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2014-03-25 Planning & Organisation Committee Agenda Pages 168-231
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ORGANISATIONAL SERVICES DEPARTMENT REPORTS
Financial Services
5. CREDIT CARD SURCHARGE FEES
Author Co-ordinator Financial Services, Wayne Jensen
Organisational Services
Index ECM/ Subject/ 7.03 2013-2014 Budget
Attachments Nil
EXECUTIVE SUMMARY
This report seeks Council approval for the implementation of a surcharge to be applied for all
credit card payments received on behalf of Council.
Merchant fees constitute a significant cost for Council over any budget period, and this cost of
doing business is being met from general rate revenue at present. The proposed fee will assist
in recovering a significant portion of this cost from those utilising the facility, and assist with
Council’s future financial sustainability challenges.
It should be noted that Noosa Council applied the same type of surcharge for credit card
payments prior to amalgamation, but this was discontinued by Sunshine Coast Regional Council
in 2008.
RECOMMENDATION
That Council note the report by the Coordinator Financial Services to the Planning &
Organisation Committee dated 25 March 2014 and agree to introduce a credit card surcharge of
0.55% to apply to all Visa and MasterCard payments received, to be implemented as soon as
practicable.
REPORT
Council accepts payments through a range of payment channels, including: online; BPAY;
telephone; in person through Australia Post; in person at Council’s offices; or through one of the
many venues or facilities.
Credit Card payments using either Visa or MasterCard are accepted at the majority of channels,
and there is a broad range of fees imposed by each agency for the merchant facilities provided.
Fees charged include a transaction fee; an ad valorem merchant service fee; an interchange fee;
an equipment fee; and a scheme fee.
Council has paid approximately $50,000 in bank and merchant fees to date, with a significant
portion of these fees relating to credit card payments.
Page 168 of 231
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Section 2
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Merchants are permitted to recover the “reasonable cost of card acceptance”, and the Reserve
Bank of Australia has issued guidelines to clarify the range of acceptable costs. This translates to
Council being able to recover actual costs for providing the service; but with different fee
structures applicable to different payment channels, it is proposed to impose a surcharge based
on the minimum cost incurred, being 0.55% (including GST).
The Reserve Bank has also published a schedule of average merchant fees that provides a basis
for comparative analysis since 2003. It is noted that the current average charge for Visa and
MasterCard (as at December 2013) is shown as 0.83%.
With more and more people utilising credit cards for the payment of rates and charges, and with
many merchants imposing a range of card surcharges, it is not expected that there will be any
consumer backlash as a result of passing on this cost to those customers choosing to use this
payment option.
The following table shows the estimated surcharge that would apply for different transaction
levels based on a charge of 0.55%.
Payment Value Estimated Surcharge
$100 $0.55
$200 $1.10
$400 $2.20
$800 $4.40
$1,600 $8.80
$20,000 $110.00
$100,000 $550.00
The higher values are shown as an indication of the cost for potential payments for high-level
transactions, such as development applications and contributions.
To implement the charge it will be necessary to contact each of the current agency providers and
to also make configuration changes to Council’s administration software. It is recommended to
implement the system away from any major rates or charges levy to ensure the system can be
bedded down prior to any peak payment activity.
Previous Council Consideration
Nil.
Finance & Risk
Council’s annual budget is expected to yield approximately $75 million in rates, charges and
fees. If 30% of all payments are made on credit cards, the proposed 0.55% surcharge will
recover costs of $123,750.
Page 169 of 231
Section 3
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
CONSULTATION
External Consultation - Community & Stakeholder
Nil to date. However, it is proposed to include details of the surcharge on Council’s internet
page, and to provide information through each payment channel to ensure all customers are
aware of the charge prior to payments.
Internal Consultation
Nil.
Departments/Sections Consulted:
Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
Executive Office X Organisational Services
Communications & Governance x Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 170 of 231
Section 4
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
6. FINANCIAL PERFORMANCE – FEBRUARY 2014
Author Co-ordinator Financial Services, Wayne Jensen
Organisational Services
Index ECM / Subject/ Financial Management / Accounting – Monthly Exception
Report
Attachments 1. Statement of Comprehensive Income
2. Capital Works Schedule
EXECUTIVE SUMMARY
Operating activity during February has resulted in a net result of $21,791,191 against an original
forecast of $20,705,065 (year to date). This positive variance can be attributed primarily with
differences in the operating model for Noosa Council when compared with Sunshine Coast
Regional Council (SCRC), upon which the original budget estimates were based. Specific areas
of significant variance are discussed in the body of the report.
RECOMMENDATION
That Council note the report by the Coordinator Financial Services to the Planning &
Organisation Committee dated 25 February 2014 detailing the Council’s financial performance for
February 2014.
REPORT
With the reconciliation of transferring balances for assets and liabilities still in progress, it is not
feasible to present either balance sheet or cash flow statements at this juncture. Accordingly,
attached to this report are a statement of comprehensive income (operating statement); and a
schedule of capital works.
Overall, operating results are generally in accordance with original forecasts, though some
budget areas have already been identified for likely variances within the 6-month budget period.
Cash balances increased during the month with the majority of rates payments being received in
February before the close of the discount period. With reminder notices issued in March, it is
expected that there will be a further boost in cash receipts during this period.
1. Operating Revenue
Rates and charges revenue represents the original levy from January, and at this early
stage it is evident that there may be a shortfall in revenue of between $300k and $500k.
Figures are currently distorted by prepaid rates ($463k), which is tied up with the transfer of
balances from SCRC, and this will progressively diminish over coming months;
o Discounts and rebates have come in under original estimates providing a small
favourable variance;
o Waste charges revenue is higher than estimated due to additional services not
included in the original budget; and
o There are minor variances in the Tourism levy due to the reclassification of properties
during the year.
Page 171 of 231
Section 5
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Fees and charges show minor variances up and down, but this is generally expected to
perform according to original forecasts;
Interest received from investments is less than forecast due to delays in the final transfer of
cash balances from SCRC. When the final transfer is undertaken there will be an
additional cash adjustment for interest;
Rental income is generally in accordance with original estimates;
Other revenue (includes revenue received from Unitywater and miscellaneous sales
revenue) shows a small favourable variance from the sale of recyclables; and
Grants and subsidies are generally in accordance with original forecasts.
2. Operating Expenses
Employment benefits are currently tracking below original forecasts with some offsets
against the materials and services line item under the current transitional structure. It is
noted that whilst payments to staff have been accurate, the costing system has presented
some challenges which has required ongoing corrections between departments and cost
centres;
Materials and services are showing a significant favourable variance as at the end of
February. This can be partially attributed to the “distraction factor” from de-amalgamation
as structural reviews have been undertaken for special levies; but it is also expected that
there will be real efficiencies realised in this budget line. One example is in the waste
disposal operations at the Eumundi Rd tip facility where rubbish volumes are below
forecast activity levels;
Finance costs are generally in accordance with forecasts;
Depreciation and amortisation has been applied as a budget-based accrual journal pending
the final transfer of asset balances from SCRC. It is noted that a revaluation of significant
asset classes has been commissioned as at 1 January 2014 and this may impact on
depreciation expenses moving forward and
Other expenses (includes insurance expenses and court costs for infringements) may
result in a small favourable variance at the end of June due to no outstanding infringements
being transferred to Noosa from SCRC.
3. Capital Works Program
Expenditure on capital works during February has generally been in accordance with
forecasts, though expenditure against specific projects is slightly behind profiled budgets.
4. Investment Performance
As at the end of February, approximately 17% of funds were held with the Commonwealth
Bank of Australia, with the balance invested in the capital guaranteed cash fund at
Queensland Treasury Corporation. The weighted average return for the month was 3.05%
which represents a margin of 0.42% above the industry benchmark, the UBS Bank Bill
Index (2.63%). The focus to date has been very conservative with a focus on ensuring
funds to meet cash flow requirements;
100% of the portfolio is held with A1+ ranked agencies and there were no breaches of the
investment policy during the month.
Previous Council Consideration
Nil.
Page 172 of 231
Section 6
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Finance & Risk
A full review of the 2013/14 budget will be undertaken as at the end of March, and this will form
the basis for longer-term forecasts as part of the 2014/15 budget development. Where additional
allocations have already been identified, Managers and Directors will be seeking offsets from
elsewhere in the budget to defray any impact at an organisational level.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Comments have been sought from all business areas where variances have been identified.
Departments/Sections Consulted:
x Community Infrastructure x Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
x Executive Office x Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 173 of 231
Section 7
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
Page 174 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
Noosa Council
Statement of Comprehensive Income
For the Year Ended 30 June 2014
As at 28 February 2014
Budget Budget Actual Percentage
2014 YTD YTD Annual Buget
$ $ $ %
Revenue
Recurrent Revenue
Rates, levies and charges 30,268,368 30,268,843 28,947,934 96%
Fees and charges 4,331,467 1,555,450 1,501,631 35%
Rental income 467,534 194,158 201,465 43%
Interest received 2,539,769 319,001 292,195 12%
Other income 2,367,393 300,335 313,718 13%
Grants, subsidies, contributions and donations 2,405,752 813,154 819,549 34%
42,380,283 33,450,941 32,076,492
Expenses
Recurrent Expenses
Employee benefits 12,967,643 4,015,465 3,599,094 28%
Materials and services 18,537,350 5,714,126 3,655,325 20%
Finance costs 1,370,052 253,621 232,884 17%
Depreciation and amortisation 9,145,579 3,048,526 3,048,526 33%
Other expenses 352,773 64,424 30,135 9%
42,373,397 13,096,162 10,565,966
Operating Result 6,886 20,354,779 21,510,526
Capital Revenue
Capital contributions and donations 1,050,858 350,286 280,665 27%
Grants, subsidies, contributions and donations 410,000 - - 0%
Capital Expenses
Capital Expenses - - -
Net Result 1,467,744 20,705,065 21,791,191
Other Comprehensive Income
Gain on de-amalgamation 947 598.462 32,000,000 25,490,941 3%
Total Other Comprehensive Income 947,598,462 32,000,000 25,490,941
Total Comprehensive Income 949,066,206 52,705,065 47,282,132
Page 174 of 231Section 8
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 2
Page 175 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Noosa Council ATTACHMENT 2
Capital Works Schedule
As at: 28-Feb-2014
Original Current YearToDate % of Annual
Project Budget Budget Actual Budget Spent
Bridges
Forward design for bridge rehab program 10,000 10,000 590 5.90%
Noosa Parade Munna Point Bridge - Investigations and interim 250,000 250,000 4,089 1.64%
Total Bridges 260,000 260,000 4,679 1.80%
Coastal Canals and Waterways
David Low Way, Beach Access 49 refurbishment 45,000 45,000 22,489 49.98%
Gympie Terrace and William Street Revetment wall and pathway 50,000 50,000 2,382 4.76%
Munna Point Holiday Park Bank Protection - Design 50,000 50,000 1,227 2.45%
Noosa Dog Beach SEMP Coastal monitoring 20,000 20,000 0 0.00%
Noosa River Mouth Groyne amd Rock Wall - Rehab 100,000 100,000 22,058 22.06%
Noosa Waters revetment walls - Stage 2a 1,300,000 1,300,000 234,757 18.06%
Total Coastal Canals and Waterways 1,565,000 1,565,000 282,913 18.08%
Community Facilities
Peregian Surf Club Public Amenities - Planning & Design 15,000 15,000 0 0.00%
Total Community Facilities 15,000 15,000 0 0.00%
Environmental Assets, Bushland, Tracks and Trails
Purchase of Biodiversity Land 0 0 1,529 0.00%
Total Environmental Assets, Bushland, Tracks and Trails 0 0 1,529 0.00%
Holiday Parks
Noosa Nth Shore Holiday Park - Upgrade Septic treatment 90,000 90,000 1,057 1.17%
Total Holiday Parks 90,000 90,000 1,057 1.17%
Information Technology
IT Major Projects 1,600,000 1,600,000 1,095,628 68.48%
Total Information Technology 1,600,000 1,600,000 1,095,628 68.48%
Parks & Playgrounds
Cooroy Skate Park Minor Renewal 34,000 34,000 133 0.39%
Gympie Terrace Park Furniture Renewal program 50,000 50,000 2,282 4.56%
Joe Bazzo Park (Pomona Community House Park) BBQ Relocation 12,000 12,000 0 0.00%
Noosa Lions Pk - Rehab Shower Facilities 30,000 30,000 834 2.78%
Peregian Beach Park Plan - Finalise upgrade and removal of s 30,000 30,000 8,101 27.00%
Total Parks & Playgrounds 156,000 156,000 11,349 7.28%
Pathways & Enabling Facilities
Cooran State School - Charles Street Pathway improvements 30,000 30,000 0 0.00%
Pomona State Schoo! Station Street Pathway improvements 100,000 100,000 230 0.23%
Weyba Creek Boarwalk Rehab Stage 1 20,000 20,000 67 0.33%
Gibson Road (Eumindi Noosa Rd to Thomas St) - On road cycle 440,000 440,000 111 0.03%
Sunshine Beach State School Safety Improvements2 90,000 90,000 1,369 1.52%
Total Pathways & Enabling Facilities 680,000 680,000 1,776 0.26%
Public Transport Infrastructure
Noosa Junction Mini Bus Shelter - Panels for weather protect 25,000 25,000 600 2.40%
Noosa Parade Transit Hub-Stage 1 300,000 300,000 748 0.25%
Total Public Transport Infrastructure 325,000 325,000 1,348 0.41%
Sealed Roads Network
Page 175 of 231Section 9
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
7. OVERVIEW OF JANUARY RATE LEVY
Author Co-ordinator Revenue Services, Kellie Seeleither
Organisational Services
Index ECM / Subject/ Rates Management / Rateable Services
Attachments 1. General Rate Category Descriptions
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Co-ordinator Revenue Services to the Planning &
Organisation Committee dated 25 March 2014 providing an overview of the January 2014 Rate
Levy.
REPORT
This report provides Council with a summary of the January rate levy and outlines options for
Council to consider regarding further rate recovery action.
1. Levy Summary
Rate notices were issued on the 14th January, with a due date of the 14th February. The gross
amount of the levy was $33.5 million, which was comprised of $30.9 million of Council rates and
charges, and $2.6 million for the Emergency Management, Fire and Rescue Levy (EMFRL).
Rateable Valuation
Levy/Charge Amount # Properties
or # Services
General Rates $22.4 million 29,834 $7.2 billion
Separate Charges
Environment Levy $0.9 million 29,834 29,834
Public Transport Levy $0.3 million 29,834 29,834
Heritage Levy $0.07 million 29,834 29,834
Special Rates and Charges
Tourism Levy $1.3 million 5,928 $1.3 billion
Noosa Main Beach Street scaping $0.6 million 1,918 $567 million
Hastings Street Safety Levy $.06 million 861 861
Rural Fire Levy $.08 million 6,189 6,189
Noosa Junction Levy $.05 million 157 $39 million
Noosa Waters Lock & Weir Levy $.03 million 588 $351 million
North Shore Electricity Charge $.03 million 29 32
Utility Charges
Waste Management Charges $4.9 million 28,165 31,705
Holding Tank Charges $0.05 million 50 50
Backflow Device Registration $0.08 million 1,247 3,760
EMFRL $2.6 million 30,051 30,081
Page 176 of 231
Section 10
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
2. General Rate Details by Category
The table below outlines the general rates collected per category. A description of each category
is shown at Attachment 1 for reference.
Properties % On
Rateable
Category Properties Amount on Minimum
Valuation
Minimum
Category 1 236 $51,839,000 $156,721 138 58%
Category 2 887 $66,583,737 $462,083 788 89%
Category 3 403 $109,067,446 $381,796 20 5%
Category 4 245 $233,435,385 $812,704 - 0%
Category 5 12 $2,646,170 $15,114 9 75%
Category 6 11,565 $2,015,939,458 $6,008,839 10,059 87%
Category 7 1,557 $538,357,474 $1,105,086 206 13%
Category 8 253 $124,699,674 $254,948 - 0%
Category 9 379 $238,756,820 $481,691 - 0%
Category 10 180 $133,485,178 $258,053 61 34%
Category 11 113 $96,814,000 $179,972 35 31%
Category 12 79 $80,196,750 $144,841 2 3%
Category 13 63 $77,875,000 $129,282 27 43%
Category 14 89 $164,100,000 $265,268 - 0%
Category 15 11 $35,100,000 $52,966 - 0%
Category 16 4,937 $994,319,641 $3,258,853 3,641 74%
Category 17 248 $113,835,124 $286,010 - 0%
Category 18 406 $257,264,088 $639,943 - 0%
Category 19 443 $567,800,554 $1,404,739 - 0%
Category 20 13 $28,525,000 $123,028 - 0%
Category 22 151 $50,779,500 $65,480 - 0%
Category 23 10 $16,965,000 $58,953 - 0%
Category 24 2 $9,160,000 $45,220 1 50%
Category 25 1 $25,000,000 $165,675 - 0%
Category 27 219 $16,746,560 $233,118 200 91%
Category 28 4 $1,265,821 $6,253 1 25%
Category 29 5,806 $952,317,779 $4,502,145 3,612 62%
Category 30 1,522 $206,946,172 $921,902 1,004 66%
Total 29,834 $7,209,821,331 $22,420,681 19,804 66%
Page 177 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
2. General Rate Details by Category
The table below outlines the general rates collected per category. A description of each category
is shown at Attachment 1 for reference.
von pom| |_| iit
Properties % On
Minimum
Category || $203,405,885/ $812,704; =| 0%
CategoryS | 92,046,170] S514] | 7H
Category | 253) 124,699,674) $254948/ =| 0% |
Category | 879) $288,756,820/ $481,691/ =| 0%
Category 14 | «89 |—«$164,100,000 | $265,268| = |
Category 15 | ti |——_—$35,100,000| $52,966, | O
Category 17 | 248 |—«S113,885,124 | $286070[ = |
Category 18 | 4068 | $257,264,088| $60,048 =| 0% |
Category 19 | S443 |——$567,800,554 | $7,404,780[ = |
Category20 | 13) ——«$28,625,000) $123028/ | 0% |
Category22 | 1ST, ——*$50,779,500/ 65.480; | 0%
Category 23 «10|——816,965,000| $58,963] |
Category 25 T| «825,000,000 | $165,675| |
Page 177 of 231Section 11
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
3. Rate Concessions
Details of the concessions granted on the January Levy are set out below. With respect to
pensioner concessions, Council was required to seek consent from each pensioner to access
information to allow the concessions to be processed. As at rating issue date 2,771 pensioner
concession forms had been received and processed. A further 1,120 application forms were
processed after the issue date following a further request via Council’s website and local media
for pensioners to ensure they provided their forms back.
There are still approximately 295 properties that received a pensioner concession in the July
2013 rate run but did not return the required forms in time to obtain a concession in the January
rate run. Revenue Services staff have begun phoning these pensioners requesting them to
submit a pensioner application if they are still eligible.
Maximum Rebate
Type of Pension Concession Properties Amount
(1/2 year)
Maximum/Sole Owner $115.00 1,070 $122,570
Maximum/Joint Owners $90.00 1,146 $98,972
Not Maximum/Sole Owner $57.50 670 $38,525
Not Maximum/Joint Owners $32.50 1,005 $32,037
Total 3,891 $292,104
In addition to the pensioner concessions Council allowed general rate concessions on 49
properties totalling $57,104.08.
Other allowable concessions provided are as follows:
State Government Rebates Properties Amount
As at issue date 2,906 $286,035
Applications processed post 14/1 1,173 $114,723
Total as at 28 February 2014 4,079 $400,758
EMFRL Concessions Properties Amount
As at issue date 2,906 $43,209
Applications processed post 14/1 1,173 $16,303
Total as at 28 February 2014 4,079 $59,512
4. Valuations
Noosa Council will not be revalued for the 2014/2015 financial year. For the previous three years
the change in valuations has been:
Year Change
2013/14 -6%
2012/13 -4.7%
2011/12 5.4%
Note: Figures were for the Sunshine Coast region as a whole.
Page 178 of 231
Section 12
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
5. Payment Details
As at 1 January 2014 the outstanding rates and charges transferred from Sunshine Coast
Council to Noosa Council was $4.4 million. Also transferred at this time were $1.2 million in
prepaid rates, giving a net amount outstanding of $3.2 million. Immediately following the issue of
the levy the amount outstanding was $36.1 million.
Details of the payments received in the 6 weeks to 23rd February 2014 are set out below.
Approximately 21% of rates remained outstanding as at 23rd February.
Discount
Week Ending Net Payments
Applied
19th January 2014 $1.8 million $0.06 million
26th January 2014 $2.2 million $0.07 million
2nd February 2014 $2.7 million $0.09 million
9th February 2014 $4.3 million $0.15 million
16th February 2014 $15.3 million $0.5 million
23rd February 2014 $1.1 million $-
Total $27.5 million $0.9 million
6. Arrangements to Pay
As at the end of the rating period there were 412 properties that had made an arrangement to
pay their current rates in accordance with section 2.5.2 of the Revenue Statement, representing
$385k of the outstanding rates and charges. The number of arrangements is likely to increase
after property owners with unpaid rates and charges receive their reminder notices.
7. Reminder Notices
On the 12th March 2014 3,207 reminder notices, totalling $5.9 million of outstanding rates, were
issued to property owners with an outstanding balance greater than $25.00 (who have not
previously made an arrangement with Council).
8. Further Recovery Action
For those properties where the owners fail to respond to the reminder notice Council has the
option of taking further recovery action. Council may commence court proceedings, refer the
matter to an external debt collection agency or, if the rates and charges have been unpaid for
three years or more, sell land to settle the obligation for the overdue rates and charges.
Previous Council Consideration
Nil.
Finance & Risk
There are no properties where the outstanding rates and charges are close to the value of the
land, consequently there is no risk of any rates and charges having to be written off as bad debts
at this time.
Page 179 of 231
Section 13
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Interim Director Organisational Development
Departments/Sections Consulted:
Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
Executive Office x Organisational Services
Communications & Governance x Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 180 of 231
Section 14
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
Page 181 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
General Rate Category Descriptions
1 Rural & Agricultural
2 Commercial & Industrial with a rateable value from $0 to $175,000
3 Commercial & Industrial with a rateable value from $175,001 to $400,000
4 Commercial & Industrial with a rateable value greater than $400,000
5 Extractive Industries
6 Residential/Other with a rateable value from $0 to $280,000
7 Residential/Other with a rateable value from $280,001 to $450,000
8 Residential/Other with a rateable value from $450,001 to $550,000
9 Residential/Other with a rateable value from $550,001 to $700,000
10 Residential/Other with a rateable value from $700,001 to $800,000
11. Residential/Other with a rateable value from $800,001 to $920,000
12 Residential/Other with a rateable value from $920,001 to $1,100,000
13 Residential/Other with a rateable value from $1,100,001 to $1,400,000
14 Residential/Other with a rateable value from $1,400,001 to $2,500,000
15 Residential/Other with a rateable value over $2,500,000
16 Residential - not principal place of residence - with a rateable value from $0 to $420,000
17 Residential - not principal place of residence - with a rateable value from $420,001 to
$500,000
18 Residential - not principal place of residence - with a rateable value from $500,001 to
$750,000
19 Residential - not principal place of residence - with a rateable value over $750,000
20 Vacant Land with a rateable value over $1,000,000 and total area greater than 1500 square
meters.
21 Lots < 20m’, Pump Stations, Stock Grazing Permit, Strata Garage
22 Land Subject to Chapter 2, Part 2, Division 5, Subdivision 3 of the Land Valuation Act 2010
23 ~=Retirement Villages & Nursing Homes
24 Shopping Centres with a rateable value from $3,000,000 to $10,000,000
25 Shopping Centres with a rateable value over $10,000,000
27 ~~ High-rise Units — not principal place of residence
28 ~High-rise Units — principal place of residence
29 ~Low-rise Units — not principal place of residence
30 ~Low-rise Units — principal place of residence
Page 181 of 231Section 15
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
8. SOLE AND SPECIALISED SUPPLIER LISTINGS
Author Procurement Officer, Sarah Hansen
Organisational Services
Index ECM/ Subject/ Purchasing and Supply Matters
Attachments 1. Sole Supplier List
2. Specialised Supplier List
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Procurement Officer to the Planning & Organisation
Committee dated 25 March 2014 and:
A. Adopt the Sole Supplier List shown as Attachment 1 to the report; and
B. Adopt the Specialised Supplier List shown as Attachment 2 to the report.
REPORT
The purpose of this report is to present a list of sole and specialised suppliers to Council for
adoption as exceptions to the general contracting provisions contained in the Local Government
Regulation 2012 (“the Regulation”).
The Regulation provides for different methodologies to establish medium and large sized
contracts.
Medium sized contacts, defined as being of contract value greater than $15,000 and less than
$200,000 (excluding GST), require three (3) written quotations to be invited.
Large sized contracts, defined as being of contract value greater than $200,000 (excluding GST),
require written tenders by public invitation.
The Regulation (Section 235) allows exceptions to these requirements under certain
circumstances, including where the suppliers are sole providers of a good or service, or where
the good or service is of a specialised or confidential nature:
A local government may enter into a medium-sized contractual arrangement or large-sized
contractual arrangement without first inviting written quotes or tenders if -
(a) the local government resolves it is satisfied that there is only 1 supplier who is reasonably
available; or
(b) the local government resolves that, because of the specialised or confidential nature of the
services that are sought, it would be impractical or disadvantageous for the local government to
invite quotes or tenders;
Page 182 of 231
Section 16
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
A resolution to adopt these lists will allow Council to engage with these sole or specialised
suppliers in a more timely and effective manner than if inviting quotes or tenders.
Previous Council Consideration
The Sunshine Coast Regional Council created and adopted Sole and Specialised Supplier Lists
in July 2013. Given the recency of this resolution, these lists were used as the basis for the
establishment of Noosa Council’s Sole and Specialised Supplier lists.
Finance & Risk
There is a risk associated with legislative compliance, should Council not resolve to create the
listings and subsequently fails to undertake the quote or tender process. Establishing sole and
specialised supplier lists reduces Council’s risk of breaching regulations relating to establishing
medium and large sized contracts.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The existing Sole and Specialised Supplier lists were distributed to all Departments and Sections
for review. Those suppliers no longer relevant for use by Noosa Council were removed and a
small number of new suppliers were assessed as meeting the definition of sole or specialised
and were added to the lists.
Departments/Sections Consulted:
X Community Infrastructure X Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
X Executive Office X Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 183 of 231
Section 17
ATTACHMENT 1
Page 184 of 231
Sole Supplier List
Department Legal Entity Name Trading Name Commodity/Service Supplied Reason for Inclusion
Community and The provision of transport services as a ccontractorforthe |When the Council Cabs program commenced, the service was advertised for tender,
Development Council Cabs program. Including direct booking, driver and |Suncoast Cabs was the only tenderer. This company is the only provider which can deliver
vehicle rostering, passenger support, monthly reporting, and |a single program across the Sunshine Coast. It is important that this program is delivered by
complaints a single provider as it removes confusion from passengers who are offen frail and need
support. Suncoast Cabs is the Queensland Transport licenced cab provider for the
Sunshine Coast, other than the hinterland region. Council Cabs operate in the hinterland
region through a formal arrangement between the cab companies
ees s
Community and SmartyGrants Manager subscription for Grants software SmanrtyGrants is a corporate software application for Council, and Our Community Pty Ltd is
Development and support the only provider of this software. SmartyGrants is the software used by Council to manage
the Community Grants programs. The original engagement was done as per the
procurement policy. Council now has an ongoing relationship with SmartyGrants to provide
the services.
Dovlonent and Communty Senices De eee eee errs vecoreantalgrogams.
Links is a corporate application for the provision of The centre management sofware in Aquatic Centres is a corporate sofiware application for
Sanoaralsed centre management Sofware in Aquatic Council_Links Modular Solutions is the only supplier of the Links standardised centre
management software utilised in Council's Aquatic Centres.
— and a
Health and Regulatory The Trustee for the Bath Family Trust & the Colleague Print Solutions Colleague Print Solutions are the only supplier of blank Colleague Print Solutions is the only supplier able to provide the size and paper type for use
Development Services Trustee for Kay Hargreaves Family Trust infringement tickets, associated enforcement stationery. in Council's Autocite machines. Due to the legislative and regulative requirements for
infringements, there are restrictions on who can provide blank and pre-printed stationery
Community and BMT WBM is the manufacturer and only supplier of TUFLOW 2-D Hydraulic Flood
Development Modelling software. This software has been used to create models specific to areas across
the Sunshine Coast region, and when updates of those models are required, the software
needs to be used to update the models. The models using the TUFLOW 2-D Hydraulic
Flood Modelling software have been developed by Council, or inherited from developers or
State agencies
a
Community and DHI is the manufacturer of the MIKE senes of 1-D and 2-D Hydraulic Flood Modelling
Development software (MIKEFLOOD, MIKE11). This software has been used to create models specific to
areas across the Sunshine Coast region, and when updates of those models are required
the software needs to be used to update the models. The models using the MIKE series of
1-D and 2-D Hydraulic Flood Modelling software have been developed by Council, or
inherited from developers or state agencies
Communty infrastructure | Infrastructure Asset Planning and Denver) | Delivery Eipro Tecnnologes yg Pty Ltd
S| ranges SEN SRST Sear Inyrogrpnieequpmentn ustala
Install and maintain automated stream and rainfall gauges The hydrometric network (that makes up the Flood Waming System) is co-shared with the
{| || Bureau of Meteorology. They require maintenance to be undertaken by a reputable and
experienced agent. Greenspan is accepted by the Bureau of Meteorology. Greenspan is the
only supplier of these specialised services in mainland Australia. Greenspan partner with
hardware suppliers ELPRO and this provides for faster replacement of equipment should a
failure occur, which is essential for operation of a Flood Warming System
eee ELE WorleyParsons is the only supplier of the waterRIDE software (and associated
maintenance support) supplied to Council's Flooding & Stormwater team. WorleyParsons
also provide specialist advice and flood modelling information to Council.
Page 184 of 231Section 18
Page 185 of 231
oe bee Legal Entity Name Trading Name Commodity/Service Supplied Reason for Inclusion
_ | tL
The Metrocount traffic counters are specialised equipment |Metrocount software is a corporate software application for Council. Extensive work has
for the classification and counting of traffic. The counters gone in to ensuring that the data from the Metrocount software meets Council's
are available in a range of formats that cover Council’s requirements reporting on traffic counts. The Metrocount software only works with the
requirements. Metrocount traffic counters. These counters are used extensively by Council officers in
understanding traffic on Council roads. Metrocount is the only supplier of both the software
and the counters
ee Pentagon Systems provides information Pentagon Systems has developed a remote software that uniquely integrates with the
solutions for the effective management of Council's traffic |Metrocount counters and software. The Pentagon software is a corporate
counting facilities application for Council. Pentagon Systems is the only company that provide this remote
access to retrieving data from the Metrocounters, and are the only supplier of the software
ees Infrastructure |Asset es and Delivery pe Ltd Design services for proposed works/alterations on Energex do not allow any other companies do design work for assets effecting the Energex
Energex's Infrastructure network. For this reason they are the only supplier for design work on the Energex network.
po Supply and installation of patented Bus Shelters and Bins |G James is the sole supplier of patented Bus Shelters and Bin enclosures. The bus shelters
meet the requirements of Translink, as well as Council. The bin enclosures are identified
throughout Council's endorsed Landscape Infrastructure Manual.
oe Infrastructure |Asset —s and Delivery |Telstra ees Limited
a a Delivery ———— er TTT
a a Host organisation for South East Queensland Fire and in current host of the South East Queensland Fire and Biodiversity
Biodiversity Consortium Consortium. Council along with other local goavemments and State Government agencies
are financial contributors to this consortium. Council's annual contribution for this consortium
is paid to SEQ Catchments
— Infrastructure —" Services a ee WasteMan2G is a corporate software application for Council, and Newcastle Weighing
Darren ee eee Industries
sale "WasteMan2G" software Services is the developer and only supplier of this software. This point of sale software is
=e used extensively by Council's Waste and Resource Management branch at transfer stations
across te region.
Communy Inffasirature Infrastructure |Waste Waste Management The Trustee for the Ross The Trustee forthe Ross Famiy Trust
Specialist Waste Handling equipment, Walking Floor. Walking Floor was installed by former Maroochy Shire Council. The equipment is of a
Walking Floor is the flooring that moves the waste from the |proprietary nature, whilst some minor works associated with the equipment can be carried
pit into the compactor at refuse stations. out by others e.g., electrical and hydraulics; the essential components are licensed
manufactured, and installed by WasteTech Engineenng. Works to date have been
completed under manufacturer's warranty. Future repairs and service agreements to
undertaken by WasteTech Engineering.
Commanty inrasictare | Infrastructure |Works Moms Operations pene ers nor sens om ree SS [Geos Ee Se eee
Arunta Plastics Aruna Prastes (QLD) PYG Pty Ltd
Patented electric BBOs for use in parks and public spaces Greenplate is the only supplier of a patented non insulated, extra low voltage element (24
volts) barbeque that provides safe operation in public spaces. They are up to 50% more
efficient than some existing electric barbeques, and have been adopted for use for all new
barbeque facilities provided by Council. Greenplate are also the only supplier of the parts
and servicing of these barbeques.
Harold Pearson is the only supplier of hand crafted artistic elements of unique playground
structures, to the required Australian Standards featuring specific designs in Queensland
Page 185 of 231Section 19
Page 186 of 231
eel Legal Entity Name Commodity/Service Supplied Reason for Inclusion
oo ee Public Bus Advertising Gotransit Media Group is the only providers of bus advertising for Sunbus. Council is unable
Sxecutve Ofiee Office PG etansitMiedia Group Piytig a ee Engagement HQ is a corporate software application for Council,
to use any other advertising agencies for this service
and Bang the Table Pty Ltd
software is the only provider of this software. Bang the Table offer a unique set of online engagement
Capabilities for surveys, forums, polls, guest books, and question and answer tools. These
Capabilities are required to facilitate online engagement as part of Council's community
engagement suite of tools.
Organisational Services Services Financial Senices Services pene ee
a Services es Austaia Postal Coporaton
=F 12D Solutions Pty Lid is a corporate Software application for Council, specialising in civil
12D Solutions Pty Ltd
engineering and surveying applications.As the software developer, 12D Solutions Pty Lid is
also only supplier for this software.
Payout of Leased IT Assets (Lost / Damaged / Retained) The Commonwealth Bank of Australia is the entity through which council IT equipment is
leased. The Commonwealth Bank's IT leasing is managed by Equigroup Pty Ltd, however.
all payments are invoiced from and made to the CBA. Following an original engagement
with the Commonwealth Bank of Australia, Council is now committed to the ongoing use of
Commonwealth Bank of Australia to provide these financial services
Organisational Services ICT ArcPAD, ArcGIS, ArcView, Deko, etc. Software Supply / Esri Australia is a corporate software application for Council, and is the only Australian
Support / Maintenance Supplier of Esri Software Products.Council has been using the Esri geographic information
system (GIS) products since 2004. The organisation has standardised its systems to this
platform for GIS to align with Council's needs.
Organisational Services ICT FME software is a corporate software application for Council. Navigate Pty Ltd is the sole
|
Australian Supplier of FME Software. From the initial purchase of this software, Council was
committed to ongoing updates and additions to this software
rr ae
Organisational Services ICT QIT Plus is the developer and only supplier of Guardian Software, which is a corporate
software application for Council.From the initial purchase of this software, Council was
committed to ongoing updates and additions to this software
Organisational Services ICT Redman Solutions Pty Lid Trapeze Capture for Technology One - ECM - Software Trapeze Capture Software is a corporate software application for Council, and Redman
Supply / Support / Maintenance Solutions Pty Ltd is the only Australian Supplier / Re-seller of this software. From the initial
purchase of this software, Council was committed to ongoing updates and additions to this
software
Organisational Services ICT T1 Property and T1 Financial Software Supplier Technology One - T1 Property and T1 Financials are corporate software applications for
Council. Technology One Ltd is the sole supplier / support maintenance provider of T1
Property and T1 Financials corporate software applications. These applications are used
extensively across Council to manage the organisations financial and property situation
Organisational Services Services Piney Bowes Sofware Pytid Pty Lid } | Maeno IS products and suppor agreements
RT pe Management System, design, supply and Sole supplier of Mapinfo licensing including Stratus Saas and associated support
The Systemax Building Management System is installed in 15 different buildings across
installation, monitoring, reporting, analysis, and Council. The system monitors Solar PV, HVAC, and Energy Consumption. Prior to any
assessments. additional expansion of the system a full tender process was required to test the market and
to determine the most suitably qualified contractor for the next phase of the BMS project
Council is now committed to this service, through an ongoing service level agreement, with
Systemax Pty Ltd as the only provider.
Page 186 of 231Section 20
ATTACHMENT 2
Page 187 of 231
Specialised Supplier List
Pepariment Sector tegatEntityName Trading Name Name CommodityiService Supplied = Supplied
see es _
The Hasiing Street Association Inc provides management services of the Hasiing Street Secunity
Levy.A Council Resolution was passed by the former Noosa Councll, and endorsed by the
Sunshine Coast Cound, regarding the use of funds through the Hasting Stree? Security Levy. It
Would be impractical to Invite quotes. or tenders because of the nature of the semices. being
sought from he Hasting Street Association
Community and Development Focus Health Nebwork Limited inca. SP referrals Ln for fe Heaimoves, and Fotus Health Network provide 5
Community Semices Healthy Sunshine Coast Program, health senices to the Sunshine Coast Ri Counell
previously managed the Active, Healthy Sunshine Coast Program Intemally, however the Focus
Community Food. Health Network ame better placed bo manage this program for Gounel.
Community and Development Community Semices Norih Coast Abonginal Coporation for Healin care brokerage services for Abordghal and Tomes The Morih Coast for Community Health provide epecialsed healin care
Community Health Slrait lander people on the Sunshine Coast, inducing brokerage services for Abonginal and Tomes Strait Islander peogle on the Sunshine Coast
Teetals and advice on cultural proiocols Council engage with the North Coast Abonginal Comporation for Community Health in conjunction
with the Focus Health Network ip provide the Active, Heality Sunshine Coast Program.
Community and Development COmmunty Senvices Overdrive Inc ebook services CROOK Services are specialised in the publishing Markel The ties offered on the Qveniive
(Linranes) Platfom are unique, and Council 6 unable it aocess these ies electronically from any other
providers. An extensive review of the eSo0k marvel for lbranes was conducted, and other service
providers. are contracted to provide other unique titles through the Liorary Matenals Contract.
Ovendive, inc. a5 a United Saies company are not part of thai contract.
Community and Development Community Semices Library ideas LLC i a downloadable music Tor branes ThE Ib 4 specdalist online downinadable music for branes, and ib a S20 service In the
(Linranes | offering, 17,0004 music abe, Incuding the Sony hausic music publishing market. The music offered on the Freegal platform Is unique, and Counell is
catalogue Unabe tt access Ths music from any other providers in thts tommat
Community and Development Planning and Developmens Acoustics RE Pty Lid Legal Services - Environmental Nolse Atsesoment & These suppers are all utllsed by Counc for the provision of specific legal sendces ougined In
Contral the Commodity / Service. Due to he highly specialised and confidential nature of those matters, It
Ib Nol Teasiite fo Conduct a Procurement Process On Bach Occasion The services are required
—_—_—_———e—V— oon legal semices - Planning & Environment Court
SST Rao PerSess a Sac
Convene avd Development Ask Consulting egal Serviess-Acousties
PEN and Dewiawnent Jadoo Py Ul pS Soom
eand Traffic Engl Lid po ga Services -TraMicenginger
(Community and Development Planning and Development Bem Jo pater YEP Enero |
(Community and Development Planning and Development BlodWersity Assessment and Management Expert all wallum fauna and frogs and reptiles, legal
Pty Lid services - Planning & Enviroment Goun matters
—_ een tL denieomencoutnates |
[community and Development [Planning and Deveopment |eMTWEMPyLiG SCSC~=“‘“*‘dSC“‘(S”*OW#C~*~*~*~*~*~*‘«diCegaliSenvices-RyaroogySCSC~C—~—CSCSCSCSCS
eae ee
Sushiand Protection
Gomimuniy and Development —[Piainhg and Development —|Buer MeDemnott lawyers | ——tsgarsenaese
cmaveteneet fewrweere’ few | ae
Community and Development Planning and Development eae Lidl
pees | Ere courte
ray sibesioee Pmmavtareen® [Grsapeacmeareryuc | | trnng ronment covtrates |
community and Development [Planning and Deveopment [Coffey Geotecnnics Pty ltd | Cea Services-GeotecnnicalEnginger
io Development oo and Development Colmar Brunton es
perm etestenes_Pemeestetem [eeteeme | Estee cutie
[Community and Development [Planning and Development |Coms Chambers Westgarn | egaServices
and ne SS Deveupnen Dr Mike Olen gal Services. ee
[Community and Developmen: [Planning and Deveropment [Fire Check Consultants Ptylig |] egal Services -Fire Engineer
Page 187 of 231Section 21
Page 188 of 231
Department pester romeriytane [resretane_ fenmetosevsSeoiet [eee
Community and Development Planning and Development__|ForesightPartners | Legal Services Economic Consultant
Community and Development PennaeneDeseonent [aterm | eenmentcoutmates EE
Community and Development Hee e eee eee eee [eatin Oe Tee Severe
Community and Development Pennneonibestenen’ [evimsernrr Trent coutmatrs
Community and Development Planning and Development___|Gould Development Solutions PtyLtd_ | Legal Services-Engineering
Community and Development Penne cnet [eer Tre tees Pere Senne
Community and Development [Planning and Development__|GrayPucksand Legal Services-Architect
Community and Development [Planning and Development__|HeinerandDoyle | Legal Services
Communi and Development [Planning and Development__|HerbertGeer_ Tegal Services
Community and Development Hee en er enirenmenteouemates
Community and Development eee eee eee eeeeT —etveenmentcoutmates
Community and Development Pennaone estore [eters evrenmentcautmates |
Community and Development Hone eee Peer rer Be Parnes Svante
Community and Development eee eee eee tes Ee ———eeee
Community and Development Planning and Development__|J.N.VennPtyLtd Legal Services-Town Planning
Community and Development [Planning and Development__|John Wood Consultancy Services | Legal Services-RecreationalNeed
Community and Development Planning and Development__[Hanirend PtyLtd Visual Amenity
Community and Development Planning and Development___|Katestone Environmental PtyLtd | Legal Services - Environmental Consultant
Community and Development _—e ee | ermencoetatrs
Community and Development Penny eee Ipseoasy |e
Community and Development Pemngenibewkerent Pementomanenyte | lercnmencoutmates |
Community and Development Penn enteseeren Tiras ON Ome Pe
Community and Development [Planning and Development__|Lowry ConsultingPtyLtd Tf Legal Services - Quantity Surveyors
Architect & Landscape Architect - Visual Consultant, legal
Community and Development Planning and Development a
services - Planning & Environment Court matters
Community and Development Pemngenibowerrent Peeneeniomes TL etcnmen Coutts |
Community and Development Pennneanibeseenen [ett PBs Ennoite
Community and Development pense ee PUT Meenmentcoutmates
Community and Development Planning and Development__|McAnany Consulting PtyLid | Legal Services-Engineering
Community and Development eee ee rg Oe
Community and Development pee estore [ieee tes eee
Community and Development Planning and Development__|Middleton Architects | Legal Services-Architect
Community and Development eee te eee
Community and Development Pennagene tetera [tom eoereneyTetvrenmentcautmates |
Community and Development Heer eT Tre ER Ferner
Community and Development [Planning and Development___[Norling Consulting PtyLitd_ | Legal Services - Business & Property Economics
Community and Development Planning and Development__|Noel Robinson Architects | Legal Services -Architect_
Community and Development Pengendbesterent Pimnomeriery | FEntronmentcout mates eS
Community and Development Pee aa ES ects oN Meee Sverre
Community and Development pemeenibesteren [Peet ites eee
Page 188 of 231Section 22
Page 189 of 231
Department pester frome ane __[esientane_FommotirbeniceSinrieg een
Community and Development Penn endtesepren’ fermi Terrien out mater ee PO
Community and Development penne Pent eee
Community and Development [Planning and Development__|Savery &AssociatesPtyLtd_ | Legal Services-Acoustics
Community and Development Pennnganibennbonent Promacrfomeys | etrcnnestcoutmtes
Community and Development Planning and Development__|Shaw Urquhart PtyLtd | Legal Services -GeotechnicalEngineer
Community and Development Planning and Development__|Simmonds & Bristow PtyLid | Legal Services-Hydrology
Community and Development PenegendDekonen’ [lesepmowwesey Ermer Coutmaters
Community and Development Planning and Development__|ThomsonLawyers Legal Services
Community and Development Pemegendbereonen’ [rerieremere TT enermentoutmaters
Community and Development Pemegendbereonen’ [ees errant outst |
Community and Development Penna endtesepren’ Pretec tenmemeree TL ermentcourematers EE
Community and Development [Planning and Development__|Water Technology PtyLtd | Legal Services-Hydrology
Community and Development Yurrah Pty Ltd ee eo
Community Infrastructure Civil Operations TJ Smith Pty Ltd ATF TJ Smith Trust & the |Groundwork Plus Aerial and ground survey mapping, exploration and Groundwork plus has extensive knowledge of the Sunshine Coast region and Council's
trustee for Huntley Family Trust resource drilling, geological modelling, resource and resources. In 2013 Groundwork plus guided Council through breach rectification issues with
reserve estimates (JORC standards), geophysical DERM for Ringtail Quarry by developing and supervising implementation of a Transition
interpretation, extraction planning, development and Environmental Plan.
management plans, bench / face and haul road design,
rehabilitation design, environmental management plans,
and stormwater management plans.
Community Infrastructure Environmental Services John Farrow & Michelle McMartin Aquatic Weed Technologies are underwater divers who Aquatic Weed Technologies are specialist aquatic weeds removal divers. The use of harvesters
undertake removal of Cabomba & other aquatic weeds or cutting machines is not appropriate due to fragmentation and spread of these pest plants.
from the bottom of water bodies at depth Aquatic Weed Technologies currently undertakes specialised works for SEQ Water at Ewen
Maddock Dam and other sites, due to their specialist local knowledge of those sites.
Community Infrastructure psstPiarnne endear, Peitenee Sraneemerys TP emenivelisenitengsoeiineien [cbisanon anon ee enema
Community Infrastructure Waste Management Mark Rigby & Associates Pty Ltd Updating and expansion of site based management Mark Rigby & Associates have extensive experience with the specific landfill sites and site
plans, for ERA Development approvals. specific management plans for Council's landfills.
Community Infrastructure Waste Management Naskam Security Services Pty Ltd Provider of secure access to CCTV services to Council's Naskam Security Services provides and services the access control and CCTV software and
landfills and Transfer stations. The software and infrastructure at Council's 4 major Landfills. The equipment and software is of a highly specialised
hardware utilised (Indigovision), is specialised. nature.
Community Infrastructure Waste Management O2 Environmental Pty Ltd Development and updating of the landfill stormwater O2 Environmental have conducted extensive background work on sediment settling rates, which
management plans are integral to the effective design of the High Efficiency Sediment basins utilised at landfills.
They have the background modelling and understanding of the site specific stormwater
management plans.
Community Infrastructure Waste Management Parkland Irrigation Pty Ltd Ongoing Supervisory Control and Data Acquisition Parkland Irrigation Pty Ltd provide specialist Supervisory Control and Data Acquisition support to
support for landfill facilities. Council's landfill facilities, monitoring discharge parameters for leachate and storm water.
Community Infrastructure Environmental Services Healthy Waterways Limited Healthy Waterways is a not-for-profit, non-government Healthy Waterways provide a specialised collaborative approach to South East Queensland
organisation that works collaboratively with stakeholders waterway management. As a financial member of the consortium, Council benefit from the finding
across southeast Queensland to improve waterway of the regional waterway health monitoring.
health. The Healthy Waterways network is made up of a
consortium of more than 30 community, industry and
government organisations, providing a range of design,
evaluation, and monitoring services for members.
Community Infrastructure ee reese ee TE —— TO
Community Infrastructure pees emnngenibeney PPreseimomisroneT PReineinatireirerionte nore [ensaton sang resoucss andropdrespone |
Community Infrastructure Asset Planning and Delivery |The Bitzios Family trust VISUM and Vissim transport modelling for current and Development of transportation models is highly specialised. Bitzios Consulting has developed key
(Transport Infrastructure future projects. transport models for Council. Council owns the intellectual property of all of these models,
Management) however utilises Bitzios Consulting to update them as required, due to their specialised
knowledge of the specific models.
Page 189 of 231Section 23
Page 190 of 231
Perewmers Peer framernomane ____[Tenotone_ffenmotorbenieeSepoteg [emenietn
Community Infrastructure Asset Planning and Delivery |Arup Group Limited Specialised engineering advice and transport modelling Development of transportation models is highly specialised. Arup has developed key transport
(Transport Infrastructure models for Council. Council owns the intellectual property of all of these models, however utilises
Management) Arup to update them as required, due to their specialised knowledge of the specific models.
Community Infrastructure Asset Planning and Delivery {Sinclair Knight Merz Pty Ltd EMME Transport modelling for current and future projects. |Development of transportation models is highly specialised. Sinclair Knight Merz has developed
(Transport Infrastructure key transport models for Council. Council owns the intellectual property of all of these models,
Management) however utilises Sinclair Knight Merz to update them as required, due to their specialised
knowledge of the specific models.
Pees Meovemance meta Pee There are four local radio stations - two under Prime Radio QLD, that provide specialised
advertising services to specific markets.
eee ens Terence PRIMO emi PI ee ——————e—e
peeane one Heremense 2 PeumenGenmnecerel ft Prieteatietine ercing series eapecte manets nn On nee APOE SCRA
Peeneens corsmange SPN Tevenouvensene PPro raat NON one a tp Spcaiat oneminosveseoea |
Executive Office Communications and Dr Michael Limerick Drafted first suite of SCC local laws, and continued Dr Michael Limerick drafted the first suite of Council's local laws. Dr Limerick provides highly
Governance services are required with the review of the local laws specialised legal advice on local laws to Council.
Executive Office Communications and Wakefield Robert Sykes Wakefield Sykes Legal services Wakefield Sykes has provided Sunshine Coast Council and the former Noosa Council with legal
Governance services representing a significant bank of confidential background knowledge on a range of
Council matters.
Organisational Services [| NearMap is a photo map and location based media NearMap provide a unique service of high-resolution, hosted aerial imagery, which covers the
company. They create high quality and current photo majority of the Sunshine Coast Region, and is updated on a quarterly basis. This is a low cost,
maps over cities that are updated every month. high value product that is used by many areas of Council.
Page 190 of 231Section 24
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Property & Contracts
9. BOREEN POINT CAMPGROUND MANAGEMENT SERVICE AGREEMENT – TENDER
1314T001
Author Property Officer, Michelle Stirling
Property & Land Management
Index Subject/ Boreen Point Caravan Park – Administration
Attachments 1. Aerial Map Boreen Point Campground
2. Boreen Point Campground Tender 1314T001 - Evaluation Results
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Officer, Property and Land Management to the
Planning & Organisation Committee dated 25 March 2014 and:
A. Award contact 1314T001 to Crimmins Enterprises Pty Ltd for the Boreen Point
Campground Management Service Agreement for an initial three year period commencing
7 April 2014 and expiring 6 April 2017, and
B. Authorise Property and Land Management to exercise future options to extend the contract
for a further two (2) periods by twelve (12) months subject to satisfactory performance.
BACKGROUND INFORMATION
Noosa Shire Council operates three holiday parks which offer a wide variety of unique
experiences for visitors. All holiday parks operate under a management agreement with varying
terms to suit the scale of the operation. Council appoints onsite managers to operate each of the
holiday parks. Contract costs are commission based set at 25% (standardised across the former
Sunshine Coast Regional Council Holiday Parks) of budgeted annual revenue. 25% of any
revenue earned in excess of the annual budget is also provided as a commission incentive for
the onsite managers (payable on the anniversary of the agreement).
The Boreen Point Campgrounds, located at 1 Esplanade Boreen Point on the shores of Lake
Cootharaba is a low scale campground.
In December 2013, the Sunshine Coast Council Holiday Parks Manager entered into a
caretaking agreement with the current managers (Maclean Parks Pty Ltd) due to the original
management company going into liquidation by order of the Federal Court.
The caretaking agreement was an interim arrangement designed to provide business certainty to
holiday park guests, the operators and particularly to the new Noosa Council given the impending
Christmas holidays and commencement of Council from 1 January 2014. The caretaking
agreement was an interim arrangement only, in accordance with the procurement policy and
guidelines.
Page 191 of 231
Section 25
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
REPORT
In January 2014, Noosa Council issued invitations to tender for the management of the Boreen
Point Campgrounds. The tender was advertised through LG Tenderbox (Queensland Wide), the
Noosa News and the Sunshine Coast Daily.
Prospective tenderers were invited to attend an inspection of the campground on Monday 3
February 2013 and were given the opportunity to inspect the facilities, including plant rooms and
the residence. The tender closed on 19 February 2014.
The Boreen Point Management Service Agreement is proposed to be a three year fixed retainer
contract commencing 7 April 2014, paid by fortnightly instalments for the ongoing management
and maintenance of the campgrounds facilities. The total fee applicable for the service is $77,000
per annum (GST exclusive). Each year the management agreement and the budget figures are
indexed by CPI. The successful contractor is required to live in the residence on the campground
site. There are options to extend for an additional two (2) by 12 month periods at Council’s
discretion.
All three tenderers were interviewed on 25 February 2014. They included:
1. Maclean Parks Pty Ltd (Temporary Caretaker);
2. Crimmins Enterprises Pty Ltd; and
3. Coulston Consulting.
The tender submitted by Maclean Parks, scored as the highest tender for the management of the
Boreen Point Camp Ground, before withdrawing. The next highest rated tenderer was Crimmins
Enterprises Pty Ltd, with evaluation criteria being based on track record, methodology, health &
safety and environmental sustainability.
Crimmins Enterprises Pty Ltd have been operating & managing the Noosa Glades Resort in
Tewantin for the past four (4) years, as well as over ten (10) years’ experience in real estate, and
experience in both Tourism & Banking. Crimmins Enterprises Pty Ltd also bring with them
industry experience which is important to ensure business continuity.
Previous Council Consideration
Nil.
Finance & Risk
The current caretaking management are departing the site on 9 April 2014. A familiarisation and
handover process is proposed to take place commencing Monday 7 April when the new
managers commence, which will provide for a degree of business continuity.
Contract costs are commission based set at 25% (standardised across the former Sunshine
Coast Regional Council Holiday Parks) of budgeted annual revenue. 25% of any revenue
earned in excess of the annual budget is also provided as a commission incentive for the onsite
managers (payable on the anniversary of the agreement).
Contract costs of $75,000 are commission based, set at 25% of the proposed annual revenue
budget of $300,000. In addition a $2,000 allowance is provided for cleaning products. The total
contract base cost is $77,000 excluding GST, paid in fortnightly instalments in arrears.
Page 192 of 231
Section 26
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
CONSULTATION
External Consultation - Community & Stakeholder
Onsite Manager, Boreen Point Holiday Parks – Tracey Maclean
Sunshine Coast Council Manager Holiday Parks – Gary Ehsman
Internal Consultation
Interim Director Organisational Services
Procurement
Workplace Health and Safety Officer
Coordinator Property and Land Management
Departments/Sections Consulted:
Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
X Executive Office X Organisational Services
X Communications & Governance X Financial Services
Human Resources ICT
De-amalgamation Coordination X Property & Contracts
Page 193 of 231
Section 27
ATTACHMENT 1
Page 194 of 231
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 2
Page 195 of 231
3 Final Evaluation
| Su ns h ne Coa st Weighted Attribute Evaluation Spreadsheet
Contract No: 13147001
Boreen Point Camp Ground Management Agreement
PRICE
No.|NAME OF TENDERER excl of GST
1 $77,000 Geicciplian: fone So = ord a re
2 $77,000
3 $77,000 The ratings:
A | REN a aS aS |S + 0 (zero) = Unacceptable ~ a fail for that criteria and extreme risk
5S [Ra cep ae ee ee |e eS +20 (twenty) = Very Poor — the content of the submission for that criteria is of a low standard and high risk
6 URS ise aes =e |S ea | + 40 (forty) = Poor — the content of the submission for that criteria is unimpressive and poses a moderate tisk
7 |S ei ee te ae ees ees ee tat + 60 (sixty) = Good — the content of the submission for that criteria is mertable and will need to be monitored if awarded
8 RR aac ee eee I | eee ee ae +80 (eighty) = Very Good - the content of the submission for that criteria is of a high standard and advantageous
9 [CS er areecee Tani get ee oe EC a ie Sl Soap scac ae +100 (one-hundred) = Exceptional — the content of the submission for that criteria is flawless / outstanding and most advant:
10 | ERR ag eee | Pe
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Total Fees (Pc) 0% 3 577,000 $77,000 $77,000
Average Fees (Pav) $........seceseneeeee $77,000 eh s
Price Score 100 100 100
Normalised Price Score (Pn) 100 100 100
Weighted Price Score (Pw)
Total Score of price and non price 97 mT:
elements | =
OTHER DETAILS
Assesment panel member 1 Sarah Hansen
Assesment panel member 2 Clint Irwin
Assesment panel member 3 John McCarron
Assesment panel member 4 Michelle Stirling The Contract Administrator confirms the above weightings
Assesment panel member 5 demonstrate the net result from assessment panel members.
Assesment panel member 6 Dissentions from individual panel members are noted below.
Assesment panel member 7 = ‘
Assesment panel member 8 &
QBSA LICENCE CHECKED (if applicable) Contract Administrator's signature:
Ne
Link to CGC Contract Award Report: htto://scrcintranet/qovpol/procurement/T enders%200ver%20150000tender_templates.doc
Link to draft acceptance letter: http://scrcintranet/govpol/procurement/T enders%200ver%20150000/tender templates.doc
Note: This sheet and the signed assessment sheets of individual assessors must be placed in Council's ECM records system.
17-Jun-2013
Page 195 of 231Section 29
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
10. TRANSFER OF NOOSAVILLE SLIPWAY LEASE – 4 MILL STREET, NOOSAVILLE
Author Property Officer, Michelle Stirling
Property & Land Management
Index ECM/ LEAS13/0033 – 4 Mill Street Slipway
Attachments 1. Locality Map
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by Property Officer, Property and Land Management to the Planning
& Organisation Committee dated 25 March 2014 and approve the transfer of the Noosaville
Slipway sub-lease to Ross Blair and Peta Cave, trading as Noosa River Slipway, and seek
Ministerial consent for the transfer as required under section 322 of the Land Act 1994.
REPORT
The current sub-lessee of the Noosaville Slipway (known as the ‘Mill Street Slipway’) has sold the
business operating from the slipway. The sale is conditional on the sub-lease being transferred to
the new business owner. The lease is not due to expire until the 6th September 2022.
Background
Noosa Council entered into a 20 year lease agreement for 4 Mill Street, Noosaville with the
Department of Natural Resources Management (DNRM) on 1st May 2005. It was agreed (subject
to the Minister’s consent) that Council would sub-lease a part of the land as a slipway, which was
subsequently approved with the sub-lease commencing on 7th September 2007. Noosa River
Services Pty Ltd has operated a boat repair business from the slipway under the sub-lease
arrangement.
In order for Council to consent to the assignment of the lease for the future operation of the
slipway, Property and Land Management (PLM) requested that the current sub-lessee supply
Council with the proposed assignee’s details, and the assignee was required to provide
references and financial information to allow an appropriate evaluation of the assignee’s suitably
to hold the interest or right to sub-lease the slipway. These documents were received and
assessed, with the assignee Ross Blair and Peta Cave, owners of registered business Noosa
River Slipway, deemed suitable to hold the slipway sub-lease.
A deed of assignment is to be executed by the current sub-lessee, the assignee and Council.
Once a Council resolution has been obtained, Ministerial consent is also required prior to
lodgement of the transfer of sub-lease for registration in accordance with section 322 (1) (a) & (b)
of the Land Act 1994.
Page 196 of 231
Section 30
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Previous Council Consideration
Nil.
Finance & Risk
The legal cost involved in the transfer of the lease, even if the transfer fails to eventuate is the
responsibility of the current lessee as consented to in writing on the 20 June 2013.
Should the transfer of the sub-lease not be approved, Council would then be required to go out
for public tender, during which time Council would still need to fund lease costs to DNRM in
addition to any ongoing maintenance costs (at a net cost given no revenue will be recovered).
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Interim Director Organisational Services
Property & Land Management
Departments/Sections Consulted:
Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
Executive Office X Organisational Services
Communications & Governance X Financial Services
Human Resources ICT
De-amalgamation Coordination X Property & Contracts
Page 197 of 231
Section 31
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
Page 198 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
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Page 198 of 231Section 32
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
11. EXPRESSION OF INTEREST FOR LEASE AT 33 RINGTAIL CREEK ROAD, RINGTAIL
CREEK
Author Property Officer, Hayley Jamieson
Property & Land Management
Index LEAS13/0045 – 33 Ringtail Creek Road, Ringtail Creek
Attachments 1. Locality Map
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by Property Officer, Property and Land Management to the Planning
& Organisation Committee dated 25 March 2014 and agree to seek Expressions of Interest (EOI)
for Lease Area A on Lot 1 SP230071 of 33 Ringtail Creek Road, Ringtail Creek.
REPORT
Background Information:
October 1987-Lot 1 RP218418 was created and was at that time owned by Alan Desley
Lennox and Clarence Lennox;
The lot size is 21.02 hectares and the lease area (known as lease area A) is 6665m 2. The
property is zoned Rural;
Council took ownership of this vacant site on the 14th March 1988. Council commenced
quarry operations in 1989;
December 1995 - Council entered into a lease agreement with Allens Asphalt to lease Lot A,
of Lot 1 RP218418 area of 6,665m2 to construct an asphalt batching plant;
A further 5 year lease agreement expiring 30 June 2011 between Allens Asphalt and Council
was formalised September 2009. SCRC went to public tender for the lease of the site in
2011, and Fulton Hogan was awarded the tender. Fulton Hogan subsequently requested a
termination of the lease by mutual agreement. The lease was terminated in September 2013
and the site vacated by Fulton Hogan prior to any commencement of operation of the asphalt
batching plant;
The site is currently vacant.
The purpose of this report is to seek Council approval to call for Expressions of Interest (EOI) for
Lease A on Lot 1 SP230071, 33 Ringtail Creek Road, Ringtail Creek (formally part of the Council
Quarry Site).
Noosa Shire Council (Council) own in freehold 33 Ringtail Creek Road. The site initially operated
as a Council quarry, and part of the site is currently utilised as a Council works storage depot.
Council previously leased the balance (known as Lease area A, of 6,665m2) of the site to an
asphalt production company.
Page 199 of 231
Section 33
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Prior to the termination of the lease in 2011, Council’s annual lease revenue was in excess of
$90K p/a. SCRC went to public tender in early 2011 to award a new 10 year lease for an asphalt
batching plant. The successful tenderer, Fulton Hogan proposed to operate an asphalt batching
plant from the site, however, due to planning constraints under their development application, the
lessee advised that their ability to trade efficiently from the site was adversely impacted. The
lessee and SCRC mutually agreed to terminate the lease in September 2013 and the site is
currently vacant.
Council may not support further use of the site as an asphalt batching plant (or similar uses) as
these uses may not be acceptable for environmental reasons and the negative impact on the
local community. Given that these uses are not desirable it is proposed to test the market via an
EOI’s to seek proposals for a new commercial lease on the site. All applicants must submit a
value for the lease of the site for their proposed use. Council may then call tenders (Council are
not bound to only tender to the submitted EOI entities). The Local Government Regulation 2012,
Section 228 states that a Council resolution is required to invite Expressions of Interest.
It is proposed that an EOI Panel will assess the prospective offers utilising the following criteria:
1. Suitability of the proposed use at the site;
2. Community benefit and fit;
3. Sustainability;
4. Nature of the project; and
5. Proposed lease revenue.
Previous Council Consideration
Nil.
Finance & Risk
If Council chooses to lease area A, an additional revenue stream can be expected due to the site
being vacant without services other than 1,000kVa power transformer.
CONSULTATION
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Interim Director Organisational Services
Coordinator Property & Land Management
Property Officer – Property & Land Management
Works Superintendent – Community Infrastructure
Departments/Sections Consulted:
X Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
X Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
Executive Office X Organisational Services
Communications & Governance X Financial Services
Human Resources ICT
De-amalgamation Coordination X Property & Contracts
Page 200 of 231
Section 34
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
Page 201 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
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Page 201 of 231Section 35
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
EXECUTIVE OFFICE REPORTS
Executive
12. ROADMAP FOR COUNCIL PRIORITIES
Author Chief Executive Officer, Brett de Chastel
Executive Office
Index ECM/ Subject/ Corporate Planning & Subject/ CEO - Governance &
Administration
Attachments 1. Roadmap
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Planning and Organisation
Committee dated 25 March 2014 and adopt the roadmap as a guide for prioritisation of issues
until such time as the Council adopts its first Corporate Plan.
REPORT
The purpose of this report is to bring together the range of issues facing this Council as a new
local government and to endeavour to structure a logical prioritisation around the various issues.
As a de-amalgamating Council, we are obviously in the start-up phase. As expected, there are
many competing priorities in order to successfully establish a new Council. Naturally, we can't do
everything at once but the key is to make sure that we do the right things first to establish a
successful Council.
As Council would be aware, the CEO has been reviewing progress with the de-amalgamation
process, identifying key strategies for the new Council and focusing on establishing a new
Council working culture. In order to create some structure around the many competing priorities,
the CEO has prepared a “roadmap” document which is designed to identify some of the key
priorities under different categories.
A copy of the roadmap is attached to this report.
The roadmap document includes the headings set out below. It is not intended to be a complete
shopping list of every potential project that the Council may need to address. However, it can
provide some direction for Council and staff about what we need to focus on in our early days.
Page 202 of 231
Section 36
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
1. Top Tier Priority Strategies (first 6 months)
These top four issues have been identified as the most critical to get right as we begin our new
local government. The first two issues are related to our community and the second two issues
are related to the organisation. If we get these four issues right, we will be a long way down the
track towards a successful start.
2. Second Tier Priorities
When examined on their own, issues in this list are significant. However, they are not as
significant as the top four issues identified for the first six months. This does not mean that these
issues cannot be advanced until the Council has been established for 6 months. Rather, it
simply identifies that they are not quite as critical as the top four issues. Work has begun on
quite a few of these already.
3. Key Financial Focus
The key financial focus is to ensure that the 2014/15 budget process sets the new Council on a
path to financial sustainability. There is a lot of work to do as part of that budget process
including service reviews of some key areas and review of levies etc. The budget process and
detailed analysis has already begun with staff working to find savings and efficiencies in current
operations.
4. Establishing a New Council
Although not particularly interesting to anyone outside of the Council, there are a significant
number of one-off issues that need to be addressed to establish a functioning local government.
From quite dry governance issues (e.g. establishing an Audit Committee and reviewing Local
Laws) to finalising ICT systems establishment (e.g. Planning Online and telephone system
reporting tools) there is still quite a lot to do to ensure that the back-office type issues are working
well.
5. Finalising the De-amalgamation Process
There are a number of issues to resolve with the Sunshine Coast Regional Council before the
de-amalgamation process can be formally finalised. The most critical one of these is the cash
“true up”. Technical staff from both Councils are working on this process and it is critical that this
be resolved fairly and quickly. The other matters should be finalised relatively soon.
6. “Business as Usual”
What is missing from the roadmap is, of course, all of the usual day to day issues that the
Council needs to deal with. This covers high profile issues (e.g. Kin Kin Quarry, Coles
application, Noosa on Weyba application, local flooding issues, helicopter noise, Tait Duke
Cottage etc) and also day-to-day customer service issues. We are presently receiving up to 700
customer interactions per day dealing with issues such as rates, barking dogs, missed wheelie
bin pick-ups, parking fines etc. These issues are very important to our community and it is critical
that we continue to provide excellent service on these day to day local government issues while
still establishing a new organisation.
Previous Council Consideration
Nil.
Page 203 of 231
Section 37
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Finance & Risk
Nil.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Discussion has been held with both Councillors and the Leadership Team in the development of
the roadmap document.
Departments/Sections Consulted:
X Community Infrastructure X Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
X Executive Office X Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 204 of 231
Section 38
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Page 205 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
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Noosa Council Road Map
Context
e Noosa Council is only a few months old. As expected, there is a lot of work to do in establish a new
functioning Council;
e Our community has high expectations. It also has a strong sense of ownership of its local Council;
e Much of the work to be done in establishing our new Council’s strategies should be focused on our
community — for example, establishing leading community engagement practices;
e At the same time, there is also a lot of work to do internally to wrap up the de-amalgamation process
(e.g. cash split) and to establish a functioning Council (eg new organisation structure, governance
arrangements etc);
e Meanwhile, even if we were not a new Council, we need to focus on day to day service delivery for
our community and addressing all the usual local government issues that arise (eg planning
applications, customer service responses etc);
e This roadmap is intended to provide some prioritisation and direction as we transition through the
Start-up phase of our Council.
The list of issues to address is set out under the following headings:-
Top tier priority strategies
These strategies have been identified as “first cab off the rank” in terms of priority and focus.
Second tier priorities
This is not to say that these strategies are not as important as the others identified in the first category.
They need to be addressed but are not necessarily “first cab off the rank”.
Key financial focus
It is critical that we get the new Council on a sound financial footing from day one. These issues will
make us financially sustainable.
Setting up a new Council
We are a functioning Council but not necessarily a functional Council as yet. There are a lot of “one off”
establishment issues to work through. Most of these are administrative in nature.
Wrapping up the de-amalgamation
There are still issues remaining from the de-amalgamation process which need to be finalised.
Page 205 of 231Section 39
Page 206 of 231
Top Tier Priorities for the first 6 months
- - * Scope - community input into the review process, vision, biosphere
B iosph ere Review management model, implementation.
Commun hay * Scope - improve our online digital presence, explore options to devolve
decision making to our community, build community engagement practices into
=e gageme nt our day-to-day business.
’ ’ ’ — * Scope - 2014/15 budget is tightly managed, develop a new 10 year financial
7 Inancla S U SF) ina e) / hay, forecast, undertake a series of service reviews looking at key areas, meets short
and long term financial sustainability ratios, financial management.
: * Scope - build a new Council culture focused on no bureaucracy, customer
Cou NCI eo e Itu ie service, every dollar counts etc.
Page 206 of 231Section 40
Page 207 of 231
Second Tier Priorities
* Transport Strategy — review progress / network / modal shift / Public Transport
« Asset management plans — review asset conditions and link to financial models
*« Beckmans Road — Demaining Agreement and traffic assessment
* Tourism — review regional model / Tourism Noosa
* Economic strategy - develop a new approach
¢ Rural futures
* Noosa Planning Scheme amendments
* Coastal Erosion Management Plan - significant implications
* SEQ Regional Plan Review - implications for Noosa
* Noosa North Shore netting
* Noosa River Plan - review or renew?
« Waste Management Strategy - including implementation
* Community Grants
*« Community Partnering eg Noosa Waters Association
Page 207 of 231Section 41
Page 208 of 231
Financial Issues
2014/15 Budget Process
* Develop 2014/15 Budget process
*« Develop 2014/15 Capital Works Program
Service Reviews
+ Undertake detailed review of key areas looking at levels of service
+ Focus on development of Asset Management Plans — focus on renewal before new
+ Review financial performance of Council businesses (The J, NAC, NLC, Shopping Centre, Caravan Parks etc)
A
* Review key levies — Public Transport, Hastings Street Streetscape Levy, Environment Levy, Noosa Junction Levy
+ Look at potential levies - eg Beach Restoration levy
Financial Culture
+ Develop better budget reporting for Managers and Councillors
+ Finding every dollar saving in our budgets
« Normalise management salaries following organisation structure adoption
+ Develop 10 year QTC model in new format
* Seek a QTC credit review in 2014/15
Page 208 of 231Section 42
Page 209 of 231
Establishment of the new Council
Governance
+ Audit Committee
¢ Internal Audit function
*« Case Management Working Group
* Council Policies Review Council ie )
+ Local Law Review :
« Standing Orders Review Saab loi d0]g-1
* Staff Delegations Review
+ Disaster Management arrangements
Customer
Human Resource Issues STS ale
« Internal communication (newsletter)
« Workplace Health and Safety Committee
+ industrial Relations Reforms
* New EBA
* Organisation Structure and implementation (new position outlines etc)
* Union/ Employee Consultative Committee Key Establishment Priorities
« Establish a staff Performance Review process
* Management Contracts
SE ede (ot
¢ Planning online
+ Phone system upgrade
* ECM - improve speed and use
* GIS - roll out mapping layers
* Finance 1 - reporting roll out
Page 209 of 231Section 43
Page 210 of 231
Finalising the De-Amalgamation
"Cash T Up" ¢ Finaise split of the balance sheet as at 1 January 2014 with SCRC . Will
oS rue Up determine how much cash is finally transferred from SCRC to Noosa.
Finalise Outstanding * Finalise the three current Transfer Committee disputes that are currently
Bele (es- with the Minister for determination.
Finalise uy eu ¢« Wrap up Transfer Committee as soon as practical.
Oxe)anlaaiatcr=
Finalise
« Assess and publish de-amalgamation costs once process finalised.
De-amalagamation Costs
Page 210 of 231Section 44
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
13. NEW COUNCIL CORPORATE PLAN
Author Chief Executive Officer, Brett de Chastel
Executive Office
Index ECM/ Subject/ Corporate Planning
Attachments Nil.
EXECUTIVE SUMMARY
Council needs to prepare a new Corporate Plan before it adopts the 2014/15 Operational Plan
and Budget. A simplified form of a Corporate Plan is proposed as we “start up” our new Council.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Planning and Organisation
Committee dated 25 March 2014 and commence the process of establishing a new Corporate
Plan for the Noosa Shire Council based on the process and approach outlined in the Chief
Executive Officer’s report.
REPORT
The purpose of this report is to outline a process and approach for the preparation of a new
Corporate Plan for our Council.
1. Legislative Requirements
Up until 2011, Councils were required to have both a Community Plan and a Corporate Plan.
Effectively, a Community Plan was designed to be a vision/series of strategies focused on the
community rather than the Council as an organisation. The Council would then have a Corporate
Plan which outlined how it would assist the community in achieving the vision/strategy. Following
the change of State Government, the requirement for a Community Plan was removed.
This means that the corporate hierarchy for local government’s corporate planning framework is
now as set out below:
Page 211 of 231
Section 45
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
As a result of the de-amalgamation transition provisions, the four de-amalgamating councils were
exempt from the requirement to adopt a Corporate Plan at the time that they adopted their first
Budget and Operational Plan in January. However, this means that our Council will need to have
a new Corporate Plan in place at the same time as or prior to the adoption of the 2014/15 Budget
and Operational Plan.
The relevant requirements of the Local Government Regulation 2012 are as follows:-
Section 165 Preparation of 5-year corporate plan
(1) A local government must prepare a 5-year corporate plan for each period of 5 financial
years.
(2) A local government must adopt its 5-year corporate plan in sufficient time to allow a
budget and annual operational plan, consistent with the corporate plan, to be adopted
for the first financial year that is covered by the plan.
(3) A local government may, by resolution, amend its 5-year corporate plan at any time.
(4) A local government must discharge its responsibilities in a way that is consistent with
its 5-year corporate plan.
Section166 5-year corporate plan contents
A local government’s 5-year corporate plan must—
(a) outline the strategic direction of the local government; and
(b) state the performance indicators for measuring the local government’s progress in
achieving its vision for the future of the local government area;
(c).....
2. About Council Corporate Plans
As Council would be aware, prior to being appointed as CEO, I undertook local government
consulting work across Queensland with a significant amount of that work focused on community
and corporate planning. I make the following observations based on my recent experience:
The bigger and more complex the Corporate Plan, the less effective it is. Those types of
plans are normally put on the shelf and not referred to again.
Councillors can spend a lot of time arguing about the wording of a vision when in reality, they
often all have the same vision but just express it in different ways.
Vision statements or mission statements which use corporate type language do not resonate
with people. Statements such as “We aim to be the most sustainable community……” do not
differentiate the particular place. The best way to explain a vision is to tell a story.
Corporate Plans are seldom read outside of the Council except by other governments or
agencies. Thinking about who will read the Corporate Plan can be a useful starting point
when commencing a process.
Page 212 of 231
Section 46
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Since the abolition of the requirement to have a Community Plan, some councils have
struggled with whether or not a Corporate Plan is a plan for the community or a plan for the
Council or both.
Some of the best Corporate Plans are those that use diagrams and pictures to explain the
priorities rather than just words. Using informal language and smaller documents is more
effective.
3. A suggested approach for developing Noosa Shire Council’s corporate plan
Format/Style
The new Corporate Plan should be a short document which captures the key priorities of the
Council. To some extent, the content would probably mirror some of the issues identified by the
CEO in a separate report to this round of Council Meetings about the road map for future
priorities.
Although a little unusual, it is also suggested that we do not need a new vision. The focus should
be on identifying key priorities. While not setting any defined criteria at this stage, it is envisaged
that a Corporate Plan of four to six pages should be sufficient to capture the key priorities for our
new organisation. Such an approach is more likely to be useful in its practical application.
Timing
A new Corporate Plan needs to be adopted at the same time as or prior to the adoption of the
2014/15 Budget and Operational Plan.
Process
It is suggested that we should be able to finalise the new Corporate Plan in two or three
workshops with Councillors. These can be held in April/May to ensure that the new Corporate
Plan is finalised prior to the adoption of the budget. One issue the Council will need to consider
as part of that process is whether or not to undertake community consultation. There is no
statutory obligation to do so and given that this Corporate Plan is primarily about focusing
priorities for the new organisation rather than establishing a new vision, this does not seem
necessary but that can be reviewed as we work through the process.
Previous Council Consideration
Nil.
Finance & Risk
As this will be done via in house resources, there should be no additional costs except perhaps
for printing costs of the final plan.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Page 213 of 231
Section 47
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Internal Consultation
Consultation has been held with the Leadership Team, Governance Branch and the Chief of Staff
regarding the proposed approach.
Departments/Sections Consulted:
Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
X Executive Office Organisational Services
x Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 214 of 231
Section 48
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
14. EXECUTIVE OFFICE UPDATE
Author Chief of Staff, Debra Iezzi
Executive Office
Index ECM/ Subject/ Internal Departmental Meetings/ Executive Office
Attachments 1. Status update for Executive Office
EXECUTIVE SUMMARY
The purpose of this report is to provide Council with an overview of the operations of the various
functions which make up the Executive Office and to identify achievements, evolving priorities
and issues. As we move to the next stage in the development of the organisation the focus is on
stability and building organisational capacity. The scope of responsibility of the Executive Office
includes Executive Support, Human Resources Management, Governance, Communications and
Community Engagement, and Customer Service.
RECOMMENDATION
That Council note the report by the Chief of Staff to the Planning & Organisation Committee
dated 25 March 2014 providing an update on the operations of the Executive Office as part of
establishing the new Council.
REPORT
The Chief of Staff has responsibility for the performance of the following functions within the
Executive Office interim structure:
Executive Support;
Human Resource Management including Workplace Health & Safetey and Payroll; and
Governance and Communications including Legal Services, Corporate Planning and Risk,
Customer Service, Community Engagement and Sustainability Coordination.
A status report outlining recent achievements, upcoming priorities and issues is contained in
Attachment 1.
In reviewing the operations of the functions, a number of common themes emerge including:
All functions were operationally ready day 1;
The goodwill and commitment of staff;
The need to further develop corporate systems and operational processes;
The need to further consider the level of resources required to meet service standards;
The importance of good customer service and understanding customer expectations; and
How we engage meaningfully with the community.
Page 215 of 231
Section 49
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Previous Council Consideration
Nil.
Finance & Risk
The major risk to service delivery at this time is the current level of resourcing under the interim
structure and managing competing priorities. The attachments to this report identify a number of
risks including:
the need to fill key roles and the capacity of functional areas to meet service delivery
expectations;
the impact of impending Industrial Relations reforms;
the need to stabilise the workforce and plan for the future; and
the need to further develop our business systems and work processes in an innovative and
customer focused way.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Consultation has occurred with staff from each of the functional areas of the Executive Office.
Departments/Sections Consulted:
Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
X Executive Office Organisational Services
X Communications & Governance Financial Services
X Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 216 of 231
Section 50
ATTACHMENT 1
Page 217 of 231
STATUS OVERVIEW FOR COMMUNITY & DEVELOPMENT
FUNCTION RECENT ACHIEVEMENTS UPCOMING PRIORITIES MAJOR ISSUES/
CONSIDERATIONS
Internal Audit o Council endorsement to}]o EO! to for audit committee |o Audit Committee once
(reports directly to CEO) establish the Audit Committee members to be advertised. established will finalise the
and for the provision. of Audit Committee Charter and
internal audit services. o Tender for provision of assess tenders for the
internal audit service to be provision of the intemal audit
advertised in new _ financial service.
year.
Human Resources o Finalisation of employee} o Implementation of new ]o Permanent structure subject
matters associated with permanent — structure and to Council approval.
transfer of employees and the review of all positions and
interim structure. employment arrangements. o Review and evaluation of all
position descriptions to be
o Review of HRIS requirements | o Process for populating new undertaken.
(in progress). structure under development
incl. review and evaluation of | o Co-ordination or recruitment
position descriptions. process for senior leadership
team.
o Implementation of HRIS
o Recruitment process for HR
Manager in progress.
o Current resourcing levels of
the HR team have impacted
on the team’s ability to
progress the development of
the function’s business
systems and processes.
Page 217 of 231Section 51
Page 218 of 231
FUNCTION iO ed a UPCOMING PRIORITIES MAJOR ISSUES/
CONSIDERATIONS
Payroll o Successful implementation of |} o Implementation of an|o Dependant on ICT strategy
new payroll system and timely employee self- service kiosk and implementation plan.
payment of staff. for leave applications, time
sheets, enquiries etc.
Employee assistance o Employee wellbeing has been|o Current contract for the|o Level of service to be
a priority for transferring provision of employee provided to employees will
employees. assistance service ends 30 have a direct bearing on the
June 2014. Tender cost of the service.
documentation to be
developed April 2014.
Employee relations o Successful transfer of staff to} o New local government award] o_ Implications of new award and
Noosa Council without expected to be effective July legislation relating to certified
disputes. 2014. agreements not yet clear.
o Negotiation of a new Certified |o Major structural reform
Agreement (term concludes envisaged with — significant
30 June 2014). implications for Council.
o Review of all positions and
employee entitlements as a
result of the new _ industry
award.
o WH&S Committees | o Training of safety | o Finalisation of recruitment of
established (indoor, outdoor representatives. WH&S Co-ordinator currently
and corporate safety). a term appointment.
o Review of structure of fire
o Review of resourcing wardens, first aid officers,
requirements for safety reps. chief wardens etc.
Undertaken.
o Review and modification of
o Re-initiation of safety official safety documentation.
inspection program.
Page 218 of 231Section 52
Page 219 of 231
FUNCTION RECENT ACHIEVEMENTS UPCOMING PRIORITIES MAJOR ISSUES/
CONSIDERATIONS
o Rehabilitation and pre-]| o Prepare for future LGAQ audit
employment processes against SafePlan.
revised.
o Undertake chemical audit
o Formulation of WH&S Policy across all sites.
and SafePlan.
o Provide in house WH&S
o Transfer and review of WH&S training to personnel.
documentation and records.
o Develop a proposal for an
o Work cover coverage in place. employee wellness program
and _ investigate associated
funding requirements/
opportunities.
oO
Executive Support o Implementation of new BAMM] o Coaching and user training in
reporting system (in the application of the new
progress). system.
Governance o Registers established ie.} o Renewal of Council} o Development of new
delegations, policies. insurances to be undertaken Corporate Plan to be aligned
in June 2014. to budget process.
o Instruments of appointment in
place. o Development of Councils new |o Corporate approach to risk
Corporate Plan and reporting management to be further
o RTI process and procedures process. developed.
established.
o Development of Council's risk
o Review of delegations with a management framework and
focus on planning delegations business continuity planning.
(in progress).
Page 219 of 231Section 53
Page 220 of 231
FUNCTION RECENT ACHIEVEMENTS UPCOMING PRIORITIES MAJOR ISSUES/
CONSIDERATIONS
Customer Service o Review of customer service |o The associated action plan|o Resourcing levels will be
issues (in progress). includes a review of the considered by Council in the
model, call statistical data, determination of the
o Upgrade to the phone system resourcing levels, e business permanent structure and the
(in progress). solutions and customer further analysis of call
service standards incl. statistics and service
development of a Customer standards.
Service Charter.
o The upgrade to the phone
system will increase capacity,
better inform customers and
provide call statistical data
throughout the call process. It
is approx. 60% complete with
implementation early April
2014.
Sustainability Project Officer|o Reviews of Councils |o By ~ Transfer Committee |o The cost benefit of Council's
and Noosa Biosphere participation in the Living decision Noosa Council is involvement in these
Smart Program and Eco Biz committed to be involved in programs is yet to be
Program have commenced. the Living Smart Program until determined.
June 2014.
o Electric car trial project (in| o Potential for advancing
progress). alternative transport options to
be further explored following
outcomes of the trial.
o Review of NBL and|o Implementation strategy | o Council management board to
engagement model (in required including recommend preferred model
progress, undertaken by the identification of desired and approach.
management board with the outcomes and processes.
support of the Executive
Assistant to the Mayor/CEQ).
Page 220 of 231Section 54
Page 221 of 231
FUNCTION RECENT ACHIEVEMENTS UPCOMING PRIORITIES MAJOR ISSUES/
CONSIDERATIONS
Community Engagement and] o Launch of the ‘have yoursay”| o Potential for the nmew]o Resourcing requirements will
Communications initiative to celebrate Noosa’s Democracy foundation to be considered by Council in
independence. work with Council on specific the determination of the
projects to empower the local permanent structure.
community.
o Initial review of Councils} o A working group has been
approach and model for established to review the
community engagement functionality of Council’s
undertaken. internet and initiatives will be
nominated for Council's
o Development of a framework consideration in the 2014/15
and tools for community budget.
engagement (in progress).
o Development of — working
partnerships with the media
including a media plan for
maintaining on-going
relationships with the media.
o Implementation of Council's
branding strategy (in
progress).
Page 221 of 231Section 55
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
15. MEDIA RELATIONS POLICY
Author Chief of Staff, Debra Iezzi
Executive Office
Index ECM/ Subject/ Media and Communications/ External Communications &
Subject/ Governance/ Strategic Policies
Attachments 1. Strategic Policy - Media Relations
EXECUTIVE SUMMARY
The purpose of this report is to gain Council approval to the attached Media Relations Policy
which provides for the effective communication of Council affairs to the public through the media.
RECOMMENDATION
That Council note the report by the Chief of Staff to the Planning & Organisation Committee
dated 25 March 2014 and adopt the Media Relations Policy shown as Attachment 1 to the report.
REPORT
Council has an important relationship with the media. This relationship provides an opportunity to
keep the community informed about Council activities, services and programs, and involve the
community in dialogue about the provision of services and planning for the future.
The purpose of the Media Relations Policy is to provide for effective communication of Council
affairs to the public through the media. The Policy aims to promote positive coverage of Council
affairs that is fair, accurate and reliable.
The Media Policy has the following objectives:
To promote the open exchange of information between Council and the media;
To promote positive media relationships;
To ensure consistency by Councillors and staff in dealing with the media; and
To clearly indicate Council’s authorised spokespersons.
The Policy recognises the Mayor as the official spokesman for Council and provides guidelines to
staff in dealing with the media which are consistent with the Councillor Code of Conduct and the
Local Government Act 2009.
The Councillor Code of Conduct Policy was approved by Council on 13 January 2014 and provides that:
“A Councillor must:
Not communicate with the public or media on behalf of the Council, unless expressly authorised by the
Council to make that communication;
When communicating with the public or the media, make it clear when they are expressing a personal
opinion, and when they are speaking on behalf of Council;
Page 222 of 231
Section 56
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
When communicating with the public or the media to express a personal opinion disagreeing with a
Council resolution, respect the democratic process by first acknowledging that Council resolutions
represent the majority view of Council. “
Previous Council Consideration
Nil.
Finance & Risk
Nil.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The Mayor and Acting Chief Executive Officer (Bruce Davidson) were consulted in the
development of the Policy. The Chief Executive Officer (Brett de Chastel) has also provided
input into the Policy.
Departments/Sections Consulted:
Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
X Executive Office Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
Page 223 of 231
Section 57
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
Page 224 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
ATTACHMENT 1
| NOOSA Council Policy
Keeler MEDIA RELATIONS
Policy Owner and Department: Chief of Staff, Executive Office
POLICY BACKGROUND
The Media Relations policy should be considered as one of several components of a broader and
more strategic future Communications and Community Engagement Policy.
The framing of this broader strategic policy will be critical to the Council in fulfilling its election
platform of being more connected and engaged with its community.
Whilst the broader and more strategic parent policy requires very careful and considered
development in consultation with the Noosa community, the need for the component Media
Relations Policy is urgent and immediate given its impact is from the outset of operations of the
new Council.
The media play a vital role not only in ensuring a two way flow of information, and opinion between
the Council and the community, but also in ensuring Council operations and decision making are
transparent and accountable.
The policy establishes the guidelines for how Council's elected members and staff will interact with
the media. It is designed to ensure that in all dealings with the media, the Council acts in a
professional, coordinated manner and that all statements made and information provided are
accurate, appropriate and timely.
COUNCIL POLICY
Scope
The policy applies to the Mayor, Councillors, staff and relevant applicable external communication
suppliers of the Council and their interaction with the media where their representations,
information or opinions are seen to be officially for and on behalf of the Council.
Media interactions generally include the following activities: providing information via media
releases or statements, letters to the editor, responding to media enquiries over the phone and via
email, interviews or briefings, disclosing information to the media, comments on talkback radio,
addressing a seminar or conference where the media are present.
Media includes television, print, radio, online and social media.
Page 224 of 231Section 58
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Page 225 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Political and Operational Division
The Policy recognises a division in Council responsibility in relation to the media:
e The Mayor and Councillors when specifically authorised by the Mayor are responsible for
media relations that focus on the information relating to community issues and the strategic
policy and deliberative decisions of the Council, often requiring opinion and interpretation (the
political issues); and
e Council staff under the direction of the CEO have the responsibility for media relations and
information relating to the delivery of Council’s agreed programs and services and are
generally limited to providing factual information as distinct from opinion (service delivery
issues).
Guidelines relating to Elected Members
1. The Mayor is the official spokesman for the Council. No other Council personnel may
assume this responsibility unless specifically authorised by the Mayor;
2. Media releases will generally be initiated by the Mayor to deal with matters of
significance/interest from Council meetings, and will usually feature quotes;
3. Elected members who wish to initiate a Council media release must first obtain approval of
the Mayor, and the media release must be authorised by the Mayor prior to release;
4. The quotes featured in media releases will be attributed to the Councillor who has been
associated with the particular issue, alternatively to the Mayor. If the former, the Councillor
will first approve the release, followed by final approval from the Mayor;
5. When Councillors speak to media personnel, they will do so in accordance with the
Councillor Code of Conduct and their ethical and behavioural obligations under the
Queensland Local Government Act 2009; and
6. — All Council media releases will be copied to elected members and selected staff.
Guidelines relating to Staff
1. | Unless exempted by clause 5 below, staff who wish to initiate media releases or contact the
media must obtain approval of the Chief Executive Officer or his delegate, and any contact
with the media shall be coordinated through the Communication Officer;
2. Only staff who are authorised by the CEO may speak to the media in response to queries.
Responses must be limited to matters of fact only;
3. Staff shall not comment about “political” matters to the media, nor express personal opinions;
4. Staff receiving any media enquiries of a political nature or on subjects outside their authority
shall refer the enquiry to the Communication Officer; and
5. Nothing in these guidelines shall prevent staff in the course of their normal work
responsibilities from issuing general promotional material and information relating to the
activities and events for the programs and services under their jurisdiction, and in line with
Noosa Council branding guidelines, however copies should be lodged with the
Communication Officer.
Page 225 of 231Section 59
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Page 226 of 231
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
Administrative Coordination
The Communication Officer shall be responsible for:-
e The coordination of contact with the media;
e The distribution of authorised Media releases;
e Managing and filtering media enquiries;
e Coordinating media interviews;
e Preparing media kits and background material:
e Liaison with appropriate staff to coordinate responses to media issues; and
e Alerting senior management to sensitive or controversial media issues relevant to the
organisation.
Protocols
e Journalists shall be treated respectfully and courteously by Councillors and staff at all times;
e Media responses should always be ‘on the record’;
e Responses shall be truthful and accurate, and avoid speculation, guesswork or personal
opinion;
e Responses must not include disparaging comments about other organisations or individuals;
e Personal or contact details of staff, Councillors or other individuals must not be provided to the
media without prior consent;
e The release of any information shall remain consistent with the Information Privacy Act 2009
and the provisions of the Queensland Local Government Act 2009, in particular, in relation to
Section 171 relating to the use of information by Councillors; and
e Staff shall advise the Communication Officer or the Mayor of likely events, announcements or
issues that may attract media interest, and ensure information provided is accurate.
RELEVANT LEGISLATION
Queensland Local Government Act 2009
Councillor Code of Conduct Policy (adopted 13/01/14)
Version control:
Version Reason/ Trigger Change (Y/N) | Endorsed/ Reviewed by Date
1.0 New Policy Council
Page 226 of 231Section 60
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
16. COUNCILLOR REPRESENTATION ON COUNCIL COMMITTEES AND EXTERNAL
ORGANISATIONS
Author Administration Officer, Kylie Harris
Executive Office
Index ECM/ Subject/ Councillors/Mayor-Governance & Administration
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Administration Officer, Executive to the Planning &
Organisation Committee dated 25 March 2014 and:
A. Establish a Performance Review Committee for the purpose of conducting the annual
performance appraisals of the CEO and Directors, with membership comprising the Mayor
(Chair) and Cr <**>, and the relevant Committee Chairs for the performance appraisals of
the Directors;
B. Appoint Cr Bob Abbot as Chair, and Councillors Noel Playford and Tony Wellington as
Deputy Chairs of the Local Disaster Management Group;
C. Note Council’s membership of the Council of Mayors (SEQ) until 30 June 2014;
D. Appoint Cr Frank Wilkie as Council’s representative on Tourism Noosa; and
E. Appoint Cr Bob Abbot as Council’s representative on the Roads and Transport Alliance.
REPORT
The purpose of this report is to:
1. Establish a Performance Review Committee;
2. Formally endorse the appointment of Councillors to the Disaster Management Committee;
3. Advise of Council’s interim membership of the Council of Mayors (SEQ); and
4. Seek the nomination and endorsement of Councillor representatives to two external
organisations
1. Performance Review Committee
The Employment Contract of Noosa Council’s Chief Executive Officer prescribes that:
The Officer’s performance shall be reviewed annually, no later than one month after each
anniversary of the date of commencement, by a Sub-Committee of the Council appointed for that
purpose comprising the Mayor, and subject to the Mayor’s agreement, at least one Councillor
(‘Performance Review Committee’)
Page 227 of 231
Section 61
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
It is proposed that Council establish a Performance Review Committee to conduct the annual
performance appraisal of the Chief Executive Officer, and to participate with the Chief Executive
Officer in the annual performance appraisal of Council’s Directors (once permanent appointments
have been made).
The Performance Review Committee would be Chaired by the Mayor and membership would
include one other Councillor. It is suggested that the relevant Committee Chair would also
participate in the appraisals of the Directors.
2. Local Disaster Management Group
Under the Disaster Management Act 2009 (Section 29), Local Governments are required to
establish a Local Disaster Management Group to coordinate Council’s disaster management
function. This Group was established during the transfer process to ensure the appropriate
appointments were in place should a disaster event occur within the first few months of the new
Council’s operation.
The following Councillor appointments to this Committee were made by the Transfer Manager:
Cr Bob Abbot – Chair
Cr Noel Playford – Deputy Chair
Cr Tony Wellington – Deputy Chair
This report makes a recommendation which confirms these appointments.
3. Council of Mayors (SEQ)
The Council of Mayors (SEQ) was created by the Mayors of South East Queensland to provide a
vehicle for the Councils of the SEQ region to work together, and to collectively work more
effectively with both State and Federal Governments.
In early February 2014, the Mayor accepted an invitation from the Chairman of the Council of
Mayors (SEQ) for Noosa Council to become a member of their organisation up until 30 June
2014. As a result of discussions during the de-amalgamation period, it was determined that there
would be no membership fee charged to Noosa Council for this financial year.
Membership of the Council of Mayors (SEQ) is restricted to the Mayors of each SEQ Council.
However the Council of Mayors (SEQ) also has in place the following Committees and
Taskforces of which Council may nominate both Councillor and Officer representatives:
Regional Plan and Growth Management Committee;
Infrastructure Committee;
Environment & Sustainability Committee;
Rural Communities Taskforce; and
Planning Reform Taskforce.
Given that Council is yet to determine whether it will continue its membership on the Council of
Mayors (SEQ) beyond 30 June 2014, it is suggested that no Council representatives be
nominated to these groups at this point in time.
Consideration of whether our Council should continue membership of the Council of Mayors
(SEQ) beyond 30 June 2014 can be made during the budget process as the cost/benefit is
considered. If we continue membership, we can populate the Committees and Taskforces as
required.
Page 228 of 231
Section 62
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
4. Tourism Noosa
For many years Tourism Noosa’s Constitution has provided for a Councillor representative on its
Board of Directors. Tourism Noosa have recently written to Council seeking the nomination of
Councillor to attend their meetings to assist in continuing a positive relationship and
communication link between Noosa Council and Tourism Noosa. It is proposed that the
Councillor attend meetings as an observer.
Cr Wilkie has expressed his interest in this role and with the support of the Mayor and CEO, has
attended one Board meeting. It is recommended that Cr Wilkie be formally appointed as Noosa
Council’s representative.
5. Roads and Transport Alliance
The Roads and Transport Alliance has been operating since 2002 and is a cooperative
governance arrangement between the Department of Transport and Main Roads, the Local
Government Association of Queensland and local governments to jointly invest in and manage
the State’s transport infrastructure network at a regional level.
On 24 February 2014, Council received an invitation from the Chair of the Roads and Transport
Alliance Board for Noosa Council to join the Alliance via the Northern SEQ Regional Roads and
Transport Group. An Executive Meeting of the Board was scheduled for 27 February and
Council was requested to have a Councillor representative in attendance at that meeting. Given
the timing issues associated with obtaining a formal Council resolution on the matter, the Mayor
nominated Cr Abbot to attend given his role as Chair of Council’s Infrastructure & Services
Committee.
It is recommended that Cr Abbot be formally appointed as Noosa Council’s representative to the
Alliance.
Previous Council Consideration
For information purposes, since 1 January 2014, Council has made the following Councillor
appointments:
1. Noosa Biosphere Limited Board of Directors – Cr Pardon and Cr Wellington (Ordinary
Meeting, 20 January 2014).
2. Case Management Working Group – Cr Playford and Cr Wilkie (Ordinary Meeting, 6 March
2014)
3. Audit Committee – Cr Playford and Cr Wellington (Ordinary Meeting, 6 March 2014).
Finance & Risk
Nil.
Page 229 of 231
Section 63
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The proposed Councillor nominations have been discussed with both the Mayor and Chief
Executive Officer.
Departments/Sections Consulted:
Community Infrastructure Community & Development
Asset Planning & Delivery Community Services
Civil Operations Planning & Development
Environmental Services Health & Regulatory Services
Waste Management Business Facilitation
Community Resilience & Disaster Management
X Executive Office Organisational Services
Communications & Governance Financial Services
Human Resources ICT
De-amalgamation Coordination Property & Contracts
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Section 64
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 25 MARCH 2014
CLOSED SESSION
Nil.
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