions are running smoothly, even

though it has been very challenging for all staff at times due to long

term staff sickness and absences.


Manager

25% 1/07/2013



24



Economic Development

Strategic

Focus

Area:



Strategic

Direction:

1.2 Design land use and development policies that balance environmental, economic and social outcomes


Output: 1.2.2 Apply the strategic objectives and criteria to specific opportunities and proposals and integrate into the marketing strategies

START DATE

1.2.2.1 Renewable Energy

Plan - continue to seek funding

and implementation of plan.

Ongoing 10/10/2013

ARENA have now reviewed the Expression of Interest put forward

by Hydro Tasmania and have invited Hydro Tasmania to submit a full

Application. The full application preparation will be progressed over

the coming months targeting late 2013, early 2014 for submission

pending state discussions.

Discussion with State treasury has formally commenced regarding

CSO impact.

30/06/2014General Manager 1/07/2013



25




Strategic

Direction:

1.3 Enhance access to and use of environmental assets to ensure values are recognised


Output: 1.3.1 Protect and as required formalise public access to coastal and inland areas

START DATE

1.3.1.2 Partner with other

Government agencies to

improve access and

maintenance of tracks in key

coastal areas.

Completed Officers continue to work closely with local Parks and Wildlife staff to

improve access and maintenance of tracks in coastal areas.

1/10/2013

The Bluff Track redevelopment is completed.

The Marshall Bay track is complete.

Works proposed for this year are now complete.

30/06/2014General Manager100% 1/07/2013



26




Strategic

Focus

Area:


Strategic

Direction:


model


Output: 2.1.3 Airport Master Plan

START DATE

2.1.3.1 Seek the inclusion of

the Airport runway

rebuild/reseal project (as

outlined in the Airport master

Plan) to be included in State

and Federal Government

Transport Priority Plans to

assist with future funding

submissions.


The runway rebuild/reseal project is now included as a key regional

priority of the Northern Councils within the NTD Priority Projects

document. It is also a key project within the State Governments

Northern Integrated Transport Plan. Efforts continue to seek Federal

Government support, the project is shovel ready, is supported by the

Region and the State and as such should align well to receive

Federal support when funds are available.

30/06/2014General Manager90% 1/07/2013

2.1.3.2 Seek government

funding for the Airport runway

rebuild/reseal project as

outlined in the Airport Master

Plan.


To secure funding for a project of this scale Council must follow an

evidence based process of scoping the required works, outlining the

critical nature of the proposal to the ongoing viability of not just the

runway itself but the airline operators, the community and the islands

businesses. With the airport master plan complete and the runway/

pavement assessment finalised, Council staff have been actively

seeking the support of the Region and the State to list the project as

a priority to support. I can confirm that these efforts have now seen

the project listed by the Northern regional Councils via NTD as a key

priority project and its is referenced in the Department of

Infrastructure Energy and Resources "Northern Integrated Transport

Plan". Staff have initiated discussions with the new Federal Member

for Bass about the critical nature of the project to the islands and

efforts in this area will be ongoing over the coming period .

30/06/2014General Manager50% 1/07/2013

2.1.3.3 Seek Federal and

State Government funding to

complete the Apron and

Taxiway project at the Airport.


Grant application has been submitted to the Federal Department of

Infrastructure.

30/06/2014General Manager90% 1/07/2013



27




Strategic

Direction:

2.2 Optimise infrastructure to support existing settlements and enhance sustainable development opportunities and remove

impediments to growth


Output: 2.2.1 Identify, research, design and implement key infrastructure projects and programs to meet the economic and environmental needs of

Council and the community.

START DATE

2.2.1.2 Airport business plan is

developed, consulted and

adopted.


Master plan completed

Draft Airport business plan complete.

Resonance Consulting have been engaged to undertake a detailed

investigation and analysis of the following three options to determine

business case:

1. Paid parking

2. Storage sheds

3. 24 hour fuel facility

Once completed this information will be used to inform the

finalisation of the airport business plan.

30/06/2014General Manager60% 1/07/2013

2.2.1.3 Undertake required

works to complete the Port

Davies Boat

Ramp.


MAST funding secured.

Designs finalised.

Development Application approved.

Contractors engaged.

Work has now started on the project.

01/02/2014General Manager60% 1/07/2013



28




Strategic

Direction:

2.3 Lobby utility and access providers to meet obligations for infrastructure policy and service provision to provide for relative

equity


Output: 2.3.1 Develop base positions, identify key players, lobby and as necessary respond to opportunities and incidents

START DATE

2.3.1.1 Develop, submit and

secure annual shipping

contingency funding via DIER.

Manage the implementation of

projects funded in the

preceding years allocations.


Grant submitted as per Council resolution and funding secured for

the 2012/2013 year.

Equipment and projects from this funding to be purchased in the

2013/2014 year.

The General Manager has made preliminary enquires with Tasports

and Furneaux Freight as to a suitable ownership model or lease

agreement to support the purchase of the funded equipment.

Discussions are ongoing until such time as this can be resolved.

This will be actioned in the next reporting period.

30/06/2014General Manager25% 1/07/2013



29




Strategic

Focus

Area:

3 Land use, Development and Building - A productive system of land and building development that promotes

investment and activity while protecting people and the environmental characteristics of the Flinders municipal area.

Strategic

Direction:

3.1 Utilise best practice planning principles in conjunction with Flinders Councils Strategic Plan to guide detailed planning policy

and planning tools


Output: 3.1.1 Apply and refine as necessary the classification structure and planning principles defined in the Flinders Planning Scheme to key areas

while directly engaging with the community to further the consultation commenced with the draft Interim Planning Scheme. This will ensure

planning principles and outcomes reflect community needs and desires and provide timely strategic planning for future economic and

community development.

START DATE

3.1.1.1 Continue the

development and

implementation of the Rural

Living Strategy.


Council staff and consultant Planners continue to develop the

strategy in conjunction with a revised Structure Plan. The plans

finalisation is based upon the availability of the consultant planner

over the coming months. The Minister for Planning recently advised

Council that he has signed revisions to the Regional Land Use

Strategy whereby Flinders now has support to inform zonings based

on "localised strategy". This change is a major achievement and will

allow for the draft interim scheme as consulted with the community

to be enacted, subject to any revisions that the TPC may make post

the formal consultation process. The delivery of a revised Structure

Plan and rural living strategy will be the key localised strategic

documents utilised to inform the Draft Interim Planning Scheme prior

to submission to the Minister.

30/06/2014General Manager40% 1/07/2013



30




Strategic

Focus

Area:

6 Furneaux Future - A thriving, self reliant community offering opportunities for current and following generations

while maintaining core values and attributes.

Strategic

Direction:

6.1 Implement a dynamic strategic plan and development framework to define our future and guide strategic decisions


Output: 6.1.2 Tourism

START DATE

6.1.2.1 Work collaboratively

with northern Regional Tourism

Organisation to drive brand

recognition, visitation and

tourism development.


TNT/Council funding agreement finalised.

Draft Destination Management Plan is under development with a

specific Flinders approach included.

TNT working on branding initiatives with local businesses and the

Tourism Association.

A partnership based marketing campaign has been developed

between Sharp Airlines, FITA, TNT, Tourism Tasmania and Council.

A request for funding is included in the October Council Agenda.

30/06/2014General Manager50% 1/07/2013

6.1.2.2 Establish and build a

collaborative relationship with

key personnel at Sharp Airlines

to increase visitation, holiday

packages, review passenger

tax to drive returns to both

Council and Sharp Airlines.

Ongoing 1/10/2013

The Sharp Airlines CEO and the General manager have regular

meetings to discuss areas of interest and strategies to increase

visitation. The passenger tax is an ongoing area of interest for both

parties and differing scenarios are being explored.



Output: 6.1.3 Investment Attraction

START DATE

6.1.3.1 Provide assistance as

required to any investment

enquiries.


Assistance has been provided to scope the establishment of an

essential oil business on the island. Initial discussions are very

promising with a small scale still proposed to be established on the

island in the coming months. The proponents have requested

assistance in leasing a site for a short term trial. Staff will continue to

engage with the proponents and seek to assist.

30/06/2014General Manager25% 1/07/2013



31




Strategic

Direction:



Output: 6.1.3 Investment Attraction

START DATE

6.1.3.2 Liaise with potential

investors/developers.


Met with several private business proponents in confidential

discussion regarding business development.

30/06/2014General Manager25% 1/07/2013



32




Strategic

Direction:

6.2 Achieve high recognition of a “Flinders” brand to support population growth, product sales, business development and

investment, tourism and lobbying


Output: 6.2.1 Support increased brand recognition and communications

START DATE

6.2.1.1 Work with Sharp

Airlines and FITA on cross

promotional activities that will

drive brand recognition and

conversion.


Actively involved in assisting and partnering with FITA, TNT, Sharp

Airlines and Tourism Tasmania in relation to a marketing and

promotion campaign which is included in the October agenda for

funding consideration.

30/06/2014General Manager40% 1/07/2013

6.2.1.2 Develop and manage

the Flinders Island Brand

Working Group with industry

and interested community

members. Prepare a project

brief and seek Council support

for specific brand projects to

deliver a Singular Flinders

Island Brand in 2014/2015.

In Progress 8/10/13 Initial work on the brand-working group has been

undertaken but activities have been delayed due to the scoping

required for the Australian Small Island Forum. More work on this

will be forthcoming in the next quarter.


Officer

5% 1/07/2013



33




Strategic

Direction:

6.4 Encourage catalytic development that is consistent with the strategic objectives and contributes to Council’s Vision


Output: 6.4.1 Develop and implement specific projects that will strategically advance economic opportunities for Council and Community

START DATE

6.4.1.1 Review priority projects

with and revise business cases

as required/directed.

Not Started 1/10/2013

No action on this item to date.

30/06/2014General Manager0% 1/07/2013

6.4.1.2 Develop formal

partnership with a University for

ongoing activities and research

on Flinders Island.

Not Started 1/10/2013

No action on this item to date.

30/06/2014General Manager0% 1/07/2013

6.4.1.3 Work in partnership

with DPIPWE to deliver the

Flinders Island Enterprise

Suitability mapping project to

further inform the Rural Living

Strategy.

In Progress 8/10/13 Agreement has been reached with DPIPWE and the

Enterprise Suitability Mapping Project will begin in early November

2013.

30/06/2014General Manager25% 1/07/2013

6.4.1.4 Assist the Flinders Trail

committee in further

developing the project and

seeking grant funding for its

implementation.

In Progress 8/10/13 The TQUAL grant for the Flinders Trail was unsuccessful.

Options for other funding will be explored with the committee.


Officer

25% 1/07/2013



34



Development Services

Strategic

Focus

Area:



Strategic

Direction:

1.3 Enhance access to and use of environmental assets to ensure values are recognised


Output: 1.3.1 Protect and as required formalise public access to coastal and inland areas

START DATE

1.3.1.1 Work with Landowner

and Crown Land Services to if

possible secure coastal access

at Pot Boil Road White Beach,

Lady Barron.

Not Started 1/10/2013 No progress to date. This will be actioned in the second

quarter of the financial year

30/06/2014Development

Services

Officer/EHO

0% 1/07/2013



35




Strategic

Focus

Area:


Strategic

Direction:


model


Output: 2.1.2 Review community facility portfolio with the view of developing a profile that matches contemporary and emerging needs

START DATE

2.1.2.1 Complete annual

health & safety audits of

Council's built assets.

Completed 1/10/2013 Annual Maintenance Statements issued and current for

all Council facilities, dated until 6/8/2014.

Place of Assembly Licences issued until Feb 2014


Services

Officer/EHO

100% 1/07/2013

2.1.2.4 Complete an audit of

Council's community and

recreational assets and provide

a report to Council indicating

costs to keep/upgrade to a

standard safe for community

use.

In Progress 24/09/2013 - Data collection nearing completion. Working with

consultant and Community Development staff to finalise the report .


Services

Officer/EHO

35% 1/07/2013

2.1.2.5 Explore the provision

of drinking water/bottle filling

stations at Whitemark and

Lady Barron and provide a

report to Council on

establishment and operational

costs associated.

In Progress 1/10/20103 Recent meetings with TasWater regarding their plans to

provide treated water to Whitemark and Lady Barron has impinged

on this project somewhat. There may still be the need for drinking

water to be provided to town and tourists alike, however this will

depend on the scope and quality of water that TasWater provide .


Services

Officer/EHO

80% 1/07/2013



36




Strategic

Direction:

2.2 Optimise infrastructure to support existing settlements and enhance sustainable development opportunities and remove

impediments to growth


Output: 2.2.1 Identify, research, design and implement key infrastructure projects and programs to meet the economic and environmental needs of


START DATE

2.2.1.1 Finalise Feasibility

Study into the development of

a Waste Effluent Processing

facility.

In Progress The project has been scoped and a feasibility proposal is nearing

completion.


Services

Officer/EHO

25% 1/07/2013



37




Strategic

Focus

Area:

3 Land use, Development and Building - A productive system of land and building development that promotes

investment and activity while protecting people and the environmental characteristics of the Flinders municipal area.

Strategic

Direction:

3.1 Utilise best practice planning principles in conjunction with Flinders Councils Strategic Plan to guide detailed planning policy

and planning tools


Output: 3.1.1 Apply and refine as necessary the classification structure and planning principles defined in the Flinders Planning Scheme to key areas

while directly engaging with the community to further the consultation commenced with the draft Interim Planning Scheme. This will ensure

planning principles and outcomes reflect community needs and desires and provide timely strategic planning for future economic and

community development.

START DATE

3.1.1.2 Review evidence and

develop a Sea Level Rise

Policy to provide direction to

Council and planning staff on

the risk and liabiltiy issues

surrounding proposed sea level

rise and the State Coastal

Policy

In Progress 24/09/2013 - Information still being provided to Councils re this topic.

Consultant Senior Town Planner, Jo Oliver, is Council's

representative on this project and will provide documentation and

updates as more information comes to hand.


Services

Officer/EHO

10% 1/07/2013



38




Strategic

Direction:

3.5 Prepare a contemporary planning system, supporting development and people to achieve their goals while protecting

environmental values


Output: 3.5.1 Complete and implement the new Flinders Planning Scheme.

START DATE

3.5.1.1 Particular Purpose

Zones for Cape Barren Island

and other outer islands are

prepared, consulted and

finalised for inclusion within the

draft Interim Planning Scheme.

In Progress 24/09/2013 - CBIAAI have been contacted about times/places

suitable to hold the final round of interviews on the island for private

land owners.

ALCT have been engaged in the process and a community

information session was held in Launceston in the previous reporting

period.


Services

Officer/EHO

30% 1/07/2013

3.5.1.2 Specific Area Plans to

be developed with individual

communities to ensure that

planning controls are relevant

and pertinant to the area and

communities.

Not Started 1/10/13 To commence after scheme is declared 30/06/2014Development

Services

Officer/EHO

0% 1/07/2013

3.5.1.3 Finalise all supporting

documentation required to be

submitted to the Tasmanian

Planning Commission for

Interim Planning Scheme

assessment to ensure time

delays are negated and

scheme is compliant.

In Progress 24/09/2013 - Particular Purpose Zones to be completed. One final

interview on Cape Barren Island to be undertaken.

Structure Plan to be revised and Rural Living Strategy to be

completed in the next reporting period.


Services

Officer/EHO

20% 1/07/2013



39




Strategic

Direction:

3.6 Provide professional application and inspection approval processes


Output: 3.6.1 Provide qualified advice and excellent customer service to facilitate applications, advice, approvals and inspection processes.

START DATE

3.6.1.1 Find efficiencies, both

financial and timewise, in the

processing of Development

Applications and planning

administration while

maintaining quality customer

liaison and qualified advice as

required.

Ongoing 24/09/2013 - New Development Application process in place. A

major time saving has been noted since its implementation in July.

The majority of the reports are now provided to a briefing standard

and not a full agenda item saving significant time and expense.

Time delays to applicants have been greatly improved by the revised

process.


Services

Officer/EHO

1/07/2013

3.6.1.2 Standard Operating

Procedures are developed and

implemented to mitigate risk

and to ensure timelines are

met / exceeded and legal non

compliance is removed.

In Progress 24/09/2013 - Standard Operating Procedures have been developed

for planning and building administration, levy reporting, and dogs

notices.


Services

Officer/EHO

80% 1/07/2013

3.6.1.3 Day to day

administrative activities.

Ongoing 1/10/2013 The majority of Standard Operating Procedures have

been drafted and are implemented as 'live' documents in a Manual.

This will allow for periods of leave or sickness of the Development

Services Co-ordinator to ensure that progression of day-to-day

activities remains.


Services

Officer/EHO

2/09/2013



40




Strategic

Focus

Area:



Strategic

Direction:

4.1 Provide professional environmental and public health services


Output: 4.1.1 Provide a program of structured inspection, compliance management, education and immunisation.

START DATE

4.1.1.1 Provide a structured

inspection program for all EHO

related facilities and activities.

Ongoing Food inspections ongoing. Most food handlers have taken

advantage of Safe Food Handler training. All food premises found

to be of high standard at this point in time.


Services

Officer/EHO

1/07/2013

4.1.1.2 Business specific EHO

advice and assistance provided

via routine inspection program.

Ongoing 24/09/2013 - Food inspections are conducted on an annual basis

with any matters being addressed with the applicants at the time of

inspection and subsequent follow up. Food handlers courses are

ongoing on an as needs basis


Services

Officer/EHO

1/07/2013

4.1.1.3 Education program

such as the food handlers

course continue in partnership

with the school. Other

programs developed to

mitigate major EHO identified

risks as required.

Ongoing 24/09/2013 - the school is very accommodating of holding food

handler courses on their site, however the next one is planned to be

conduced in a food premises and be more tailored to their needs.

Other programs will be developed as need and therefore this action

is on going.


Services

Officer/EHO

1/07/2013

4.1.1.4 Immunisation program

implemented and participants

registered.

In Progress 24/09/2013 - This program was delivered in January - February of

this calendar year and Council's EHO liaised closely with the nurse

from the Doctor's Surgery to ensure that the program was correct

and concise. An immunisation workshop, put on by the State

Government, was attended to by both the EHO and Doctors Nurse.


Services

Officer/EHO

90% 1/07/2013

4.1.1.5 EHO to provide advice

to the Health Special

Committee of Council as

required.

Completed 24/09/2013 - The Special Health Committee of Council see no need

to have the EHO present at their meetings and have agreed to call

on this advise when/as needed.


Services

Officer/EHO

100% 1/07/2013



41




Strategic

Direction:

4.1 Provide professional environmental and public health services


Output: 4.1.1 Provide a program of structured inspection, compliance management, education and immunisation.

START DATE

4.1.1.6 Seek to integrate

public health and immunisation

programs and goals with the

community health plan when it

is developed and delivered.

Not Started 30.09.2013 Community health plan is under development and until

completed this action is on hold.


Services

Officer/EHO

0% 1/07/2013

4.1.1.7 Support new food

businesses (or food related

product development) within

the Municipality.

Ongoing 24/09/2013 - Ongoing, however also achieved. 3 new food

businesses came on line in the last period and the EHO continues to

work with new proprietors and community groups to achieve their

'food' outcomes.


Services

Officer/EHO

1/07/2013

4.1.1.8 Support School

Kitchen Garden as required.

Ongoing 24/09/2013 - No activity this year but ongoing.

1/10/2013 Two meetings with Jan in the last fortnight have

reconfirmed Council's EHO support of the garden and programs that

may form off-shoots of the facility.


Services

Officer/EHO

1/07/2013

4.1.1.9 Impliment a

recreational water sampling

program.Undertake beach

water sampling at major

swimming areas and areas of

stormwater outfall in the

summer period to ensure safe

recreational water use by the

community.

Not Started 1/10/2013 The program will be delivered during the months of

December-February. Recreation beaches to be nominated and

sampling undertaken for the period.


Services

Officer/EHO

0% 1/07/2013



42




Strategic

Direction:

4.4 Facilitate the provision and enhancement of critical health and education facilities and service levels by state and federal

agencies and NGOs


Output: 4.4.1 Collaborate with incorporated bodies associated with key facilities and services to retain and enhance scope and level of service,

including implementation of innovative responses

START DATE

4.4.1.1 Support Immunisation

programs.

Completed 24/09/2013 - Supported by EHO 30/06/2014Development

Services

Officer/EHO

100% 1/07/2013



43



Governance

Strategic

Focus

Area:



Strategic

Direction:

4.2 Support effective and timely incident & emergency management planning and response


Output: 4.2.1 In conjunction with other emergency response groups, have appropriate plans and resources in place to mitigate and respond to

identified risks and incidents

START DATE

4.2.1.1 Provide administrative

support and coordination in the

event of an emergency.

Ongoing 30.09.2013 Fortunately there have been no emergencies to date. 30/06/2014Executive Officer 1/07/2013



44



Governance

Strategic

Direction:





START DATE

4.3.1.4 Manage contributions

to the Island Employment

section of the Council website.

Not Started 30.09.2013 Work associated with this action will not commence until

the new Council website goes live in December.


4.3.1.5 Coordinate advertising

and administration of the

Citizens Awards program.

In Progress 30.09.2013 The Citizens Award was advertised in Island News with

a closing date for applications 30 August. Three nominations were

recieved and these were considered at the September Council

Meeting. Successful nominees will be awarded at the Flinders Show

on 18 October.




45



Governance

Strategic

Focus

Area:

5 Corporate Governance and Intergovernmental Relations - decisions are professionally and transparently made,

communicated and implemented to achieve defined outcomes in the interest of the community

Strategic

Direction:


service



START DATE

5.1.1.2 Develop and

implement an organisational

business planning process.

Completed An organisational business planning process was adopted by

Council at the July 2013 Ordinary Meeting. The details associated

are now being implemented across the organisation and will provide

a platform to ensure key dates and outputs are met by the relevant

staff members /councillors.

30/06/2014General Manager100% 1/07/2013

5.1.1.3 Support Council

Managers in the preparation

and distribution of governance

reports including plans,

policies, reports and other

governance related

publications.

Ongoing 30.09.2013 Provision of assistance and support of Council

Managers to prepare and distribute Governance reports is ongoing,

occuring in a timely fashion as and when required.

30/06/2014Executive Officer 1/07/2013

5.1.1.6 Review and revise

Council’s Policy Manual.

Ongoing 30.09.2013 Policies from the Council Policy Manual are reviewed by

Councillors on an ongoing basis.


5.1.1.7 Review current records

management practices and

develop new procedures that

are compliant with legislative

requirements. Oversee

implementation of

recommendations.

In Progress 30.09.2013 Before commencing the overall review of current

records management practices within Council, the Image Library

was identified as being of high priority. Consequently efforts were

concentrated on establishing the Image Library during this quarter.

The overall review will commence in the second quarter.




46



Governance

Strategic

Direction:


service



START DATE

5.1.1.8 Complete an audit of

all Information Technology

systems and accounts. Collate

findings and provide

recommendations for improved

service standards and cost

minimisation.

In Progress 8/1/13 The audit has been completed and upgrades on all systems

over three years have been rolled out. Currently issues are being

solved with the airport networks and setup.


Officer

70% 1/07/2013

5.1.1.9 Develop and

implement communication and

social media procedures and

policies to ensure accurate,

effective and compliant

communications to key

stakeholders.

In Progress 8/10/13 Development of a social media strategy has commenced

and already internal processors are taking place to ensure the

accuracy of disseminated council posts.


Officer

15% 1/07/2013

5.1.1.10 Develop and

implement integrated internal

communication tools. This to

include brand guidelines,

e-newsletter, email signatures,

reporting templates, publication

templates, signage etc.

Completed 8/10/13 The brand guidelines and new templates have been rolled

out to all internal staff.


Officer

100% 1/07/2013



47



Governance

Strategic

Direction:


service



START DATE

5.1.1.11 In conjunction with the

Sub Regional Alliance and

DPAC, seek to develop a

legislative compliance audit.


This item was originally put forward by the Sub Regional Alliance to

the Local Government Division of the Department of Premier and

Cabinet (DPAC) in June of this year. Since this time the Local

Government Association of Tasmania and the Sub Regional Alliance

have been working with DPAC to develop the mechanism to deliver

either annual audits or a checklist for each Council to internally audit

against. Consideration is now also being given to a "portal" where all

legislative changes/revisions and new legislation applicable to local

government can be updated and disseminated out to the sector to

ensure the sector is aware of responsibilities and implications.

30/06/2014General Manager80% 1/07/2013


Output: 5.1.2 Design and implement a continued professional development & productivity Improvement Program

START DATE

5.1.2.1 Finalise Enterprise

Agreement.

Completed 01/10/2013

The new Enterprise Agreement became operational on the 1st of

October and is now complete.

All staff have new position descriptions and contracts .

Individual Flexibility Agreements have been revised and agreed .

A suite of efficiencies in payroll and leave management have been

implemented.

Fair Work Australia have the required documentation and

compliance with process has been confirmed.

30/06/2014General Manager100% 1/07/2013

5.1.2.2 Revise the employee

induction process to add

greater depth and detail around

risk, Council processes and

projects, organisational

structure and relationships to

Councillors to engender

knowledge and organisational

pride.

In Progress 8/10/13 The existing Employee Induction Process has been

reviewed and a revised model is under development.

30/06/2014General Manager25% 1/07/2013



48



Governance

Strategic

Direction:


service


Output: 5.1.4 Provide best practice management and administrative support to Council decision making, implementation and evaluation

START DATE

5.1.4.1 All agenda papers and

reports provided to elected

members in compliance with

legislated time fames.

In Progress 30.09.2013 All agendas, minutes and reports have been prepared

and distrubuted within legislated time frames during this quarter.


5.1.4.2 Provide secretarial and

administrative support to

Council and its Special

Committees including

coordinating the preparation

and distribution of agendas and

minutes and acting as minute

secretary.

Ongoing 30.09.2013 Provision of secreterial and administrative support to

Council and its Special Committees is ongoing, occuring in a timely

fashion as and when required.


5.1.4.3 Provide General

Manager, Corporate Services

Manager, and Elected

Members with secretarial,

administrative and research

support relating to the civic and

administrative functions for

Council.

Ongoing 30.09.2013 Provision of secreterial, administrative and research

support to Council Managers and Elected Members is ongoing,



5.1.4.4 Update Council

website with current Council

publications, meeting agendas

and minutes and council news.

Ongoing 30.09.2013 Provision of secreterial, administrative and research

support to Council Managers and Elected Members is ongoing,



5.1.4.5 Assist Councillors to

regularly submit reports on

their activities to Council

meetings and to Council’s

social media platforms.

Ongoing 10.10.13 Work has not commenced on this action during this

quarter.




49



Governance

Strategic

Direction:


service


Output: 5.1.4 Provide best practice management and administrative support to Council decision making, implementation and evaluation

START DATE

5.1.4.6 Develop a revised and

comprehensive post election

induction program for

Councillors – roles and

responsibilities, organizational

structure, annual plans and

departmental presentations,

governance, communications,

Council meetings ( agenda and

Notices of Motion) and code of

conduct.

Not Started 30.09.2013 Work will not commence on this action until the third

quarter, early 2014.


5.1.4.7 Research, plan and

prepare for development of a

new/updated strategic plan and

4 year Council Business Plan

post the 2014 “all in all out”

election. This is a critical

process to mitigate risk

associated with the State

electoral reform process and

will provide Council with an

opportunity to engage the

community early post the

election process and develop a

new long term strategic and

operational plan.

Not Started 10/10/13 Work will not commence on this action until the third

quarter.

30/06/2014General Manager0% 1/07/2013

5.1.4.8 Provide on call

Information Technology setup

and training/support for

Councillors and staff.

Ongoing 8/10/13 Significant work in this area has been completed and this

task will be ongoing.


Officer

1/07/2013



50



Governance

Strategic

Direction:

5.2 Develop and maintain an influential network of external stakeholders who understand the needs and direction of Flinders

Council and are supportive


Output: 5.2.1 Identify key external stakeholders and decision makers and actively introduce Flinders opportunities, issues and proposals to them in a

timely and professional manner

START DATE

5.2.1.1 Assist with the

implementation of Council’s

Communication Strategy within


Not Started 30.09.2013 No work has been undertaken on this action during this

quarter. The Executive Officer will assist the Communications

Consultant with the implementation of Council’s Communication

Strategy when it has been developed.


5.2.1.2 Proof all

communications related

content including web content,

communications, social media

procedures and new resident’s

kit.

Ongoing 30.09.2013 Communications related content is proofed in a timely

manner as and when required.


5.2.1.3 Source good news

stories about Council activities

and promote locally, regionally

and nationally.

Ongoing 30.09.2013 When good news stories about Council activities are

sourced they are forwarded to the Communications Consultant for

promotion.

Support has been provided to Deputy Mayor David Williams which

saw numerous TV, radio and print media articles generated. ABC

will have a reported on the island for the Flinders Island Show and

another reported will arrive the week after. A "Top things to do on

Flinders island" story has been developed and submitted to Tourism

Tasmania and Tourism Northern Tasmania for use on their websites .




51



Governance

Strategic

Direction:

5.3 Actively participate in local government, industry and regional organisations


Output: 5.3.1 Actively participate in key strategic organisations, groups and alliances that provide value for the Flinders community and Council.

START DATE

5.3.1.1 Actively engage with

Northern Tasmania

Development.


NTD continue to actively serve Council through a range of projects

including:

Planning reform process

Northern Integrated Transport Plan

Freight review

Priority Projects development (Airport)

30/06/2014General Manager25% 1/07/2013


the Sub Regional Alliance

Group.


The Sub Regional Alliance is functioning very well with key outputs

involving risk management, the corporate business planning

process and legislative audit having now been delivered across the

partner organisations. November will see the sub regional GM's visit

Flinders for the next meeting.

30/06/2014General Manager25% 1/07/2013


the Local Government

Association of Tasmania.


In the reporting period LGAT have actively sought input into the

following areas/projects:

Code of Conduct Review

Dog Control Act

Long term Financial and Asset Management Planning

General Managers Roll

Handrails in public toilets and buildings

Review of Liquor Licensing Act

Cat Management Legislation

Changes to Private Certification - Permitted Use or Development

Optional Conduct of Annual General Meetings

Draft Audit Panel Orders

Award Modernisation

Role of Local Government

Constitutional Recognition

30/06/2014General Manager25% 1/07/2013



52



Governance

Strategic

Direction:




START DATE

5.3.1.4 Attend all Office of the

Energy Regulator Customer

Consultative Committee

meetings.


The GM continues to be actively engaged in this area.

During the reporting period projects of interest have included

competitive neutrality of State Government and Local Government

enterprises, reform of the energy sector in Tasmania and pricing

principles and service standards for TasWater.

30/06/2014General Manager25% 1/07/2013

5.3.1.5 Liaise regularly with

the Aboriginal Land Council

Tasmania (ALCT), Flinders

Island Aboriginal Association

(FIAA) and Cape Barren Island

Aboriginal Association

(CBIAA).


Regular discussion have taken place with ALCT in relation to

Wybalena, waste management on Cape Barren Island and the draft

interim planning scheme.

FIAA have been engaged on the renewable energy plan and the

Hydro Tas ARENA application.

Regular discussions with CBIAA on a range of locally based topics .

30/06/2014General Manager25% 1/07/2013



53



Governance

Strategic

Direction:




START DATE

5.3.1.6 Liaise with

Government Ministers,

advisers and Agencies,

Secretaries State &

Federal.


The reporting period was notable for the change of Government that

occurred at a Federal level. The new Federal Member for Bass has

been actively engaged and made aware of the priority projects and

opportunities that exist in the islands and is a keen advocate on our

behalf. Greens Senator Peter Whish-Wilson also visited the island

during the period and showed a keen interest in the renewable

energy plan and the efforts of island producers to build niche

markets for our premium products.

The announcement of a shipping subsidy to King Island Cattle

producers saw a direct approach to the Minister seeking clarification

as to why Flinders producers had not been consulted or considered.

The State was notably unaware that the cost for Flinders procurers

to transport stock off island is now on par with those of King Island .

Staff are exploring if the subsidy could be deemed anti competitive

under the National Competition Policy.

The reporting period was also notable for the visit of senior TasPorts

executives to view the redevelopment of the port area.

The visit by the Secretary of the Department of Infrastructure,

Energy and Resources was notable for the fact that Council and

DIER will now move away from tendering on a 3 year basis for the

maintenance of the Lady Barron - Whitemark State Road to a 10

year Deed of Agreement. This is a significant achievement which

provides Council with an assured revenue stream over an extended

period of time and mitigates the amount of staff time and reporting

required under the current arrangements.

30/06/2014General Manager25% 1/07/2013



54



Governance

Strategic

Focus

Area:

6 Furneaux Future - A thriving, self reliant community offering opportunities for current and following generations

while maintaining core values and attributes.

Strategic

Direction:



Output: 6.1.1 Implement and continually evaluate the Council's strategic plan

START DATE

6.1.1.1 Undertake quarterly

annual plan review meetings

with Council and key staff and

provide

departmental and staff based

reports on a quarterly basis

into the Council agenda and

meeting process.

In Progress The quarterly annual plan assessment and review is this report

provided for Council information and consideration.

Staff have delivered all reports within timeframe and utilising the new

performance management and reporting system now in place.

30/06/2014General Manager25% 1/07/2013

6.1.1.2 Assist with the

research and preparation for

delivering a new or revised

strategic plan post the 2014

election.

Not Started 30.09.2013 Work on this action will not commence until the third

quarter.


6.1.1.3 Planning a 'Furneaux

Vision' campaign that will be

available to all community

members to have input in to

the development of a new

council strategic plan in

2013/2014.

Not Started 10/10/13 Work will not commence on this action until the third

quarter.


Officer

0% 1/07/2013


Output: 6.1.4 Organisational collaboration and strengthening

START DATE



55



Governance

Strategic

Direction:



Output: 6.1.4 Organisational collaboration and strengthening

START DATE

6.1.4.1 Provide input into other

Council areas where required

such as planning, works and

services, community

development and corporate

management.

Ongoing 1/10/2013

Significant amounts of time have been required in all areas. In

particular Corporate Services and Human Resource Management

have required levels of oversight and assistance beyond what would

normally be expected.



Output: 6.1.5 Government Relations

START DATE

6.1.5.1 Liaise and lobby

Australian and State

Government Departments and

personnel on specific projects

and programs approved by the

Council.

Ongoing 1/10/2013

Management continue to liaise with Ministers and staff on a range of

topics such as renewable energy, health, shipping and transport,

roads, runways, place of assembly licensing, building regulations

and community safety.




56



Natural Resource Management

Strategic

Focus

Area:



Strategic

Direction:



Output: 1.1.1 Community education and communication.

START DATE

1.1.1.1 A series of programs

and projects delivered to

increase community

engagement and awareness of

NRM.

Not Started 1.10.13 Council and NRM North to date have been unable to agree

on a funding model to support an on island facilitator.

30/06/2014General Manager0% 1/07/2013

1.1.1.2 Four community

groups (including indigenous)

engaged in NRM on ground

projects.



30/06/2014General Manager0% 1/07/2013


Output: 1.1.2 Farm and business based planning, project implementation & evaluation

START DATE

1.1.2.1 Continuing support for

existing Property Management

Planning clusters.



30/06/2014General Manager0% 1/07/2013



57

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