OPERATIONS PLAN
2014-2015
Operations Plan 2014-15
Within the Board’s Charter, the Corporate Plan sets the framework and the direction for the Lord Howe Island Board over
the three years from 2014 to 2016.
The key performance indicators measuring the Board’s success against the Plan are incorporated into the Board’s annual
Operations Plan. The Operations Plan identifies specific outputs, activities and measures that will ensure the strategies of
the Corporate Plan are achieved for one year of the Plan.
At the end of each financial year, overall performance against the Operations Plan targets and the Corporate Plan’s key
result areas are reported to the Board and the community through the Board’s Annual Report.
Planning Process
Corporate Plan (3 Years)
Operations Plan (One Year)
Annual Report
Page 1 of 14
Strategic Direction: Effective Governance & Leadership
Strategy
1.1
Ensure accountability, fairness and transparency in the
Board's decision-making and relationships with all its
stakeholders
Hold Board meetings on a quarterly basis in public.
Develop an 10 Year Community Strategic Plan.
Develop and implement appropriate policies and procedures to
ensure decisions are merit based, transparent and defendable.
KPIs/Measure
Responsible
Officer
Action
Action
Action
1.1.1
1.1.2
1.1.3
Four public meetings held per annum.
10 Year Community Strategic Plan developed.
Policies and procedures reviewed in accordance
with the schedule to ensure currency and
completeness.
A record is kept of conflicts of interest declared.
Community input to policy development is sought as
appropriate.
CEO/MBCS
CEO
MBCS
Action
1.1.4
Ensure all conflicts of interest of Board members and staff are
declared and managed in accordance with the Board's Code of
Conduct.
Action
1.1.5
Ensure appropriate community engagement and consultation
opportunities are provided so that community input to decisions
and plans is obtained and considered.
Program of meetings and engagement opportunities
undertaken.
CEO
Action
1.1.6
Implement a level of Delegated Authrority to ensure efficient and
equitable organisational operations.
Appropriate delegations of authority are enacted tp
provide staff with sufficient powers to enforce the
LHI Act and Regulation and other legislation
administered by the Board.
CEO
Action
1.1.7
Review and amend governance structures, policies and decision
processes to provide for changing community needs.
1. Code of Meeting Practices is adhered to.
2. Declarations of Pecuniary Interests are completed
on an annual basis.
CEO
Strategy
1.2
KPIs/Measure
Action
1.2.1
Responsible
Officer
MBCS
Action
Action
1.2.2
1.2.3
Ensure corporate governance practices meet legislative
requirements.
Provide assistance to and resource the Audit and Review
Management Committee (ARMC) and the internal audit function.
Contribute to the review of the LHI Act and Regulation.
Provide relevant and timely advice to Government on matters
affecting the management of the island.
Strategy
1.3
Action
1.3.1
Action
1.3.2
Action
1.3.3
Work to achieve long term financial sustainability
Work with the NSW Government on a sustainable long term
financial plan.
Levy fees and charges at an appropriate level.
Ensure that the services delivered are provided at the appropriate
level.
1. ARMC meets four times per year.
2. Internal Audit work plan completed.
Review completed.
Prepare briefings and submissions as required to
the Minister, DPE, OLG and Treasury as
appropriate.
KPIs/Measure
Agreement on sustainable funding is achieved.
Fees and charges are in accordance with the
Board's financial plan.
Service levels and service delivery monitored and
reports provided to the Board on achievement of
service levels.
MBCS
CEO
CEO/MBCS
Responsible
Officer
CEO/MBCS
MBCS
CEO
Page 1 of 14
Strategy
1.4
Ensure risks are properly managed
KPIs/Measure
Action
1.4.1
Implement the risk management policies and procedures.
Action
1.4.2
Regularly review the Risk Register.
Progress against the implementation of policies and
procedures is reviewed quarterly.
Risk Register is reviewed quarterly.
Action
1.4.3
Develop Risk Treatment Plans (RTPs) to manage risk impacts.
RTPs tabled at management meetings.
Action
1.4.4
Plan completed and tested by end of June 2015.
Strategy
1.5
Develop and implement a Business Continuity Plan to ensure the
continuance of Board services should a significant event occur.
Provide internal IT and communications systems which are
secure, stable and support business operations
KPIs/Measure
Responsible
Officer
Action
Action
Strategy
1.5.1
1.5.2
1.6
Projects completed on time and on budget.
Systems 99% uptime during business hours.
KPIs/Measure
Action
1.6.1
MBCS
MBCS
Responsible
Officer
MBCS
Strategy
1.7
Implement ICT policies and procedures.
Support and maintain corporate ICT.
Provide efficient and effective records management and
information management
Review and implement policies and procedures regarding
information management.
Ensure effective management of human resources
Action
1.7.1
Review undertaken annually.
Action
Action
1.7.2
1.7.3
Action
1.7.4
Ensure organisational structure is aligned to strategic priorities
and legislative requirements and is adequately resourced.
Develop a Succession Plan.
Attract, develop and retain an effective workforce that delivers
required outcomes.
Provide workplaces that ensure the health, safety and welfare of
employees.
Succession Plan developed by end June 2015.
1. Required recruitment process implemented.
2. Training programs provided.
1. WH&S Management Plan reviewed annually.
2. Incidents and injuries are reviewed.
3. Safe work procedures and training requirements
are in place.
CEO
CEO/Unit
Managers
CEO/Unit
Managers
Action
1.7.5
Strategy
1.8
Work and Development Plans are completed
annually.
KPIs/Measure
Action
1.8.1
A Communication/Engagement Strategy in place.
CEO/Unit
Managers
Responsible
Officer
CEO
Action
1.8.2
Action
1.8.3
Ensure that Work and Development Plans are completed for all
staff.
Provide timely and proactive communication to all
stakeholders
Develop and implement a Communication/Community
Engagement Strategy.
Promote Board programs and services through meetings,
advertising and written materials.
Maintain information on the Board's website.
All materials prepared as required to a high
standard.
Number of page views per month.
CEO/Unit
Managers
MBCS
100% of staff informed of record keeping
responsibities.
KPIs/Measure
Responsible
Officer
MBCS
CEO
CEO/Unit
Managers
CEO
Responsible
Officer
CEO
Page 2 of 14
Stratigic Direction: Strong and Sustainable Economy
Strategy
2.1
Market the island as a tourist destination
KPI/measure
Action
2.1.1
Maintain and enhance the sustainable tourism "product" through
the provision of infrastructure, engoneering and environmental
services.
1. Direct feedback from community members ,
tourists and surveys is sought and is positive.
2. Monitor and assess visitor arrival numbers.
Action
2.1.2
2.1.3
2.1.4
Action
2.1.5
Contribute to the development of the Destination Management
Plan.
Regualr consultation and information sharing takes
place.
Results of marketing activities are measured.
Website content is refreshed and updated as
necessary.
The Destination Management Plan (DMP) is
completed by December 2014. Those parts of the
DMP for which the Board is responsible are
implemented.
MBCS
Action
Action
Work in partnership with the LHI Tourism Association, destination
NSW and other bodies.
Promote the island in key source markets as resources allow.
Ensure website content is current and relevant.
Action
2.1.6
Strategy
2.2
Visitor Information Centre plan developed and
implemented.
KPI/measure
Action
2.2.1
CEO/Unit
Managers
Responsible
Officer
CEO
Action
2.2.2
Work with the LHITA to develop and implement a plan for the
more efficient operation of the Visitor Information Centre.
Foster an environment that supports sustainable economic
development
Consult with business regarding options and plans for sustainable
business growth.
Establish economic development action plans with relevant
groups.
1. Report on the economic development plans
developed.
2. Investigate an island-wide eco accreditation
scheme in conjunction with the LHITA.
CEO
Action
2.2.3
Funding opportunities reported.
Action
2.2.4
MBCS Manager
Admin
MBCS
Action
2.2.5
Action
Strategy
2.2.6
2.3
Pursue avenues of funding to implement economic development
projects.
Develop and maintain contemporary policies to aid sustainable
development.
Work with the Nursery lessees to support the development of a
major tourist attraction.
Lobby for improved internet services to the island.
Effectively manage the Board's business enterprises.
Action
2.3.1
Operate the LHI Liquor Store.
Budgeted revenue and expenditure targets are met.
Means of consultation established.
Policies regularly reviewed and red tape reduced.
Regular meetings held with the Nursery lessees and
plans developed cooperatively.
Improvements to internet services are achieved.
KPI/measure
Responsible
Officer
CEO
MBCS
Manager Admin
CEO/Unit
Managers
MBCS
CEO
Responsible
Officer
MBCS / Liquor
Store Manager
Page 1 of 14
Action
2.3.2
Strategy
2.4
Action
2.4.1
Strategy
2.5
Action
2.5.1
Action
2.5.2
Operate the island's airport and wharf facilities.
Effectively manage the Board's commercial leases
Ensure that fair market rental return is achieved on commercial
leases.
Take action to ensure appropriate and adequate servicing of
the island by a major airline.
Negotiate with Qantas and other airlines to ensure services to the
island continue beyond 2018.
Develop a strategy for the future of the airport to enable continued
air services.
Air port and wharf facilities are operational when
required and revenue and expenditure targets are
met.
KPI/measure
Commercial leases are revalued at least every five
years.
KPI/measure
Negotiations with Qantas and other airlines are
positive.
The Airport and Air Services Strategy is completed.
MIES /MBCS
Responsible
Officer
MBCS
Responsible
Officer
CEO/MBCS
CEO/MIES
Page 1 of 14
Strategic Direction: Sound Infrastructure
Strategy
3.1
Provide sound asset management
KPIs/Measure
Action
3.1.1
Action
3.1.2
Action
Action
3.1.3
3.1.4
Review & update TAMPLAN annually for Board approval in
March.
Develop procedures then undertake and document preventative
maintenance on all assets to reduce failures.
Implement Authority Asset Maintenance System (AMS).
Replace Jacobsen out-front mower.
Action
3.1.5
Replace Unic 20t crane.
Action
3.1.6
Water and sludge pumping solution provided for LHIB assets.
Action
3.1.7
Refurbish rainwater collection from LHIB and community buildings
to expand backup storage capacity.
TAMPLAN is updated annually to support Treasury
CAPEX requests.
Progress of TAMPLAN reported at quarterly Board
meetings.
Authority AMS framework completed by July 15.
New out-front mower on Island & operating by Dec
14.
Replacement 20t crane on Island & operating by
Feb 15.
Water and sludge pumping solution provided by Feb
15.
Nursery water tanks full & connected to reliable roof
catchment by Nov 14 & other buildings taken
advantage of for rainwater collection.
Action
3.1.8
Finalise and implement walking track strategy
Strategy
3.2
Action
3.2.1
Maintain and improve standard of recreational facilities through
regular maintenance.
Recreational facilities are available for use. Upgrade
the playground facilities to expand activities & meet
standards.
Replace wood BBQs with electric where appropriate
Action
3.2.2
Ensure all recreational facilities, including those in Permanent
Park Preserve (PPP), are captured in the LHIB Asset
Management System.
AMS includes all assets, including PPP.
MIES \ MECD
Strategy
3.3
Operate Aerodrome safely for Regular Passenger Transport
(RPT) services, medical evacuations and general aviation
KPIs/Measure
Responsible
Officer
Action
3.3.1
Project completed on budget by Oct 2015.
MIES
Action
3.3.2
Action
3.3.3
Action
3.3.4
Carry out design, planning and construction of runway resurfacing
and drainage project.
Arrange Annual Aerodrome Technical inspections and participate
in CASA audits
Review effectiveness Bird and Wildlife Hazard Management Plan
annually.
Hold Aerodrome emergency exercises annually.
Annual Aerodrome Technical Inspections and CASA
Audits completed and recommendations acted on.
Bird and Wildlife Hazard Management Plan
effectiveness reviewed annually.
Aerodrome emergency exercise held in field in
2014.
Aerodrome
Controller / MIES
Aerodrome
Controller / MIES
Aerodrome
Controller / MIES
Page 1 of 14
Maintain recreational facilities for visitor and community use
Draft walking track strategy is completed by 30 June
2015
KPIs/Measure
Responsible
Officer
MIES
MIES
MIES \ MBCS
MTS
MTS
MTS
MIES
MEWH
Responsible
Officer
MIES
Action
3.3.5
Repair airport terminal floor
Action
3.3.6
Aircraft refuelling services are maintained on the Island.
Strategy
3.4
Maintain road network in good condition for all road users
Action
3.4.1
Action
3.4.2
Implement road renewals as per TAMPLAN, subject to budget
allocations.
Prioritise regular routine road maintenance.
Action
Strategy
3.4.3
3.5
Action
3.5.1
Unsealed road to new Powerhouse is sealed.
Maintain wharf to serve shipping contractor, charter
operators and visiting boats
Maintain wharf as per TAMPLAN.
Action
3.5.2
Seek Treasury CAPEX funding for ongoing maintenance.
Strategy
3.6
Action
3.6.1
Maintain Board buildings as per TAMPLAN.
Action
3.6.2
Action
Action
3.6.3
3.6.4
Action
3.6.5
Safety of workers is provided while maintenance of buildings
carried out.
New gas hot water heater installed at the Co-Op.
Replacement garage door installed on Liquor Store to improve
access for forklift & reduce amount of manual handling.
New garage doors installed on OV sheds at jetty in conjunction
with Sea Freight.
Maintain Board building and property assets
Failed floor covering removed & long term solution
put in place by July 15.
Skyfuel withdrawl does not affect RPT aircraft or
passenger numbers.
KPIs/Measure
Road renewals completed on budget and within
timeframes.
Number of bicycle accidents caused by road surface
are reduced from 2013/14 levels.
Work completed by end June 2014.
KPIs/Measure
Wharf is available 100% of the time when required &
maintenance and upgrade works are carried out by
end June 2014.
Funding is secured for future wharf maintenance
and upgrading.
KPIs/Measure
Buildings are maintained to an acceptable standard
for commercial and residential purposes.
High risk buildings are prioritised for installation of
fall protection systems by Jul 15.
Heater installed by Nov 14.
New garage door installed by Nov 14.
New garage doors installed by Nov 14.
MIES
MIES \ CEO
Responsible
Officer
MIES
MIES
MIES
Responsible
Officer
MIES
MIES / CEO
Responsible
Officer
MIES
MIES
MIES
MTS
MTS
Page 2 of 14
Strategy
3.7
Action
3.7.1
Action
3.7.2
Action
Strategy
3.7.3
3.8
Action
3.8.1
Action
3.8.2
Action
Action
3.8.3
3.8.4
Strategy
3.9
Action
3.9.1
Action
3.9.2
Action
3.9.3
Provide facilities in conjunction with Roads and Maritime
Services for all Island boat users to safely and efficiently
launch, retrieve and maintain boats in an environmentally
sound manner
KPIs/Measure
Responsible
Officer
Secure funding for completion of upgraded boat ramp and
launch\retrieval system.
Undertake detailed design and planning for upgraded boat ramp
and launch/retrieval system.
Assist RMS in installing naivgation and safety lights on the jetty.
Provide reliable and efficient electricity supply
Funding secured by October 2014.
MIES
Subject to Board decision, upgraded boat ramp and
launch/retrieval system operating by April 2015.
New lights installed by Dec 14.
KPIs/Measure
MIES
Maintain electricity generation and distribution system to provide a
reliable and safe supply.
Hybrid Renewable Energy Project continues to progress.
Unplanned electricity outages are maintained at
13/14 levels.
Business case for CAPEX funding submitted to
NSW Treasury by Sep 14.
Monitoring
mast operational by Oct 14.
ARENA funding
agreement obligations met. Owner's Engineer
engaged by Sep 14.
Project Contractor
engaged by Jun 15.
Environmental
assessment for Stage 1 Solar PV completed.
Seal access road past Powerhouse to reduce dust.
Old Powerhouse demolished, underground fuel tanks removed &
new above-ground fuel tank for new Powerhouse purchased.
Provide efficient and environmentally sustainable waste and
recycling management services
Maintain and upgrade the Waste Management Facility using
grants and allocations to improve composting and waste
diversion.
Powerhouse access road sealed by Jun 15.
Work completed under contract by end Jun 15
without any safety or environmental incidents.
KPIs/Measure
Maintain compliance with EPA licence for WM, with regards to
PRPs.
Love Food Hate Waste grant project undertaken with Island
stakeholders.
Location for new groundwater well confirmed with
EPA by Dec 14.
Grant is executed as per funding agreement &
objectives are met.
Odour from the composting process is reduced.
Compost is sold back to the community.
> 90% of waste is diverted from landfill.
MIES
Responsible
Officer
MIES
MIES
MIES
MIES
Responsible
Officer
MIES
MIES
MIES \ WMF
Coord
Page 1 of 14
Strategic Direction: Outstanding Environment
Strategy
4.1
Protect and manage the environment in a manner that
recognises and promotes the World Heritage values of the
Island.
KPI / Measure
Responsible
Officer
Action
4.1.1
Protect threatened species, populations and ecological
communities, and their habitats through implementation of LHI
Biodiversity Management Plan 2007.
High priority actions identified in the LHI Biodiversity
Management Plan, 2007 are implemented.
MEWH
Action
4.1.2
In accordance with the LHI LEP, manage development in order to
protect landscape values and scenic features.
Development applications and activities are
assessed in accordance with relevant environmental
legislation, policies, and procedures.
MECD
Action
4.1.3
Produce State of the Environment Report, which identifies
adherence to the principles of ecologically sustainable
development as set out in the Protection of the Environment
Administration Act, 1991.
Report on State of the Environment undertaken
every 3 years.
MECD
Action
4.1.4
Active contribution to AWHAC.
CEO, MEWH
Action
4.1.5
4.2
Strategy for control of Phytophthora comple and
implemented
KPI / Measure
MEWH
Strategy
Action
4.2.1
Contribute to World Heritage Area conservation by being a
member of the Australian World Heritage Advisory Committee
(AWHAC).
Implement strategy for the control and spread of Phytophthora
including treatment at known sites and hygiene protocols
Work to prevent the introduction of exotic pests and
pathogens to and eradicate exotic pests from the Island.
Review the LHI Quarantine Strategy and implement biosecurity
measures to protect against the introduction of exotic pests and
pathogens to the Island.
Action
4.2.2
Measurable reduction of exotic pests is achieved.
MEWH
Action
4.2.3
Undertake major ecological restoration projects including the
weed and African Big-headed eradication programs.
Finalise and implement the LHI Weed Management Strategy
MEWH
Action
4.2.4
Draft Weed Management Strategy placed on public
exhibition by 30 June 2015
Strong community support is demonstrated.
Significant progress towards eradication of rodents
is made.
Strategy
4.3
Identify, protect and value heritage items.
KPI / Measure
Action
4.3.1
Action
4.3.2
Develop a list of recommended heritage items to be included in
the review of the LEP.
Assist the LHI Historical Association and the community with
conservation of heritage items.
List of heritage items submitted for review with the
LEP.
Applications for community grants and external
funding for heritage conservation initiatives are
supported.
Responsible
Officer
MECD
Undertake Rodent Eradication Program, subject to gaining strong
community support.
Review of LHI Quarantine Strategy is completed and
implementation is in progress.
Responsible
Officer
MEWH
CEO
MECD
Page 1 of 14
Strategy
4.4
Improve awareness and understanding of the environment
through education and research.
Develop and implement a communication plan to increase
awareness and understanding of the natural and cultural heritage
values of the Island.
KPI / Measure
Action
4.4.1
Action
4.4.2
Encourage appropriate environmental research which is of benefit
to LHI environment and community.
Increase opportunities for the community to be involved in the
protection of natural and cultural heritage.
Research priorities identified and appropriate
research undertaken.
Seek Expressions of Interest for community
involvement in natural and cultural heritage
protection projects.
MEWH
Action
4.4.3
Strategy
4.5
Improve environmental sustainability of Board programs and
operations (waste disposal; waste water; renewable energy).
Develop better knowledge within the resident and tourist
populations of the waste program objectives activities.
KPI / Measure
Responsible
Officer
MIES
Action
4.5.1
Action
4.5.2
Improve the sustainability of transport on the Island.
Electric vehicles can be conditionally registered on
LHI.
Numbers of vehicles on LHI maintained at 2013/14
level.
MIES \ CEO
Action
4.5.3
Support community in implementing On-site Wastewater Strategy.
MIES
MIES
Action
4.5.4
Action
4.5.5
Undertake monitoring of Island groundwater monitoring well
network on annual basis and establish data management and
reporting.
Undertake two waste audits to monitor and record waste types &
volumes received from the community.
20 wastewater systems installed by June 15.
5 Board properties have upgraded wastewater
systems by end Jun 2015.
Data on quality and levels is collected and data is
managed to enable sensible reporting.
Audits completed in January and August.
WMF Coord
Communication plan completed and 25% of actions
completed per year.
Waste data regularly updated at WMF, The Signal
and/or Community Bulletin.
Semi-permanent display on environmental
sustainability located at the Museum.
Responsible
Officer
MECD
MECD/MEWH
MIES
Page 2 of 14
Strategic Direction: Responsible Land Management
Strategy
5.1
Action
5.1.1
Action
5.1.2
Action
5.1.3
Action
5.1.4
Strategy
5.2
Action
5.2.1
Action
5.2.2
Strategy
5.3
Action
Design land use and development policies that balance
environmental, economic and social outcomes.
Finalise amendments to LHI Local Environmental Plan in relation
to waste water management systems
Finalise amendments to LHI Local Environmental Plan in relation
to Significant Native Vegetation
Commence comprehensive review of the LHI Local Environmental
Plan, and Development Control Plan.
KPI / Measure
Finalise Precinct Plan for Neds Beach Rd intersection.
Preferred option for precinct is adopted by the
Board.
KPI / Measure
Provide an efficient and effective development planning and
assessment service.
Provide development planning and assessment through the
services of an independent planning consultant.
Undertake audits of planning and assessment systems and
processing to monitor compliance with legislative and policy
matters under the control of the Board.
Legal instrument approved by the Minister for
Planning
Legal instrument approved by the Minister for
Planning
Prepare Plain Language Guide, Fact Sheet, and
questionnaire to seek community input into LEP
review completed by June 2015
Annual performance reviews of independent
planning contract undertaken.
Contract in place to audit planning and assessment
systems.
Provide an effective lease administration system.
KPI / Measure
5.3.1
Administer leases in accordance with the Act.
Action
5.3.2
Strategy
5.4
Assist with the independent review of land tenure and allocation
arrangements.
Protect and manage the LHI Permanent Park Preserve in a
manner that recognises the World Heritage values of the
Island.
All necessary administration undertaken accurately
and in a timely manner
Priority actions from Land Tenure and Land
Allocation review are implemented
KPI / Measure
Action
5.4.1
Strategy
5.5
Action
5.5.1
Strategy
5.6
Action
5.6.1
Responsible
Officer
MECD
MECD
MECD
MECD
Responsible
Officer
MECD
MECD
Responsible
Officer
MECD
MECD
Responsible
Officer
Ensure LHI Permanent Park Preserve is managed in accordance
with Plan of Management
Protect and manage vacant crown lands
Annual audit of PPP POM is conducted.
MEWH
KPI / Measure
Develop a management plan for Foreshore area.
Draft Foreshore Management Plan is placed on
public exhibition by June 2015.
KPI / Measure
Responsible
Officer
MECD
Rehabilitate degraded areas
Undertake rehabilitation of the Old Powerhouse Precinct to allow
alternative uses
Responsible
Officer
MIES
Page 1 of 14
Action
5.6.2
Review and implement key actions within the LHIB Vegetation
Rehabilitation Plan, 2003.
Improved condition and increase in extent of priority
sites.
MEWH
Page 2 of 14
Strategic Direction: Strong & Engaged Community
Strategy
6.1
Plan for appropriate services for the community
KPI / Measure
Action
6.1.1
Support a whole of government approach to the provision of
health, education and other services.
Improve relationship with the community through
engagement and consultation.
Develop a communication / community engagement strategy to
support an informed and involved community.
Provide professional environmental and public health
services.
Ensure compliance with public health standards for LHIB drinking
water supplies, wastewater management and food safety.
Prepare and implement Drinking Water Quality Assurance
Program for Board supplies.
Support capacity building in community organisations
Meetings held with NSW Health, NSW Education
and Communities every 12 months.
KPI / Measure
Strategy
6.2
Action
6.2.1
Strategy
6.3
Action
6.3.1
Action
6.3.2
Strategy
6.4
Action
6.4.1
Make funds available under Community Grants Program for
activities or projects that benefit the Lord Howe Island community.
Promote programs that provide for children
Seek Expressions of Interest for Community Grants
every 12 months in accordance with Policy.
KPI / Measure
Strategy
6.5
Action
6.5.1
Make funds available under LHI Scholarship Program to support
the completion of tertiary education that contributes to Lord Howe
Island.
Provide $10,000 pa to LHI Scholarship Program.
Action
6.5.2
Support community events.
Action
Strategy
6.5.3
6.6
Action
Action
6.6.1
6.6.2
Support the provision of pre-school services.
Manage the Local Emergency Management Committee
(LEMC) and Emergency Management Plan (EMPLAN).
Arrange quarterly meetings of LEMC.
Implement EMPLAN as required and coordinate annual review.
Develop event calendar and identify priority events
for Board assistance.
Community-base pre-school services established.
KPI / Measure
Action
6.6.3
Install new emergency sirens.
Communication/community engagement strategy
developed by June 2015.
KPI / Measure
Scheduled inspection and testing regime is
implemented.
Drinking Water Quality Assurance Program in place
by November 2014.
KPI / Measure
Quarterly meetings of LEMC held.
EMPLAN implemented for any emergencies &
annual review completed.
Funding shortfall secured & sirens replaced by end
Jun 15.
Responsible
Officer
SMT
Responsible
Officer
CEO / MECD
Responsible
Officer
MECD / MIES
MIES
Responsible
Officer
MECD
Responsible
Officer
MECD
MECD
CEO/MECD
Responsible
Officer
LEMO / MIES
LEMO / MIES
LEMO / MIES
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