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

GENERAL COMMITTEE MEETING                                                        12 AUGUST 2024


   •   Our SPARC values (supportive, passionate, authentic, respectful, and committed) - Our
       Values in Action Framework outlines the values and behaviours to guide how we interact and
       work with each other and the community.
   •   Focus on employee wellbeing – the Thrive Well Being and Inclusion Program focused on
       enhancing mental health and resilience training to enhance the wellbeing and safety of our
       employees.
   •   Learning and development – establishment of a L&D calendar which provides core training
   •   opportunities to upskill all employees and the introduction of the LEAD leadership
       development program linked to corporate priorities incl. the new Corporate Plan, cascading
       down to branch plans and individual employee my plans.
   •   Appointing to key positions – to stabilise operations and achieved through refreshed
       recruitment processes, utilizing different recruitment channels, and includes psychometric
       testing. A key position being the commencement of the recruitment process for the
       permanent CEO role.
   •   Performance planning – the development of staff performance plans which provide everyone
       in the organization with an understanding of their purpose and role, provide the opportunity
       to set performance and development goals and increase communication.
Financial Sustainability
   •   The Council continues to demonstrate prudent and responsible financial management
       practices - an independent audit by Queensland Audit Office (QAO) on Council’s 2022/23
       financial statements, as adopted with the Annual Report in November 2023, with an
       unqualified audit and no additional significant matters raised.
   •   The Council’s draft 2023/24 financial position is positive, with early indication of balanced
       operating results and meeting the required sustainability indicators.
   •   Looking forward, on 30 June 2024 - Council also adopted a balanced budget for the 2024/25
       year.
   •   The council has attracted significant grant funding - this enabled us to progress flood
       restoration works and renew capital infrastructure, supplementing council’s revenue base.
   •   Improved budget process - especially in relation to the initiation of capital projects (PID
       process) for consideration in the budget.
Our business processes and systems
   •   Noosa 2.0 - continuing to implement business improvements with a focus on ICT capability
       and security, improving business processes, and fine tuning the organizational structure.
   •   Improved business planning - with a focus on enhancing Branch Plans and the review of
       Service profiles.
   •   Improved project management - particularly in the co-ordination of capital projects and
       program delivery.
Our community
   •   A greater focus on community engagement - with the implementation of the community
       engagement strategy, providing increased opportunities for the community to have their
       say, upskilling staff in community engagement techniques, and taking a more strategic
       approach especially when planning for community engagement activities.
   •   Improving the information flow to our community - especially on matters which directly affect
       them and providing increased opportunities to connect with Council.

2. Highlights