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2020-21 Operational Plan
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Log in to see the plans as drawnOperational Plan
2020 - 2021
“Noosa Shire -
different by nature”
PO Box 141 Tewantin QLD 4565
P (07) 5329 6500 | F (07) 5329 6501
[email protected]
www.noosa.qld.gov.au
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Full text of the other 11 sections
Section 2
© Noosa Council 2020 www.noosa.qld.gov.au General Enquiries: By telephone: (07) 5329 6500 By email: [email protected] Street Address: 9 Pelican Street, TEWANTIN Postal address: PO Box 141, TEWANTIN QLD 4565 Endorsed by Noosa Council 10 July 2020
Section 3
Contents
1. Achieving our goals ............................................4
2. Corporate Planning Overview ............................5
3. Corporate Reporting Overview ...........................6
4. Operational Plan Context ...................................6
5. Operational Plan Initiatives.................................7
Theme 1: The Noosa Environment ..........................................7
Theme 2: The Noosa Community ............................................8
Theme 3: The Noosa Economy ...............................................9
Theme 4: Long term planning for Noosa Shire ......................10
Theme 5: Excellence as a Council .........................................11
Section 4
1. Achieving our goals
To advance our Noosa Vision 2037, our Corporate Plan 2017-2037 identifies five themes. Within each
theme are:
• 20 year goals - the longer term aspirations for the Noosa Shire.
• Key focus areas - actions that are to be undertaken in the first 5 years. These focus areas inform
Council’s corporate planning and budget process to assist advancing Council towards the 20 year
goals. The key focus areas will be reviewed in 2021.
THEME 1: The Noosa Environment
20 year goal: “Our environment is protected and enhanced and is valued by the community”
THEME 2: The Noosa Community
20 year goal: “Our community is connected, safe and happy and able to meet their potential”
THEME 3: The Noosa Economy
20 year goal: “Our economy is diverse and resilient”
THEME 4: Long term planning for Noosa Shire
20 year goal: “Noosa Shire is well managed and sustainable”
THEME 5: Excellence as a Council
20 year goal: “The Noosa Shire community is proud of its Council”
Noosa Council | Operational Plan | Page 4
Section 5
2. Corporate Planning Overview
To prioritise and identify various projects, initiatives • Each of our triple bottom line themes of the
and services to be funded and delivered by Council environment, economy and community have
on behalf of the community each year, Council specific strategies and plans that provide more
undertakes a robust process to ensure all proposed specific details about how Council is aiming to
items align with Council’s long term goals and achieve its long term goals.
strategies. The process also involves identifying
The Chief Executive Officer will report to Council on
the risks and opportunities associated with pursuing
a quarterly basis on the progress towards achieving
or not pursing a specific item leading to informed
Council’s Operational Plan and provide an annual
decision making. This risk based approach enables
“wrap up” report to Council at the conclusion of the
Council to appropriately prioritise spending and the
financial year.
allocation of resources each year, whilst at the same
time informing possible future resourcing priorities Annual Branch Plans 2020/21
Annual Budget Whilst the Operational Plan specifies the significant
initiatives and projects which Council will undertake
Our annual budget provides the financial framework
over the next 12 months, our ‘business as usual’
for the organisation to deliver outcomes for our
activities and smaller projects must also be subject
community. In accordance with the Local Government
to careful planning and regular review to ensure the
Act and Regulation, the annual budget sets out the
organisation continues to deliver and further improve
funding parameters for both the significant projects
services provided to our community.
and initiatives contained in the Operational Plan, as
well as our core Council services contained in our
All branches within Council will be required to have
Branch Plans.
a detailed Branch Plan containing an overview of
‘business as usual activities’, and projects. Branch
This process ensures every activity undertaken
plans will also include an operational risk register,
by the organisation is appropriately funded and
which will be reviewed on a quarterly basis by the
carefully planned. Our annual budget also assists
relevant Branch Manager and Director. Directors
Council in achieving its long term financial goals as
will provide a quarterly report to Council on their
set out in Council’s Financial Sustainability Policy.
Department’s progress.
Operational Plan 2020/21
Each Branch Plan will contain the following detail:
Our Operational Plan 2020/21 details the significant
initiatives that our Council will undertake during • The relevant Branch’s objectives with linkages
the 2020/21 financial year as we progress further to our Corporate Plan strategic goals;
towards the achievement of our strategic goals and • “Business as usual” services and activities
key focus areas. planned for the next 12 months, including
projects approved in the 2020/21 budget
In accordance, with the Local Government process;
Regulation, the annual Operational Plan must • Key dates, milestones and performance
state how the local government will progress the measures for various business activities over
implementation of the five year Corporate Plan; and the 12 month period; and
manage operational risks.
• A comprehensive risk assessment towards
achieving annual Branch objectives will be
Compliance with these legislative requirements will
undertaken in accordance with Council’s Risk
be achieved as follows:
Management Framework.
• The Operational Plan will clearly identify the
linkage between each initiative and our key
strategic goals set out in our Corporate Plan;
Noosa Council | Operational Plan | Page 5
Section 6
3. Corporate Reporting Overview
Co
orporate
r po r a t e P l an
a n P rogres
r og r es s
• Annual progress report to Council at the end of each financial year and update in each Annual
report by CEO
• Quarterly updates on strategic risk management progress reported to Council’s Audit & Risk
Committee
• 3 x strategic risk review sessions with Council’s Executive Team each year
Ope rati
r a t io
onal
n a l P l an and B udget
ud g et P roce
r ocess s
• Integrated development of annual budget / Operational/ Branch Plans
• Implementation of the above supported by detailed planning/ risk management
• Quarterly Operational Plan progress reports to Council by CEO including corporate KPIs
• Monthly budget reports to Council with quarterly reviews
• Briefing notes/ updates on major projects/ emerging issues to Executive Team
• Strategic Executive Team meeting discussion topics
An
nnual
n u al B
Branch
ranc h P l an
a n P rogres
r og r es s
• Quarterly Branch Plan and Operational Risk reviews conducted by Managers in
consultation with Directors
• Quarterly Departmental updates to Council
• Management and Officer performance planning discussions
4. Operational Plan Context
The 2020/21 Operational Plan is being delivered in the context of the COVID-19 pandemic. As such,
the key focus area for Council in 2020/21 will be on supporting the community, including the business
community, in managing the impacts of COVID-19 on Noosa Shire. This 1 in 100 year pandemic has meant
that other projects will not have the same priority as they would have otherwise had. Further, the closure
of various Council facilities as a result of COVID-19 have had a significant financial impact on Council and
Council has needed to reduce its cost base and lower its capital works expenditure to reflect the financial
impact of COVID-19.
Noosa Council | Operational Plan | Page 6
Section 7
5. Operational Plan Initiatives
2020/21
THEME 1: THE NOOSA ENVIRONMENT
“Our environment is protected and enhanced and is valued by the
community”
No. Project Responsibility
1 Continue the implementation of Council’s Fire Management Director Environment &
Plans Sustainable Development
2 Implement the Noosa Environment Strategy Environmental Services
Manager
3 Adopt the Noosa River Management Plan and commence Environmental Services
implementation Manager
4 Continue to implement and undertake a review of Zero Director Environment &
Emissions Noosa (ZEN) Strategy and Action Plan Sustainable Development
5 Finalise the strategic review of landfill emission reduction Waste and Environmental
opportunities Health Manager
6 Continue to partner with The Nature Conservancy to implement Director Environment &
the Oyster Reef Restoration Project in the Noosa River Sustainable Development
7 Continue the implementation of the Yurol and Ringtail Forestry Chief Executive Officer
Project
Noosa Council | Operational Plan | Page 7
Section 8
THEME 2: THE NOOSA COMMUNITY
“Our community is connected, safe and happy and
able to meet their potential”
No. Project Responsibility
1 Support the community in the ongoing recovery efforts from Director Community
COVID-19 Services
2 Support the community in the ongoing recovery efforts from Director Community
the bushfires Services
3 Continue with the design and construction of Stage 3 of the Director Community
Rufous Street project including the construction of the new Services
Peregian Beach Community House
4 Review options for mobile/outreach library services Libraries & Galleries
Manager
5 Progress implementation of Master Plans for the Noosa District Community Development
Sports Complex and the Cooroy Sports Complex Manager
6 Implement a new Heritage Portal Heritage Coordinator
7 Develop a new Waste Management Strategy Waste and Environmental
Health Manager
Noosa Council | Operational Plan | Page 8
Section 9
THEME 3: THE NOOSA ECONOMY
“Our economy is diverse and resilient”
No. Project Responsibility
1 Support business recovery efforts post COVID-19 Economic Development
Manager
2 Undertake a review of the Local Economic Plan and develop a Economic Development
new five year Plan Manager
3 Continue to progress Council’s Industry Development Program Economic Development
across our priority sectors focussing on digital, education and Manager
training, and rural enterprise
4 Finalise the design of the Peregian Digital Hub extension (refit Economic Development
of Community House) as part of the Stage 3 Rufous Street Manager
project
5 Deliver economic stimulus projects funded by Commonwealth Director Infrastructure
and State Government COVID-19 grants Services
Noosa Council | Operational Plan | Page 9
Section 10
THEME 4: LONG TERM PLANNING FOR NOOSA SHIRE
“Noosa Shire is well managed and sustainable”
No. Project Responsibility
1 Finalise the Climate Change Adaptation Plan and initiate Director Environment &
implementation of actions Sustainable Development
2 Continue to implement the Noosa Transport Strategy priority Director Infrastructure
actions as determined by Council Services
3 Finalise the adoption of the new Noosa Planning Scheme Director Environment &
Sustainable Development
4 Establish a Placemaking Team and commence pilot project Director Environment &
Sustainable Development
5 Finalise the development of the Walking and Cycling Strategy Director Infrastructure
Services
6 Complete Asset Management Plans for pathways and Director Infrastructure
boardwalks and for parks and playgrounds Services
7 Implement recommendations arising from the Noosa Spit Director Infrastructure
Shoreline Erosion Management Plan (SEMP) Services
8 Review the Noosa Council Corporate Plan Chief Executive Officer
Noosa Council | Operational Plan | Page 10
Section 11
THEME 5: EXCELLENCE AS A COUNCIL
“The Noosa Shire community is proud of its Council”
No. Project Responsibility
1 Continue to develop a Workforce Planning Strategy Director Executive
Services
2 Continue the transition to Technology One CiAnywhere for Director Corporate
Council’s enterprise management system Services
3 Review Council’s Community Engagement Strategy Director Executive
Services
4 Undertake an evaluation of Council’s response to the COVID-19 Chief Executive Officer
pandemic including its impact on Council
5 Undertake the biennial Community Satisfaction Survey Director Executive
Services
6 Continue to develop our staff through leadership/ supervisor People & Culture
development programs and the employee training program Manager
7 Review Business Continuity Plans based on COVID-19 Relevant Directors
experience
8 Monitor and continue to improve workplace health and safety Director Executive
performance Services
Noosa Council | Operational Plan | Page 11
Section 12
Noosa Council | Operational Plan | Page 12