WDRC Corporate Plan 2013-2017

CORPORATE PLAN 2013 - 2017 Planning for the future

Planning for the Future This Corporate Plan will see the last five years of planning come to fruition with the consolidation of Council’s core business deliverables across the region and the enhancement of liveability in all communities.

Now entering the second term as an amalgamated council, this Corporate Plan marks the maturing of Western Downs Regional Council as a regional and united entity. An organisation of local people who see themselves as community leaders tasked with the responsibility of governing our diverse region in order to provide services that support lifestyle choices.

This is a Corporate Plan for the business that is Western Downs Regional Council and translates the community’s long-term vision for the region into measureable actions. It speaks directly to the organisation, the primary audience, setting out the high level priority strategies that will guide Council’s operations over the next five years.

These high level priority strategies are Council’s response to issues identified by the community

in the Western Downs 2050 Community Plan (WD2050) and have been categorised under the following eight theme areas:

Effective And Inclusive Governance Enriched Communities Healthy Living Welcoming Communities Innovation And Economic Success Balanced Growth Healthy Natural Environment Accessible And Connected Places Building the Corporate Plan upon the same eight theme areas as the Community Plan creates a clear linkage between Council’s operations and the achievement of a shared vision for the region.

Over the life of this plan Council will work toward its vision of being an innovative and connected organisation united in the mission of making our communities even better places within which to live and grow.

We do so understanding the significant challenges ahead to carefully manage the growth of our prospering region and balancing the competing demands of financial, social and environmental sustainability.

Some of these challenges include the financial pressure of providing essential infrastructure now for predicted population growth; striking the right

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Planning for the Future cont’d balance between the agriculture and resource sectors; addressing the social impacts of rapid growth such as housing affordability; succession planning to combat an aging workforce; and keeping pace with technology to improve service delivery.

As you’ll see in this plan, we not only recognise these challenges but also the opportunities they present — foremost of which is to create a performance driven organisation through effective corporate governance.

We will strive to lead by example, leaders who prepare now for the future through forward planning, investment in training and by seeking opportunities for innovation at all levels of the organisation.

Some key projects and initiatives to fall out of this plan include: significant investment in essential infrastructure relating to water, wastewater and roads; finalisation of the regional planning scheme; implementation of a regional waste strategy; consolidation of health services; and the development of modern governance systems including Asset Management and Enterprise Risk Management.

We are confident that Council and staff working in partnership with our communities, along with the other key stakeholders identified in WD2050, to deliver the priority strategies of this Corporate Plan will not only strengthen us as an organisation but ultimately make our region an even better place to live.

Cr Ray Brown

Phil Berting PSM

MAYOR

CHIEF EXECUTIVE OFFICER

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Regional Profile Background

People

Emerging from a collection of rural townships with their roots in agriculture, the Western Downs Regional Council area has become a hive of activity and growth through continued agriculture, manufacturing and resource diversification.

Bucking the trend of rural population decline, the Western Downs region has consistently enjoyed population growth, increasing by 2,175 persons over the past five years which represents an average annual growth rate of 1.4%. The region’s residential population is expected to increase to 43,670 persons over the period to 2031, an average annual rate of 1.5%. Estimates of full time equivalents, a count of external residents working in the region, further boost the region’s population.

Inherently rural in nature, the Western Downs region is located three hours west of Brisbane and is part of both the Murray-Darling River and the Fitzroy River catchments. The region covers an area of 38,039 square kilometres and comprises six main centres — Dalby, Chinchilla, Miles, Tara, Jandowae and Wandoan — with numerous other smaller towns and villages scattered throughout the area.

The Warrego Highway is the main road link through the region.

The estimated number of employed persons in the region was 17,146 in the September Quarter 2012, growing by 681 persons or 4.1% over the previous twelve months. The unemployment rate was 4.4% which was significantly lower than the averages for Queensland (5.6%) and Australia (5.2%).

Almost 40% of employed residents work in the agriculture, forestry and fishing, retail trade, and construction industries.

Economy Mining makes the largest contribution to the regional economy comprising 23.0% of the region’s $2.2 billion Gross Regional Product (GRP) in 2011/12, followed by agriculture, forestry and fishing (12.2%), construction (7.6%), manufacturing (4.7%) and retail trade (4.4%) sectors. The GRP for the Western Downs grew strongly by 5.3% in 2011/12, outstripping State growth of 4.0%.

The energy resources sector has the potential to more than triple GRP and businesses have begun to diversify from traditional markets in agriculture into components, parts and services for the energy sector.

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Regional Profile cont’d Strong growth and development is evident across the region in accommodation and food services (up 18.8% on 2010/11); rental, hiring and real estate services (up 18.4%); professional, scientific and technical services (up 14.0%), and construction (up 13.1%).

In total, the Western Downs Regional Local Government Area contributed approximately 0.8% of the Gross State Product for Queensland in 2011/12.

Lifestyle The region’s residents enjoy the benefits of living within friendly and active communities in a relaxed country setting away from the pressures of time or traffic congestion experienced in city centres.

The Western Downs region offers the advantage of affordable living, with the median house price at $320,000 in the September Quarter 2012. Despite an increased median value of 67.4% over a five-year period to September 2012, the region’s median house price is approximately 37.0% below those in the Brisbane metropolitan area.

Although residents are spread across a vast geographical area, modern facilities such as aquatic and fitness centres, art galleries, museums, cinemas and civic centres, bring the comforts of metropolitan living to the rural communities.

The region experiences a subtropical climate with average temperatures of 18 to 30 °C in summer and 5 to 20 °C in winter.

In the 12 month period to June 2012, 255 new dwellings were approved for construction across the region at a total value of approximately $73.8 million.

Looking Forward The Western Downs is in the midst of a significant resource driven economic boom that is set to transform the local economy well into the future.

It is anticipated that the resource-rich plains of the Western Downs, which feature significant deposits of fossil fuels and natural gas combined with a climate that’s favourable to renewable energy development, will lead to more than $180 billion being invested over the next 20 years across some 300 major and sub projects.

This resource-related activity is estimated to have the potential to generate:

• 6.3 billion tones of thermal coal • 6 million barrels of oil • 5 65 billion cubic metres of Coal Seam Methane Gas (CSG) • 2 .6 million barrels of Liquefied Petroleum Gas (LPG) Any future resource projects will continue to drive population growth across the region, as the influx of workers to construct and operate these projects arrives. In turn, this will positively influence the workforce participation rates of existing residents and help keep unemployment low.

However, the impending resource boom will not last forever and Western Downs Regional Council is taking a strategic view to ensure that traditional sectors like agriculture and manufacturing continue to thrive throughout the boom. It is important to ensure a diversified and interlinked community that will benefit all.

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Strategic Planning The Corporate Plan The Western Downs Regional Council’s 2013 – 2017 Corporate Plan is the strategic business plan for Council that translates the community’s long-term vision for the region into measureable actions.

The Corporate Plan states Council’s vision and mission for the organisation and sets out high level priority strategies that will guide its operations over the next five years. From this plan Council develops its three year Department Business Plans, annual Operational Plans and budgets.

Council’s performance against agreed work priorities is assessed quarterly with a review of its Operational Plan and Budget. At the end of the year Council also provides the community with an Annual Report which outlines its achievements and performance against the Corporate Plan.

The Corporate Plan provides the link between our community’s needs and expectations as identified in the Western Downs 2050 Community Plan and Council’s operational activities.

In April 2011, Council adopted the Western Downs 2050 Community Plan (WD2050) following 12 months of research and consultation with communities across the region. The Community Plan provides a long term vision of how the region will look in 2050 and the issues that the community recognise as priorities over this period.

The key themes and issues from the WD2050 vision were categorised in the following eight areas:

Effective And Inclusive Governance Enriched Communities Healthy Living Welcoming Communities Innovation And Economic Success Balanced Growth Healthy Natural Environment Accessible And Connected Places As the over-arching strategic document for the region, WD2050 and its associated reports provided significant reference material that was used to inform the development of this five-year Corporate Plan.

The corporate planning process was also informed by:

• S ituation Analysis identifying key Economic, Social, Environmental and Governance issues • Council’s 10 Year Financial Forecast • Council’s Priority Infrastructure Plan • C ouncil’s Community Services 10 Year Capital Works Program • Council’s 10 Year Roadworks Program • C ouncil’s 10 Year Utilities Infrastructure Program • Various strategic and master plan documents • Legislative requirements

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Strategic Planning Framework Corporate Plan Structure

Priority Strategies

High level and broad strategies provide meaningful but not prescriptive direction in relation to desired outcomes under the theme.

The Corporate Plan has been structured around eight strategic theme areas which reflect the eight vision themes developed in the Western Downs 2050 Community Plan (WD2050).

Measures of Success

As the Community Plan was developed with extensive community consultation, adopting the same eight theme areas creates a clear linkage between Council’s operations and the achievement of a shared vision for the region.

Provide narrative on what the outcomes of the strategies will look like when successfully achieved.

Community Priorities

Provide another link back to the WD2050 as these are also listed as Vision Outcomes under each Vision Theme.

As Western Downs Regional Council is just one key stakeholder in the delivery of WD2050, Council identified and prioritised the issues it is responsible for or contributes to under each of the Vision Theme areas.

The results of this process were distilled into a statement defining how each theme relates specifically to Council. Furthermore, for clarity and differentiation the ‘Vision Themes’ are referred to as ‘Strategic Themes’ in the Corporate Plan.

The structure of the Western Downs 2013 – 2017 Corporate Plan is built around these eight Strategic Themes with Effective and Inclusive Governance at its core (as shown graphically below). The nine priority strategies of Effective and Inclusive Governance describe the central business philosophies that drive Council as an organisation and therefore apply to all functional areas.

Each of the eight Strategic Themes contains the following information:

Healthy Living

Accessible and Connected Places

Enriched Communities

Healthy Natural Environment

Effective and Inclusive Governance

Balanced Growth

Welcoming Communities

Innovation and Economic Success

Ambition Statement

A short statement defining what Council aims to achieve under this theme.

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Strategic Planning Framework cont’d Advocacy Role

Principles of Local Government

In addition to delivering daily essential services and pursuing the priority strategies outlined in this Corporate Plan, Western Downs Regional Council recognises the importance of its advocacy role on behalf of the Western Downs region.

The Western Downs Regional Council 2013 – 2017 Corporate Plan has been developed in accordance with the requirements of the Local Government Act 2009. Under this legislation Council must adopt a Corporate Plan at least every five years outlining its strategic direction, strategies and planned outcomes in response to local and regional issues.

As one of the largest regional councils in Queensland, Western Downs Regional Council is positioned to use its political strength and resources to strategically lobby all levels of government on issues critical to our region.

In partnership with key stakeholders, Council will advocate on behalf of local communities on major issues that impact upon our current and future lifestyle, as identified in the Western Downs 2050 Community Plan.

In addition, it requires anyone who is performing a responsibility under this Act to do so in accordance with the following local government principles: a) Transparent and effective processes, and decision-making in the public interest; and b) Sustainable development and management of assets and infrastructure, and delivery of effective services; and c) Democratic representation, social inclusion and meaningful community engagement; and d) Good governance of, and by, local government; and e) Ethical and legal behaviour of councillors and local government employees.

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Our Strategic Direction Our Mission We are part of the community we serve, working together to provide valued leadership and services to our diverse region.

Our Vision An innovative team — connected locally, united regionally.

Our Vision says that by 2017 Council will be:

Who Council is — Leaders who operate strategically and staff who deliver operationally

Innovative — A responsive organisation willing to take managed risks that lead to innovative solutions

Why Council exists — To responsibly govern our region and provide services that deliver liveability

Connected — In touch with our local communities and their needs

United — A regional entity, working collaboratively

Our Mission says:

What Council does — Deliver services that meet community needs through strategic leadership, informed decision making, and an empowered team What is unique about Council — Councillors and staff live and work in the diverse communities that they serve

Our Values As elected representatives and staff of Western Downs Regional Council our behaviour reflects our values:

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Our Strategic Direction cont’d Our Strategic Themes Western Downs Regional Council is committed to delivering services, projects and initiatives over the next five years in response to the priority strategies devised under the following eight Strategic Themes:

Effective And Inclusive Governance Western Downs Regional Council can be relied on to govern its communities and manage its business with strategic vision, equity, transparency, collaboration and financial responsibility.

Enriched Communities The communities of the Western Downs are enriched through the provision of relevant facilities, essential as well as social services targeted to the needs of our growing region.

Healthy Living The people of the Western Downs enjoy the benefits of a healthy and active lifestyle within safe and inclusive communities.

Balanced Growth A balanced and responsible approach to the continued growth of our region will promote sustainable development that enhances the liveability of our communities and the prosperity of our diverse businesses and industries.

Healthy Natural Environment The region’s natural environment and key ecosystems including flora, fauna, waterways, wetlands, and areas of cultural significance are managed through the mitigation of the impacts of development, population growth and climate change.

Accessible And Connected Places The Western Downs region will continue to develop accessible transport systems and advocate for improved telecommunications to connect our people, businesses and industries locally, regionally, nationally and globally.

Welcoming Communities The unique character and identity of the people and towns of the Western Downs will be promoted and celebrated both within our region and beyond.

Innovation And Economic Success Through strategic investment, facilitation and advocacy Western Downs Regional Council will continue to build capacity for the sustainable growth of our prosperous region.

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Western Downs Regional Council can be relied on to govern its communities and manage its business with strategic vision, equity, transparency, collaboration and financial responsibility.

Strategic Ambition: Strategic leadership and a shared vision deliver an accountable, sustainable and performance orientated business.

Strategic Theme 1: Effective and Inclusive Governance PRIORITY STRATEGIES 1.1. We put safety first to ensure safe and healthy workplaces.

1.2. We support and empower a team that respects the organisational values which drive us forward.

1.3. We are a customer service focused organisation.

1.4. We partner and engage with our communities and key stakeholders through two-way communication.

1.5. Asset Management and service standards are key drivers of our organisation’s strategic decision making.

1.6. Strategic planning and an effective governance framework guide our performance driven and accountable organisation.

1.7. Robust financial management achieves sustainable and accountable fiscal governance.

1.8. The application of technology advances our operational efficiency.

1.9. Our Risk Management approach reduces Council’s exposure to negative impacts without limiting innovation.

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Strategic Theme 1: Effective and Inclusive Governance cont’d Council’s Measures of Success • O ur strong culture of safety eliminates injuries in the workplace.

• O ur team, comprising of staff and councillors, are all individual leaders who share and drive the vision forward. As leaders we support, encourage and enable the team to perform to the best of their ability. As leaders we engender professional trust and respect throughout the organisation.

Organisational values are the cornerstone of our business practices, appreciating there are consequences of non-compliance.

• C ustomer service is more than just customer contact, it is the whole customer experience, from initial contact through to delivery and follow-up. We aim to meet or exceed our agreed service standards for all customers, both internal and external.

• W e communicate and engage with our communities regularly, openly and at an appropriate level i.e. inform, consult, collaborate, involve, empower.

• T he planned acquisition, operation, maintenance and disposal of assets will drive the long-term optimisation of investment, and performance of Council assets. Our lead sections develop asset management frameworks that are applied by all asset owners across the organisation. Asset owners are responsible for implementing defined service levels.

• T he decision making and action of our people is guided by and measured against the relevant strategic plan, legislation, policy and/or procedure. The business philosophy that drives the organisation is understood at all levels through ongoing collaboration, education and promotion. Each level of strategic and operational planning has a clear link back to the Corporate Plan.

• C onsidered and informed financial planning is a key decision making tool used across the organisation and is linked to service level and asset management objectives. As a result, Council is a financially responsible, accountable and sustainable organisation.

• W e take advantage of the latest technologies to improve the delivery of services.

• E ffectively recognising and mitigating risk at all levels of the organisation is part of how Council does business.

Community Priorities • Sustainable Management • Working Together • Excellence in Governance • Meaningful Community Engagement

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The communities of the Western Downs are enriched through the provision of relevant facilities, essential as well as social services targeted to the needs of our growing region.

Strategic Ambition: Provide facilities and services for people to live, learn, grow and connect.

Council’s Measures of Success • I nfrastructure and services are provided to meet agreed customer service standards and identified future need. ouncil has a role in the planning, C provision, operation and/or maintenance of infrastructure i.e. stormwater, drainage, street lighting, car parking, cemeteries, parks and gardens, Council capital projects and Council owned and/or operated community facilities including sporting grounds.

Strategic Theme 2: Enriched Communities PRIORITY STRATEGIES 2.1. Our infrastructure and essential services meet the needs of our communities.

2.2. Our communities are participative, learned and culturally connected.

Community Priorities • S trong Social Capital and Community Cohesion • R eady Access to Excellent Community Education • A Full Range of Quality Community Facilities • Active Communities • A Rich Cultural Life

ouncil traditionally is and remains the C sole provider of essential services i.e.

Waste Management, Environmental Health, Water and Wastewater.

• C ouncil contributes to a “sense of community” through the provision of community and cultural facilities and services (where Council provides a facility or service).

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The people of the Western Downs enjoy the benefits of a healthy and active lifestyle within safe and inclusive communities.

Strategic Ambition: Encourage community participation in health and wellbeing initiatives.

Strategic Theme 3: Healthy Living PRIORITY STRATEGIES 3.1. Social and recreational services encourage community health and wellbeing.

3.2. Strategic partnerships provide facilities and services that address the social needs of our communities.

3.3. Strategic partnerships keep our communities safe and ready to respond to and recover from disasters.

Council’s Measures of Success • C ouncil works in partnership with external groups for the delivery of social, cultural, recreational and funding programmes. Rather than delivering the programmes, Council supports and provides advocacy to empower the community including special needs sectors such as youth, aged and the disabled.

Community Priorities • Healthy People, Healthy Environment • Inclusive and Safe Communities • Strong Partnerships for Health and Wellbeing • A ccessible and Dependable Health Facilities and Services

• C ouncil may provide identified facilities and social services (Aged Care/Social Housing/ Home and Community Care (HACC)) in the absence of traditional service providers.

• I n the event of a disaster, Council’s business continuity strategy ensures the supply of its essential services and support to emergency services. Pre-event, Council assists in building resilience in the community to recover from disaster events. Post event, the community and businesses are supported in the recovery from disaster events. Mitigation strategies are developed where practicable.

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The unique character and identity of the people and towns of the Western Downs will be promoted and celebrated both within our region and beyond.

Strategic Ambition: Western Downs is more than just a place to live, attracting visitors and retaining residents through events that celebrate our communities.

Strategic Theme 4: Welcoming Communities PRIORITY STRATEGIES 4.1. The Western Downs Region attracts visitors to play and stay.

4.2 The Western Downs Region is promoted as a welcoming place to live and grow.

Council’s Measures of Success • T hrough strategic partnerships the Western Downs is marketed as a region to experience explore, and enjoy. Tourism campaigns target the drive through market and liveability campaigns target new as well as existing residents.

Community Priorities • Dynamic Tourism • Appealing and Memorable Towns and Villages • Well Promoted Towns and Villages

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Through strategic investment, facilitation and advocacy Western Downs Regional Council will continue to build capacity for the sustainable growth of our prosperous region.

Strategic Ambition: Strategic and innovative investment decisions will create business and industry opportunities that are commercially sustainable.

Council’s Measures of Success • C ouncil operates its commercial enterprises with the aim to make a profit as well as remain competitive and viable in the marketplace.

• C ouncil has a role in supporting regional growth through the provision of regional specific information, facilitation and advocacy through strategic partnerships.

Strategic Theme 5: Innovation and Economic Success PRIORITY STRATEGIES 5.1. Our commercial enterprises are sustainable and build capacity within our organisation and the community.

5.2. Innovative economic development strategies support regional growth.

Community Priorities • Strong Business and Industry Investment • A Skilled and Available Workforce • Strong Partnerships for Health and Wellbeing • A ccessible and Dependable Health Facilities and Services • Affordable Living

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A balanced and responsible approach to the continued growth of our region will promote sustainable development that enhances the liveability of our communities and the prosperity of our diverse businesses and industries.

Strategic Ambition: Plan and deliver strategic infrastructure and services to meet the current and future needs of the region whilst managing our natural economic resources.

Strategic Theme 6: Balanced Growth PRIORITY STRATEGIES 6.1. The sustainable development of our region is informed by strategic policy and planning instruments.

6.2. Infrastructure supports the sustainable development of our region.

Council’s Measures of Success • T he region’s population and land use pressures are managed while identifying limits to growth and capacity across the Western Downs to support strong healthy communities. Sustainability also includes intangible aspects of growth.

• I nfrastructure is provided to meet agreed customer service standards and the longterm liveability of the region.

Community Priorities • Infrastructure That Supports Growth • Sustainable Urban Growth • Natural Economic Resources are Protected

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The region’s natural environment and key ecosystems including flora, fauna, waterways, wetlands, and areas of cultural significance are managed through the mitigation of the impacts of development, population growth and climate change.

Strategic Theme 7: Healthy Natural Environment PRIORITY STRATEGIES 7.1. We are a climate smart organisation.

7.2. Our natural environment is protected and managed to maintain community wellbeing.

Strategic Ambition: Manage and protect our natural environment for the generations of today and into the future.

Council’s Measures of Success • A s an organisation we work towards reducing our environmental footprint.

• T he operations and the services we provide will be undertaken in a way that meets or exceeds our environmental duty of care.

Where a choice exists we aim to preserve environmental assets.

Community Priorities • Protected Ecosystems and Biodiversity • Limiting Climate Change Impacts

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The Western Downs region will continue to develop accessible transport systems and advocate for improved telecommunications to connect our people, businesses and industries locally, regionally, nationally and globally.

Strategic Ambition: Plan, construct, maintain and advocate for efficient transport and communication infrastructure.

Strategic Theme 8: Accessible and Connected Places PRIORITY STRATEGIES 8.1. Our transport infrastructure meets the needs of our growing community.

8.2. Strategic partnerships will deliver efficient and safe local, regional and national transport systems and effective regional telecommunications.

Council’s Measures of Success • R oad and airport infrastructure is planned and provided to meet current customer service standards and identified future demand.

• C ouncil partners with and advocates to external service providers to meet identified current and future transport and telecommunications service needs..

Community Priorities • E ffective and Sustainable and Regional Movements • Effective and Sustainable Local Movements

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Contact Council Western Downs Regional Council strives for continuous improvement and welcomes your feedback in relation to its 2013 – 2017 Corporate Plan.

Council can be contacted:

1300 COUNCIL (1300 268 624) Interstate 07 4679 4000

1300 FAXWDRC (1300 329 937) Interstate 07 4679 4099

info@wdrc.qld.gov.au www.wdrc.qld.gov.au Address correspondence to The Chief Executive Officer, PO Box 551, Dalby QLD 4405 Visit your local Customer Service Centre: Chinchilla 86 Heeney St Dalby 30 Marble St Jandowae 22 George St Miles 29 Dawson St Tara 19 Fry St Wandoan 6 Henderson St

Acknowledgement The development of this Corporate Plan showcases the ability and collective expertise of the Council team to coordinate and collaborate on projects across our expansive organisation. The plan has been produced exclusively by staff with the direction and support of Councillors, the Executive Team and the Corporate Planning Community Reference Group.