Operational Plan 2025-2026

                                                                                  OPERATIONAL PLAN 2025 - 2026


Performance Measurement Hierarchy
        Corporate Plan                  Operational Plan                  Branch Plan                     Service Profile

 • Adopted by Council             • Adopted by Council.           • Developed     by    Branch     • Developed     by    Branch
                                                                    Managers.                        Managers.
 • Provides     a    five-year    • Provides     an     annual
  strategic   direction    for      program of initiatives and    • Outlines      an     annual    • Provides a snapshot of
  Council, outlining priority       works aligned with the          program of work, with a          activities involved in the
  areas requiring the highest       priority areas of the           focus        on      project     delivery     of      Council
  attention                         Corporate      Plan    and      management        and    the     services, including key
                                    informed       by      risk     delivery of core services        inputs,     outputs,    and
 • Establishes             how      management                                                       service standards
   performance in achieving         considerations                • Serves as a planning tool
   strategic objectives will be                                     to      support   effective    • Includes efficiency and
   measured and assessed          • Includes       operational      resource allocation, work        effectiveness measures,
                                    performance     measures        prioritisation,        and       with a focus on financial
 • Includes       high-level        that offer insight into         scheduling                       sustainability
   performance measures             organisational
                                    performance and progress      • Includes       performance     • Performance against the
 • Performance against the          toward achieving desired        measures established by          Service     Profile    is
   Plan is reviewed annually        outcomes                        Managers       to     inform     monitored by the relevant
   by the Executive Team                                            decision-making, resource        Manager and Director
   and reported to Council,       • Performance against the         planning, project delivery,
   including in the Annual          Plan is reviewed quarterly      and            performance     • Reviewed by Council as
   Report                           by the Executive Team           assessment at both team          part of the annual budget
                                    and reported to Council         and individual levels            deliberations

                                                                  • Performance against the
                                                                    Branch Plan is monitored
                                                                    by the relevant Manager
                                                                    and Director




5          Risk Management
Council has established a comprehensive Enterprise Risk and Opportunity Management
Framework, which aligns with the principles outlined in the Australian Standard AS/NZS ISO
31000:2018 – Risk Management Guidelines. This Framework provides staff with a detailed guide to
identifying and managing operational risks and opportunities across Council. This includes
assessing risks and opportunities against Council’s agreed risk appetite levels and thresholds

Council is committed to effective and proactive risk and opportunity management, ensuring that
sound risk management principles are embedded in strategic and operational planning, as well as
in key decision-making processes. Strategic and operational risks are managed in accordance with
Council’s Enterprise Risk Management Framework, Fraud and Corruption Prevention and Control
Policy, and operational Branch Plans that that address branch-specific risks and opportunities.

Risk management is a shared responsibility across the organisation. Council supports this
commitment by:

         Requiring all employees to manage risks within their respective areas
         Providing training and resources to build risk management capability
         Developing systems and processes to enhance continuous improvement
         Encouraging a culture of accountability and informed risk-taking

Council is committed to maintaining a balanced and proactive approach to risk management—
effectively mitigating potential threats while identifying and capitalising on opportunities. This
approach enhances Council’s ability to achieve its strategic objectives and deliver high-quality
services and projects for the community.

To support this, Council maintains a Strategic Risk Register, while individual operational areas
(branches) are responsible for maintaining branch-specific risk registers for service delivery and
project-related risks. The Audit and Risk Committee plays a key oversight role in strategic risk
governance, with the Strategic Risk Register reviewed every four months by both the Committee

Noosa Council                                                                                                           Page 11