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2018-09-11 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 11 September 2018
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Frank Pardon, Tony Wellington, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 GUMTREE DRIVE PEDESTRIAN BRIDGE, COOROY - LONG-TERM OPTIONS 3
2 ADOPTION OF UPDATED CORPORATE PLAN 2017 - 2037 9
3 COUNCIL MEETING SCHEDULE 2019 26
CLOSED SESSION -
Page 2 of 28
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 GUMTREE DRIVE PEDESTRIAN BRIDGE, COOROY - LONG-TERM OPTIONS
DOCUMENT INFORM AT ION
Author Manager Asset Planning, Bryan O’Connor
Infrastructure Services Department
Index ECM/ Asset Management / Bridges
Attachments Nil
EXECUTIVE SUMMARY
This report has been prepared to determine the long-term future of the closed pedestrian bridge
located on Gumtree Drive, Cooroy. The Gumtree Drive bridge is located east of the intersection of
Gumtree Drive and Pine Tree Drive, Cooroy and was constructed in the 1950s. Originally, the
bridge was a vehicle bridge but due to deterioration and the changes in vehicle access to Cooroy
Noosa Road, this section of road was closed to vehicle access and the Gumtree Drive bridge was
closed to vehicular traffic. Noosa Council approved this decision on the 13 January 2005.
Since this decision, Gumtree Drive bridge has functioned as a pedestrian bridge until 2013, when
storm and flood damage rendered the bridge unsafe and was closed to all pedestrians in 2014 by
Noosa Council. The bridge has remained closed to the public and all access is restricted by means
of a security fence as it is rendered unsafe.
RECOMMENDATION
That Council note the report by the Manager Asset Planning to the Services & Organisation
Committee Meeting dated 11 September 2018 and support the removal of the closed Gumtree
Drive, Cooroy pedestrian bridge.
REPORT
This report has been prepared to determine the long-term future of the closed pedestrian bridge
located on Gumtree Drive, Cooroy. The Gumtree Drive Bridge is located east of the intersection of
Gumtree Drive and Pine Tree Drive, Cooroy and was constructed in the 1950s. The bridge was
originally constructed as a vehicle bridge but since 2005, the bridge operated as a pedestrian
bridge due to closure of the Gumtree Drive and Noosa Cooroy Road intersection and the bridge’s
deterioration.
1. Background
In early 2004 the Department of Main Roads (DMR) advised Council that they were commencing
planning for the shoulder widening and pavement rehabilitation of Cooroy Noosa Road between
Swift Drive and Fig Tree Lane. As part of their planning, DMR consulted with the property owners
in the Pine Tree Drive area in the latter part of 2004 about the possible closure of the Gumtree
Drive/Cooroy Noosa Road intersection due to safety concerns, especially now that the Swift Drive
intersection had been upgraded to provide a safer connection.
Page 3 of 28
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
Figure 1 - Location of Gum Tree Bridge
Simultaneously, Council received a report on the condition of the timber bridge on Gumtree Drive
that identified the need for major remediation works to the bridge if it were to remain open to traffic.
The report informed Council of the outcome of DMR’s consultation and recommended that Council
support the proposal to close the intersection to improve the safety of access to Gumtree Drive
and to avoid costly works to the existing timber bridges, and authorised staff to proceed with the
conversion of the two timber vehicle bridges on Gumtree Drive to pedestrian, cyclist and horse
bridges.
2. Trunk Network and Connectivity
The Gumtree Drive pedestrian bridge is a low use facility that has not been operational for over
four years. It served as a pedestrian access from approximately 50 rural residential properties to a
roadside reserve “Cooroy-Pomona Lions Park”, that is approximately half the size of the smallest
lot of those residential properties. The park itself is a small open space park approximately 2,500m2
in area that is predominately utilised as a rest area for motorists. The park size is relatively small
compared to the adjacent rural residential blocks where the smallest residential land parcel within
a 1 kilometre radius is approximately 3,000m2 in area (Figure 22).
The Gumtree Drive Bridge is not on any trunk pedestrian and cycle networks. Swift Drive, Cooroy
which is located at the western end of Gumtree Drive has been identified as a future pedestrian
and cycle trunk network in the development of the new Noosa Plan.
Figure 2 - Size of Lions Park compared to Local Resident Property Size
Page 4 of 28
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
3. Options
A number of options have been considered for the future of the bridge and were consolidated to
four options for the purpose of this report. The four options in the table below identify the breakdown
of associated costs and where possible whole of life costs have been considered and explained
below.
Option 1. A do nothing approach. There are no financial implications with this option but there
is a high risk to public safety as unauthorised access continues to occur even with
the installation of security fences. In addition, the potential to cause localised
flooding should the structure collapse into the creek and restrict the flow of
floodwaters is considered a significant risk.
Option 2. Considers the removal of the bridge and rehabilitation of the creek embankments.
This option has low cost benefits to the community and there are no ongoing
maintenance issues to occur.
Option 3. Replace existing bridge structure with a new pedestrian bridge. This option has a
high capital cost and high whole of life cost. The benefit of this approach is that a
new asset is installed and the asset will remain for a further 40 years requiring
annual operating and maintenance costs.
Option 4. Replace existing bridge with the old pedestrian bridge from the Mary River Road
bridge project. Whilst there is still significant capital costs for the relocation and
installation of the bridge, there is no purchase of a new bridge. The disadvantage is
that the life of the asset is estimated at only 20 years and the maintenance costs
are higher than a new bridge based on the first half of the bridge life already
consumed.
Page 5 of 28
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
The Asset Management Bridge Working Group developed and considered all of these options and
identified option 2 as the most preferred option. This decision was based on the short to long term
asset priorities, ongoing financial liabilities to the Noosa community, relatively small benefit to the
greater Noosa community, the asset not being on a trunk network, the current high risk with the
unauthorised access and potential for the bridge to collapse and the bridge not being considered
a critical asset in the connectivity of community assets.
4. Asset Management and Renewals
The 2005 Council report made no mention of the long-term viability or expected life of the existing
bridge structures. There was no indication in the report of the ongoing costs of maintaining a road
bridge as a pedestrian bridge. There was also no indicative whole of life costs considered, as the
structural components of the Gumtree Drive bridge were designed to accommodate vehicles and
any changes or downgrading of components to a lesser structural capacity would still require
significant redesign and modification works to complement the existing bridge components.
In reviewing past documentation there is no evidence to indicate a desire by Noosa Council to
remediate or renew the bridge during the period the bridge was a functional pedestrian bridge. It
appears the Gumtree Drive bridge was operated to “run to fail” as there are no records of any major
maintenance activities undertaken by Council.
Staff have considered the recently removed Mary River Road pedestrian bridge as an alternative
renewal option. In utilising a second hand bridge, there are less capital costs however, the trade-
off is that the remaining life of the bridge will be less and like any asset, the second half of an
assets life consistently has higher maintenance costs than the first half.
In making good asset management decisions, the need to have an organisational approach is
fundamental. The Gumtree Drive bridge is considered a low order bridge in comparison to higher
order pedestrian bridges such as Chaplin Park bridge, Weyba pedestrian bridge and Doonella
pedestrian bridge that are maintained by Noosa Council. The Chaplin Park bridge at Noosaville
has been identified as a priority for rehabilitation over the next two years.
A whole of Council approach to assets ensures Council maintains a sustainable approach to not
only the management of the pedestrian bridge asset class but also to all asset classes. The asset
management commitment to achieving sustainable outcomes often requires a compromise to
determine organisational priorities to ensure these decisions have a benefit to the greater
community.
5. Conclusion
The Gumtree Drive bridge was originally constructed as a vehicle bridge. The conversion to a
pedestrian bridge in 2005 highlights the need to have more information before such a decision is
made in the future. There was no consideration for whole of life costs, the asset condition or the
ongoing management impacts of changing the use of an asset that exceeds the design standards
for a pedestrian bridge.
The preferred Option 2 of removing the bridge ensures Council mitigates the risks identified in this
report. The consideration of a replacement bridge was assessed by members of the Asset
Management Bridge Working Group and whilst there were opportunities to utilise a second hand
pedestrian bridge, the ongoing maintenance costs, shorter life span and limited use of the bridge
was not considered viable. A new replacement pedestrian bridge was considered an excessive
alternative and the whole of life costs were considered well beyond the overall community benefit.
Page 6 of 28
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
Previous Council Consideration
Ordinary Meeting,-13 January 2005, Item 5, Item 7
Council note the proposed closure of the Gumtree Drive/Cooroy Noosa Road intersection report
by the Works Planning Engineer to the Works & Community Services Committee dated 10 January
2005, and
1. Advise the Department of Main Roads that Council supports the proposal, and
2. Authorise staff to proceed with the conversion of the two timber vehicle bridges on Gumtree
Drive to pedestrian, cyclist and horse bridges.
Finance
Financial impairment of the bridge has been undertaken since the bridge was closed and should
the option to remove the bridge be undertaken there will no further asset write-off required. A
budget allocation of $48,635 for the recommended option 2 is required for the removal of the
existing structures and rehabilitation of the creek embankments should this option be preferred.
Risks & Opportunities
There is currently a high risk to members of the community who are gaining unauthorised access
of the closed bridge. The photo below highlights the continued vandalism of the security fencing
for unauthorised access. In addition, there is a risk of the bridge collapsing and causing
interference to the flow of stormwater within the creek and may restrict or affect floodwaters to
disperse.
Figure 3 - Temporary Fencing Surrounding Gum Tree Bridge
Page 7 of 28
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
Consultation
External Consultation - Community & Stakeholder
There has been no direct community consultation regarding the future of the Gumtree Drive bridge.
However, in an attempt to measure the community interest regarding the bridge since 2014,
Council has received eight (8) customer requests, from three (3) separate members of the
community, enquiring about the maintenance and future of the bridge. This low number of
customer requests was the main reason for staff to not pursue further community consultation.
Internal Consultation
The Gumtree Drive bridge has been escalated through the various levels of the asset management
governance framework before the preparation of this report.
Departments/Sections Consulted:
x Chief Executive Officer Community Services x Corporate Services
Executive Officer Director x Director
Executive Support Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development x Infrastructure Services
Director Director x Director
Community Engagement Building & Plumbing Services x Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development x Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning x Infrastructure Planning,
Design and Delivery
Page 8 of 28
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
2 ADOPTION OF UPDATED CORPORATE PLAN 2017 - 2037
DOCUMENT INFORM AT ION
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ Corporate Planning
Attachments 1. Corporate Plan 2017 to 2037, June 2018 Update
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Executive Services to the Services and Organisation
Committee meeting dated 11 September 2018 and:
A. Adopt the Noosa Council Corporate Plan 2017 to 2037, June 2018 Update, provided at
Attachment 1 to the report; and
B. Authorise the CEO to make any necessary grammatical and format changes to the Corporate
Plan, if required.
REPORT
At the previous Special Meeting of Council on 27 June 2018 Council adopted the draft updated
Noosa Council Corporate Plan 2017 to 2037 for the purpose community consultation. In
accordance with the consultation process identified in the report to the Special Meeting, the
community was invited to review and comment on the draft updated Plan via the Your Say Noosa
site during a 30 day period ending 4 August 2018.
As no comments have been received, action has been taken to finalise the Plan which is now
submitted for Council’s approval.
Previous Council Consideration
Special Meeting, 27 June 2018, Item 3, Page 4
That Council note the report by the Chief Executive Officer to the Special Meeting dated 27 June
2018 and adopt the draft Corporate Plan 2017 – 2037 (June 2018 update) provided at Attachment
1 to the report for the purposes of public consultation.
Finance
The Corporate Plan provides strategic direction and priorities for Council in the longer term and
forms the basis of the annual Operational Plan and Budget.
Risks & Opportunities
A local government is required to have a Corporate Plan under the Local Government Act. A
good Corporate Plan helps set a clear direction for the organisation and a poor one runs the risk
of inconsistent long term planning and a lack of consensus about a strategic direction.
Page 9 of 28
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
Consultation
External Consultation - Community & Stakeholder
Community feedback was invited on the updated draft Noosa Council Corporate Plan 2017 to 2037
via the Your Say Noosa Site over a 30 day period.
Internal Consultation
The process for the development of the initial draft Corporate Plan has involved input and
consultation with the Mayor and Councillors via a series of facilitated workshops, review by the
Leadership Team and the opportunity for input from Managers and staff. The draft Corporate
Plan was also provided to all staff for comment.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
X Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 10 of 28
Section 11
ATTACHMENT 1
Page 11 of 28
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Page 12 of 28
Acknowledgement of country
Noosa Council would like to respectfully acknowledge the Kabi Kabi people as the traditional
custodians of the lands and waters that form the region we call Noosa. Council pays its respects to
elders past, present and future and welcomes the ongoing role that indigenous people play within
the Noosa community.
© Noosa Council 2017
www.noosa.qid.gov.au
General Enquiries:
By telephone: (07) 5329 6500
By email: [email protected]
Fax: (07) 5329 6501
Street Address: 9 Pelican Street, TEWANTIN
Postal address: PO Box 141, TEWANTIN QLD 4565
Endorsed by Noosa Council 19 January 2017. Update endorsed by Noosa Council 20 September 2018.
am NOOSA Noosa Council | Corporate Plan 2017-2037
mo COUNCIL Page 2
Page 12 of 28Section 13
Page 13 of 28
Introduction 4
The Noosa Shire story 5
Noosa Vision 2037 7
Our purpose 8
Corporate Planning Framework 9
Achieving our goals 10
Theme 1: The Noosa Environment 10
Theme 2: The Noosa Community 11
Theme 3: The Noosa Economy 12
Theme 4: Long term planning for Noosa Shire 13
Theme 5: Excellence as a Council 14
Monitoring performance 15
Page 13 of 28Section 14
Page 14 of 28
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Page 15 of 28
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shire stor
To putin context our vision for the future of
Noosa Shire, it is important to understand
our history, our journey and our story.
During the 1990s and 2000s, Noosa Shire also
focused on building community capacity. This
Noosa Shire covers an area of 870 km?. The land is included the development of major community
Kabi Kabi land and was looked after for thousands of infrastructure such as libraries, an aquatic centre
years by the Kabi Kabi people. and sporting facilities.
The early settlement period saw a focus on timber However, the focus was on more than just
and fishing as well as being a gateway to the Gympie community infrastructure. There was significant
goldfields. focus on community engagement, with the Noosa
community becoming intimately involved in decision
Noosa Shire story began to emerge. 2000s, the focus began to include the diversification
; . . of the Noosa economy. This was a natural evolution
Like many coastal communities, Noosa was facing towards an emphasis on the triple bottom line. The
choices about how/it would develop. The,1960s Shire developed its first economic plan and sought
and 1990s, saw significant environmental, battles to encourage smart industries that would reduce our
where the Noosa community fought to retain Noosa reliance on tourism
Shire as a unique place — unfettered by rampant
development. There was a real sense of alignment between the
; : ; Council and the community in the 2000s. This was
These environmental battles defined that period and highlighted when the State government decided to
culminated in the 1997 Strategic Plan. This provided amalgamate Noosa Shire with shires to the south
a town planning framework to ensure that Noosa The Noosa community fought to stop that decision
would differentiate itself from other places. in 2008 and rallied to protect their Shire. Despite
. . . failing to win the initial campaign in 2008, the Noosa
The concept of a population carrying capacity was a . . .
: ; ‘ wee om community did not give up and continued the fight for
introduced together with height limits on buildings. s : : ; 3
: i ‘ what they believed in. This culminated in the Noosa
Noosa Shire focused on the “Noosa look and feel : : 5
: : Shire being re-established on 1 January 2014.
design of public spaces.
, ; a : , The first term of the new Council was focused on
Noosa Shire was an innovator at this time, introducing , ‘ '
a re-establishment — getting the new Council up and
outdoor dining to Queensland. The focus was both s 5 -
on protecting the natural environment and also fanning: ‘There was a strong emplaslson Paluiny
P g . . . . a sound financial platform to ensure Council’s long
creating a special built environment for Noosa Shire. Sa
term sustainability.
Page 15 of 28Section 16
Page 16 of 28
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Where we are today
We are an aging community, with more than 23% of Our economy is dependent on tourism and retail, and
the population over the age of 65. This compares to while our tourism market has been booming in recent
the Queensland average of 14%. We have an active years, this has put pressure on local infrastructure
community with strong networks of community groups including our transport system.
and volunteers.
The median annual famliy income in Noosa is $72,956
Our Noosa River has an A rating for water quality, and which is lower than the State average of $86,372. At
226km* of the Shire (about 26%) is protected as either 4.4%, our unemployment rate is currently better that
National Park or environmental reserves. Climate the State average of 6.1%.
change is a particular challenge for councils like ours
that have significant coastlines.
While we have good biodiversity compared to other
SEQ areas, some of our high profile fauna are under
pressure including fish stocks and koalas.
. . t t . ¢ Noosa Residents Age fl t
0-14 years
odd 16.4% @ Qld 19.7%
Population
P alah 15-24 years rears
wy, 9.3% © Qld 13.4%
54,736 Median Age
represents , eople 65+ years
¢rep ts 10,000 peopl 23.3% mOld 14.7% Qld 37 years
@) Median 3 bedroom house rent
as] $465/wk Noosa
Unemployed Median Total Family $350/wk Qld
Annual Income Baluntoers
_ $72,956 Noosa 21% Noosa
4.4% Noosa
6.1% Qld $86,372 Qld ¥ { 18.8% Qld
am NOOSA Noosa Council | Corporate Plan 2017-2037
mom Kecuners Page 6
Page 16 of 28Section 17
Page 17 of 28
The purpose of a vision is to create an aspirational To do this, we need to successfully adapt to
goal for the future. A vision sets the tone for future whatever challenges arise. If we do that well, we
planning and thinking. will be “different by nature”.
If we are successful in attaining this vision, then Our vision is underpinned by our Council’s beliefs.
we would see that by 2037, Noosa Shire will When working towards our Noosa Vision 2037, we
have achieved the long term goals set out in this will focus on:
Corporate Plan.
Respect Inclusion
Respect for the diversity of Access to participatory and
opinions and beliefs in our democratice processes
community
Responsiveness Authenticity
As a Council, being connected Understanding our history and
with our community learning from our past
Noosa Council | Corporate Plan 2017-2037
eels -d
Page 17 of 28Section 18
Page 18 of 28
As a Council, it is important to be clear about our own organisation’s role and purpose. It defines why
we do what we do and how we do what we do as a Council.
We believe that our purpose as a Council is:
“Working with our community to shape Noosa Shire’s future”
In practice, we believe that this means that as a Council we will:
1. Provide excellence in customer service
2. Engage with our community using best practice
3. Provide quality local government services to the Noosa community
4. Provide good governance and act ethically
5. Be transparent in all of our dealings
6. Look after community and natural assets
7. Manage community funds wisely
8. Beas one with our community.
Our Noosa Council staff have together defined how we want to operate as a Council:
“Noosa Council is a supportive and passionate team built around openness and informality.
We value:
COMMUNITY - Working hand in hand with our community
INNOVATION - Striving for better ways to do things
SUSTAINABILITY - Managing environmental, social and economic resources for the future”
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® | NOOSA Noosa Council | Corporate Plan 2017-2037
COUNCIL sia bed
Page 18 of 28Section 19
Page 19 of 28
Our corporate planning framework links together the various components of our corporate planning
process to illustrate how our teams and individuals contribute to the success of our organisation.
Each year Council will focus on its Operational Plan and Budget to ensure that; the key focus areas
identified in the Corporate Plan are prioritised during Council’s annual budget process; resources are
identified to bring the key focus areas to fruition; and performance measures are identified to monitor
progress. Progress in implementing this plan will be reported to Council on an annual basis.
Noosa Council | Corporate Plan 2017-2037
eee te [=a]
Page 19 of 28Section 20
Page 20 of 28
Achieving our goals
To advance our Noosa Vision 2037, we have identified five themes. Within each theme are:
» Key focus areas — actions that are to be undertaken in the first 5 years. These key focus areas will feed
into the Council’s annual Operational Plan and Budget process as specific projects to assist in advancing
towards the 20 year goal. The key focus areas will be reviewed after 5 years.
* 20 year goals — the longer term aspirations for the Noosa Shire. If we successfully achieve our key focus
areas we should be able to successfully work towards our 20 year goals.
Theme 1: The Noosa Environment
‘Key focus areas 2017-2022
|. Adopt an overarching Environment Strategy.
2. Revitalise the Noosa River Plan.
3. Implement Council’s Zero Emissions Strategy.
4. Adopt and implement the following plans that form part of our Environment Strategy - Biodiversity
Plan, Bushfire Management Plan, Coastal Management Plan, Flood Management Plan, Koala
Conservation Plan, Waterways and Wetlands Management Plan, Open Space Plan and Waste
Reduction and Recycling Plan.
5. Reinforce our Noosa design principles and Noosa style.
6. Manage development within the Noosa Shire in accordance with Noosa’s desired environmental
outcomes.
7. Plan our response to Climate Change.
TAU Cr Lee
* The Noosa River is clean, has abundant fish life and maintains its A rating.
* Integrated catchment management practices have improved our waterways and wetlands.
* Noosa Council has achieved its Zero Emissions target.
* Our Koala population is increasing.
» Biodiversity in Noosa Shire has been preserved.
* The amount of waste being disposed of in landfill is negligible.
» Noosa Shire is better prepared for Climate Change.
* Our Noosa design principles shape the overall look and feel of our distinctive built environment.
* Development in the Noosa Shire is in accordance with our desired environmental outcomes.
* The Noosa natural environment is protected and enhanced.
COUNCIL th
Page 20 of 28Section 21
Page 21 of 28
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Page 22 of 28
Theme 3: The Noosa Economy
20 year goal: Our economy is diverse and resilient
|. Implement the Noosa Local Economic Plan.
2. Provide support for a sustainable tourism sector.
3. Develop programs to foster growth in key industry sectors by working collaboratively.
4. Support the growth of our education and research sector.
* Our net household incomes are higher than the State average.
* Our unemployment rate is lower than the State average.
* Our local economy produces more than it consumes.
* Noosa has a thriving economy across our preferred industry sectors.
* Businesses take the lead role in driving our economy.
* High value, low impact businesses that align with our Noosa brand are attracted to Noosa.
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xm” NOOSA Noosa Council | Corporate Plan 2017-2037
mom Keouxer oer
Page 22 of 28Section 23
Page 23 of 28
Theme 4: Long term planning for Noosa Shire
20 year goal: Noosa Shire is well managed and sustainable
Key focus areas 2017-2022
|. Adopt a new Town Planning Scheme.
2. Implement an integrated Transport Strategy that encourages alternative transport usage and reduces
our dependence on private motor vehicles.
3. Implement the Noosaville Foreshore Land Use Management Plan.
4. Ensure effective service planning processes are in place.
5. Develop and report on community sustainability indicators.
6. Meet the principles of the UNESCO Man in the Biosphere Program.
7. Establish functional Asset Management Plans for all Council asset classes.
8. Undertake long term financial sustainability planning incorporating Asset Management Plan
outcomes.
In 20 years ...
* Our Planning Scheme continues to effectively manage growth and ensure that Noosa maintains its
village look and feel.
» Noosa is no longer dependent on the private motor vehicle as its primary mode of transport.
* Our plans and strategies are aligned and consistent.
» The Noosa brand remains widely recognised, strong and authentic.
* Noosa Shire is an exemplar of sustainable living with an appropriate focus on natural, social and
economic capital.
* Council remains financially sustainable with efficient services that are responsive to the needs and
priorities of the community.
* The Noosa Biosphere® Reserve is recognised as exceeding UNESCO requirements for Biosphere
Reserves.
* Our community assets are being maintained in accordance with our planned asset management
program and our asset management plans are linked to our budgets and long-term financial plan.
Noosa Council | Corporate Plan 2017-2037
Page 13
Page 23 of 28Section 24
Page 24 of 28
Theme 5: Excellence as a Council
20 year goal: The Noosa Shire community is proud of its Council
Pm ORC iar r)
|. Maintain a focus on excellence in Customer Service and improved service delivery. |
2. Maximise financial opportunities for Council land holdings for the purpose of maximising non-rate
revenue.
3. Further develop systems to promote continuous improvement.
4. Embed corporate values into the organisational culture.
5. Improve online customer interface services.
6. Continue to meet or exceed all statutory financial ratios and key operational targets.
7. Ensure that workforce planning is in place across the organisation.
8. Improve and maintain the safety and wellbeing of employees.
9. Enhance opportunities for the community to engage with the Council and ensure community
engagement best practice is embedded in Council operations.
10. Ensure that Council business activities remain competitive and profitable.
||. Ensure that Business Continuity Plans are developed and tested.
12. Strengthen Council's governance framework and develop leadership potential.
13. Embed risk management practices into decision making processes.
In 20 years ...
» Weare considered “financially strong” by the Queensland Government.
» Our customer service is recognised for meeting our community expectations.
* Council is an employer of choice.
* There are multiple channels available for the community to interact with Council.
* Council has inspirational and transparent leadership based on integrity, and highly ethical conduct is
embedded in Council’s culture.
* Council operates successful business activities.
» Best practice risk management practices are embedded in decision making.
* Our community believes that they can partner and collaborate with our Council to achieve great
outcomes.
mo COUNCIL CRE
Page 24 of 28Section 25
Page 25 of 28
To monitor performance, Council will establish a hierarchy of performance indicators as follows:
* Community indicators - indicators that monitor the state of our community based on our
environment, economy, community and governance that are reported to Council annually and
included in Council’s Annual Report.
* Corporate Plan indicators - measure progress with Council's Corporate Plan with a particular
emphasis on key focus areas. Reported to Council annually by the CEO and included in Council’s
Annual Report.
* Management indicators - Operational Plan progress report and management key performance
indicators are provided to Council by the CEO on a quarterly basis.
Noosa Council | Corporate Plan 2017-2037
Page 15
Page 25 of 28Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
3 COUNCIL MEETING SCHEDULE 2019
Author Executive Assistant to the CEO, Kylie Harris
CEO’s Office
Index ECM/ Subject/ Council Meetings General
Attachments 1. Council Meeting Schedule 2019
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Executive Assistant to the CEO to the Services & Organisation
Committee Meeting dated 11 September 2018 and approve the Council meeting dates for 2019 as
set out in Attachment 1 to the report.
REPORT
At the Post Election Meeting on 5 April 2016, Council adopted its Council meeting structure
incorporating three Standing Committees and an Ordinary meeting. The meeting structure has
remained unchanged since that time with meetings being held on a monthly cycle.
In consultation with the Mayor and CEO, a draft Council Meeting Schedule for 2019 has been
prepared for Council’s consideration (refer to Attachment 1). No changes have been proposed to
the existing arrangements.
As per previous years, the first meeting round of the year (January) will only consist of a General
Committee Meeting (14 January) and an Ordinary Meeting (17 January). There won’t be a
Planning & Environment Committee or Services & Organisation Committee meeting held in
January. This is due to the timing of report deadlines conflicting with the Christmas/ New Year
period and the availability of staff over this time.
Previous Council Consideration
Ordinary Meeting, 21 September 2017, Item 1, Page 12
That Council note the report by the Personal Assistant to the CEO to the Services & Organisation
Committee Meeting dated 12 September 2017 and approve the Council meeting dates for 2018 as
set out in Attachment 1 to the report.
Finance & Risk
Nil.
Page 26 of 28
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Attachment 1 has been drafted in consultation with the Mayor and CEO.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
X Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 27 of 28
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 SEPTEMBER 2018
ATTACHMENT 1
Page 28 of 28
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