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ANNUAL PERFORMANCE REPORT INCLUDING Q4 OPERATIONAL PLAN 2023-24 PROGRESS REPORT · Attachment 3 - Draft Corporate Plan Performance Measures
Plans and drawings: the text below has words only, no drawings.
Attachment 3
(TBD = To be determined)
Draft Corporate Plan Performance Measures/Indicators
Theme CP Performance Measure Actual Indicators Frequency Target Baseline Data Comments
E Noosa and Mary River sub catchments achieve an A Annual Situation Analysis report cards for Noosa River and Annual A Quality Water rating 2020 A- Source-Noosa Environment Strategy Monitoring
N water quality rating for their environmental health Mary River sub-catchments. 2021 A- report YR 4 1/7/22-30/6/23, Catchment Summaries
V (Healthy Land and Water Report Card). 2022 B 2023 Report Card
I 2023 A- (to be confirmed)
R There is no net loss of ecosystem values across the % of pre-clear remnant vegetation cover retained of its pre- 5 years TBD TBD Source-Noosa Environment Strategy Monitoring
O shire and the condition of council's priority bushland clear remnant vegetation cover (80,983 ha). report YR 4 1/7/22-30/6/23
N reserves are enhanced.
% of council priority reserves that have been assessed by 5 years TBD BOAs completed Source-Noosa Environment Strategy Monitoring
M
BOA. (Area/hectares of council reserves that have Boa's 1/7/19-30/6/20-1934.10 ha report YR 4 1/7/22-30/6/23
E
divided by total area of council reserves, times 100) 1/7/22-30/6/23-2842.52 ha
N
T % of priority reserves with Ecological Restoration Plans 5 years TBD ERPs developed Source-Noosa Environment Strategy Monitoring
(ERPs) (Area/hectares of council reserves that have ERPs 1/7/19-30/6/20-700.86 ha report YR 4 1/7/22-30/6/23
divided by the total arae of council reserves, times 100) 1/7/2022-30/6/2023-879.88 ha
Increase the percentage of council owned/managed Percentage KPI. Percentage is calculated as: Annual TBD 2022-23 52% (13 out of 15 out of 25
heritage assets under conservation or asset (# of Council owned/managed heritage sites under council owned or controlled places of
management plans. conservation or asset management plans)/(Total # Council heritage have a CMP )
owned/managed heritage sites under conservation or asset 2023-24 64% ( 16 out of 25 council
management plans) owned or controlled places of
heritage have a CMP
By 2028, 48% of all the land in Noosa is managed for Combined area of land being managed for its environmental Annual TBD Year 1 1/7/19-30/6/20 - 36% of the Source-Noosa Environment Strategy Monitoring
its environmental values values against the Noosa local government land area Noosa Shire (28,738.31 hectares) report YR 4 1/7/22-30/6/23
excluding waterbodies (approximately 79635.025192 ha). was managed for its environmental
values.
Year 2 1/7/20-30/6/21 - XX
Year 3 1/7/21-30/6/22 - XX
Year 4 1/7/22-30/6/23 - 43% of the
Noosa Shire (34499.48 hectares)
being managed for its environmental
values.
The ecosystem health of wetlands and riparian areas Area of active restoration works within riparian and wetland Annual TBD TBD
is improved. areas.
Populations of all 128 threatened flora and fauna Number of Action Plans developed annually. Annual 2 per year Year 1 1/7/19-30/6/20 - TBD
species remain viable. Year 2 1/7/20-30/6/21 - TBD
Year 3 1/7/21-30/6/22 - TBD
Year 4 1/7/22-30/6/23 - TBD
Year 5 1/7/23 30/6/24 - 2 (sea turtles
and koalas)
L Increase the amount of social and affordable housing in No of housing approvals using NP2020 bonus provisions. TBD subject to TBD TBD Propose to measure start, mid term and at 5 years-
I Noosa availabilty of TBD
V data
E The amount of successful government grant and/or funding TBD subject to TBD TBD Propose to measure start, mid term and at 5 years -
A secured. availabilty of TBD
B data
I
Improve livability ratings measured through the Connectivity (proximity to other neighbourhoods, employment See comments Experience Rating out of 10 7.5/10 Propose to measure approx. every 3 yrs depending
L
liveability survey for open spaces, parks, walking and centres, shops etc.) on when the Liveability survey is undertaken/funded
I Access and safety of walking, cycling and/or public transport Experience Rating out of 10 6.6/10
cycling connections. TBD
T (signage, paths, lighting etc.)
Y
Walking/jogging/bike paths that connect housing to communal Experience Rating out of 10 6.8/10
amenity (shops, parks etc.)
Quality of public space (footpaths, verges, parks etc.) Experience Rating out of 10 6.7/10
Spaces for group or community activities and/or gatherings Experience Rating out of 10 7.1/10
(sports, picnics, performances etc.)
Free places to sit comfortably by yourself or in small groups Experience Rating out of 10 7.6/10
Spaces suitable for play (from toddlers to teens) Experience Rating out of 10 6.3/10
Physical comfort (including noise, smells, temperature Experience Rating out of 10 7.7/10
Increase uptake in use of public transport through Number of patrons using bus services provided by Go Noosa Annual TBD Free weekend service 2019 118,343;
Council initiatives which complement existing state-run or Council funded programs. 2020 80,458; 2021 83,454; 2022
transport services. 140,652; 2023 125,429, 2024 21,354
Go Noosa Easter 2019 89,796; 2021
56,758; 2022 61,000; 2023 55,166;
2024 38,137.
Go Noosa Xmas 2018/19 203,837;
2019/20 245,096; 2021/22
108,242;22/23 164,099;2023/24
111,302
Council cabs 2023 631; 2024 247 600 estimated 2024
(Jan-Jun 24)
Flexilink 2023 2,106; 2024 667 (Jan- 2,000 estimated 2024
Jun 24)
Improve levels of participation and user satisfaction Community Satisfaction Survey-Direct Question-Unweighted Every 2 and 5 TBD 2017-73.24% CS Survey planned for 24/25
with council facilities and services. overall performance rating years 2019-74.59%
2021-72.07%
Visits/capita = (Total number of visits at Council's top 5 Annual TBD 2023-24 2023-24
facilities including the J, Noosa Leisure Centre, Noosa The J - 1.23 The J - 71,505
Aquatic Centre, Noosaville Library, Cooroy Library, Noosa NAC - 4.08 NAC - 238,270
Gallery)/estimated resident population NLC - 4.29 NLC - 250,166
Library Services -3.85 Library Services - 224,739
Gallery - .58 Gallery - 33,597
Increase in overall livability score and/or rating of Neighbourhood spirit/resilience (from external impacts, See comments Experience Rating out of 10 7.8/10 Propose to measure approx. every 3 yrs depending
attributes associated with health and wellbeing storms, economic downturns etc.) on when the Liveability survey is undertaken/funded
(priorities in the Liveability Survey). Welcoming to all people Experience Rating out of 10 7.9/10
There are people like me (age, gender, interests, ethnic Experience Rating out of 10 7.0/10
backgrounds etc.)
Evidence of community activity (volunteering, gardening, art, Experience Rating out of 10 7.3/10
community-organised events etc.)
Sense of belonging in the community Experience Rating out of 10 7.8/10
Mix or diversity of people in the area Experience Rating out of 10 6.6/10
Cultural and/or artistic community Experience Rating out of 10 7.0/10
Sense of connection to/feeling support from neighbours or Experience Rating out of 10 7.5/10
community
Local community groups and organisations Experience Rating out of 10 7.4/10
Sense of personal safety (for all ages, genders, day or night) Experience Rating out of 10 8.1/10
Sense of neighbourhood safety (from crime, traffic, pollution Experience Rating out of 10 7.7/10
etc.)
Achieve 90% delivery of the asset sustainability ratio Formula-Capital expenditure on replacement infrastructure Annual Target-Greater than 90 per TBD This measure is duplicated in the Excellence Theme
(Note also in Excellence Theme) assets (renewals) divided by depreciation expenditure on cent (reported as a single yr
infrastructure assets, expressed as a percentage result and a 5 yr average)
Proportion of the capital program spent on emergent asset Annual TBD TBD
repairs.
P Growth in Gross Regional Product compared to Annual % growth in GRP exceeds annual % growth in Annual FYE June 2022 FYE June 2022
R population growth (Target - GRP exceeds population population. Annual GRP growth GRP – 4.9% ↑
O growth). exceeds population growth Pop - .80% ↑
S by 3%.
P Total employment by industry mix in Noosa Shire Annual % FTE growth in high value industries. Annual FYE June 2023 FYE June 2022
E (Target-% increase in future focused industries). 1.Professional, Scientific, and Technical Services (PST) Annual Growth in FTE*
2.Health Care* (HC) based on 5 year average. PCT - 5% ↑ Annual Growth in FTE
R
HC - 6% ↑ PCT – 4%↑
I
HC – 7% ↑
T
Y
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O
S
P Total employment by industry mix in Noosa Shire
E (Target-% increase in future focused industries).
R
I
T
Y Annual % increase in proportion of total FTE employment Annual Annual Proportion of Total Annual Proportion against total FTE
based on 5 year average. FTE PCT - 8.4%
(increased proportion HC - 13.9%
comparative to previous
YOY baseline).
Education and support programs implemented for Percentage of programs/opportunities delivered by Food and Annual 30% FYE June 2025 FYE June 2022
regenerative agriculture. Agribusiness (FAN) sponsorship. (at least five regen ag 16 x whole of agriculture sector
programs delivered) programs delivered.
Growth in creative economy employment as a % of Annual % increase in creative sectors proportion of total FTE Annual Estimate FYE June 2023 FYE June 2022 Annual Estimate (provided via Economy ID by
total employment. employment based on 5 year average. 1% or more of the regions National Institute of Economic and Industry Research
total FTE employment. Less than 1% of total FTE (NIEIR))
Increased proportion employment. 5 Year Census Data - Employment by Industry
comparative to previous
YOY baseline.
By 2028 90% of green waste and food waste is % of green waste diverted from landfill Annual 90% by 2028 2021/22
diverted from landfill. Year on year improvement Total tonnes of green waste received
in tonnes diverted, 16,553 tonnes, total waste is 84,000
calculated as a % of total tonnes
tonnes controlled. 80%
overall diversion by 2030. 2023/24
Total tonnes of green waste received
16,173 tonnes, total waste is 92,601
tonnes
Number of solution pathways established as a result of Number of initiatives to develop solution pathways through Annual TBD TBD
partnering with industry and research organisations. Economic Development, Environment and Waste.
F Improved community connections with First Nations Whole number = Number of projects/issues which have Annual TBD 19 formal engagements coordinated
U People. incorporated consultation or engagement with Kabi Kabi through the Strategy & Sustainability
T team incl. the Kabi Kabi / NC
U Relationship Agreement.
R
9 formal engagements coordinated
E
through Infrastructure Services
Total 28
Whole number = Number of programs delivered which either Annual TBD 26 First Nations specific programs
have a significant First Nations program component or are delivered 2023/24 (22 Arts & Culture
intended for an audience/demographic of people who are + 4 Strat & Sustainability 'funded
First Nations or closely involved with First Nations people projects).
(Including Land & Sea Rangers Co-
Contribution / Support,
Kabi Kabi Seaweed Restoration
Project, Kabi Kabi Peoples Aboriginal
Corporation Capacity Building
Support).
Enhanced quality of life for Noosa’s residents ( Liveability Index rating score out of 100 (one score) TBD TBD TBD Propose to measure approx. every 3 yrs depending
Liveability Survey ) on when the Liveability survey is undertaken/
funded
Council engages our community for all major % of major engagement projects which close the loop with the Annual 90% of major engagement TBD In closing the loop the themes of the feedback
engagement projects and clearly shows the community community. projects close the loop with received will be examined and used to inform how
how their input has informed decision making. the community CE can be improved going forward.
Youth representation in community engagement Opportunities for youth engagement in Tier one (major Annual TBD TBD In time we would like to be able to measure the
activities on major issues/projects. initiatives) projects. number of young people engaged for major issues
and projects and that % is representative of the
youth dempographic in our population over time.
Noosa council operations and service activities to Council's Carbon footprint calculation in accordance with the Annual TBD The baseline year is 2015/16.
reach net xero emissions by 2026. National Carbon Offset Standard (NCOS). (Tonnes) Note 2020/21 was the first year all
sources were measured. Prior to this
business travel, staff commute and
work from home was not calculated.
By 2028 landfill gas emissions will have reduced by 60 Tonnes of emissions from the Noosa landfill (as a result of Annual 60% reduction in the tonnes TBD Noosa Council Climate Change Response Plan (Aug
% compared to 21/22. flaring methane gas and converting it into less harmful Co2) of CO2 emissions from 21) (p21). Landfill source of waste, 63%, reductions
expressed as a percentage of all council emissions. 21/22. in landfill gas emissions is a metric with target of by
20230 all green waster and foodwaste ids dicverted
from landfill. (Clmate-change-response-plan)
% of waste diverted from landfill including garden waste, Annual 90% by 2028 15,769.44 tonnes of green waste Source-Noosa Environment Strategy Y4 Monitoring
batteries, mattresses, cardboard, metals, items sold at revive Year on year improvement from landfill in 2022/23FY. Report and Waste Report
shop, concrete etc. in tonnes diverted, 2021/22
calculated as a % of total 46% diversion Source of info below is Noosa Council landfill
tonnes controlled. 80% 84,000 tonnes received weighbridge data
overall diversion by 2030. 39,000 tonnes diverted
45,000 tonnes sent to landfill
Garden waste – 16,553Tonnes
received
Mattresses – 6,376 recycled
Batteries – 36 Tonnes recycled
Metal – 3,500 Tonnes recycled
E-waste – 119 Tonnes recycled
Cardboard – 372 Tonnes recycled
Increased Council and community awareness and Total percentage of respondensts that selected 'To a Large TBD 90% in all questions by Preparing for storm or bushfire Council has used responses to two key questions
preparedness for climate change and extreme weather degree' or 'To a moderate degree" in responding to individual 2028 season 71% from the Noosa and SCC Regional Climate Action
events. actions relating to: preparing for storm or bushfire season, Having adequate insurance cover Roadmap: Community and Youth Survey Results
having adequate insurance cover, installing water tanks and 45% from the report prepared by Alluvium in November
other efficienct devices, growing your own food and Installing water tanks and other 2021 as an indication of community understanding of
community gardening efficienct devices 81% climate change impacts, preparedness, and actions
Growing your own food and for this Monitoring Report.
community gardening 62%
Source-Noosa Environment Strategy Monitoring
Report
E Increased level of community satisfaction with The Weighted Aggregated Total Performance rating (Total Bi annual TBD 2017-73.24% Community satisfaction survey was last conducted in
X Council’s services compared to previous survey performance Index). 2019-74.59% 2021, a new survey is planned in 24/25.
C results. 2021 72.07%
E
The Unweighted Overall Performance Rating TBD 2017-3.82
L
(Community satisfaction with 41 council services) 2019-3.82
L
2021-3.57
E
N All statutory financial sustainability ratios in the Operating Surplus Ratio-Formula-net operating result divided Annual Target-Between 0 and 10% 2023-3.2% Source- NSC Annual Report
Financial Statements meet prescribed targets both in by total operating revenue (reported as both a single yr result (reported as a single yr
C
the short and long term including Asset Sustainability and a 5 yr average). result and a 5 yr average)
E
Ratio (>90%), Operating Surplus Ratio (0-10%), and
Net Financial Liability Ratio (60%).
Asset Sustainability Ratio-Formula-Capital expenditure on Annual Target-Greater than 80 per 2023-158.6% Source- NSC Annual Report
replacement infrastructuref assets (renewals) divided by cent (reported as a single yr
depreciation expenditure on infrastructure assets (reported as result and a 5 yr average)
botha single year and 5 year average). Note-this is above the
requirement for greater than
80% in accordance with
Council' category rating as
set by the dept.
Council controlled revenue ratio-Calculation-Net rates,levies Annual No target as it is a 2023-24 Source- NSC Annual Report
and charges add fees and charges divided by total operating contextual measure
revenue (reported as both a single yr result and a 5 yr
average).
Population growth ratio-Calculation-Prior year estimated Annual No target as it is a Based on information issued by the Source- NSC Annual Report
population divided by previous year estimated population contextual measure dept.
(reported as both a single yr result and a 5 yr average).
Operating cash ratio-Calculation-Operating result add Annual Greater than 0% 2023-24 Source- NSC Annual Report
depreciation and amortisation add finance costs divided by
total operating revenue (reported as both a single yr result
and a 5 yr average).
Page 3
Unrestricted cash expense cover ratio-Calculation-Total cash Annual Greater than 3 months 2023-24 Source- NSC Annual Report
and equivalents add current investments add available
ongoing QTC working capital facility limit less externally
restricted cash divided by total operating expenditure less
depreciation and amortisation less finance costs (reported as
a single year result only).
Asset consumption ratio-Calculation-Written down Annual Greater than 60% 2023-24 Source- NSC Annual Report
replacement cost of depreciable assets divided by current
replacement cost of depreciable infrastructure assets
(reported as both a single year result and a 5 year average).
Asset renewal funding ratio-Calculation-Total of planned Annual Commencing 24-25 2023-24 Requires an asset forecast which relies on the
capital expenditure on infrastructure asset renewals over 10 legislative requirement content of AMPs, many of which are out of date.
yrs divided by total of required capital expenditure in Contextual ratio Compares our 10 yr capital forecast against the AMP-
infrastructure aset renewals over 10 years (calculated and (under development) how does our 10 yr capital program compare with
published on a single year basis). what is proposed in the AMP. We can do a forecast
but we need current information to do this.
Leverage ratio-Calculation-Book value of debt divided by Annual Unqualified audit 2023-24 Source- NSC Annual Report
operating results add depreciation and amortisation and
finance costs (reported as a single yr result and a 5 yr
average result).
Increased share of operating revenue to be generated % of operating revenue generated from sources other than Annual TBD TBD
from sources other than rates and charges rates.
(This includes fees and charges, sales and other direct
business returns)
Total value of grants received. Annual TBD TBD While grants are not considered to be a direct
business return they provide financial assistance to
council especially in relation to the preservation of
council assets and restoration works folowing natural
disasters.
An unqualified audit report by the Queensland Audit QAO audit of council Annual Unqualified audit 2021, 2022,2023 Unmodified
Office and all significant audit and control risks dealt
with in a timely manner.
Improvement in WH&S internal audit compliance % of audit elements/findings of LGM audit criteria that are Approx every 3- >70% 2018 Bronze Award 74% (Note- LGMS require Council to achieve 70% or
rating. satisfactorilly met. 4 years 2023 72.9% above)
Reduction in lost time due to workplace injuries LGW LTI Frequency rate-The number of lost time injuries per Annual TBD 2019 NSC 14.92 Member Gp 14.56 Data collected monthly, to be expressed as an
million hours worked. Scheme 14.04 average per year.
2020 NSC 25.48 Member Gp 15.88
Scheme 14.30
2021 NSC 15.09 Member Gp 16.11
Scheme 16.23
2022 NSC 18.81 Member Gp 15.71
Scheme 14.75
2023 NSC 6.63 Member Gp 11.83
Scheme 12.86
2024 NSC 11.39 Member Gp 12.62
Scheme 12.25
Average number of work days lost. Annual TBD 2019 NSC 49.27 Member Gp 55.37 Data collected monthly, to be expressed as an
Scheme 37.45 average per year.
2020 NSC 74.37 Member Gp 44.19
Scheme 54.35
2021 NSC 66.95 Member Gp 45.99
Scheme 49.61
2022 NSC 91.15 Member Gp 42.54
Scheme 45.22
2023 NSC 23.40 Member Gp 46.85
Scheme 39.07
2024 NSC 21.40 Member Gp 23.65
Scheme 25.38
Increased employee retention rates Average retention rate as a % of employees who stay with the Annual TBD TBD Data recorded on a quarterly basis. To be expressed
organisation during a given timeframe. as an average per year. Number of employees who
remained during that period divided by the number of
employees who were in situ at the start (doesn't
include new hires during the period) times 100.
Average staff turnover rate as a percentage of the Annual TBD 2022/23 18.4% Includes staff exiting from full time, part time and
establishment- casual positions.
% of employees who leave council during a given timeframe Note that the inclusion of casual positions distorts the
result, it would be better to focus on permanent full
time and part time positions. The turnover rate for
these is approx 12.7%.
Employee satisfaction with the employee Score/level of employee satisfaction Annual TBD TBD Employee engagement survey to be undertaken in
enagement/experience (Employee Survey) 24/25
100% compliance with with statutory requirements % of the elements of the Local Government compliance Annual 100% Compliance level Oct 2023 (42 out of 46 level 5 high, 2 Noting there are 46 relevant elements and the
checklist for which Council is rated level 5. rating of 5 level 4 and 2 level3) therefore 44 compliance level is rated 1-5 with 5 the highest
rated level 5 or 91.3% (Dept. Local Government Compliance Checklist).
The internal assessment is undertaken annually and
scruitinised by the A&R Committee-last reported
20/10/23