Performance Measures
check_circle $69,433,000 Net Operating Expenses (YTD forecast $71,533,000)
check_circle $12,134,000 Expenditure on Capital works projects (YTD forecast $11,229,000)
check_circle 80% of Annual Action Plan actions completed or on track (Target – 80%)
cancel 15.5% of Council decisions made at meetings closed to the public (Target - <10%)
cancel 91% of Freedom of information requests resolved within statutory timeframes (Target - >95%)
check_circle 2.5% Voluntary staff turnover (Annual target - <10%)
do_not_disturb_on 5.6% Position vacancy rate (no target)
Annual Actions
4.1.1.1 Develop the Financial Plan with identified levers for achieving financial sustainability
On Track
The draft Financial Plan was presented to Council and placed on Public Exhibition throughout Q1. The public exhibition closes on 8 October and will go to Council for adoption on 30 October 2025.
4.1.1.2 Develop the Revenue and Rating Strategy
Monitor
Following the adoption of the Revenue and Rating Plan in June 2025, we are working on a revised rating strategy in line with Council’s recommendation to update ahead of the next budget for 2026-27. An initial workshop with Councillors has already taken place, and we will present draft options to the Council in the upcoming quarter. Community consultation is expected to occur in December 2025.
4.1.1.3 Review the Procurement Policy
On Track
The review of the Procurement Policy is ongoing and was distributed to an internal working group, which has provided feedback. The draft Policy is on track to progress to a Council Meeting for adoption by December 2025.
4.1.1.4 Progress the Future Workplace Project
On Track
Officers have completed a business case evaluating the delivery of a consolidated workplace in Hastings, in accordance with the Council resolution of 11 March 2025.
The business case indicates that the capital costs of developing a facility that meets the endorsed functional requirements for an organisation of the Shire's size are significant. Considering the Council's current financial position and future commitments, the project is not expected to deliver a net financial benefit over a 20-year period.
As a result, the project requires a strategic reset to explore all available options for the Council. This process will reassess the issues the project aims to address and revisit its objectives in the context of the new organisational structure and financial plan.
Officers will collaborate with Davidson Advisory, who will lead the strategic reset. This will include organising a workshop for Councillors to inform recommendations on the next steps. This workshop is scheduled for the end of November.
4.1.1.5 Explore key commercial opportunities to increase revenue
Monitor
The exploration of key commercial opportunities is ongoing, but has been deferred until completion of the Organisational Structure Review in October.
4.1.1.6 Implement Contract Management Plans across all contracts
On Track
Training has been provided to all Contract Managers, emphasising the importance of contract auditing as a tool for effective contract management. This includes the adoption of the new contract auditing framework that was presented to the Audit and Risk Committee. We are on track for the implementation of Contract Management Plans by December 31, 2025.
4.1.2.1 Implement the Good Governance and Decision making Framework
Not Started
Action due to commence in Q2
4.1.2.2 Review the Enterprise Risk Management Framework
On Track
The Risk Appetite Statement was drafted and presented to the Executive for endorsement. The Audit and Risk Committee (ARC) approved the Statement in August 2025. Feedback from both the Executive and ARC has informed the final version of the Risk Appetite Statement.
4.1.3.1 Implement the Integrated Strategic Planning and Reporting Framework including a review and consolidation of Council Strategies and Plans
On Track
The Council Plan 2025-2029 and the Annual Action Plan were finalised and adopted by Council. These are key documents in the Integrated Framework that set the future strategic direction for Council.
Work progressed includes updating reporting processes, in preparation for the Community Report and development of updated performance monitoring dashboards.
In the upcoming quarter, we will start work on an integrated Business Planning Process for the 2026-2027 Financial Year, alongside the budget and complete a review of current strategies and plans to ensure alignment with the Council Plan 2025-2029.
4.1.4.1 Review the Shire's Workforce Plan
On Track
The first stage of this project is the implementation of the Organisational Structure Review which is due to be completed in October.
Background work and planning for the review will be undertaken in Q2 with work on the Shire’s Workforce Plan due to start in early 2026.
4.1.4.2 Review and deliver a new Gender Equality Action Plan
On Track
The Gender Equality Action Plan is due to start in early 2026. The project plan is on track and the data background work, which will inform the Action Plan, is underway.
4.1.5.1 Develop and deliver the IT and Digital Strategy
On Track
The IT and Digital Strategy has been adopted in principle by Executive and is scheduled to be formally considered by Executive in the following quarter. The strategy has been designed to incorporate work that has already started and is within the operating budget.