Operational Plan 2024-25 Q4 Quarterly Reporting

Frank Wilkie131:07

Oh, yeah, thank you. The annual operational plan was the Council-endorsed key projects resourced through the budget and approved for delivery last financial year. The CEO is required to report quarterly to Councillors and the community on the progress of the operational plan, and the range and diversity of programs and projects, as we've just heard, is impressive. The quarter four 4 update reviews the progress of 107 Council-approved initiatives. Aligned with the five themes of improving our environment. Our liveability, our prosperity, our future and excellence. A total of 76 initiatives are either marked as completed. Or are currently on track to be completed within the scheduled timeframe. Time frame. 25 initiatives experiencing are a minor disruption, six initiatives are facing a major disruption. Resourcing and recruitment challenges and the deliberate spacing out of the community engagement calendar. In response to community concerns about overlapping consultation. Has slowed the delivery of some programs, which are in the minority. The organisation's first ever protected industrial action also impacted service delivery rate. In some departments. The CEO has guaranteed that initiatives. Experiencing major disruptions will be closely monitored. By the responsible manager and Director, with corrective actions. A priority, and that the executive team regularly review. And address emerging issues. The number of completed initiatives have increased from 17 to 33. Since the previous quarter. While the total number of initiatives. Experiencing some form of disruption has risen from 26 to 31. Those facing a major disruption have decreased from 7 to 6. Many initiatives experiencing. Minor disruption are expected to either be completed. Or return to on-track status early next financial year. This represents a significant achievement. For a small but hard-working organisation. Workforce capacity and wellbeing remains a key priority. The CEO has reported the need to focus on. Strengthening project management practices. Improving employee engagement and wellbeing. And enhancing recruitment and retention. These areas rightly need to be and remain. A priority for the leadership team. As reported, the organisation's first ever. Protected industrial action that stretched from March to May impacted the Councillors' capacity. The CEO is committed to regularly keeping Councillors abreast. On recruitment issues across the organisation. Again, on behalf of Councillors through the CEO. Please pass on our thanks to the organisation. Key managers and staff for what they have achieved this financial year. This will form the basis of the annual report. It is incredible reading. I urge anyone who wants to know how their rates money is spent. To have a look through all the 107 initiatives that are underway. And it's. A very interesting reading. Thank you for the report. Thank you.

Good afternoon Councillors, okay I may just start then with the summary. So this report is for noting and the report provides you with the fourth quarter progress update on initiatives of the operational plan 24/25 so last financial year's report. As you may remember there were 107 initiatives in that report. At the end of the financial year 76 initiatives or 71% were either completed or on track for completion within the scheduled time frame. Highlights only just the last quarter were Noosaville Foreshore Infrastructure Master Plan. I think everyone was very happy to get that endorsed. Then delivery of Floating Land Biennale 2025.2025, completion Black Mountain of Black Mountain reconstruction, which is a very, very significant piece. Also endorsement of the 12-month Tourism Noosa agreement, very important. Documentation of the iconic story of surfing in Noosa. And the completion of the customer satisfaction survey. And these are just the achievements of the last quarter. So however, at the end of the year, there were also 25 initiatives or 23% that were experiencing minor disruptions. These are carried over into the 25-26 operational plan and are anticipated to be completed or to return on track status in the first or second quarter of the new financial year, of the current financial year. So I do expect in the next quarterly update that we have quite a few achievements already. Six initiatives experience major disruptions, some of which are key initiatives, and I think at this stage you're very well aware of which they are. It's the Noosa River catchment plan, which however is I think now scheduled for completion in June 2026. And the Destination Management Plan, which is now subject to community engagement, which is very good to see. And then we also have the community and strategy, which I think the budget allowed some resources allocated to that to get this work started. And the financial strategy, I think for which Dave originally was brought on board to start working on that. The reasons again you may be well aware of is increased community engagement and consultation for the foreshore management plan that has caused some delays, especially for the river plan and the DMP, but also, as discussed previously, there are vacancies and there are resource constraints. Those obviously also contribute to some of the delays. Anyway, these key initiatives that have experienced major disruption have been incorporated into the new operational plan. And as you may recall from the workshop and the adoption of the new operational plan, it's really about taking these into the new operational plan, bringing them to completion in the next financial year where possible, and really focusing on those initiatives and not to taking too many other items on board. The new financial year. We also, the report also provides an overview of key operational performance measures. Mostly the performance is consistent with previous quarters. However, some of the KPM KPIs show signs of the impact by the protected industrial action commencing in March. Let's stretch sort of into May. Most notably, it is the on page 103 of the PEC, customer service, the percentage of requests completed within target date that has dropped significantly in March. Similarly, plumbing assessments. The total number of plumbing applications decided within statutory timeframes. Time frames had very significant impact. So, pretty much dropped 80%, I believe. There is also a possible impact on workplace health and safety, average lost time injury duration. Where we can see there is a bit of a peak with the commencement of the industrial action. However, it would require some unpacking whether that's really attributable to that. However, because of the nature of that data, it is obviously not accessible. But it's definitely like a bit of a stand out there. And that's it for the Q4 operation plan 24/25. Any questions, please?

No, Sir. I'm sorry. So, guys, thank you for that. Thank you. I think it's a fantastic work on this. So we'll leave it here. And it's sort of just, you know, this is for the core. Around. Essentially, it's the build up of globulin-deuterium-4. The octopane lives on the Corporate Plan, so the Corporate Plan is a five-year plane. So therefore, some of the, a number of the issues and projects are being done to sort of make sure that you have a projects within the operational plane for this year are multi-year. So there's programs and there's projects. So there's projects that we can expect to finish within the 12 month period, but there's also programs that just continue to roll through. And otherwise a lot of them we see that are on track because they're programs and as long as they're on track they're delivering against what we expect over the five year period to deliver against the corporate demand. So just so everybody's sort of aware of the way that this is. Built, and I know Councillors, you're all aware of this, I'm just probably talking for others to try and understand this as well. But that's how it's built. There's no question the protective industrial action had caused some delays to our activities. But again, this operational plan is a higher level. It doesn't pick up a lot of the BAU work. So that's. And I'm happy to say that we have managed to continue and to catch up on that to a large degree in terms of our CRMs and our work. And if you look at the way Noosa's presented at the moment, the teams have worked very, very hard to capture and catch up on all of that. But it has certainly created some challenges. But I want to also say, go back to the fact that this is a four-quarter program, and over the four quarters, there's some things that I really wanted to highlight that our teams have been very good at delivering, and it's really important that we celebrate. Highlights over the course of 12 months. There'll be further reports, there's annual reports and things like that coming through, but I just wanted to take this opportunity to talk about some of them. So quarter one, for example, the scent, the Dog Beach, we go back, it seems like ages ago, but this all came into this four quarters of. Operational planning. The strategic asset management plan, the Noosa Headlands, Noosa Heads, Lions Park and entity block, the approach of that, the wellbeing and work survey, the privacy policy was developed, stage three of the Regional Art Gallery Feasibility Project was delivered, the strategic land can land with you, Community Grants Policy, Compliance and Enforcement Policy, Pomona Place Plan, Public Art Policy, Housing Monitoring Program, the NAC, the Noosa Aquatic Centre, the upgrade plan, the rural windtail state forest transition, which is a massive piece of work. Came to fruition during this period. The Noosaville Foreshore Infrastructure Masterplan in the fourth quarter, the Floating Land Biennale, the Black Mountain Road reconstruction, something that initially was going to be a quick fix, took three years and $40 million, and it's now completed, along with all of the other projects out there in the shrubber's Schreibers Road, which has only just been completed as well, so it's a massive piece of work, the Tourism Noosa agreement, all the funding of that, the iconic story of surfing in Noosa, and the customer satisfaction survey. So there's just some of those, thank you for indulging me in allowing me to talk about that, but it is really important that we do look back and say this organisation delivers an amazing amount of work across the whole diverse spectrum, and it's important celebrate those, and they're just the high level ones, not to mention the VAU that goes on a daily basis that we see coming across here. The amount of planning stuff that goes through, the amount of work that goes through, our parks and gardens and beaches and everything else, it's really important to. Discuss that. I just so wanted I just wanted to take this opportunity that to the table. Thanks again, obviously, for picking this up and working with the operational plan. We have a much better system for reporting this to and it's just going to increase and develop over the next short time and we'll see. Better reporting and more uh round reports on our cashboards. Thank you for indulging me. Chair?

Brian Stockwell137:09

I'll I'm not going to say too much. The overall operational plan, I think, what I find useful is how concise and easy it is to read to get a really good picture of what is happening. Then I had a couple of recent conversations and I thought, well, maybe there's one way we could have a look at the different kind of reporting and that is what's not happening to a better degree. And I'm just going to pick on one of the graphics. Which is in the attachment to the KPM report which is planning applications on time and you'll see there for the majority of them, I can't get back up because subdivisions and MT MTU's u's and codes, they're all up to 100% marks at close to most quarters and we talked last week, last time we had this report was that also includes ones where we've asked for more time to do it and I thought well maybe we should know that but then in recent conversations I lied about difficulties in getting finer changes. So if you look at that graph you'll see that the little black line with the finer change was 20% in the last quarter and there's only about two quarters in recent months where it goes above that. So there's clearly a prioritisation happening there but what we're not hearing is how long is it taking for the minor change to get through. So it may be something we can just have a think about is okay where are we not living up to expectations because that's what's going to drive us to say well is that a resourcing issue, is it a prioritisation issue, is it something else. So to me that was one and the other conversation I had someone saying, it was a lot better in my term, it might have been elected representative in 2016 or around about then, is explained in the graph up top about turnover rate is in the last couple of years we've included all positions in the turnover rate so it is it was reported previously we are no longer reported because historically it was only permanent positions that were reported in that percentage but it still is high and it is still something I know the CEO and others are working to address but it'd be great to see that starting to come down again and hopefully you know if we ever get to the vote on the agreement we'll be attracting people from other councils because it would be good not just to work here but we're getting more remunerated as well.