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2015-09-15 Infrastructure and Services Committee Agenda
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AGENDA
Infrastructure & Services
Committee Meeting
Tuesday, 15 September 2015
commencing at 9.00am
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Sandy Bolton (Chair), Bob Abbot, Frank Pardon, Noel Playford
“Engagement with our community to protect and enhance our lifestyle”
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Section 2
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
PLANNING & INFRASTRUCTURE DEPARTMENT REPORTS 3
Infrastructure Planning & Design 3
1 FREE HOLIDAY BUSES 2015-16 3
2 GYMPIE TERRACE, NOOSAVILLE - FOOTPATH RECONSTRUCTION AT
WILLIAM STREET - UPDATE 8
COMMUNITY SERVICES DEPARTMENT REPORTS 12
Community Development & Sport & Recreation 12
3 DRAFT NOOSA SOCIAL STRATEGY 12
Community Facilities 33
4 THE J BUSINESS PLAN 2015 - 2018 REPORT 33
5 LOCAL LAWS UPDATE REPORT TO 31 JULY 2015 37
Libraries & Galleries 45
6 BUTTER FACTORY ARTS CENTRE MANAGEMENT 45
Waste & Environmental Health 53
7 WASTE MANAGEMENT - ANNUAL REPORT 2014/15 INCLUDING UPDATE TO
31 JULY 2015 53
8 ENVIRONMENTAL HEALTH - ANNUAL REPORT 2014/15 INCLUDING UPDATE
TO 31 JULY 63
CLOSED SESSION -
Page 2 of 73
Section 3
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
PLANNING & INFRASTRUCTURE DEPARTMENT REPORTS
(Infrastructure Services only)
Infrastructure Planning & Design
1 FREE HOLIDAY BUSES 2015-16
DOCUMENT INFORM AT ION
Author Project Officer, Joanna Ferris
Planning & Infrastructure Department
Index ECM\Project\Pub-Trans\PT-FHB
ECM\Project\Noosa Heads Lions Park Car Park
ECM\Subject\ 45.15 Traffic and Transport
Attachments Nil
EXECUTIVE SUMMARY
Free Holiday Buses were first introduced by Noosa Council in 2000. The primary aim is to reduce
traffic congestion during peak Easter and Christmas holiday periods as well as encourage
greater use of public transport throughout the year. It is recommended that the service continue
for the periods - 26 December 2015 to 3 January 2016 and 25 March to 3 April 2016.
RECOMMENDATION
That Council note the report by the Project Officer to the Infrastructure & Services Committee
Meeting dated 15 September 2015 and
A. Provide Free Holiday Buses during the periods 26 December 2015 to 3 January 2016 and
25 March to 3 April 2016.
B. Accept TransLink’s quotation of $40,614 (excl GST) for the Christmas Free Holiday buses
for Routes 626,627,628,629 and 632.
C. Authorise the CEO to accept TransLink’s impending quotation for the Easter Free Holiday
buses for Routes 626,627,628,629 and 632.
D. Accept Sunbus’s quotation for a shuttle between Peregian Beach and Noosa Heads.
E. Accept Sunbus’s quotation to provide one passenger assistant on selected dates.
F. Approve a marketing budget of $8,500 for the Christmas and Easter Free Holiday Buses.
G. Include the Boreen Point–Tewantin Flexilink service and Council Cabs in the Free Holiday
Buses services.
H. Approve the use of Noosa Heads Lions Park as a car park for the period 26 December
2015 to 10 January 2016 and 25 March to 3 April 2016 to be managed by the Tewantin-
Noosa Lions Club.
I. Approve 60% of the Lions Park car parking revenue be provided to the Tewantin-Noosa
Lions Club.
Page 3 of 73
Section 4
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
REPORT
The purpose of this report is to seek Council’s approval to proceed with Christmas and Easter
Free Holiday Buses as per previous years.
1. Recommended Dates
Free Bus Services
Saturday 26 December 2015 – Sunday 3 January 2016.
Friday 25 March – Sunday 3 April 2016.
The Christmas service is for 9 days, due to Boxing day falling on a Saturday, and the Easter
service is for 10 days.
Noosa Heads Lions Park – Car Park
Saturday 26 December 2015 – Sunday 10 January 2016.
Friday 25 March – Sunday 3 April 2016.
2. Free Services
The following five Noosa-specific TransLink services currently operate 7 days a week and are
recommended for inclusion in the Free Holiday Buses initiative:
Route 626 – Tewantin to Sunrise Beach via Noosa Heads
Route 627 – Tewantin to Sunshine Beach via Noosa Heads (Electric Bus route)
Route 628 – Noosa Parklands to Noosa Junction, via Noosa Civic
Route 629 – Tewantin to Noosa Junction via Noosa Civic
Route 632 – Noosa to Cooran via Cooroy and Pomona
Four additional TransLink services travel outside the Shire and into Maroochydore, Nambour,
and Eumundi (Routes 620, 622, 630 and 631). A request to include the Noosa only component of
these services was not approved by TransLink.
In order to offer a free service to residents between Peregian Beach and Noosa Heads, the
following additional shuttle service is recommended:
064 (shuttle) – Peregian Beach to Noosa Heads from 8am to 6pm.
In previous years, the Boreen Point - Tewantin Flexilink and Council Cabs services have been
included in the program and provided free of charge to passengers.
3. Marketing
Proposed marketing of the Free Holiday Buses includes:
Posters at major bus stops
15 street banners
Four variable message boards (Cooroy/Noosa rd, Eumundi Noosa rd, David Low Way,
Walter Hay Dr)
Posters in all Council facilities
Pull up banner at Noosa library and Level 3 Council office
Council communication tools including website, Facebook, eNews and messages on hold.
Liaison with external stakeholders (Tourism Noosa, Accommodation Providers, Shopping
Centres etc.) for inclusion on websites, emails, and newsletters
Specific promotion to Peregian community groups of temporary shuttle Route 064
Peregian-Noosa heads
Media launch with support from local newspapers
Prize for online feedback survey
In kind marketing support from TransLink.
Page 4 of 73
Section 5
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
4. Passenger Assistant
The role of the passenger assistant is to:
Coordinate movement of buses/passengers to avoid overcrowding.
Offer assistance with routes, times and which side of the stop to wait at.
Encourage passengers to complete the FHB survey.
Remind drivers to press buttons to record passenger data.
One Sunbus passenger assistant is proposed to be based at Noosa Heads Bus Station from
9.30am to 4.10pm on the following dates:
Tuesday 29 December 2015.
Thursday 31 December 2015.
Saturday 2 January 2016.
Tuesday 29 March 2016.
Wednesday 30 March 2016.
Thursday 31 March 2016.
These dates have been selected based on previous passenger data with the highest patronage.
5. Lions Park
For many years, the Noosa Heads Lions Park has been used as a paid car park during peak
holiday periods. During the Christmas period the car park operates for an additional week
following the end of the free bus services, however during Easter the car park only operates
during the free holiday buses period.
The current arrangement is:
The Tewantin-Noosa Lions Club manages the operation of the car park from 9.00am to
6.00pm daily.
In wet weather the park is not opened to vehicles.
Vehicles are charged a flat rate of $10 (inc GST) per day or part thereof.
The Tewantin-Noosa Lions Club receives 60% of the parking fees, less council’s GST
obligation. The remaining 40% of the revenue from the Lions Park is utilised to fund traffic
control staff and park regeneration.
Previous Council Consideration
Nil
Finance & Risk
It is proposed that the Free Holiday Bus services will be funded by the Public Transport Levy.
The 2015/16 budget allocation for free holiday buses is $140,000.
Page 5 of 73
Section 6
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Table 1: 2015/16 Proposed Expenditure (excl GST)
Services Proposed Expenditure
Christmas 2015/16 $40,614
TransLink Services (626,627,628,629,632)
Easter 2016 $18,450
TransLink Services (626,627,628,629,632) (Based on 2015)
Peregian-Noosa Heads Shuttle (Xmas 2015/16) $15,534
Peregian-Noosa Heads Shuttle (Easter 2016) $16,884
Passenger Assistant (Xmas) $2,058
Passenger Assistant (Easter) $1,890
Marketing (Xmas & Easter) $8,500
Total $103,930
NOTE: The 2015/16 Christmas service is for 9 days (due to Boxing day falling on a Saturday).
and Easter service is for 10 days.
Table 2: 2014/15 Free Holiday Buses Expenditure (excl GST)
Services Expenditure
Christmas 2014/15 $44,675
TransLink Services (626,627,628,629,632)
Easter 2015 $18,450
TransLink Services(626,627,628,629,632)
Peregian-Noosa Heads Shuttle (Xmas 2014/15) $16,095
Peregian-Noosa Heads Shuttle (Easter 2015) $16,312
Passenger Assistant (Xmas) $2,900
Passenger Assistant (Easter) $2,990
Marketing (Xmas & Easter) $8,848
Total $110,270
Consultation
External Consultation - Community & Stakeholder
Sunshine Coast Council
SCC will not be providing free holiday buses.
TransLink
Quote for Christmas & Easter Free Holiday Buses
Request for inclusion of Noosa component of TransLink services which travel outside of
Noosa area.
Sunbus
Quote for Passenger Assistant and Shuttle service.
Page 6 of 73
Section 7
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Internal Consultation
Property & Facilities, Civil Operations – Noosa Heads Lions Car Park
Community Engagement – Feedback regarding proposed marketing
Finance – Available PT Levy funds & FHB budget allocation.
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 X Asset Design & Investigations
Asset Planning
X Civil Operations
Environment
X Executive Office X Corporate Services
X Community Engagement X Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance X Property & Facilities
Human Resources Revenue Services
Page 7 of 73
Section 8
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
2 GYMPIE TERRACE, NOOSAVILLE - FOOTPATH RECONSTRUCTION AT WILLIAM
STREET - UPDATE
DOCUMENT INFORM AT ION
Author Design Coordinator, Craig Eldridge
Planning & Infrastructure Department
Index Projects (T1) - Gympie Terrace and William Street Revetm – CAP.WORK -
100721
Attachments 1. Previous sheet piled proposal
2. Shared zone proposal
EXECUTIVE SUMMARY
Nil.
RECOMMENDATION
That Council note the report by the Design Coordinator and Project Manager to the Infrastructure
& Services Committee Meeting dated 15 September 2015 and
A. Agree that the project proceed to tender stage based on the concept of constructing a
raised concrete shared zone as a replacement of failed footpath to William Street,
Noosaville; and
B. Approve additional funds of $159,770 from the unallocated renewal fund through the
budget review process.
REPORT
This report provides information regarding the proposed footpath reconstruction at William Street,
Noosaville including reconstructing the existing footpath to a proposal that creates a concrete
shared zone.
1. Background
The section of footpath at William Street, Noosaville has undergone subsidence to the point of
becoming a public safety concern requiring closure of the footpath to the public.
To avoid potential conflicts with the adjacent remains of a jetty structure, Council investigated a
design option that included a vinyl sheet pile retaining wall supporting a new 1.4m wide timber
deck with handrail, together with associated rock revetment works and road works (Attachment
1). Based on further advice from consulting engineers engaged on the project it is estimated that
the cost for this option would be in the order of $500,000.
The cost is significant due to the constructability issues associated with sheet piling and the
conflicts with existing Energex services.
Other issues associated with the construction works were also considered undesirable such as
vibrations from driving of sheet piles and lengthy road closure.
Page 8 of 73
Section 9
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
2. Alternative Solution
A shared zone was originally considered as an option and having investigated the sheet pile
proposal in more detail it is now considered that the raised concrete shared zone solution will
address the problem in a much shorter timeframe, and at greatly reduced cost and disruption as
shown in Attachment 2. This will in effect, formalise where pedestrians are currently walking
given the closure of the current unsafe footpath.
Council may consider further protective treatment of the foreshore at a time when an agreement
is reached with interested parties in the adjacent jetty, noting it is not anticipated that any works
would be required for a number of years.
Previous Council Consideration
Nil.
Finance & Risk
Risks associated with construction of a raised shared zone will be greatly less than the risks
involved in constructing the sheet pile wall and elevated deck.
Risks from conflicts with the adjacent waterway structures are also negated by moving the
construction zone back from the shore.
Reduced times for road closure will result in less conflict with local residents and other traffic.
Finance
Cost to date (geotechnical investigation, road design, legal) $100,648
Preliminary estimate for design and construction of raised shared zone $200,000
Total Cost $300,648
Budget allocation $140,878
Additional funds required $159,770
Consultation
External Consultation - Community & Stakeholder
GHD Consulting Engineers
Internal Consultation
Director, Corporate Services.
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 X Asset Design & Investigations
X Asset Planning
Civil Operations
Environment
X Executive Office X Corporate Services
Community Engagement X Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 9 of 73
Section 10
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Attachment 1
Page 10 of 73
Section 11
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Attachment 2
Page 11 of 73
Section 12
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
COMMUNITY SERVICES DEPARTMENT REPORTS
Community Development & Sport & Recreation
3 DRAFT NOOSA SOCIAL STRATEGY
DOCUMENT INFORM AT ION
Author Community Development Coordinator, Alison Hamblin
Community Services Department
Index ECM/Subject/Community Engagement/38.11 Policies/Guidelines/
Strategies
Attachments 1. Draft Noosa Social Strategy
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Community Development Coordinator to the Infrastructure
and Services Committee Meeting dated 15 September 2015 and
A. Approve the “Draft Noosa Social Strategy” for the purpose of public exhibition and
comment; and
B. Request the Chief Executive Officer to collate and consider feedback received as part of
the consultation undertaken for further consideration of the Noosa Social Strategy by
Council.
REPORT
Background
The 2014/2015 Operational Plan commits Council to developing a Social Plan for Noosa Shire.
The proposed Noosa Social Plan 2016-2023 (The Social Plan) will set out Noosa’s aspirations
and social priorities for the next seven years.
Evolving concurrently, Council developed a draft policy framework to demonstrate the
hierarchical relationship of Council Strategies and Plans. The framework identifies the
development of the Noosa Shire Social Strategy (Social Strategy) rather than a Social Plan.
Aim of the Social Strategy
By developing and implementing a Social Strategy, Noosa Council aims to address, where
appropriate, the social needs and aspirations of those who live, work and visit the Noosa Shire.
The Strategy considers these issues within the framework of the local environment, the economy
and the Noosa community. The Strategy also highlights the significant social issues facing the
Shire.
The Strategy provides both Council and the community with the baseline evidence to help make
well-informed decisions about social issues and needs. Priority issues have been identified
through consultation with key stakeholders and through analysis of statistics, demographics and
other social data. Only those issues that were considered to be the highest priority have been
included in the action plan for implementation.
Page 12 of 73
Section 13
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
It is important to note that not all social issues are the responsibility of Council. Other tiers of
government, as well as businesses, community organisations and residents all have a role to
play. The Strategy also suggests collaboration of organisations or service/facility providers to
avoid duplication and improve efficiencies.
Proposed Consultation on Draft Strategy
Public review and feedback will occur after Council’s endorsement of the draft Social Strategy.
The draft Noosa Social Strategy will be made available for public exhibition and comment for a
period of 30 business days. Community consultation methods will include:
media release;
Council’s webpage listing;
community and stakeholder feedback via ‘Your Say Noosa’, Library and Council Pop Ups
and Community Connections e-newsletter (targeting not for profit organisations in the
Shire);
continued engagement with service providers and targeted stakeholders throughout the
Shire to refine the key initiatives and develop a detailed action plan.
Outside of the community engagement activities identified above, Council officers will also meet
again with the relevant State and Federal agencies to obtain feedback on the draft, develop an
implementation plan and determine areas where partnerships could occur.
Feedback and advice received by Council within the specified consultation period, will be
collated, reviewed and provided to relevant stakeholders for consideration prior to the
development of the final Strategy.
Previous Council Consideration
Ordinary Meeting 18 December 2014, Item 3, Page 3
That Council note the report by the Community Development Coordinator to the Infrastructure &
Services Committee Meeting dated 9 December 2014 and
A. Agree that work commence on developing a new Noosa Social Plan 2016 -2023
B. Approve the proposed membership of the Noosa Social Plan Reference Group as per
Attachment 1
Finance & Risk
$10,000 has been allocated for the consultation, design and printing of the final Social Strategy.
Consultation
External Consultation - Community & Stakeholder
The proposed draft Noosa Social Strategy 2015 is based on the outcomes of the extensive
community engagement activities that have taken place over the last seven years as part of the
development of Council’s past and existing strategies and plans.
In the development of this Strategy, seven meetings were held with the Noosa Social Plan
Reference Group (made up of service providers, State Government Officers and community
representatives) appointed by Council.
Page 13 of 73
Section 14
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
In addition, individual meetings were undertaken with a targeted group of service providers from
the Community Services sector.
Organisations consulted included:
State Government – Department of Communities, Child Safety and Disability Services, Arts
Queensland, Department of National Parks, Sport and Racing
United Synergies
Salvation Army
St Vincent de Paul
Red Cross
Coast 2 Bay Housing
Not for profit community organisations - 92 responses from our not for profit survey
completed.
Internal Consultation
Two scoping and workshop sessions with the Mayor and Councillors
Executive Office – CEO
Executive Manager
Economic Development Officer
Principal Strategic Planners
Waste and Environmental Health Manager
Community Facilities Manager
Libraries and Galleries Manager
Development Officers, Community Development
Noosa Community Care Coordinator
Local Laws Coordinator
Financial Services Manager
Community Engagement Manager
Director Planning and Infrastructure
Property and Facilities Manager Development Planner
Infrastructure Assessment Coordinator
All feedback received has been considered in the development of the Draft Strategy. The key
changes from this feedback have helped to focus the document and shape the four themes and
proposed new initiatives.
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 14 of 73
Section 15
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Page 15 of 73
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA -_- 15 SEPTEMBER 2015
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Noosa Social Strategy
NOOSA COUNCIL PO Box 141 P. (07) 5329 6500 [email protected]
Page 15 of 73Section 16
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Page 16 of 73
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA _ 15 SEPTEMBER 2015
Noosa Social Strategy
© Noosa Council 2015.
General Enquiries: 8.15 am - 5.00 pm Monday to Friday (excluding public holidays)
By telephone: (07) 5329 6500 (including After Hours emergencies)
By email:
Fax: (07) 5329 6501
Street Address: 9 Pelican Street, TEWANTIN
Postal address: PO Box 141, TEWANTIN QLD 4565
Disclaimer
This document has been developed by Noosa Shire Council’s
Community Development Unit in consultation with the Noosa
Social Strategy Reference group.
Information contained in this document is based on available
information at the time of writing. All figures and diagrams
are indicative only and should be referred to as such. This is a
strategic document which deals with technical matters in a
summary way only. Council or its officers accept no
responsibility for any loss occasioned to any person acting or
refraining from acting in reliance upon any material contained
in this document
Acknowledgements
Thanks to the members of the Noosa Social Strategy Reference Group:
Angela Bryan, Community Rep. David Sutcliffe, Salvation Army.
Helen Collins, Community Rep/ Steve White, Qld Government.
Coast2Bay Housing Group. Cr Frank Pardon, Noosa Council.
Katie Edminston, Arts Queensland. Kerri Contini, Noosa Council.
Christopher John, United Synergies. Alison Hamblin, Noosa Council.
Maureen Farrington, St Vincent de Alan (Fox) Rogers, Noosa Council.
Paul/Red Cross. Rowena Skinner, Noosa Council.
Janie Hemmings-Wilcox, Qld Greg Tucker, Noosa Council.
Government.
A special thank you to Michelle Davies who provided advice to the reference group.
Page 16 of 73Section 17
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Page 17 of 73
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA _ 15 SEPTEMBER 2015
Table of Contents
Page 17 of 73Section 18
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Page 18 of 73
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Executive Summary
Noosa is recognised as one of Australia’s most desirable places to live, work and visit, thanks to its
outstanding beauty, mild subtropical weather and enviable lifestyle prospects.
The Noosa Social Strategy (the ‘Strategy’) aims to provide a framework to continue to improve community
wellbeing and cohesiveness while addressing the social opportunities and challenges facing the Shire over
the coming years. It highlights our current strengths as a community and commits to supporting and building
upon these while at the same time identifying priority social issues and challenges for action.
The Strategy articulates Council’s role in the cultural, community and social life of the Shire. It encourages
greater collaboration between government and non-government organisations, service agencies, facility
providers and individuals to avoid duplication improve efficiencies and enhance community cohesion.
The Strategy has been informed by the Noosa Social Strategy Background Paper which details the evidence
and rationale for the Strategy’s four key themes and key actions. The final Social Strategy will be
supplemented by an implementation plan which details new initiatives, ongoing commitments and also
provides actions, timeframes and key performance indicators. It is envisaged that this implementation plan
will be reviewed and updated every three to five years. These documents provide Council and other agencies
with solid evidence and rationale to help make well-informed decisions about social issues and community
needs.
Four strategic themes are identified in the Strategy. These themes are aspirational and identify our long-term
goals. We are committed to becoming a more:
e Acohesive and resilient community
e Anactive and healthy community
e Anaccessible, diverse and affordable community, and
e Acreative and informed community.
These themes were developed in consultation with the Social Strategy working group, key stakeholders and
through an analysis of statistics, demographics and other social data. For each theme, aspirational
statements and key initiatives are outlined to inform future implementation and action planning.
In setting this policy direction, Council acknowledges the traditional custodians of this land past and present,
salutes all those who have helped shape the Shire and pays tribute to the countless volunteers and
community groups who help maintain and build the social capital of our towns and villages.
Council looks forward to working with other tiers of government, local businesses, community organisations
and individual residents to implement this Strategy.
Page 18 of 73Section 19
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Page 19 of 73
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA _ 15 SEPTEMBER 2015
1 Introduction
People's lives are shaped by their particular circumstances, their personal choices, their families and support
networks, the availability of services, the local economy and the surrounding environment. Separately and
collectively these can either have a positive or negative affect on individual and community wellbeing.
Council’s goal is to facilitate Noosa’s development so that our social, built, and natural environments
positively influence the wellbeing of residents, workers and visitors. This requires Council to plan for, create,
maintain and deliver a variety of public places, facilities and services which improve people’s quality-of-life.
It also entails advocacy on behalf of those in greatest need; the targeted delivery of programs and services;
and harnessing the power of key individuals and stakeholders within the Shire.
2 Context
2.1 The Federal and State Context
The Federal and State Governments have broad-ranging responsibilities to deal with social issues.
At the Federal and State level there are major policy changes currently being discussed and implemented in
the areas of health, aged and child care, affordable housing, homelessness, education and social welfare.
Some of these include:
e The National Disability Insurance Scheme and Consumer Directed Care which will change the way in
which social services are delivered across the country
e Changes to the Aged Pension, Family Support Benefits and Youth Unemployment Benefits
e Reduction in Federal payments to the States to deliver primary health care
e A focus on disease prevention and how to meet the challenges that come with increasing rates of often
preventable disease such as diabetes, skin cancer and chronic heart disease
e Taskforces into domestic violence, child sexual abuse and indigenous health
e Debates on how best to help individuals struggling with mental health issues, substance abuse and
gambling addictions
e Anexpanded role for not-for-profit organisations in delivering social services
e New funding models for tertiary education institutions
e = Ashift from locally delivered services to online service delivery.
To be effective, responses to social issues require significant resourcing. The Federal budget allocates 35% of
its total budget to community services. However, increasingly, the community is asking for more funding to
meet growing social needs, particularly in regional areas.
As a result, State and Federal Governments are increasingly focusing on both measurable outcomes and
demonstrable value for money regarding funding to the social services sector. Furthermore, with a change in
government come changes in policy direction. So throughout the life of this Strategy there will undoubtedly
be major changes in the funding and provision of social programs and services.
The Federal and State Government’s implementation of their social policy agendas affect all of our lives. Here
in Noosa we face similar challenges to other people around Australia.
The Noosa Shire Social Strategy attempts to put these major policy debates and issues into a local context. It
highlights our strengths and the simple fact that, regardless of what the Federal or State Government does,
we as a community have a responsibility for the wellbeing of our fellow citizens.
2.2 The Noosa Community
The Noosa Shire is located in South East Queensland, approximately 120 kilometres north of Brisbane. The
region is bounded by the Gympie Regional Council in the north and west, and the Sunshine Coast Regional
5
Page 19 of 73Section 20
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Page 20 of 73
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA _ 15 SEPTEMBER 2015
Council to the south. The Shire encompasses a total land area of 871.6 km2 with over 800 kilometres of
roads and nearly 450 kilometres of bikeways.
In 2007 the Shire was designated a Biosphere Reserve by the United Nations Education, Scientific and
Cultural Organisation (UNESCO) and Man and the Biosphere (MAB) program.
While significant amounts of native vegetation have been removed or greatly modified one third of Noosa is
considered to have outstanding environmental, biodiversity and natural history values and is managed
primarily for conservation. A further 30,653 hectares of land is predominantly undeveloped and sustainably
managed through voluntary arrangements such as Land for Wildlife and Voluntary Conservation Agreements.
Noosa’s economy relies significantly on tourism leveraging the Shire’s great beaches, natural open space and
outdoor recreational assets. In an attempt to reduce this dependence Council is developing strategies to
diversify the local economy and develop new high value, low environmental impact businesses across the
Shire.
Noosa is home to approximately 7,400 businesses which are mainly small or micro businesses. It is also home
to a range of very successful entrepreneurs and skilled business people.
More than 53,000 people call Noosa home, however this swells significantly in peak holiday periods. For
example, over 110,000 visitors overnighted in Noosa between January and March 2015, with a further
97,000 day visitors in the same period.
Under the current Noosa Planning Scheme, the sustainable resident population has the capacity to grow to
62,000.
Urban development is concentrated in the coastal communities and eastern beaches from Peregian Beach in
the south to Noosa Heads and Tewantin in the north. In these areas the population density is around 400
persons per square kilometre. For the balance of the Shire, the overall population density is approximately
25 persons per hectare concentrated in and around the hinterland centres of Cooroy, Pomona, Cooran, Kin
Kin and Boreen Point. Smaller residential areas are scattered throughout the hinterland.
The Noosa community prides itself on its many strengths including:
e an engaged population that plays an active role in decision making
e areputation for being a caring community that helps one another
e anoutdoor lifestyle with its associated health and wellbeing benefits
e astrong and longstanding commitment to the protection of environmental values
e a large pool of active retirees, often available for volunteer work
e dynamic community groups, sporting clubs and social clubs
e popular sporting, food and cultural festivals and events
e low-rise development that is integrated with the landscape rather than dominating it and underpinned
by Council’s The Noosa Plan
e alack of big city symbols such as a lack of traffic lights, neon signs and billboards
e anappreciation of our history and heritage
e asmall Council that is responsive to its community
e a distinct identity and brand which leverage significant economic benefit.
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2.3 Key Facts
OS BF Te
Tela amin) 17.9%
ei PPE CT TY Median age
ea CRT
re Ol LNT
Indigenous | AR BYE Te
seh bBo b/d
ONCE NN = Qld 13.7%
Se So —__ Mais
25% 20.8%
Qld 22.8% Qld 13.6%
Lo \ Top Five non-English
Couple families ET Avr) 4-1)
iidameasli(elasta) (eta)
< 15yrs ae
RL: 3/4 Italian: 0.4%
Qld 42.8% LGBTI* Pare
Couples with ; S474
no children 10-15%
47.8% Estimated
STU -m ers
(ol [e Beto Roy
11% nationally
7
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Median
income
20% of Council's RIL | Sunshine Coast
efter ates RSET is 12th least
spent on affordable
sera Ay housing market
Safe in the world **
. Median
Unemployed EM tts eelelia)
7.1% YoU Me-Tie
Pe $425/week
_ ~~ oo CREA
NY ela [e)
Economic
: oo —~———_ Median
Pensioner residential
Concession 3 bedroom
holder* house sale price
IY; $499k
Qld $412k
af : Hl I
Tm W a) ees
no parent Retail Trade
employed AK, ald Wet Accom & Food Services
Vk SOL aTe Ce had _ Sale SeTsEL
disadvantaged
[ol(o ast 4 aa [eelaritaviad(ela)
SANS Education and Training
12.8% in most
disadvantaged
quintile
* March Quarter 2015
** SC 12th least affordable - The 11th Annual Demographic International Housing Affordability Survey (2014: 3rd Quarter)
*** Families defined as those with children less than 15 years
“Council 2015/16. Based on net costs, including depreciation and corporate overheads, but excluding Waste Management which
Operates at a profit.
*# ABS Index that ranks areas in Australia according to relative socio-economic advantage and disadvantage.
“ Centrelink 2012
8
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INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Ross River
Fever*
119 cases
SUT Meee)
a Lidate- 1g > | for 2-5 year olds *
ae Measles 7 cases, Whooping
cL Cough 17 cases
~N 7
Public
Health
a“ N
Delayed medical
consultation due SS eae
re | a y=k
Ly ello Mer k=55
. ‘0
Delayed purchasing
rey g-stog | el -Le)
medication due to
cost
6 lal
* Notifiable disease data 2014/2015
** Compared to Qld PHN 2012-13
Aover 18 years Public Health Information 2010
* Centrelink 2012
9
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yu t}
community
organisations
23,285 hours of
service provided yAURy 4
Pot a Need restate
ommunity
Siseent Qld 18.7%
ere ia
yea Participation Facility visits
Wiis — "——~ Boe
Py REE NLC 86,582
/ / \ The J 65,752*
en 100+ sports
Visits aie
32,645*
*2014/15 annual visitation (NAC — Noosa Aquatic Centre; NLC — Noosa Leisure Centre)
110
Assaults**
’ *11 CCTV
SUR) PITHTES A ee Ag cameras in
violence orders — F — :
ees Safety eee ee
Street
128 Responses
to Noosa callers
for crisis
intervention,
counselling and
support t for DV
*DV Connect Qid 2014-2015
** 2014/15 financial year
10
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2.4 Community Facilities and Services
The Noosa Shire has a strong and active community sector representing diverse interests and needs. There
are approximately 300 not-for-profit community and sporting organisations located within the Shire. These
groups range in size and scale from small groups focussed on local activities to religious organisations with
large congregations and not-for-profit organisations delivering services at a regional, state and national level.
Not-for-profit community organisations fill the gaps left by the government and business sectors, often
providing direct assistance to the most vulnerable in the community. Support from corporate sponsors and
the community, as well as government at all levels, is needed to sustain a healthy not-for-profit sector.
A preliminary audit of Noosa Shire facilities and services was conducted in 2015, and recommendations
relating to community organisations, facilities or services were made. Evidence from the audit, as well as
from consultations with key stakeholders, demonstrates that there is minimal requirement for additional
facilities in the Shire. However, there is a need to better co-ordinate and promote the availability of services
provided. And there is also a need to improve the functionality of existing facilities, rather than construct
new facilities.
Council recognises that schools and private organisations have facilities that are often under-utilised on
weekends, holiday periods or after school hours. The opportunity exists for these facilities to be made
available for broader community purposes and to meet much of the overflow in current demand for
community meeting spaces.
In order to meet the future needs of the Noosa communities, the Desired Standards of Service for Parks and
Land for Community Facilities should be reviewed. While Desired Standards of Service must be applied with
caution, they provide a useful guide in ensuring an equitable and just distribution of public facilities.
25 Key Issues
It has become apparent in the development of this strategy that there is a need for improved local data to
inform evidenced-based social planning, advocacy and resource allocation. From the data available, the key
social issues in Noosa are similar to those in other regional Queensland communities and have been
identified as:
e The Shire’s ageing population: Our population is older and ageing at a faster rate than the State average.
This will impact on the available local workforce, demands on services targeting seniors, and may require
some reprioritisation of resources. However it also positively affects the number of skilled volunteers in the
Shire.
e Young people leaving the Shire: As in many regional areas across the State, young people are leaving the
Shire due to the lack of local tertiary education and employment opportunities.
e Mental health and social isolation: There are an increasing number of vulnerable groups emerging in our
community e.g. lone person households, some within the LGBTI (Lesbian, Gay, Bisexual, Transgender, and
Intersex) cohort, and disengaged young people. To service the needs of these groups will require new and
innovative approaches that support those most at risk.
e Homelessness (particularly for young people): This is an increasing issue in the Shire and a priority issue for
the State Government. Well documented links between mental health and homelessness highlight a complex
issue requiring a multi-faceted, coordinated approach as well as strong partnerships between government,
not-for-profit organisations and the community.
e The availability of affordable housing, rental housing and short-term crisis housing: Noosa’s home and
rental prices are higher than the State average. This, coupled with lower than average incomes, has led to a
lack of affordable housing in the area. Shortages in affordable housing contribute to rates of homelessness.
e = The rising cost of living: The increase in cost of living has been caused by a variety of factors, particularly the
rising cost of utilities such as power and water. Such imposts have reportedly caused two-thirds of
Australians to cut back on spending. Noosa generally has high housing costs relative to income and thus
poor housing affordability. Car dependency is high and there is limited housing diversity.
e Unemployment and underemployment: Noosa has a higher unemployment rate than the State average.
There needs to be greater coordination and information sharing between government, industry and training
organisations.
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e Access to government services: Residents who do not have access to reliable transport have reduced access
to health services. There are shortages of some health services and health-related infrastructure within the
Noosa Shire
¢ Support, respite and affordable independent living options: Teenagers and adults with an intellectual or
physical disability living in the Noosa Shire have particular needs that are not always being met.
e Accessibility: The design and construction of public places and physical infrastructure in Noosa could better
meet the needs people with a disability, the aged and parents with young children.
e The impact of reforms in Commonwealth and State Government funding: This includes NDIS and Aged Care
Reform. Furthermore, the rapidly changing policy and fiscal environments are inevitably impacting on
Council, the Noosa community and individual residents.
e Domestic issues such as family violence, alcohol, drug and gambling addiction.
e Differing needs/expectations of residents compared with visitors resulting in conflicting priorities for
resource allocation.
e Gaps in public and community transport across the Shire particularly for hinterland residents and young
people.
e Ageing community facilities: Many of Noosa’s community facilities were built more than twenty or thirty
years ago and may now require maintenance or replacement in a restricted fiscal environment.
3 Council’s Vision, Principles and Priorities
Engagement with our community to protect and enhance our lifestyle.
Noosa Council’s vision focuses on its relationship with the community and is based on the core values of the
organisation.
3.1 Sustainability Principles
The Noosa Shire Social Strategy, like all of Council’s strategy and policy documents, is guided by the following
overarching Sustainability Principles:
1. Resources are sustainably managed so that the lifestyle of the community is preserved, without
compromising the ability of future generations to meet their own needs.
2. Noosa’s economy is prosperous, diverse and protective of its unique environment.
3. Noosa residents belong to a community that values its diversity, accessibility and affordability.
4. Noosa’s community is inclusive, connected and resilient and it encourages participation and information
sharing.
5. Noosa’s community benefits from quality places and programs that enhance wellbeing and support creative,
active and healthy lifestyles.
6. Good governance is achieved through effective and efficient decision-making, with decisions being made in
the best interests of the community.
3.2 Council Priorities
Council’s Corporate Plan outlines the long-term strategic priorities of Council while its annual Operational
Plan provides detail and guidance for the delivery of corporate priorities over each fiscal year. While it is not
practical to list all of Council’s goals and roles within this document, priority areas that directly impact on the
outcomes of this strategy are summarised below.
Work in partnership with our community
e to communicate information about activities and services operating within the Shire (provided by Council
and community organisations)
e to encourage networking, information sharing and collaboration between government and non-government
organisations
e to build the capacity of our communities and the groups that operate within them
e to provide opportunities for meaningful community engagement within a community development
framework.
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Set policy and strategy
e to ensure a coordinated and collaborative approach to addressing social issues of the Shire
e to ensure that broader council strategies consider the social ramifications of their implementation
e to develop a range of related strategic plans with key focus areas such as young people, accessibility, seniors
etc.
Provide quality service delivery
e through the effective operation of Council managed public facilities such as libraries, arts and performance
venues, and its recreation and sporting facilities
¢ supporting community and not-for-profit organisations that provide services to residents and visitors.
Look after community assets
e by developing asset management plans for Council owned and leased facilities
e through good disaster management planning and effective response to disaster events
e by ensuring capital works expenditure is based on evidential need and demand, and that it provides value for
money.
3.3 Council’s Policy Context
A suite of Council strategies and plans are currently in development and these will further assist in
addressing the social needs of the community. These include the Local Economic Plan, the Transport Strategy
and a Housing Needs Analysis.
3.3.1 Previous Noosa Social Plan
The Noosa Social Plan 2006-2016 (The Plan) was the Shire’s first Social Strategy. The Plan was evidence-
based and contained detailed demographic profiling. These profiles were useful in advocating to other levels
of government for improvements to community services and facilities. It proposed a holistic approach to
social issues.
3.3.2 Other Recent Strategies
In 2008, Noosa was amalgamated with Maroochy and Caloundra City Councils to form the Sunshine Coast
Council (SCC). Over the following years a number of plans and strategies relating to social issues were
completed. During this time specific, localised, quantitative research for the Noosa Shire was not
undertaken. This lack of formalised local data relating to social issues in Noosa during that six-year period
makes comparative and longitudinal analysis difficult.
However these SCC documents do contain valuable information and useful policy direction. Since Noosa
Council's reinstatement on 1 January 2014, these inherited plans and strategies are being systematically
reviewed and updated in collaboration with community stakeholders.
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4 Themes and Aspirations
In the process of consulting and developing this Strategy, four themes have emerged that reflect the
sentiment and aspirations of the residents of the Shire. These themes are:
Theme 1 - Cohesive and resilient communities
Theme 2 - Active and healthy communities
Theme 3 - Accessible, diverse and affordable communities
Theme 4 - Creative and informed communities.
These themes provide the focus for the Strategy’s key initiatives. These initiatives will inform the
development of further, more refined actions which will be detailed in the implementation plan. The
following section elaborates on each theme by providing a summation of the aspirations and visions, and
also makes recommendations for initiatives to supplement Council’s existing commitments.
4.1 Cohesive and Resilient Communities
Council aims to help create a better environment for people to more actively participate in their community.
In partnership with individuals, businesses and the other levels of government, we have set ourselves the
task of building cohesive and resilient communities.
We will work hard to build resilience in our communities and organisations so that they can recover and
learn from unforeseen events - be they a natural disaster, an economic downturn or the loss of key
individuals, businesses or even sponsors.
Council commits to respectful dialogue with key stakeholders and residents and will ensure that
opportunities exist for people to be involved in decision-making processes that affect their community.
In protecting and enhancing our lifestyle, Council will build upon the Shire’s history and our status as a
Biosphere Reserve under UNESCO's Man and the Biosphere Program.
Connection with community is integral to individual wellbeing. We will encourage people to take part in
community life and to use their own creativity to build a sense of place. Our public places will be purpose
designed to accommodate a range of different uses and needs.
4.1.1 Key initiatives
e Organise and facilitate a community partnership roundtable. This will identify and systematically consider
and address key local social issues.
e Develop an interactive community facility database (including school facilities) with the aim of maximising
use of existing assets.
e Review Council managed facilities to optimise usage
e Encourage, promote and provide both opportunities and appreciation for volunteerism.
e Encourage events and celebrations that bring communities together and recognise days of national or local
importance.
e Partner with key stakeholders to encourage broad community participation in activities that protect and
enhance the environmental values of the Shire.
e Undertake a service mapping exercise of providers in order to identify gaps and potential opportunities for
partnering in service delivery.
e Encourage similar support groups and service providers to co-locate in order to provide better combined
services and reduce duplication.
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e Partner with Government agencies and service providers to collate and share localised data and statistics to
inform social priorities, and advocate for additional resources to the Shire.
e Develop disaster management plans and resilience strategies for at risk local communities and groups.
4.2 Active and Healthy Communities
Council aims to nurture individual and collective health and wellbeing. We recognise that while individuals
are responsible for their day-to-day behaviours, governments can influence or enable healthy lifestyle
choices. This can occur through the provision of high quality facilities, the delivery of accessible programs and
services, and also as a result of environmental protections and regulations.
Council will work with other levels of government and relevant agencies to ensure that essential services
such as medical care, power, water, communications and other essential infrastructure are in place to meet
the needs of Noosa residents. Furthermore, we will partner with key stakeholders to support initiatives that
aim to prevent disease both mental and physical.
Council will continue to provide and maintain a range of high-quality sporting, recreational and leisure
facilities that promote healthy living, social interaction and individual wellbeing.
Noosa’s parks, gardens and public spaces, will enable and encourage incidental and purposeful physical
activity to support active, healthy lifestyles.
We will maintain our physical environment so that it is clean and safe. Council will also encourage people to
make lifestyle choices that minimise waste and reduce negative impacts on the environment.
Council will provide opportunities for inclusive participation by all residents. Noosa’s sports and recreation
industry will thrive, facilitating year round competitions, high profile events and the emergence of elite
athletes and sportspersons.
Strong collaborative partnerships and effective planning will be integral to developing measures to improve
Noosa Shire’s health and wellbeing.
4.2.1 Key initiatives
e Develop and implement a Sport, Active Recreation and Open Space Plan.
e Proactively work with government agencies and other commercial and not-for-profit organisations to reduce
preventative diseases.
e Provide quality play spaces for our children.
e Continue to support and develop the Noosa recreational trail networks.
e Advocate for and encourage low-cost sustainable community initiatives that promote healthy lifestyle
choices across the Shire.
e Advocate for and encourage local programs and services that aim to prevent mental illness and social
isolation.
e Enhance community safety through the implementation and application of Crime Prevention through
Environmental Design (CPTED) principles.
e Develop and implement behavioural change strategies to help achieve Council's Towards Zero Waste —
Waste Minimisation Plan.
e Assist community groups and sporting organisations to maintain their community assets.
e Undertake a review of land requirements to meet the objectives highlighted in the Social Strategy.
4.3 Accessible, Diverse and Affordable Communities
Council aims to ensure there are accessible and affordable spaces and places for people to live, to meet, and
to play. Council will aim to influence housing affordability by encouraging a diversity of housing
opportunities.
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Council values and embraces diversity, be it cultural, spiritual, ethnic or capacity-based. We want to assist
our community to be tolerant, inclusive and welcoming. We will strive for social equity by advocating to
ensure vulnerable groups have access to appropriate support so they can fully participate in our community.
We recognise that people with a disability are an integral part of our community. We will put in place
mechanisms to support residents with disabilities, and we will encourage them to participate in community
life at a level of their choosing.
Recognising that the Shire’s roads and transport networks are vital to ensure access to and interconnectivity
between towns, centres and facilities, Council is developing a new Transport strategy. In partnership with
Translink and other providers, Council will put in place initiatives to make public, community and active
transport options more attractive with the aim of reducing dependency on private vehicles.
As well as providing physical infrastructure, Council will invest in building social capital through community
development. We will ensure that our not-for-profit sector and its many volunteers are recognised, valued
and supported.
4.3.1 Key initiatives:
e Actively encourage the establishment of social enterprises in the Shire.
e Improve and advocate for inclusive access to public places, spaces and services.
e Work with the traditional owners and the local indigenous community to incorporate their needs and views
in policy development.
e Develop a social procurement policy and incorporate social benefit criterion into Council’s procurement
processes.
e Advocate to Federal and State Governments for increased support for social service provision where need
and gaps arise.
e Plan for an increased numbers of elderly people living independent.
e Advocate for increased flexible respite opportunities for the frail aged and people with a disability.
e Work with the community and relevant Federal and State Government agencies to assist the implementation
of major social reforms such as the National Disability Insurance Scheme and Domestic Violence initiatives.
e Undertake a Housing Needs Analysis to inform planning and future advocacy
e Work with government agencies, not-for-profit organisations and the business sector to explore innovative
ways of tackling housing affordability.
e Encourage inclusive participation in community activities for people with a disability.
e Continue to facilitate improvements in public transport, plus walking and cycling facilities to lessen
dependency on private vehicles.
44 Creative and Informed Communities
Knowledge, creativity and innovation are key components to a flourishing community. They enrich individual
lives and community environments, assist with problem solving and help create a shared identity. They
articulate and reinforce our community values.
Council recognises that the arts and creative industries play a central role in the way we view ourselves
through music, books, film, theatre, art, festivals, fashion, design and architecture. Cultural pursuits generate
a sense of pride, help reflect our special place to the rest of the world, and support our local economy. We
will value and encourage opportunities to highlight the creative talents and unique cultures that exist in our
local community.
Council respects our past: from our Indigenous Aboriginal heritage to our contemporary culturally-diverse
heritage. We will help preserve our heritage and provide opportunities to better understand our shared
history.
Council understands the importance of information, knowledge and education. We will facilitate access to
quality information, support life-long learning and place high value on innovation. We will respect
community debate and commit to transparent decision-making. Our libraries and galleries will continue to
act as community and cultural hubs and centres of learning.
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4.4.1 Key initiatives:
e Develop and implement an Arts, Cultural and Heritage Plan.
e Work with architects, artists, designers, craftspeople and cultural organisations to develop and expand the
Shire’s creative industries.
e Use social media and emerging technologies for information sharing and lifelong learning purposes.
e Encourage local innovation and creative responses to community issues.
e Facilitate the co-location of community groups for the purpose of resource and information sharing.
e Respect Noosa’s history and heritage through preservation and celebration.
e Promote and provide assistance to local festivals, events and celebratory activities.
e Develop and implement a five-year Library Strategic Plan.
e Explore opportunities to better utilise the Noosa Regional Gallery.
5 Implementation
5.1 Council's Role
Council will continue to play an important role in helping the community achieve the best social outcomes
through:
e Policy development that recognises community needs
e Working in partnership with residents and local organisations in the best interests of the community
e Providing services, facilities, funding and programs that meet community expectations within Council’s
financial sustainability guidelines
¢ Appropriately regulating acts, legislation and laws on behalf of the community
e Educating residents to assist them to understand Council actions and Council's role, and
e Acting as a catalyst and an advocate for changes that will benefit our community.
The cost of implementing all of the key initiatives in this strategy is beyond the capacity of Council alone. To
this end, Council will be seeking partnerships and strategic alliances with external agencies, businesses,
community groups and individuals to achieve our goals.
6 Measurement, Reporting and Review
In order to ensure that this Strategy is a useful document for Council, the community and stakeholders,
Council will:
e Develop a detailed implementation plan to address the existing commitments and identified key initiatives of
the Strategy
e Identify responsible agencies and partnership opportunities
e Undertake and appropriately resource the initiatives within this implementation plan
e Report against the implementation plan every twelve months
e Monitor progress against Council’s community key indicators
e Review the implementation plan every three to five years.
7 How you can be involved
Individuals can be involved in various consultations that Council conducts. A good place to start is through
our online engagement portal http://www.noosa.qld.gov.au/get-involved. Residents can also:
e Volunteer with a community organisation and thus contribute to community life
e Reach out to neighbours to enhance connectivity and wellbeing in neighbourhoods
e Help keep Council informed about the needs and aspirations of residents.
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Council would welcome approaches from businesses and community organisations who wish to partner on
any of the proposed key initiatives in this strategy and would encourage organisations and government
agencies to consider becoming involved in the community partnership roundtable initiative.
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Community Facilities
4 THE J BUSINESS PLAN 2015 - 2018 REPORT
DOCUMENT INFORM AT ION
Author Community Facilities Manager, Ashley Saward
Community Services Department
Index ECM/ Subject/ 72.01 The J
Attachments 1. The J Business Plan 2015 – 2018 (35 pages - provided separately to
this agenda – 2 hard copies are available in the Councillors Room)
2. The J Service Review 2014 – 2015 (41 pages – provided separately to
this agenda - 2 hard copies are available in the Councillors Room)
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Community Facilities Manager to the Infrastructure &
Services Committee meeting dated 15 September 2015 and approve The J Business Plan
2015-2018.
REPORT
The purpose of this report is to advise Council of The J business planning process 2015 – 2018,
and to propose a business plan for adoption.
The J is a unique facility that includes a 330 seat theatre, with a new option of including 45
additional seats in the upper mezzanine section, if required. It also offers flexible meeting spaces,
conference rooms and facilities for hire, which are complemented by covered outdoor areas and
stylish open foyers.
The J operates as a versatile, multi-use community venue. It hosts a wide range of
performances, live entertainment, and community activities. It also has two long-term tenants: the
University of the Sunshine Coast (incorporating TAFE) and Noosa Community Radio.
The J is the venue of choice for a number of community organisations, including Noosa Chorale,
Noosa Heads Jazz Club, Noosa Music Society, Independent Retirees Association, Queensland
Arts Alliance and Hillsong Church. Numerous school groups also utilise the facility, conducting a
range of activities such as performances and awards/presentation ceremonies.
1. THE J SERVICE REVIEW 2014
In 2014 The J underwent a service review in order to examine the use of its resources, and how
these can be fully utilised to meet the needs of the community. This comprehensive review
included the following elements:
service activities
service obligations
key stakeholders
budget information
employee resources
levels of service
asset management
benchmarking with similar venues
options to grow the business
SWOT analysis.
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Following the service review, a business plan has been developed to enhance The J’s
performance over the next three to five years.
As the service review identified a need for Council to continue to subsidise The J at levels in line
with comparable performance and community venues across Australia, the aim for the business
plan was to identify actions and opportunities to increase Council’s return on investment. The
business plan looks to achieve this by providing actions that:
increase community benefit and value; and
reduce the net cost to Council.
2. THE J BUSINESS PLAN 2015-2018
External consultants (99 Consulting) were engaged to help facilitate the business plan. The final
business plan draws on both the work done for the service review as well as previous venue
planning projects, with some additional research and analysis. The business planning process
included:
review of documents and data
interviews with key staff
desktop investigation of competition and pricing factors
a workshop with The J’s staff and management.
The development of the business plan did not include consultation with the community or users
of The J.
Through the development of the business plan it was determined that broadly speaking, The J
delivers outcomes for the Noosa community across four domains:
Community: The J provides an accessible venue so that Noosa people of all ages can
participate in an active, connected community.
Cultural: The J makes possible arts activities and cultural participation and experiences for
residents of and visitors to Noosa Shire.
Economic: The J brings business to Noosa Junction and contributes to the Shire’s
economy by enabling tourism and business events.
Learning: The J provides a venue for face-to-face education in Noosa.
In order to achieve these outcomes, the business plan focuses on actions to be taken under five
broad headings:
1. Our Business: products and services.
2. Our Market: customers and competitors.
3. Our Operations: staffing and systems.
4. Our Financial Performance.
5. Our Future: positioning The J for the longer term.
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More specifically, the business plan includes the following key goals and objectives:
Strategic goal Objective
Increase community benefit 1. Enhance performance against Community, Cultural and
Economic outcome measures
2. Increase utilisation of all spaces in the venue
3. Increase audiences and performances and events at The J
Improve financial sustainability 4. Increase revenue
5. Reduce net cost to Council
6. Increase revenue from commercial user types as a
percentage of revenue
Better understand customer wants 7. Improve customer experience
and needs
Build organisational capacity 8. Implement system improvements to enable success
These actions are further developed in a 2015 – 2018 year-by-year action plan:
•Set the scene:
2015-16 develop
capacity and
set goals
2016-17 •Act one: grow
the business
•Act two:
2017-18 consolidate
growth
•Interval:
2018-19 review service
and refocus
plan
2015-16 key actions:
Develop marketing strategy.
Implement workable financial analysis tools.
Develop partnerships with key stakeholders.
Develop an asset management plan.
Develop tools to report on KPIs.
Implement entrepreneurial program.
Review ticketing system alternatives.
Finalise agreements with key hirers/lessees.
Monitor progress on Certified Agreement.
Refine occupancy targets.
Improve data collection and reporting.
Introduce new venue hire rates.
Develop a risk management plan.
Continue to promote kitchen hire as a revenue opportunity.
Articulate community service obligations based on analysis of subsidies for community
outcomes.
Develop business cases for budget increases.
Reinforce positioning of The J as a multi-purpose community cultural venue.
Page 35 of 73
Section 36
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
2016-17 key actions:
Market to promoters and tour organisers.
Increase staff capacity.
Publish outcome reports to Councillors and other stakeholders.
Link with Council plans and strategies.
Refine understanding of occupancy opportunities.
Explore diversification opportunities, e.g. catered functions.
Undertake community research to better understand customer wants and needs.
Increase entrepreneurial activity based on analysis of year one seed funding results.
Fully implement marketing strategy.
Review fees based on market feedback.
2017-18 key actions:
Review and refine marketing strategy.
Increase utilisation to fill occupancy gaps.
Include community benefit assessment in analysis of current and potential hires.
Revise service review.
Following the adoption of the business plan, management will embark on undertaking the actions
as recommended. It is estimated that the combined effects of implementing the actions over the
next 3 years will result in the net annual operating financial performance of The J improving by a
minimum of $38,635.
Progress against the actions highlighted in this report will be monitored via a series of key
performance indicators (KPIs). Management have developed a list of provisional KPIs which will
be given further consideration over the coming weeks. Once finalised, KPIs will be monitored
closely to ensure progress tracks in line with the documented targets.
Previous Council Consideration
Nil
Finance & Risk
Refer to Section 2 of this report.
Consultation
External Consultation - Community & Stakeholder
99 Consulting
Internal Consultation
Community Facilities staff
Financial Services Manager
Departments/Sections Consulted:
x Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
x Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
Executive Office x Corporate Services
Community Engagement x Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 36 of 73
Section 37
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Disaster Management & Public Order
5 LOCAL LAWS UPDATE REPORT TO 31 JULY 2015
DOCUMENT INFORM AT ION
Author Acting Local Laws Manager, Phil Amson
Community Services Department
Index ECM/Subject/Branch Management/Community Services Department
Attachments Nil
EXECUTIVE SUMMARY
Not Applicable.
RECOMMENDATION
That Council note the report by the Acting Local Laws Manager to the Infrastructure & Services
Committee Meeting dated 15 September 2015 providing an update on the activities of the Local
Laws Branch activities for the period ending 31 August 2015.
REPORT
The purpose of this report is to advise Council of the Local Laws Branch activities for the period
from 1 May to 31 August 2015.
The Branch has responsibility for regulated parking, animal management, and the regulation of
Local Laws & State Acts under Council’s jurisdiction. The Branch supports a number of other
branches within the Organisation, to achieve compliance with the local laws they enforce.
Formerly known as Disaster Management and Public Order, the Branch was renamed Local
Laws as a result of the transfer of Community Resilience and Disaster Management
responsibilities to Infrastructure Services as part of the 2015/16 budget process.
Although financial responsibility for disaster management operations have been removed from
the Branch a reactive component remains with the Local Laws Branch and the Manager remains
the Centre Manager in the Local Disaster Coordination Centre.
1. FINANCE
The objective of the Local Laws Branch is to balance the demands of its regulatory enforcement
role with community expectations of fairness.
In this context the aim of sound financial management is to ensure that the revenue raised is fair
and just and operational costs are used responsibly.
The following tables and graphs show financial performance for the Disaster Management and
Public Order branch in 2014/15 and the status of the Local Laws budget for the month ending 31
July 2015.
Note the Local Laws Operational budget for 2015/16 no longer contains Disaster Management
Operations which has been transferred to Infrastructure Planning.
Page 37 of 73
Section 38
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Disaster Management and Public Order Branch Operations 2014/15
Benchmark % Complete 100.0%
2,000,000
1,500,000
1,000,000
500,000
0
Direct Revenue Direct Expenditure Net Operating Result
(500,000)
(1,000,000)
2014/15 2014/15
YTD YTD
Budget Actuals
The Disaster Management and Public Order branch operating result for the 2014/15 financial
year was within budget overall.
Revenue for Animal Control was slightly higher with revised projections factoring in the
reclassification of animals. Local Laws revenue showed higher revenue due to the issuing of
infringements, court prosecutions and reinstatement and recovery.
Parking infringements were slightly lower with recovery of SPER and Citec search costs higher.
Expenditure for Local Laws was slightly higher due to materials and services relative to the
increased revenue recovery. Parking related search costs were also higher than forecast.
Page 38 of 73
Section 39
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Animal Control 2014/15
1810 - Animal Control
250,000
200,000
150,000
100,000
50,000
0
Direct Revenue Direct Expenditure Net Operating Result
2014/15 2014/15
YTD YTD
Budget Actuals
As reported in April 2015, the 2014/15 animal management budget, overestimated the dog
registration revenue by approximately $180,000. This was mainly due to the fact that the
majority of dogs were de-sexed and a large number owned by pensioners, thus paying lesser or
no fee. This was further complicated by estimates for the house to house dog audit, where an
estimated 1500 dogs (based on national statistics) were expected to be added to Council’s
system with the vast majority of those dogs being entire. Although 1780 new dogs were located
the majority again were de-sexed and micro chipped. This meant that revenues from the house
to house dog audit were well below the projected income. These issues were amended in BR4.
On the positive side, the results of the 2015 dog audit have revealed that Noosa Shire has one of
the highest percentages of de-sexed dogs in the state with almost 90% of dogs in the community
being de-sexed. This reflects the success of the “responsible pet ownership” media campaign
that has been promoted in Noosa shire over the past 20 months. This campaign is now being
used to target a spike in dog attacks during the last days of August, with 11 attacks being
reported over a 9 day period in late August.
At year end Animal Control revenue was slightly higher with revised conservative projections
factoring in the reclassification of animals. Expenditure was also higher due to relocation of
employees to this cost centre and the movement of leave provision for these employees.
Page 39 of 73
Section 40
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Parking 2014/15
1811 - Parking Supervision
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Direct Revenue Direct Expenditure Net Operating Result
2014/15 2014/15
YTD YTD
Budget Actuals
Parking revenue for the 2014/15 budget finished above the original budget estimate of $423k,
with only a slight variance to the revised budget of $633k.
Previously identified issues of incorrect revenue allocation to SPER (State Penalties Enforcement
Registry) and CITEC (system used to locate Qld registrations) were amended in BR4 with related
cost being 20% higher.
A reduction in the provision of Regulated Parking Patrols throughout May, June and July allowed
for budgeted labour hire expenditure to be minimised, although this did lead to an increase in
customer complaints.
Local Laws Operations period ending 31 July 2015
Benchmark % Complete 8.3%
Page 40 of 73
Section 41
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Local Laws
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
Direct Revenue Direct Expenditure Net Operating Result
2015/16 2015/16
YTD YTD
Budget Actuals
Local Laws branch budget for July is on track with the variance being in employee expenditure
resulting from not filling the vacancy of the Disaster Management and Public Order Manager
position.
Animal Control period ending 31 July 2015
1810 - Animal Control
40,000
30,000
20,000
10,000
0
(10,000)
(20,000)
(30,000)
(40,000)
Direct Revenue Direct Expenditure Net Operating Result
2015/16 2015/16
YTD YTD
Budget Actuals
The animal control budget 2015/16 is on track. There is an employee expense variance resulting
from an incorrect staff allocation to be adjusted in August. RSPCA contract costs have been
accrued with invoices still to come.
Page 41 of 73
Section 42
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Parking 2015/16 period ending 31 July 2015
40,000
1811 - Parking Supervision
20,000
0
Direct Revenue Direct Expenditure Net Operating Result
Parking expenditure is down in July due to employee costs being lower and a delay in search
cost being allocated.
2. CUSTOMERS
During the past four months the branch received over 1800 phone calls, generating 993
Customer Requests. Animal management topped the charts with 679 requests and had an
average completion time of 42 days. Other requests had an average completion time between 7
and 28 working days. Interestingly, in a time and motion study over the month July, in excess of
450 man hours were spent on animal management complaints.
Activity No of complaints Average time to
complete
Animal management 679 42 days
Illegal camping 37 5 days
Local laws 97 28 days
Parking 125 5 days
Abandoned vehicles 51 7 days
Illegal tree removal 4 28 days
Page 42 of 73
Section 43
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
During the period 1 May – 31 July 2015 there were:
10057 Dogs registrations in the period This figure includes the remainder of the dog audit.
68 Animal fines + 6 Official Cautions Offences included the animal “not being under effective
control”, being “in a prohibited area” or “failure to register”.
There were 56 animal fines issued during the previous.
9 Local Law fines + Offences included “illegal removal of trees”, “littering” and
1 Official Caution (10) “prohibited activity (camping)”. This compared with 23 local
law fines issued in the previous period
1910 Parking fines issued + This compared with 2,804 parking fines issued for the previous
303 Official Cautions (2213) period.
3. PEOPLE
The former manager, Ron Thomas has now retired. He ceased work on 15 May 2015 and his
position has been backfilled by Phil Amson, Local Laws Coordinator. There has been no backfill
of the Coordinator role.
4. SYSTEMS & PROCESSES
The new suite of Local Laws was gazetted and came into effect from 1 July 2015.
This ushered in the next phase of delivering the new laws by way of ensuring operational
effectiveness. To date there has been no reported operational issues from the implementation of
the new local laws, with all systems and official paperwork being updated to reflect the changes.
The Local Law service review is ongoing with a projected completion date of September 30. As
noted above in July 2015, the section undertook an activity based costing exercise, a detailed
time and motion study and a review of customer response time.
Systems analyst Paul Vellacott has been flow charting local law branch processes and is
currently developing recommendations on streamlining and improving systems.
A field trial of a new T1 based infringement system is due to begin on the 17 September. If
successful this will replace the antiquated Duncan Autocite technology with field officers. It will
utilise the Cloud based T1 system from the field using iPhone apps and Bluetooth printers. If
successful this trial will result in time and cost savings to the organisation.
5. FUTURE DIRECTION
The final stage of the Local Laws Service review is due by end of September 2015. It is expected
that, as a result of this extensive review, further improvements will be made available to the Local
Laws Branch thus enhancing the operational performance of the team.
Previous Council Consideration
Ordinary Meeting 4 June 2015
That Council note the report by the Disaster Management and Public Order Manager to the
Infrastructure & Services Committee Meeting dated 26 May 2015 providing an update on the
activities of the Disaster Management & Public Order Branch activities for the period ending
30 April 2015.
Finance & Risk
Refer Section 1 Finance.
Page 43 of 73
Section 44
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant - Finance
Departments/Sections Consulted:
x Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Libraries & Galleries Asset Design & Investigations
Community Development Asset Planning
Civil Operations
Environment
Executive Office x Corporate Services
Community Engagement x Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 44 of 73
Section 45
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Libraries & Galleries
6 BUTTER FACTORY ARTS CENTRE MANAGEMENT
DOCUMENT INFORM AT ION
Author Special Projects Officer, Emma O’Neill
Planning & Infrastructure Department
Index ECM/ Subject/ 72.04 Butter Factory Arts Centre
Attachments Nil
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Special Projects Officer to the Infrastructure & Services
Committee Meeting dated 15 September 2015 and:
A. Adopt Option A (as set out in the Report) and authorise the CEO to enter into an
agreement with the Cooroy Lower Mill Board to operate the Butter Factory Arts Centre on a
12 month trial basis, commencing 1 January 2016; and
B. Provide a 12 month operating subsidy of $120,279 to the Cooroy Lower Mill Board on the
basis that the Board provide six monthly acquittals.
REPORT
Following considerable community consultation on the operation of the Butter Factory Arts
Centre (BFAC) in 2014/15, Council resolved at the Ordinary meeting on 12 March 2015 to:
A. Adopt Option 3 as its preferred option;
B. Staff consulting with the Cooroy Lower Mill Board to develop a Business plan and budget to
present to Council in a future report; and
C. Continue to maintain the Butter Factory and Pottery Shed buildings.
Option 3 proposed a hybrid community management model with the Cooroy Lower Mill Board
(CLMB) as the facility manager, and U3A and Centre for Ceramic Excellence as anchor tenants.
The Special Projects Officer was allocated to lead the development of a business plan in
conjunction with CLMB representatives. With the assistance of Robyn Barrett from Mercer
Enterprises (for financial analysis) the Special Projects Officer has been working with CLMB
representatives on the development of a business plan for the BFAC. Consultation with a number
of key staff within Council has also been undertaken. Through the information gathering process
a number of issues have been identified and it is now evident that a comprehensive business
plan is unable to be completed in a timely manner.
1. Current status of the business planning process
Council officers, with the support of CLMB representatives, have commenced drafting a business
plan for the BFAC. Development of the business plan has required the CLMB to undertake a
research process which has included visits to other similar arts facilities. This process has
enhanced their enthusiasm for operating the BFAC and reinforced their belief in providing arts
programs and exhibitions at the BFAC.
Page 45 of 73
Section 46
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
There is however, still a considerable amount of work to be done to develop a robust business
plan because, while CLMB bring a wealth of local knowledge, support and commitment to the
task of managing the BFAC, CLMB needs to further develop its overall purpose, structure,
programming and activities to successfully operate the facility.
The CLMB are keen to develop a detailed business plan but in order to do this they require an
experienced staff resource to explore and trial programming options and provide the detailed
information required for the business plan/feasibility. In order to engage such a resource the
CLMB require funding.
Given the gap between the Council resolution in March and the completion of the business plan,
a level of confusion is becoming evident within the Cooroy community regarding who is operating
the BFAC. The CLMB have already had a number of approaches and proposals for activities
within the BFAC which they are unable to act upon as they are not currently operating the facility.
Difficulties in developing the business plan have also arisen as current operations are not a
reasonable benchmark to predict future operations and in particular, future revenue opportunities.
Council is currently operating the BFAC in a ‘caretaker’ mode with limited programming which
makes it difficult to provide the CLMB with a fully operational ‘business as usual’ model,
particularly where revenue sources are concerned. Historical information has been difficult to
find and provide to assist CLMB form the basis of ‘business as usual’. In fact, actively seeking
revenue sources has not been a focus at the BFAC for the past four to five years. In turn, this
requires the CLMB to make a number of assumptions around the programming opportunities that
may arise for the CLMB operation of the BFAC.
Robyn Barrett of Mercer Enterprises has undertaken financial analysis with the available data.
She was able to forecast base operating expenditure based on Council’s previous expenditure
however forecasting revenue was problematic. She noted that while there were potentially
credible ideas for activities and revenue streams, these needed to be developed in much further
detail to enable robust financial analysis.
Based on the need for a high level of assumptions and increased staffing, indicative financial
projections and analysis undertaken by Mercer Enterprises indicate that the Council subsidy will
be higher than estimated in the report to Council on 3 March 2015. The proposed 12 month
subsidy is $120,279, compared to $80,000 proposed previously. The main reason for this is the
additional level of staffing required to cover a five to six day operation (including weekends and
after hours) which equates to approximately 1.5 FTE. Some of this on site staffing was originally
anticipated to be covered by in-kind support from U3A. The CLMB will undertake overall
management, planning and programming for the BFAC and have indicated that, given the
existing commitments of their members, they are not it a position to undertake the day-to-day
operation of this public facility and will require sufficient staffing to do this.
Programming of PopUp Art (and other) exhibitions have been scheduled by Council until
December 2015. It is important to note that the PopUp Art exhibitions are nearing the end of
their current life and it is not expected that exhibiting will continue beyond December 2015.
It is also important to note that through the business planning process it has been identified that a
number of capital improvements including acoustic treatment and better disability access will be
required to enable greater simultaneous use of the spaces at the BFAC.
Finally, the business planning process has identified that the previously recommended approach
of bringing together the CLMB with two anchor tenants (U3A and the CCE) is no longer viable.
2. Anchor Tenants
On 12 March 2015, Council adopted the option for the BFAC to be a community managed facility
with Council providing financial support to a community organisation (namely CLMB) to manage
and activate the facility with an understanding that CLMB would work with U3A and Centre for
Ceramic Excellence (CCE) as ‘anchor tenants’. The ‘anchor tenants’ would ideally provide
financial or ‘in-kind’ contributions.
Page 46 of 73
Section 47
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Subsequent investigation through the business and transition planning process has indicated that
tenancy by U3A and CCE cannot proceed as originally planned.
The intent was for U3A to provide activation through use of the BFAC, as well as the potential for
in-kind support such as administration resources, volunteers and assistance with grant funding.
This in-kind support would reduce the staffing burden on CLMB.
The U3A Management Committee has recently changed and subsequently decided that they no
longer have the resourcing to establish and operate a U3A sub-branch at Cooroy. U3A are
however continuing community consultation and if there is enough interest and drive from the
Cooroy and hinterland community to establish a Cooroy U3A branch, then the Noosaville branch
will be available to provide advice and assistance to establish the new branch. If a Cooroy U3A
is established, the committee will continue to work with the operator of the BFAC to investigate
venue hire options.
The CCE will not be a major user of the BFAC in the short term. As a young organisation their
focus is now centred on holding a major wood firing conference in 2017, at which time they will
hire the BFAC. However, the CCE and regular Potters located at the BFAC have been in
consultation to look at ways to improve usage and revenue streams at the pottery shed and are
currently working on a grant submission to replace the pottery wheels in the pottery shed.
The two proposed anchor tenants in the proposed business plan will not come to fruition in the
short term.
3. Options
The business planning process is in somewhat of an abeyance. CLMB continue to maintain their
enthusiasm and drive to operate the BFAC, however the difficulties highlighted above
demonstrate that it may simply be too early for the development of a long term business plan and
long term agreement due to lack of certainty about potential revenue.
Therefore, the following options are proposed:
A. Council enters into a trial operation arrangement with CLMB for 12 months.
B. Council continues to operate the BFAC under a ‘caretaker’ model with limited
programming, essentially a venue for hire.
C. Council continues to operate the BFAC and undertakes the role of activating the BFAC.
D. Council investigates other uses for the BFAC.
Option A. Council enters into a trial operation arrangement with CLMB for 12 months.
CLMB operation of the BFAC was identified through the community engagement process as
most closely aligned with the community aspirations for the BFAC based on past experience.
Under Option A, Council would enter into an agreement with the CLMB to operate the BFAC for a
12 month period. This time would allow the CLMB to engage an expert to establish the viability
of the programming options and other ideas at the BFAC, with an expectation that the feasibility
of a long term business plan can be determined by the end of the 12 months for the ongoing
operation of the BFAC based on actual revenue. Should CLMB determine that the operation of
the BFAC is not viable, or should Council determine that the operational subsidy required for the
operation of the BFAC is too onerous, the arrangement would cease and one of the other options
below explored further.
In short, a 12 month trial should determine whether this community based model will work or not.
Council would provide an operating subsidy to CLMB for the 12 month period. This amount will
be capped at $120,279 and an acquittal process would be undertaken at 6 monthly intervals.
The acquittal process should also help with the development of the business plan should CLMB
determine they are able to operate the BFAC beyond the initial 12 month trial period.
Page 47 of 73
Section 48
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
It is anticipated that CLMB would commence operating the BFAC on 1 January 2016, with a
transition occurring from October. Council would continue to undertake day-to-day operations
during the transition however the CLMB and their staffing would work with Council staff to
understand the building and plan for programming and exhibitions to commence from January. A
subsidy of $12,600 would be required for CLMB to staff the transition period October to
December 2015. This amount can be met within the current budget.
As highlighted in the Infrastructure & Services Committee meeting report to Council on 3 March
2015, ‘There [remain] some risks associated with this proposed model. While individual CLMB
members have facility management experience, the CLMB itself has not managed a community
facility and their successful relationship to other stakeholder groups and individuals needs to be
developed. In order to manage these risks, it is recommended that Council clearly establish roles
and responsibilities by way of a Memorandum of Understanding [or Agreement] between Council
and the CLMB.’
The 12 month trial will allow CLMB to test programming and operational assumptions to
determine whether continued CLMB operation of the BFAC is viable. If it is not, then the other
options in this report can be further explored.
As noted in section 2, the business planning process has allowed the CLMB to start building
relationships with stakeholders and interested parties. This puts them in a good position to
commence greater activation of the BFAC should Council adopt Option A.
This model also meets the preferred outcome of community management of the BFAC identified
through the community engagement process undertaken in 2014/15.
Option B. Council continues to operate the BFAC under a ‘caretaker’ model.
Under this option, Council would operate the BFAC in a ‘caretaker’ model primarily offering the
facility as a venue-for-hire and overseeing the Pottery. Cooroy Library staff would manage the
building, take bookings and facilitate access. There would be limited Council programming or
curated exhibitions and the building would only be open to the public if a hirer undertook this.
This model could be funded within the current net budget for the 2015/16 financial year of
$233,311 including depreciation and corporate overheads.
It is important to note that the PopUp Art exhibitions are nearing the end of their current life and it
is not expected that exhibiting will continue beyond December 2015. Any further programming or
exhibitions would require Council staff to source exhibitions or artists in the community to step
forward and hire the venue and staff exhibitions.
The benefit of this model is that it would determine what the “latent” demand for the facility
actually is i.e. how many requests to use the facility will be made if it is not being actively
marketed or promoted.
This model does not meet the preferred outcome of community management identified through
the community engagement process undertaken in 2014/15 but it would be the cheapest of the
community use based options.
Option C. Council continues to operate the BFAC and undertake an ‘activation’ role.
Programming of exhibitions and events would be managed by Council staff with additional
support provided by volunteers. While the arts focus would continue there would be no significant
increase in community engagement or ownership.
In order to further activate the use of the BFAC, staffing levels would need to increase to program
and staff the facility. The estimated impact of this would be $80,622, resulting in an adjusted
budget for the 2015/16 financial year of $313,933.
This model was identified as unsustainable through the community engagement process
undertaken in 2014/15, and it does not meet the preferred outcomes identified through that
process. It would be the most expensive of the community use based models.
Page 48 of 73
Section 49
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Option D. Council investigates other uses for the BFAC.
While the community engagement process undertaken in 2014/15 explored many options, the
potential for non-community use of the BFAC site was not investigated.
If the community management model proves to be unsustainable in the long term, Council could
investigate the possibilities for other uses of the site. The current zoning is Community Use
however the BFAC’s original use was commercial in nature. A design studio or showroom, etc
and potentially other like uses other uses in keeping with the overall Lower Mill site and the
historical use of the building.
This option would require Council or potential tenant to undertake a Material Change of Use
application or the zoning could be considered through the development of the new Planning
Scheme.
This model does not meet the preferred outcomes identified through the community engagement
process undertaken in 2014/15 which opposed commercial use of the BFAC and sought greater
community involvement. However, if the proposed 12 month management trial by CLMB proves
unsuccessful, this option may warrant further consideration.
Previous Council Consideration
Ordinary Meeting 12 March 2015
REVIEW OF THE OPERATIONS OF THE COOROY BUTTER FACTORY.
That Council note the report by the Director of Community Services to the Infrastructure &
Services Committee Meeting dated 3 March 2015 and agree to:
A. Adopt Option 3 as its preferred option;
B. Staff consulting with the Cooroy Lower Mill Board to develop a Business plan and budget to
present to Council in a future report; and
C. Continue to maintain the Butter Factory and Pottery Shed buildings.
Finance & Risk
Summary of options
The 2015/16 net total budget (including depreciation and corporate overheads) for the BFAC is
$233,311.
The 12 month trial recommended is proposed to commence 1 January 2016, therefore crossing
over into the 2016/17 financial year. For comparison purposes the 12 month period (1 January to
31 December 2016) has been projected for each option. Note that a 2.5% inflation rate has been
included in the 2016/17 figures for the purposes of calculating projected figures.
Option D has not been costed as further investigation into potential commercial uses and
revenue opportunities would need to be determined through an expression of interest process.
Page 49 of 73
Section 50
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
The table below outlines the indicative costs under options A, B and C:
Net Operating Cost to Total Cost to Council
(including depreciation &
Council
corporate overheads)
Option A - CLMB 12 month trial $146,097 $243,898
Option B - Council caretaker model $138,426 $236,227
Option C - Council activation model $220,056 $317,858
Option A is slightly higher than the current budget and Option B, however it is important to note
that it will result in activation of the BFAC rather than a caretaker model. It also remains more
cost effective than Council activation under Option C.
Option A. 12 month trial with CLMB
While this option has risks associated with the CLMB’s first foray into managing a facility, it is the
preferred model, representing a lower cost to Council than if Council were to undertake an
activation role. It also meets the preferred outcomes of the community engagement process
undertaken in 2014/15.
Operating costs such as water, electricity, building maintenance, etc. will remain Council’s
responsibility under this option, however many of these costs would be transferred to CLMB
beyond the 12 month trial. CLMB will need to consider these costs for business planning and
future operations.
A review of corporate overheads with Council’s finance section indicates that a substantial
reduction in corporate overheads is also likely under this model, however this has not been
factored into the projected budget for the 12 month period.
Projected budget 1 January – 31 December 2016
Revenue $0
Expenditure $146,097
Continued Council operating expenses
during CLMB operation ^ $22,607
Other Expenses (fire levies and internal
charges other than corporate o/heads) $3,211
Operating subsidy to CLMB * $120,279
Net Operating Cost to Council $146,097
Depreciation & Amortization $19,745
Corporate Overheads $78,056
Total Cost to Council $243,898
Notes:
^ Continued Council operating expenses during CLMB operation projected based on 2015/16 budget
figures.
* Based on Indicative Cash Flow Analysis undertaken by Mercer Enterprises
Page 50 of 73
Section 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Option B. Council ‘caretaker’ model
The ‘caretaker’ model uses the existing 2015/16 budget to project overall costs across the two
financial years:
Projected budget 1 January – 31 December 2016
Revenue -$8,371
Expenditure $146,797
Employee Benefits** $52,900
Materials & Services*** $92,946
Other Expenses $951
Net Operating Cost to Council $138,426
Depreciation & Amortization $19,745
Corporate Overheads $78,056
Total Cost to Council $236,227
** - potentially, this is a worst case scenario based on current levels of usage. If there was a
reduction in usage (for example, no after-hours opening) than the actual cost would be lower.
*** - similarly, lower usage would result in lower costs for services such as electricity, water
usage etc.
Option C. Council ‘activation’ model
Employee costs would increase under this model with a requirement for Council to staff the
BFAC. The figures provided are considered conservative because after hours and weekend
penalties have not been factored into the increased employee benefits calculation. While an
increase in revenue has been factored into this model, it is likely that increased revenue will be
offset by the additional materials and services required to provide programs and exhibitions.
Adoption of this model would require an adjustment to the budget in Budget Review 3.
Projected budget 1 January – 31 December 2016
Revenue -$18,496
Expenditure $238,552
Employee Benefits * $134,530
Materials & Services # $103,071
Other Expenses $951
Net Operating Cost to Council $220,056
Depreciation & Amortization $19,745
Corporate Overheads $78,056
Total Cost to Council $317,858
Notes:
* An additional LGOA Level 4 position has been added under the activation model.
# It is anticipated that revenue increases will be offset by materials and services requirements
Page 51 of 73
Section 52
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Option D. Investigate other uses
This option will need to be costed should Council wish to pursue further but it would be difficult to
calculate without market testing potential revenue or determining whether there is an actual
market for this type of use. Costs will be incurred for undertaking a Material Change of Use
application. Expressions of interest will need to be sought as an indication of the potential
viability of this option.
Capital Works
Previous reviews have highlighted the need for building modifications to address building
constraints and increase potential uses. During the business planning process, CLMB have
identified areas such as acoustic treatment and disabled access as areas they may be able to
source grant funding to assist with capital improvements.
There are no capital projects included in the 2015/16 capital works budget for the BFAC.
Council Building & Facilities staff are currently investigating significant roof leaks which have
exacerbated over recent months. This will require capital expenditure within 2015/16 to resolve.
Consultation
External Consultation - Community & Stakeholder
Representatives from Cooroy Lower Mill Board
Mercer Enterprises
Internal Consultation
To facilitate the business planning process and the development of this report a number of
internal sources were consulted, including:
Director, Community Services
Manager, Libraries and Galleries
Gallery Director and staff
Management Accountant
Governance Advisor
Grants Officer
Departments/Sections Consulted:
x Community Services x Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities x Strategic Land Use Planning
x Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
x Executive Office x Corporate Services
Community Engagement x Finance
Customer Service ICT
Executive Support Procurement & Fleet
x Governance Property & Facilities
Human Resources Revenue Services
Page 52 of 73
Section 53
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Waste & Environmental Health
7 WASTE MANAGEMENT - ANNUAL REPORT 2014/15 INCLUDING UPDATE TO 31
JULY 2015
DOCUMENT INFORM AT ION
Author Waste Coordinator, Ian Florence
Community Services
Index ECM / Subject / Branch Management/Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Waste Coordinator to the Infrastructure and Services
Committee Meeting dated 15 September 2015 providing an update on the Waste Management
Section’s performance over the 2014/15 period and an update on the activities to 31 July 2015.
REPORT
The purpose of this report is to advise Council of waste management activities over the
2014-15 financial year, the first month of the current financial year and planned activities and
initiatives for the next four months.
The Waste Management Section (WMS) is responsible for the delivery of domestic and
commercial waste and recycling collection services for Noosa residents and businesses, holding
tank liquid waste collection servicing, operation of the Eumundi Rd Resource Recovery Facility
including Pomona and Cooroy Waste Transfer Stations.
Collection, landfill and resource recovery services are provided through a small team managing
contracts with the private sector with the aim of maximising resource recovery and reducing
waste to landfill.
1. FINANCE
Under the National Competition Policy the Waste Business Unit is required to operate under full
cost pricing principles and to make a return on the investment in the business to Council.
Waste Management 2014-15
Statement of 2014/15 2014/15 2014/15 2014/15 % YTD
Income and Original Current YTD YTD Current Variance
Expenses Budget Budget Budget Actuals Budget
Direct Revenue 12,956,772 12,843,665 12,843,665 13,062,233 101.7% (218,568)
Direct Expenditure 8,381,152 8,159,103 8,159,103 7,749,496 95.0% 409,607
Net Operating 4,575,620 4,684,562 4,684,562 5,312,738 (628,176)
Result
Competitive -52,882 -52,882 (52,882) (52,882) 100.0% 0
Neutrality
Depreciation 673,736 621,832 621,832 444,508 71.5% 177,324
Internal Charges 1,083,541 1,083,545 1,083,545 1,085,189 100.2% (1,644)
Operating 2,871,225 3,032,067 3,032,067 3,835,922 (803,856)
Surplus/(Deficit)
Page 53 of 73
Section 54
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Waste Management
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
Direct Revenue Direct Expenditure Net Operating Result
2014/15 2014/15
YTD YTD
Budget Actuals
Month ending July 31 2015
Statement of 2015/16 2015/16 2015/16 2015/16 %
Income and Original Current YTD YTD Current YTD
Expenses Budget Budget Budget Actuals Budget Variance
Direct Revenue 13,415,946 13,415,946 5,659,330 5,748,366 42.8% (89,036)
Direct Expenditure 8,858,391 8,858,391 702,271 603,133 6.8% 99,138
Net Operating 4,557,555 4,557,555 4,957,059 5,145,233 (188,174)
Result
Competitive 518,067 518,067 43,172 43,172 8.3% (0)
Neutrality
Depreciation 547,139 547,139 45,595 45,595 8.3% 0
Internal Charges 1,119,584 1,119,584 93,299 93,293 8.3% 6
Operating 2,372,765 2,372,765 4,774,993 4,963,173 (188,180)
Surplus / (Deficit)
Waste Management
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
Direct Revenue Direct Expenditure Net Operating Result
2015/16 2015/16
YTD YTD
Budget Actuals
Page 54 of 73
Section 55
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Budget Commentary
The budget for the 2014-15 financial year indicates that revenue was slightly above estimates
and expenditure was below estimates. Waste Management had a Net Operating Result of
$5,145,233, which was $628,176 better than predicted. The operating surplus was $3,835,922,
which was $803,856 above predictions. The Waste Management budget was in a sound position
for the duration of the 2014-15 financial year.
The figures for the first month of the 2015-16 financial year show that the budget is currently on
track with predictions.
Capital Works Projects
Road repairs at Eumundi Road Resource Recovery Centre
Waste Management will commence significant repairs to the entry roads around the weighbridge
at the Eumundi Road Resource Recovery Centre during September 2015. The first stage of the
works will be conducted over 28 days during a break in the bulk kerbside collection service.
The works will require modified traffic conditions at the facility for the period and some disruption
and delays are expected for those using the facility. The works have been advertised on site and
are to be advertised in social media to ensure that the public are aware of the potential
disruption. Stage Two will be carried out in the 2016-17 financial year.
Commissioning of Cell 2.2
Waste Management has recently conducted repairs on the leachate collection system that was
constructed several years ago in Cell 2.2. The repairs were to ensure that the first quadrant of
the cell could be hydraulically isolated from the other three large quadrants for stormwater control
initially and later for leachate management. This will allow Council to commence using just the
first quadrant of the cell for waste disposal and therefore minimising the capture of stormwater
and generation of leachate that will require collection and disposal. It is predicted that Cell 2.2
will start receiving selected waste in February 2016.
High Efficiency Sedimentation (HES) Basin upgrade and Bio Basin
The High Efficiency Sedimentation (HES) Basin upgrade and Bio Basin construction at Eumundi
Road landfill has almost reached completion. The remaining works are to install an automated
monitoring system (SCADA) that will allow Council to remotely monitor the quality of water
leaving the site in real time, ensuring an immediate response should any issues be identified.
This work has been delayed due to negotiations with EHP regarding their water monitoring
requirements.
2. CUSTOMERS
Solid Waste Collection Services
Bin Service 1 July 2014 1 July 2015
240 Refuse 29,263 29,634
140 Refuse 67 68
240 Recycling 24,371 24,947
240 Garden 3,129 3,714
1m3 Bulk 33 28
1100 Refuse 372 367
1100 Recycling 264 290
1.5m3 Bulk 210 203
2m3 Bulk 12 13
3m3 Bulk 213 214
27m3 Compactor 1 1
Page 55 of 73
Section 56
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
There has been continued growth of green waste garden bin service due to the expansion into
country areas of Cooroy, Pomona, Cooran and Boreen Point. The ongoing discussion of organic
waste recycling by the Community Jury has also prompted interest in the service.
Waste Management are continuing to work with Council’s contractor, Cleanaway to reconcile bin
numbers and service data as Council moves towards a drafting a new contract.
Customers using Council’s three waste facilities
Facility Eumundi Road Cooroy Pomona
Transactions 2014-15FY 92,798 4,404 4,874
Customer Service
The following table details the number of service requests by service type received and
completed during the 2014-15 financial year.
Waste Service Requests by Type JULY – DECEMBER 2014 JANUARY – JUNE 2015
Charges 35 46
Contractor 50 57
Damaged/Missed bin 1047 849
Dog bags 7 7
Dumping – Garden Waste 9 9
Dumping >200Litres 60 93
Hazard/Contamination 6 10
Holding Tanks 14 24
Landfill/Transfer Station 3 6
Littering <200Litres 36 53
Service – Extra 270 178
Service – Missed 491 445
Service – Modify 136 143
Service – New 523 473
TOTAL 2,687 2,393
Graph showing total number of waste service requests 2014-15FY.
The graph below depicts the number of requests received per month, from July 2014 to June
2015. This represents a total of 5,080 requests. The spike in the graph for October 2014 is
attributed to a media request by Waste Management for the public to report broken wheelie bins
or lids so that free replacements could be arranged by Council.
Received 2014/2015FY
700
600
500
400
300
200
100
0
Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15
Page 56 of 73
Section 57
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Amount of material received, landfilled and recycled.
The information below shows the total amount of material received by Council in the 2014-15
financial year, compared to the previous year, the amount disposed of to landfill and the amount
diverted from landfill.
Waste received by Noosa Council
(Excluding kerbside recyclables)
2013-14FY 2014-15FY
Total tonnes received at landfill 58,879 61,257
Tonnes to Landfill 40,706 43,678
Tonnes Recycled 18,174 17,579
% Diverted 30.87% 28.7%
Waste received by Noosa Council
(Including kerbside recyclables taken to Bli Bli)
2013-14FY 2014-15FY
Total tonnes received at landfill 65,719 68,097
Tonnes to Landfill 40,706 43,678
Tonnes Recycled 25,014 24,419
% Diverted 38.06% 35.86%
Tonnes of waste received, landfilled and recycled by Noosa Council over the last two
years.
80000
70000
60000
50000
40000 2013-14FY
2014-15FY
30000
20000
10000
0
Total Landfill Recycled
The information shows that diversion rates for 2015 are slightly lower than for the previous year.
There is more waste to landfill this year compared with 2014 with less of the waste received
being recyclable. No changes have been made to the recycling of materials received. The
reduction in diversion rates is attributed to uncontrollable factors such as the percentage of
recyclable material received in the waste stream at the landfill. The downturn in the construction
industry may have influenced the lower diversion rate as a high proportion of construction and
demolition waste is recycled.
Page 57 of 73
Section 58
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Kerbside collection of recyclable packaging (Yellow lidded bins)
Amounts of recyclable packing collected by Noosa
Council (Tonnes)
800
700
600
500
400
300
200
100
0
Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15
The rate of household kerbside recycling has remained relatively constant from previous years
and throughout the period except for the expected increase during the summer/Christmas period.
Annual bulk kerbside collection
At the time of writing the annual bulk kerbside collection has been under way for three weeks. All
residents were provided with a flyer outlining collection areas (including maps), dates,
permitted/prohibited items and instructions for utilising the collection service. This year, to
ensure extra clarity for residents, interactive maps were added to the Council website for people
to check their collection weeks.
Issues last year with illegally dumped mattresses influenced Waste Management to offer
residents a mattress collection service on the Friday before the Saturday collection. Mattresses
are picked up and recycled for a small fee of $20. To date the service has been well utilised with
approximately 30 mattresses being collected each weekend.
Unfortunately some residents have continued to put out prohibited items for collection. These
include mattresses, gas bottles, unbundled waste, tyres and paint. Prohibited items are not
collected and Waste Management officers follow up with residents to make sure the waste is
removed from the footpath and disposed of correctly. Steel, which is segregated during
collection, will be recycled by Council.
Waste collected (tonnes) during Bulk Kerbside Collection:
Week 1 (8 August) Total - 71.5t Steel - 7.16t
Week 2 (15 August) Total - 84.82t Steel – 27.8t
Week 3 (22 August) Total - 93.92t Steel – 20.84t
Overview of waste management contracts
The three major waste management contracts for waste collection, operation of the landfill
and operation of the resource recovery centre at Eumundi Road are currently held by
Cleanaway. These contracts are due to expire 31 August 2016, with an option for Council
to extend the term for one additional year. Waste Management will be recommending that
the option to extend to 31 August 2017 be taken up (a separate submission to Council will
be made on this matter including any contract variations required).
Page 58 of 73
Section 59
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Work will soon begin on drafting the specifications for the next major waste contracts to run
from 1 September 2017. The specifications will need to implement Noosa Council’s new
Waste Management Strategy, which will be in accordance with Council’s workshop review
and methodology of adoption of the recommendations of the Community Jury.
The contract for the collection and purchase of ferrous and non-ferrous metals and lead
acid batteries has recently been awarded to Sims Metal.
The contract for the collection of household hazardous waste has recently been awarded to
Transpacific Industries.
The contract with ARG for the processing of green waste has been extended for a further
12 months.
Contract negotiations with Waste Management Environmental Consultants, ‘Future Plus
Environmental’ have occurred as officers ensure that future sampling and analysis reflect
Council’s move to a new Receiving Environment Monitoring Program (see below).
Hastings Street Collection Issues
A small working group has continued to explore potential options to relieve congestion along
Hastings Street during collection runs. The group has continued to gather information and look
into current business practices in the area and solutions offered in other regions for similar
issues. Current options being explored include the use of an electric vehicle that would collect
bins quietly overnight and remove them to a single collection point off the main street. One
collection point being considered is in the Woods near the middle groyne. Further options will be
explored in coming months.
Veridian Noosa
Noise and service disruption issues from the operation of an on-site waste compactor have
prompted Veridian Noosa to consult with Council in order to seek a solution. The issues relate to
noise from the compactor (particularly during collection) and its proximity to holiday units.
Solutions discussed to date have included removing the need for a compactor by separating out
organics, improved recycling and building a refrigerated bin room. Veridian are hoping that this
may start some competition amongst the high end accommodation sites attaining “green
credentials” for organic recycling. Alternatively the body corporate could lease a new modern
compactor. Waste Management staff will continue to work closely with the Veridian body
corporate to have the matter resolved in the next few months.
Litter and Dumping
Waste Management have responded to 189 complaints about dumped material and 103
complaints for littering during the 2014/2015 financial year.
A surveillance program utilising six cameras purchased with a State Government grant have
identified a number of illegal dumping hotspots through the shire. Cameras are now regularly
deployed at these hotspots. The cameras have identified activity which has resulted in 4 show
cause notices, 4 compliance notices (clean up) and 3 Penalty Infringement Notices (fines) in the
past 4 months.
Temporary signs have been developed and produced for short term use at hotspots and on piles
of recently deposited rubbish. The intent is to convey the message that it is not only Council
officers but the whole community that is taking an interest. This creates the perception there is an
increased likelihood of being seen and reported if you dump or litter.
Page 59 of 73
Section 60
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
This site was signed as illegal dumping and anonymously cleaned up immediately.
3. PEOPLE
Waste Management have employed several new staff members over the last few months as a
result of the Service review. Cherie O’Sullivan has commenced (on 0.4 FTE) as Environmental
Officer, Emma Menzies has commenced (on 0.5 FTE) as Waste Education Officer and Janette
Palmer has commenced as Administration Officer. The three additions will be invaluable in
ensuring that Waste Management can continue to deliver a quality service to Noosa residents
and businesses.
Other staff numbers and positions remain constant.
4. SYSTEMS & PROCESSES
Environmental
Waste Management have recently drafted a Receiving Environment Monitoring Program (REMP)
for the Eumundi Road landfill and resource recovery site. The REMP conforms to the amended
environmental authority for the site issued by the Department of Environment and Heritage
Protection (EHP) last year. It is an outcome based system that allows for more relevant,
responsive and timely monitoring at the site and ensures that controls and responses are
effective in protecting the surrounding environmental values. It was submitted to EHP on 29 July
for their review and feedback. EHP has referred the REMP to the Department of Science,
Information Technology and Innovation for technical review by the State’s experts.
Page 60 of 73
Section 61
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Noosa Council is the first in the region to move to this form of environmental licensing,
monitoring and management. Other councils are expected to follow suit in the near future. The
monitoring and analysis required in the REMP has already been initiated through Council’s
environmental consultants.
Waste Management have commenced formal monthly environmental audits of the contractor’s
environmental management systems for the Eumundi Road site. The audits also extend to full
site inspections. The first audit identified the need for an amended environmental management
plan to secure compliance with current contract requirements. Waste Management staff are now
working closely with the contractor’s environmental adviser to ensure that an effective plan is
produced and implemented at the site. The internal inspection and documented reporting
process has also secured a number of environmental management improvements for the site.
Contract Management
A review and assessment of the obligations and requirements under Waste Management’s
Resource Recovery Contract was conducted in the last four months and compared to actual
on-site activities. Issues and variations identified have been brought to the contractor’s attention
at several contract meetings. Waste Management will move to finalise several unresolved
matters over the next month.
Recently commenced weekly meetings with the contractor to review and provide direction on
waste disposal contract matters will continue for the foreseeable future as significant
improvements have been noted as a result.
Workplace Health and Safety
A third party audit has been carried out on the Eumundi Road Waste Transfer Station by a
specialist consultant. The report detailed nine issues requiring rectification. Waste Management
and Cleanaway are currently in the process of addressing all issues.
Asset Review
Waste Management are about to commence a systematic review and assessment of all
documented and undiscovered assets across its three waste management facilities. A complete
asset management plan will then be produced by the end of the financial year.
5. Future Direction
The Community Jury handed down its report in July on the potential for organic waste
recycling and this is to be explored in more detail by Council over the next couple of
months. This matter is covered in far more detail in other Council reports. Waste
Management will be responsible for ensuring that the Jury and Council’s decisions are put
into practice through a new Waste Management Strategy. As soon as the Council decision
is finalised work will begin on drafting the new strategy.
Work will soon begin on drafting the specifications for the next collections, resource
recovery and disposals contracts. As discussed above, the current contracts will end in
August 2017. A two year lead-in period is required to draft the complex specifications, go
through the tender process, assess the tenders, select the successful tenderer/s and allow
time to purchase and mobilise plant and equipment. Depending on how the Council
endorses the Jury’s recommendation to collect and compost food waste, then the contracts
will also need to account for the selection, design, construction and commissioning of a
composting facility.
Waste Management’s newly appointed Waste Education Officer will soon commence work
on the waste communication strategy. The strategy will aim in the first 12 months, to
initiate an improvement in kerbside recycling volumes. The following 2-3 years will then
see the priority to move to the effective implementation of an organic waste service. It is
anticipated that in order for the organic waste recycling strategy to work, effective and
comprehensive waste education and promotion will be critical. The current staffing levels
Page 61 of 73
Section 62
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
or alternatively contracted work dedicated to this role will need to be reviewed should this
initiative go ahead.
The Waste Education Officer is also currently working towards preparing an education
package for schools and encouraging and facilitating more effective recycling at local
events.
Waste Management will over the next two months conduct a waste audit on bins collected
across the Noosa Council. The aim of the audit is to measure if Noosa Council’s waste
communication strategy will improve recycling rates over a 12 month period. It will also
seek to measure average amounts and quality of organic waste currently produced by
Noosa residents in preparation for a potential organic waste service. In particular the audit
will measure:
a. The current level and efficiency of domestic kerbside recycling in the Noosa area.
b. The average amount of recyclables incorrectly going to landfill.
c. The average amount of organic waste currently collected in residual bins and going to
landfill.
d. The level of contamination of green waste bins.
Previous Council Consideration
Ordinary Meeting 7 May 2015 Item 14, Page 5
Waste Management - 4 Monthly Report to 31 March 2015
That Council note the report by the Waste Coordinator to the Infrastructure and Services
Committee Meeting dated 28 April 2015 providing an update on the activities of the Waste
Management Section to 31 March 2015.
Finance & Risk
Refer to Section 1 – Finance.
The Manager of Waste and Environmental Health has recently completed a draft review and
update of Waste Management Risk Management Program. This Program will be reviewed and
updated quarterly by the Waste Coordinator.
Consultation
External Consultation - Community & Stakeholder
The findings of the Noosa Community Jury (subject to Council approval) will form the basis of
Council’s new Waste Management Strategy, “Towards Zero Waste”.
Internal Consultation
Nil.
Departments/Sections Consulted:
X Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
X Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Libraries & Galleries Asset Design & Investigations
Community Development Asset Planning
Civil Operations
Environment
Executive Office Corporate Services
Community Engagement X Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 62 of 73
Section 63
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
8 ENVIRONMENTAL HEALTH - ANNUAL REPORT 2014/15 INCLUDING UPDATE TO 31
JULY
OCUMENT INFORM AT ION
Author Acting Coordinator Environmental Health, Terry Steer
Community Services
Index ECM/ Subject/ Branch Management – Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Acting Co-ordinator Environmental Health to the
Infrastructure & Services Committee Meeting of 15 September 2015 providing an update on the
Environmental Health Section performance for 2014/15 and an update activities to 31 July 2015.
REPORT
The purpose of this report is to advise Council of the Environmental Health Section’s activities for
the period 2014/2015, the first month of the current financial year to 31 July 2015 and planned
activities and initiatives for 2015/16.
Environmental Health Section combines the operations of three distinct teams –
Cemeteries – Providing high quality burial and cemetery services at Cooroy, Pomona and
Tewantin cemeteries.
Environmental Health – Providing protection, promotion and improvement of public health,
safety and environmental services.
Pest and Vector – Providing pest animal control, (i.e. feral cats, dogs, deer, foxes and
pigs), pest plant control, (i.e. groundsel, salvinia) and disease vector control (mosquitoes,
rats, mice) on public and private land.
1. FINANCE
The objective of all services within Environmental Health is to operate within approved budgets.
Cemeteries: 2014/2015 Financial Year Summary
Cemeteries
2014-15
Benchmark % Complete 100.0%
2014/15 2014/15 2014/15 2014/15 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Direct Revenue 221,088 221,088 221,088 275,264 124.5% (54,175)
Direct Expenditure 216,091 223,905 223,905 220,535 98.5% 3,370
Net Operating Result 4,998 (2,817) (2,817) 54,728 (57,545)
Competitive Neutrality 0 0 0 0 0.0% 0
Depreciation 7,811 7,217 7,217 7,527 104.3% (310)
Internal Charges 41,806 41,806 41,806 41,806 100.0% 0
Operating Surplus / (Deficit) (44,620) (51,840) (51,840) 5,396 (57,235)
Page 63 of 73
Section 64
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Cemeteries
300,000
200,000
100,000
0
Direct Revenue Direct Expenditure Net Operating Result
(100,000)
2014/15 2014/15
YTD YTD
Budget Actuals
Comments:
Revenue exceeded expectations by $54,175.
Savings of $3,370 were made on forecast expenditure through internal sourcing of
materials rather than outsourcing.
All operational projects were delivered as forecast.
The 2014/15 operating result exceeded expectations with a $5,396 surplus.
Cemeteries: period ending 31 July 2015
Cemeteries
for the period ending 31-Jul-2015
Benchmark % Complete 8.3%
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Direct Revenue 232,247 232,247 19,354 14,181 6.1% 5,173
Direct Expenditure 229,700 229,700 18,513 7,307 3.2% 11,205
Net Operating Result 2,547 2,547 841 6,874 (6,033)
Competitive Neutrality 0 0 0 0 0.0% 0
Depreciation 7,878 7,878 656 656 8.3% 0
Internal Charges 53,197 53,197 4,433 6,026 11.3% (1,593)
Operating Surplus / (Deficit) (58,528) (58,528) (4,248) 191 (4,440)
Cemeteries
25,000
20,000
15,000
10,000
5,000
0
Direct Revenue Direct Expenditure Net Operating Result
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Section 65
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Comments:
Revenue is $5,173 less than budget
Expenditure is $11, 205 less than budget due to contractors’ availability.
Operational projects to be delivered as forecast.
Environmental Health: 2014/2015 Financial Year Summary
Environmental Health
2014-15
Benchmark % Complete 100.0%
2014/15 2014/15 2014/15 2014/15 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Direct Revenue 242,944 262,944 262,944 262,537 99.8% 407
Direct Expenditure 407,222 425,151 425,151 418,857 98.5% 6,293
Net Operating Result (164,278) (162,207) (162,207) (156,320) (5,886)
Competitive Neutrality 0 0 0 0 0.0% 0
Depreciation 0 0 0 0 0.0% 0
Internal Charges 136,031 136,031 136,031 136,031 100.0% 0
Operating Surplus / (Deficit) (300,308) (298,237) (298,237) (292,351) (5,886)
Environmental Health
600,000
400,000
200,000
0
Direct Revenue Direct Expenditure Net Operating Result
(200,000)
2014/15 2014/15
YTD YTD
Budget Actuals
Comments:
Revenue was only $407 less than forecast which equates to approximately one licence
application.
Expenditure variance of $6,293 results from not backfilling positions during environmental
health officer absences during leave and a minor underspend in materials and services.
All operational projects were delivered as required, with the exception of temporary food
business inspections due to constraints on overtime and week-end work.
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Section 66
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Environmental Health: period ending 31 July 2015
Environmental Health
for the period ending 31-Jul-2015
Benchmark % Complete 8.3%
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Direct Revenue 271,048 271,048 227,243 228,996 84.5% (1,753)
Direct Expenditure 387,325 387,325 29,807 50,110 12.9% (20,303)
Net Operating Result (116,277) (116,277) 197,436 178,885 18,550
Competitive Neutrality 0 0 0 0 0.0% 0
Depreciation 0 0 0 0 0.0% 0
Internal Charges 133,118 133,118 11,093 11,161 8.4% (67)
Operating Surplus / (Deficit) (249,395) (249,395) 186,342 167,725 18,618
Comments:
Annual licence renewals are run annually with 84.5% of revenue being shown in July which
is slightly higher than currently forecast.
Expenditure of $20,303 more than forecast due to unbudgeted one off payment to
co-ordinator on his resignation from Council. It is anticipated that this will be absorbed by
vacancy saving.
Apart from current deficit, the Environmental Health budget is relatively on track with
projections for this stage of the financial year.
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Section 67
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Pest and Vector: 2014/2015 Financial Year Summary
Pest Management
1,000,000
500,000
0
Direct Revenue Direct Expenditure Net Operating Result
(500,000)
(1,000,000)
2014/15 2014/15
YTD YTD
Budget Actuals
Comments:
Revenue was $24,371 down due to lower “enter and clear” activity for pest plants. This
indicates an effective education program and compliance.
Expenditure savings of $82,606 due to underspend in materials and services, $72k and
employee benefits, $11k. Saving as “enter and clear” expenditure was lower, less
chemicals used and equipment savings resulting from these items being purchased
through grants.
All operational projects were delivered as required.
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Section 68
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
Pest & Vector: period ending 31 July 2015
Pest Management
for the period ending 31-Jul-2015
Benchmark % Complete 8.3%
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Direct Revenue 56,464 56,464 1,280 0 0.0% 1,280
Direct Expenditure 576,976 576,976 23,859 14,591 2.5% 9,268
Net Operating Result (520,512) (520,512) (22,579) (14,591) (7,987)
Competitive Neutrality 0 0 0 0 0.0% 0
Depreciation 0 0 0 0 0.0% 0
Internal Charges 124,963 124,963 10,414 11,849 9.5% (1,435)
Operating Surplus / (Deficit) (645,475) (645,475) (32,992) (26,440) (6,552)
Pest Management
30,000
20,000
10,000
0
Direct Revenue Direct Expenditure Net Operating Result
(10,000)
(20,000)
(30,000)
2015/16 2015/16
YTD YTD
Budget Actuals
Comments:
Expenditure varies due to seasonal nature of pest and vector control program.
Anticipated savings will be made in expenditure in wages as a result of workers
compensation insurance for one injured Pest & Vector Officer who has not been backfilled.
Overall the budget position appears sound for the period to ending July 2015.
2. CUSTOMER SERVICE
(i) Cemeteries Activities - 2014/2015 Financial Year Summary
Conducted 54 burials, 56 ashes interments, provided 71 plaques, made 39
reservations and completed 230 customer service requests.
Maintained the grounds, headstones and other structures at the three cemeteries.
Constructed new niche wall at Pomona cemetery.
Constructed new concrete beam for burials at Tewantin cemetery.
Completed loading 6,000 interment records into T1 system.
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Section 69
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
All new reservation and burial applications are being recorded in T1 system.
Customer contact scripting created, reviewed and completed.
Cemetery mapping layers developed and refined with collaboration from the mapping
team for each of the three cemeteries using Exponare mapping system. Advanced
search options developed and created for use in Exponare.
Completed improvements to the garden ashes burial area at Cooroy cemetery.
External review by AEC of the cemetery budget fees and charges conducted.
Utilised contractors to undertake maintenance functions to address identified
workplace health and safety issues.
Developed new ashes garden at Pomona cemetery.
(ii) Environmental Health Activities – 2014/2015 Financial Year Summary
There are 517 licenced premises including food, environmentally relevant activities,
accommodation (camping grounds/caravan parks) and personal appearance
services.
Completed a total of 671 inspections of licenced premises consisting of the following:
o 412 annual inspections/enforcement follow ups of food, environmentally
relevant activities, accommodation (camping grounds/caravan parks) and
personal appearance services.
o 259 additional inspections covering requests, searches and final inspections.
Approved the establishment of 59 new licenced premises.
Approved 48 new operators of existing licenced businesses.
Unable to inspect 50 temporary licenced food businesses due to a restriction on
overtime.
Attended 6 development assessment planning meetings to provide expert
environmental health advice.
Assessed 8 development applications and providing requests for information or
conditions of approval and advisory notes.
Conducted 5 food handler training sessions (approx. 91 participants trained).
Continued to update customer service scripting on environmental health issues.
Investigated and resolved 785 customer service requests as follows:
Environmental Health Customer Service
Requests by Type and Number
Type Number
Accommodation Park 5
Air Pollution 107
Asbestos 24
Fire 5
Food Hygiene 70
Food Poisoning 17
Food Rec 2
Food Unlicenced 239
Light nuisance 6
Needle 1
Noise Nusiance 154
ERA enquiries 19
River 1
Skin Penetration 8
Water 38
Water Quality 15
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Section 70
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
In 2014/15 Council received the following disease notifications from Qld. Health:
o 126 cryptosporidiosis (water borne*)
o 43 salmonella unspecified
o 32 salmonella, specified
o 17 pertussis(whooping cough)
o 13 campylobacter (food borne)
o 7 measles (infectious)
o 1 salmonella enteritis (food poisoning)
*Note: Cryptosporidiosis represents the highest high number of notifications (126) in
the various categories of notifiable disease. The primary source of infections are
contaminated drinking water and swimming in contaminated swimming pools. A new
public health initiative put forward for the current financial year to regulate swimming
pools in Noosa Shire as a means of controlling this potential source of infection.
There would appear to be grounds for Council to review the the proposal for licencing
swimming pools based on this information.
(iii) Pest and Vector Control Activities - 2014/2015 Financial Year Summary
Investigated and resolved 118 customer service requests which include declared
weeds, wild animal control and vectors (including mosquito, midge and vermin).
Conducted a total of 6 aerial mosquito control treatments each covering 980 hectares
– treatments not required during winter period.
Continued routine mosquito light trapping at 6 main breeding locations. The traps
inspected weekly, finding higher numbers after rain and high tides. Overall 4,971
mosquitoes trapped and identified mainly as potential disease carriers.
Rat baiting program continued with a total of 22 stations located within the three
precincts of Hastings Street, Sunshine Beach and Peregian Beach.
A total of 15kg or 1070 individual rat baits laid. No additional requests concerning
increasing the number of stations or increasing numbers have been received.
Received notifications from Qld. Health showing the usual spiking in mosquito borne
diseases over summer months due to specific high rainfall events, including:
(i) 119 Ross River virus;
(ii) 13 Barmah Forest virus; and
(iii) 2 Dengue Fever (most likely associated with residents infected in North
Queensland).
Completed the annual pest plant management survey, including 1,823 private
property inspections and treating 581km of public roads to remove pest plants. A
total of 29 Notices to destroy Class 2 weeds and information sheets were served on
property owners.
Pest Management Plan now completed and implementation of recommended actions
underway.
Completed feral deer survey of 100 properties in Tinbeerwah in response to
substantial property damage.
Destroyed 30 feral deer in Cooroy area during the year.
Extended the fox control program including “Dob in a Fox” to respond to increased
fox activity and customer requests in coastal and urban areas.
Continued to respond to feral dog attacks on stock, poultry and pets.
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Section 71
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
3. STAFF
On 10 July 2015 the Environmental Health Coordinator Greg Mulder retired from
Noosa Council. The position of Coordinator has been advertised and a suitable
applicant appointed. He is due to commence work in mid October.
A permanent full time environmental health officer position (to replace David Baker)
was advertised internally on Thursday 3 September.
In July, Pest Control Officer Richard Mylan suffered serious injuries in a motor vehicle
accident on the way to work. Mr Mylan remains on work cover and may not return for
at least another two months. The remaining two (2) pest Control Officers are
alternatively undertaking the additional duties to make up for Mr Mylan’s absence in
the short term. This is not sustainable in the longer term and a replacement officer
will be needed should Mr Mylan’s absence be extended.
There are currently delays in processing applications for cemeteries, health licence
applications and pest baiting programs etc. due to the administrative workload. There
is one Administration Officer (AO) providing support for the Co-ordinator
Environmental Health, 2.5 Environmental Health Officers, three Pest & Vector
Officers and a Cemetery Officer. A review of administrative systems to identify
efficiencies will be one of the first tasks for the new Coordinator.
In the past month the reduced staffing levels have placed considerable stress on the
section. Compounding this have been a number of staff absences in the
Environmental Health team due to illness, family leave and annual leave which has
impacted on the unit’s business activities. Staff are working hard to address
outstanding matters and make up for the shortfall.
4. SYSTEMS AND PROCESSES
In 2014/15 the section upgraded the following systems and processes:
(i) Cemeteries
Improved the garden ashes burial area at Cooroy cemetery.
Utilised contractors to undertake some maintenance functions to address identified
workplace health and safety issues
Further improved T1 record system with ashes and plaques applications.
Commenced computerising existing hard copy burial and ashes records.
(ii) Environmental Health
Implemented recreational water monitoring program under Public Health Act to
monitor public safety risks (River and Beach)
New Local Law in place to control public health issues on request regarding ensuring
safe public swimming pool water quality, improving backpacker-type accommodation
standards and ensuring healthy rental accommodation standards
Environmental health officers have now received accredited training in the safe
handling of asbestos and supervision of asbestos removal in preparation for
commencement of the provisions of the Public Health Act Regulations commencing
September 1
Developed a food business licence information application kit to assist food
manufacturers
Developed a food business licence information kit to streamline temporary event (1-4
day) applications
Environmental health officers attended internal training on investigation and
enforcement techniques.
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Section 72
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
(iii) Pest and Vector
The multi skilling of the three officers to assist in each other’s functions during
absences and seasonal influences has been an effective strategy in the short term
with one officer on extended leave due to injury suffered in a motor vehicle accident.
Continue to plan and coordinate pest and plant control programs in consultation with
Parks & Natural Area staff of Council’s Planning and Infrastructure Branch.
Participated in the development of the draft Pest Management Plan. Now involved in
the operational implementation of the plan.
Pest and Vector staff have now implemented the safe use practice of a quad bike
procedure.
Purchased a tractor mounted rotary ditch digging device (runnelling machine) for the
maintenance of the existing mosquito control runnelling system.
Joined/membership of Mosquito and Arbovirus Research Committee (MARC).
Now working with the MARC to implement a control program consistent with national
standards and scientific approaches.
Purchased feral pig trapping equipment with $10,000 grant from Mary River and SEQ
catchment groups.
Purchased feral dog trapping equipment with State Govt. grant.
(iv) Across all teams
Developed budgets and new initiative proposals for 2015/16.
Environmental Health Section Plan has been developed.
5. FUTURE DIRECTION
(i) Cemeteries
Computerise a further 2,000 existing hard copy cemetery burial and ashes site
records.
New vehicle has replaced the small truck/light after plant operation review.
Research potential land acquisition for expansion of Tewantin cemetery.
Create cemetery website.
Develop on site signage with maps at each cemetery.
Scanning all cemetery forms and documents into ECM (ongoing).
Review recommendations of AEC cemetery fees and charges report and implement
where approved by Council.
(ii) Environmental Health
Undertake a food safety compliance project at regulated premises that have their own
private water supplies, (i.e. properties not serviced with Unitywater mains supply).
Undertake a compliance program of outstanding development approvals of “deemed
approved” service stations by Co-ordinator of environmental health.
Undertake a stormwater pollution prevention program at Hastings Street resorts.
Organise meetings with State authorities Qld Health, Safe Food, DEHP and WH&S,
to improve working relationships.
Update customer service scripting with new local law/initiative information.
Prepare reports on recreational water monitoring, food activities and personal
appearance services to Qld Health.
Train the Vector Control Officer in sediment and erosion control complaints,
investigations and issue of penalty infringement notices (on-the-spot fines).
Co-ordinator to investigate the ability of the Planning Scheme to control the
establishment of new “deleted environmentally relevant activities” (e.g. service
stations), to adequately maintain environmental protection.
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Section 73
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 15 SEPTEMBER 2015
(iii) Pest and Vector
Ongoing development of systems and processes to ensure that 1080 baiting program
and pest animal, plant and vector control customer requests and inspection data are
recorded in T1.
Trialling mobile technology options for Pest Animal, Pest Plant and vector control
programs including remote monitoring.
Investigate the viability of contracting out vermin control of council public barbeques.
Ongoing expansion of the feral dog, deer and pig control program with QPWS,
Forestry, SEQ Water and local land holders.
Ongoing educational training program with targeted community groups in pest
management techniques such as trapping and baiting (mainly feral cats, dogs, foxes,
pigs and common (Indian) myna bird). This will lead to identifying problem areas with
specific responses rather than a blanket-type bait and trapping approach.
Implement the annual pest management program of public and private properties.
New program approved by Council now underway.
Develop a program with Department of Agriculture, Fisheries and Forestry to tag and
research feral deer movements in Tinbeerwah. Map deer densities across the
region.
Secure an Ultra-Low Volume (ULV) spray device to control adult mosquitoes.
Develop a public awareness program for activation during the peak mosquito
breeding season.
Reinstate the previously constructed runnels in salt marsh mosquito breeding areas
that have not been maintained for the past 6 years.
Investigate the feasibility of a shared boat to improve mosquito control and water
weeds assessment and treatment in water ways.
Previous Council Consideration
Nil.
Finance & Risk
Refer to Section 1 – Finance.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Internal consultation included Management Accountant & Environmental Health staff.
X Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
X Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Libraries & Galleries Asset Design & Investigations
Community Development Asset Planning
Civil Operations
Environment
Executive Office X Corporate Services
Community Engagement X Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
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