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www.mapoon.qld.gov.au Mapoon Aboriginal Shire Council OPERATIONAL PLAN 2019 2020

O P E R A T I O N A L P L A N 2 0 1 9 / 2 0 2 0


©Mapoon Aboriginal Shire Council

www.mapoon.qld.gov.au

[email protected]

T 07 4082 5211

Red Beach MAPOON

PO Box 213, Weipa QLD

4874

Acknowledgements

Council wishes to thank all contributors and stakeholders involved in the development of this document.

Disclaimer: Informa on contained in this document is based on available informaUon at the Ume of writing. All figures and diagrams are indicative only and should be referred to as such. While the Mapoon Aboriginal Shire Council has exercised reasonable care in preparing this document it does not warrant or represent that it is accurate or complete. Council or its officers accept no responsibility for any loss occasioned to any person acting or refraining from acting in reliance upon any material contained in this document.


Introduction

In order to prioritise and identify various projects, initiatives and services funded and delivered by Mapoon Aboriginal Shire Council on behalf of the community each year, Council undertakes a robust process to ensure all proposed items align with Council’s long-‐term goals and strategies.

This process involves identifying the risks and opportunities associated with pursuing or not pursing a specific item leading to informed decision making. This risk-‐based approach enables Council to appropriately prioritise spending and the allocation of resources each year, whilst at the same time identifying possible future resourcing priorities.

The Operational Plan is an annual document which outlines activities and actions Council will undertake for the financial year in accordance with the adopted budget. These activities and actions directly align to Council’s Corporate Plan strategies and overall themes.

The purpose of this plan is to highlight Council’s significant service to our community and to state the program schedule for the financial period 2019/20.

Council is obligated to discharge its responsibilities for this plan in accordance with the budget. A report will be issued to the Council and will outline the operational performance, note significant factors that are affecting the service delivery and how it will manage associated risks.

The Operational Plan 2019/20 details the significant initiatives our Council will undertake during the 2019/20 financial year, as we advance towards the achievement of our strategic goals and key focus areas.

In accordance, with the Local Government Regulation, the annual Operational Plan must state how the local government will:

1. Progress the implementation of the Corporate Plan and;

2. Manage operational risks.

The Operational Plan forms part of a package of Council planning documents including the Corporate Plan and annual Budget which guide the organisation in delivering outcomes for the region. Further, it ensures major priorities and initiatives (including core business service delivery) are appropriately funded as required by the Local Government Act and Regulations.


Significant Service Provision 2019/20

• Accommodation Management

• Administration Management

• Aged and Disability Services

• Camping facilities

• Centrelink Agency Services

• Community Engagement

• Disaster management

• Emergency Services Management

• Environmental Health and Animal Management

• Governance and Representation

• Housing -‐-‐-‐ Staff Tenancy Management and Social Housing Maintenance

• Land and Sea Ranger Program

• Land Use & Planning

• Mapoon Trustee

• Parks & Gardens

• Playgroup services

• Projects -‐-‐-‐ Civil

• Projects -‐-‐-‐ Housing Construction

• Projects -‐-‐-‐ Community

• Recreational and Fitness Facilities

• Retail Store


• Waste Management

• Water Management

• Workplace Health & Safety

• Works Depot & Plant NOTE: 2019/20 will not only reflect our advancement as a Shire but will also demonstrate our commitment to secure new opportunities. Significant effort has been applied to funding major projects. Therefore, opportunities are coming to fruition and scope now exists for Council to explore and identify new challenges.

A message from the CEO

Mapoon Aboriginal Shire Council (MASC) led by Mayor Addo, has an ongoing commitment to transparency and ensuring that Mapoon is well placed to meet the demands of its community.

Council currently deliver Roads, Rubbish and Essential Services as well as Community Services and job creation. There has been a substantial population growth in Mapoon in recent years since 2012, approximately 100%, due to peoples desire to return to their country and as consequence Mapoon is growing fast.

Mapoon is one of the smallest and most remote Councils in Australia. MASC continues to grow and provide opportunities for its people. Mayor Addo does not shy away from the challenges faced

on a daily basis and is prepared to go against the norm to get results with support from her executive team.

Recently, MASC has been dedicated to expanding infrastructure in Mapoon to suit community needs and to improve livability for Mapoon residents. The community consist of a council administration building, shop, school, clinic and workshop.

Our size and remoteness is often underestimated, we are strategically shaping our current environment to become the tourism hub of the Western Cape that promotes economic development for our residents.

In order to maintain progress, five strategic core values outline expected operations in a clear concise sectioning:

• Clear vision and plans

• Community engagement

• Leadership

• Stability and

• Shared responsibility

Issues relating to the capacity building of staff and the ability to maintain a strong


skilled workforce will continue to challenge the Council. However, administration will continue to operate according to the principal of ‘good governance’ focusing on change management, sound management practices, business efficiency, procurement, training and personnel development.

This Council will continue to work with our community and all stakeholders, particularly State and Federal Government, to provide all required services and deliver funded infrastructure contracts.

Ms. Naseem Begam Chetty

CEO -‐ MASC

“Now more than ever, we need to create a more sustainable, innovative and

prosperous future together; for the residents of Mapoon

Aboriginal Shire, Western Cape York, Queensland”

Local Government at a glimpse

The following characteristics make local government ‘council’ organisations different from other industries:

• Councils provide many intangible services

• Councils are not profit-‐-‐-‐oriented / public sector organisations

• The nature of competition is different

• Councils provide services to stakeholders in the municipal area (geographic boundaries)

Organisational structure

Community > Councillors > CEO > Directors > Management > Staff

Vision

Strength through Pride, Family, Culture and Unity.

Through respect for culture and the environment: Mapoon Aboriginal Shire Council will engage the community to develop the necessary plans ensuring economic independence, diversity. This will lead the region to greater health and sustainability.

Core values


Community Ownership

A valued, proud and accountable community sharing opportunities

Accountability

We remain open and honest in what we say and do

Community Engagement

Through trust and ownership, dreams, empowerment and passion, we create a strong voice

Positive Aptitude

The confidence to create our destiny

Working Together

Unity creates positive outcomes and greater achievement

Through this set of core values, our strategic objectives will ensure, community and cultural diversity, strong support for families, community wellbeing and social inclusion and equitable access to community infrastructure for cultural and social purposes.

To support these values, our exceptional financial management and governance will maintain policies, procedures and practices that promote good governance, accountability, compliance of accounting standard and legislations and transparent leadership.

Our local economy will be led by Council, supporting the region through advocacy for business enterprise, while delivering a range of exceptional services aligned to our region needs.

We are building a responsive Council with focus on innovation and safety through collaboration.

Our infrastructure and environmental management remain of great importance. Council is progressing plans to always herald the most sustainable management practices that integrate responsive strategies to optimise health, safety and wellbeing.

Abbreviations: CEO Chief Executive Officer

EMCS Executive Manager Corporate Services

EMES Executive Manager Environmental Services

EMIW Executive Manager Infrastructure and Works

EMFS Executive Manager Financial Services


Community and cultural diversity

Our priority is to build a safe, healthy and equitable community that celebrates diversity and enjoys a quality lifestyle.

Priorities

• A strong supportive region;

• Community wellbeing and social inclusion through art and culture;

• Equitable access to community infrastructure and services.

Outcome Strategic Action Target Measure Responsibility

1.1 Creative educated community

1.1.1 Identify and promote opportunities for art, cultural expression and the development of creative industries

Planning for the 2020 Paanja Festival. Community art and culture committee. Community events committee

Engagement from local residents and surrounding region

EMCS

1.1.2 Do the community cultural facilities and programming meet the needs of the community and regional development

Construction of a multi-‐purpose art facility

Cultural Precinct. Funding applications sent 90% of funding allocated

CEO

1.1.3 Provide contemporary library facilities, cultural keeping places and services across the regions to meet the needs of the community

Cultural keeping place maintained while funding is sourced to create appropriate facility

Maintain register of cultural artifacts Liaise with Libraries Qld to provide support

EMES

1.2 Active, healthy community

1.2.1 Plan and provide integrated and accessible network of open spaces

Calendar of events Community engagement policy Implementation of S&R Masterplan

Maximum participation from local residents

EMCS

1.2.2 Plan and provide facilities and programs that enable participation in sport and recreation

Development and Council approval for appropriate maintenance plan for the following facilities:

-‐ S&R oval -‐ S&R Hall -‐ Recreational playgrounds; -‐ Blanco Park; -‐ Splashpark; -‐ Cullen Point camping facility; -‐ Cullen Point boat ramp.

Mapoon Sport & Recreation Masterplan and implementation plan completed Maintenance plan for S&R hall, oval and all council parks and facilities to be finalised October 31st, 2019

EMIW

1.2.3 Establish partnership with stakeholders to increase opportunity for participation in sport and recreation

Consultation with PCYC, MyPathway, Apunipima, OMAC, RAC, QLD Health, CJG

Implementation of S&R strategy 30 December 2019

EMCS/EMIW


1.3 A safe, sustainable and resilient community

1.3.1 Maintain and improve health standards including food safety, immunisation and public health.

Continuous improvement of safe food handling strategy. Schedule regular inspections of food businesses to ensure compliance is maintained

Upskill and provide certified training and qualifications to local staff. Training register updated

EMIW EHW/AMO

HR

1.3.2 Maintain and improve environmental standards including pest management and animal control

Implementation of annual workplan. Engagement with Qld Health to carry out scheduled visits

Regular visits from Vet Services

EMIW EHW/AMO

1.3.3 Improve community safety through design, information and programs

Follow up with Qld Police for Police presence in Mapoon

Continue negotiations with Qld Police. Police Liaison Officer to commence 2019

CEO EMCS

1.3.4 Enhance disaster management preparedness and capability in collaboration with the community

Continue to facilitate LDMG meetings and training. Update of MASC website

Recruit, train and retain staff to provide SES services

EMIW

1.3.5 Develop and implement effective community information and education programs in collaboration with key community stakeholders

Maintain MASC social media and website. Continually update Council information services. Research funding opportunities for community radio

Update and upgrade of MASC social media and website by September 30th,

2019

EMIW EMCS

1.4 A connected and inclusive community

1.4.1 Build social capital through provision of accessible community infrastructure and programs

-‐ Multi-‐purpose centre -‐ Church -‐ Splashpark -‐ Café -‐ Fitness centre -‐ Barge landing and boat ramp

Funding for multi purpose centre 90% secured. Church funding secured, project commenced. Splashpark, café and fitness centre 100% complete

CEO EMCS

1.4.2 Provide equitable access to and advocate for a range of services, programs and facilities to address disadvantage and foster inclusion

-‐ Street lighting -‐ CCTV -‐ Recreational parks -‐ Youth engagement -‐ Community library -‐ Bike tracks and walking

paths

Continue to source funding, complete major projects by June 30 2020

CEO EMIW

Financial management and governance

We are working hard to ensure Council is well governed and responsive, providing effective leadership, financial management and respecting community values.

Priorities

• Council has high quality governance

• Council complies with its legislative obligations

• Council has good decision-‐-‐-‐making processes in place

• Council keeps the community informed about its activities

• Council decisions are influenced though community engagement

• Council has in place good risk management strategies

• Provide quality service to both internal and external customers

• Responsible Financial Management with efficient and Ultimately cost controls

• Build and maintain adequate reserves to ensure the long -‐-‐-‐ term sustainability



2.1 Responsible Financial Management with efficient and timely cost controls

2.1.1 Implement, maintain and monitor effective financial and cost control systems

Meet legislative requirements. Complete annual financial statements within timeframe. Prepare annual budget prior to August

Council adopt annual budget and associated policies, ensuring statutory and legislative guidelines and meeting target dates are met

EMFS

2.1.2 Provide timely and comprehensive reporting of financial position

Report financials to Council and funding agencies

Detailed monthly reports provided to council outlining financial position

EMFS

2.1.3 Require strict accountability for all financial commitments and expenditure

Maintain and update procurement and purchasing policies in line with legislation

Council receive unqualified audit each year from external auditors

EMFS

2.2 Council sustainability vs business operations

2.2.1 Maintain Annual Budget Ensure expenditure is within local government guidelines and in line with procurement policies

Continually monitor Council budget and report to Council

EMFS

2.2.2 Maintain a 10-‐year Strategic Financial Plan

Create financial plan and review on annual basis

10-‐year financial plan to be finalised by October 30th 2019

EMFS

2.2.3 Develop a 10-‐year Asset Management Plan

Regular review of all Council assets. Ensure plant and equipment is serviced regularly

Plan complete and adopted by council

EMCS

2.2.4 Actively lobby, apply for and obtain State and Government funding and grants

Submit funding applications from within Councils administrative function

Continue to achieve successful levels of funding

EMCS

2.3 A Shire governed in consultation and partnership with the community

2.3.1 Ensure leadership and decision making is transparent, accountable and represents the current and future interests of the region’s communities

Review and update community engagement strategy. Develop and coordinate community events through community events committee

Engagement strategy approved and implemented, reviewed every 6 months. Record number of partnerships and activities held

EMCS

2.3.2 Implement effective community consultation processes that enable participation, engagement and collaboration

Develop communication strategy for approval by Council

Communication strategy developed with stakeholders and approved by Council

EMCS

2.3.3 Develop and maintain community participation, partnerships and volunteer programs

Community events committee regularly meet to workshop community engagement opportunities

Customer service feedback strategy, complaints register, suggestion box implemented

EMCS

2.3.4 Implement an effective information and education program to encourage community participation in decision making and build social capital

Provide information to the community through variety of information mediums

Continue to increase amount of information posted on social media, website and information display boards

EMCS

2.4 Responsive and efficient customer service delivery

2.4.1 Continually review and enhance service delivery to ensure Council’s responsiveness to customer and community expectations

Customer service review and feedback strategy

Council continues to promote culture of continuous improvement which exceeds customer and community expectation

EMCS

2.4.2 Work collaboratively across Council to provide effective, efficient and coordinated outcomes.

Continuous liaison and promotion of community feedback to address issues and improve processes

Increase in community involvement and number of community events

EMCS

2.4.3 Build a culture of continuous improvement which recognises best practice

Development of continuous improvement strategy and timely review of procedures

Positive feedback and community engagement

CEO

2.5 Strategic management of Council

2.5.1 Develop and implement local laws, policies, standards and codes in accordance with legislative requirements and ensure compliance

Employ local laws officer Continual review of Council policies, procedures and codes on annual basis

EMCS

2.5.2 Implement integrated strategic planning approaches across Council, including efficient and effective risk management

Risk management plan Review and update as necessary

EMCS

2.5.3 Implement sustainable financial management and effective procurement practices continuous improvement which recognises best practice

Financial management plan and procurement policy

Update plan and policy and seek council approval annually

EMFS


Economy

Council will ensure a dynamic and diverse economy; creating industry

development and greater employment opportunities.

Priorities

• Mapoon Aboriginal Shire is recognised as a unique tourist destination

• Support infrastructure that sustains and promotes local business and industry within Mapoon Shire

• Strong working relationships with key State and Commonwealth government agencies

• Build strong Regional relationships with adjoining Councils to gain a stronger voice


3.1 A strong and diverse economy

3.1.1 Council work with State and Federal government to identify economic development opportunities

Through consultation with stakeholders, create economic plan to identify opportunities available within the shire

Complete consultation and economic plan by September 2019

CEO

3.1.2 In partnership promote the region by supporting the growth of new and existing businesses

Opportunities for businesses. Create local growth

Increase in number of local businesses and employees within the shire

CEO

3.1.3 Ensure planning and infrastructure supports future economic growth

Infrastructure and asset management plan developed and implemented

Adopted by council September 2019

EMIW

3.1.4 Promote and develop Mapoon Aboriginal Shire as a unique destination and to manage tourism in a sustainable way

Tourism, overseas visitors, specific groups

Marketing strategy developed and approved by council December 2019

EMCS

3.2 Employment opportunities for residents are increased

3.2.1 Actively support projects which have a high local engagement component

Continuous sourcing of projects that stimulate investment and small business. Increase communication and transportation networks to develop business initiatives

increase in employment opportunities

EMCS CEO

3.2.2 Actively engage and support empowerment related projects and organisations which provide employment opportunities for shire residents

Advocate and lobby for community to a wider audience to develop business initiatives in Mapoon

Increase in number of shire residents employed in new businesses

EMCS CEO


Infrastructure and asset management

A well planned and maintained infrastructure network that is sustainable and enhances local character and identity.

Priorities

• Maximise utilisation of existing assets

• Sustainable infrastructure planning and asset maintenance

• Infrastructure that supports development of the region

• Whole of life asset planning and costing

• Sustainable Community housing


4.1 Integrated and timely provision and management of sustainable infrastructure and assets

4.1.1 Develop a Strategic Infrastructure and Asset Management Plan to guide the provision, maintenance, decommissioning, replacement and enhancement of Council assets and infrastructure

Infrastructure and asset management plan monitored and amended as required

Adoption of plan by Council

EMIW

4.1.2 Plan and implement urban improvement works which enhance local character and identity, conserve and improve the region’s streetscapes and provide iconic parkland

Identify area in high rise development suitable for recreational park

Council approval and successful funding submission

EMIW EMCS

4.2 A safe and sustainable road network

4.2.1 Plan and deliver a safe, sustainable and efficient road network

Continue to maintain and upgrade sealed and unsealed roads within shire

Length of shire roads maintained annually

EMIW

4.2.2 Plan and deliver safe and effective stormwater management outcomes and a flood resilient region

Identify and maintain community drainage system register

Monitor and update drainage system and register

EMIW

4.2.3 Plan and deliver safe, sustainable and efficient airports and aerodrome services

Compliance with CASA and government legislation

Completion of airport project in line with funding agreement

EMIW

4.3 A safe and sustainable water network.

4.3.1 Plan, deliver and manage efficient and sustainable, high quality, water supply systems

Compliance with DNRME. Completion of Mapoon water upgrade major project

Completion of water upgrade project in line with funding agreement

EMIW


4.3.2 Advance water use efficiency and water cycle innovation throughout the region

Community education and training regarding the benefits of safe water usage

Reduction in water usage and wastage

EMIW ESO

4.4 Sustainable waste management

4.4.1 Plan, deliver and manage efficient and sustainable waste and resource management services

Complete Mapoon Landfill expansion project

Completion of Mapoon Landfill project in line with funding agreement

EMIW

4.4.2 Plan and deliver an integrated waste infrastructure network

Monitor existing and future waste facilities

Compliance with environment and planning authority

EMIW

4.4.3 Minimise the impacts of waste generation through modified consumer behaviour, effective recycling infrastructure and practices, and the reduction of emissions from landfill

Community education and training regarding the benefits of reducing and recycling waste

Landfill reduction EMIW EHW

4.5 A sustainable sewerage network

4.5.1 Plan, deliver and manage a high-‐quality sewerage network and treatment facilities

Consult with community and Council regarding implementation of sewerage network for Mapoon

Cost effectiveness CEO

4.5.2 Effective and efficient use of recycled water

Feasibility study for recycled water system in Mapoon

Cost effectiveness and funding opportunity

EMIW

4.6 Community Housing

4.6.1 Development of a Master plan to address the needs to community

Continue to lobby and advocate for sufficient community housing to reduce overcrowding

Complete the next stage of social housing new builds in line with funding timelines

CEO EMIW

4.6.2 Community awareness for home ownership and empower community through home ownership

Continue to provide advice and support to community to assist with home ownership

Increase in amount of home owners in Mapoon

CEO

4.6.3 Promote Council engagement in development of new homes in Mapoon to maintain aura of Mapoon

Maintain aesthetic aspect of housing construction in Mapoon

Present plans to council for approval

CEO

4.6.4 Appropriate street signage and house numbering system

Develop house numbering system for Mapoon

Completed by June 30 2020

EMIW

Organisational culture

A responsive Council with focus on innovation and safety through collaboration and opportunity.

Priorities

• An engaged workforce that actively seeks innovation opportunities

• A Council team that collaborates, foster pride and unity to deliver effective services to our residents

• Attraction and retention of a safe and skilled workforce


5.1 Responsive and effective service delivery

5.1.1 Foster appropriate corporate culture that aligns with Council’s Mission, Values and Behaviours

Positive communication and collaboration with employees

Promotion of positive work environment through development of key internal procedures and team building activities

EMCS

5.1.2 Develop and maintain healthy and safe working conditions and regularly review workplace health and safety practices

Safe working environment WHS training and awareness

EMCS HR

5.1.3 Deliver professional development opportunities and pathways for all employees

Skilled workforce and strong governance framework

Updated skills and training matrix for all employees

EMCS HR


5.1.4 Support business operations with effective workforce planning including recognising emerging technologies and transitioning employment opportunities

Skilled workforce and strong governance framework

Implementation of succession pathway into corporate structure to ensure skill sharing and acting opportunities

EMCS

5.1.5 Attract and retain a skilled workforce through implementation of contemporary human resources practices and organisation development

Stringent recruitment procedure and workplans for employees

HR performance appraisals, Staff operations manual, Personal Training plans

EMCS HR

Environmental management

Maintain high environmental standards reflective of our cultural responsibilities and in line with legislative requirements.

Priorities

• Protecting, restoring and enhancing the environment

• A community that supports the environment and promotes sustainability

• All community land is protected

• Land and Sea Ranger services are maintained

• Natural resources management plan maintained and implemented


6.1 All community land is protected

6.1.1 Plan and manage open space, parkland and natural areas to eradicate pests and noxious weeds and promote biodiversity, water quality and community use

Environmental program continuation monitoring fire control, weed control, pest control and maintaining native environment

Reduction in pests weeds and introduced species, ongoing provision of community beautification program

EMES

6.1.2 Implement Parks & Gardens Program

Source funding to successfully provide local employment and parks and gardens services to Mapoon

Cost neutral effective Community services

EMES

6.2 Maintaining Land and Sea Ranger services

6.2.1 Long term plan including employment, activities in consultation with community groups

Continue to provide Land & Sea services to the shire

Program retention EMES

6.2.2 Maintain active network with funding groups to ensure future funding

Lobby funding agencies to continue to fund program services


6.3 Natural Resources Management Plan maintained and implemented.

6.3.1 Development of appropriate policies and tolls to ensure Natural Resource Management is clearly understood and implemented

Review Land & Sea workplan to ensure compliance is maintained


6.3.2 Work in partnership with stakeholders to identify appropriate economic opportunities which will add value to the shire and residents

Lobby for agricultural and environmental enterprises created in Mapoon

New business opportunities in shire

EMCS


6.3.3 Work in partnership with respected stakeholders to develop the appropriate plans and operational arrangements

Continue to maintain close partnerships with OMAC, WCCCA, and Traditional Owner groups from this region

Ensure MOU’s are in place with relevant stakeholder groups

EMES

Health and wellbeing

Ensuring Council is integrated and connected with residents will ensure positive growth; respective of environmental and heritage values.

Priorities

• Health and wellbeing facilities to reflect the need of Mapoon Shire

• Health awareness

• A more “community minded” approach to health

• Sport and recreations participation


7.1 Services improvement

7.1.1 Community consultation and strategic approach to community health and wellbeing

100% completion Continuous improvement of councils communication and information networks with community

EMCS

7.1.2 Appropriate facilities developed to engage community wellbeing at various levels

100% completion Maintain facilities and create infrastructure to ensure that community have higher level of well being and healthy lifestyle choices

EMIW

7.1.3 Strategic approach to Community Health and wellbeing –in partnership with and lobby for provision of services to the need of Mapoon Shire

100% completion Continue to maintain efficiencies in all council provided services in Mapoon

CEO

7.2 Mental wellbeing

7.2.1 Development of a Sports and Recreation strategy

100% completion MOU with PCYC and other stakeholders to ensure S&R strategy is delivered

EMCS

7.2.2 Secure appropriate funding to ensure implementation of strategy

100% completion Continue to maintain existing levels of funding within the associated programs

CEO

7.2.3 Engagement of all stakeholders to address the needs of Mapoon Shire

100% completion Regular interagency working group meetings

CEO

Our responsibility

The effective implementation of this plan will guide Mapoon Aboriginal Shire Council towards excellence as an organisation, with great focus on con7nuing to develop our organisational culture and values.

Operations will only continue in a positive direction if Council continues to invest in the future of local residents, and Indigenous Leaders in the region -‐-‐-‐ identifying individuals and helping them to progress though capacity building.


This will ultimately lead to a strong, dynamic and sustainable local government in the Mapoon Aboriginal Shire.

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