Noosa Council CEO Scott Waters has tabled a detailed “roadmap for change”, focussing on delivering a sustainable, customer-centric, agile organisation to serve the community.
The detailed report, formally endorsed by councillors at Thursday’s Ordinary Meeting, contains 64 recommendations from a review of 17 specific functions.
Mayor Clare Stewart said the health check of the organisation was needed to improve efficiencies and get the best possible outcomes for the community.
“This is something I flagged last year, so it’s pleasing to see our new CEO has taken the opportunity to deep dive into our organisation in the short time he’s been here to provide us with such valuable feedback and a roadmap to ensure that Council and our community go from strength to strength.”
Cr Stewart said the consistent theme across the organisation is to improve and invest in the relationship we have with our community.
At Thursday’s Ordinary Meeting, councillors unanimously approved a Councillor-Executive Team workshop be held to collaboratively develop a change management program to drive the organisational renewal.
In his first 100 days, the CEO collaborated with the Mayor, senior executive team and met with staff and external stakeholders to better understand the past and map out a plan for the future of council.
CEO Scott Waters said it was important to recognise the work of the previous administration, but look to modernise the organisation to realise operational efficiencies.
“Different by Nature is the cornerstone of this council and that will remain through innovation and collaboration with the single goal of delivering quality service to the community,” he said.
“What we are calling Noosa Project 2.0 is the start of a change management program.
“It will focus primarily on culture, internal and external service delivery, provide a more consistent strategic direction and improve engagement with the community,” he said.
Key recommendations include reviewing all policies during each term of council, conduct a high performing culture survey with staff, renew the strategic Corporate Plan and improve council service delivery through real time data engagement with the shire.
Mr Waters said a structural realignment would be considered to create higher operational performance, accountability and improved outcomes to the community.
“Staff are faced with significant workloads and we need to review how we operate and what resources are needed to create a customer centric focus to what we deliver,” he said.
Cr Stewart viewed the report and its recommendations as a “once in a generation opportunity” to reshape organisational performance.
“Our staff do an exceptional job in an environment where there are high expectations from the community.
“So it’s important we provide the necessary equipment, processes and workplace where as an organisation, we get the best possible outcomes for the community,’ Cr Stewart said.
Mr Waters told council, the report has been compiled to respect the legacy of Council whilst identifying constructive improvements to deliver an “innovative” and “agile” council.
“We have a very committed workforce that goes above and beyond with limited resources.
“This is a two to three year plan and recommendations will be prioritised and workshopped, in some cases with the community, to ensure we create a structure that enhances organisational collaboration, communication and performance improvement,” Mr Waters said.
Cr Stewart said since de-amalgamation a continued commitment to limit rate rises below CPI has had impacts on a range of areas.
“There has been significant under-investment in long term assets such as roads and facilities, so this is an opportunity to pause and realign our focus to better deliver essential services to the community,” she said.
Mr Waters said he intends to provide quarterly progress reports to council meetings to keep the community informed.
A summary of the Incoming CEO Report is available on council’s website.
