Performance Assessment An informed assessment of how Council performed in 2019/20 against each of the strategic priorities expressed in the Corporate Plan 2017 2022, has been compiled by the Chief Executive Officer and is shown on the following pages. Council made significant progress on delivering its commitments in 2019/20, however the COVID-19 pandemic impacted the delivery of some actions particularly in the Health Services, Economic Development and Communities areas.
Assessment Key The following symbols indicate our progress at the end of the 2019/20 financial year:
ACHIEVED
ON TARGET
NEEDS IMPROVEMENT
SCHEDULED LATER IN CORPORATE PLAN CYCLE
IMPACTED BY COVID-19 PANDEMIC
Strategic Priority 1: STRONG ECONOMIC GROWTH • C ontinue to improve our engagement with prospective developers to improve planning outcomes.
There is confidence in our strong and diverse economy
•O ur Development Assessment processing timeframes will continue to be our key point of difference and amongst the best in the state. • E ffectively promote major events and investment opportunities in the Western Downs. •H ealth Services staff advocate for a suite of regional health services providing the community with 'whole of life' care; target State and Federal Government investment in Health Services in the Western Downs regional and promote regional interagency collaboration.
We're open for business and offer investment opportunities that are right for our region
• I dentify and enable opportunities that facilitate investment in the region, from outside of the region.
We optimise our tourism opportunities, unique experiences and major events
• I dentify opportunities that facilitate engagement with tourism target markets to extend visitor night stay in the region.
• I dentify and enable activities that facilitate the development of local businesses.
• V alue-add to and enable the growth and development of the region's major events. • I dentify and enable opportunities to facilitate the hosting of new events in the Western Downs region. • Identify opportunities that attract and retain skilled workers to our region's towns.
Business and industry in our region live local and buy local
• Residential and Community based Health Services buy local where possible; Recruit and attract staff to live local and support local communities. • Commit, where possible, and within the Value for Money framework to spending locally.
PA G E 3 4
WESTERN DOWNS REGIONAL COUNCIL ANNUAL REPORT 1 JULY 2019 TO 30 JUNE 2020
