nc_an25_digital

On Track Initiatives                                                                                                         On Track Initiatives

OP Ref   Initiative                                      Lead Service Area Status   Comments                                 OP Ref   Initiative                                       Lead Service Area Status   Comments

 5.1.1   Implement a Customer Experience Program         Community                  CX Steering Committee meets              5.5.3    Continue to implement actions to increase        CEO Office                 Recommendations from the review
         to create better experiences for our            Services                   regularly; Systems & Processes,                   the effectiveness of the Audit and Risk                                     are being progressively addressed,
         customers across the organisation.                                         Customer Service Charter,                         Committee and the internal audit function.                                  including but not limited to the
                                                                                    Community Satisfaction Survey                                                                                                 review of the Committee Charter,
                                                                                    Working Groups formed;                                                                                                        Internal Audit Policy, and Rolling
                                                                                    Councillors, Executive and                                                                                                    Work plan. Further, a Strategic
                                                                                    Leadership Group briefed. Engaged                                                                                             Internal Audit Plan has been
                                                                                    a consultant to assist with the                                                                                               developed, and the Internal Action
                                                                                    development of a CX roadmap                                                                                                   Register has been reviewed.
                                                                                    involving stakeholder workshops.
                                                                                    Implementation of actions                 5.8.1   Continued implementation of Asset                Infrastructure             On 10 December 2024, Council
                                                                                    constrained by available resourcing.              Management framework, including the              Services                   adopted the Strategic Asset
                                                                                                                                      development of the Strategic Asset                                          Management Plan 2024-2030
 5.2.1   Progress embedding sustainability within the    Strategy and               A roadmap for embedding climate                   Management Plan which includes a hierarchy                                  at the Services and Organisation
         organisation through the development and        Environment                risk and sustainability has been                  for total management plans and functional                                   Committee Meeting. The
         implementation of a sustainability framework.                              developed. The grant application                  asset management plans.                                                     ongoing implementation of the
                                                                                    to QCRC for resources to progress                                                                                             Asset Management Framework
                                                                                    phase one was unsuccessful,                                                                                                   is monitored through the
                                                                                    necessitating a pivot to focus limited                                                                                        Council Asset Management
                                                                                    resources on embedding only the                                                                                               Steering Committee. Renewed
                                                                                    sustainable procurement policy,                                                                                               focus required on Total Asset
                                                                                    guideline, and training—delivered in                                                                                          Management Plans and asset
                                                                                    partnership with the Procurement                                                                                              renewal schedules for under-
                                                                                    team                                                                                                                          represented assets.




                                                                                                                                                                                                                                                         Noosa Council Annual Report 24/25
 5.3.1   Develop a new ICT and Digital Strategy          Corporate                  Resourcing constraints and                5.9.1   Deliver the budgeted Capital Works program       Infrastructure             Progress on the program is
         to provide the foundation for technology        Services                   competing priorities have limited                 across Shire to budget time and quality          Services                   presented in a regular Quarterly
         requirements and digital transformation over                               progress but the initiative has                   expectations.                                                               Report to Council. As referenced in
         the next 5 years.                                                          regained traction in this quarter.                                                                                            the quarterly report; resourcing and
                                                                                                                                                                                                                  rising project costs pressures are
5.3.4    Implement a business improvement program        CEO Office                 Key departments have engaged                                                                                                  proving challenging to deliver the
         to identify opportunities for increased                                    business improvement officers                                                                                                 program. Notwithstanding delivery
         efficiency and effectiveness in Council’s                                  to link in with ICT Business                                                                                                  pressures, good progress has been
         operations.                                                                Improvement Officer to identify                                                                                               made on delivery, and considerable
                                                                                    efficiencies and possible system                                                                                              work undertaken to contain project
                                                                                    upgrades or new systems                                                                                                       costs. Additional resources have
                                                                                    requirements. The rollout of                                                                                                  been approved for 25/26FY to
                                                                                    the system improvements                                                                                                       better advance program in future
                                                                                    is progressing well, and                                                                                                      years.
                                                                                    implementation is expected as
                                                                                    programmed.                              5.9.2    Initiate review of the Local Government          Strategy and               Report on five yearly review was
                                                                                                                                      Infrastructure Charges Plan (LGIP) to identify   Environment                submitted to Council March
 5.4.1   Develop an appropriate capability               CEO Office                 Annual branch plans to deliver on                 the long-term infrastructure needs of the                                   2025 resolving to prepare LGIP
         framework/plan (finance, systems and                                       Operational Plan objectives are                   community.                                                                  amendment. Finalising technical
         people) that supports the Corporate Plan                                   compulsory for all branches. New                                                                                              input studies. Working across
         objectives.                                                                systems and upgrades are being                                                                                                departments to review desired
                                                                                    identified, and a specific budget                                                                                             standards of service and identify
                                                                                    has been allocated to support their                                                                                           schedule of works and costings.
                                                                                    implementation. The work on an
                                                                                    overall consolidated capability plan
                                                                                    and framework is scheduled for
                                                                                    2025/26.

5.4.2    Develop a workforce planning model and          Corporate                  People and Culture officers
         process and partner with managers to            Services                   attended the LGAQ Workforce
         undertake workforce planning.                                              Strategy & Planning Forum on 30
                                                                                    October 2024. A draft Workforce
                                                                                    Planning framework will commence
                                                                                    being co-created with the Executive
                                                                                    Team in Q2 2026.




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