- Details
- Last Updated: Tuesday, 25 June 2024 18:13
The Operational Plan 2024-25 is a key plan for Toowoomba Regional Council. The Operational Plan translates the commitments set out in theCorporate Plan 2024 - 2029 into annual actions, projects and services that Council will undertake within the current financial year.
Council’s Strategic and Performance Management Framework depicts the links between the Corporate Plan 2024-29 and strategies driving a tangible set of organisational deliverables through the annual Operational Plan and Budget.
The Local Government Act 2009 along with the Local Government Regulation 2012 requires Council to adopt an annual Operational Plan. Council must undertake its responsibilities in a way which is consistent with its annual Operational Plan and may amend the Operational Plan at any time by Council resolution. Council shall monitor progress against the Operational Plan and present updates in Council meetings at least quarterly.
Maintaining current services at or near existing levels
During the preparation of the Corporate Plan 2024-29, Council noted that more than 90% of our annual budget goes to providing the ongoing services that our community values. Acknowledging this, and the need to continually balance sustainability with the demands of service delivery, Council’s intention is to prioritise service reviews. Current key services are summarised in the relevant goal areas that follow.
Further actions or projects may be included during the financial year as circ*mstances arise to progress Council’s response to the Corporate Plan key priorities.
The Operational Plan for each financial year delivers against the key priorities of the Corporate Plan which has a life of five years. As such, not all key priorities will be specifically addressed by an individual action or project in each annual Operational Plan. Many key priorities are addressed through the ongoing delivery of services and ‘business as usual’ activities undertaken by Council.
Key priorities, key services, specific actions/projects and Key Performance Indicators
People - community and wellbeing
Council promotes a vibrant, safe, healthy and engaged Region, creating opportunities for people to connect and belong. We are proud of our unique and diverse communities.
+ - Key priorities Click to collapse
1.1 - Encourage initiatives that address community health and wellbeing.
1.2 - Identify, promote and grow opportunities for arts, cultural expression and the development of the creative industry.
1.3 - Investigate ways to further encourage and support volunteerism.
1.4 - Improve community safety through effective design, information and programs.
1.5 - Enhance disaster management preparedness, capability and resilience through response and recovery in collaboration with the community and agencies.
1.6 - Deliver effective community information and education programs to encourage participation in Council business and to enhance the Region’s liveability.
1.7 - Encourage connection, resilience, equality and inclusion in the community.
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- Aquatics and indoor sports
- Environmental health
- Art galleries
- Events and festivals
- Community development
- International relations
- Community facilities
- Library services
- Community safety and asset security
- Laboratory services (water)
- Community support
- Museums
- Cultural development
- Sports and recreation
- Digital and creative services
- Stakeholder engagement
- Disaster management
+ - Specific actions/projects Click to collapse
Specific action / project description | Lead |
| Implement resourced initiatives for 2024-25 from the Toowoomba Region Cultural Strategy | LCS |
| Develop the Business Case for Toowoomba Regional Art Gallery Revitalisation Strategy for endorsem*nt by Council | PS |
| Develop the TRC Volunteer Management Strategy for endorsem*nt by Council | CDFT |
| Develop the 2024-27 Road Safety Strategy for endorsem*nt by Council | TDP |
| Maintain and continue to enhance Local Disaster management arrangements as resourcing permits, to strive for outcomes set in the Standard for Disaster Management in QLD | ERS |
| Progress Flood Mitigation Projects including the Perth Street Culvert Project | CM |
| Review, evaluate and develop action plan responses in relation to the Community Survey | CCE |
| Develop the Multicultural Strategy for endorsem*nt by Council | CDFT |
| Develop the Youth Strategy for endorsem*nt by Council | CDFT |
| Develop a bushfire preparedness action plan for endorsem*nt by Council | PRS |
| Review the Open Space Network Strategy and report to Council for endorsem*nt | PRS |
+ - Key Performance Indicators Click to collapse
Key Performance Indicator Description | Tolerance | Annual | Lead |
| % Live monitoring of City Safe cameras as per agreed service standards | 10% | 100% | PS |
| % Increase in new registered participants in Your Say | 0% | 5% | CCE |
| % Increase in visits to Your Say (online consultation site) | 0% | 5% | CCE |
| % Grant funds allocated under the Community Grant Program (FYTD) | 20% | 100% | CDFT |
| Estimated # total hours volunteered to Council programs, activations (FYTD) | 20% | 30,000 | CDFT |
| % Positions in the Local Recovery Group structure that are occupied with trained personnel | 10% | 80% | ERS |
| # Scheduled maintenance interventions performed on dam and city firebreaks and buffer zones | 25% | 9 | PRS |
Place - Infrastructure and environment
Council plans, builds and maintains the infrastructure needed to sustainably support lifestyle and growth. We value our environments, our natural assets and our rich agricultural land. Council promotes sustainable and innovative place management practices.
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2.1 - Ensure dam safety compliance upgrades.
2.2 - Implement road and water infrastructure maintenance and capital programs.
2.3 - Plan for and manage infrastructure assets sustainably.
2.4 - Continue to pursue active and equitable transport initiatives.
2.5 - Investigate and report to Council on opportunities to use technology and innovation to improve the liveability of our region.
2.6 - Continue to prioritise water security.
2.7 - Ongoing advancement and promotion of the Toowoomba Region.
2.8 - The Uniqueness of our townships and villages throughout the region is understood and valued.
2.9 - Adopt the Toowoomba Region Futures program, providing a roadmap for managing sustainable growth.
2.10 - Pursue options for a greener Toowoomba Region and Council.
2.11 - Protection of high-quality agricultural land.
2.12 - Preserve, protect and improve our environments.
2.13 - Proactively managing risk, responding to, and enhancing climate change resilience.
2.14 - Investigate the setting of Toowoomba Regional Council carbon emission reduction targets.
+ - Key services Click to collapse
- Aerodromes
- Parks and Open Space
- Animal Management
- Plumbing Services
- Building and Facilities
- Property Trade Services
- Building Certification
- Quarries
- Building Compliance
- Refuse Collection
- Cemeteries
- Regional Architecture and Heritage
- Conservation and Pest Management
- Regulated Parking
Construction and Maintenance - Roads Operations
Development Assessment Compliance - Strategic Infrastructure Planning
Development Engineering - Street Lighting
Development Services Planning - Transport and Drainage
Drainage Operations - Urban Design and Placemaking
Flood Recovery - Waste Management
Footpaths and Bikeways Operations - Water and Wastewater Infrastructure Services
- Infrastructure Charges
- Water and Wastewater Operations
+ - Specific actions/projects Click to collapse
Specific Action/Project Description | Lead |
| Delivery of Council’s Capital Works Program for the 2024-25 FY (physical completion) | CEO |
| Delivery of Council’s Capital Works Program for the 2024-25 FY (financial completion) | CEO |
| Delivery of the Cressbrook Dam Safety Improvement Project for the 2024-25 FY (Multi-year Project) | WPS |
| Deliver the Disaster Recovery Funding Arrangements (DRFA) Program for the 2024-25 FY | PJS |
| Develop action plans and resourcing requirements for Sustainable Transport for endorsem*nt by Council | TDP |
| Development of the Water Strategy - Water Vision 2076 for endorsem*nt by Council | WPS |
| Progress the divestment of Central Highfields land parcel (due for completion 2025-26) | GM PDSG |
| Progression of the Toowoomba Region Futures Program (New Planning Scheme) (Multi-year Project) | GM PDSG |
| Review of the Waste Management Strategy 2021 and Waste Infrastructure Plan 2020 and refer to Council for endorsem*nt | WS |
| Develop the TRC Water and Waste Energy Strategy for endorsem*nt by Council | WIS |
| Progression towards ‘Core Maturity’ under the National Assessment Framework (NAF) for Management of Council owned assets | BTS |
| Development of the Toowoomba Regional Parking Strategy for endorsem*nt by Council | CEO |
| Measure the 2020 % tree canopy cover in the urban extent and subsequent changes based on more recent data sets from 2023 | PLACE |
| Progression of the Lower Order Road Upgrade Program for the 24-25 FY (as per Council decision November 2022) | CM |
| Progress design documentation as part of the Jubilee Park component of the Escarpment Mountain Bike Masterplan (anticipated construction in 25-26 & 26-27 FY) | PRS |
+ - Key Performance Indicators Click to collapse
Key Performance Indicator Description | Tolerance | Annual Target | Lead |
| % Overall waste diversion from landfill | 10% | 30% | WS |
| % Physical completion of the adopted original Capital Works Program for Water and Waste Services Group | 10% | 100% | GM WWSG |
| % Physical completion of the adopted original Capital Works Program for Infrastructure Services Group | 10% | 100% | GM ISG |
| % Physical completion of the adopted original Capital Works Program for Environment and Community Services Group | 10% | 100% | GM ECS |
| # Asset management maturity score as assessed against the National Assessment Framework (NAF) Target represents Council’s Asset Management processes, systems and practices complying with the NAF (A score of 3 equates to ‘core maturity’ in terms of Asset Management) | 10% | 3 | BTS |
Prosperity -Economic, social advancement and advocacy
Our Region has a strong and diverse economy. Thriving businesses and industries attract and retain employment opportunities.
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3.1 - Support for businesses through local procurement.
3.2 - Work with peak bodies and representative groups to action initiatives that foster local businesses and generate local jobs.
3.3 - Pursue grants consistent with Council’s priorities and consider commercial partnerships and private sector funding opportunities.
3.4 - Proactively pursue opportunities presented for our Region by the 2032 Olympics.
3.5 - Proactively advocate on behalf of the Toowoomba Region for a greater share of Federal and State Government funding consistent with Council’s priorities.
3.6 - Building stronger State and Federal Government relations.
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- Economic Development
- Strategy and Policy
- International Relations
- Tourism
- Media Relations
+ - Specific actions/projects Click to collapse
Specific Action / Project Description | Lead |
| Implementation of Council’s Procurement Policy encouraging ‘Local Spend’ | FS |
| Development of a centralised Grant Funding System | GM FBSG |
| Continue to actively promote Toowoomba Region to the Federal Government, State Government and 2032 Olympic and Paralympic Committee (when finalised) as a viable option for Olympic and Paralympic activities | CEO |
| Strongly promote regional priorities in lead-up to State and Federal elections and budgets | CEO |
| Advocacy for State and Federal support for Dam Safety Upgrades | CEO |
| Finalisation, adoption and implementation of the new Economic Development Strategy for the Toowoomba Region | ED |
+ - Key Performance Indicators Click to collapse
Key Performance Indicator Description | Tolerance | Annual Target | Lead |
| % Local Spend of invoice payments | 15% | 60% | FS |
| % Invoices paid within Council payment terms | 10% | 80% | FS |
| Estimated # Toowoomba Carnival of Flowers total attendance (FYTD) | 15% | 350,000 | CDFT |
| # Total visitor nights in the Toowoomba Region associated with the Toowoomba Carnival of Flowers (FYTD) | 15% | 93,500 | CDFT |
| % Development applications assessed within statutory timeframes | 15% | 100% | PL |
| % Successful grant applications to external funding bodies | 10% | 80% | GM FBSG |
Performance - community workforce
Our Council delivers sustainable, quality services with a community focus, where our people enjoy their work, are empowered to undertake their roles, and are valued for their contributions.
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4.1 - Deliver the Corporate Plan, Operational Plan and budget.
4.2 - Continue to pursue prudent financial management and sustainability.
4.3 - Delivery of community and customer-focused service.
4.4 - Enhance Council's reputation as an employer of choice through values-based leadership, fostering collaboration, engagement and trust and nurturing staff.
4.5 - A commitment to staff and Councillor safety, health and wellbeing, including mental wellbeing.
4.6 - Continuous improvement of business-processes and systems, including community consultation.
4.7 - Knowing and managing our risks.
4.8 - Implement the Information, Communication and Technology Strategy and Roadmap.
4.9 - Progress prioritised transformation and organisation efficiency reviews.
4.10 - Review options and costings for a new Council civic/administration centre and action agreed solutions.
4.11 - Investigate and report to Council on opportunities to use technology and innovation to improve Council’s service delivery.
+ - Key services Click to collapse
- Business Transformation and Strategy
- People, Culture and Engagement
- Customer Service
- Project Services
- Financial Services
- Property Acquisitions and Leasing
- Fleet and Logistics
- Private Works
- Governance and Legal Services
- Workplace Health, Safety and Wellness
- Information, Communication and Technology
+ - Specific actions/projects Click to collapse
Specific Action/Project Description | Lead |
| Review of the adopted 2024-29 Corporate Plan by the newly elected Council | BTS |
| Implement resourced initiatives for 2024-25 from the Local Government Sustainability Framework | FS |
| Development of a Customer Experience Strategy for endorsem*nt by Council | CCE |
| Implement resourced initiatives for 2024-25 from the TRC Wellbeing Strategy | PCE |
| Develop a Reconciliation Action Plan (RAP) in accordance with the Reconciliation Australia Framework to be adopted by Council in 2025-26 | PCE |
| Implement resourced initiatives for 2024-25 from the 2024-27 Safe TRC | PCE |
| Implement an Enterprise Risk Management Solution to support the Corporate Risk Register | GLS |
| Implementation of the endorsed ICT Strategy and Roadmap for the 2024-25 FY | ICT |
| Progress analysis of existing services and service levels as an input into 2025-26 Operational Plan, budget process and efficiency reviews | BTS |
| Progress to concept/schematic design for a new Civic Building | PS |
| Establishment of a marketing campaign focussed on promoting Council as an employer of choice | CCE |
+ - Key Performance Indicators Click to collapse
Key Performance Indicator Description | Tolerance | Annual Target | Lead |
| % Completed Customer Service Requests within agreed response timeframes assessed against Pathway Priority | 20% | 100% | CEO |
| % Quality of Customer Experience based on an 'effective' outcome measured against various touch points across the organisation, ensuring customer interactions are handled in line with Customer Experience Policy & Procedures | 20% | 100% | CEO |
| % Annual Financial Statements developed and delivered for Council and its controlled entities in both accordance and compliance with relevant Accounting Standards and Legislation | 0% | 100% | FS |
| % Council's Long-Term Financial Forecast prepared, developed, monitored and submitted to ensure compliance with all statutory requirements and budget timelines | 0% | 100% | FS |
| % Business continuity plans reviewed by the business in line with scheduled timeframes | 0% | 100% | GLS |
| % Corporate Risk (Corporate and Operational Risk Registers, Project Risks, Risk Assessments) reviewed within scheduled timeframes | 0% | 100% | GLS |
| % Completion of internal audits in accordance with approved internal audit plan | 10% | 100% | GLS |
| % Improvement in engagement results as shown in the biennial staff survey | 0% | 3% | PCE |
| % Improvement in net promoter score as shown in the biennial staff survey | 0% | 5% | PCE |
| % Staff turnover rate (Annualised - Permanent Staff Only) | 5% | 15% | PCE |
| # Leadership engagements undertaken to positively influence organisational culture including the promotion of diversity and inclusion | 0% | 6 | CEO |
| % Achievement of the Annual Operational Plan | 5% | 100% | CEO |
| % Performance against original adopted annual budget | 5% | 100% | CEO |
| % Annual measured gender pay gap | 1% | 10% | PCE |
| % Annually measured operating surplus ratio | 0% | 0.2% | FS |
Glossary and acronyms
The following terms and acronyms have been used in the Operational Plan.
+ - Glossary Click to collapse
Budget -Identifies planned expenditure and revenue for a financial year and is approved by Council.
Capital Works Program -A program of activities and other works that Council adopts to create, construct, and install assets and other facilities. For Council, the program’s projects typically include, but are not limited to, delivery of buildings, roads and bridges, structures, parks and natural areas.
Community -Includes the Toowoomba Region’s residents, ratepayers, businesses, investors, visitors and tourists.
Corporate Plan -The Toowoomba Regional Council Corporate Plan 2024-29 outlines Council’s vision, goals and key priorities, ensuring our Region’s future needs and aspirations are met. The Plan provides direction for Council as an organisation and guides the decisionmaking, allocation of resources, and actions of Councillors and staff over the life of the Plan.
Long-Term Financial Forecast (LTFF) -A 10-year estimation of revenue, expenses and capital expenditure. The LTFF sets out the economic and fiscal outlook for the Toowoomba Region and includes capital expenditure, expense and revenue estimates for the current financial year and nine forward financial years. From its assumptions, the LTFF sets the desired financial boundaries within which the organisation can plan for its future.
Project -A temporary endeavour for a team that is undertaken to create a unique product, service, or result. Projects are a defined workload that have a clear start and finish, are non-repetitive and provide unique deliverables. Once completed, a project’s outcomes or objectives may become a part of, or have an impact on, Council’s services.
Tolerance -Tolerance refers to the highest acceptable percentage variation from the annual target for the Key Performance Indicator.
TRC Futures -Toowoomba Region Futures is a five-year program designed to build a community vision for growth and development in our Region. This program will provide an integrated roadmap for managing urban growth throughout our Region, including:
- a new planning scheme to guide how land is used and developed
- an infrastructure plan for servicing projected growth, such as water, sewerage, transport, and land for parks and community services
- a growth plan, to guide where and how employment and population growth occurs in the Region.
+ - Acronyms Click to collapse
BTS - Business Transformation & Strategy
CDFT - Community Development, Facilities & Tourism
CEO - Chief Executive Officer
CM - Construction & Maintenance
CCE - Customer Communication & Engagement
ED - Economic Development
ERS - Environmental & Regulatory Services
FS - Financial Services
GM ECSG - General Manager Environment & Community Services Group
GM FBSG - General Manager Finance & Business Strategy Group
GM ISG - General Manager Infrastructure Services Group
GM PDSG - General Manager Planning & Development Services Group
GM WWSG - General Manager Water & Waste Services Group
GM WWSG - General Manager Water & Waste Services Group
ICT - Information Communication & Technology
LCS - Library & Cultural Services
PCE - People Culture & Engagement
PL - Planning
PLACE - PLACE Branch
PJS - Project Services
PRS - Parks & Recreation Services
PS - Property Services
TDP - Transport & Drainage Planning
WS - Waste Services
WIS - Water Infrastructure Services
WPS - Water Project Services
Related information
Special Meeting of Council (Adoption of 2024-25 Operational Plan, Budget and Revenue Statement) - 25 June 2024
