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2021-12-13 General Committee Meeting Agenda
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AGENDA
General
Committee Meeting
Monday, 13 December 2021
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Karen Finzel, Joe Jurisevic, Amelia
Lorentson, Clare Stewart, Brian Stockwell, Tom Wegener
“Noosa Shire – different by nature”
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Section 2
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
TABLE OF CONTENTS
ITEM PAGE
1. ATTENDANCE & APOLOGIES 3
2. CONFIRMATION OF MINUTES 3
3. PRESENTATIONS 3
4. DEPUTATIONS 3
5. ITEMS REFERRED FROM COMMITTEES 3
1 MCU21/0154 - DEVELOPMENT APPLICATION FOR A MATERIAL CHANGE OF
USE – HOME-BASED BUSINESS (SMALL SCALE MEAT PROCESSING) AT 82
PATTERSON DRIVE, TINBEERWAH 3
2 MCU20/0073.01 - OTHER CHANGE TO A DEVELOPMENT APPROVAL A
MATERIAL CHANGE OF USE FOR MULTIPLE HOUSING, TO INCLUDE
SHORT TERM ACCOMMODATION, SITUATED AT 13 & 15 PARK CRESCENT
SUNSHINE BEACH 3
3 MCU16/0138.03 & OPW16/0257.03 - OTHER CHANGE TO A DEVELOPMENT
APPROVAL FOR A MATERIAL CHANGE OF USE FOR 2 X MULITPLE
HOUSING TYPE 2 - DUPLEXES AND OPERATIONAL WORKS (ENGINEERING
WORKS AND LANDSCAPING) TO INCLUDE SHORT TERM
ACCOMMODATION AT 1/113 GYMPIE TERRACE, NOOSAVILLE 3
4 RAL21/0007 - DEVELOPMENT APPLICATION FOR RECONFIGURING A LOT
(1 LOT INTO 12 LOTS) ASSESSED UNDER THE SUPERSEDED PLANNING
SCHEME AT 111 LAKE WEYBA DRIVE, NOOSAVILLE 4
5 2021-2022 ENVIRONMENT GRANTS PROGRAM (ROUND 2) 4
6 LAKE DOONELLA FORESHORE MANAGEMENT PLAN 4
6. REPORTS DIRECT TO GENERAL COMMITTEE 5
7 MCU21/0104 – APPLICATION FOR MATERIAL CHANGE OF USE -
MOTORCYCLE/SCOOTER SALES AND REPAIR & CARETAKER’S
ACCOMMODATION SITUATED AT 16 RENE ST NOOSAVILLE 5
8 HOUSING NEEDS ASSESSMENT 17
9 DRAFT ECONOMIC DEVELOPMENT STRATEGY 2021 - 2030 27
10 FRAUD AND CORRUPTION CONTROL POLICY 34
11 FINANCIAL PERFORMANCE REPORT – NOVEMBER 2021 49
7. CLOSED SESSION 62
12 APPOINTMENT OF
SPECIALISED SUPPLIER FOR ECONOMIC DEVELOPMENT EVENT IN 2022 62
Page 2 of 65
Section 3
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
The Minutes of the General Committee Meeting held on 15 November 2021 be received and
confirmed.
3. PRESENTATIONS
Nil.
4. DEPUTATIONS
Nil.
5. ITEMS REFERRED FROM COMMITTEES
PLANNING & ENVIRONMENT COMMITTEE
1 MCU21/0154 - DEVELOPMENT APPLICATION FOR A MATERIAL CHANGE OF USE
– HOME-BASED BUSINESS (SMALL SCALE MEAT PROCESSING) AT 82
PATTERSON DRIVE, TINBEERWAH
(Planning & Environment Committee Agenda, 7 December 2021, Item 1, Page 4)
Reason for referral – significance of the issue.
2 MCU20/0073.01 - OTHER CHANGE TO A DEVELOPMENT APPROVAL A MATERIAL
CHANGE OF USE FOR MULTIPLE HOUSING, TO INCLUDE SHORT TERM
ACCOMMODATION, SITUATED AT 13 & 15 PARK CRESCENT SUNSHINE BEACH
(Planning & Environment Committee Agenda - 7 December 2021, Item 2, Page 22)
Reason for referral – significance of the issue.
3 MCU16/0138.03 & OPW16/0257.03 - OTHER CHANGE TO A DEVELOPMENT
APPROVAL FOR A MATERIAL CHANGE OF USE FOR 2 X MULITPLE HOUSING
TYPE 2 - DUPLEXES AND OPERATIONAL WORKS (ENGINEERING WORKS AND
LANDSCAPING) TO INCLUDE SHORT TERM ACCOMMODATION AT 1/113 GYMPIE
TERRACE, NOOSAVILLE
(Planning & Environment Committee Agenda - 7 December 2021, Item 3, Page 38)
Reason for referral – significance of the issue.
Page 3 of 65
Section 4
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
4 RAL21/0007 - DEVELOPMENT APPLICATION FOR RECONFIGURING A LOT (1 LOT
INTO 12 LOTS) ASSESSED UNDER THE SUPERSEDED PLANNING SCHEME AT
111 LAKE WEYBA DRIVE, NOOSAVILLE
(Planning & Environment Committee Agenda - 7 December 2021, Item 4, Page 51)
Reason for referral – the significance of the issue.
5 2021-2022 ENVIRONMENT GRANTS PROGRAM (ROUND 2)
(Planning & Environment Committee Agenda - 7 December 2021, Item 6, Page 93)
Reason for referral – for further consideration.
6 LAKE DOONELLA FORESHORE MANAGEMENT PLAN
(Planning & Environment Committee Agenda - 7 December 2021, Item 7, Page 99)
Reason for referral – the significance of the issue.
SERVICES & ORGANISATION COMMITTEE
Nil
Page 4 of 65
Section 5
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
6. REPORTS DIRECT TO GENERAL COMMITTEE
7 MCU21/0104 – APPLICATION FOR MATERIAL CHANGE OF USE -
MOTORCYCLE/SCOOTER SALES AND REPAIR & CARETAKER’S ACCOMMODATION
SITUATED AT 16 RENE ST NOOSAVILLE
Author Development Planner, Lisa Pienaar
Report prepared by Consultant Planner
Environment and Sustainable Development
Index Applications / ECM / MCU21/0104
Attachments 1. Proposal Plans
APPLICATION DETAILS
Applicant Ronald Fredrick Charles Salmon
Margaret Ann Salmon
Proposal Material Change of Use - Motorcycle/Scooter Sales & Repair and
Caretaker’s accommodation
Properly Made Date 30 June 2021
Information Request Date 7 July 2021
Information Response Date 8 October 2021
Decision Due Date 8 January 2021
Number of Submissions 1
PROPERTY DETAILS
Property Address 16 Rene St Noosaville
RP Description Lot 13 RP 150347
Land Area 1299m²
Existing Use of Land Motorcycle / Scooter Sales and Repair
STATUTORY DETAILS
SEQRP Designation Urban Footprint
Zone Medium Impact Industry
Precinct Not applicable
Local Plan Area Noosaville Local Area Plan
Overlays Land Subject to Acid Sulfate Soils – Above 5m AHD
Assessment Type Impact
EXECUTIVE SUMMARY
The application seeks approval for a Material Change of Use for Motorcycle/Scooter Sales and
Repair and a Caretakers Accommodation. The Motorcycle/Scooter Sales and Repair has operated
from the site since 2013 and is considered an undefined use by the Noosa Plan.
The motorcycle/scooter repair component is consistent with the intended uses for the medium impact
zone, but the retails sales component is not intended for the area. Notwithstanding this, the retail
Page 5 of 65
Section 6
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
component is complementary to the motorcycle/scooter repair business, will operate in association
with and will not compromise the site and surrounding area from the intended predominant industrial
activities and is therefore recommended for approval.
However, the proposed Caretakers Accommodation is contrary to the planning scheme
requirements, as the applicant has not demonstrated a genuine operating need for full time
caretaking of the motorcycle/scooter repair and sales business. This element of the application is
not supported and therefore recommended for refusal.
RECOMMENDATION
That Council note the report by the Development Planner to the General Committee Meeting dated
13 December 2021 regarding Application No. MCU21/0104 for a Material Change of Use -
Motorcycle/Scooter Sales and Repair and Caretaker’s Accommodation, situated at 16 Rene St
Noosaville and:
A. Approve the application in part for an Undefined Use Motorcycle/Scooter Sales and Repair in
accordance with the following conditions:
PLANNING
1. Unless otherwise stated, all conditions of this Decision Notice must be complied with prior to
the use commencing, and then compliance maintained at all times while the use continues.
Approved Plans
2. Development undertaken in accordance with this approval must generally comply with the
approved plans of development. The approved plans are listed in the following table unless
otherwise amended by these conditions.
Sheet Rev. Plan/Document Name Date
No.
A01 A Floor Plan MCU Application, prepared by RG Strategic (as 06/10/21
annotated by Council)
Currency Period
3. This development approval lapses if the use has not happened by 16 December 2027, unless
an application to extend the currency period is approved by Council.
Nature and Extent of Approved Use
4. The approved use includes motorcycle, motor scooter, electric scooter and electric motorcycle
sales, servicing and repairs, including ancillary sale of motorcycles/scooters and associated
accessories.
5. The indoor and outdoor sales use area is limited to the areas identified in pink, as shown on
the approved plan A01, dated 6/10/21.
6. The development must be undertaken and operated in a manner that causes no detrimental
effect upon the amenity of the neighbourhood by reason of the creation of excessive noise,
lighting nuisance or other emissions.
Car Parking
7. A minimum of 5 car parking spaces must be provided and marked on the site and made
available and accessible at all times while the use is open for business. The works, including
access to the parking, must be undertaken in accordance with an Operational Works approval
and must include in particular:
a. All car parking areas and access driveways must be maintained exclusively for vehicle
parking and manoeuvring and kept in a tidy and safe condition at all times;
b. Directional signage must be provided to direct customers to the car parking spaces
provided on site.
Page 6 of 65
Section 7
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Service Vehicles
8. Service vehicle parking, manoeuvring, and standing spaces must be provided on the site and
must include in particular a loading bay for a single unit truck 12 metres x 3.6 metres.
Landscaping
9. The development site must be landscaped in accordance with the approved site plan and be
provided to a minimum of 15% of the site. The works must be undertaken in accordance with
an Operational Works approval and PSP2 Landscaping in Noosa Plan, for that specific area
and must include in particular:
a. A 2 metre wide landscaping strip along the Rene St road frontage of the subject site,
exclusive of the access driveway.
Stormwater Drainage
10. The site must be provided with a stormwater drainage system connecting to a lawful point of
discharge. The works must be undertaken in accordance with an Operational Works approval
and generally in accordance with report titled “Preliminary Stormwater Management Plan”, rev
0, dated 7 October 2021 and prepared by RECOR Pty Ltd.
Easements
11. Unless otherwise agreed in writing by the relevant service provider, any public or third party
infrastructure located on the subject site must be placed within an easement registered against
the title of the property.
12. All easements must be designed in accordance with the planning scheme and granted at no
cost to the Grantee. Where the Grantee is Council or a service authority, the easement
documentation must be in accordance with the Grantee’s standard easement terms. Draft
easement documentation must be submitted to Council for endorsement.
13. All works must be kept clear of any existing or proposed easements on the subject land, unless
agreed otherwise in writing by the Grantee.
Earthworks and Retaining Walls
14. All fill and associated batters must be contained entirely within the subject site unless written
permission from the respective landowner(s) is provided to Council. All earthworks must be
undertaken in accordance with the provisions of Australian Standard AS3798: Guidelines on
Earthworks for Commercial and Residential Developments.
15. Where the development involves excavation or filling over, or adjacent to, drainage, water
supply or sewerage infrastructure, all access chamber surface levels must be adjusted to
provide a freeboard of 100mm above the finished ground surface level.
16. All retaining walls must be designed and constructed in accordance with the planning scheme
and must be certified by an RPEQ where exceeding 1.0m in height. All retaining walls that are
publicly accessible and exceed 1.0m in height must be fitted with a commercial grade safety
fence.
Damage to Services and Assets
17. Any damage caused to existing services and assets as a result of the development works must
be repaired at no cost to the asset owner at the following times:
where the damage would cause a hazard to pedestrian or vehicle safety, immediately;
or
where otherwise, upon completion of the works associated with the development.
Any repair work which proposes to alter the alignment or level of existing services and assets
must first be referred to the relevant service authority for approval.
B. Refuse the Caretakers Accommodation for the following reason:
Page 7 of 65
Section 8
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
1. The proposed Caretaker’s Accommodation does not comply with Overall Outcome 2(b) and
Specific Outcome PO2 (b) of the Caretaker's Accommodation, Dwelling Unit and Rural
Workers' Accommodation Code, and Overall Outcome 2(j)(i) and Performance Outcome PO5
(b) and (e) of the Medium Impact Industry Zone Code, as:
a. There is no demonstrated genuine operating need for full-time caretaking of the industrial
use;
b. There is no demonstrated demand for 24 hour care of buildings, operations, plant or
equipment;
c. The caretaker’s accommodation is not located on a site of at least 2,000m2.
C. Note the report is provided in accordance with Section 63(5) of the Planning Act 2016.
D. Find the following matters relevant to the assessment and sufficient reason to approve the
‘Motorcycle/Scooter Sales component of the application:
a. The proposal is complementary and directly associated with the proposed industrial use.
b. The proposal will not compromise the use of the area from being used for predominantly
industrial activities.
REPORT
1. PROPOSAL
The application seeks approval for a Material Change of Use for an Undefined Use –
Motorcycle/Scooter Sales and Repair, and Caretakers Accommodation. The proposal includes the
construction of a Caretakers Accommodation at the rear of the premises in conjunction with the
existing operating business of Scooter Style Noosa Motorcycles.
The proposed Motorcycle/Scooter Sales and Repair is not a defined use identified in the Planning
Scheme. The use does not fit within the thresholds for Outdoor Sales, Low Impact Industry or
Showroom and therefore is best considered Undefined. The nature of the business includes both
indoor and outdoor sales and a repair workshop which is not considered subordinate to the sales,
but rather an integrated component of the business operations.
The locality and proposal plans are included in Figures 1 – 4 below:
Figure 1 – Locality
Page 8 of 65
Section 9
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Figure 2 – Site Plan
Figure 3 – Floor Plan
Page 9 of 65
Section 10
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Figure 4 – Elevations
2. SITE DETAILS
2.1. Background
The subject site received a development permit on 19 January 1990 for a ‘milk distribution depot’. In
2013, Scooter Style Noosa Motorcycles established on the site under the superseded planning
scheme as an Industrial business – Type 2 Production, alteration, repackaging & repairing, defined
as:
The use of premises for the production, manufacturing, dismantling, altering, cleaning, re-
packaging, freezing or repairing of goods. The use includes food industries, textiles,
mechanical, boat repair, sandblasting.
An Industrial business – Type 2 use in this location was ‘accepted subject to requirements’ under
the superseded Noosa Plan and therefore no development permit was required for Scooter Style
Noosa Motorcycles where the use met the requirements of the planning scheme.
Page 10 of 65
Section 11
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Application No MCU19/0080 for a Material Change of Use - Ancillary Dwelling Unit (Caretakers
Accommodation associated with the Scooter Style Motorcycles) consisting of a dwelling unit with
approximately 110.8m2 of upper level internal area, including two bedrooms and approximately
25.8m2 of terrace area enclosed in glazing was received by Council on 19 July 2019.
A site inspection carried out by Council Officer’s on 20 March 2020, determined that the current use
operating on the site did not meet the definition of an Industrial Business, being:
Industrial business means the conduct of an industrial business activity, where goods or
products are produced, manufactured, dismantled, altered, repackaged, repaired or stored at
a scale of greater than that defined by retail business. The use includes the sale of goods,
resulting from such operations, provided that sales space does not exceed 20% of the
use area. Any space dedicated for administration or accounting work in connection with such
operations does not exceed 20% of the use area.
New scooter and motorbike sales are not considered an industrial business and do not form part of
the permitted 20% retail sales area (of the above definition), given that the retail sales area is for the
sale of goods resulting from the industrial use on-site. The scooter/motor bike sales was considered
an unlawful use of the site.
Application No MCU19/0080 for a Material Change of Use - Ancillary Dwelling Unit (Caretakers) was
refused under delegation on 30 April 2020.
2.2. Site Description
The subject site is an irregular 1297m2 lot, encumbered by an easement running the full length of
the southern boundary. The site contains an existing approximately 360m2 single storey industrial
building, containing a scooter and motorbike repairs and sales shop. This existing building is partly
constructed within the easement.
The site does not contain any designated / line marked carparks.
2.3. Surrounding Land Uses
The subject site is located within an industrial area and is adjoined by industrial uses to the north
and south. The Council Depot is located on the adjoining lot to the rear, with the south eastern corner
of the depot being heavily vegetated.
3. ASSESSMENT
3.1. Instruments for Statutory Assessment
Under the Planning Act 2016 the application must be assessed against each of the following
statutory planning instruments to the extent they are relevant to the development:
• State Planning Policy;
• South East Queensland Regional Plan;
• Planning Regulation 2017;
• Noosa Plan 2020.
3.2. State and Other Statutory Instruments
State Planning Policy
Noosa Plan 2020 is generally consistent with the State Planning Policy July 2017 (SPP) and the
SPP raises no further issues relevant to the proposed development.
Page 11 of 65
Section 12
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
South East Queensland (SEQ) Regional Plan
The site is located within the Urban Footprint of the SEQ Regional Plan. The proposal is consistent
with the regional policies of the SEQ Regional Plan.
Planning Regulation 2017
The proposal is for urban activity within the Urban Footprint and is consistent with the assessment
benchmarks contained in the Planning Regulation 2017 for the SEQ Region.
3.3. Statutory Instruments – Planning Scheme
The application must be assessed against the whole of Noosa Plan 2020 to the extent the
provisions are relevant to the development.
Locality Provisions
The subject site is located in the Noosaville Locality and is zoned Medium Impact Industry. The
proposed use for undefined use is identified an inconsistent use, while the caretakers’
Accommodation is identified as a consistent use within the zone. The application is required to follow
an impact assessable application process.
The Motorcycle/Scooter Sales & Repair use operates within the existing building and outdoor areas
on site from 9.00am-4.30pm Monday to Friday. The site plan identifies 115m2 of gross floor area
(GFA) for the industrial component and 131m2 of use area for the scooter and accessory sales
component. The existing building complies with setback, site cover and height requirements in
Noosa Plan. The Caretaker’s Accommodation is proposed at the rear of the premises and complies
with the setback and building height requirements.
Car Parking
The development provides for 5 car parking spaces for the Motorcycle/Scooter Sales and Repair
and 1 additional space for the Caretakers Accommodation. In addition, the development provides
sufficient space for multiple motorcycle spaces. As the proposal is for an undefined use minimum
parking requirements are not stipulated in Table 9.4.1.4 of the Driveways and Parking Code.
Therefore, a comparison against a Showroom use with regard to the sales component is described
in Table 1 below to determine if the proposal meets Performance outcome PO35 of the Medium
impact industry code, which states:
PO35
Sufficient car parking is available to accommodate the number and type of vehicles likely to
be generated by the use on site.
Proposed GFA Noosa Plan requirements
Low impact industry 115m2 GFA 1 space per 50m2 – 2.3 spaces
Scooter/motorcycle and accessory sales ‘Showroom’ – 1 space per 50m2 - 2.62 spaces
131m2
Caretaker’s accommodation 1 covered space
Total car spaces required by Noosa Plan 6
Total car spaces provided 6
Table 1
It is also noted that 4 on street parking for motorbikes/scooters spaces are located directly in front of
the premises. These spaces were included in Council’s works program in 2015 and provided shortly
after. The quantity of motorcycle spaces and car parking spaces is considered sufficient for the use
and as demonstrated above, the proposal complies with Performance outcome PO35 with the
Driveways and Parking Code.
Page 12 of 65
Section 13
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Motorcycle/ Scooter Sales and Repair
The purpose of the Medium Impact Industry zone is to provide for medium impact industry and other
uses and activities that support industrial activities and do not compromise the future use of the area
for industry activities. The Motorcycle/Scooter Repair component of the proposed use is considered
a low impact industrial use, however the sales component of the business is considered retail rather
than industrial. The retail (sales) component of the business supports the function of the repairs
use and whilst not ancillary (subordinate) it does not compromise the future use of the premises of
industrial activities as it is intended to operate within the existing building and confines of the
premises and is complementary to the motorcycle/scooter repairs. The proposed
Motorcycle/Scooter Sales and Repairs use does not compromise the function and viability of
business centres within the Noosa Shire Hierarchy and is considered compatible with surrounding
uses and development.
As per Strategic Outcome 3.35 e) smart, innovative and sustainable businesses and industries,
which are a response to changing market conditions are supported. The motorcycle/scooter market
is a growing transport option within the Noosa Locality, which is also recognised within Strategic
Outcome 3.3.6 d), which provides for priority transport infrastructure for motor scooters and public
transport over private cars. The proposed use of the premises supports positive business outcomes
that are aligned with Noosa's Strategic Outcomes and represents new enterprises and new ways of
doing business.
The proposed use Motorcycle/Scooter Sales and Repair is therefore considered an appropriate
outcome for the site that supports the overall intent of the Noosa Plan and zone provisions.
Caretakers Accommodation
The proposal seeks to establish a Caretakers Accommodation at the rear of the premises to provide
24hr security and after-hours delivery purposes. The Caretakers Accommodation is 65m2 and is
proposed to be occupied by the business owner.
The proposal complies with the design requirements for the Caretakers Accommodation including,
acceptable level of residential amenity, remains ancillary to the non-residential activities on site, and
provides sufficient carparking and private open space. However, the application fails to demonstrate
that the proposed caretakers accommodation is genuinely needed on site as required by the
planning scheme codes. The applicable code requirements are provided below as follows:
Caretaker’s Accommodation, Dwelling Unit and Rural Worker’s Accommodation Code
PO2
Caretaker’s accommodation is used for bona fide caretaking or property management
purposes such that:
1. in the Rural zone, caretaker’s accommodation is required because of the need to
caretake a non-residential activity on site; or
2. in the Low Impact Industry zone, the Medium Impact Industry Zone
or the Innovation Zone, caretaker's accommodation demonstrates the need for
24 hour care of buildings, operations, plant or equipment.
Editor’s Note—Council would require sufficient justification that the caretaker’s
Accommodation is required for the industry, rural or other activity on the site.
The overall outcomes sought for the Medium impact industry zone are as follows: -
(j) caretaker's accommodation:
(i) occurs only where directly associated with an industry activity on site and there is a
demonstrated operational need for full-time caretaking;
Medium Impact Industry Zone Code
PO5
Development for caretaker’s accommodation:
Page 13 of 65
Section 14
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
1. is directly associated with and subordinate to the industry activity on site;
2. demonstrates a demand for 24 hour care of buildings, operations, plant or equipment;
3. is not separately let for other accommodation activities;
4. includes no more than one caretaker’s accommodation per site;
5. is on a site with an area of at least 2,000m2;
6. has a maximum gross floor area of 65m2 and
7. is occupied by at least one person who is employed by the primary non-residential use
on site.
All of the above-mentioned codes requires sufficient justification that the caretakers
accommodation is directly associated and required for 24 hour care of the industry use. In relation
to the need to caretake the property the applicant states:
“there is anecdotal evidence that since the introduction of 24hr offerings in the Noosaville
Industrial area, vandalism has increased which raises significant concerns for the subject
business…”
“It is well known that a residential presence onsite deters criminal activity and given the
extent and value of stock and equipment onsite, a 24/7 onsite caretaker is justified in this
instance”.
“the caretaker will also tend to after hour deliveries which is increasingly occurring”
“Scooter style has had to rent 2 offsite storage sheds for secure stock storage valued at
around $100 - $200K. Due to unreliable supply chain post COVID it has become necessary
to get and have on hand as much stock that is available as the supply chain reliability is and
has been unknown over the past 18 months. – The provision of an onsite caretaker would
alleviate this situation and expense that is presently being incurred for offsite storage by
allowing some more if not all of the stock to be stored onsite.”
“Insurance is not able to be secured for this stock stored offsite, by having an onsite
caretakers and stock stored onsite, insurance will cover all stock.”
The development currently caters for security of people and property by providing opportunities for
casual surveillance and sightlines through the property. The property with frontage to Rene Street
and opposite the intersection with Leo Alley Drive is highly visible from the public realm.
The business has been operating successfully since 2013 and during this time a Caretaker’s
Accommodation has not been onsite. It is considered that whilst the ability for the owner of the
business to live on site would be convenient for deliveries and add additional security to the premises
it is not the test for determining whether the proposed caretakers is genuinely required for the
industrial use to operate onsite.
In this case, the Motorcycle/Scooter Repairs and Sales can function without a Caretakers
Accommodation onsite, and therefore the proposal does not comply with the Noosa Plan
Performance outcome PO2 (b) of the Caretaker's Accommodation, Dwelling Unit and Rural Workers'
Accommodation Code, Overall Outcome j) (i) of the Medium Impact Industry Zone Overall Outcomes
and PO5 (b) and (e) of the Medium Impact Industry Zone Code.
Furthermore, the premises is secured by a high chain wire (including barb wire) fencing and secure
gate (refer to Figure 5 below) which would contribute to security and contribute to deterrence of
break and enters. The applicant has further indicated that the scooters/sales equipment is securely
stored indoors overnight and outside of business hours, meaning that stock is heavily secured
(fenced, gated, indoors) from potential vandalism and/or theft.
The Caretakers Accommodation component of the application is therefore recommended for refusal.
Accordingly, car parking requirements will be conditioned for the industry and sales and repair
component of the proposal only.
Page 14 of 65
Section 15
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Figure 5 – fencing and gate at subject site.
3.4. CONSULTATION
3.5. Referral Agencies
Not applicable
3.6. Internal Council Referrals
The application was forwarded to the following internal Council officers:
• Engineering officer, Development Assessment
3.7. Public Notification
The application was publicly notified for fifteen (15) business days in accordance with the Planning
Act 2016. One properly made submission was received. The submission raised no issues and
expressed support for the proposal.
4. CONCLUSION & REASONS FOR DECISION
The application seeks a development permit for Material Change of Use - Caretaker’s
Accommodation, and Motorcycle/Scooter Sales & Repair. The use has operated from the site since
2013 and is compatible with surrounding uses and development.
However, the proposal to establish a Caretakers Accommodation on site is not supported, as the
industrial use is not reliant on a Caretaker to operate, with this element of the application
recommended for refusal.
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services x Environment & Sustainable Development Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service x Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 15 of 65
Section 16
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Page 16 of 65
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Site Calculations Carparking Calculations Attachment 1
Low Impact Industry GFA = 115m? Low impact industry based on GFA - 115m?/50m? = 2.3 spaces
Outdoor Sales GFA = 79.5m? Outdoor sales use based on Total Use Area - 131m?/50m? = 2.62 spaces
Total GFA = 194.5m? Caretakers residence= 1 space
Use Area of Ooutdoor Sales Use Total carparking required by Planning Scheme - 5.92 spaces = 6 spaces EMT.A
Inside use area = 72m? Total carspaces provided = 6 spaces Ww seat
Outside covered= 39m?
Outside area = 12m? 4 \ : ,
Outside area = 8m? — ENES sopsnases SS — |
TOTAL use area (inside and outside) = 131m* . a - ate wate ' p
~ S SSS. .- m 1
SS Se =\
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Page 16 of 65Section 17
GENERAL COMMITTEE MEETING REPORT 13 DECEMBER 2021
8 HOUSING NEEDS ASSESSMENT
Author Rowena Skinner, Principal Strategic Planner
Environment & Sustainable Development Department
Index ECM/ Subject/ Noosa Plan Amendments 41.35 & New Noosa Plan 41.37
Attachments 1. Housing Needs Assessment (141 page attachment provided separately to
this agenda)
EXECUTIVE SUMMARY
This report brings forward the new Housing Needs Assessment (HNA) for Noosa Shire and
recommends Council endorse the document for the purpose of informing a Housing Strategy to guide
actions, regulation, and advocacy in the delivery of greater housing diversity and choice.
RECOMMENDATION
That Council note the report by the Principal Strategic Planner to the General Committee Meeting
dated 13 December 2021 and
A. Endorse the Housing Needs Assessment as attached to the report for the purpose of informing
a Housing Strategy for Noosa Shire;
B. Resolve to prepare amendments to the Noosa Plan to advance housing diversity and choice;
C. Authorise the Chief Executive Officer to commission detailed site investigations and scoping
of opportunities and feasibility for the development of affordable housing on Council owned
properties at:
1. 30 Toulambi Street, Noosa Heads; and
2. 62 Lake Macdonald Drive, Cooroy.
D. Refer the cost of undertaking these investigations estimated at $50,000 to budget review, and
E. Request the Chief Executive Officer of Department of State Development, Infrastructure, Local
Government and Planning to provide notice about the process to follow for making
amendments to the Noosa Plan 2020, under Section 18(3) of the Planning Act 2016.
REPORT
1. Background and Context
In 2016-2017 a Housing Needs Assessment for Noosa Shire was prepared by Briggs & Mortar to
inform the preparation of a new planning scheme, the since adopted, Noosa Plan 2020.
In 2016 it was apparent that as a highly sought-after coastal location, market conditions had favoured
the development of particularly large, low density and bespoke dwellings in many parts of Noosa
Shire where the focus was on lifestyle and amenity. As a consequence, Noosa Shire saw various
housing issues emerge including:
• Housing affordability, especially for low-income households and key workers;
• A lack of accessible or adaptable housing for older people and people with special needs;
• A mismatch of housing size and household size;
• A shortage of affordable and appropriate aged accommodation;
Section 18
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
• A lack of housing diversity, and particularly smaller dwellings;
• Low levels of social and emergency housing;
• Conflict between holiday makers and permanent residents.
In adopting Noosa Plan 2020 Council specifically resolved to monitor the effectiveness of the
provisions of Noosa Plan 2020 in enabling the delivery of housing choice and affordability to meet
the diverse needs of the community, specifically housing for those in the community on low incomes,
with special needs or in identified groups in need of community and affordable housing.
Since the commencement of Noosa Plan 2020, (and more so since the preparation of the previous
HNA) circumstances in the local and broader national housing market have changed significantly.
This has been in part because of fiscal policy, interest rates and the impacts of the COVID19
pandemic. In 2021 home ownership and affordable rental accommodation eludes many low to
moderate income earners, having an impact on the social and economic composition and functioning
of the Shire.
Council has requested a report into the housing situation in Noosa with sufficient rigour and evidence
to inform scheme amendments, inform the assessment of development applications and inform the
development of a Housing Strategy which identifies a range of actions or interventions that Council
could take.
Accordingly, a new HNA has been prepared which reviews the housing market context including
housing sales and rental markets, analyses a range of population and statistical data, provides
commentary of National and State Housing Policy and the range of issues associated with the
current housing challenge.
The Queensland Government has recently released a document called “Integrating State Interests
in a Planning Scheme: Guidance for Local Governments”. It includes a section on housing supply
and diversity and articulates the importance of preparing a housing needs assessment to estimate
the required quantities of different dwelling types, sizes and tenures to best cater to the projected
resident demographics in the local government area over the life of the planning scheme. It also
establishes the expectations of what the approach should be in developing the HNA and what
elements it should contain. Council’s 2021 HNA assessment meets the criteria set out in this
publication which is important as it will form a key component when the planning scheme
amendments are submitted for the state interest consideration.
2. Population and Household Characteristics
The estimated resident population for Noosa Shire at June 2020 was 56,587 persons. The State
projects this to increase to 64,999 persons at 2041.
Compared with the broader State, Noosa has a high rate of lone person households and couples
without children living at home. It is highly represented by retirees and under-represented by young
adults and young families. The hinterland, as well as the coastal communities from Sunshine Beach
to Peregian Beach have a somewhat higher proportion of families with children.
Average household size for the Shire at 2016 was 2.4 persons and most frequently there were more
bedrooms in a dwelling than residents (average of 0.8 persons per bedroom). These figures varied
around the Shire.
Occupied private dwellings are dominated by separate houses, most of which are at least 3
bedrooms in size. Many modern duplexes and units also have 3 bedrooms.
While the Noosa Plan 2020 now specifically seeks to encourage smaller dwellings, they have not
been the preferred development model in recent years. Developers and home builders are reflecting
the high cost of land with high end larger dwellings.
At census night 2016, 4,671 (18.8%) of the 24,815 private dwellings were unoccupied. The
proportion of unoccupied private dwellings was as high as 36.68% in Noosa Heads, followed by
28.36% in Sunshine Beach, 27.72% in Peregian Beach - Marcus Beach, 19.65% in Noosaville.
Page 18 of 65
Section 19
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
3. Property market
The median sale price for residential sales in Noosa Shire have been notably higher than other
coastal LGAs in South East Queensland. For the 12 months ending 30 June 2021, the median
residential sale price in Noosa Shire was $900,000, and prices appear to have tracked higher since
June.
For attached dwellings the median price ranged from $443,500 in Tewantin SA2 to $1,110,000 in
Noosa Heads SA2, with a median price of $800,000 for the Shire.
For detached dwellings, the overall median price for the Shire was $950,000, and ranged from
$740,000 in Tewantin to $1,575,000 in the Sunshine Beach SA2. Four of the six SA2s had median
house prices over $1,200,000.
There were 2,598 residential sales in Noosa Shire in the 12 months to 30 June 2021. This represents
a high proportion of the total dwellings in the Shire. A 20% deposit on $900,000 is $180,000 and
stamp duty, conveyancing, moving costs, etc. make the purchasing exercise particularly difficult for
anybody not already in the property market.
Anecdotally a significant proportion of properties are being purchased for owner occupation, or by
people who want to spend at least some of the year in the property. Where purchasers do intend to
rent out their property, getting the highest return on the asset they just paid a high price for is a
natural desire, so there is still a significant proportion of these properties that will be used for short
term letting. This still provides the owner flexibility to use the property when it suits.
4. Rental Accommodation
In recent years many permanent rental properties have either been removed from the permanent
rental market to be used for short term letting or have been subject to significant rent increases,
sometimes following substantial capital improvements.
According to the Residential Tenancy Authority the following are the median rent figures for new
tenancies within the 12 months to 30 September 2021 in Noosa Shire:
• 1 bedroom flat/unit = $345
• 2 bedroom flat/unit = $500
• 3 bedroom house = $600
• 4 bedroom house = $740
There’s some concern that this data does not include Peregian Beach and Marcus Beach which
share a postcode with communities outside the Shire and are included in the SCRC median rent
data. For this reason, and because of the significant differences throughout the Shire, it is worth
looking at a breakdown by 2nd level ABS Statistical Area (SA2).
SA2 / State Lodgement Median rent
1 2 3 4 1 2 3 4
bedroom bedroom bedroom bedroom bedroom bedroom bedroom bedroom
flat/unit flat/unit house house flat/unit flat/unit house house
number $ per week
Noosa Hinterland 41 26 99 105 320 438 530 660
Tewantin 21 22 103 113 320 435 570 650
Noosaville 71 79 52 65 380 485 658 890
Noosa Heads 3 61 54 53 n.a. 550 850 980
Sunshine Beach 10 69 54 66 420 520 735 900
Peregian Beach – 13 40 37 23 330 483 700 750
Marcus Beach
Queensland 28,916 53,628 41,759 42,257 330 400 400 470
Table 1 Lodgements and median rent by dwelling type, 12 months ending 30 September 2021
Source: Residential Tenancies Authority, Rental Bonds data as presented in Queensland Housing Profiles, by
Queensland Government Statistician’s Office, Queensland Treasury.
Page 19 of 65
Section 20
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
As can be seen the difference between the local medians and the state medians are more
accentuated in the bigger dwellings.
Some SA2s have particularly small numbers of new 1 or 2 bedroom unit tenancies. As there were
only 3 rental bond lodgements for 1 bedroom units in Noosa Heads over the 12 months a median
rent figure was not published.
Some coastal parts of the Shire saw a steep spike in residential vacancies in April 2020, correlating
with lockdowns and border closures. According to SQM Research, the 4567 postcode for instance
jumped from a vacancy rate of 2.5% to 6.8% in a month. From November 2020 to July 2021 vacancy
rates stayed at or below 1.0% but rose again from August 2021 as a further wave of lockdowns
occurred. At October 2021 it was at 1.9%.
5. Competing Interests
Since the 1997 Strategic Plan Noosa Council has recognised that the mix of long-term
accommodation for residents with the short-term accommodation for visitors has potential to yield
conflicts, and that where such conflicts arise, the protection of residential amenity will prevail. While
there are a small number of key resort sites where permanent residents were specifically precluded
(some still undeveloped), for the most part holiday resorts and motels are scattered amongst
attached housing, with many properties enjoying interchangeable use rights.
The Planning Regulation 2017 and Noosa Plan 20202 now make it clear that premises occupied by
permanent households are not considered to be the same land use as premises for the short-term
accommodation of tourists and travellers.
The planning scheme is required to be clear about which uses are consistent in any given zone in
each locality. Noosa Plan 2020 does for example identify short-term accommodation as an
inconsistent use in the Low-Density Residential zone, outside of the occasional short stay letting of
one’s principal place of residence. Notwithstanding this, many properties enjoy existing use rights,
and some have recently gained approval under the superseded planning scheme.
Many well-established resorts and holiday accommodation are located within the Medium and High-
Density Residential zones as too are the unit blocks which have traditionally been home to key
workers. Parts of Noosaville, Noosa Heads, Sunshine Beach and Peregian Beach have had a strong
mix of visitors and residents for decades, however it was generally the case that within a
neighbourhood a particular complex would be occupied by either visitors or residents. Now there is
a blurring of the lines, and many complexes contain both.
Noosa Plan 2020 continues to identify short-term accommodation as a consistent use in both these
zones, which has continued to blur the land use intent for these residential zones. Permanent
residents voice concern about transient guests and local residents and employees struggle to find
permanent rental units.
The market for two or even three-bedroom holiday units with modest kitchens and shared recreation
facilities is limited and unless individual owners regularly invest in the furnishings and décor of their
unit it becomes tired. The small number of resorts that were specifically conditioned to be for visitors
only do not command the same sale price for units as those with flexibility for residents or visitors.
For the balance, the economic return of the resort diminishes when individual units exit the letting
pools due to owners either occupying their units or renting them out independently.
There are many historical situations and many properties enjoying existing use rights. Council can
however regulate new development including MCU applications to change existing buildings from
one defined use to another.
6. Particular Needs
Affordability is central to much of the discussion around housing, but suitability is also a concern. As
already indicated housing in Noosa Shire is dominated by large dwellings, despite a majority of
households having just one or two persons. The existing built form is not likely to change dramatically
at this stage and for that reason it is important that more efficient use is made of the remaining land
suitable for housing within existing well serviced urban areas. Changing some of the traditional
Page 20 of 65
Section 21
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
development models may become necessary to ensure an inclusive community and to meet housing
needs.
6.1. Elderly
Noosa has an aging population and the demand for age-appropriate housing is ever increasing.
Much of the attached or semi-attached housing in Noosa Shire consists or multi-level townhouses
or walk-up units. Older ground floor resort units are particularly popular with retirees downsizing or
moving to Noosa Shire. It is likely this trend will continue.
There are five dedicated aged care facilities and several retirement facilities in Noosa Shire,
generally in Cooroy, Tewantin, and Noosaville.
Palm Lakes at Cooroy has approval for 120 residential aged care places that have not been
constructed. A further two not-for-profit aged care/retirement facilities (Tewantin and Sunrise Beach)
have been approved for some time but have not yet eventuated.
Retirement villages, also known as “lifestyle resorts for the over 50’s are land intensive uses and
while meeting a market demand do not contribute to intergenerational inclusive communities or
affordability. It is not likely that additional possibilities for these uses will be found in Noosa Shire.
Aged care is undergoing considerable reform and an increasing number of elderly are receiving in-
home care. In addition to integrated communities with potential to age in place, there’s a
recommended shift to smaller, domestic scaled facilities with a familiar home-like setting. Community
residences might increase in popularity and could easily fit within the existing low-density
neighbourhoods.
Sharing a home with compatible people has not been unusual for young single people but may need
to become more common amongst older single people in the absence of affordable small dwellings.
Where it qualifies as one household it is just a dwelling house but where separate rental tenancies
are offered to the separate residents it is Rooming Accommodation.
6.2. People with a disability
At census 2016 there were 2,737 people in Noosa Shire in need of assistance with a profound or
severe disability. This includes residents of any age and is not limited to recipients of social services
payments. If the population continues to age rapidly it can be expected the number of residents with
mobility limitations will increase and current housing stock will largely be unsuitable without
expensive remodelling and retrofitting.
From September 2022 minimum accessibility provisions for residential housing and apartments will
be included in the National Construction Code (NCC) based on the Liveable Housing Design
Guidelines (LHDG) silver standards. The Gold Standard will also be included in the NCC as a
‘technical referral’ meaning states and territories can decide to upgrade to Gold voluntarily. Each
state and territory will be free to determine whether and how the new provisions will be applied in
their jurisdiction to minimise the regulatory impact on the construction sector.
Specialist Disability Accommodation (SDA) is a range of housing designed for NDIS participants with
extreme functional impairment or very high support needs. SDA has accessible features to help
residents live more independently and have better access to supports in their home.
Participants receive an SDA budget that is sufficient for a shared arrangement (for example with 1-
4 others) or to facilitate access to shared supports. There have been a few SDA houses constructed
in Tewantin in recent years. Other models that make use of smaller built forms (and shared on-site
or nearby supports) are also likely to increase in importance.
The land use definition of a community residence is designed for one dwelling on a site. It does not
cover multiple housing (attached or detached). Residential care covers circumstances of residents
requiring regular nursing or personal care but is less relevant for clients who can live relatively
independently. NDIS housing in units or flats is most likely going to fall into the definition of multiple
dwellings, and as such competing with other quite profitable housing products for the same land.
Therefore, review of how the planning scheme addresses SDA housing is important.
Page 21 of 65
Section 22
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
6.3. Indigenous Housing
Noosa Shire is located on the Country of the Kabi Kabi First Nations People, however for the most
part the Kabi Kabi people are living away from Noosa and experience similar difficulties to others in
securing housing in the region. Representatives of the Kabi Kabi First Nations People have
expressed enthusiasm to work with the various levels of government to identify future land supply
and development possibilities for housing outcomes in the region.
Council has the opportunity to advocate to State Government for outcomes that could see traditional
owners return to Country, potentially on State owned land in the hinterland.
6.4. Crisis and Emergency housing
Crisis or emergency housing is needed for individuals or families who are homeless or at risk of
homelessness, including those sleeping rough, victims of domestic violence and people with
complex support needs. Accommodation that is integrated within residential areas and/or close to
support services is essential for people who may be at risk of further crisis, harm, or domestic
violence. Small boarding houses or rooming accommodation would assist, as would any secure
homes with both daytime and night-time casual surveillance. Easy access to transport, childcare/
schools and facilities are important criteria.
Transitional housing is also in high need, this is a form of community housing where people are
assisted out of Crisis or Emergency housing into transitional housing with the aim of transitioning
them into longer term or more permanent housing situations.
7. Council owned lands
Council has responsibility for various parcels of urban or well-located land, including freehold lots,
unallocated State land for which Council is trustee and unformed road reserves. Some of these may
offer potential for the development of housing either as a short-term or transitional offering or more
permanent developments. A preliminary assessment of various sites has occurred and been
summarised in the HNA. While opportunities will be addressed further in the Housing Strategy and
Implementation Plan, to expedite procedures this report recommends detailed site analysis and initial
feasibility advance on:
• A small site near Noosa Junction with potential to accommodate key workers through rooming
accommodation; and
• A large site at Cooroy with potential to accommodate a mix of affordable and social housing
for different household types.
It is anticipated that these investigations will cost $50,000 to initiate, this report recommends this be
referred for budget considerations.
8. Short term Accommodation and Ministerial condition
The Minister approved Noosa Plan 2020 for Council adoption subject to a number of conditions. The
Minister’s conditions in relation to short term accommodation, tourism, and housing supply states:
1. On commencement of the planning scheme for a period of 2 years, monitor the provisions
relating to short-term accommodation, tourism and housing supply considering the outcomes
sought across the residential zones. The process shall, at a minimum:
• include a detailed analysis of the existing situation within the Noosa Shire, including
numbers and types of short-term accommodation uses. This analysis should include
annual comparison data that demonstrates the performance of the relevant scheme
provisions;
• consider the economic and social benefits of the current situation, and forecast the
potential long-term impacts of short-term accommodation across the residential zones;
• consider the zone intent, levels of assessment and regulation short-term accommodation
across the residential zones;
• consider the state interests of Housing supply and diversity and Tourism;
Page 22 of 65
Section 23
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
• be evidence-driven, comprehensive, and prepared in a detailed manner.
2. Within 6 months of completing 1, submit a report to the Minister on completion of the monitoring
process. The report must detail the findings of the monitoring process and provide an
accompanying statement from the council that identifies whether the council considers an
amendment should be made to the planning scheme as a result of the monitoring process, and
the reasons for the council's position on this.
The Minister’s condition specifically requires monitoring to occur over a 2-year period to allow the
provisions of Noosa Plan 2020 to take affect and see results and changes around short term
accommodation, tourism, and the housing market. The report is due 3 January 2023. State planners
are satisfied Council’s proposed monitoring and reporting approach will meet the Minister’s
requirements. The outcomes of the Housing Needs Assessment and Strategy will inform the
preparation of the monitoring report.
In consultation with the State, it was noted that COVID -19 has resulted in a unique set of
circumstances affecting the tourism and housing markets outside the control and influence of Noosa
Plan 2020. In particular, the national housing crisis and influx of interstate people and returning
expats moving to regions like Noosa, is driving a housing and investment boom. This has resulted
in significant increases in housing and rental prices and reduction in available housing stock. Closed
international and state borders have also significantly impacted the tourism and short term
accommodation sectors.
Because of these unique and unprecedented factors, the State’s planning officers recognise the
results may not be conclusive or definitive enough at the end of the 2-year monitoring period to make
recommendations to amend (or not) Noosa Plan 2020. Notwithstanding this, the reporting outcomes
will still satisfy the Minister’s conditions.
9. Next Steps
The HNA is informing the development of a Housing Strategy and Implementation Plan. The
Housing Strategy and Implementation Plan is well underway and is currently the subject of both
internal and independent peer review. It is intended to canvass the strategy and associated
implementation plan with a range of key stakeholders, including State and Commonwealth
governments and Community Housing Providers.
Following Council’s consideration of this report and endorsement of the HNA, the preparation of
the Housing Strategy and implementation plan will be advanced and reported to Council in early
2022.
There are a range of short, medium and long term options available to Council which will be fully
explored as part of the Housing Strategy, however it is inevitable that this will include proposing
amendments to Noosa Plan 2020. Potential scheme amendments include:
• Zone changes;
• Additional administrative definitions;
• Changes to tables of assessment;
• Changes to zone codes;
• Changes to development codes.
The State Government has advised that the HNA must be completed prior to them accepting the
proposed amendments for consideration. In order for Council to progress any planning scheme
amendments it is considered appropriate for the evidence base in the HNA to be endorsed.
Given the lengthy statutory requirements for amending a planning scheme, it is proposed to initiate
that process with the Department of State Development, Infrastructure, Local Government and
Planning, by requesting a tailored process.
Page 23 of 65
Section 24
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
10. Independent Peer Review
The Housing Needs Analysis has been the subject of Independent Expert Peer Review. To support
the rigour of this assessment and to ensure it reflects contemporary issues, challenges and current
policy context independent peer and expert review has been sought from two organisations. Review
and input was specifically sought from both an academic research organisation and from
practitioners in the housing sector to ensure robust, practical and contemporary input and review.
Australian Housing and Urban Research Institute (AHURI) have provided a comprehensive review
and feedback on the document. AHURI are the primary research organisation on housing and
homelessness in Australia, they undertake research and offer peer review services.
The document has also been peer reviewed by Hornsby & Co, Rachel Hornsby and Steve Dunne
who are both very experienced practitioners in the Housing sector. They have extensive experience
in the community housing sector, government policy and development. Their review offered practical
and contemporary input, relevant case examples and policy context.
11. Transparency and Due Process
It is appreciated that the availability of affordable housing has worsened rapidly and there is a desire
to act swiftly to assist local residents struggling to secure housing. A number of suggestions have
been put forward which are focussed on either introducing a temporary local planning instrument,
creating temporary housing or developing non-residential land for housing.
This report puts forward some short term actions while the finalisation of the Housing Strategy
occurs, the strategy will consider and propose a range of further actions Council can take.
Given Council is committed to working hand in hand with the community and being transparent in
all its dealings it is not recommended that Council take any short term actions at this stage that have
not gone through due process including proper assessment of development impacts or community
consultation where appropriate.
Previous Council Consideration
Ordinary Meeting Minutes - 15 July 2021 – Page 14
Council acknowledges the current housing crisis is a priority issue for Council to address and
A. Request the CEO to urgently provide a report to Council on the range of short, medium and
long term options available to Council to address the shortage of housing availability for
permanent residents in Noosa with the report to include consideration of the following:
i. details of what additional data and empirical research is required into the housing
situation in Noosa;
ii. details of the Ministerial condition for the Noosa Plan relating to short term
accommodation and the timing for Council’s response to that condition; and
iii. what interim policy responses may be available to the Council in respect of the impact of
short term accommodation approvals upon available housing supply;
iv. commissioning a report by an independent specialist consultant into the housing situation
in Noosa;
v. the opportunities and potential impact associated with adopting a Temporary Local
Planning Instrument, including to facilitate auxiliary dwelling units in appropriate
locations;
vi. opportunities and potential impact of brokering community housing and emergency
housing options on council and community land which targets the most affected
demographic groups (e.g., hospitality workers, essential/key workers in the health
industry and single women over 50); and
vii. potential policy positions that advocate for more state and federal government
investment in housing in the shire.
Page 24 of 65
Section 25
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
B. Note that Council at its Ordinary Meeting of 18 March 2021 resolved to “update the Noosa
Council Housing Needs Assessment prepared by Briggs & Mortar Pty Ltd in 2017 with regard
to the provisions of Noosa Plan 2020 and the local housing situation and trends” and that this
review shall address the supply of housing for permanent residents, and the impact short term
accommodation has on this supply and inform the assessment of future development
applications for short term accommodation.
Ordinary meeting of 18 March 2021- Item 4 -Page 14:
That Council note the report on Potential Amendments to Noosa Plan 2020 relating to Housing
Choice and Affordability by the Principal Strategic Planner to the Planning & Environment
Committee Meeting dated 9 March 2021 and
A. Prepare amendments to Noosa Plan 2020 in line with the actions outlined in parts 2.1 to 12.1
of the report, in accordance with Division 2 of the Planning Act 2016; and
B. Update the Noosa Council Housing Needs Assessment prepared by Briggs & Mortar Pty Ltd
in 2017 with regard to the provisions of Noosa Plan 2020 and the local housing situation and
trends.
Ordinary meeting of 17 December 2020 – Item 3 -Mayoral Minutes Page 2:
That Council note the Mayoral Minute provided to the Ordinary Meeting dated 17 December 2020,
and:
A. Request the CEO to review existing Noosa Council land assets to determine if any such land
would be appropriate for the development of social housing;
B. Request the CEO to incorporate consideration of priority sector employee housing within the
upcoming review of the Local Economic Plan;
C. Request the CEO to bring forward a report to a future Council meeting identifying potential
amendments to the planning scheme to accelerate the provision of suitable community
housing;
D. Council continue to negotiate with State and Local community housing providers in the
development of an economically efficient model to achieve a mix of public, social, and private
affordable accommodation within community housing developments; and
E. Council continue to work closely with State Member Sandy Bolton and her Housing Action
Group.
Finance
Endorsement of the Housing Needs Assessment does not in itself have financial implications
however it is anticipated that Council will need to resource various actions associated with
implementing the Housing Strategy in 2022 and beyond.
Funding is available in Strategic Planning budget 2021-2022 to advance planning scheme
amendments, however, should Council wish to initiate detailed site investigations on Council land as
outlined above funding it is estimated that $50,000 will be required to be considered as part of budget
review processes.
Risks & Opportunities
Noosa Plan 2020 includes a strategic intent for housing to meet the diverse needs of the community
now and into the future. The planning scheme intends that the residents of Noosa Shire remain part
of an inclusive community where diversity is valued. The scheme includes 15 strategic outcomes for
housing choice and includes various elements which specifically seek to facilitate and encourage
housing diversity and choice.
This report provides Council with the opportunity to consider and endorse revised and updated data
and information considered necessary to underpin any proposed actions or changes to the planning
scheme to further encourage and plan for housing choice and affordability.
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Further opportunities will be identified in the Housing Strategy and Implementation Plan to be
reported to Council in early 2022.
Consultation
External Consultation - Community & Stakeholder
The Housing Needs Assessment has been subject to external Independent Expert Review by both
AHURI and Honsby & Co. It is intended that prior to completion and adoption of a Housing Strategy
Council will seek input through exisiting networks of key stakeholders.
Internal Consultation
The Housing Needs Assessment, in part or in full, has been shared with various sections within
Council as follows:
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Support X Director Director
X Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health X Property
Revenue Services
Executive Services X Environment & Sustainable Development X Infrastructure Services
Director X Director Director
Community Engagement X Building & Plumbing Services Asset Management
Customer Service X Development Assessment Buildings and Facilities
Governance X Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
X Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
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Section 27
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
9 DRAFT ECONOMIC DEVELOPMENT STRATEGY 2021 - 2030
Author Carolyn Bullen, Economic Development Advisor,
Environment & Sustainable Development
Index ECM/ Economic Development/Local Economic Plan 102.06 & 102.07
Attachments 1. Draft Economic Development Strategy 2021-2030 (38 page attachment
provided separately to this agenda)
2. Noosa Economic Plan Review Update Report 2021 (46 page attachment
provided separately to this agenda)
EXECUTIVE SUMMARY
The Local Economic Plan (LEP) adopted by Council in 2016 had a five year life span. Given this
timeframe, a review process has been undertaken to refresh and refocus the Council’s Economic
Development Strategy (the strategy).
Following internal and external consultation as noted below, the draft strategy has been developed,
and this report is seeking Council endorsement of this draft strategy. Once adopted, the draft strategy
will be refined (appropriately branded) for publication.
This Economic Development Strategy clarifies the aims, objectives and outcomes sought locally
within the context of environmental stewardship. It will guide the effort of Council and particularly the
Economic Development team whose work seeks to heighten the profile of economic issues, support
appropriate business growth, scope out development opportunities, and nurture conditions
conducive to business success in Noosa Shire
The aim of the strategy is to continue to pursue diversification of the local economy to build resilience,
increased employment opportunities in higher value industry sectors and continued economic
growth.
Council is committed to pursuing a robust and resilient local economy that recognises the importance
of skilled and talented people; has the necessary infrastructure to accelerate employment growth;
supports the sustainability of businesses, industries and technologies; and creates a business
environment that provides a range of diverse employment opportunities.
Our new economic vision seeks to transition to “a Smart biosphere”.
A Smart biosphere connects the strong environmental societal values of our community to future
focused, technology and data driven actions to find creative and resourceful solutions to economic
challenges.
Traditional Economic Development Strategies outline a sector-based approach to delivering
economic growth and specific industry development. This strategy takes a different approach. The
focus is on economic growth enablers and the philosophy that bold leadership, strong business
ecosystems, investment in enabling infrastructure and a culture of entrepreneurship are the very
foundation of a strong, healthy and resilient local economy.
This strategy has a clear expectation of outcomes that will drive everything Council does in pursuit
of our Vision and goals. These include:
• A diverse & resilient local economy less reliant on volatile industries
• Increased number of high value jobs that retain local talent
• A skilled and talented workforce driving innovation
• Infrastructure that accelerates industry development and smart precincts
• Businesses maximising global opportunities and selling to the world
• Successful home-based businesses and remote workers
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
• Collaborative and connected business Ecosystems are supported
• Expanded and specialised education and research opportunities
• Relevant and impactful support provided to our businesses
• Returns from our natural assets with technology driving value
A three-tiered approach to monitoring and reporting will be adopted to track the health of the local
economy, progress towards strategic outcomes and the impact of economic development programs
and initiatives.
To increase focus and continue the conversation, an annual Economic Summit will be held to
activate dialogue and discussion on the state of the economy, stakeholder projects, progress of the
Economic Development Strategy and opportunities and challenges going forward.
This Economic Development Strategy will be reviewed and potentially refreshed every 3-5 years to
ensure flexibility, relevance and alignment with Council policies.
RECOMMENDATION
That Council note the Draft report by the Economic Development Advisor to the General Committee
Meeting dated 13 December 2021; and
A. Adopt the Draft Economic Development Strategy 2021-2030; and
B. Authorise the Chief Executive Officer to make any necessary amendments to the Economic
Development Strategy in preparing and finalising the document for publication.
REPORT
1. Background
The Local Economic Plan adopted by Council in 2016 has been reviewed and refreshed as it reached
the end of its five-year time frame.
Economic analysis and research was undertaken to identify challenges, opportunities and
community aspirations. Subsequently the strategy was developed with an eye to building a business
environment conducive to sustainable growth in line with community values that continues to look
beyond population and tourism driven sectors.
Core elements of previous Noosa Council Economic Strategies that resonate with the community
have been retained in this strategy including:
• The desire to strive towards a more diversified and resilient local economy focused on
knowledge-based and high-value sectors of the economy i.e. “value, not volume”.
• Achieving growth in ‘smart’ industry sectors that have high economic value and at the same
time have low environmental impact, where there is a competitive advantage.
• Being globally connected and with a particular focus on products and services that can be
exported.
• An appreciation of, and commitment to maintaining, the quality of our natural assets as an
underlying driver for much of the investment and economic activity in the Shire
However, the world has changed since the last strategy was adopted in 2016 and there are several
factors that have a significant influence on the economic environment, now and into the future: These
factors present both opportunities and challenges to the resilience of our economy and include:
• Rapidly changing technology (Industry 4.0)
• A highly mobile workforce
• The unpredictable nature of COVID-19
• The emerging challenges of talent, workforce availability, and accommodation shortages.
The rate of change calls for an unwavering focus on initiatives dedicated to ‘shifting the dial’ and
transitioning the Noosa economy to be sustainable and resilient, ready for any future.
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Our new economic vision seeks to transition to “a Smart biosphere”.
The transition to a Smart biosphere is the next step in the evolution of economic development in
Noosa. The transition can be imagined and described as:
A Smart biosphere connects the strong environmental societal values of our community to
future focused, technology and data driven actions to find creative and resourceful solutions to
economic challenges.
There are numerous elements of a Smart Biosphere:
• Talent - equipping our present and future community with the skills they need to
participate in current and smart new industries.
• Business - helping businesses take advantage of the opportunity to reach and sell to
7bn people globally.
• Environment - embracing technology to monitor, protect and generate new value
streams from our environment while exploring opportunities to build on this.
• Development - investing in smart precincts where the jobs of the future can be created
to retain and employ local talent.
• Education & Research – enabling an increase in education and research
opportunities in our region.
Economic Development Framework
Driven by a clear goal to continue to diversify and strengthen our local economy, our vision to
transition to a Smart biosphere is underpinned by ‘Pillars’ and ‘Growth Enablers’. The diagram below
outlines Noosa’s Economic Development Framework
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Vision: The evolution of Noosa as a Smart biosphere that connects the strong
environmental values of our community to future focused technology that allows the
Noosa Community to meet economic challenges
Aim: A diversified and resilient economy that delivers high value employment opportunities
Economic Pillars
Future Focused People & Place Evidence Based
Growth Enablers
Bold Economic Leadership
Empowering Encouraging Enabling
Business Entrepreneurship Infrastructure
Ecosystems
Outcomes and Benefits
A diverse & resilient local economy less reliant on volatile industries
Increased number of high A skilled and talented Infrastructure accelerates
value jobs that retain workforce driving industry development and
local talent innovation Smart Precincts
Businesses maximising Successful home-based Collaborative and
the global opportunities businesses and remote connected business
and selling to the world workers Ecosystems are created
Expanded and specialised Relevant and impactful Returns from our natural
education and research support provided to our assets with technology
opportunities businesses driving value
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Corporate Plan
The Economic Development Strategy 2021-2030 is underpinned by the Corporate Plan 2017-2037.
Implementation, Monitoring & Reporting
A three-tiered approach to monitoring and reporting will be adopted to track the health of the local
economy, progress towards strategic outcomes and the impact of economic development programs
and initiatives.
1. An annual Economic Profile for the Noosa Shire will be developed to communicate the state
of the economy.
2. Targeted measures have been identified to track the progress and effectiveness of the
economic development strategy.
3. The Strategy will be supported by an annual program of work which is developed in line with
Council’s planning and budget process.
An annual Activity Update will be created to communicate the progress of initiatives facilitated and
delivered by the Economic Development team, and will include measures and KPI’s. In this way we
will report on outcomes that Council can directly influence.
To increase focus and continue the conversation, an annual Economic Summit will be held to
activate dialogue and discussion on the state of the economy, stakeholder projects, progress of the
Economic Development Strategy and Transition to a Smart biosphere.
This Economic Development Strategy will be reviewed and potentially refreshed every 3-5 years to
ensure flexibility, relevance and alignment with Council policies.
Previous Council Consideration
Nil
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Finance
The Economic Development Strategy 2021-2030, will be supported by an annual program of work
which will be developed and presented for Council’s consideration as a part of the annual operational
planning and budget process.
Risks & Opportunities
There is no statutory/legislative requirement attached to the economic development function within
Queensland Councils. There is however a community expectation that Council considers the
economy and plans for its development.
Not only does the Strategy align with the following Council strategies, it adds value to them:
Environment Strategy, Transport Strategy, Climate Change Adaptation Plan, Climate Change
Response Plan, Zero Emissions Strategy, Cultural Plan and Sustainability Principles.
There is no risk to Council in adopting this Strategy but rather a risk to reputation from not having an
up to date economic strategy in place.
Operational risks and opportunities will be assessed for individual programs as they are developed
as a part of the annual budget process.
Consultation
External Consultation - Community & Stakeholder
The Draft Strategy was developed in consultation and engagement with the community through:
• A workshop with members of the Business Round Table - a forum of business association
representatives, industry connections and State government representation.
• Targeted one on one consultation with industry leaders
• Engagement with State & Federal Government Agencies - Department of State Development,
Infrastructure, Local Government and Planning; the Department of Tourism, Innovation &
Sport; Regional Development Australia
• A Discussion Paper sought public comment via Councils on-line portal Your Say Noosa across
the month of August 2021
• Dedicated engagement with Tourism Noosa and Noosa Chamber of Commerce & Industry.
Internal Consultation
The Draft Strategy was developed in consultation with Councillors and staff through:
• Councillor workshop
• Councillor briefing x 2
• One on one meetings
• Executive Team presentation
• Dedicated email to Managers seeking comment
• Attendance at Community Development Team meeting
• Ongoing discussions with Strategic Planners
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 34
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
10 FRAUD AND CORRUPTION CONTROL POLICY
Author Governance Advisor, Diana Stewart
Executive Services Department
Index ECM/ Subject 27.48 Council Policies
Attachments 1. Council Fraud and Corruption Control Policy
EXECUTIVE SUMMARY
• Noosa Shire Council (Council) is committed to the prevention of fraud and corruption across
all levels of Council.
• This Policy has recently been reviewed in order to strengthen and align content to ISO
Standards, Crime and Corruption Commission (CCC) Guidelines and best practice.
• The changes to the Policy will ensure that Council continues to comply with the CCC and ISO
Standard requirements, which in turn will strengthen Council’s governance framework.
• Importantly, this Policy also provides its readers with clear instructions on how to report
suspected fraud and corruption to Council.
• As part of the implementation process, Council’s Governance Branch will commence a training
and awareness program for all staff. Training will be mandatory and will form part of Council’s
core governance training modules.
RECOMMENDATION
That Council note the report by the Governance Advisor to the General Committee Meeting dated
13 December 2021 and:
A. Adopt the updated Council Fraud and Corruption Control Policy.
B. Authorise the Chief Executive Officer (CEO) to make any required minor amendments to the
document prior to publication.
REPORT
1. Fraud and Corruption Control Policy
On 20 December 2018, Council adopted the Fraud and Corruption Prevention Policy, which forms
a crucial part of Council’s control measures and broader governance framework. This Policy has
recently been updated and reviewed by Council’s Executive Team and the Audit and Risk
Committee.
This Policy has been updated in order to further strengthen and align content to:
• ISO Standards, namely AS 8100:2008 – Fraud and Corruption Control and AS/NZS ISO
3100:2018 – Risk Management
• Crime and Corruption Commission (CCC) Guidelines and prevention control advice, including
the Fraud and Corruption Control Best Practice Guide, and
• State and local government policies.
The purpose of this Policy is to inform and assist employees at all levels of Council to prevent,
deter and detect fraud and corruption.
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Key improvements to the Policy include:
• Policy title change to align to CCC recommendations
• Greater clarity on key definitions and additional examples to identify fraud and corruption
• Clearly defined guiding principles
• Identification of Council’s Fraud and Corruption Control Framework
• Additional recognition of training and awareness as part of Council’s control measures
• Clear reporting process for employees and the public, and
• Updated roles and responsibilities.
Overall the above improvements will ensure that Council continues to comply with the CCC and ISO
Standard requirements, which in turn will strengthen Council’s governance framework. Importantly,
this Policy also provides its readers with clear instructions on how to report suspected fraud and
corruption to Council.
2. Training and awareness
As part of the Policy implementation process, Council’s Governance Branch will commence a
training and awareness program for all staff. Training will be mandatory and will form part of Council’s
core governance training modules. Training and communication approach will be multifaceted and
will include online training modules, face-to-face, and targeted sessions with various teams.
Previous Council Consideration
Nil.
Finance
It is anticipated that the training and awareness program will be conducted by Council’s Governance
Branch at no additional cost. Any future associated external training programs may be sourced from
Council’s corporate training budget.
Risks & Opportunities
This Policy is an opportunity to further strengthen Council’s governance framework and provide
Council staff and the broader community with up to date information that assists in the prevention,
and detection of fraud and corruption.
Fraud and corruption can cause significant financial and reputational damage, affect staff morale
and culture, and undermine the public’s confidence and trust in Council’s ability to deliver services
to its community. As such, the risk of fraud and corruption is an extremely serious matter for Council
and the community and must be closely monitored via Council’s control framework.
Human Rights Statement
In developing this Policy, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights, including the right to recognition and equality before the law
and the right to privacy and reputation, and supports a human rights approach to decision making
by Council.
Council representatives will endeavour to act and make decisions under this Policy in a manner that
is compatible with human rights. In particular, representatives will endeavour to:
• identify relevant human rights which may be affected by the action or decision
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
• give proper consideration to the impact of its actions and decisions on human rights, and
• ensure that any conduct or decision by Council which limits an individual’s human rights is
reasonable and justifiable.
This Policy should be read in conjunction with Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
This Policy has been reviewed by Council’s Audit and Risk Committee and Executive Team.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support X Director X Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director X Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 37
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Attachment 1
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Attachment 1
| yy NOOSA Council Policy
be i Keelenois FRAUD AND
CORRUPTION CONTROL
Corporate Plan Reference: Excellence as a Council
Endorsed by Council on: XX
Policy Author: Governance Advisor, Executive Services
POLICY BACKGROUND
Noosa Shire Council (Council) is committed to ethical practices and the prevention of fraud and
corruption across all levels of operation. This includes ensuring robust governance and the ethical
conduct of all employees by preventing, detecting and investigating all forms of fraud and corruption
that may occur.
Fraud and corruption can cause significant financial and reputational damage, affect employee morale
and undermine the public’s confidence in the delivery of services. As such, the risk of fraud and
corruption is an extremely serious matter for Council and for the community.
PURPOSE
The purpose of this Policy is to inform and assist employees at all levels of Council to prevent, deter
and detect fraud and corruption. Additionally, this Policy also outlines for the community how to report
suspected fraud and corruption.
Within this context, this Policy aims to:
a) ensure that Council’s workforce acts legally, ethically and in the public interest
b) enables employees and contractors to understand their obligations and implement practices
to stop fraud and corruption occurring in Council, and
c) aligns with the vision, purpose and values outlined in Council's strategic plans.
SCOPE
This Policy applies to all Council employees, elected members, consultants, contractors and
volunteers (collectively referred to in this Policy as “employees’).
POLICY REVIEW
This Policy will be reviewed at least every two years or in circumstances where extra vigilance is
required. This may include times of significant organisational change or high security requirements.
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
COUNCIL POLICY
What is fraud?
Fraud can take many forms. Fraud is any deceitful conduct or omission to cause actual or potential
loss to any person or entity for the benefit of any person or entity. In other words, it is a dishonest
activity normally characterised by deliberate deception to facilitate or conceal the misappropriation of
tangible or intangible assets.’ The risk of fraud may be:
e {Internal (performed by an employee or contractor of Council); or
e External (performed by a customer or an external service provider or a third party).
Fraud can relate to theft, false representations, concealment, destruction and unauthorised use of
information. In complex fraudulent activity, there may be collaboration between employees, contractors
and/or external service providers.”
For education purposes, examples of fraud are outlined below. It is important to note that the below
lists of examples are not exclusive and as such Council will use legislation and other measures to
determine on a reasonable basis if information provided can be classified as fraud.
Internal fraud examples include, but not limited to:
e falsely recording work time to gain additional flex-time or over payment of wages
e failing to declare applications for leave
e misuse of work credit card i.e. not using the card for business purposes
e non-authorised use of equipment, property or services
e using work resources for personal gain, including work vehicles for personal advantage/gain
e using work resources for commercial purposes
e running a private business during work hours
e using Council information to gain a personal advantage
e using personal relationships to gain an advantage in recruitment/procurement processes
e Misappropriation or misdirection of remittances received by Council from a debtor (accounts
receivable fraud)
e failure to remove a former employee from the payroll system, whose wages are deposited into
the fraudsters bank account
e claiming benefits where the individual or entity is not entitled to (this includes misuse of leave
and/or work time and unentitled accruing, and use, of flex-time)
e creation of a ‘ghost’ employee whose wages are deposited into the fraudsters bank account
e theft of cash or assets (including plant and equipment)
e theft of intellectual property or other information
e lodgement of a false claim against council e.g. workers compensation or public liability
e destroying or removing records without approval for personal gain or to conceal fraudulent
activity
e making false statements or altering signatures or other information and materials so as to
' Crime and Corruption Commission, Fraud and Corruption Control: Best Practice Guide, 2018, p. 1.
2 Standards Australia, AS8001:2008 Fraud and Corruption Control, 2" edn.
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
mislead or misrepresent a position or hide wrongdoing
e misuse of position by staff in order to gain some form of financial advantage
e misuse of cab charge vouchers i.e. not using them for travelling on official business
External fraud examples include, but not limited to:
e customers and service providers providing false invoices for payment
e individuals creating a false vendor in order to request payment from Council for goods and/or
services that were not provided (false invoicing)
e customers deliberately claiming benefits from government programs that they are knowingly
not eligible for
e making false statements or altering signatures or other information and materials so as to
misleador misrepresent a position or hide wrongdoing
e false applications for funding, grants or other applications
e misuse of grant or community funding
e individuals making false declarations or fraudulently completing forms (e.g. court forms,
statutory declarations)
e failure to remove a former employee from the payroll system and whose wages are deposited
into an external fraudsters bank account
e lodgement of a false claim against council e.g. workers compensation or public liability
e customers obtaining false identities or licences
e duplication of companies or businesses in order to process fraudulent payments
e creation of a ‘ghost’ employee whose wages are deposited into the fraudsters bank account
e theft of cash or assets (including plant and equipment)
e destroying or removing records without approval for personal gain or to conceal fraudulent
activity
e theft of intellectual property or other information
What is corruption?
Corruption is dishonest activity by a Council employee which is contrary to the interest of the
organisation or its customers and abuses their position of trust in order to achieve some personal gain
or advantage for them or for another person or entity.> Essentially, corruption involves a breach of trust
in the performance of official duties.*
An incident of corruption may include an element of fraud or deception.
Accepting benefits which may be perceived to conflict with public duties, or using information obtained
from work for personal benefit is corruption.
Under the Crime and Corruption Act 2007 (CC Act), fraudulent and corrupt conduct by Council
employees falls within the category of “corrupt conduct”. Under the CC Act, “corruption” refers to corrupt
conduct in the Queensland public sector, which includes local governments. Accordingly, the term
“corrupt conduct” is defined under section 15 of the CC Act as being conduct of a person, regardless
of whether the person holds or held an appointment, that —
3 Australian Standard, AS 8001-2008 — Fraud and Corruption Control
* Crime and Corruption Commission, Fraud and Corruption Control: Best Practice Guide, 2018, p. 1.
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
(a) adversely affects, or could adversely affect, directly or indirectly, the performance of functions
or the exercise of powers of —
(i) aunit of public administration; or
(il) | a person holding an appointment; and
(b) results, or could result, directly or indirectly, in the performance of functions or the exercise of
powers mentioned in paragraph (a) in a way that —
(i) is not honest or is not impartial; or
(il) | involves a breach of trust placed in a person holding an appointment, either knowingly
or recklessly; or
(iil) involves a misuse of information or material acquired in or in connection with the
performance of functions or the exercise of powers of a person holding an appointment;
and
(c) is engaged for the purpose of providing a benefit to the person or another person or causing a
detriment to another person; and
(d) would, if proved, be —
(i) | acriminal offence; or
(ii) | adisciplinary breach providing reasonable grounds for terminating the person’s services,
if the person is or were the holder of an appointment.
Many forms of corruption are also offences under the Queens/and Criminal Code 1899 which
includes offences such as extortion, abuse of office, disclosure of official secrets, computer hacking,
false claims, stealing, issuing false certificates, receipt or solicitation of secret commissions, forgery
and election fraud.
For education purposes, examples of corruption are outlined below. It is important to note that the
below lists of examples are not exclusive and as such Council will use legislation and other measures
to determine on a reasonable basis if information or a matter can be classified as corruption.
Within this context, examples of corruption include, but are not limited to:
e release of confidential information in exchange for financial benefit or some form of non-financial
benefit or advantage to the employee releasing the information
e aCouncil employee looking up the department’s records about an individual without a valid work
need
e conflict of interest involving an Officer acting in his or her own self-interest rather than the
interests of Council
e a Council employee manipulating a selection panel decision to ensure that a relative or close
friend gets the job
e manipulation of the procurement process by favouring one tenderer over others for personal
reasons or selectively providing information to some tenderers
e provision of false credentials, references or identification by an applicant to gain a position within
Council
e payment or receipt of secret commissions (bribes), which may be paid in money or in some other
form of value to the receiver and may relate to a specific decision or action by the receiver or
generally
e collusive tendering (the act of multiple tenderers for a particular contract colluding in preparation
of their bids)
e payment or solicitation of donations for an improper political purpose
e Council employee cheating on travel allowances
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
e apurchasing officer accepting “kickbacks” in the tendering process
Why is managing fraud and corruption important?
Council has a zero tolerance for fraud and corruption. Fraud and corruption undermines Council's
ability to deliver its strategic vision, values and purpose and any potential case could cause:
e reputational damage and loss by destroying public confidence in Council
e financial harm and loss to Council
e damage to staff morale and performance, and
e the inability to effectively deliver services to our community.
Guiding Principles
1. Zero tolerance - Fraud and corruption will not be tolerated at Council. Council is committed to
taking all reasonable steps to actively discourage fraud and corruption activities.
2. Everyone has a responsibility - Fraud and corruption control is a shared responsibility. It is the
responsibility of all Council employees to report all suspected cases of fraud and corruption.
3. Dealing with fraud and corruption - Council is committed to the prevention of fraud and
corruption and seeks to promote a strong culture of governance to detect, investigate and take
appropriate action in cases of suspected or proven fraud and corruption.
4. Our Commitment - Council is committed to:
a. Corruption and fraud control and management.
b. Transparent and accountable processes consistent with sound business practices,
standards and best practice.
c. Preventing fraud and corruption and investigating all suspected incidents and taking
appropriate action.
d. Establishing and maintaining an integrated Fraud and Corruption Control Framework to
minimise the impact and reduce the risk of fraud and corruption.
FRAUD AND CORRUPTION CONTROL FRAMEWORK
It is important to note that one of the significant risk factors for unacceptable costs or losses for any
government organisation will be fraud and corruption, and therefore effective mitigation of the risks
can only occur through the implementation of a Control Framework.®
Councils Fraud and Corruption Control Framework (the Framework) encompasses a risk
management approach and an internal control structure to mitigate the risk to Council by including
authorising legislation, policies, procedures and best practice as outlined below. This Framework is
consistent with the Australian Standards AS8001:2008 for Fraud and Corruption Controf and the
AS/NZS 1SO 3100:2018 for Risk Management, and aligns with the Queensland Crime and Corruption
5 Crime and Corruption Commission, Fraud and Corruption Control: Best Practice Guide, 2018, p. 4.
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Commission’s best practice model.
Control Policy
Control Plan and Strategies
Supporting legislation and policies
Training and Awareness
Reporting Processes
Diagram 1: Fraud and Corruption Control Framework
Fraud and corruption control and management at Council forms part of the organisation’s broader
governance processes and is interrelated with the following documents:
e Fraud and Corruption Control Plan;
e Employee Code of Conduct;
e Councillors Code of Conduct;
e Councillor Complaint Investigation Policy;
e Public Interest Disclosure Policy;
e Internal Audit Policy;
e Audit and Risk Committee Charter; and
e Risk Management Policy.
FRAUD AND CORRUPTION CONTROL PLAN
Council's Fraud and Corruption Control Plan outlines Council’s plan for implementing and monitoring
fraud and corruption, prevention, detection and response initiatives. This Plan is reviewed annually
by the Audit and Risk Committee to monitor Council’s plan progress.
Risk identification
Risk assessments aligned to Council’s Risk Management Policy and Framework are utilised to identify
weakness in controls and allow Council to identify high risk areas. Council will utilise these
assessments to improve any identified internal control weaknesses.
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Employee awareness and training programs
Council acknowledges the primary role of its employees in the prevention of fraud and corruption. To
foster an appropriate fraud and corruption resistant culture, Council will implement fraud awareness
training and adopt transparent and participative management practices that empower its employees
in their roles and functions.
There will be suitable induction training to enhance fraud and corruption resistance. Awareness of the
available reporting mechanisms and Public Interest Disclosure support will also be further reinforced
through training programs and other means of communication such as via Council's intranet page and
regular online training opportunities. Training may be facilitated internally and/or via external
providers.
Competent investigation processes and standards
All investigations of suspect fraud and corruption conducted by Council whether internally by
appropriate Officers or via an external investigator engaged by Council, will align with the investigation
approach outlined in the Queensland Crime and Corruption Commission’s documents titled ‘Corruption
in focus — A guide to dealing with corrupt conduct in the Queensland Public Sector’ and ‘Fraud and
Corruption Control — Best Practice Guide’, and Council’s Public Interest Disclosure Policy and
associated Procedures.
External reporting requirements
The table below outlines Council’s external reporting requirements.
Recording and Notification Requirements
e Written record keeping requirements prescribed by s307A of the Loca/ Government Regulation
2012
e Where applicable and in accordance with s307A of Local Government Regulation 2012,
provide notification to the Minister of Local Government, the Auditor General, a Queensland
Police Officer, or the Crime and Corruption Commission.
e Pursuant to s38 of the Crime and Corruption Act 2001, where the Chief Executive Officer
(CEO) reasonably suspects that a complaint, or information or matter, involves, or may involve,
corrupt conduct, the Crime and Corruption Commission must be notified.
ETHICAL CONDUCT TRAINING AND AWARENESS
Training and awareness of ethical principles and ethical decision-making are essential elements of
fraud and corruption control. Council is committed to providing its employees with access to training
and awareness programs that build on the Code of Conduct and provide a clear understanding of
fraud and corrupt conduct, including training tailored to local government work situations. As such,
training and awareness activities include:
e Code of Conduct training
e Public Interest Disclosure training and awareness
e Howto respond to suspicions of fraud and corruption, and
e Risk areas, case studies and techniques to further develop ethical decision-making skills.
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Training is designed and relevant to the various positions in Council as outlined below.
Audience Training Outcome
Job applicants Council’s position on fraud and corruption
Code of Conduct
New starters, Council’s values, policies, code of conduct
including temps, Reporting arrangements
volunteers and Public interest disclosures
contractors _. .
How to report suspicions of fraud and corruption
CEO, Executive Risk management and awareness
Team, Leadership —_|mportance of modelling ethical behaviour
Group, Councillors, Case studies and techniques to further develop ethical decision-making skills
senior managers
Supervisors and How to deal with complaints received or fraud detected
Managers Handling Public Interest Disclosures (PIDs)
Code of Conduct
All employees, Refresher on Code of Conduct and PIDs
including Any changes to policies
sails Refresher on ethical decision-making
Fraud and corruption refresher
Employees who Policies and procedures
work in high-risk Internal controls
operational areas Targeted training
REPORTING PROCESS — WHAT TO DO
Anyone can report suspected fraud and corruption.
All employees must report suspected fraud and corruption in a timely manner. Any instances of
suspected fraud and corruption should be reported, regardless if the situation is brought to your direct
attention, or if you have received the information indirectly.
Reporting suspected fraud and corruption not only allows individual cases to be investigated, but
drives improvement of Council’s fraud and corruption risk management practices.
Who do you report suspected fraud and corruption to?
Employees
If you are a Council employee, suspected fraud and corruption should be reported to your supervisor.
If you are reluctant to report the situation to your immediate supervisor, you can report it to:
e Amore senior manager
e the CEO, or
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
e the Governance Branch.
Note — all Managers and Supervisors must report fraud and corruption concerns to the CEO or the
Governance Branch. Ensure any evidence is preserved and prepared to be provided to the
Governance Branch when requested.
It is important to note that some warning signs of fraudulent behaviour (e.g. employees refusing to
take leave, making a large number of mistakes) may relate to conduct and/or performance issues
rather than being indicators of fraud. Council’s People and Culture Branch can assist with conduct
and performance management.
Public
If you are a member of the public and you would like to report suspected fraud and corruption, please
contact the Governance Branch via the below details. Your information is kept strictly confidential.
Phone: (07) 5329 6500
Email: [email protected]
Post: PO Box 141, Tewantin QLD 4565
In Person: 9 Pelican Street, Tewantin QLD 4565
How to report fraud and corruption
e Directly — Reporting suspected fraud and corruption can be done directly between individuals
via verbal conversations, telephone conversations or email. Importantly, do not confront the
employee directly that you suspect of fraud and corruption and try to preserve any evidence
which may help an investigation.
Such matters can be reported direct to the Governance Branch:
Phone: (07) 5329 6500
Post: Governance Branch
PO Box 141
Tewantin QLD 4565
Email: [email protected]
e Public Interest Disclosure (PID) — A PID is a statement disclosing information that is in the
public’s interest regarding public sector wrongdoing. A PID can be made to report suspected
corrupt conduct, maladministration, wasting of public funds, substantial and specific danger to
public health and safety, the environment or a person with a disability, and reprisal action.
The Queensland Public Interest Disclosure Act 2010 governs the PID process. The Act states
that staff and public making a PID are entitled to protections and support to help them make
such disclosures. Information on making a PID is outlined in Council’s Public Interest
Disclosure Policy and Procedures.
Such matters can be reported direct to the Governance Branch:
Phone: (07) 5329 6500
Post: Governance Branch
PO Box 141
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Tewantin QLD 4565
Email: [email protected]
ROLES AND RESPONSIBILITIES
Mayor and Councillors
The Queensland Local Government Act 2009 provides the Mayor and Councillors with clear roles
and responsibilities. Council has adopted the Councillors Acceptable Requests Guidelines as well
as a Councillor Code of Conduct. As such the Mayor and Councillors will lead by example in a
manner consistent with the values and principles outlined in the Councillor Code of Conduct and
associated legislation. The Mayor and Councillors will report suspected corrupt conduct to the CEO
and / or the Governance Branch.
Chief Executive Officer (CEO) and Executive Team
The CEO and Executive Team, comprising of Directors, will lead by example in a manner consistent
with the values and principles detailed in Council’s Employee Code of Conduct. The CEO is required
to notify the Queensland Crime and Corruption Commission if they reasonably suspect corrupt
conduct has occurred as defined by the Queensland Crime and Corruption Act 2001.
The Executive Team, with the support of the broader Leadership Group, will assume responsibility for
fraud and corruption prevention to ensure that the fraud and corruption control strategies are
implemented effectively across all work areas. Consideration of fraud and corruption issues will form
part of both annual and longer term operational and business planning processes.
Leadership Group
All managers and supervisors must recognise that fraud and corruption may occur in their area of
responsibility. Managers are to critically examine their areas of responsibility and business
processes to identify and evaluate potential fraud and corruption risk situations. They are to develop
and maintain fraud and corruption resistant work practices.
As a guide, the following matters should be examined:
e The enforcement of existing financial management standards, policies and practices
governing contracts and the supply of goods and services
e The collection, storage, dealing, handling and dissemination of information
e Segregation of functions especially in regulatory, financial accounting, procurement and
cash handling areas
e Employment screening and due diligence
e Accuracy of timesheets submitted by employees within Manager’s responsibility
e Work activities having limited supervision or open to collusion or manipulation
e Work practices associated with compliance and enforcement activities
e Formal or structured reviews of accounting and administrative controls
e The effectiveness of measures for reporting suspected fraud and corruption
e The public interest disclosure protective measures
e Workplace grievance practices
e The promotion of positive values and the benefits of ethical business practices, and
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
e Measures to ensure quick and decisive action on all suspected fraud and corruption situations.
Council Employees
All Council employees are responsible for the following:
e Acting appropriately when using official resources and handling and using public funds, whether
they are involved with cash or payment systems, receipts or dealing with suppliers
e Being alert to the possibility that unusual events or transactions could be indicators of fraud
or corruption
e Reporting details immediately if they suspect that a fraudulent or corrupt act has been committed,
and,
e Co-operating fully with whoever is conducting internal checks, reviews or investigations in
to possible acts of fraud or corruption.
All Council employees who have any knowledge of fraudulent or corrupt activities / behaviour within
Council have an obligation to immediately report such matters to a Manager, Supervisor, CEO or the
Governance Branch.
Governance Branch
The Governance Branch is responsible for the coordination of Council’s Fraud and Corruption Control
Framework and assisting areas with risk identification, staff awareness and training programs and
investigations where required.
The Governance Branch coordinate, prepare and provide regular training and awareness to Council
employees on fraud and corruption and PIDs.
The Governance Advisor supports the CEO in their legislative obligation to assess and report
suspected corrupt conduct to the Queensland Crime and Corruption Commission.
Where required, the Governance Advisor will coordinate, manage and conduct any investigations
relating to suspected corrupt conduct in accordance with legislative requirements.
Audit and Risk Committee
Fraud related matters will be reported to Council’s Audit and Risk Committee to ensure that a realistic
view of Council’s exposure and the maturity of its systems to prevent, detect and respond to fraud are
understood.
An annual update will be provided to the Committee on the organisation’s progress in implementing
the Fraud and Corruption Control Plan.
Internal Audit
The Internal Audit program supports Council’s efforts to establish an organisational culture that
embraces ethics, honesty, and integrity. Internal Audit assists Council with the evaluation of internal
controls used to detect or mitigate fraud and evaluates the organisation's assessment of fraud risk.
Although Internal Audit considers fraud and corruption within its audit plans and performs audits, it is
important to note that the responsibility for prevention of irregularities rests with Council and
management through the implementation and continued operation of an adequate internal control
system. Internal auditors are responsible for examining and evaluating the adequacy and the
effectiveness of actions taken by management to fulfil this obligation.
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
RELEVANT LEGISLATION, PUBLICATIONS & STANDARDS
e Local Government Act 2009
e Local Government Regulation 2012
e Public Sector Ethics Act 1994
e Public Interest Disclosure Act 2010
e Crime and Corruption Act 2001
e Criminal Code Act 1899
e Australia/New Zealand Standard AS/NZS ISO 31000:2009 - Risk Management
Principles and Guidelines
e Australian Standard, AS 8001-2008 — Fraud and Corruption Control
e Queensland Audit Office Report to Parliament 9: 2012-13 — Fraud Risk Management
e Queensland Audit Office Report to Parliament 19: 2014-15 Fraud Risk Management
in Local Government
e Crime and Corruption Commission — Fraud and Corruption Control Best Practice Guide
2018
HUMAN RIGHTS STATEMENT
In developing this Policy, the subject matter has been considered in accordance with the requirements
of the Queensland Human Rights Act 2019. It is considered that the subject matter does not conflict
with any human rights, including the right to privacy and reputation, and supports a human rights
approach to decision making by Council.
Council representatives will endeavour to act and make decisions under this Policy in a manner that
is compatible with human rights. In particular, representatives will endeavour to:
(a) identify relevant human rights which may be affected by the action or decision;
(b) give proper consideration to the impact of its actions and decisions on human rights; and,
(c) ensure that any conduct or decision by Council which limits an individual's human rights is
reasonable and justifiable.
This policy should be read in conjunction with Council’s Human Rights Policy and Operational
Guidelines for Decision-Making & Complaints Management for Human Rights. Relevant documents
and legislation include:
e Human Rights Act 2019 (QLD)
e Noosa Council Human Rights Policy
e Operational Guidelines: Decision-Making & Complaints Management for Human Rights
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11 FINANCIAL PERFORMANCE REPORT – NOVEMBER 2021
Author Manager Financial Services (Acting), Pauline Coles
Corporate Services Department
Index ECM/ Subject/ 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Income and Expenditure (Profit & Loss and Capital)
2. Statement of Financial Position
3. Statement of Cash Flows
4. Summary of Materials and Services Expenditure
EXECUTIVE SUMMARY
Year-to-date (YTD) performance against current budget as at 30 November 2021 is positive with
operating revenues outperforming forecast and operating expenditure slightly under forecast YTD.
Capital revenues are in line with forecast with capital expenditure slightly behind due to the timing of
project delivery. The second budget review (BR2) for the financial year is currently underway and
will be presented at the January 2022 round of Council meetings. This will incorporate any budget
variations and emergent matters that have arisen year to date.
YTD Financial Performance Summary
Budget Actual Variance Variance Status
$m $m $m %
Operating Revenue $50.2 $53.0 $2.8 5.1% On Track
Operating Expense $43.4 $43.3 $0.1 0.9% On Track
Operating Position $6.8 $9.7 $2.9 21.6%
Capital Revenue $9.3 $9.6 $0.2 0.0% On Track
Capital Expenditure* $13.9 $11.9 $1.9 14.1% Below Budget
* Reflects constructed assets and intangibles only (excludes contributed)
Financial statements including Statement of Income & Expenditure, Statement of Financial Position
(balance sheet), and Statement of Cash Flows are included as attachments for information for
Council.
Figure 1: Actual Performance Compared to Budget
$60
YTD Budget ($m)
… $53.0
YTD Actual ($m)
$50
$43.4 $43.3
$40
$30
$20
$10
$-
Operating Revenue Operating Expenditure
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Council’s performance against key measures of financial sustainability have been calculated as at
November 2021. These indicators enable the reader to assess Council’s success in managing its
budget, cash and debt as well as undertaking sustainable asset management. The table below
contains a snapshot of a number of key measures, with full detail included in the report.
YTD Measures of Financial Sustainability
Target Current Actual YTD
Budget
Operating Surplus Ratio 0-10% -0.6% 18.3% On Track
Net Financial Liabilities Ratio <60% -4.9% -69.8% Above Target
Cash Cover Ratio 3 months 6.8 months 11.8 months Above Target
Asset Sustainability Ratio > 90% 121.9% 26.3% On Track
RECOMMENDATION
That Council note the report by the Acting Manager Financial Services to the General Committee
Meeting dated 13 December 2021 outlining the November 2021 year to date financial performance
against budget, including performance against key financial sustainability indicators.
REPORT
Operating Revenue (YTD Benchmark 41.7%)
Council has received 49% ($52.9 million) of its operating revenue budget ($107.2 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and Levies $37.4 million (50%) of • Waste utility charges $322k above YTD budget (52%
the annual budget of or $6.7 million of $12.9 million budget earned)
$74.6 million has been • General rate (net of discount) $133k below YTD
earned budget (50% or $28.4 million of $57.2 million budget
earned)
Fees and $4.4 million (61%) of • Development assessment fees $579k above YTD
Charges the $7.2 million annual budget (69% or $1.3 million of $1.8 million budget
budget has been earned)
earned • Plumbing application fees $325k above YTD budget
(70% or $726k of $1.0 million budget earned)
• Building application fees $86k above YTD budget
(51% or $405k of $791k budget earned)
Sale of Goods $5.2 million (51%) of • Waste management sale of recoverable materials
and Services the $10.2 million $329k above YTD budget (83% or $710k of $855k
budget has been budget earned).
received • Waste management disposal fees $288k above YTD
budget (45% or $1.7 million of $3.7 million budget
earned)
• Holiday Park sales $334k above YTD budget (54% or
$1.5 million of $2.8 million budget earned) – offset by
higher operating costs
• Community Facilities (NAC, NLC and The J) $312k
above YTD budget (46% or $1.2 million of $2.6 million
budget earned) – offset by higher operating costs
Interest $315k (47%) of the • Interest revenues on cash invested will continue to be
Received $670k annual budget monitored given low interest rates and impacts on term
has been earned deposit / cash fund rate returns
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Category Summary Comments
Other Revenue $1.3m (43%) of the • Other revenue is in line with budget expectations at this
$3.1 million budget stage
has been earned
Operating $2.5 million (43%) of • Operating grants are in line with budget expectations
Grants, the $5.8 million budget at this stage.
Subsidies has been received • 50% ($1.2 million) of the financial assistance grant was
again prepaid in June 2021 and may impact on
Council’s 2021/22 final operating position if the
prepayment approach is discontinued by the
Australian government.
Unitywater On track • Unitywater distributions are fixed each year so little
Distributions budget variance risk
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$6.0
$5.2
YTD Budget ($m)
$5.0 $4.4 YTD Actual ($m)
$3.9
$4.0
$3.2
$3.0
$2.4 $2.5
$2.0 $1.8 $1.8
$0.9 $0.9
$1.0 $0.3 $0.5 $0.4
$0.3
$0.0
Other
Income
Charges
Grants
Goods &
Unitywater
Services
Sales of
Rental
Interest
Fees &
Share of
Operating Expenditure (YTD Benchmark 41.7%)
Actual operating expenditure is currently 40% ($43.3 million) of full year budget ($107.9 million).
Detailed commentary for each expenditure category is provided below.
Category Summary Comments
Employee Costs $15.4 million (41%) of the • Under expenditure for permanent staff salaries
annual budget of $37.7 and wages ($1.3 million) partially offset by
million has been expended additional spend on casual staff and external
labour hire ($819k)
Materials and $19.1 million (39%) of the • Waste Management $333k below YTD budget
Services $49.3 million annual budget (37% or $4.1 million of $11.1 million budget
has been expended. spent)
• Mayor and Councillor Support costs $77k
above YTD budget ($80k of $8k budget spent)
– subscription for Council joining the SEQ
Council of Mayors
• CEO’s Office $134k above YTD budget
(102.2% or $310k of $303k budget spent) –
Kin Kin Quarry legal appeal costs
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Category Summary Comments
• Holiday Parks $284k above YTD budget (60%
or $868k of $1.4 million budget spent) – offset
by additional revenue
Finance Costs On track Nil
Depreciation On track Nil
Other Expenses On track Nil
Figure 3: Operating Expenditure Position by Type
$25.0
YTD Budget ($m)
$19.1 $19.2 YTD Actual ($m)
$20.0
$15.5 $15.4
$15.0
$10.0 $8.2 $8.2
$5.0
$0.5 $0.5 $0.1 $0.1
$0.0
Materials
Finance Costs
Depreciation
Employees
Other
Tourism and Economic Development Investment
Council resolved to report on a monthly basis investment details for tourism and economic
development. Expenditure as at 30 November 2021 is outlined below, which includes the first
instalment payment to Tourism Noosa under the funding agreement.
Expenditure Annual YTD YTD
Budget Budget Actual
$m $m $m
Payment to Tourism Noosa $2.52 $1.26 $1.26
Economic Development $0.95 $0.33 $0.27
Total $3.47 $1.59 $1.53
Capital Revenue
YTD capital revenue of $9.6 million received comprises cash contributions from developers ($1.5
million) and capital grants ($7.4 million). Note that the timing of capital grant receipts are generally
dependent on the timing of grant conditions and also capital delivery performance, and that the timing
of the receipt of developer contributions (both cash and contributed) is unpredictable.
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Section 53
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Figure 4: Capital Revenue by Type
$8.0 $7.3 $7.4
$7.0
YTD Budget ($m)
$6.0
YTD Actual ($m)
$5.0
$4.0
$3.0
$2.0 $1.4 $1.5
$1.0 $0.6 $0.6
$0.0
Contributions
Subsidies
Contributed
Grants /
Assets
Cash
Capital Program
Actual capital expenditure (excluding commitments) is $11.9 million (YTD budget $13.9 million).
Detailed discussion of progress in the delivery of the capital works program is provided through a
separate quarterly report by the Asset Planning Manager.
Figure 5: Capital Program Delivery Performance
$14.0
$11.9
$12.0 YTD Budget ($m)
$10.2
YTD Actual ($m)
$10.0
$8.0
$6.0
$4.0
$2.0 $1.3 $1.1
$0.6 $0.6
$0.0
Capital works Other capital Loan redemption
Cash Management and Investment Performance
Total cash on hand at the end of November was $86 million. Included in this balance are funds held
in trust and for restricted purposes (e.g. unexpended levy and grant funds), prepaid grants including
the financial assistance grant and other capital works grants, July rates payments received, and
unspent monies committed for funding capital projects which are underway and will continue during
the financial year.
The following pie charts present the mix of cash held at November 2021 by agency (graph on the
left) and by credit risk rating (graph on the right). All funds have been invested in accordance with
the Investment Policy and in consideration of the principles of ethical investment, preservation of
capital, return on investment and counterparty thresholds
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
CBA A1 +
7% (Commercial Banks)
7%
A1 +
QTC (QTC)
93% 93%
Figure 6: Closing Cash Held by Agency and Credit Rating
The following chart monitors the 12 month trend on total cash and the agencies invested. Cash
balances will decline between September and January as cash from the bi-annual issue of rates and
levies in July are utilised to fund Council operations.
Figure 7: 12 Month Trend of Cash Invested by Agency
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
-
Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21
Bendigo TD Westpac TD NAB TD Suncorp TD CBA TD QTC CBA Operating
Measures of Financial Sustainability
The following table incorporates a set of financial sustainability indicators to further assist in
managing Council financial performance. There are no current emerging risks regarding
performance noting the early stage of the financial year.
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Category Comments
Operating Surplus Ratio • Intent: Identifies the extent to
90% 82.6% which revenues cover
80%
operational expenses, to ensure
70%
community equity is not
60.9%
60%
degraded
50% 44.5% • Target: 0 – 10%
40% 30.5% • Result: 18.3%
30%
18.3%
• Comment: The slowly declining
20% ratio reflects the levying of 50%
10% of rates in July and gradual
0% utilisation of these monies as
-10% expenditure occurs on
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun operations through the next rate
run in January 2022 and then
Actual Budget Target
through to the end of the
financial year at 30 June 2022
Cash Expense Cover • Intent: Indicates how long
14.0 council can continue paying its
12.5 12.8 12.5
12.2 11.9 day-to-day expenses from cash
Months (Cash to Cover Operations)
11.6 11.8
12.0 10.9 at bank without needing
10.1 10.4
9.7 additional cash flows
10.0 9.1
• Target: > 3 months
8.0
• Result: 11.8 months
6.0
• Comment: Council is forecast
4.0 to remain above target for the
financial year. Business as
2.0
usual expenditure through to 30
- - - - - - - - - - - - - June 2022 will continue to
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov diminish Council’s cash
Actual Minimum (>0 months) holdings, albeit not below the
Target (3 months) Maximum (6 months) target range of 3 – 6 months.
Asset Sustainability Ratio • Intent: Measures the extent to
140% which assets are being replaced
121.9% as their condition degrades to
120%
ensure service potential is
100% maintained
90% • Target: 90% of depreciation
80%
budget spent on renewals
60% annually
40%
• Result: In line with budget
26.3%
17.2% • Comment: It is expected that
20%
6.5% 10.1% the ratio will progressively
0.9%
0% increase each month as
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun expenditure on renewals occurs
as part of the capital works
Actual Renewal Spend (%) Target (%) Renewals Budget (%)
program.
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Section 56
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Category Comments
Net Financial Liabilities Ratio • Intent: Outlines the level that
net Council debt can be
80%
60%
serviced by operating revenues.
60% A ratio below zero implies that
liabilities are less than cash (and
40%
other current assets) and there
20% is adequate borrowing capacity
available if needed.
0%
Target Budget YTD Actual
• Target: less than 60%
-20% -5% • Result: -70%
-40%
• Comment: Council has low debt
levels and strong cash holdings.
-60% Cash received from the July
rates revenue also inflates the
-80% -70%
YTD actual position
Investment Return • Intent: Ensure appropriate
return on investment yield for
cash at bank.
• Target: 0.25% above current
Bloomberg commonwealth 10
year bond rate yield (0.06%)
• Result: 0.46%
• Comment: Regardless of the
current levels of low long term
bond and interest rates (due to
current economic conditions),
Council’s investment return still
remains above target
Rates in Arrears • Intent: Ensuring that the
amount of unpaid rates remains
12.0%
Percentage of Annual Rates in Arrears
10.2% sustainable and does not
10.0% 9.5% negatively impact cash flows
• Target: 5% industry benchmark
8.0% 7.4% 7.3%
6.2% 6.5% • Result: 6.5%
5.8% 5.7% 5.7%
6.0% 5.0% 5.2%
4.6%
• Comment: Rates arrears
continue to decline from the
4.0%
high point in the cycle with
2.0%
payments coming due in
September. Reminder notices
0.0% were issued in October, and
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov arrears will continue to stabilise
Actual Target
through to January as they are
collected and payment
arrangements implemented.
Previous Council Consideration
Nil.
Finance
As above.
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial
sustainability. Effective budget management and reporting is an important risk mitigation tool.
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Section 57
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 57 of 65
Section 58
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Page 58 of 65
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
ATTACHMENT 1
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 74,501 37,155 37,389 244 50%
Fees and charges 7.185 3,238 4,388 1,149 61%
Interest received 670 324 315 (8) 47%
Sale of Goods and major services 10,224 3,941 5,230 1,298 51%
Sale of contract and recoverable works 23 - 0 0 1%
Rental & lease income 1,885 914 912 (2) 48%
Other income 1,224 474 ad (30) 36%
Grants, subsidies, contributions and donations 5.797 2,366 2,508 142 43%
Unitywater Distributions 5,650 1,762 1,762 - 31%
107,248 50,173 52,956 2,783 49%
Expenses
Recurrent Expenses
Employee benefits 37,701 15,492 15,386 106 41%
Materials and services 49.303 19,136 19,153 (16) 38%
Finance costs 1.114 471 476 (5) 43%
Depreciation 19,589 8,162 8,164 (1) 42%
Other expenses 233 a4 Q2 2 30%
107,941 43,354 43,270 85 40%
OperatingResult 69 a a7 es
Summary of Capital Expenditure and Funding
Capital Funding
Capital cash contributions and infrastructure charges 1,387 1,397 1,407 100 107%
Contributed assets 1,500 637 2 42%
Capital grants and subsidies 24.984 7,286 7415 129 30%
Cash / revenue 24,054 5,192 3,219 (1,973) 13%
New loan borrowings 2,360 - - - O%
(Other capital revenue - - - - 0%
Total Capital Funding 5519 ta array
Capital Expenditure
Contributed assets 1,500 637 630 2 43%
(Capital works - constructed assets 47,605 11,890 10,224 (1,666) 21%
Capital works - other capital 4,792 1,336 1,053 (283) 22%
Loan redemption 1,297 64s 648 - 50%
Other al Ex penditure - - 206 206 0%
Page 58 of 65Section 59
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Page 59 of 65
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
ATTACHMENT 2
Current Assets
Cash and cash equivalents 49,747 84,937 66,695
Trade and other receivables 10,137 7,951 7467
Inventories 181 154 144
Contract Assets - 487 487
Other current assets 2,912 4,076 4.955
62,978 97,606 61,948
Non Current Assets held for sale - - -
Total Current Assets 62,378 397,606 81,348
Non Current Assets
Trade and other recetvabies 49,593 49,468 49.465
Other non current Assets - - -
Investments 86,040 92,434 92,434
Investment property 3,000 2,900 2,900
Property, plant and equipment 1,009,996 $56,293 952,579
Rignt of Use Assets 161 63 69
Intangible assets 6,128 2,853 3,036
Total Non Current Assets 1,158,317 1,104,036 1,100,506
Total Assets 1,221,895 1,201,642 1,162,454
Current Liabilities
Trade and other payables 7,151 10,473 10,468
Contract Liabilities - 4,377 4,377
Borrowings 8438 543 oss
Lease Liabilities - 25 25
Provisions 7,582 5,001 4,347
Other 4,760 3,315 2898
Total Current Liabilities 20,361 23,739 23,669
Non Current Liabilities
Borrowings 21,989 20,258 20,258
Lease Liabilities 110 66 66
Provisions 15,307 16,555 16,555
Total Non Current Liabilities 37,406 36,873 36,873
Total Liabilities 57,767 60,618 60.549
Net Community Assets 1.164.128 4,141,024 4,121,905
Community Equity
Asset Revaluation Surplus 121,483 108,561 108,473
Retained Surplus / (Defeciency) - - -
Shire Capital 1,042,645 1,008,596 1,004,202
Current Year Net Earnings - 23,867 9.230
Total Community Equity 4.164.128 4.141.024 4.421.305
Page 59 of 65Section 60
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
Page 60 of 65
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
ATTACHMENT 3
Cash flows from operating activities
Cash Flows from Operating Activities
Receipts trom Customers 92,622 50,625 93,975
Payments to Suppilers and Employees (87,376) (37,447) (84,528)
5,246 13,378 9.447
Recelpte:
Investment anc Interest Revenue Recelved 3.270 620 3,401
Rental income 1,874 912 1,365
Non Capial Grants and Contributions 5.765 2,508 6,085
Income Tax Equivalent Received 1,200 627 1,450
Income from Equity Investments 1,850 1,600
Payments:
Borrowing Costs - - (2,499)
Interest Expense (516) (83) (131)
‘Net Cash Inflow/(Outfiow) trom Operating Activities = 18.690 1880S 20.719
Cash Flows from Investing Activities
Recelpte:
Proceeds of Sale of Property, Plant and Equipment - 103 217
Grants, Subsikiies, Contributions and Donations 26,381 6,911 13,679
Payments:
Payments of Property, Plant and Equipment (51,568) (11,068) (22,721)
Payments for Intangible Assets (823) (208) (1,385)
Net Movement in Loans and Advances - 125 125
‘Net Cash Inflow/(Outfiow) from investing Activities = 26.017) (2.137) (10.085),
Cash Flows from Financing Activities
Recelpte:
Proceeds trom Borrowings 2,360 - 2,500
Payments:
Repayment of Borrowings (736) (626) (1,263)
‘Net Cash Inflow/(Outfiow) from Financing Activities = 028 2B) 287
‘Net Increase/(Decrease) In Cash and Cash Equivalents eid = 5.704) 04S 1.87
Cash and Cash Equivalents at the beginning of the reporting period 55.451 66,694 57,023
‘Cash and Cash Equivalents at tne end of tne reporting period = 49.747 OST 68
Page 60 of 65Section 61
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
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GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
ATTACHMENT 4
Materials and services
Advertising and Marketing 27 86 103 (17) 46%
Administration Supplies and Consumables 751 32 279 23 37%
Audit Expenditure 174 11 12 (t) 7%
Communications and IT 6a4 363 423 (70) 62%
Commission Paid 1,079 445 583 (148) 55%
Consultancy Services 1,166 413 447 (#4) 33%
Contract Services 23,482 8,572 8,359 213 38%
Contributions, Donations, Sponsorship and Prizes 3471 1,632 1,647 (15) 47%
Electricity 1729 73% 666 6 30%
Intemal Fleet Costs and External Plant Hire 1,668 635 751 (117) 45%
Grants Paid to Community Organisations 1.9% 881 885 (4) 46%
Insurance 620 60 10 o3%
Legal Expenses 1,272 474 (155) 40%
Operating Leases and Rentals 202 146 140 5 48%
Software and Maintenance 2.166 978 978 0 45%
Subscriptions and Registrations 201 193 279 (88) 26%
Waste Levy Payments 1,460 608 (24) 43%
Water and Sewerage Charges 1,084 419 321 ee 3%
Al Other Materials and Services 5.654 1,602 1,368 24 24%
43.303 19,136 19,153 (16) 39%
Page 61 of 65Section 62
GENERAL COMMITTEE MEETING AGENDA 13 DECEMBER 2021
7. CLOSED SESSION
12 APPOINTMENT OF SPECIALISED
SUPPLIER FOR ECONOMIC DEVELOPMENT EVENT IN 2022
Author Director Peregian Digital Hub, Chris Boden
Environment and Sustainable Development
Index ECM/Economic Development/Peregian Digital Hub 102.01 & 102.03
Attachments Nil
REASON FOR CLOSED SESSION
This report was considered in closed session in accordance with Section 254J (3) of the Local Government
Regulation 2012, which permits the meeting to be closed to the public for business relating to the
following:
(g) negotiations relating to a commercial matter involving the local government for which a public
discussion would be likely to prejudice the interests of the local government;
Page 62 of 65