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2015-03-31 Planning & Organisation Committee Agenda
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AGENDA
Planning & Organisation
Committee Meeting
Tuesday, 31 March 2015
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Noel Playford, Tony Wellington, Frank Wilkie
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Full text of the other 52 sections
Section 2
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
PLANNING & INFRASTRUCTURE DEPARTMENT REPORTS 3
Building & Plumbing Services 3
1 BUILDING STATISTICS REPORT FOR COUNCIL 3
Strategic Land Use Planning 6
2 UNITYWATER'S NETSERV PLAN AND DEMAND MODELLING AND
TRACKING TOOL 6
CORPORATE SERVICES DEPARTMENT REPORTS 10
3 INVESTMENT IN POWER CORRECTION FACTOR EQUIPMENT AT FIVE
COUNCIL SITES 10
4 UPDATE ON PLANT AND FLEET REPLACEMENT PROGRAM 14
Finance 18
5 FINANCIAL PERFORMANCE REPORT - FEBRUARY 2015 18
Property and Facilities 28
6 POTENTIAL TRANSFER OF POMONA BUILDING TO NOOSA AND DISTRICT
LANDCARE GROUP INC. - FURTHER REPORT 28
EXECUTIVE OFFICE REPORTS 32
7 AMENDMENT TO COUNCIL'S STANDING ORDERS - ELECTRONIC
PETITIONS 32
8 COMPLAINTS ABOUT THE PUBLIC OFFICIAL POLICY 35
Economic Development 43
9 LOCAL ECONOMIC PLAN 43
Governance 49
10 DELEGATION OF AUTHORITY: PROCUREMENT & CONTRACTING 49
CLOSED SESSION -
Page 2 of 53
Section 3
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
PLANNING & INFRASTRUCTURE DEPARTMENT REPORTS
(Planning & Development Sections only)
Building & Plumbing Services
1 BUILDING STATISTICS REPORT FOR COUNCIL
DOCUMENT INFORM AT ION
Author Building and Plumbing Officer, Rob Wibrow
Planning & Infrastructure Department
Index ECM /Subject /Building and Plumbing Management /Building Relaxations
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Building and Plumbing Services Officer to the Planning &
Organisation Committee Meeting dated 31 March 2015 providing the quarterly statistics on
decisions in relation to building relaxations and comparisons with the previous quarter statistics.
REPORT
The purpose of this report is to provide Council with quarterly statistics with regard to building
relaxation applications. The statistics provided within this report cover the quarterly periods from
1 July 2014 to 31 December 2014.
Background
Council’s Building and Plumbing Services area has the responsibility for the management and
assessment of building applications as the referral agency assessor. The decision process for
these applications is undertaken with the intent to meet the requirements within the Noosa
Planning Scheme, which includes assessment against the Detached House Code and Building
Works Code and in some circumstances Queensland Development Code - MP1.2.
Referral Agency Building Activities (RAB)
Council’s Building and Plumbing Team review RAB applications on behalf of Council. These
activities include the assessment requirements for design and siting which covers boundary
encroachments and site cover provisions for single dwellings and associated buildings on all
domestic land.
Process Review
The Branch has implemented a more consistent approach across all activities and functions. This
includes a revised assessment approach using new templates in reviewing referral (RAB)
applications.
Page 3 of 53
Section 4
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
This new consistent approach can be seen to be reflected in Table 1 below, with a greater
number of applications being issued with conditions. Conditions are placed on applications to
ensure any development design reflects all the applicable performance provisions of the relevant
Code for the life of the development.
The following table provides details on the applications received and reviewed during the
previous two quarterly periods. Key statistics are highlighted as follows:
1 October to 31 December 2014
84% of applications received have been approved;
14% of these applications have been approved without conditions;
70% of these applications have been approved with conditions;
Only 1 application has been refused; and
3 applications (7%) are awaiting a decision.
1 July to 30 September 2014
83% of applications received have been approved;
61% of these applications have been approved without conditions;
22% of these applications have been approved with conditions;
Only 1 application has been refused; and
5 applications (11%) are awaiting a decision.
Quarterly Referral Agency (RAB) Statistics Table 1
Quarterly Referral Agency (RAB) Statistics 1 July to 30 1 October to
Sept 2014 31 Dec 2014
Total applications received 46 44
Application Stage
Applications received waiting assessment. 2 0
Undecided applications
Applications which are still at information request stage: Application 5 3
lodged and information request sent by Council to applicant and
waiting reply.
Cancelled Applications
Applications cancelled at the request of the Applicant. 1 3
Approved without conditions:
Properly made applications with only minor issues (e.g.; landscaping, 28 6
balustrading, dual road frontage), all of which are in line with the
performance outcomes of Planning Scheme.
Approved with conditions
Applications approved which require advice and monitoring to ensure 10 31
particular outcomes of the Planning Scheme are met.
Refused applications
Application refused: Application does not meet the requirements of the 1 1
Planning Scheme, e.g. detached house code, Queensland
development code and building works code.
Appealed applications
Council’s decision process called up at the State Government Building 0 0
Development Dispute Resolution Tribunal.
Page 4 of 53
Section 5
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Finance
Nil.
Consultation
Internal Consultation
Nil.
External Consultation
Nil.
Departments/Sections Consulted:
Community Services X Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 5 of 53
Section 6
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Strategic Land Use Planning
2 UNITYWATER'S NETSERV PLAN AND DEMAND MODELLING AND TRACKING TOOL
DOCUMENT INFORM AT ION
Author Principal Strategic Planner, Rowena Skinner
Planning & Infrastructure Department
Index ECM\Subject\Infrastructure Planning (Regional/State)
ECM\Customer\Unitywater
Attachments Nil
EXECUTIVE SUMMARY
This report provides information on the Demand Modeller and Tracking Tool (DMaTT) developed
by UnityWater to inform the Water Netserv Plan with respect to forecast demographic and
planning changes.
UnityWater is seeking Councils endorsement of these projections to be included in the Netserv
Plan as being consistent with Councils own planning assumptions.
RECOMMENDATION
That Council note the report by the Principal Strategic Planner to the Planning & Organisation
Committee meeting dated 31 March 2015 and endorse the planning assumptions contained
within the Water Netserv Plan as generated through the development and continual improvement
of UnityWater’s Demand Modelling and Tracking Tool.
REPORT
1. Background
The South-East Queensland Water (Distribution and Retail Restructuring) Act 2009 legislates
that all South East Queensland water service providers must have a Water Netserv Plan. This
document is intended to provide strategic planning forecasts for future water supply and
sewerage services for the next 20 or 30 years, including any infrastructure delivery needed for
growth in the particular region.
Under section 99BR of the SEQ Water (Distribution and Retail Restructuring) Act 2009, Part A of
UnityWater’s Netserv Plan must be endorsed by each participating council “as being consistent
with the planning assumptions for its local government area”. Planning assumptions are
generally those relating to population and employment growth as well as the type, scale, location
and timing of development.
There has been criticism of current manual forecasting methods with noticeable deviation
between UnityWater’s forecasts and those of the three Councils within whose local government
areas they operate. UnityWater has developed a demand modeller and tracking tool (DMaTT) in
an attempt to develop and implement an automated demand modelling, forecasting and tracking
tool that provides robust, consistent, transparent and repeatable demand projections.
Page 6 of 53
Section 7
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
The DMaTT has been developed in-house by UnityWater over the last few years and Noosa
Council officers have assisted in refining the tool for its application to the Noosa shire areas since
October 2014.
The DMaTT has the ability to prepare baseline, projected and ultimate development data for
dwellings, population, non-residential floor space, employment and network demand. This
information is at a property level of detail and can be summarised and displayed at any scale
(e.g. Priority Infrastructure Area, planning scheme locality, social plan locality, business centres,
catchments for infrastructure grant applications etc). As such, it is potentially a very useful tool
for not only UnityWater’s purposes but also Council’s.
2. Potential Application of DMaTT
DMaTT will be used to provide demand projections for network master plans, the Netserv Plan
and UnityWater’s Capital Works Plan as well as their revenue forecasting. It will also be used by
UnityWater for scenario planning (including in the face of different growth projections or
development scenarios/proposals), tracking of demand and development approvals and to inform
future water supply and sewerage service areas.
UnityWater considers that across their service area DMaTT will be useful in highlighting areas of
spare capacity in existing trunk infrastructure in order to inform discussions about integrating land
use and infrastructure planning. This may prove helpful in the preparation of the next planning
scheme. Further, it could also be a useful tool for Council’s forward planning in infrastructure
delivery, economic development and community development.
3. How does it work?
DMaTT relies on various information inputs to prepare growth forecasts. These include:
Existing land use data: rigorous assessment based on Council’s rating data, air photos,
ground-truthing, and online business data;
Development approvals: initially from planning on line but then cross-checked by
development planners;
Planning scheme zones, constraints and development parameters (for instance allowable
land uses, residential density, site cover/GFA limitations and overlays);
Infrastructure Agreements;
Population and GFA projections provided by Department of Treasury and Trade (particularly
the medium series population projections which are due to be updated later this year); and
GIS data showing easements and other forms of development constraints.
Using this data it determines the ultimate development possible under the current planning
scheme, sequences development (in 5 year increments based on supply and market realities)
and calculates the projected development demand on infrastructure.
Page 7 of 53
Section 8
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
The following figure summarises this process.
Since October 2014, Council officers have spent time working with UnityWater, reviewing and
refining the input data to the DMaTT and checking the assumptions generated. The model is
dynamic and will be continually updated as construction occurs, development approvals are
granted, and State projections are released (roughly every two years).
There are areas of challenge, for instance between whether dwelling units are permanently
occupied or are short term visitor accommodation. A “best guess” approach has been used from
a variety of indicators however, with any such system, it will never be perfectly accurate.
Also the extent to which development constraints shown in overlays actually constrains
development is not easy to predict as it is not until a detailed development proposal complete
with geotechnical, environmental or engineering solutions comes forth for Council assessment
that the development capacity of the site can be fully determined.
Notwithstanding these limitations Council officers are satisfied this is a sound and useful tool and
can see its usefulness in reviewing the Local Government Infrastructure Plan (existing PIP) and
other forward planning.
Page 8 of 53
Section 9
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
4. Relationship with Council’s Infrastructure Planning obligations
Council is required under current legislation to prepare a Local Government Infrastructure Plan
(LGIP). The Statutory Guideline that directs the preparation of LGIPs allows that where the local
government has a distributor-retailer under the South East Queensland Water (Distribution and
Retail Restructuring) Act 2009 (e.g. UnityWater), the planning (e.g. plans for trunk infrastructure
and desired standard of service) for water and wastewater trunk infrastructure networks will be
included in the relevant water Netserv plan and that accordingly there is no requirement for these
networks to be included in the LGIP.
However, the planning assumptions within the Netserv plan must be consistent with Council’s
LGIP. The Statutory Guideline requires this to be documented through the LGIP checklist and
appointed reviewer’s statement.
Once agreement is reached between Council and UnityWater on the DMaTT data, it will deliver
the necessary information to provide the necessary LGIP sections for “Population and
employment growth”, “Residential dwellings and non-residential floor space” and associated
“Infrastructure demand” for each network. This in turn will provide a platform for informing the
planning of each infrastructure network.
Previous Council Consideration
At the Planning & Organisation Committee of 20 May 2014 Officers reported to Council on the
Utility Model and UnityWater’s Interim Connection Policy. At the time Council was advised that
the Policy did not fully address the planning assumptions for Noosa Shire. Specifically it did not
adequately address the type, scale, location and timing of future development. As a result
Council resolved to conditionally endorse the Interim Connection Policy subject to a number of
amendments including that closer alignment with Noosa Council’s future development
assumptions be incorporated.
At the Planning & Organisation Committee of 19 August 2014 Council was informed of the
legislative amendments and the requirement for amendment of Council’s current PIP to a LGIP in
compliance with the new Statutory guideline 03/14 “Local government infrastructure plans”.
Finance & Risk
The current legislation requires every local government to have a fully compliant LGIP in place by
1 July 2016 to continue Council’s infrastructure conditioning and charging powers. This currently
represents approximately $1.5 to $2 million per annum in estimated future revenue.
Failure to reach agreement with UnityWater on DMaTT will jeopardise preparation of the LGIP
within the current timeframe.
Consultation
Nil.
Departments/Sections Consulted:
Community Services X Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health X DA Planning
Community Facilities X Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
Page 9 of 53
Section 10
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
CORPORATE SERVICES DEPARTMENT REPORTS
3 INVESTMENT IN POWER CORRECTION FACTOR EQUIPMENT AT FIVE COUNCIL
SITES
DOCUMENT INFORM AT ION
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/Financial Management/Electricity Accounts
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Planning & Organisation
Committee Meeting dated 31 March 2015 and, subject to final confirmation of the acceptance of
Energex’s regulatory pricing proposal by the Australian Energy Regulator, approve new capital
expenditure up to a total of $45,000 in relation to power factor correction equipment at five (5)
Council sites with the funding to be sourced at the 3rd quarter budget review.
REPORT
Beginning on 1 July 2015, Energex is proposing to change how network tariffs are calculated for
some large business customers (including Council), and are offering subsidy funding to assist
customers to manage the financial impacts of these changes. Council has an opportunity to
invest in equipment that will improve the efficiency of electricity usage at several sites with large
electricity usage to reduce the financial impact of Energex’s proposed network tariff changes.
Detailed and robust financial analysis has been undertaken to examine the cost benefit
associated with the investment in power factor correction (PFC) measures. The findings of the
financial analysis indicate the financial viability of investing in power factor correction equipment
at five (5) Council sites.
Power factor correction (PFC)
Power factor is a measure of how effectively electrical power is being consumed at a site and is
measured as a ‘dimensionless’ number in the interval of -1.0 to 1.0.
It is measured as a ratio of the real power flowing to the load, to the apparent power in the circuit.
Apparent power (kVA – kilo volt-ampere) is the actual power supplied to a site, whilst the real
power (kW – kilo watts) is the power consumed at the site. Power supplied to a site that is
absorbed and not used is referred to as reactive power, a measure of ‘unproductive power’.
Requiring reactive power for the operation of equipment and / or motors results in a low power
factor and decreased efficiency.
It is widely accepted that a power factor of 0.95 or higher (closer to 1.0) demonstrates an efficient
use of power, whilst a power factor of less than 0.9 can lead to a higher than necessary amount
of power being supplied to a site (refer Figure 1).
Page 10 of 53
Section 11
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
PFC involves improving low power factors by installing equipment (capacitor banks) that supply
the necessary reactive power and improve the power factor closer to 1.0.
Network Demand Charges
Council has nine (9) sites which are classed as large users (usage greater than 100MWh per
year). The electricity expenditure at these sites is attributed to energy costs, network charges and
market/ancillary charges, and is approximately $500k per year.
Network charges are set by, and paid to Energex, including a demand charge component that is
intended to reflect a customer’s usage and impact on the network. Currently, the demand charge
is based on the maximum electrical demand (kW) at a site during each monthly billing period.
Within Energex’s 2015-20 regulatory pricing proposal submitted to the Australian Energy
Regulator, Energex is proposing the introduction of a demand charge that is based on kVA
($/kVA), describing that a network charge based on kVA is a more accurate measure of a
customer’s impact on the electricity network.
Given that kVA can be reduced by improving the power factor at a site, it is appropriate for
Council to examine if capital expenditure in relation to PFC measures to reduce network charges
offers a sound investment opportunity for ratepayers.
Importantly, Energex has recognised that business will look to invest in PFC measures to reduce
the cost impact of the changed method for network charges, and is offering the opportunity to
receive funding to assist with the installation of PFC equipment that will correct supply
inefficiencies while also reducing peak demand on the electricity network.
Cost Benefit Analysis
To test the cost benefit of PFC investment at Council’s large sites, analysis was undertaken
using a 3 year discounted cash flow approach (i.e. net present value methodology). Net present
value (NPV) is used to analyse the financial viability of an investment or project by comparing the
current capital investment to the present value of future cash inflows and outflows. A positive
NPV generally suggests a project is financially viable.
For assessment of investment in energy efficiency upgrades, a 3 year NPV was used as it allows
for an appropriate amount of time to compare the expected cost savings in future years to the
value of the upfront capital cost. 3 years is also considered a conservative time period over which
to make assumptions regarding expected future cost savings. Longer term investment analysis
carries more risk as key assumptions are more uncertain and may distort analysis outcomes.
Key aspects and assumptions of the cost benefit analysis include:
Inclusion of Council’s nine (9) large usage sites;
A period of three (3) financial years (2015/16, 2016/17 and 2017/18);
A discount rate of 6.46% (Commonwealth Government 10 year bond rate plus 3.5%);
Expected future monthly power consumption based on current usage trends (the power factor
and kVA for each site differs each monthly billing period – the analysis uses the power factor
and kVA recorded from each month in 2014 to allow for fluctuations due to seasonality and
intensity in use at each site);
Amount of reactive power (kVAr) needed to improve the power factor to 0.95 (as a minimum
acceptable power factor);
Future cost of network demand charges based on kVA ($/kVA) using Energex’s proposed
rates over the next five financial years;
Page 11 of 53
Section 12
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Future savings in network demand charges if the power factor improves to 0.95 and kVA is
reduced,
Indicative capital costs for the supply, installation and commissioning of PFC units (provided
by Council’s current electricity retailer), and
Expected Energex subsidies.
The analysis produced an NPV for each site. A positive NPV indicates a financially sound
investment opportunity. Several sites returned a negative NPV, either an indication that
investment in PFC is not suitable, or due to the site already trending a power factor of 0.95 or
greater with no reason to invest in improved efficiency. Five (5) sites produced a positive NPV
over three years, totalling $15,833.
The indicative capital cost for investment at these sites is $34,500, reduced to $29,383 by
proposed Energex subsidies totalling $5,117. The present value of cost savings from more
efficient use of electricity is $45,216, demonstrating that the cost savings achieved in the first
three years after installation fully fund, and exceed the upfront capital cost.
These sites are:
The J – Lot 2 60 Noosa Drive, Noosa Heads;
Noosaville Depot – Lot 902 183 Eumundi Noosa Road, Noosaville;
Lock and Weir system – 2 Mill Street, Noosaville;
Leisure Centre – Wallace Park, 2 Eumundi Noosa Road, Noosaville; and
Aquatic Centre – Lot 1 6 Girraween Court, Noosa Heads.
It is noted that an overall capital cost of $45,000 (reduced to $39,833 after the application of the
proposed Energex subsidies) would still achieve an overall positive NPV at the selected sites.
Given that the capital costs are indicative at this stage, the recommendation is for capital
expenditure up to a total $45,000 if required (as a positive NPV would still be achieved at each
individual site).
With respect to the capital investment in PFC equipment at the Noosa Waters lock and weir
system, the current levy would be used as a funding source given the ongoing electricity cost
savings will directly benefit those properties utilising the lock in the Noosa Waters estate.
Cost Benefit Summary
Figure 1 summarises the findings of the cost benefit analysis, highlighting that annual cost
savings in the magnitude of $15k per year will continue even after the initial capital investment is
fully compensated by cost savings in the first 3 years.
Figure 1. Cost benefit summary
Page 12 of 53
Section 13
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Procurement
Council has provided an invitation to quote to four (4) suitably qualified suppliers, with
submissions due on Thursday 26 March 2015. The firm pricing received from suppliers will be
entered into the cost benefit analysis model to confirm the suitability of capital investment in PFC
at these sites. Given the timing of Council meetings and the logistics of procuring and installing
the PFC equipment and then securing the subsidies available (ending 30 June 2015), it was
deemed prudent to provide this report to the 31 March 2015 committee meeting for
consideration.
Previous Council Consideration
Nil
Finance & Risk
A decision is expected shortly by the regulator regarding the Energex regulatory pricing proposal.
If the regulator dismisses the proposal there is no need for Council to invest in power factor
correction for the purpose of mitigating cost impacts. However, it is reasonable to consider this
unlikely particularly in the context of the detailed funding and reward programme already put in
place and operational by Energex.
Obviously any move to proceed with the purchase and installation of PFC equipment would need
to balance the risk around the regulators decision and also the lapse of the subsidy program
(although the loss of $5k in subsidy would not result in any changes in NPV outcomes that would
alter the decision to invest). It will be prudent to wait until the decision by the regulator is made
before commencing with any investment commitment.
In terms of the funding of the PFC equipment should the project proceed, the expenditure would
be considered capital in nature, and if approved would need to be sourced in the 3rd quarter
budget review.
Consultation
External Consultation - Community & Stakeholder
Energex representative in demand management delivery
Council’s current large site electricity retailer
Robyn Barrett (consultant).
Internal Consultation
Manager Procurement / Fleet
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
Executive Office x Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support x Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 13 of 53
Section 14
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
4 UPDATE ON PLANT AND FLEET REPLACEMENT PROGRAM
DOCUMENT INFORM AT ION
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/Procurement/Fleet and Plant
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Planning & Organisation
Committee Meeting dated 31 March 2015 providing an update on Council’s Plant and Fleet
Replacement Program.
REPORT
Following the establishment of Council on 1 January 2014 a comprehensive independent review
of Council’s plant and fleet function was undertaken to ensure that key issues were identified
early and appropriate mitigation measures put in place. A number of recommendations were
made surrounding fleet strategy, systems and structure, and these recommendations are being
progressively implemented.
Also included in the review was a comprehensive assessment of the current condition of
Council’s fleet and plant, with a 10 year replacement program developed for the 100+ items
owned by Council (excluding small plant items). The review identified that Council needs to
invest significantly over the next 5 years to renew its plant and fleet asset base, as a result of the
age and condition of plant and fleet items transferred from Sunshine Coast Council.
Figure: Plant and Fleet 10 Year Replacement Program May 2014
Page 14 of 53
Section 15
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
The fleet team has faced a number of challenges keeping plant and fleet operational given the
age and condition of the current fleet, with major maintenance required that has resulted in
downtime for a number of plant items. Fortunately the Civil Operations branch has been very co-
operative in ensuring that workarounds have been able to be implemented with only minor
impacts to service levels.
Further assessments of plant and fleet condition have been progressively undertaken by the
Fleet team, to update the initial assessments undertaken in early 2014, and also provide a firm
forecast for the 2015/16 budget. It should be noted that Council currently leases the majority of
its vehicle fleet (i.e. utes, sedans) which is a legacy of de-amalgamation. A strategy to replace
these leases with owned vehicles to reduce the overall cost to Council is currently being
implemented.
Replacement Program 2014/15 Budget
The 2014/15 budget included a plant and fleet replacement budget of $1.7 million. Some juggling
of the program has been required to accommodate operational requirements (i.e. purchase of a
vehicle for the electrician) as well as replacing damaged plant (i.e. roller). A thorough review has
also been undertaken of all existing plant and equipment, and to date 100 items have been sold
at auction recouping $200,000 in sale proceeds.
The table below outlines the status for each item included to be replaced in the program. $475k
of the budget has been expended replacing 6 items. The remaining $1.2 million will be spent or
committed before 30 June 2015 (note that plant and vehicle specification development has been
hampered by the recent focus by the Procurement and Fleet manager on assisting with
streamlining the delivery of infrastructure capital projects).
Item for Replacement Plant Category Procurement
Status
Isuzu 4x2 dual cab utility Light commercial vehicle Purchased
Hyundai iLoad van Light commercial vehicle
John Deer grader 670G Grader, Excavator
Kassboher Beach Tech 2000 beach General plant > $5,000
cleaner
Leica theodolite General plant > $5,000
Toyota Hi Ace van Light commercial vehicle
Isuzu truck Frr500 885LDN Truck - tipper, flat tray > 4.5T Specification
GVM completed and
Isuzu truck NPR400 780HGN Truck - tipper, flat tray > 4.5T tender in progress
GVM
Isuzu truck NPR400 785HGN Truck - tipper, flat tray > 4.5T
GVM
Isuzu truck NPR400 822HJS Truck - tipper, flat tray > 4.5T
GVM
Mitsubishi Flocon truck 995HEA Special truck, prime mover, street
sweeper, water cart, EPV, bus
Isuzu truck NPR200 Truck - tipper, flat tray > 4.5T Specification to be
GVM developed
Amman AP240 roller (damaged Backhoe, Loader, Roller,
beyond repair) Compactor, Bobcat
Hitachi 3T excavator Grader, Excavator
Isuzu water truck FV1400 Special truck, prime mover, street
sweeper, water cart, EPV, bus
Kubota BX1850 mid mount mower General plant > $5,000
Page 15 of 53
Section 16
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Item for Replacement Plant Category Procurement
Status
Polaris Ranger 4X437 General plant > $5,000
Trailer 081QPQ General plant > $5,000
Leased utility Light commercial vehicle
Leased utility Light commercial vehicle
Leased utility Light commercial vehicle
Leased vehicle Light commercial vehicle
Draft Replacement Program 2015/16 Budget
A draft replacement program has been developed for the 2015/16 budget based on the updated
condition assessments undertaken. Additional funds will be sought above those originally
identified in the fleet review primarily to replace the ageing street sweeper that was flagged not to
be replaced. The majority of items identified for replacement in 2015/16 are reaching the end of
their useful lives and are high value items used extensively for external service delivery.
Item for Replacement Plant Category
Toyota Landcruiser Troop Carrier Light commercial vehicle
Hino 916 truck 8500GVM Truck - tipper, flat tray > 4.5T GVM
Isuzu truck NPR 200 Truck - tipper, flat tray > 4.5T GVM
Isuzu truck F500 Truck - tipper, flat tray > 4.5T GVM
Isuzu truck NQR Truck - tipper, flat tray > 4.5T GVM
Hino truck ranger Truck - tipper, flat tray > 4.5T GVM
Isuzu truck NQR450 Truck - tipper, flat tray > 4.5T GVM
JCB 4X4930 backhoe Backhoe, Loader, Roller, Compactor, Bobcat
JCB 4CX backhoe Backhoe, Loader, Roller, Compactor, Bobcat
Scarab Mistral Hino street sweeper Special truck, prime mover, street sweeper, water cart, EPV,
FG1527 bus
Isuzu water truck FVZ1400 Special truck, prime mover, street sweeper, water cart, EPV,
bus
Previous Council Consideration
Nil
Finance & Risk
Appropriate levels of funding for plant and fleet replacement are required to ensure that levels of
service can be delivered to the community.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Nil
Page 16 of 53
Section 17
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
Executive Office X Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support X Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 17 of 53
Section 18
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Finance
5 FINANCIAL PERFORMANCE REPORT - FEBRUARY 2015
DOCUMENT INFORM AT ION
Author Manager Financial Services, Wayne Jensen
Corporate Services Department
Index ECM / Subject / 22.09 – Monthly Exception Report
Attachments 1. Statement of Comprehensive Income
2. Capital Works Schedule
EXECUTIVE SUMMARY
Overall financial performance for the 8 months to the end of February 2015 shows a favourable
year-to-date variance against budget. It should be noted that the revised budget figures adopted
by Council at the 12 March 2015 Ordinary Meeting are not included in the year-to-date figures as
at 28 February, but are reflected in the current budget figures in the attachments. A further
revision of the 2014/15 budget will be undertaken using the actual revenue and expenditure
figures as at 31 March 2015.
Summary Financial Performance Statements
Current Budget Actual Variance
YTD YTD YTD
$ $ %
Operating Revenue 76,779,758 77,093,172 0.4%
Operating Expense 53,905,094 51,965,056 3.6%
Operating Result 22,874,665 25,128,116 9.9%
Capital Revenue 2,658,828 2,614,701 1.7%
Net Result 25,533,493 27,742,817 8.7%
Capital Works Program
YTD Actual $5,717,588
Expenditure
YTD Actual
Remaining Capital $18,479,736 Expenditure
Expenditure 23.63%
Full Year Budgeted $24,197,323
Expenditure Remaining
Capital
Expenditure
76.37%
RECOMMENDATION
That Council note the report by the Manager Financial Services to the Planning & Organisation
Committee Meeting dated 31 March 2015 providing the February 2015 monthly financial
performance report.
Page 18 of 53
Section 19
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
REPORT
1. Operating Position
The operating surplus for the 8 months to date is $2.25 million ahead of the forecast, as depicted
in the graph below where the actual position (red line) has remained above the budget position
(blue line).
40,000 120,000
35,000
100,000
30,000
80,000
25,000
$,000
20,000 60,000
15,000
40,000
10,000
20,000
5,000
0 0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Accum Budget (RHS) Accum Actual (RHS)
2. Operating Revenue
Operating revenue is generally in accordance with budget forecasts, with 91% of the full year
budgeted revenue received.
30,000 35,000
25,000 30,000
20,000 25,000
20,000
15,000
15,000
$,000
10,000
10,000
5,000
5,000
0 0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
(5,000) (5,000)
(10,000) (10,000)
Budget Actual Accum Budget (RHS) Accum Actual (RHS)
Page 19 of 53
Section 20
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Detailed commentary for significant items appears below:
Rates – Current YTD revenue has achieved 98.3% of the full year budget, with adjustments
in the December budget review for waste charges and prepaid rates to be reflected in the
March 2015 performance report.
Fees and Charges – Fees and charges received totals 72% of full year budget (compared to
YTD benchmark of 67%). Development related activity, parking fines and search fees remain
ahead of forecasts, although general waste disposal fees are still trailing the YTD budget
forecast. All areas will be monitored for possible further adjustments to budgets in the next
review.
Interest Received – remains ahead of forecasts due to higher levels of cash available for
investment (adjusted in the December budget review), although the recent reduction in the
Official Cash Rate by the Reserve Bank Board will have an impact on revenue levels for the
remainder of the financial year.
Grants and Subsidies – the downward revision in the Commonwealth Financial Assistance
Grant will be reflected in the YTD budget in March, but overall receipts to date are in
accordance with budgeted levels.
Other Revenue – generally in accordance with budget predictions, with sale of waste
recyclables continuing to show a favourable variance compared to YTD budget.
3. Operating Expenses
Operating expenditure is generally below forecast levels and shows an accumulated favourable
variance of $1.9 million.
14,000 120,000
12,000 100,000
10,000
80,000
8,000
$,000
60,000
6,000
40,000
4,000
2,000 20,000
0 0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Accum Budget (RHS) Accum Actual (RHS)
Detailed commentary for significant items appears below:
Employee Costs – YTD actuals are generally in accordance with the revised forecast, noting
that the adjustments from the December quarter review will be reflected in the March YTD
figures. Allocation of internal labour to capital projects is a potential risk for the operating
budget, but with acceleration in the level of capital works delivery from March, it is expected
that this matter will be resolved by June 2015.
Materials and Services – contract services are generally behind budgeted levels, and will
continue to be monitored for possible review with the March quarter review.
Finance Costs – generally in accordance with budget, and with the credit card surcharge
applying from January, there has been a favourable impact on the net cost of merchant fees.
Depreciation expenses are currently running in accordance with budget forecasts.
Other Expenses – generally in accordance with budget (note that the refund of special rate
levies has been moved to this area, with the YTD budget to be reflected from March).
Page 20 of 53
Section 21
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
4. Capital Works Program
Year to date capital expenditure is $5.7 million against a revised (YTD) budget of $9.8 million.
This equates to approximately 24% completion of the 2014/15 capital program.
8,000,000 30,000,000
6,000,000 25,000,000
4,000,000
20,000,000
2,000,000
15,000,000
0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 10,000,000
-2,000,000
-4,000,000 5,000,000
-6,000,000 0
Budget Actual Accum Budget (RHS) Accum Actual (RHS)
Program managers have been working on methods to accelerate the delivery of the capital
program, with significant works commencing in March and expected to continue through until
June.
Detailed discussion of progress in the delivery of the capital works program is provided to the
Infrastructure and Services Committee. The attached schedule of capital works shows the
specific financial performance for each program.
5. Cash Management and Investment Performance
Council funds are invested in accordance with the adopted Investment Policy. Total cash on
hand as at 28 February 2015 was $73.7 million following the influx of funds associated with the
January rates levy. The investment portfolio is balanced across a number of institutions, as
shown in the graph on the left. The graph on the right shows the current risk profile using industry
credit ratings.
Suncorp Bendigo A2
8% 3% 3%
Westpac
A1
3%
8%
QTC
NAB 45% A1+
22% (QTC)
A1+ 45%
(Other)
44%
CBA
19%
Page 21 of 53
Section 22
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Due to higher than estimated cash balances, the actual interest revenue for the month was
$188,491 with a weighted average yield of 3.35% against the industry benchmark (UBS Bank Bill
Index) of 2.75%.
Previous Council Consideration
Nil
Finance & Risk
Ongoing reviews of all areas of Council’s budget occurs on a monthly basis to ensure that overall
financial sustainability targets are not compromised..
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
x Community Services x Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
x Executive Office x Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 22 of 53
Section 23
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
ATTACHMENT 1
Page 23 of 53
ATTACHMENT 1
Noosa Council
Statement of Comprehensive Income
For the Year Ended 30 June 2015
As at 28-Feb-2015
Budget Budget Actual Percentage
2015 YTD YTD Annual Budget
$ $ $ %
Revenue
Recurrent Revenue
Rates, levies and charges 59,447,555 60,515,037 59,496,339 100%
Fees and charges 9,950,717 6,520,619 7,211,745 72%
Dividend income 2,065,092 1,032,546 920,288 45%
Interest received 4,707,000 2,569,833 2,860,151 61%
Tax equivalents 775,526 330,301 271,429 35%
Other income 3,209,004 2,083,408 2,493,890 78%
Grants, subsidies, contributions and donations 4,976,512 3,728,014 3,839,330 77%
85,131,406 76,779,758 77,093,172 91%
Expenses
Recurrent Expenses
Employee benefits 27,690,256 17,940,618 16,825,600 61%
Materials and services 38,002,891 22,453,360 21,401,296 56%
Finance costs 2,524,711 1,764,707 1,645,082 65%
Depreciation and amortisation 16,079,160 11,682,312 11,684,076 73%
Other expenses 784,000 64,097 409,002 52%
85,081,019 53,905,094 51,965,056 61%
Operating Result 50,388 22,874,665 25,128,116
Capital Revenue
Capital contributions and donations 1,843,100 1,228,733 1,327,911 72%
Grants, subsidies, contributions and donations 2,905,000 1,201,428 1,187,178 41%
Other capital revenue 318,000 228,667 99,612 31%
Capital Expenses
Capital Expenses - - -
Net Result 5,116,488 25,533,493 27,742,817
Other Comprehensive Income
Increase / (decrease) in asset revaluation surplus - - -
Other Comprehensive Income - - -
Total Other Comprehensive Income - - -
Total Comprehensive Income 5,116,488 25,533,493 27,742,817
Page 23 of 53Section 24
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
ATTACHMENT 2
Page 24 of 53
Noosa Council ATTACHMENT 2
Capital Works Schedule
As at: 28-Feb-2015
Total 0 0 0 0.00%
Forward design for bridge rehab program 0 10,500 10,500 100.00%
Noosa Parade Munna Point Bridge - Investigations and interim 0 185,100 6,913 3.73%
Whole of Shire - annual bridge inspect 20,000 20,000 20,756 103.78%
Noosaville - Munna Point Bridge Stage 2 1,401,000 1,401,000 7,059 0.50%
Girraween Bridge Joint Replacement 0 50,000 0 0.00%
Total Bridges 1,421,000 1,666,600 45,227 2.71%
David Low Way, Beach Access 49 refurbishment 0 0 400 0.00%
Gympie Terrace and William Street Revetment wall and pathway 0 37,100 15,658 42.20%
Munna Point Holiday Park Bank Protection - Design 0 0 885 0.00%
Noosa Dog Beach SEMP Coastal monitoring 0 0 0 0.00%
Noosa Waters revetment walls - Stage 2a 0 46,910 46,910 100.00%
Noosaville - Gympie Tce / Williams St 40,000 60,000 14,252 23.75%
Sunshine Beach - beach access 35 65,000 35,696 36,249 101.55%
Teewah Beach - southern dunal restore 20,000 14,656 15,010 102.42%
Noosaville - Gympie Tce Foreshore 80,000 80,000 138 0.17%
Noosa Main Beach - Sand pumping pipe 50,000 50,000 590 1.18%
Noosa Waters - scour protection stage 2b 1,250,000 1,400,000 1,231,291 87.95%
Munna Point Foreshore Stabilisation 0 105,000 20,647 19.66%
Total Coastal Canals and Waterways 1,505,000 1,829,363 1,382,028 75.55%
Pomona Cemetery - niche wall 7,500 7,500 3,936 52.48%
Tewantin Cemetery - concrete beam 5,500 5,500 3,290 59.82%
Total Cemeteries 13,000 13,000 7,226 55.59%
Peregian Beach Land Acquistion 0 788,771 789,738 100.12%
Rufous St Precinct Redevelopment 0 130,000 132,723 101.94%
Total Commerical Land and & Property 0 918,771 922,461 100.40%
Peregian Surf Club Public Amenities - Planning & Design 0 14,800 0 0.00%
Noosa Leisure Centre — design and detail 10,000 10,000 3,766 37.66%
Kookaburra Park Public Amenities 55,000 55,000 945 1.72%
Mill Place Boiler House - stage 2 100,000 100,000 2,520 2.52%
Noosa Aquatic Centre - pool cleaner 20,000 13,352 13,352 100.00%
Noosa Leisure Centre - concertina door 25,000 0 0 0.00%
Noosa Library and NLC Plumbing 40,000 40,000 723 1.81%
Sunshine Beach Skate Park - block wall 22,500 26,499 27,533 103.90%
Whole of Shire - community light poles 155,000 75,000 0 0.00%
Whole of Shire- public toilet / sewerage 35,000 0 0 0.00%
Cooroy Butter Factory - condition assess 5,000 0 0 0.00%
Noosa Leisure Centre -upstairs flooring 60,000 0 0 0.00%
Noosa Regional Gallery - access 45,000 48,460 10,000 20.64%
Noosa Respite Centre - internal refurb 150,000 150,000 6,986 4.66%
Noosa Heads - lifeguard storage survey 75,000 0 0 0.00%
Tait Duke House - relocation 80,000 80,000 6,444 8.06%
Noosa Aquatic Centre 50m Pool Blanket Winch 0 9,457 9,457 100.00%
Cooroy Library Tactile Marker Placement 0 9,339 0 0.00%
Tewantin Spray Park Shade Sail 0 1,210 1,443 119.29%
Bicentennial Community Hall- School Toilet additional 0 24,000 19,500 81.25%
NAC leam to swim pool - pool cover replacement 0 18,000 0 0.00%
Total Community Facilities 877,500 675,116 102,668 15.21%
Tewantin Admin Building - Chambers Fitout 0 0 687 0.00%
Tewantin Council Office - roof rehab 30,000 30,000 0 0.00%
Noosaville Depot - replace generator 60,000 60,000 0 0.00%
Total Corporate Buildings 90,000 90,000 687 0.76%
Page 24 of 53Section 25
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Page 25 of 53
Original Current Year To Date % of Annual
Project Budget Budget Actual Budget Spent
Purchase of Biodiversity Land 0 0 145 0.00%
Cudgerie - Cedar Gully Pk water feature 22,000 49,332 49,332 100.00%
Noosa Trail Network 4 - bridge refurbish 40,000 40,000 6,016 15.04%
Noosa Trail Network 4 - Ringtail Creek 7,000 7,000 3,050 43.57%
Weyba Creek - bank erosion restoration 220,000 20,000 5,438 27.19%
Total Environmental Assets, Bushland, Tracks and Trails 289,000 116,332 63,980 55.00%
Fleet - Plant Replacement
Whole of Shire - replace council fleet 1,735,000 1,735,000 391,714 22.58%
Total Fleet - Plant Replacement 1,735,000 1,735,000 391,714 22.58%
Gravel Road Network
Whole of Shire - gravel resheeting 410,000 410,000 272,568 66.48%
Total Gravel Road Network 410,000 410,000 272,568 66.48%
Holiday Parks
Capital Acq Boreen Point Holiday Park 0 0 115 0.00%
Noosa Nth Shore Holiday Park - Upgrade Septic treatment 0 11,700 9,772 83.53%
Boreen Point Campground - wastewater 60,000 64,201 69,010 107.49%
Noosa River Holiday Pk- Internal refurb 75,000 15,000 467 3.11%
Boreen Point Tennis Courts Renewal Stage | 0 9,834 21,379 217.39%
Cooroy RV Stopover 0 45,000 2,985 6.63%
Total Holiday Parks 135,000 145,736 103,729 71.18%
Information Technology
IT Major Projects 0 128,100 97,148 75.84%
Whole of Shire - Tech One HR module 167,500 132,500 26,510 20.01%
Whole of Shire - Mobile Mapping 220,000 220,000 194,478 88.40%
Whole of Shire - corporate website 125,000 12,240 12,239 99.99%
Whole of Shire - replace failed UPS 12,600 12,600 154 5.99%
Civil Engineering Design Software 0 15,019 15,019 100.00%
Total Information Technology 525,100 520,459 346,149 66.51%
Parks & Playgrounds
Gympie Terrace Park Furniture Renewal program 0 0 133 0.00%
Noosa Lions Pk - Rehab Shower Facilities 0 0 0 0.00%
Noosa Botanical Gardens- Pathway renewal 10,000 10,000 1,867 18 67%
Noosaville - Munna Pk basket ball court 6,000 0 0 0.00%
Noosaville -Gympie Tce Foreshore BBQs 55,000 43,942 46,509 105. 84%
Noosaville Lions Park- Pirate Playground 100,000 160,000 3,101 1.94%
Peregian Beach - Victory Park table 3,000 2,700 2,967 109.88%
Peregian Beach Pk - 3 phase switchboard 12,000 11,633 12,433 106.88%
Tewantin - Martin Park skate facility 60,000 65,334 67,417 103.19%
Whole of Shire - BBQ renewal 18,000 13,047 14,781 113.29%
Whole of Shire - park shelters 40,000 37,631 40,599 107.89%
Whole of Shire - playground renewal prog 20,000 30,000 5,570 18.57%
Whole of Shire - playground softfall 10,000 20,000 0 0.00%
Botanical Gardens Park Furniture Renewal 0 24,500 0 0.00%
Total Parks & Playgrounds 334,000 418,786 195,378 46.65%
Pathways & Enabling Facilities
Pomona State School Station Street Pathway improvements 0 0 1,696 0.00%
Weyba Creek Boarwalk Rehab Stage 1 0 19,600 0 0.00%
Gibson Road (Eumindi Noosa Rd to Thomas St) - On road cycle 0 430,800 28,229 6.55%
Sunshine Beach State School Safety Improvements2 0 19,387 19,387 100.00%
Tewantin - pathway upgrade and lighting 270,000 270,000 9,249 3.43%
Noosa Heads - Park Road boardwalk design 200,000 200,000 2,010 1.01%
Noosa Heads - Main Beach boardwalk 500,000 0 0 0.00%
Noosa Heads - Park Rd boardwalk stage 3a 850,000 0 5,421 0.00%
Eenie Creek Pathway Stage 1 Signage 0 40,000 336 0.84%
Wallace Park Shared Path Construction 0 400,000 14,696 3.67%
Cooroy Noosa Road Corridor Improvement 0 230,000 12,400 5.39%
Tewantin State School Precinct Pathways 0 210,000 0 0.00%
Noosaville State School Precinct Pathways 0 85,000 0 0.00%
Sunshine Beach State School Precinct Pathway 0 25,000 0 0.00%
Pomona Road Footpath Renewal 0 80,000 0 0.00%
Total Pathways & Enabling Facilities 1,820,000 2,009,787 93,425 4.65%
Planning Scheme
Noosa Design Manual 115,000 115,000 0 0.00%
Standards Review - Standard Drawings 50,000 25,000 0 0.00%
Whole of Shire Traffic Study 100,000 100,000 7,663 7.66%
Page 25 of 53Section 26
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Page 26 of 53
Original Current Year To Date % of Annual
Project Budget Budget Actual Budget Spent
Noosa River Flood Mitigation Strategy 0 50,000 0 0.00%
Noosa River Hydraulic Model 0 300,000 0 0.00%
Business Distribution and Land Needs Project 0 50,000 0 0.00%
Total Planning Scheme 265,000 640,000 7,663 1.20%
Public Transport Infrastructure
Bus Shelter, Sunshine Beach Rd, Noosa Junction 0 0 75 0.00%
Electric Bus Feasibility Study 100,000 100,000 83,596 83.60%
Noosa Heads - Noosa Parade Stop 114 50,000 50,000 1,383 2.17%
Noosa Heads - Noosa Parade Stop 26 40,000 40,000 2,814 7.04%
Noosa Heads - Noosa Parade Stop 27 40,000 40,000 2,814 7.04%
Noosa Heads - Noosa Parade Stop 28 65,000 65,000 320 0.49%
Noosa Junction Transit Centre - improve 40,000 40,000 0 0.00%
Peregian Beach - David Low Way Stop 87 125,000 125,000 3,036 2.43%
Sunrise Beach - Wollomia Way Stop 11 40,000 40,000 1,171 2.93%
Whole of Shire - bus shelter DDA 20,000 20,000 18,706 93.53%
Noosa Bus Station Safer Streets Program 175,500 117,900 2,067 1.75%
Noosa Heads - Noosa Parade Translink 700596 0 40,000 480 1.20%
Noosa Heads - Noosa Parade Translink 700584 0 50,000 932 1.86%
Tewantin - Butler St Translink 700490 0 50,000 1,957 3.91%
Tewantin - Butler St Translink 700491 0 35,000 2,054 5.87%
Noosaville - Weyba Rd Translink 700585 0 40,000 812 2.03%
Noosaville - Weyba Rd Translink 700521 0 65,000 273 0.42%
Noosaville - Weyba Rd Translink 700522 0 40,000 1,111 2.78%
Noosaville - Weyba Rd Translink 700456 0 50,000 1,710 3.42%
Noosaville - Weyba Rd Translink 700523 0 40,000 1,824 4.56%
New Noosa Bus Shelters - Design 0 60,000 54,500 90.83%
Total Public Transport Infrastructure 695,500 1,107,900 181,634 16.39%
Sealed Roads Network
Annual Sealed Road Renewal & Rehabilitation Program 0 0 23,658 0.00%
Sealed Road Pavement surveys and Investigations 0 51,600 2,984 5.78%
Whole of Shire - pavement surveys 60,000 60,000 0 0.00%
Whole of Shire - reseal and rehab 5,000,000 5,553,610 1,033,359 18.61%
Noosa Heads - Noosa Parade Master Plan 100,000 0 0 0.00%
Noosaville - Eumundi Noosa Road corridor 20,000 79,085 0 0.00%
Emergent all infrastructure renewal 2,951 898 1,003,039 11,640 1.16%
Dr Pages - Kinmond Creek Rd Initial Planning & Design 0 150,000 610 0.41%
Tewantin Cooroy Noosa Rd Stages 2-6 Design Only 0 150,000 0 0.00%
Total Sealed Roads Network 8,131,898 7,047,335 1,072,252 15.21%
Sports Ground and Facilities
Girraween Sports Ground irrigation 28,000 15,583 16,884 108.35%
Girraween Sports Complex Lighting 0 10,000 0 0.00%
Total Sports Ground and Facilities 28,000 25,583 16,884 66.00%
Stormwater Drainage
Daintree Estate - Flood Mitagation Planning and Design 0 0 4,423 0.00%
Gympie Terrace Pipe Rehabilitation - Investigation & Design 0 11,300 19 0.17%
Rifle Street Pomona - Flood Mitigation Planning and Design 0 0 0 0.00%
Seaview Ck - open drain civil works 0 41,633 43,757 105.10%
Stormwater replacement program (non pipe work) 0 0 0 0.00%
Gympie Terrace pipe rehabilitation 200,000 200,000 0 0.00%
Re-lining of Ben Lexcen stormwater 50,000 50,000 202 0.40%
Whole of Shire - stormwater CCTV 10,000 10,000 739 7.39%
Whole of Shire - stormwater structures 150,000 150,000 3,894 2.60%
Whole of Shire - Flood mitigation stage 2,802,970 2,802,970 308,712 11.01%
Marcus Beach Tristania Dve Stormwater Pipe Renewal 0 18,000 0 0.00%
Total Stormwater Drainage 3,212,970 3,283,903 361,745 11.02%
Streetscapes and Road Corridors
Forward Planning for Streetscape and Road Corridor improveme 0 1,715 5,249 306.08%
Peregian Beach - precinct planning 50,000 50,000 0 0.00%
Total Streetscapes and Road Corridors 50,000 51,715 5,249 10.15%
Transport and Infrastructure Management
Eenie Creek Road / Langura Street Intersection safety upgrad 0 16,503 16,503 100.00%
Eenie Creek Road / Walter Hay Drive Intersection safety upgr 0 109,100 21,210 19.44%
Weyba Road Reef Street Intersection Improvements - PIP 0 118,500 8,846 TAT%
Noosa Junction Disabled Parking CBA Frontage 0 20,000 16,940 84.70%
Whole of Shire - On Road Cycle Network 125,000 0 0 0.00%
Sunrise Beach - Ben Lexcen Dr school 70,000 80,000 10,888 13.61%
Whole of Shire - Road Directional Signs 40,000 0 0 0.00%
Page 26 of 53Section 27
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Page 27 of 53
Original Current Year To Date % of Annual
Project Budget Budget Actual Budget Spent
Cooroy Noosa Road - Beckmans Rd Intersec 110,000 110,000 43,354 39.41%
Total Transport and Infrastructure Management 345,000 454,103 117,740 25.93%
Waste Management
Noosaville Landfill - bio basin 446,900 403,077 15,205 3.77%
Noosaville Landfill - sediment control 297,000 514,758 9,607 187%
Noosaville Landfill - stormwater 50,000 0 2,367 0.00%
Noosaville Landfill - Dosing & Monitoring Equipment 0 120,000 0 0.00%
Total Waste Management 793,900 1,037,835 27,179 2.62%
Grand Total 22,676,868 24,197,323 5,717,588 23.63%
Page 27 of 53Section 28
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Property and Facilities
6 POTENTIAL TRANSFER OF POMONA BUILDING TO NOOSA AND DISTRICT
LANDCARE GROUP INC. - FURTHER REPORT
DOCUMENT INFORM AT ION
Author Property and Facilities Manager, Clint Irwin
Corporate Services Department
Index ECM/Subject/4601 Leases/Property: 2 Station St Pomona
Attachments 1. Locality Plan
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property and Facilities Manager to the Planning &
Organisation Committee Meeting dated 31 March 2015 and:
A. Agree to the Noosa District Landcare Group proposal to transfer the building licence on
which the Noosa Landcare Building is located at 2 Station St, Pomona to Noosa and
District Landcare Group Inc. (i.e. Option 1).
B. Formally advise Queensland Rail of Council’s intentions regarding the transfer of the
building licence on which the Noosa Landcare Building is located at 2 Station St, Pomona
to Noosa and District Landcare Group Inc. (i.e. Option 1).
REPORT
At Council’s Ordinary Meeting on 31 July 2014 Council agreed to:
A. Proceed to commence negotiations to transfer the building licence on which the Noosa
Landcare Building is located at 2 Station St Pomona to Noosa and District Landcare Group
(NDLG) Inc. (i.e. Option 1).
B. Provide a further report on the outcome of the negotiations and a recommended course of
action to finalise the arrangement at the site.
This further report provides an update in relation to items A and B above from the Ordinary
Meeting dated 31 July 2014.
Background
Council purchased the building (formerly a CWA Restroom) located at 2 Station Street, Pomona
in 1992. The building was to be moved by Council at a later date to form part of a future historical
precinct with land made available from Queensland Rail (QR).
As the building has not been relocated Council has effectively purchased the licence to use the
building as QR own the land on which the building is located.
Page 28 of 53
Section 29
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Subsequent to the Council purchase, NDLG wrote to Council requesting use of the building for
storage, meeting and office space until such time as the building was relocated to the proposed
historical precinct. A licence to occupy the building was granted to the group by Council on 1 May
1992.
The total annual rental for the land (2014/15) is $7,101 and is currently subject to an annual
increase of 5% per annum. The rental figure includes a mandatory administration fee of $850
which is required to be paid at the time of commencement of each tenure term. The QR invoice
to Council for 2014/15 has been paid in accordance with QR requirements.
The existing licence between Council and QR expired on 30 June 2013, however the Licence
effectively held over as Council was attempting to negotiate the terms of the Licence with QR.
Council continued to pay the annual licence fee in lieu of alternative building licence
arrangements being pursued with NDLG.
The three options available for the ongoing management of the NDLG are discussed below.
Option 1 – Transfer of the Building Licence to NDLG at no cost
Transfer the building licence to NDLG taking into account the following:
(a) Preliminary discussions with the group prior to the 31 July 2014 Ordinary Meeting indicated
that they were amenable to this option. This option had been formally put to the NDLG
committee and Council received written advice from the group supporting the transfer of
the building pending further specific discussions regarding the ongoing costs to manage
the property.
(b) The arrangement avoids regular negotiations and discussions with QR which are more
efficiently dealt with directly by the group. It should be noted that NDLG have a licence over
the adjoining portion of land directly with QR for the nursery for $1 per annum.
Comparatively, Council is currently levied a commercial rate for the land on which the
NDLG building is located.
Option 2 – Cost Recovery
Implement a cost recovery approach. In summary this approach:
(a) Retains a building under Council management for ongoing community use.
(b) Increasing the rent payable to Council from NDLG in line with the rent payable to QR by
Council.
(c) This option exposes Council to further unilateral rental increases and policy changes by
QR. The outcome of which would be passed onto the group under this option.
Option 3 – Business as Usual
Continue with current approach. In summary this approach:
(a) Retains a building under Council management for ongoing community use.
(b) Exposes Council to further unilateral rental increases and policy changes by QR.
(c) Continues the subsidisation of the current rental arrangement from the general rate.
On 18 August 2014 a meeting was held between NDLG and Council officers regarding options
for the future management of the NDLG building. Council reiterated that its preferred option for
the site was Option 1.
Page 29 of 53
Section 30
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Subsequently, on 11 February 2015, Council officers again met with NDLG representatives
regarding the future management options and NDLG agreed to formally pursuing Option 1
subject to formal NDLG committee approval. On 13 March 2015 NDLG formally expressed their
interest in selecting Option 1 (transfer of building licence to NDLG).
If the Option 1 proposal is agreed by Council, Council will need to formally advise QR of the
proposed new Licence arrangements in which Council will have no future involvement.
Previous Council Consideration
Ordinary Meeting, 21 May 1992, Item 4
1. Staff action to negotiate the purchase of the former CWA rest room building, Pomona is
endorsed and action to finalise the matter authorised.
3. The Noosa & District Landcare Group be granted permission to use the building for the
activities outlined in its letter dated 1 May 1992, for a rental of $50.00 per week, to be
waived in favour of $1.00 per year on demand and generally in accordance with the
conditions outlined in the Executive Assistant’s report dated 8 May 1992.
Ordinary Meeting, 31 July 2014, Item 9, Page 10
That Council note the report by the Senior Property Officer to the Planning & Organisation
Committee Meeting dated 22 July 2014 and:
A. Proceed to commence negotiations to transfer the building licence on which the Noosa
Landcare Building is located at 2 Station St Pomona to Noosa and District Landcare Group
(NDLG) Inc (i.e. Option 1).
B. Provide a further report on the outcome of the negotiations and a recommended course of
action to finalise the arrangement at the site.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Noosa and District Landcare Group
Internal Consultation
Director Corporate Services
Property Officer
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
Executive Office X Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance X Property & Facilities
Human Resources Revenue Services
Page 30 of 53
Section 31
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
ATTACHMENT 1
Locality Plan
Page 31 of 53
Section 32
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
EXECUTIVE OFFICE REPORTS
7 AMENDMENT TO COUNCIL'S STANDING ORDERS - ELECTRONIC PETITIONS
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
Executive Office
Index ECM/ Subject/ Council Meetings General
Attachments 1. Noosa Council Standing Orders – Amended (attached separately)
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Planning & Organisation
Committee Meeting dated 31 March 2015 and agree to amend Section 17 of the Noosa Shire
Council Standing Orders 2014 to provide for electronic petitions, and adopt the amended
Standing Orders provided at Attachment 1 to the report.
REPORT
In May 2014, Noosa Council adopted its Standing Orders. Standing Orders set out the
arrangements that govern the conduct of business and proceedings at Council and Council
Committee Meetings.
Section 17 of Council’s Standing Orders outline what is required for a petition to be presented to
Council, and the process for accepting petitions. With advances in technology, electronic
petitions (also known as e-petitions) are becoming increasingly popular. Various websites are
now available which allow people to electronically sign an e-petition, similarly to what was once
solely done via a paper copy.
In 2002 the Queensland Parliament introduced online petitioning and many other local
governments and Government authorities allow for the receipt of e-petitions. It is proposed that
Noosa Council amend its current Standing Orders to include petitions in an electronic format as
an acceptable form of petitioning.
Page 32 of 53
Section 33
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
The proposed amendment to Section 17 is outlined below. An amended version of the Standing
Orders is provided at Attachment 1.
17. Petitions
(1) A member may present a paper petition or electronic petition where the petition seeks
to be presented to the whole of Council and the petition meets the relevant Council
petition requirements provided for in section 17(4) and 17(5) below, is legible, the
purpose of the petition is on the top of each page, contains a minimum of 10
signatories and is worded in considerate language.
(2) On presentation of a petition to the local government the only motion which may be
moved is that:
(a) The petition not be received, or
(b) The petition be received and referred to the Chief Executive Officer to determine
appropriate action, or
(c) The petition be received and referred to the Chief Executive Officer or a statutory
committee for consideration and report back to the local government.
(3) No debate on a petition shall be allowed except the member presenting the petition
may speak to the petition for a period of not more than one minute.
(4) In order for a paper petition to be eligible to be presented to Council, it must:
(a) Identify the Principal Petitioner being the person who is responsible for
organising the petition;
(b) Clearly state the relevant grievance and action requested of Council;
(c) Clearly state that the petition seeks to be presented to the whole of Council;
(d) Be respectful and not contain any offensive language or content;
(e) Contain a minimum of 10 signatures; and
(f) Clearly state the purpose of the petition on the top of each page.
(5) In order for an electronic petition to be eligible to be presented to Council, it must by
way of cover document:
(a) Identify the Principal Petitioner as defined under section 17(4)(a) above;
(b) Clearly state the relevant grievance and action requested of Council;
(c) Clearly state that the petition seeks to be presented to the whole of Council;
(d) Clearly state how the parties to the petition were obtained i.e. via reply email
confirmation or confirm click in a web interface;
(e) Attach a paper copy of the email or web interface referred to in item (d) above;
(f) Be respectful and not contain any offensive language or content;
(g) Have been responded to by a minimum of 10 persons who wish to be party to
the petition;
(h) Contain the signature of the Principal Petitioner and written confirmation of how
many persons have agreed to be party to the petition; and
(i) Contain a list that includes the name and suburb location of all parties to the
petition.
Page 33 of 53
Section 34
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Previous Council Consideration
Ordinary Meeting, 1 May 2014, Item 15, Page 10
That Council note the report by the Chief Executive Officer to the General Committee dated 28
April 2014 and:
A. Repeal the Standing Orders that transferred to the Noosa Council from the Sunshine Coast
Regional Council under the Local Government (De-amalgamation Implementation)
Regulation;
B. Adopt the Standing Orders for the Noosa Council as set out in Attachment 1 to the report
by the Chief Executive Officer to the General Committee dated 28 April 2014;
C. Note that Committee system guidelines that have been developed to assist Councillors,
staff and the public to understand the operation of the Noosa Council Committee process;
and
D. Pursuant to section 272 (6) of the Local Government Regulation 2012, exempt the
Infrastructure and Services Committee, the Planning and Organisation Committee, the
General Committee and the Audit Committee from the requirement to take minutes of their
proceedings on the basis that the only function of those Committees is to advise or
otherwise make a recommendation to the Ordinary Meeting of Council.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Council’s Governance Officer has assisted in drafting the proposed amendment to the Standing
Orders.
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
X Governance Property & Facilities
Human Resources Revenue Services
Page 34 of 53
Section 35
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
8 COMPLAINTS ABOUT THE PUBLIC OFFICIAL POLICY
DOCUMENT INFORM AT ION
Author Executive Manager, Debra Iezzi
Executive Office
Index ECM/ Subject/ Council Policies
Attachments 1. Policy “Complaints about the Public Official: section 48A of the
Crime and Corruption Act 2001”
2. Letter from the Acting Director Integrity Services, Crime and
Corruption Commission, dated 2 March 2015.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Executive Manager to the Planning & Organisation
Committee Meeting dated 31 March 2015 and:
A. Adopt the Noosa Council Policy “Complaints about the Public Official: section 48A of the
Crime and Corruption Act 2001” as set out in Attachment 1.
B. Submit the Noosa Council Policy “Complaints about the Public Official: section 48A of the
Crime and Corruption Act 2001” to the Commissioner Crime and Corruption Commission.
REPORT
Purpose
The purpose of this report is to inform Council of recent amendments to the Crime and
Corruption Act 2001 and the requirement for Council to establish a Policy for dealing with a
complaint, information or matter involving the corrupt conduct of the Chief Executive Officer
(CEO).
Background
The Crime and Corruption Act 2001 (the CC Act) came fully into effect on 1 July 2014. This
legislation amended the former Crime and Misconduct Act 2001 and established the Crime and
Corruption Commission (CCC).
The CC Act provides new definitions of corruption and corrupt conduct and has raised the
threshold of what falls within the CCC’s jurisdiction. Corrupt conduct is defined in s15(1) as
(1) Corrupt conduct means- conduct of a person, regardless of whether the person holds an
appointment, that-
(a) adversely affects, or could adversely affect, directly or indirectly, the performance of
functions or the exercise of powers of
(i) a unit of public administration; or
(ii) a person holding an appointment; and
(b) results, or could result, directly or indirectly, in the performance of functions or the
exercise of powers mentioned in paragraph (a) in a way that:
Page 35 of 53
Section 36
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
(i) is not honest or is not impartial; or
(ii) involves a breach of the trust placed in a person holding an appointment either
knowingly or recklessly; or
(iii) involves a misuse of information or material acquired in, or in connection with
the performance of functions or the exercise of powers of a person holding an
appointment; and
(c) is engaged in for the purpose of providing a benefit to the person or another person
or causing a detriment to another person; and
(d) would, if proved, be
(i) a criminal offence; or
(ii) a disciplinary breach providing reasonable grounds for terminating the person’s
services, if the person is or were the holder of an appointment.
Under the CC Act, conduct is defined to include:
(a) neglect, failure and inaction; and
(b) conspiracy to engage in conduct; and
(c) an attempt to engage in conduct.
The CC Act requires that the public official of a public sector entity (which includes a local
government) must, in accordance with section 38 of the CC Act, notify the CCC of a complaint,
information or matter (also called a complaint) which they reasonably suspect involves, or may
involve, corrupt conduct. In relation to a complaint regarding the CEO the CC Act requires local
governments to develop a policy in consultation with the Chairman of the CCC on how the local
government will deal with a complaint, information or matter involving corrupt conduct of the
public official. Refer to section 48A of the Crime and Corruption Act 2014.
The attached Noosa Council Policy “Complaints about the Public Official:section 48A of the
Crime and Corruption Act 2001” (refer Attachment 1) has been drafted in accordance with the
suggested outline provided by the CCC.
The purpose of the policy is to promote public confidence that complaints made about the CEO
will be dealt with properly and outline how these complaints will be managed.
The Policy identifies the Mayor as the ‘Nominated Person’ responsible for dealing with a
complaint about the CEO, pursuant to s 48A. This role will receive, notify (if necessary), manage
and otherwise deal with any complaint, information or matter involving corrupt conduct in relation
to the CEO in accordance with the process identified in the Policy and the requirements of the
CC Act. The Policy outline provided by the CCC allows for more than one person to be
nominated however the Mayor is recommended and advice from the CCC is that the Mayor can
be that person.
A draft of the Policy has been reviewed by the CCC which has advised Council (refer to
Attachment 2) that the Policy meets CCC requirements.
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Page 36 of 53
Section 37
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Consultation
External Consultation - Community & Stakeholder
Contact was made with the CCC in relation to the drafting of the Policy. The CCC has requested
that Council provide a copy of the Policy once adopted by Council as well as the personal contact
details for the Mayor.
Internal Consultation
This Policy has been developed in consultation with the CEO, Mayor and Governance Advisor.
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
x Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 37 of 53
Section 38
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
ATTACHMENT 1
Page 38 of 53
ATTACHMENT 1
| ¢ w NOOSA Council Policy
ee Reel ote Complaints about the Public
Official: section 48A of the Crime
and Corruption Act 2001
Corporate Plan Reference: Good Governance Practices
Endorsed by Council:
Policy Author: Executive Manager
POLICY BACKGROUND
The Chief Executive Officer (CEO) is the public official of the Noosa Council within the meaning of the
Crime and Corruption Act 2001 (CC Act).
The objective of this policy is to set out how the Council will deal with a complaint (also information or
matter)’ that involves or may involve corrupt conduct * ofiits CEO.
ORGANISATIONAL POLICY
The policy is designed to assist the Council to:
e Comply with s48A of the CCAct.
e Promote public confidence inthe way suspected corrupt»conduct of the CEO for the Council is
dealt with (s34(c) CC Act).
e Promote accountability, integrity and transparency in the way the Council deals with a complaint
that is suspected to involve} or may involve, corrupt conduct of the CEO.
DEFINTIONS
Crime and _ Corruption | the Commission continued in existence under the Crime and Corruption Act 2001
Commission (CCC)
Crime and Corruption Act 2001
Complaint includes information or matter. See definition provided by s48A(4) of the Crime and
Corruption Act 2001
See s15,0f the Crime and Corruption Act 2001
See Schedule 2 (Dictionary) of the Crime and Corruption Act 2001
See Schedule 2 (Dictionary) of the Crime and Corruption Act 2001
: See s48A of the CC Act and definitions below
See s15 of the CC Act and definitions below
Page 1 of 4
Page 38 of 53Section 39
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Page 39 of 53
COUNCIL POLICY - COMPLAINTS ABOUT THE PUBLIC OFFICIAL
POLICY APPLICATION
This policy applies:
° If there are grounds to suspect that a complaint may involve corrupt conduct of the CEO of the
Council.
e To all persons who hold an appointment in, or are employees® of, the Council.
For the purpose of this policy a complaint includes information or matter’.
NOMINATED PERSON
Having regard to s48A(2) and (3) of the CC Act, this policy nominates the Mayor as the nominated
person to notify® the Crime and Corruption Commission (CCC) of the complaint and to deal with the
complaint under the CC Act.®
The CC Act applies as if a reference about notifying or dealing with the complaint to the CEO is a
reference to the Mayor’.
COMPLAINTS ABOUT THE CEO
Where a complaint may involve an allegation of corrupt conduct of the CEO, the complaint may be
reported to the Mayor or a person to whom there is an obligation to report under an Act® (this does not
include an obligation imposed by ss37, 38 and 39(1) of the CC Act).
If there is uncertainty about whether or not a complaint should be reported, Councihemployees should
report the conduct to the Mayor.
If the Mayor reasonably suspects the complaint may involve corrupt conduct of the CEO, the Mayor
will:
e Notify the CCC of the complaint®; and
e Deal with the complaint, subject to the CCC’s monitoring role; when —
- directions issued under s40 apply to the complaint, if any, or
- pursuant to s46, the GCC refers the complaint to the Mayor to deal with"®.
If the CEO reasonably suspects that the complaint,may involve corrupt conduct on their part, the CEO
must:
e Report the. complaint to the.nominated person as soon as practicable and may also notify the
CCC, and
e Take no further action to deal with the complaint unless requested to do so by the Mayor.
Where directions are issued under s40 of the CC Act:
e The Mayor is to deal withthe complaint.
e The CEO is to take no further action to deal with the complaint unless requested to do so by the
Mayor.
8 S 199 Local Government Act 2009 and definitions above
4 Examples of information or matter involving corruption that may be given to the commission can be
found in s36(5) of the CC Act
° Under ss37 or 38 of the CC Act
6 Under Chapter 2, Part 3, Division 4, Subdivisions 1 & 2 of the CC Act
’ See s48A(3) CC Act
8 See $39(2) of the CC Act
8 Under ss37 or 38, subject to s40 of the CC Act
Under ss41 and 42 and/or ss43 and 44 of the CC Act
Page 2 of 4
Page 39 of 53Section 40
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Page 40 of 53
COUNCIL POLICY - COMPLAINTS ABOUT THE PUBLIC OFFICIAL
CONFIDENTIALITY
The CEO, the Mayor, and persons responsible for dealing with the complaint about corrupt conduct
(including external investigators) have a duty to maintain confidentiality in relation to the complaint.
The duty to maintain confidentiality extends to the identity of the person making the complaint, the
person who is subject of the complaint, and sometimes even the existence of the complaint.
Consideration will also need to be given to whether the complainant is making a public interest
disclosure, and is therefore subject to the provisions of the Public Interest Disclosure Act 2010.
In particular the following should be kept confidential:
e The identity of the source of information (including the names of any disclosers).
e The identity of those involved in the investigation including witnesses.
e The nature and content of oral and documentary evidence.gathered during the investigation.
RESOURCING THE MAYOR
If pursuant to ss40 or 46, the Mayor has responsibility to deal with the complaint":
e The Council will ensure that sufficient resources are available to enable the Mayor to deal with the
complaint appropriately'*, and
e The Mayor is to ensure that consultations, if any, for the purpose of securing resources sufficient
to deal with the complaint appropriately are confidential and are not disclosed, other than to the
CCC, without:
- authorisation under a law of the Commonwealth or the State, or
- the consent of the Mayor.
e The Mayor must, at all times, use their best endeavours to act independently, impartially and fairly
having regard to the:
- purposes of the CC Act”®.
- the importance of promoting public.confidence in the way suspected corrupt conduct in
Noosa Councihis dealt with’.
- Noosa Councils’ statutory, policy and procedural framework.
For the purpose of dealing withthe complaint only, the Mayor is delegated the same authority,
functions and powers of the CEO'to:
e direct and control staff of the Council, and
e enter into contracts.on behalf of the Council.
LIAISING WITH THE CCC
The CEO is to keep the CCC informed of:
e The contact details for the CEO and the Mayor.
e Any proposed changes to this policy.
ig Under ss41 and 42 and/or ss43 and 44 of the CC Act
2 See the CCC’s corruption purposes and function set out in ss4(1)(b), 33, 34, 35 and the Council's
relevant statutory, policy and procedural framework which help inform decision making about the appropriate
way to deal with the complaint
3 See ss57 and the CCC’s corruption purposes and function set out in ss4(1)(b), 33, 34, 35 of the CC Act
ie See s34(c) CC Act
Page 3 of 4
Page 40 of 53Section 41
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Page 41 of 53
COUNCIL POLICY - COMPLAINTS ABOUT THE PUBLIC OFFICIAL
CONSULTATION WITH THE CCC
The CEO will consult with the CCC when preparing any policy about how the Council will deal with a
complaint that involves or may involve corrupt conduct of the CEO.
POLICY REVIEW
This policy will be reviewed March 2017
Version control:
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Page 4 of 4
Page 41 of 53Section 42
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
ATTACHMENT 2
Page 42 of 53
ATTACHMENT 2
GPO Box 3123 ‘
Brisbane QLD 4001
Level 2
North Tower Green Square Crime and Corruption
515 St Pauls Terrace Ia
Fortitude Valley QLD 4006 Commission
Our Reference: AD-14-0245/12 - 15/029550 ee
Tel.: 07 3360 6060 Contact Officer: Paul Collings QUEENSLAND
Toll-free: 1800 061 611
(in Queensland outside
Brisbane)
Fax: 07 3360 6333 gil a.
2 March 2015 >
[email protected] fi? : Tag o\
www. ccc.qld.gov.au v YY
4% <> |
ABN 32 164 714 360 ‘ie “Wp |
Ms Debra lezzi ‘ Or,
Executive Manager \-3 Y fs
Noosa Shire Council :
PO Box 141 a
Tewantin QLD 4565 ae
Dear Ms lezzi
RE: POLICY - S.48A OF THE CRIME AND CORRUPTION ACT 2001
The Crime and Corruption Commission has reviewed the revised version of your
Council’s draft Complaints about the Public Official: section 48A of the Crime and
Corruption Act 2001 which was received on 26 February 2015.
We consider that the draft sufficiently conforms with the requirements of section 48A
of the Crime and Corruption Act 2001, and we note that the Mayor of Noosa Council
is the nominated officer for the purposes of that section.
Please provide the CCC with a copy of the final version of the policy once it has been
approved by Council, together with confidential contact details (phone and email) for
the nominated officer.
Thank you for your attention to this requirement of the CC Act.
Yours sincerely
lu ded
’ KYLKE RUMBLE
Acting\Director
Integrity Services
: ila el
Page 42 of 53Section 43
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Economic Development
9 LOCAL ECONOMIC PLAN
DOCUMENT INFORM AT ION
Author Senior Economic Development Officer, Carolyn Bullen
Executive Office
Index ECM / Economic Development / Local Economic Plan
Attachments 1. Local Economic Plan - Project Plan
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Senior Economic Development Officer to the Planning &
Organisation Committee Meeting dated 31 March 2015 and:
A. Agree to the development of a Noosa Shire Local Economic Plan;
B. Undertake a community engagement process to develop the Noosa Shire Local Economic
Plan as proposed in Attachment 1;
C. Appoint Councillor <*****> as a member of the Project Focus Group; and
D. Authorise the Chief Executive Officer to appoint the members of the Project Focus Group
after consulting with the Mayor and Councillors.
REPORT
The purpose of this report is to outline a process to develop a Local Economic Plan for Noosa
Shire (see Attachment 1), and seek Council’s agreement to undertake that process.
Council recognises the need to include a Local Economic Plan among its suite of key policy
documents and Council’s Corporate Plan includes as a priority, the diversification of our local
economy with an emphasis on ‘smart economy” and rural futures, while recognising our world
class tourism industry.
1. Background
While there is no clearly defined legislative requirement for Councils to have an Economic Plan,
the function of economic development has matured to become a key task that is integral to the
operation of local government and a task that requires a consistent commitment. Following the
high economic growth period of the early to mid-2000’s and the global financial crisis of 2009,
there is a new level of awareness and expectation within communities in regard to the economy
and economic growth.
The Local Government Association of Queensland’s definition of economic development is
applicable. It defines economic development as the:
“Sustainable increase of living standards that delivers higher incomes, better education,
health and wellbeing as well as environmental protection resulting from conscious and
applied effort. At its core economic development is about improving the quality of life
experienced in your community”.
Page 43 of 53
Section 44
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Council’s previous economic strategies for the Noosa region looked to support established
industries such as tourism and retail and grow emerging industries in knowledge, health &
lifestyle, creative and rural sectors, recognising that high value low impact businesses were best
suited to the Noosa economy. These strategies also recognised that the economy, environment
and social aspects of our community are interdependent. It was also recognised that economic
strategies were best developed and delivered in partnership with business and industry. These
themes remain relevant and set the scene for developing a Local Economic Plan for the Noosa
Shire.
2. Council’s Role
Business and Industry drive economic development. Councils and other organisations and
agencies make a significant contribution to local economic development by influencing the ‘pre
conditions’ for a prosperous community. A local government’s capacity to stimulate the
economy occurs through:
Advocacy and leadership;
Direct spending on infrastructure to enhance competitive advantage;
Planning instruments, regulations and procurement policies;
Economic programs; and
The provision of objective and accurate information related to investment planning that allows
business opportunities and risks to be more accurately assessed.
3. A Local Economic Plan For Noosa Shire
Councillor Workshops identified the need for a Local Economic Plan for Noosa Shire to broaden
the economic base of the local economy, achieve growth in smart industry sectors, demonstrate
best use of available Council resources, adopt a smart approach to planning and recognise the
interdependence of the economy with the environment and community.
It should also:
Provide a policy statement that is easily understood and clearly explains the philosophy
behind why we are doing what we do;
Be a plan capable of evolving and span a 5 year time frame;
Be market driven;
Clearly express Council’s roles which may include facilitating, enabling, connecting,
partnering and direct delivery;
Recognise innovation as a key driver of business growth;
Value education and a skilled and talented workforce and business community;
Be realistic, achievable and sufficiently resourced;
Recognise and leverage the Noosa Biosphere status; and
Be developed through consultation and engagement with the community.
4. Establishing a Project Focus Group
Part of the engagement process to develop a Noosa Shire Local Economic Plan includes the
establishment of a Project Focus Group. The Project Focus Group should consist of
approximately 10 members.
Page 44 of 53
Section 45
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
The role of the Project Focus Group would be to:
Review feedback from the consultation process and identify any gaps (“what is missing?”);
Provide ideas based on their experience in the business community that can assist in the
development of the Noosa Shire Local Economic Plan;
Prioritise and test ideas gathered at each stage of community consultation (Applying common
sense tests - “Will this work in practice?” “Is this a realistic priority?”);
Suggest any further research or data that may be required to inform the development of the
Noosa Shire Local Economic Plan;
Provide input into the development of the draft vision, objectives and priorities;
Review the draft Noosa Shire Local Economic Plan and provide feedback / suggestions on
public submissions that are made on the draft.
For the sake of clarity, the role of the Project Focus Group is not to manage the overall process
of the development of the Noosa Shire Local Economic Plan. That is the role of the Senior
Economic Development Officer. The role of the Project Focus Group is specifically for the
matters listed above.
Membership of the Project Focus Group has not yet been finalised but is likely to consist of:
1 x representative from the Noosa Chamber of Commerce;
1 x representative from the Cooroy Chamber of Commerce;
1 x representative from Tourism Noosa Ltd;
1 x representative from the Noosa Biosphere Foundation;
1 x Noosa Shire Councillor;
1 x representative of Regional Development Australia;
1 x representative of Department of State Development, Infrastructure and Planning; and
Plus business leaders and entrepreneurs from different industry sectors (for example – from
the business mentors program).
There is an issue with timing. As Council has not yet resolved to commence the process of
developing a Noosa Shire Local Economic Plan, no “recruitment” process has begun to populate
the Project Focus Group. That process can be undertaken once the Council has revolved to
commence the development of the Noosa Shire Local Economic Plan. In the meantime, Council
should appoint a Councillor as a member of the Project Focus Group.
The remaining members of the Project Focus Group can be appointed once consultation has
been undertaken with the relevant groups (e.g. Chambers of Commerce), and once we have
identified individuals who would add value to the process via a registration of interest process.
To ensure that there is no delay with a written report to a future round of Council meetings, it is
proposed that the Chief Executive Officer be authorised to finalise those appointments but that
the Chief Executive Officer must consult with the Mayor and Councillors prior to their
appointment being finalised.
There are a number of key milestones in the development of the Noosa Shire Local Economic
Plan. While full details of the process are set out in Attachment 1, some of the key dates are
specified below.
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Section 46
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Timeline Task
Early May 2015 Stage 1 Stakeholder Engagement Workshop 1
Late May 2015 Stage 1 Stakeholder Engagement Workshop 2
Early June 2015 Focus Group Meeting 1
Late July 2015 Focus Group Meeting 2
Early October 2015 Focus Group Meeting 3 – to consider public comment on Draft Local
Economic Plan
Previous Council Consideration
Nil.
Finance & Risk
A New Initiative has been proposed to cover the costs associated with developing a Local
Economic Plan. The New Initiative will be considered by Council within the 2015/16 budget
process.
Actions associated with the development of a Local Economic Plan include – venue hires,
materials, project support and any additional research and/or information that may be identified
during the process.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Councillor Workshop 25 February 2015
Councillor Workshop 11 March 2015
Chief executive Officer Brett de Chastel
Executive Manager Debra Iezzi
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
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Section 47
ATTACHMENT 1
Page 47 of 53
e a BSeen ATTACHMENT 1
m MESSE = Noosa Council Local Economic Plan — Project Planning and Timeline
Economic Profile & To provide a detailed understanding of the local economy and the key influences such as trends, challenges and
Competitive Assessment opportunities it presents: for example economic indicators, significant local industries, key infrastructure and strategic
assets, competitive strengths, labour market, social and demographic trends, internal and external economic and political
influences
Underway Background Paper To provide a concise account of the shire’s relevant economic and social indicators and a brief overview of economic
projects undertaken over the past 5- 10 years. This paper sets the scene for discussion on the way forward.
|9 April Report to Council Council report which formalises the scope and process to develop the LEP
April 2015 Establish a Project Focus To filter and prioritise information, test concepts and ideas gathered at various stages of community engagement. The
Group group will consist of 10 people, include representatives of the Noosa & Cooroy Chamber of Commerce, Tourism Noosa,
and the Noosa Biosphere Reserve Foundation with State and Federal Government agencies attending as needed.
Additionally Business leaders and entrepreneurs working across various industry sectors will be asked to register their
interest in participating.
Early May 15 | Stage 1. Engagement & To ensure an understanding of economic development and council and other stakeholders role in that; and to spark
Consultation thinking about how Noosa can better leverage existing and new opportunities, identify key community economic issues,
Community Workshop 1. opportunities and challenges using SWOT, PEST process.
Facilitate
Late May 15 | Community Workshop 2. To discuss the most appropriate approach to economic development for Noosa and identify potential vision, objectives
Category Expert to Facilitate | and priorities.
Early June 15 | Focus Group Meeting 1. To review information gathered at Workshop 1 and 2, identify any additional consultation or research that should be
under taken, draft vision and objectives and determine priorities.
Early June 15 | Councillor Update Meeting To update Councillors on the process, information gathered both internally and externally
Page 47 of 53Section 48
Page 48 of 53
lefe| NOOSA
m MESSENSI = Noosa Council Local Economic Plan — Project Planning and Timeline
Additional Consultation To fill any research and consultation gaps that may have been identified by the Focus Group in Stage 1 consultation that is
and/or Research important to the development of the Local Economic Plan.
Early July 15 | Stage 2 Engagement & To undertake deeper consultation within specific strategic areas identified in Stage1 consultation to identify and address
Consultation. challenges, opportunities and potentials projects to address these.
One on one engagement Examples — digital economy, agri-business, HBB, SME business support, red tape reduction, education & training, health &
with business operators well-being, economic development grant program, business events.
Focus Group Meeting 2. To review sector specific consultation, identify where potential projects would have the best chance of success, and
prioritise focus areas.
Late July 15 | Internal Project Up-date To inform Council departments of progress and obtain comment and feedback.
Session
Late July 15 | Councillor Update Meeting To update Councillors on the process, information gathered both internally and externally and seek comment and
feedback.
Early Aug 15 | Draft the LEP To bring together the information gathered across stages 1 & 2 of community engagement and consultation and formalise
into a concise document that includes — a clear policy statement, outlines areas of competitive advantage, challenges and
opportunities and the actions Council and other key stakeholders will implement to influence these.
Early Sept 15 | Councillor Update Meeting Present the draft Local Economic Plan to councillors and seek feedback .
Release Draft LEP for To seek comment and feedback on the draft from the community to gauge acceptance or otherwise of the plan
Comment
Early Oct 15 | Focus Group Meeting 3. Consider community comment and update the draft accordingly
Late Oct15 | Report to Council For the Local Economic Plan to be adopted by Council
Page 48 of 53Section 49
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Governance
10 DELEGATION OF AUTHORITY: PROCUREMENT & CONTRACTING
DOCUMENT INFORM AT ION
Author Governance Advisor, Paul Bright
Executive Office
Index ECM/ Subject/ 27.12 Delegations of Authority
Attachments 1. Delegation of Authority: Procurement & Contracting
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Governance Advisor to the Planning & Organisation
Committee Meeting dated 31 March 2015 and:
A. Repeal the current Delegation of Authority by the Council to Chief Executive Officer (CEO)
titled Procurement & Contracting; and
B. Authorise the new Delegation of Authority by Council to CEO titled Procurement &
Contracting as set out in Attachment 1.
REPORT
Delegations are the process by which Council delegates its local government powers to another
person (CEO or subordinate) to carry out the various functions relative to Local Government. The
Local Government Act 2009 (the Act) authorises Council to undertake procurement and
contracting activities provided in the Local Government Regulation 2012 (the Regulation).
The Act permits Council, by resolution, to delegate a power contained within the Act and
Regulation to the CEO. Council’s approval is sought pursuant to Section 257 of the Act, to
delegate powers contained in the Regulation to the CEO to undertake procurement and
contracting activities and authorise payments to the amount of $1,000,000 (excluding GST) as
set out in Attachment 1.
Under the current delegation, the CEO is authorised to make, enter into, amend or discharge
contracts for up to $200,000 (excluding GST). The reason for increasing the financial threshold is
to remove the need for Council to approve contracts above $200,000 (but below $1,000,000)
which have been included in the budget and have followed the required procurement practice.
This will enable a quicker turnaround between finalisation of procurement processes and the
formal awarding of contracts to reduce any delays in the delivery of the capital works program.
As an example, the previous round of Council meetings saw a report on a pathways project
referred to Council due to the contract value being above the CEO’s current delegation limit.
This was a straight forward construction project which was held up for 3 weeks while the report
worked its way through the agenda, committee and Council decision making process. With the
Council endeavouring to fast track the delivery of the capital works program, this project can
commence sooner. It had already been approved by the Council via the budget process as part
of the capital works program and it was simply formalising the adoption of the successful tender
in accordance with procurement process.
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Section 50
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
The new delegation will be effective from the date of Council’s resolution and subject to annual
reviews. The CEO may further delegate necessary powers to appropriately qualified Council
officers where appropriate. It is anticipated that there may be occasions when the CEO chooses
not to exercise the delegation on a particular Procurement & Contracting matter.
The table below provides comparative examples of CEO Procurement & Contracting approval
limits for a number of other Councils in Queensland.
CEO Procurement and
Local Government
Local Government Contracting Limit
Category1
(excluding GST)
Gympie Regional Council
4 $200,000.00
Sunshine Coast Regional Council
8 No limit specified in delegation.
Bundaberg Council
5 $200,000.00
Whitsunday Regional Council
4 $200,000.00
Previous Council Consideration
Ordinary Meeting, 6 March 2014, Item 8, Page 8
That Council note the report by the Co-ordinator Procurement and Fleet and Governance Project
Officer to the Planning & Organisation Committee dated 25 February 2014 and:
A. Repeal the Procurement Policy and Delegation of Authority for Procurement & Contracting
to the CEO that transferred to the Noosa Council from the Sunshine Coast Regional
Council under the Local Government (De-amalgamation Implementation) Regulation;
B. Authorise the Delegation of Authority for Procurement & Contracting to the CEO as set out
in Attachment 1 with the deletion of the following items under Delegated Power:
paragraphs 1 (a) (v) and 1 (d) (iv), and by deleting the words “including an interest in land”
in paragraph 1 (b) (ii); and
C. Adopt the Procurement Policy as set out in Attachment 2.
Finance & Risk
Increasing the delegated authority for the CEO in relation to the Procurement & Contracting limit
from $200,000 to $1,000,000 carries with it the risk that the CEO may enter into Procurement &
Contracting arrangements above $200,000, which Council may not have otherwise approved.
However, it is considered that this risk is low and at an acceptable level given the fact that the
CEO will only exercies this power where the Council has already approved a project via its
budget process and where normal procurment processes have been followed. Additionally, all of
the CEO decisions under this delegation are subject to the normal QAO audit processes.
1 Each local government category is determined by the Local Government Remuneration and Discipline
Tribunal having regard to the following: the size of the local government area; geographical and
environmental terrain; and the population of the area in terms of demographics, spread of population and
extent of services the local government provides.
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Section 51
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Consultation
External Consultation - Community & Stakeholder
The Governance Branch has consulted with the Councils mentioned in the above table to guage
what delegations are in place at other Councils.
Internal Consultation
The Governance Branch has consulted with the CEO on this matter. The CEO has also
consulted with Councillors on this issue.
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
X Governance Property & Facilities
Human Resources Revenue Services
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Section 52
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
ATTACHMENT 1
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. 7 Bee —
E m Delegation No: 2015-02
DELEGATION OF AUTHORITY
TITLE: Procurement & Contracting
Delegation by the Council to: Date:
Chief Executive Officer OM
Delegation by the Chief Executive Officer to: Date approved:
Source of Authority:
Local Government Act 2009 — Sections 257, 259, 262
Local Government Regulation 2012 — Sections 225 to 228,230 to 235 and 238
Delegated Power:
1. To exercise the powers of the local government under the Local Government Act 2009 (the
Act) and the Local Government Regulation 2012 (the Regulation) including the authority to:
(a) undertake the following procurement and contracting activities:
(i) invite written quotes for medium-sized contractual arrangements;
(ii) invite written tenders for large-sized contractual arrangements;
(iii) invite expressions of interest (following Council resolution);
(iv) invite offers for the sale of valuable non-current assets (other than sale of land) by
written tender or auction; and
(b) make, enter into, amend or discharge contracts (established by the aforementioned
methods) for up to $1,000,000 (excluding GST) for the:
(i) | procurement of goods and services (including contracts about carrying out of
works);
(ii) | the disposal of valuable non-current assets (but not the sale of land);
(iii) | the disposal of goods and assets (that are valuable non-current assets).
(c) make, enter into, amend or discharge contracts from the following properly established
medium-sized and large-sized contractual arrangements:
(i) | quote or tender consideration plan;
(ii) | approved contractor list;
(iii) register of pre-qualified suppliers;
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 31 MARCH 2015
Page 53 of 53
Delegation No: 2014-02
(iv) preferred supplier arrangement;
(v) LGA arrangement;
(vi) an entity resolved by Council as a sole supplier;
(vii) an entity resolved by Council as providing specialised or confidential services;
(viii) when a genuine emergency exists;
(ix) the contract is for the goods and is made by auction;
(x) | the contract is for second-hand goods; or
(xi) | the contract is made with, or under an arrangement with, a government agency.
(d) make, enter into, amend or discharge contracts for valuable non-current asset
exceptions, subject to legislative conditions and Council resolution:
(i) | disposal of an interest by renewal to an existing tenant of the land;
(ii) | disposal of an interest in land to a person who owns the adjoining land;
(iii) | disposal of an interest in land by lease for a telecommunications tower;
(iv) disposal of a valuable non-current asset, other than land, by way of a trade-in for
the supply of goods and services; or
(v) following Ministerial exemption (Council resolution not required).
(e) authorise payments under a properly established contract;
(f) | authorise the issue of purchase cards up to the approved limit; and
(g) authorise statutory payments and specific system payments.
Any Conditions of Delegation:
1. | The Delegated Officer may make, amend or discharge a contract for Council if-
(a) Council's expenditure for the contract has been provided for in the approved annual
budget for-
(i) | the financial year when the contractual action is taken; or
(ii) | the financial year in which the delegation is made, if the expenditure is within the
limits stated in the resolution making the delegation; or
(b) The contractual action has been taken because of genuine emergency or hardship.
2. The delegated officer may exercise the delegated powers on behalf of Council subject to:
(a) compliance with relevant legislation, policies, guidelines and procedures; and
(b) the accepted offer is the most advantageous to Council.
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