Performance Measures
check_circle $138,573,000 Net Operating Expenses (YTD forecast $71,533,000)
check_circle $28.1M Expenditure on Capital works projects (YTD forecast $11,229,000)
cancel 75% of Annual Plan actions completed or on track (Target – 80%)
cancel 14.71% of Council decisions made at meetings closed to the public (Target ≤ 10%)
check_circle 97% of Freedom of Information requests resolved within statutory timeframes (Target ≥ 95%)
check_circle 2.4% Voluntary staff turnover (Annual target ≤ 10%)
do_not_disturb_on 8.4% Position vacancy rate (no target)
Annual Actions
4.1.1.1 Develop the Financial Plan with identified levers for achieving financial sustainability
Completed
On 30 October 2025, following community consultation, Council adopted the 10-year financial plan with 3 levers to achieve financial sustainability.
4.1.1.2 Develop the Revenue and Rating Strategy
On Track
Community consultation on the Revenue and Rating Plan began in December 2025. Feedback will close on 15 February 2026 with the Revenue and Rating Plan scheduled to be presented to the Council for adoption in March 2026.
4.1.1.3 Review the Procurement Policy
Completed
Council adopted the Procurement Policy 2025-2029 on 2 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 resolution on 11 March 2025.
The business case indicates that the capital costs of developing a facility that meets the endorsed functional requirements 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, Council will undertake a strategic reset and project review to form new recommendations for how best to proceed. A workshop was held with Councillors in November 2025 to realign the problems Council are trying to solve with this project and undertake a new investment logic mapping exercise.
This was completed successfully with the outputs from this session forming the basis of the next stage of work. This includes a Council asset review, an options design process, possible market testing and a business case. This work will be undertaken over the second half of the financial year.
4.1.1.5 Explore key commercial opportunities to increase revenue
Monitor
The exploration of key commercial opportunities is in progress. A capital works bid has been submitted for the expansion of the golf course and Budget bids have been submitted for the conversion of outdoor spaces at the recreation centres.
4.1.1.6 Implement Contract Management Plans across all contracts
On Track
Contract Management Plans in TechnologyOne are currently undergoing an audit to ensure that best practice contract management has been implemented and to ensure compliance with the established Contract Management Framework. The results from the audit will be presented to the executive management team.
4.1.2.1 Implement the Good Governance and Decision making Framework
On Track
Benchmarking against eight councils has been completed and a draft Good Governance and Decision-Making Framework is in development. Once completed, this draft Framework will be presented to the Executive for review in early 2026.
4.1.2.2 Review the Enterprise Risk Management Framework
On Track
Work is ongoing with the Executive and Leadership Team to profile Council’s strategic risks. In early 2026, Councillors will be engaged on the Profile and the Risk Appetite Statement, which will be reviewed in relation to the implementation of the Council Plan.
4.1.3.1 Implement the Integrated Strategic Planning and Reporting Framework including a review and consolidation of Council Strategies and Plans
On Track
We have continued implementing the new approach to Integrated Strategic Planning and Reporting. This included the delivery of Community and Quarterly Financial Reports, implementing a unified process for business planning and budgeting, and reviewing the Integrated Strategic Planning and Reporting Framework to better align it with Council's strategic direction, which is outlined in the Council Plan.
As part of the review of the Framework, we have completed an assessment of the current strategies and plans. This has led to the creation of a new Outcome Strategy hierarchy, which will better guide the development of Council plans and strategies, ensuring alignment back to the Council Plan 2025-2029 and Community Vision. This will be presented to the Executive in February 2026 for endorsement, alongside the results from the Framework Review.
Work in the upcoming quarter will focus on further improving internal performance reporting, as well as establishing a Policy and Strategy Committee to oversee and monitor the development of policies and strategies within Council.
4.1.4.1 Review the Shire's Workforce Plan
On Track
Preparatory efforts and strategic planning for the Shire’s Workforce Plan are underway. This background work aims to ensure that all actions and consultations are aligned with the Organisational Plan and Strategy in March and April of 2026.
4.1.4.2 Review and deliver a new Gender Equality Action Plan
On Track
The audit was submitted at the end of November. We are currently reviewing the key items that will inform actions for the new Gender Equality Action Plan with drafting of the new plan due to commence in the coming quarter.
4.1.5.1 Develop and deliver the IT and Digital Strategy
On Track
The IT and Digital Strategy is now in the delivery phase of Year 1 actions. Some of the key initiatives that are underway include:
- Upgrading the current telephone system, which is due for completion by the end of the financial year. This will help support improved call flow, analytics and customer experience when engaging with Council.
- Uplifting cybersecurity and disaster recovery processes and technology to further enhance protection against current and emerging threats.
- Delivering ‘Act Now, Stay Secure’ workshops across Rosebud, Hastings and Mornington for senior residents to uplift their cybersecurity skills as part of the Department of Home Affairs cyber safety grant.
- Consolidating IT systems with the rollout of the TechnologyOne platform.
- Undertaking pilot technology projects that leverage AI to support service delivery, including internal knowledge assistants and an AI camera road defect trial.