2018-19 A Year in Review

Corporate Plan Theme 5: Excellence as a Council
“The Noosa Shire community is proud of its Council”

Key achievements as we work towards our long term goal include:

Specific Operational Plan Priorities
 Council continued to look at ways in which we can improve services. One of the most important steps
   last year was the development of a Level of Service Catalogue which was substantially completed as
   part of the 2018/19 budget process with further enhancements for the 2019/20 budget process.
   Council now has documented service details of what services it provides, costs, response times,
   benchmarking etc and more work was done in 2019 on finalising this Level of Service catalogue. The
   Level of Service Catalogue is available on Council’s website.
 Council completed the replacement of the Tewantin Council Administration Building roof which
   included the installation of a significant number of solar panels. Long-term precinct planning will be
   undertaken in 2019/20.
 We transitioned our ICT systems to the latest version which provided enhanced systems capability.
   We upgraded to some of the latest systems including “Enterprise Cash Receipting” and “Procure to
   Pay”. We have also continued to roll out our ICT Strategy to enhance our system capabilities and we
   have commenced a major project to transition our property and rating system. This project will add
   significant benefits to our community with more online services.
 Our Customer Service team continued to provide exemplary service at the front line. This was
   recognised in the Community Satisfaction Survey with feedback from our community
 Council undertook our second detailed Community Satisfaction
   Survey. The Survey was undertaken by an independent professional
   survey firm (Market Facts) using the same methodology as the 2017
   Community Satisfaction Survey. The results of the 2019 survey
   identified that Council was achieving a community satisfaction score
   significantly above comparable Councils in almost all service
   categories.
   o Council’s overall weighted performance index was 74.59% (up
        from 73.20% in 2017).
   o Top performing services were Libraries (84.9%), Waste
        management (81.5%), and Customer Service (81%).
   o Three quarters of those surveyed who had contacted Council
        rated the service of staff as good or very good.
 Council has undertaken a review of its Communications &
   Engagement Strategy. This has entailed internal consultation and the
   development of a draft new strategy.
 The revenue diversification project has commenced looking at options to increase non rate revenue to
   reduce pressure on future rate increases. An internal working group has been established which is
   working on a strategy and project plan.