STRATEGIC PLAN REVISED JUNE 2014

Transcription

1 STRATEGIC PLAN REVISED JUNE 2014 Tablelands Futures Corporation PO Box 156, Yungaburra QLD 4884 Telephone:

2 Contents Contents... 1 Executive Summary... 2 Section 1 - Goals and Objectives... 3 Section 2 Strategy Matrix... 4 Section 3 - Corporate Activity... 5 Section 4 - Strategic Activity... 7 Section 5 - Strategic Risks Tablelands Futures Corporation Page 1

3 Executive Summary This document affirms Tablelands Futures Corporation s (TFC) vision for the Atherton Tablelands region over the next 5 years and sets the strategic and operational priorities for TFC until These priorities have been identified during the course of consultation with business, local government and community organisations. Tablelands Futures Corporation (TFC) has its core funding provided by the Tablelands Regional Council and also received specific project funding from State and Federal Government bodies. Tablelands Regional Council contributed $50,000 in 2013/14. This has allowed the organisation to continue the significant outcomes achieved to-date and progress the areas identified as priorities for the region. Grant funding will continue to be sought for specific projects as the opportunities occur, and it is critical that the funds outlined for this purpose remain available to maximise the leverage gained. As the peak regional development body for the Atherton Tablelands, TFC will continue to identify and pursue opportunities for development, enhancement and diversification across the region. The plan outlined below details a large number of activities and these will be prioritised and undertaken as resources permit. The board has a very strong track record to-date of achieving exceptional outcomes with minimal resources, by collaborating with other agencies, and this is expected to continue. The current Board of Directors has been appointed from various industries and business organisations. TFC connects various industry networks and organizes forums to enable the community to communicate directly with both Local and State Government departments. With significant changes occurring on local, regional and global levels across all areas, and the extensive opportunities that are available for our region, now more than ever we have the need for a regionally focused organisation, supported by all levels of Government and Industry, which can continue to identify opportunities, support our businesses and work for the benefit of all concerned. Tablelands Futures Corporation Page 2

4 Section 1 - Goals and Objectives Strategic Goal The Atherton Tablelands has a thriving and sustainable economy. Strategic Objectives 1. Greater economic return on the region s assets 2. Increased business and industry growth and diversification 3. Increased employment and training opportunities (quantity and range) TFC Role TFC will identify and progress key strategic economic development issues and opportunities Key Action Areas 1. Linking players 2. Providing information 3. Providing representation 4. Undertake economic development activity 5. Encouraging community conversations 6. Leverage funding These are not discrete actions areas. In the interests of attaining the strategic goal there is significant overlap and synergy between the action areas. Operational Model TFC Directors represent a range of industries and business organisations. They meet regularly to identify and progress significant economic development opportunities supported by ex officio officers from Advance Cairns and State Government Departments. The Board recruits the support of human resources as required to meet its corporate and strategic functions. This includes an administration officer who carries out the secretariat role and other tasks as required. Accountabilities TFC reports annually to Mareeba Shire Council and Tablelands Regional Council against the performance measures specified in the individual Memorandum of Understanding agreement. Regular communication is conducted with stakeholders such as Queensland Government departments and Advance. Quarterly Council workshops are coordinated in partnership with Tropical Tablelands Tourism and Advance Cairns. Tablelands Futures Corporation Page 3

5 Section 2 Strategy Matrix TFC Key Action Areas Goals and Objectives Linking Players Providing Information Undertake Economic Development Activity Encourage Constructive Community Conversation Leverage Funding Increased business and industry growth and diversification Increased employment and training opportunities (quantity and range) Greater economic return on the region s assets Tablelands Futures Corporation Page 4

6 Section 3 - Corporate Activity Key result area: Organisational Capacity Objectives 1. The Board has the appropriate structure and skills to deliver the defined outcomes. 2. The Board is supported by the necessary resources. 3. The Board has transparent and timely reporting mechanisms. 4. The Board is strategically focussed and operates to deliver outcomes. a. Review the Board membership to ensure a balance of skills and regional representation b. Undertake an annual review of Board operations to ensure effective and efficient use of resources in pursuit of the outcomes c. Undertake succession planning for current chair and Directors a. On an annual basis analyse the operational plan to identify human and physical resourcing requirements and options b. Review the organisations budget and funding options to determine best resourcing models a. Implement processes to ensure compliance with all reporting requirements and to ensure that transparency is maintained with stakeholders b. Regularly monitor performance against accepted key performance measures c. Communicate annual performance review outcomes to stakeholders a. Undertake an annual strategic and operational planning workshop to review the context, identify emerging issues and opportunities, evaluate progress and plan further activity. b. Structure Board meetings around the key result areas and maintain a focus on both the strategic and operational plans Tablelands Futures Corporation Page 5

7 Key result area: Communication Objectives Engage with the media and the community to promote initiatives and outcomes. Prepare briefs and marketing collateral for circulation Directors to actively engage with stakeholder s including MSC & TRC, and the wider community to showcase activity Develop and implement processes that enhance communication between Directors and supports them to effectively carry out their role Optimise the use of the web site as a tool to support the achievement of outcomes Key result area: Finance Objectives Financial resources are managed effectively and in compliance with expectations. Sufficient financial resources are available to undertake activity and deliver outcomes Review financial reports monthly Undertake an annual audit Manage project funds in compliance with contractual terms and conditions Adopt a continuous improvement model and work to enhancing the financial systems Prepare an annual budget with a positive cash flow and monitor this on a monthly basis Identify and pursue future funding opportunities Tablelands Futures Corporation Page 6

8 Section 4 - Strategic Activity Key result area: KPI Relationship: Linking Players Outcomes Increased efficiency of economic development initiatives and organisations through information sharing and collaborative action. Identify and map stakeholders to be annually maintained and available on website. Develop and deliver an annual activity (operational) plan describing activities to facilitate stakeholder engagement Encourage reciprocal memberships and the sharing of meeting summaries across stakeholder organisations Provide access to strategic documents Position TFC as the lead facilitator/connector across the Atherton Tableland s region Key result area: KPI Relationship: Providing Information Outcomes Increased regional investment through the provision of information that highlights the regions assets and opportunities. An increase in the capacity of Stakeholders resulting from the provision of relevant and current information TFC is recognised as the Tableland s key economic development body Maintain a web presence that meets the needs of both interregional and external stakeholders Engage with the media to showcase regional initiatives and opportunities Nurture linkages with other stakeholders Prepare a detailed investment document highlighting Tablelands Regional Council investment ready projects and ensure this document is connected into the broader FNQ investment attraction initiative Tablelands Futures Corporation Page 7

9 Key result area: KPI Relationship: Providing representation Outcomes TFC is recognised as the voice for the region presenting a united and informed position on regional economic issues and opportunities. Maintain a non-partisan and non-aligned stance on issues engaging with all in the interests of the strategic goals Engage with Local, State and Federal representatives and their opposition counterparts Develop and deliver an annual engagement strategy which is reviewed/ evaluated to inform subsequent plans Key result area: KPI Relationship: Undertake economic development activity Outcomes Identified opportunities and initiatives that contribute to the achievement of the strategic goal are progressed. Undertake an annual environmental analysis to identify emerging issues, opportunities and threats from the near future to the long term. Identify, develop and progress projects that contribute to the realisation of the goals. Where appropriate seek and auspice funding for economic development projects. This includes partnering with neighbouring economic development organisations in the implementation of projects. Collaborate with MSC, TRC and other stakeholders to progress initiatives identified by MSC & TRC. Promote identified goals to attract partners/stakeholder action Tablelands Futures Corporation Page 8

10 Key result area: KPI Relationship: Encourage constructive community conversations Outcomes Economic issues and opportunities are discussed openly and from an informed basis TFC is a voice for key economic issues. Host information forums/seminars or workshops that contribute to informed discussion Provide information on regional issues and opportunities to other stakeholders and the media Develop pathways for turning these conversations into projects. Key result area: KPI Relationship: Leverage Funding Outcomes Identify and pursue future funding opportunities for project specific outcomes. Where appropriate seek and auspice funding for economic development projects. This includes partnering with neighbouring economic development organisations in the implementation of projects. Review grant funding opportunities as they arise against projects and initiatives. Tablelands Futures Corporation Page 9

11 Section 5 - Strategic Risks 1. Loss of or reduction in core funding Serious Low/Medium Continued reinforcement of value to all stakeholders, especially TRC and MSC 2. Ineffective Board or governance Increase the profile of TFC and its activity with the wider community Ensure reporting to TRC and MSC is comprehensive and timely Serious Medium Clarify expectations of Directors- provide support and leadership 3. Lack of or damage to Community profile Review the Board as part of annual operational review Adopt a continuous improvement model that incorporates new governance policies and procedures Serious Medium Implement a communications strategy to build and nurture profile. 4. Loss of administration support and intellectual capital Medium Low Clarify job/ role description and develop procedures documentation Review organisational resourcing as part of operational planning Ensure TFC retain copies of/control of documentation Tablelands Futures Corporation Page 10

12 5. Loss of ex-officio Board members Low Low Maintain connection with the management of support organisations including regular communication 6. Threats posed by the increasing wider-regional focus Low Low Continued reinforcement of value to all stakeholders, especially TRC and MSC Increase the profile of TFC and its activity with the wider community Encourage regional collaboration across 3 tiers of government Actively engage with other regional bodies 7. Lack of co-ordination between economic and other development bodies across the Tablelands and wider region. Medium Medium Implement communication protocol Ensure timely information flow Target 6 monthly meetings between stakeholders Tablelands Futures Corporation Page 11