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2017-07-17 General Committee Agenda
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AGENDA
General Committee
Meeting
Monday, 17 July 2017
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Jess Glasgow, Ingrid Jackson,
Joe Jurisevic, Frank Pardon, Brian Stockwell, Tony Wellington
“Noosa Shire – different by nature”
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Full text of the other 36 sections
Section 2
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
ITEMS REFERRED FROM PLANNING & ENVIRONMENT COMMITTEE -
1 DEVELOPMENT APPLICATION FOR MATERIAL CHANGE OF USE FOR
ENTERTAINMENT AND DINING TYPE 2 (RECREATION, AMUSEMENT AND
FITNESS) AT 4/1 RENE STREET, NOOSAVILLE (MCU17/0034)
(Planning & Environment Committee Agenda 11 July 2017, Item 2, Page 13)
Reason for referral – Planning & Environment Committee suggest amendments to
permitted patron numbers and required car parking
2 152006.1999.01 APPLICATION FOR EXTENSION TO THE RELEVANT PERIOD
RELATING TO DEVELOPMENT PERMIT FOR RECONFIGURATION OF A LOT
(52 LOTS & PARK) FOR 191 HOLLETT ROAD, NOOSAVILLE
(Planning & Environment Committee Agenda, 11 July 2017, Item 4, Page 37)
Reason for referral – Awaiting receipt of legal advice
ITEMS REFERRED FROM SERVICES & ORGANISATION COMMITTEE -
3 PROPOSAL BY BOOMERANG ALLIANCE FOR A PLASTIC FREE NOOSA
(Services & Organisation Committee Agenda, 11 July 2017, Item 1, Page 3)
Reason for referral – Requested by Cr Stockwell to investigate the matter further
REPORTS DIRECT TO GENERAL COMMITTEE 3
4 TRANSPORT STRATEGY RESOURCING 3
5 FINANCIAL PERFORMANCE REPORT - JUNE 2017 INTERIM POSITION 5
6 OPERATIONAL PLAN PROGRESS REPORT - 4TH QUARTER 2016-17 14
7 YEAR IN REVIEW 2016-17 27
CLOSED SESSION -
Page 2 of 37
Section 3
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
REPORTS DIRECT TO GENERAL COMMITTEE
4 TRANSPORT STRATEGY RESOURCING
DOCUMENT INFORM AT ION
Author Director Infrastructure Services, Carl Billingham
Infrastructure Services Department
Index ECM/ Branch Management/ Planning & Infrastructure
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Infrastructure Services to the General Committee
Meeting dated 17 July 2017 and adopt changes to Council’s organisational structure that
provides an increase of one Project Manager position for a three year fixed term in the
Infrastructure Planning, Design and Delivery Branch for the purpose of advancing the
implementation of the Transport Strategy.
REPORT
The purpose of this report is to approve the appointment of a Project Manager for the
coordination and implementation of the Transport Strategy adopted by Council on 15 June 2017
Resourcing to deliver the Transport Strategy is critical to the delivery of the five proposed
transport solutions in the next 1-2 years. To date the development of the Transport Strategy has
been managed by a part-time Project Officer.
1. Project Manager
Following an assessment of current workloads, and considering future demands on the existing
staff in the Infrastructure Planning, Design and Delivery Branch it has been identified that an
additional resource will be required to deliver the Transport Strategy.
Position Title Broad Role Tenure
Project Manager Provide project management services 3 year contract position
and guidance across Council
Departments on the Transport Strategy.
The position would be allocated to the Infrastructure Planning, Design and Delivery Branch and
be responsible for the following:
Monitoring progress of inititaives and assessing risks when escalated.
Preparing reports and presentations for Council and the Leadership Team.
Preparing project status reports.
Chairing Internal Working Team meetings and determining meeting frequency.
Assisting and guiding consultants.
Assisting and guiding the Project Officer.
Page 3 of 37
Section 4
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
It is proposed to advertise externally for the position in order to ensure that the role is filled with
an individual who ideally has project management and transport planning experience.
Previous Council Consideration
Ordinary Meeting, 15 June 2017, Item 3, Page 13
That Council note the report by the Project Officer to the Services & Organisation Committee
Meeting dated 6 June 2017, and:
A. Adopt the Transport Strategy 2017-2027, provided at Attachment 1 to the report and
authorise the CEO to make minor changes as necessary;
B. Adopt the amended Transport Policy provided at Attachment 2 to the report; and
C. Request the Chief Executive Officer to report to a future Council meeting with an
Implementation Plan for the Transport Strategy and Transport Policy to ensure that tangible
actions can be undertaken in both the short and medium term following the adoption of the
Transport Strategy and Transport Policy.
Finance & Risk
The funding of this position was discussed at the Transport Strategy Governance & Planning
Workshop with the Leadership Team on 30 June 2017. The position is proposed to be funded
from the Sustainable Transport Levy.
The Transport Strategy is a key document which provides guidance for the next 10 years on
addressing the transport challenges faced in the Noosa Shire. Inadequate resourcing of the
Strategy may result in haphazard responses which may not be aligned to coordinated outcomes
at improving issues of congestion, car parking, public transport and active transport.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Leadership Team
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development X Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 4 of 37
Section 5
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
5 FINANCIAL PERFORMANCE REPORT - JUNE 2017 INTERIM POSITION
DOCUMENT INFORM AT ION
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM / Subject / 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Comprehensive Income
2. Statement of Financial Position
3. Statement of Cash Flows
EXECUTIVE SUMMARY
Performance against current budget for the 2016/17 financial year has resulted in a strong
interim operating surplus of $7.9 million (budget $594k), capital revenues of $11.2 million, and
capital expenditure of $22.1 million including commitments equating to 90% completion. Note
that final year-end revenue and expenditure adjustments are still in progress, with a further report
on 2016/17 financial performance against budget to be provided to Council following the
preparation of the annual report including the financial statements.
YTD Financial Performance Summary to June 2017
Budget Actual Variance Variance
$m $m $m %
Recurrent Revenue $90.4 $93.7 $3.3 3.7%
Recurrent Expense $89.8 $85.9 $3.9 (4.4%)
Operating Position $0.6 $7.9 $7.3
Capital Revenue $6.5 $11.2 $4.7 171.6%
Capital Expenditure $24.6 $18.2 $6.4 26.1%
Financial statements including Statement of Comprehensive Income (profit & loss), Statement of
Financial Position (balance sheet), and Statement of Cash Flows are included as attachments for
information of Council.
Figure 1: Interim Performance Compared to 2016/17 Budget
$100
$90
$80
$70
$60
$50
$40
$30
$20
$10
$-
YTD Budget ($m) YTD Actual ($m)
Operating Revenue Operating Expenditure
Page 5 of 37
Section 6
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
RECOMMENDATION
That Council note the report by the Director Corporate Services to the General Committee
Meeting dated 17 July 2017 providing results of interim 2016/17 financial performance against
budget.
REPORT
Operating Position
Council’s Financial Sustainability Policy requires that an operating surplus be maintained each
year over the life of Council’s ten-year financial plan. An operating surplus is achieved when
operating revenues are greater than operating expenses (including depreciation and interest on
debt). An operating surplus means that the community’s financial capital (with Council as
steward) does not degrade and that sufficient funds are being collected to fund both business as
usual operations and existing asset maintenance and replacement.
Council adopts a conservative approach to forecasting its budget to ensure that any unexpected
financial expenditure shocks during the year can be absorbed. This approach also ensures that
annual rate increases can be effectively managed taking into account community affordability.
This approach is evident with the interim operating surplus position of $7.9 million against the
forecast budget of $594k. This surplus will however reduce once year-end expenditure accruals
are recognised. Operating revenue and expenditure variances against budget are highlighted
below.
Operating Revenue
Council has received 104% ($94 million) of its operating revenue budget ($90 million).
Commentary on each revenue category is provided below:
Rates and Levies – $62.4m (100%) of the annual budget of $62.3m has been earned, with
general rates received for the year above budget by $59k.
Fees and Charges – Fees and charges earned ($5.6m) has exceeded the full year budget
($4.9m). Development related fees ($408k), local law infringements ($137k), property
change of ownership and search fees ($106k), and land use permit fees ($71k) all
exceeded budget. Cemetery fees ($72k) and plumbing fees ($36k) have failed to meet full
year budget targets. It is expected that year-end adjustments for unearned revenue will
reduce the actual fees and charges revenue (not expected to be materially significant).
Interest Received – Revenue received of $4.8m exceeded the full year budget ($4.4
million).
Dividend and Tax – Payments received from Unitywater are in line with budget.
Other Revenue – Other revenue received (sales, services, rental, other) of $11.4m totals
114% of the $10m annual budget. Ringtail Creek product sales ($350k), waste landfill fees
and recyclable sales ($248k), holiday park fees ($237k), Civil Operations recovery from
capital works ($222k), lease revenue ($171k), Noosa Aquatic Centre ($154k), The J ($59k),
local laws SPER fees ($49k), and Noosa Leisure Centre activities ($35k) all outperformed
budget.
Operating Grants, Subsidies and Contributions – Revenues received of $6.3m totals 112%
of the $5.6m full year budget. The additional $700k received relates primarily to 50% of the
2017/18 financial assistance grant paid in June by the Australian government ($1.1 million),
offset by the $480k Translink operating contribution for the electric bus trial no longer
available.
Page 6 of 37
Section 7
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$14.0
$12.0
YTD Budget ($m)
$10.0
YTD Actual ($m)
$8.0
$6.0
$4.0
$2.0
$0.0
Other
Fees
Grants
Dividend
Tax
Interest
Operating Expenditure
Actual operating expenditure is currently 78% of full year budget. Detailed commentary for each
expenditure category appears below:
Employee Costs – Actuals of $28.4m against budget ($28.8m) equates to 99% of budget.
Variances primarily relate to under-expenditure in training costs in addition to capitalisation of
salaries above estimates.
Materials and Services – $37.3m (91%) of the $40.9m budget has been expended. The
$3.6m variance relates to under-expenditure against special levies ($2.0m) and contract
service budgets across a number of areas within Council. Total materials and services
expenditure is expected to increase once accruals are finalised as part of end of financial
year processing.
Finance Costs – Actuals of $2.5m against budget ($2.6m) equates to 95% of budget resulting
from reduced costs for interest on QTC loans ($113k) and bank merchant fees ($22k).
Depreciation Expense – above budget by $89k or 0.5% pending finalisation of year-end asset
capitalisation.
Other Expenses – above budget by $31k or 36% due to additional infringement notices
referred to SPER for collection (recovered once fines are collected).
Page 7 of 37
Section 8
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Figure 3: Operating Expenditure Position by Type
$45
$40
YTD Budget ($m)
$35
YTD Actual ($m)
$30
$25
$20
$15
$10
$5
$0
Finance Costs
Materials
Depreciation
Employees
Other
Capital Revenue
Capital revenue of $11.2m received for the year includes $3.1m of cash contributions from
developers, contributed assets of $5.2m (new infrastructure assets provided as a condition of
development) and together with $2.9m received as grant funding towards capital projects.
Figure 4: Capital Revenue by Type
$6.0
YTD Budget ($m)
$5.0
YTD Actual ($m)
$4.0
$3.0
$2.0
$1.0
$0.0
Contributed assets
Cash contributions
Grants / subsidies
Capital Program
Actual capital expenditure (excluding commitments) is $18.2 million against budget of $24.6
million. Committed expenditure (which includes costs for projects expected to be completed in
July and August 2017) totals a further $4 million bringing the total of actual and committed funds
to $22.1 million (90% of the total program). Total actual capital expenditure will increase once
expenditure accruals are finalised as part of end of financial year processing.
Page 8 of 37
Section 9
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Figure 5: Capital Program Delivery Performance
$30
$25
$20
$15
$10
$5
$0
YTD Budget ($m) YTD Actual / Committed ($m)
Capital works Capital works committed Other capital Other capital committed
Cash Management and Investment Performance
Council funds are currently invested in compliance with Council’s Investment Policy, with 74%
held in highly liquid investments (either held as cash or maturing within 7 days - minimum
required of 10%), and all counterparty thresholds within policy guidelines. Total cash on hand at
the end of June was $68.8 million. Included in this balance are funds held in trust and for
restricted purposes (unexpended levy and grant funds).
Council’s investment portfolio is balanced across a number of agencies, as shown in the graph
on the right. The graph on the left shows the current risk profile using industry credit ratings.
A2 Bendigo
A1 6% Suncorp6%
9% 9%
Westpac
6%
NAB
A1 + 6% QTC
A1 + (QTC)
54%
(Other) 54%
32% CBA
20%
Actual interest revenue for June was $132,432 with a weighted average yield of 2.16% against
the industry benchmark (Bloomberg AusBond Bank Bill Index) of 1.75%.
Previous Council Consideration
Nil
Page 9 of 37
Section 10
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Finance & Risk
Finance – as above
Risk – Council’s strategic risk register includes a number of risks that could impact on ongoing
financial sustainability. Effective budget management and reporting is an important risk mitigation
tool.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development X Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 10 of 37
Section 11
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
ATTACHMENT 1
Page 11 of 37
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
ATTACHMENT 1
Noosa Council
Statement of Comprehensive Income
Interim Position For the Year Ended 30 June 2017
As at 30 June 2017
Current
Budget Actual Annual
2017 YTD Budget
($'000) ($'000) %
Revenue
Recurrent Revenue
Rates, levies and charges 62,324 62,404 100%
Fees and charges 4,884 5,569 114%
Dividend income 1,652 1,652 100%
Interest received 4,415 4,832 109%
Tax equivalents 1,490 1,490 100%
Sale of Goods and Major Services 7,937 8,584 108%
Sale of Contract & Recoverable Works 16 18 110%
Rental & Lease Income 1,261 1,392 110%
Other income 784 1,448 185%
Grants, subsidies, contributions and donations 5,645 6,346 112%
90,409 93,733 104%
Expenses - -
Recurrent Expenses - -
Employee benefits 28,798 28,413 99%
Materials and services 40,902 37,346 91%
Finance costs 2,084 2,457 95%
Depreciation and amortisation 17,445 17,535 101%
Other expenses 86 117 136%
89,814 85,868 96%
Operating Result 594 7,865
Capital Revenue - -
Capital contributions and donations 1,742 8,293 476%
Grants, subsidies, contributions and donations 4,789 2,916 61%
Other capital revenue - -
Total Capital Revenue 6,530 11,208 172%
Page 11 of 37Section 12
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
ATTACHMENT 2
Page 12 of 37
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
ATTACHMENT 2
Noosa Council
Statement of Financial Position
Interim Position For the Year Ended 30 June 2017
As at 30 June 2017
2017 2016
($'000) ($'000)
Current Assets
Cash and cash equivalents 65,459 52,586
Trade and other receivables 6,980 5,946
Inventories 143 156
Other current assets 2,880 2,629
Total Current Assets 75,461 61,317
Non Current Assets -
Trade and other receivables 49,218 49,218
Investments 60,978 60,978
Investment property 4,150 4,150
Property, plant and equipment 910,924 906,665
Intangible assets 3,492 2,614
Total Non Current Assets 1,028,761 1,023,625
Total Assets 1,104,223 1,084,942
Current Liabilities
Trade and other payables 9,411 7,888
Borrowings 3,745 2,932
Provisions 4,197 4,329
Other 478 538
Total Current Liabilities 17,831 15,686
Non Current Liabilities
Borrowings 34,291 35,186
Provisions 9,083 9,083
Total Non Current Liabilities 43,374 44,269
Total Liabilities 61,205 59,955
Net Community Assets 1,043,018 1,024,987
Community Equity -
Asset Revaluation Surplus 24,518 24,518
Shire Capital 999,572 987,373
Current Year Net Earnings 18,928 13,097
Total Community Equity 1,043,018 1,024,987
Page 12 of 37Section 13
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
ATTACHMENT 3
Page 13 of 37
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
ATTACHMENT 3
Noosa Council
Statement of Cash Flows
Interim Position For the Year Ended 30 June 2017
As at 30 June 2017
Actual Actual
2017 2016
$'000 $'000
Cash flows from operating activities
Cash Flows from Operating Activities
Receipts from Customers 76,899 81,274
Payments to Suppliers and Employees (68,287) (68,477)
8,612 12,797
Receipts: -
Investment and Interest Revenue Received 4,832 4,908
Rental Income 1,392 1,227
Non Capital Grants and Contributions 6,346 5,205
Income Tax Equivalent Received 1,490 1,144
Income from Equity Investments 1,652 1,864
Payments:
Interest Expense (270) (955)
Net Cash Inflow/(Outflow) from Operating Activities 24,053 26,190
Cash Flows from Investing Activities
Receipts:
Proceeds of Sale of Property, Plant and Equipment 259 452
Grants, Subsidies, Contributions and Donations 11,208 7,696
Payments:
Payments of Property, Plant and Equipment (21,905) (28,858)
Payments for Intangible Assets (1,171) (202)
Net Cash Inflow/(Outflow) from Investing Activities (11,608) (20,912)
Cash Flows from Financing Activities
Receipts:
Proceeds from Borrowings 2,697 1,360
Payments:
Repayment of Borrowings (2,270) (4,943)
Net Cash Inflow/(Outflow) from Financing Activities 427 (3,583)
Net Increase/(Decrease) in Cash and Cash Equivalents held 12,871 1,695
Cash and Cash Equivalents at the beginning of the financial year 52,586 50,891
Cash and Cash Equivalents at the end of the financial year 65,457 52,586
Page 13 of 37Section 14
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
6 OPERATIONAL PLAN PROGRESS REPORT - 4TH QUARTER 2016-17
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments 1. Operational Plan Progress
2. Key Performance Indicators
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 17 July 2017 providing an update on progress with the implementation of the Operational
Plan to 30 June 2017 and details of Council’s Key Performance Indicators.
REPORT
As usual, this quarterly report is in two parts. The first part provides Council with an overview of
progress in implementing the annual Operational Plan. The second part focuses on the Key
Performance Indicators (KPIs) which are reported to Council on a quarterly basis.
This report relates to the final quarter of the 2016/17 financial year.
1 OPERATIONAL PLAN UPDATE
Only the major initiatives are included in the Operational Plan with day to day “business as usual”
activities included in Branch Plans.
The Branch Plans are being used by Managers to manage day to day activities. They are an
effective tool for ensuring that all of the “business as usual” activities are undertaken and that any
minor projects are followed through. They are reported to Council by Directors on a quarterly
basis.
Details of each Operational Plan project is set out in Attachment 1 with an assessment of
whether the issue in completed, on target or behind schedule. Comments are also provided for
the information of Councillors about the status of each issue. It is important to note that this is
“as at 30 June 2017” i.e. the end of the fourth quarter.
There were 30 initiatives in the 2016/17 Operational Plan. Many of these initiatives span several
years. Examples include the implementation of the Local Economic Plan, the Peregian Digital
Hub project, Waste Contract implementation, Social Plan etc.
The status of our Operational Plan projects is:
Not started: 0
Behind Schedule: 6 (not been completed by 30 June – details below)
On track: 14 (including multiyear projects)
Completed: 10
Page 14 of 37
Section 15
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
The projects which are not complete as at 30 June are as follows:
Ernest Street and Hilton Terrace Upgrade – originally programed for 2016/17, this project was
delayed due to the need to undertake additional drainage work in the locality and the need to
negotiate a transfer of land at the north western side of the intersection. This project is now
part of the 2017/18 capital works program.
Signage Audit, education and compliance program – the audit of footpath trading has been
undertaken and completed. The signage audit has been completed for most areas with only
Noosa Junction and the Noosaville Industrial estate to go. This should be completed soon.
Development of Bushland Reserve Plans – Twelve Reserve management plans have been
completed, sixteen are in final draft stage and two are in first draft stage. These should all be
completed in the next month or so.
Park Road Boardwalk upgrade project – After undertaking a tender process, Council did not
award the tender as none were suitable. The Council has deferred this project to 2017/18
and is commencing an EOI process to test the contractor market.
Implementation of the Asset Management Roadmap – While significant work has been done
with staff training, asset condition reports and adding additional resources into the asset
management team, we have not yet converted that into detailed asset management plans for
our various asset classes. That is a key focus area for our new Director Infrastructure
Services.
Development of sustainability measures aligned with Council’s adopted Sustainability
Principles – While some draft indicators have been developed, we will hold finalisation of this
project until our new Director Environment and Sustainable Development commences.
The table below highlights some specific Operational Plan issues that may be of interest to
Council.
Initiatives Comment
Electric Bus Trial Council has determined to discontinue the Electric Bus trial
due to concerns about the ability to successfully deliver the
project on time and with the degree of project risk anticipated
due to new technology.
Rufous Street Project The tender for civil works is all but completed and the
construction of the digital hub building has commenced. There
is still no announcement on the Building Better Regions
Funding application via the Commonwealth Government for
future funding. Tenders have also been called for the
management of the digital hub component of the building.
Noosa Transport Strategy Council has now adopted its Transport Policy and Strategy and
is working on implementation plans.
Development of the new Drafting is now well underway. A series of Councillor
Planning Scheme workshops are also underway together with more targeted
community consultation.
Waste tender and Contract Work is well underway to prepare for the introduction of the
new contract including the introduction of green waste bins.
This is a significant project and is important to ensure that the
implementation goes smoothly from an operational
perspective.
Page 15 of 37
Section 16
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Initiatives Comment
Implementation of the Local A #NoosaConnects digital networking night was successfully
Economic Plan held on 19 April showcasing internet provider options. There is
also considerable ongoing support for the Innovate Noosa
initiative and a successful Entrepreneurship event was held in
June in conjunction with RDA.
Digital Strategy A Digital Strategy has been developed by the CEO (following
significant internal consultation) for the organisation. This is
focused on how the Council can improve efficiency through
digital opportunities for our operations and also how we can
interact more easily with our community using digital
technology.
Implementation of the Social The Community Round Table continues to meet and is focused
Strategy on the Johns Landing Project. The Sport and Recreation Plan
is in draft format ready for the second round of consultation. A
separate report on the implementation of the Social Strategy is
on this round of Council meetings.
2 KEY PERFORMANCE INDICATORS
As Council would be aware, KPIs were first developed for our organisation at the beginning of
2014/15. Approximately 30 management KPIs were developed and these are reviewed on a
monthly basis by the Leadership Team. Approximately 15 of those KPIs are reported to Council
on a quarterly basis. They are also reported to the Audit & Risk Committee in detail at each
Audit & Risk Committee meeting.
As far as the CEO is aware, we are one of the few Councils in Queensland to make this KPI
information available to the public via “non-confidential” reports. The KPIs are included in
Attachment 2.
The key issues arising from an assessment of the KPIs for the second quarter are as follows:
Our People
Our WH&S performance continues to improve markedly. We are currently undertaking an
internal self-assessment of our compliance with our Safe Plan and that review should be
finished in the next few weeks. An independent external audit will be undertaken in
approximately 6 months.
This time last year, our claim and incident statistics were significantly worse than our local
government peers. We are now significantly better than our industry peers with our actual
performance and the number of days lost from WH&S incidents now negligible. Due to the
lag effect, it will take a year or two until we see a reduction in our WH&S premiums.
Our staff turnover rate continues to decline with our annualised turnover now below the
State average for Councils of our size.
Our Customers
The total number of customer requests received by Council remains on an upward trend in
the long term. The number of monthly telephone requests remains at around 1,700 which
is 300 or so more than previous years. This trend is not unique to Noosa Council.
Page 16 of 37
Section 17
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
The average wait time for our customers when phoning Council continues to improve over
the long term with our new phone software system for frontline staff helping with the
efficiency of delivering service. The statistics for May and June are excellent with response
times to answering calls exceeding expectations.
Our Finances
Our financial KPIs measure solvency, investment performance and outstanding rates. All
of these KPIs continue to be on track. Rate arrears continue to follow the 6 monthly cycle
of issue and collection.
Council receives a financial performance report at the end of each month which provides a
more detailed analysis of Council’s financial position. Council receives a detailed report on
Capital Works progress every quarter.
Our Systems and Processes
Requests for services which are lodged electronically (as a percentage of total requests)
are hovering around 25%. This includes both the web based option and the use of Snap,
Send, Solve. The goal is to get to 40%.
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The details of each of the Operational Plan activities have been provided by relevant
Departments.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development Financial Services
X Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 17 of 37
Section 18
ATTACHMENT 1
Page 18 of 37
OPERATIONAL PLAN 2016-17 PROGRESS REPORT ATTACHMENT 1
WORKING IN PARTNERSHIP WITH OUR COMMUNITY
No. Project Responsibility Te) SETS
1 Electric Bus trial in conjunction with Translink Director Planning & Infrastructure Electric bus trial cancelled due to concerns about whether the trial could be successfully undertaken from an Completed 8
operational perspective.
2 Implementation of Local Economic Plan Senior Economic Development Officer Delivered innovation programs, Noosa Connect event, business information publications, supported On track as a 8
establishment of Innovate Noosa and tendered for Management services for the Peregian Beach Digital Hub. multi year
On going and extensive client management. project
3. Implementation of Social Strategy Community Development Coordinator 12 month review being reported to Council in July 2017. Progress of key initiatives include: On track as a @
- Sport and Active Recreation Plan - Draft completed, available for public consultation once endorsed by multi year
Council; project
- Funding for Difficult to Locate Sports Plan sourced (study will be a partnership with Gympie, Sunshine Coast
Councils and State Government);
- Arts and Culture Plan - Consultation phase underway by Libraries and Galleries;
- Volunteers - A ‘Changing Face of Volunteering’ Forum was held in National Volunteers Week;
- Grow Your Arts - Quarterly newsletter now in place;
- Strategic Planning - one-on-one sessions held with 6 community groups;
- Heart Week - first aid training provided to 60 volunteers;
- Johns Landing - Community Roundtable established, Land purchased, Stephen Kelly appointed as project
officer;
- Noosa Youth Network and Northern Sunshine Coast Network formed and functioning; and
- Tait Duke Community Cottage officially opened and leased signed with Rotary Club of Noosa Heads.
4 Implementation of Transport Strategy Infrastructure Planning & Design Manager Transport Strategy and Transport Policy adopted by Council on 15 June 2017. Implementation phase has Completed eo
commenced.
5 Implementation of Waste Reduction and Recycling Plan Waste & Environmental Health Manager Significant media coverage and new initiatives have been commenced, many of which are ongoing after the Completed @
finalisation of the Waste Management Contract. Council has been advised that staff will be pursuing a
composting approval to facilitate addition of food waste to the garden waste bins after they are rolled out in
September 2017.
6 Waterways Protection - Inspection and Education Program Waste & Environmental Health Manager Investigation of over 130 premises through out the Shire shows that a large percentage were deficient in Completed @
compliance with the Environmental Protection Act. A report on the findings has been compiled and is tabled for
presentation in the July round of Council meetings.
SETTING POLICY AND STRATEGY
No. Project Responsibility ee) ETE
1 Development of new Corporate Plan Chief Executive Officer Corporate Plan adopted by Council in January 2017. Completed @
2 Development of new Planning Scheme Planning Scheme Project Manager Drafting of the new Plan has been the priority for 3 Strategic Planners and is progressing well. Several On track as a 8
projects continue though these are declining in number. multi year
- Car parking study procurement process commencing. project
- Urban design consultants (Tract) have been commissioned, including a local architect.
- Councillor workshops continue.
- Community engagement was focused on the Business Advisory Group and Professional Advisory Group with
individual meetings scheduled with some groups.
3 Development of Digital Transformation Strategy Chief Executive Officer An organisational Digital Strategy has been developed. Completed @
4 Implementation of Heritage Levy Strategy Director Community Services - Third heritage reference group meeting held in June 2017. On track asa @
- "Wake up Sunshine" Social History exhibition to celebrate the 50th anniversary of the naming of the Sunshine multi year
Coast opened 15 June 2017. project
- Tait Duke Cottage restoration works completed with an official opening on 7 June 2017.
- Restoration works on the Boiler House at the Lower Mill Site Cooroy completed
5 Management of Noosa River Environment Officer (Rivers & Coast) A meeting has been held with the State Government to further Council's position. The Noosa River Plan is On track as a @
being reviewed and updated. The old River Plan actions have now been reviewed and the new River Plan is multi year
being drafted, along with a Project Plan. project
Page 18 of 37Section 19
Page 19 of 37
QUALITY SERVICE DELIVERY
No. Project Responsibility eer EES
1 Delivery of Capital Works Program on time and within budget Director Planning & Infrastructure A separate report will be provided to Council on the 2016/17 Capital Works Program. Completed @
2 Emest Street and Hilton Terrace intersection upgrade Infrastructure Planning & Design Manager Consultant is revising intersection layout and advising Council about additional land resumption to aid with Behind Schedule Oo
development negotiations. Hydraulic modelling 90% complete and pavement design underway.
3 Delivery of Customer Satisfaction Survey Executive Manager Community Satisfaction Survey undertaken in April-May 2017. Report to be presented to August round of Completed 8
Council meetings.
4 Waste Tender and Contract Waste & Environmental Health Manager Contract signed, mobilisation plan well underway and Garden Waste Recycling Service Policy being reported On track asa 8
to Council in April 2017. multi year
project
5 Implementation of Council's preferred option of a one stop Executive Manager Conceptual design options finalised and discussed with Councillors. Customer service centre design to be On track asa 8
Customer Service Centre incorporated in the development of a Master Plan for the Tewantin Administration Building, as approved in the multi year
2017/18 Capital Works Budget. project
6 Signage audit, education and compliance program Planning & Environment Manager Signage audit has been completed for the Tewantin and Sunshine Beach. Currently auditing Noosa Junction Behind Schedule @
and then the Noosaville industrial estate.
7 Footpath trading audit, education and compliance program Property & Facilities Manager Program completed. Completed o
LOOKING AFTER COMMUNITY ASSETS
No. Project Responsibility eer EES
1 Development of Noosaville Foreshore Management Plan Property Manager Initial consultation completed. Consultation outcomes and options to be assessed and discussed with Council. On track as a o
multi year
project
2 Development of Bushland Reserve Plans Parks & Natural Areas Coordinator The Bushland Reserve Management Strategy draft is completed and under review. Twelve Reserve Behind Schedule @
Management Plans are complete, sixteen are in final draft and two are in first draft. The second workshop on
the plans with Councillors was cancelled and will be managed at an operational level. All plans should be
completed within the next month.
3 Rufous Street Project Director Community Services Rufous St civil works slightly behind schedule being 85% completed at the end of June 2017. Hutchinson On track asa 8
Builders took control of the Digital Hub construction site in June and received Building Development approval multi year
for the construction of the Digital Hub building on the 27 June 2017. Preparatory works on the new car park project
beside the Digital Hub have commenced. Tenders for management of the Digital Hub closed 4 July 2017.
4 Progress Beckmans Road upgrade Director Planning & Infrastructure Department of Transport and Main Roads have provided traffic data which is being reviewed by Infrastructure On track asa o
Planning, Design & Delivery. multi year
project
5 Library collection upgrade Libraries & Galleries Manager Additional e-titles and hard copies purchased, discovery layer resource options being scoped, a reporting Completed @
mechanism for collating usage data for digital resources developed. Loans of e-books have increased
significantly. Ongoing project.
6 Noosa North Shore Campground redevelopment Executive Officer Landcare have worked on site since February 2017 removing weeds and undertaking vegetation rehabilitation On track as a @
works. The Material Change of Use (MCU) application is well advanced and will be reported to the August multi year
2017 round of Council meetings. Detailed design is underway with works still scheduled to commence post project
Easter 2018.
7 Park Road Boardwalk upgrade project Infrastructure Planning & Design Manager Following an extensive tender evaluation process it was found that no tender was deemed suitable to provide Behind Schedule @
an acceptable option for Council to enter into a contract. Report being presented to Council in July 2017 to
commence EOI process.
Page 19 of 37Section 20
Page 20 of 37
A SUSTAINABLE COUNCIL
No. Project Responsibility Update Status
1 Development of sustainability measures aligned with Council's Executive Manager The development of sustainability measures will progress following the formulation of action plans for major Behind Schedule @
adopted Sustainability Principles strategies currently under development. Draft indicators have been prepared and will be further reviewed by
the internal Working Group. Given the newly adopted organisational structure, consideration will also be given
to the membership of the group going forward particularly in relation to the environment.
2 Implementation of Emission Reduction Policy Executive Manager Zero Emissions Noosa Organisational Strategy Action Plan is under development. An energy audit of nine On track asa @
major Council buildings has been undertaken to assist in determining priorities, resource allocations and multi year
energy efficient options. A new temporary Project Officer has been appointed to develop the Action Plan and project
progress the implementation of the strategy.
3. Implementation of ICT Roadmap Director Corporate Services Cloud transition completed. Eplan project has commenced (authoring of new Noosa Plan). Internal Technology On track as a @
One mapping system completed. Cl anywhere project for Property and Compliance and Core Enterprise suite multi year
commencing (two year project). project
4 Implementation of Workplace Health & Safety Action Plan Human Resources Manager The two year Workplace Health & Safety Plan has been broken down into detailed Monthly Action Plans. All On track as a @
responsible staff have been trained in their responsibilities and actions are all being completed under the multi year
supervision of the Leadership Team. The Monthly Action Plan and associated Rectifications (RAPs) are visible project
on the intranet and discussed at each Leadership Team meeting. 100% of actions have been completed and
verified. Workplace Health & Safety policies are in place.
5 Implementation of Asset Management Roadmap Asset Planning Coordinator Asset management policy finalised, framework is well established with working groups in place, including Behind Schedule @
stormwater and roads. Over 100 staff attended asset management awareness sessions with Infrastructure
Services staff.
Page 20 of 37Section 21
ATTACHMENT 2
Page 21 of 37
ORGANISATIONAL PERFORMANCE REPORTING ATTACHMENT 2
OUR PEOPLE
Measure Measure
Average Lost time injury duration Council % of LGW
Purpose Purpose
Safety of the workplace Safety of the workplace
35 3% +-------------------------- 2-2-2 2 22 2 oe 2 === -
re Ae.
25 s *
‘5 fT \ /
i—G
10 1%
| Mee BREE
SX tr gt Fs KK SF GP 0% 2014/15 2015/16 2016/17 2017/18
Comment Comment
Duration is defined as the average days lost per lost time injury. The formula is No. of
work days lost / No. of lost time injuries.
Measure Measure
Personal leave total days x month Accrued Annual Leave weeks (median
Purpose Purpose
Low levels of sick leave can equate to high morale and vice versa Potential financial burden if accrued leave is not taken and risk of staff burnout
500 6
4oo |-=2**"s 5
Ly
300 “geese ett eaae 4
oe oo Ae
ee ee 2
0 PERE REEREEE :
Sw os oF wt oF Ww SF yh ah WH ye S pw gt & wt go wo & S ey?
\ 0
ld Sick leave <5 days (cd Carer's leave <5 days lm Personal leave >5 days Y oe w ¥ < ye cS y
cme 2015/16 meeee 2014/15
Comment Comment
June - 2 employees took in excess of 5 days personal leave for the month (sick leave). 23 staff members currently have a leave balance in excess of 8 weeks which is an
increase from May
Page 21 of 37
2014/15 data is shown by dotted purple line. 2015/16 data is shown by black lineSection 22
Page 22 of 37
Measure
Staff turnover rate as percentage of establishment level
To track staff turnover over time and identify trends
6%
4%
/ 7 i Bo]
0%
Sept Dec March June
Comment
2016/17 annual figure is 8.9%
2015/16 annual figure is 13%
2014/15 annual figure is 11%
Annual average for category 4 Councils (2014) is 10.6%
Data recorded on a quarterly basis.
2014/15 data is shown by dotted purple line. 2015/16 data is shown by black line
Page 22 of 37Section 23
Page 23 of 37
OUR CUSTOMERS
Measure Measure
Number of requests received x month % of requests completed within target date x month
Purpose Purpose
Level of customer demand & whether service levels appropriate Indicator of whether service levels are satisfactory
2000 100%
co | eo
er.
41000 “a r a a 60% aA ee “Zt
1250 “ -
al | i f |
oe ew oe I a i
PEER ERE EERE EE GE 20%
July Aug Sept Oct Nov Dec Jan Feb March April May June | 1 i] | i j i | ] 7 7 7
0%
w All others @ Local Laws uw Parks :
& Waste Management = Works Operations @ Environmental Health 1 i OGL SE Nee Eee se EE eh A ey
Comment Comment
Categories show the 'Work Groups' that on average receive the highest number of
requests each month.
Measure Measure
Average seconds of "wait" time in phone queue % of planning applications decided within 20 business days
Purpose Purpose
Service timeliness / capacity to respond Service timeliness
= . 80%
ge? *% Z . %
as® *e, e *e, Z ¢ 60%
o « 2.
60 . 2. .
"ey 40%
= r 20%
0 0%
x st Ny April May June
Ry) o So es <& s >) Re
3 * & . & we ¥ w s @MCU Reconfiguration mw Op Works wOp Works (Veg) #PBA RAP wTotal
Comment
Page 23 of 37
2014/15 data is shown by dotted purple line. 2015/16 data is shown by black lineSection 24
Page 24 of 37
% of building information requests completed within 10 day statutory [Average processing time 20 day plumbing applications
time frame
Service timeliness Level of activity & service
20
100% ae oe = zB,
i} 1
~~ eee 7 f
BEEEEEEEEEE
July Aug Sept Oct Nov Dec Jan Feb March April May June * ag se “ & ¥ < we wf we se
0% rood &
Comment Comment
2014/15 data is shown by dotted purple line. 2015/16 data is shown by black line
Page 24 of 37Section 25
Page 25 of 37
OUR FINANCES
Measure Measure
Investment return 0.25% above benchmark (UBS Bank Bill index) Rate arrears ratio <5%
Purpose Purpose
Performance of invested ratepayer funds Measures the efficiency of Council's collection of rates and charges
1.0% 15%
0.8%
a %e
® “gp ane 10%
0.6% = a
wi. 5 ~ .- iS os | * on
~ Tit iowe. ee ”
0.2% | ia | = -
0.0% Ss tT rvs KY £ C FC HS YY Y
July Aug Sept Oct Nov Dec Jan Feb March April May June * sf = w e v Ss
y y < >
Comment Comment
Measure
Working capital ratio > 2 (times)
Purpose
Measures Council's ongoing solvency
10
8
6 - ™ ae
ih ne e Pee * ;
4 £ 1 q e x Fl 2 | ae:
0
si O \
i p® ot oF wt of oi F FF W ys?
Comment
2014/15 data is shown by dotted purple line. 2015/16 data is shown by black line Page 25 of 37Section 26
Page 26 of 37
OUR SYSTEMS & PROCESSES
otrequeets sets forearvios tatwers Indeed vlecroncaly | ®% of payments made electronically
Identify growth of nine services ] Identity growth of online services ,
P P.
40% 100%
90%
50% sow Lit Te et et a a at at
vox Le
cow Lo
20% Tl ae re cow Lo et ee
oie eae eee eee
10% “Sl GBHBHBRHBHEHEEHEHEHESE SE
vow Le eT
0% om Le ee
July Aug Sept Oct Nov Dec Jan Feb March April May June onal a a n | ii | i ri i it a
wE requests Email (incl. requests via mobile applications) July Aug Sept Oct Nov Dec Jan Feb March April May June
Comment Comment
Note: 2015/16 data excludes requests received via email (including via mobile This KPI includes all payments made to Council via electronic means (including BPAY,
applications) direct debit, via Council's website, at Australia Post outlets etc)
2014/15 data is shown by dotted purple line. 2015/16 data is shown by black line
Page 26 of 37Section 27
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
7 YEAR IN REVIEW 2016-17
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments Nil
EXECUTIVE SUMMARY
This report details key issues that Council has dealt with during the 2016/17 financial year (the
first full financial year of the 2016 elected Council) in the context of our five Corporate Plan
themes. It is only when a report such as this is prepared that we realise how much has actually
been done in the last 12 months. The scale, scope and diversity of subject matter addressed by
Council during the last 12 months speaks for itself.
Council could not have achieved so much without the effort of our staff who have gone “above
and beyond” to deliver services to our community and I would like to take the opportunity to
recognise the great work by our Mayor, Councillors and our staff during 2016/17.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 17 July 2017 providing a review of Council’s progress in the 2016/17 financial year towards
achieving the priorities set out in the Council’s Corporate Plan.
REPORT
Pursuant to the Local Government Act, the CEO is required to provide Council with an annual
report identifying the progress made towards the achievement of Council’s long term objectives
as set out in the Corporate Plan. Even if this was not a statutory requirement, it would still be a
useful process to review progress in a financial year. A report was provided to Council in July
2016 which straddled two terms of Council given the March 2016 election. This report covers the
2016/17 financial year which is the first full financial year following the March 2016 election.
A separate report has been provided to Council covering the progress of the Operational Plan,
and details of Key Performance Indicators (KPIs) for the April to June 2017 quarter. This report
is designed to look at longer term progress at a Corporate Plan level. It provides an opportunity
to pause from the day to day minutia and to consider what we have achieved in the last 12
months.
The other differentiating factor of this annual review is that it is the first undertaken since Council
adopted its new Corporate Plan. As such, the 2016/17 year reflects a period of transition from
our first Corporate Plan to our second Corporate Plan. One of the highlights of the year was the
establishment of a long-term strategic direction as set out in the new Corporate Plan 2017 –
2037.
Page 27 of 37
Section 28
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
The new Corporate Plan sets out five key themes, namely:
1. The Noosa Environment
2. The Noosa Community
3. The Noosa Economy
4. Long-Term Planning for Noosa Shire
5. Excellence as a Council
This review of the last 12 months will be made against these five themes.
2016/17 – A Year in Review
Corporate Plan Theme 1: The Noosa Environment
“Our environment is protected, enhanced and valued by the community”
Key achievements as we work towards our long term goal include:
Council committed to a three-year agreement to remain part of the Healthy Waterways
Program.
Council reviewed its management approach to the Noosa River and has committed to refresh
and rewrite the Noosa River Plan with an expanded focus on river catchment areas. The
revised Noosa River Plan is currently being drafted.
Council adopted the Noosa Shire Koala Conservation Plan in July 2016. A further report to
Council on actions to implement the Plan will be provided in due course as requested during
the recent budget meetings.
Council undertook an audit of waste water facilities in Cooran. Cooran is not serviced by a
sewerage system and accordingly, residential properties use on site waste water facilities
and an audit was undertaken to determine the level of compliance from an environmental
protection and health perspective.
Council adopted the Noosa Parklands Park Management Plan following significant
consultation with local residents. Staff are currently working to develop a suite of other
management plans for other bushland reserve areas within the Shire. Those plans are
substantially complete.
Council made a submission to the State government on the green paper on Fisheries
Management Reform. Council has also made a number of direct representations to the
Minister on this topic.
Council has adopted its Zero Emissions Strategy focused on eliminating our organisation’s
emissions by 2026. This was a major initiative of Mayor Wellington and work has been
undertaken in 2016/17 to establish the baseline level of emissions (which have been recently
re-calculated). A major report has just been finalised by ERM in relation to the energy use of
9 of Council’s largest energy producing sites to identify which energy efficiency projects
should be undertaken in the first instance to both reduce costs and emissions.
Council adopted a new street sweeping contract (using the firm Environmental Waste Water
Catchment Services) which has resulted in an increased length of roads being serviced by
the street sweeper. This reduces the amount of rubbish going into drains and waterways.
Stage 2 of the Munna Point foreshore revitalisation project has been implemented with the
aim of reducing environmental damage to Munna Point from erosion. While it is too early to
tell whether the geo-textile bags approach has been successful, early indications are positive.
In December 2016, Council adopted the Noosa Biodiversity Assessment Report. This report
is an important input into our Council’s new Planning Scheme and also acts as a benchmark
for future assessment of biodiversity across the Shire. The report will also be useful as part of
the 10 year renewal application for the Noosa Biosphere Reserve.
Page 28 of 37
Section 29
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
In one of the largest contracts our Council has entered into, Council awarded a new waste
management contract to Cleanaway for the period 2017 - 2024 at an approximate cost of $46
million. This contract covers the collection, disposal and recycling operations for the Eumundi
Road Waste Recovery Centre and includes the introduction of a green waste recycling bin
which will reduce green waste being buried in the landfill, thus significantly reducing methane
gas.
Council was successful in receiving a grant (managed by the Local Government Association
of Queensland) for the development of a Climate Hazard Adaption Plan. A Project Officer has
been appointed and work is currently underway to develop both a Climate Hazard Adaption
Plan (year one) and a Climate Change Adaption Plan (year two).
Council entered into a Memorandum of Understanding with Healthy Waterways and
Catchments for the ongoing “Land for Wildlife” program. This program helps support property
owners who care for their land to encourage environmental protections.
Council undertook an environmental clean-up of asbestos which was dumped illegally on
Walter Hay Drive.
A systematic inspection of our industrial areas has been undertaken to identify any issues
with run-off etc to local waterways. The detailed report has identified some key areas for
improvement and the Council will be considering the option of introducing a licencing regime
under our local laws.
The Waste Reduction and Recycling Plan has been rolled out in 2016/17. This included
significant media coverage and school education sessions.
Council has entered into a contract for the purchase of Johns Landing (approximately 50 ha)
in order to undertake the long-term protection of important environmental land on the Noosa
River. Council is also working with the current owner of the property to assist with the
transition to alternative housing for those residents living on the current site.
Council has facilitated the approval processes for a project being funded by the Noosa
Biosphere Reserve Foundation to re-establish oyster reefs in the Noosa River. This has
entailed obtaining both town planning approval from Council and environmental approvals
from the State government. In addition, Council also provided $250,000 to the Noosa
Biosphere Reserve Foundation for projects that advance the purpose of the Noosa Biosphere
Reserve.
Council has addressed a range of significant planning and environment applications during
the last 12 months. As can be seen from the table of statistics at the end of this report,
Council approved 98.7% of planning applications. Some of the more interesting applications
considered by Council during 2016/17 included:
o Village Bicycle
o Proposal to extend a deck at the Noosa Marina
o Tewantin RSL
o Service Station at Taylor Court, Cooroy
o Proposed Elanda Point jetty
o 90 Beach Road, Noosa North Shore
o A number of microbreweries and of course, a chocolate factory!
Council had considerable success in the Planning and Environment Court with a significant
victory for our Planning Scheme in the Noosa Civic case. The court supported Council’s
position that it was inappropriate under the Planning Scheme to expand retail operations on
that site. During 2016/17, the appellant in the poultry farm case also withdrew their appeal as
did the appellant in the Service Station Centre appeal at the Good Shepherd Lutheran School
site on Eumundi Road.
Page 29 of 37
Section 30
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
In an environmental first, Council has trialled a range of new environmentally friendly asphalt
processes in conjunction with our contractor. This has included the introduction of recycled
printer cartridges into the asphalt mix and the use of different temperatures to undertake the
planning process. We have also trialled different combinations of recyclable material
including shredded car tyres and recycled glass. Further details on this interesting initiative
together with the environmental benefits are listed below.
Corporate Plan Theme 2: The Noosa Community
“Our community is connected, safe and happy and able to meet their potential”
Key achievements as we work towards our long term goal include:
Council adopted a three-year implementation plan for the Noosa Social Strategy. This
includes an annual update to Council on progress for implementation of the Noosa Social
Strategy. Included within the Social Strategy is the establishment of the Noosa Community
Round Table which has been successfully operating to assist with the transition process at
Johns Landing.
Page 30 of 37
Section 31
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
There has been significant progress on the backlog of community lease renewals. A separate
report to Council has identified the degree of progress that has been made in the last 12
months to reduce the number of outstanding community leases.
Staff have been working to develop a Sport and Recreation Plan. This has included initial
community engagement and a draft Plan has been developed in preparation for a formal
round of community consultation.
Council has entered into a three-year agreement with the Cooroy Futures Group Inc for the
operation of the Cooroy Butter Factory Arts Centre. This agreement was entered into after a
trial management period following an extensive community engagement process on the
future of the Cooroy Butter Factory.
Council has undertaken two community Council meetings during 2016/17. In October 2016,
we held a Council meeting at Cooroy and in April 2017, we held a Council meeting at Boreen
Point.
Council commenced the development of a Noosa Arts, Culture and Heritage Plan. A
Consultative Committee has been established and work is well advanced on the development
of that Plan.
Council undertook extensive community engagement with the Cooroy community regarding
the future of the Cooroy Community Hall. Council agreed to accept trusteeship of the Deed of
Grant in Trust and supported the establishment of the Cooroy Community Hall Association
Inc. A lease is being provided to the Association in order that they can manage the Hall.
Council has also agreed to fund 50% of the restoration costs (capped) with the community
funding the remaining 50%. This has been an excellent outcome for the Cooroy community.
Council extended the lifeguard services agreement for a five-year term. This agreement
enables our community and visitors to safely use our beaches with a high level of safety
based on our lifeguard services.
Council introduced a community support scheme for those residents living in the vicinity of
Wallace Park who were directly affected by large numbers of flying foxes that came to
Wallace Park on an intermittent basis. The scheme included the provision of cleaning
materials, car covers and other tangible support materials to reduce the impact on local
residents. Council also employed a project officer for a period during 2016/17 to help roll out
the support items.
Council undertook a sports field audit to provide additional assistance to sporting clubs who
have the responsibility of maintaining their sporting fields. Council agreed to provide
membership to the Sports Turf Association of Queensland to 12 sporting clubs to assist in
increasing expertise within the clubs on field and turf maintenance.
Council has commenced a process to review options for the future use of the Noosaville
foreshore. This included an extensive community engagement process which will be
completed in 2017.
Council has reviewed and updated its Community Engagement Policy. Significant community
engagement projects in 2016/17 included:
o Cooroy Memorial Hall
o Sunshine Beach Skate Park
o Digital Hub, Peregian Beach
o Botanic Gardens Masterplan
o Noosa Planning Scheme
o Noosa Transport Strategy
o Waste Reduction and Recycling Plan
o Corporate Plan
Page 31 of 37
Section 32
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Council has accepted a contract for the restoration and upgrade of the Sunshine Beach
Skatepark at a cost of $380,000. This is an important facility for the younger demographic in
our Shire.
Council has undertaken numerous Library and Gallery programs to support our community.
Our Library Services have physically issued over 570,000 items to our community during the
last 12 months.
After considerable work with the local community including United Synergies and local Rotary
Clubs, Tait Duke Cottage was restored and open for community use in June 2017. This
milestone was significant after many years of work to identify an appropriate site and working
in partnership with the local community to restore the building and make it available for
ongoing community use.
To encourage community interaction, Council has installed chalkboard walls as part of the
International “Before I Die” wall movement. This has been successful (particularly at Cooroy)
with one of the walls recently being transferred from Noosa Junction to Peregian Beach.
Council continued to provide its community grant program supporting our community groups.
During 2016/17, we provided over $810,000 in grants to local community groups to support
projects, acquisition of equipment or events. Council staff also facilitated a number of
evening information sessions for community organisations to help improve their governance
and grant writing skills.
Corporate Plan Theme 3: The Noosa Economy
“Our economy is diverse and resilient”
Key achievements as we work towards our long term goal include:
The design of the Peregian Beach Digital Hub was completed and town planning approval
obtained. Council was successful in obtaining $1 million of funding from the State
Government. Associated road works and parking in Rufous Street have substantially been
completed and preparatory works have commenced on the Digital Hub building. Tenders
have been called for the management of the Digital Hub component of the building and in
addition, Council has submitted an application to the Commonwealth under the Building
Better Regions Fund for additional work associated with the project.
Council appointed an Economic Development Manager who has brought significant
experience and focus to our economic development programs.
Council undertook a detailed review of the proposal from CCIQ Noosa for a Noosa
Convention and Cultural Centre. Council recognised that such a proposal could have
potential economic benefit but identified that the cost of construction and operation should not
be borne by Noosa ratepayers but rather, Council expressed a willingness to consider
financial options driven by the market.
Council undertook its first Economic Development Grants Program providing financial support
for programs that will support the outcomes of the Local Economic Plan.
Council entered into a Memorandum of Understanding with the Small Business Solutions
section of TAFE Queensland to provide support for training and development of local small
businesses.
Council continued to work closely with Tourism Noosa to develop the Noosa Tourism market.
In particular, Council provided significant input into the development of the Noosa Tourism
Strategy 2017 - 2022 adopted by the Tourism Noosa Board. This strategy included a focus on
“value over volume” in relation to tourism so that the focus is on yield per visitor rather than
simply more visitor numbers.
Council continued to work closely with Regional Development Australia (Sunshine Coast) on
a range of projects including a successful entrepreneurship program.
Page 32 of 37
Section 33
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Council undertook an audit of footpath trading across the shire and also provided information
to the operators while the audit was being undertaken.
Council worked with the private sector to assist with the establishment of Innovative Noosa.
This is part of a regional program that attracted significant funding from Advance Queensland
to develop innovation on the Sunshine Coast.
Council continues to manage our Holiday Parks including awarding a new three-year contract
for the management of the Noosa River Holiday Park. During 2016/17, Council also
commenced a process to redevelop the Noosa North Shore Beachfront Campground
including the development of concept designs and sorting out tenure issues.
Council undertook its three yearly review of commercial high use permits and following a
tender process, awarded new permits for the operation of commercial activities on Council
controlled land in the Hastings Street precinct.
Corporate Plan Theme 4: Long term planning for Noosa Shire
“Noosa Shire is well managed and sustainable”
Key achievements as we work towards our long term goal include:
Council undertook significant work on the development of the new Planning Scheme during
2016/17. Council adopted the New Noosa Plan Discussion Paper for the purposes of public
consultation and undertook an extensive community engagement process to seek feedback.
Council also finalised a range of studies to support the development of the new Planning
Scheme including:
o Resources and Minerals Planning Study
o Study into Agriculture and Agricultural Land in Noosa Shire
o On-Site Effluent Disposal Noosa Shire Study
o Housing Needs Assessment
Council was able to provide significant input into the ongoing development of the draft South-
East Queensland Regional Plan which will achieve a good outcome for the Noosa
community.
Council undertook a significant review of our infrastructure plans to enable us to meet new
legislative requirements for the imposition of contributions from developers towards the cost
of infrastructure.
Council adopted its new Corporate Plan which will guide key corporate decision making for
the next 20 years. The Corporate Plan was developed following a series of Councillor
workshops analysing future trends and developed a new vision – “Noosa Shire - different by
nature”.
Council has adopted the Noosa Local Disaster Management Plan which guides our
responses to natural disasters. Council has also undertaken considerable work in developing
our response to natural disasters including undertaking disaster management exercises to
train our staff. This was put to the test with the arrival of the remnants of Cyclone Debbie in
February 2017. Our management of that response was good and our Local Disaster
Management Plan was able to deal with that scenario. Council was also successful in
obtaining State funding to install new flood alert stations at a cost of $206,000.
Council adopted a Transport Policy and Transport Strategy following extensive community
consultation. This was one of the signature long-term pieces of planning for our community
undertaken in 2016/17. There were two rounds of community consultation including targeted
consultation with key stakeholders. One of the challenges for 2017/18 is the implementation
of that Strategy. Also during 2016/17, Council successfully delivered its Christmas and Easter
free holiday bus program.
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GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Council adopted an Asset Management Plan Roadmap in 2016/17. The roadmap sets out the
priorities for developing more robust long-term asset management plans and ensuring that
asset management becomes more central to our decision making processes. Converting this
roadmap into action is also one of the challenges for 2017/18.
Corporate Plan Theme 5: Excellence as a Council
“The Noosa Shire community is proud of its Council”
Key achievements as we work towards our long term goal include:
Although our end of year financial statements have not yet been finalised, it is clear that we
have had another successful financial year. Revenues were above budget, expenses were
below budget, debt levels are lower than at the beginning of the financial year and cash
reserves are higher than at the beginning of the financial year. At the end of 2016/17, Council
adopted its budget for the 2017/18 financial year with a 2% general rate increase.
Council has successfully achieved another unmodified audit from the Queensland Audit
Office with the 2015/16 financial statements being signed off by the QAO in late 2016.
Behind the scenes, the Audit and Risk Committee has continued to add value to our
compliance and performance for governance and finance. This has included an oversight of
our strategic risks, review of key governance and financial policies, review of organisational
KPI’s, development of Business Continuity Planning etc. Our two external members of the
Audit and Risk Committee in particular have added significantly to our overall governance
practices. Although not high profile, this Committee plays an important role in making sure
that Council “dots the i’s and crosses the t’s” both in governance and in the management of
risk. Council’s Internal Audit Program included internal audits on Procurement and Council
investments.
Council commenced a review of our organisational structure at the end of 2016 with the new
structure being adopted in March 2017. Following considerable internal consultation, the
Planning and Infrastructure Department was split in two with a new Environment and
Sustainable Development Department and a new Infrastructure Services Department being
created. Also during 2016/17, Council added additional staff resources to our Infrastructure
Design and Delivery Branch and Asset Management Branch to enable them to deliver
expected outcomes.
Our enterprise risk management has been further developed with risk management practices
being further embedded into Council operations. Council was recognised by Local
Government Mutual for our risk management practices. The Leadership Team reviews
strategic risks on a quarterly basis and operational risk registers have been established at a
Departmental level. Our comprehensive Business Continuity Plans are all but complete and
will be tested in early 2017/18.
Our Noosa Aquatic Centre, Noosa Leisure Centre and The J all had outstanding years. The
Noosa Leisure Centre had its highest ever annual attendance, The J had its highest ever
revenue and the Noosa Aquatic Centre had its strongest ever financial performance. Reports
will be provided to Council in due course in relation to the annual performance of our
community facilities.
Council has recently undertaken its first external customer service survey. The survey was
undertaken by Market Facts to enable us to benchmark with other Queensland local
governments (LGAQ also use this firm to undertake state wide customer service surveys). A
report will be provided separately to Council in relation to this matter but our benchmark
scores are above state averages.
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Section 35
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Council continued to undertake a series of service reviews looking in detail at operations to
find ways in which we can be more efficient in delivering services. This included areas such
as the Noosa Leisure Centre, Environmental Health, and Building and Plumbing Services.
Following these reviews, Council adopted additional staff resources in some parts of the
organisation to ensure that appropriate service levels can be delivered.
The transformation of our Workplace Health and Safety performance has continued.
Significant progress has been made in relation to our documentation, processes and
practices for Workplace Health and Safety. Based on the LGW Workcover Performance
statistics for category D Councils we have transitioned from one of the worst performing local
governments of our size to one of the best performing local governments of our size for Lost
Time Frequency and Lost Time Injury.
A Digital Strategy has been developed for management to focus on opportunities available
with emerging digital technology. This strategy focuses particularly on improving our
organisational efficiency using digital technology as well as improving our interface to our
community. During the year, more mobile technology was rolled out to our external workforce.
We commenced negotiations for a Noosa Council Certified Agreement. Given the recent
changes to industrial relations legislation and awards, it is only now become possible for
Council to begin to develop our own Noosa Council Certified Agreement rather than
continuing to be bound by the former Sunshine Coast Council Certified Agreements. These
negotiations with unions will continue into the 2017/18 financial year.
We transitioned our ICT systems to the latest version of the Cloud which provided enhanced
security and stability for our systems which is important given the number of cyber-attacks
occurring at the moment. We have also continued to roll out our ICT strategy to enhance our
system capabilities.
We undertook significant training and development for leadership capabilities within the
organisation. This included the continuation of the Leadership Practices Inventory (LPI)
program for our senior management staff (approximately 30 staff leaders). While undertaking
a significant amount of professional development training for our staff, we still have more to
do to successfully implement an annual staff development program.
Although commencing in the 2015/16 financial year, the process of bringing our new Council
up to speed with the myriad of Council issues was a pre-dominant theme in the first few
months of the 2016/17 financial year. This involved a significant number of workshops and
presentations to Councillors to brief them on key strategies, projects and priorities. This was
quite a seamless process resulting in good governance and good decision-making
processes.
OTHER ISSUES
There are some other activities which are worth highlighting:
We have spent a considerable amount of time in the last 12 months continuing to build good
working relationships with our northern neighbours – Gympie Regional Council. This has
included regular meetings at a Mayoral and executive level, assisting each other with relevant
documentation and policies, support for interview panels etc.
We continue to attract significant interest from other Councils as to how we are successfully
delivering good outcomes to our community. We have hosted Councils from interstate looking
at our ICT solutions, hosted local government CEOs from remote parts of Queensland and
California and hosted other professionals looking at our work practices.
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GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
REFLECTIONS AND ACKNOWLEDGEMENTS
Clearly, 2016/17 was another busy year. The list of what we have achieved is long (and may
well be incomplete) but doesn’t include all of the day to day services provided like lending library
books, running the Aquatic Centre, sweeping streets, answering customer enquiries, managing
development applications etc.
To put the level of “day to day” activity into perspective, the following statistics are provided:
Services Provided in 2016/17 Data
Number of visitors to the Noosa Aquatic Centre 245,208
Number of visitors to The J 79,740
Number of visitors to the Noosa Leisure Centre 101,877
Number of clients serviced at Noosa Community Support 2,915 clients
(39,355 services delivered)
Number of physical items issued by our Libraries 572,435
Number of bins collected General Waste - 1,846,152
Recycling - 1,206,385
Green waste - 213,779
Number of calls answered by our customer service team 65,713
Number of development applications and percentage approved 444 applications
for the 2016/17 year 98.7% approved
(including tree removal applications)
Number of rate notices issued for 2016/17 year 62,262
Length of road resurfaced in 2016/17 Asphalt – 10km
Spray sealing – 23km
Total – 33km
Length of road serviced by our street sweeper 11,480km
Acknowledgement
This could not have been achieved without an incredible amount of hard work and commitment
by our Mayor, Councillors, Leadership and Management Teams and all of our staff.
We recently undertook some staff recognition functions and that process highlighted the degree
to which our staff go above and beyond to deliver services to our community. Many of our staff
have 10, 20, 30 and even 40 years of service to our Noosa community which results in continuity
of service and a deep understanding of the needs of the community.
There is rightly a real sense of pride with what we have achieved in the last year, and indeed our
last 3 ½ years. I can’t speak more highly of our staff. It is only through them that we have been
able to achieve such good outcomes and I highlighted how proud we are of our staff at our recent
staff recognition function.
We can’t rest on our laurels. There is more to do on our journey to excellence. The key areas of
focus in 2017/18 as part of our ongoing journey include:
Detailed Asset Management Plans;
Implementation of our new Transport Strategy;
Noosa Council Certified Agreement;
Focus on our Zero Emissions Strategy;
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Section 37
GENERAL COMMITTEE MEETING AGENDA 17 JULY 2017
Finalisation of our Environment Strategy;
Successful delivery of high profile projects (e.g. Rufous Street project etc); and
Implementation of some key strategies (e.g. Social Strategy, Local Economic Plan and
Library Review).
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Leadership Team.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development X Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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