ANNUAL PERFORMANCE REPORT INCLUDING Q4 OPERATIONAL PLAN 2023-24 PROGRESS REPORT · Report

GENERAL COMMITTEE MEETING                                                          12 AUGUST 2024


structured under the five themes of Environment, Liveability, Prosperity, Future and Excellence
guides the annual operational planning process, budget, and the work of all our staff to ensure
resources are allocated to implement the Plan.

The Council’s success in achieving its vision for the future of the Noosa Shire is measured against
65 performance measures which help us to track our progress in achieving our objectives and
desired outcomes. A review of these measures has been undertaken and supporting indicators
developed to assist us in measuring our performance.

The Corporate Plan is achieved through successive Operational Plans and the delivery of more than
38 services to the community. Progress in implementing the Operational Plan is reported quarterly
to Council. This report provides an update on the progress of all initiatives to 30 June 2024
incorporating the Q4 report the period 1/4/24-30/6/24.

1. Our Operating Environment

Over the last year we have been impacted by a number of factors in our operating environment
which provide both opportunities and challenges. Despite this we have continued to deliver quality
services to the community and successfully delivered or progressed a large number of initiatives.

These factors include:
   •   The Local Government Elections conducted on 16 March 2024 and the deferment of some
       decisions until the commencement of the new Council which has affected the progress of
       some major initiatives.
   •   A ‘hot’ construction sector with high growth (approx. 9% in 2023) and characterized by
       labour shortages, material supply constraints and high construction costs.
   •   Cost increases across a range of infrastructure and services as measured by the Council
       Cost Index (CCI). In 2023-24 the CCI was 4.4% on top of a 6.9% increase in the previous
       year.
   •   Council’s success in securing substantial grant funding of $14.7M (Operating and Capital
       Grants) as well as $127M (QRA Disaster Recovery from 20/22 flood event) which
       expanded the capital program and increased pressure on project management services.
   •   Community expectations with an increased focus on community consultation and
       engagement.
   •   Recruitment challenges with it taking longer to recruit to key positions.
   •   High employee turnover and a competitive labour market.
   •   An ambitious Corporate Plan in addition to the implementation of various key strategies and
       plans.
   •   Organisational change with amendments to the organisational structure and transitional
       leadership arrangements.
   •   Competing priorities and resourcing constraints which have impacted the delivery of some
       initiatives and increased pressure on service areas.
In response to these factors, we have carefully monitored project planning, reviewed the timelines
of some initiatives and worked to develop our capabilities with a focus on our people, financial
sustainability, our business processes and systems, and our community.

Our People
   •   Our organisational establishment - the level of staffing resources has increased to support
       the delivery of additional services and higher standards of service to the community.