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2019-03-12 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 12 March 2019
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Frank Pardon, Tony Wellington, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 PROPOSED TRANSFER OF NOOSAVILLE SLIPWAY LEASE - 4 MILL STREET,
NOOSAVILLE 3
2 BOREEN POINT CAMPGROUND - PROPOSED MANAGEMENT AGREEMENT
EXTENSION 7
3 PROPOSED EXPRESSION OF INTEREST FOR COMMUNITY ACTIVATION OF
THE TOP FLOOR OF PEREGIAN BEACH SURF CLUB 9
4 CHANGE OF VENUE FOR COUNCIL MEETINGS - 2019 13
5 FINANCIAL ASSISTANCE GRANTS 18
6 REGIONAL FACILITIES PLAN FOR DIFFICULT TO LOCATE SPORTS 22
REPORTS FOR NOTING BY THE COMMITTEE 27
7 JANUARY 2019 RATE LEVY OVERVIEW 27
8 NOOSA SPIT SHORELINE EROSION UPDATE - FEBRUARY 2019 32
9 NOOSA AQUATIC CENTRE (NAC) - HALF-YEARLY REPORT TO 31 DECEMBER
2018 36
10 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) - HALF-YEARLY
REPORT TO 31 DECEMBER 2018 42
11 NOOSA LEISURE CENTRE (NLC) - HALF-YEARLY REPORT TO 31 DECEMBER
2018 51
12 NOOSA COMMUNITY SUPPORT (NCS) - HALF-YEARLY REPORT TO 31
DECEMBER 2018 56
CLOSED SESSION -
Page 2 of 60
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 PROPOSED TRANSFER OF NOOSAVILLE SLIPWAY LEASE - 4 MILL STREET,
NOOSAVILLE
DOCUMENT INFORM AT ION
Author Property Manager, Clint Irwin
Corporate Services Department
Index ECM/ LEAS16/0001 Mill Street Slipway Lease / Subject 46.01 Leasing
Attachments 1. Locality Map
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 12 March 2019 and approve the proposed transfer of the Noosaville Slipway Sub-
lease over Lot 168 SP 177646 and Lot 167 SP 223758 to Craig McGovern trading as Pelican
Noosa Pty Ltd subject to Minister’s consent for the transfer as required under section 322 of the
Land Act 1994.
REPORT
Noosa Council entered into a 20 year lease agreement for 4 Mill Street, Noosaville (Lot 168
SP177646 and Lot 167 SP223758, formerly Lot 167 SP173769) with the Department of Natural
Resources, Mines and Energy (DNRME) on 1 May 2005. Council received consent to sub-lease
part of the land for commercial slipway purposes and the sub-lease commenced on 7 September
2007 and will expire 6 September 2022.
The current sub-lessee of the Noosaville Slipway has a contract of sale for the business. The
sale is conditional on the sub-lease being transferred to the proposed new business owner.
Accordingly, the purpose of this report is to seek Council approval to transfer the Noosaville
Slipway sub-lease to the proposed new business owners being Craig McGovern trading as
Pelican Noosa Pty Ltd.
The proposed new business owner has provided Council with documentation to support the sub-
lease transfer request including references, a business plan and financial information to allow an
evaluation of their suitability to enter into the sub-lease over the slipway. The documentation has
been assessed and the proposed new business owner is deemed suitable to hold the sub-lease.
A deed of assignment is to be executed by the current sub-lessee, the proposed new business
owner and Council. Subsequent to formal Council resolution to approve the sub-lease transfer,
Ministerial consent will also be required prior to registration of the transfer in accordance with
section 322 (1) (a) and (b) of the Land Act 1994.
Page 3 of 60
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Previous Council Consideration
Ordinary Meeting Minutes, 19 May 2016, Item 4, Page 6
That Council note the report by the Property and Facilities Manager to the Services &
Organisation Committee Meeting dated 10 May 2016, and approve the proposed transfer of the
Noosaville Slipway sub-lease over Lot 168 SP177646 and Lot 167 SP223758 to Charles Glen
Nichols & Jason Schellaars trading as Noosa River Slipway (QLD) Pty Ltd subject to Ministers
consent for the transfer as required under section 322 of the Land Act 1994.
Finance
There are no financial impacts to Council arising from the proposed sub-lease transfer to the
proposed new business owner.
Risks & Opportunities
Risks
The current sub-lease agreement between Council and the slipway operator expires 6
September 2022 and the head lease between Council and DNRME expires in April 2025. Given
the sub-lease agreement expires before the head lease agreement Council will need to discuss
DNRME’s future plans for the site and proposed future head lease arrangements prior to any
Council sub-lease considerations or negotiations regarding the slipway operation. At this stage,
Council can give no undertakings regarding the future of the site (as Council does not own the
site) or lease terms and this was discussed and acknowledged by the proposed new business
owner on 26/2/2019.
Opportunities
The expiring head lease and sub-lease agreements may provide the opportunity for Council to
negotiate the terms of the future head lease between Council and DNRME and the future sub-
lease to provide a more favourable outcome for ratepayers.
The sub-lease notes Council’s consent to the assignment should not be reasonably withheld if a
suitable sub-lessee emerges and it is on that basis the transfer to the proposed new business
owner is recommended to proceed.
Consultation
External Consultation - Community & Stakeholder
Sykes Pearson Miller Lawyers
Internal Consultation
Director Corporate Services
Property Advisor
Property Officer
Page 4 of 60
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 5 of 60
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
ATTACHMENT 1
Page 6 of 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
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Page 6 of 60Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
2 BOREEN POINT CAMPGROUND - PROPOSED MANAGEMENT AGREEMENT
EXTENSION
DOCUMENT INFORM AT ION
Author Property Manager, Clint Irwin
Corporate Services Department
Index ECM/ 8.06 Boreen Point Campground – Administration/ 8.16 Camping and
Camping Grounds
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 12 March 2019 and authorise the Chief Executive Officer to enter into an interim
management agreement for the Boreen Point Campground with Crimmins Enterprises Pty Ltd for
the period 7 April 2019 to 30 April 2019 inclusive.
REPORT
The current managers of the Boreen Point Campground (Crimmins Enterprises Pty Ltd) have
been managing the Boreen Point Campground since 7 April 2014. The current management
agreement is for a 3 year term with 2 X 1 year options. Both one year options have been
exercised and the agreement is due to expire 6 April 2019. Tender documentation has been
prepared for a new 3 year management agreement to commence 1 May 2019.
Given the current agreement expires 6 April 2019 and the new agreement is not expected to
commence until 1 May 2019 the purpose of this report is to seek Council approval to extend the
current management agreement to 30 April 2019.
Previous Council Consideration
Ordinary Meeting Minutes, 3 April 2014, Item 9, Page 8
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 contract 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.
Finance
The Boreen Point Campground 2018/19 budget includes management costs for the proposed
agreement extension period.
Page 7 of 60
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Risks & Opportunities
The tender for the new 3 year management agreement will close on 12 March 2019. The
proposed agreement extension period will allow Council to complete the tender assessment
process by the end of March and allow for the handover and establishment of the successful
tenderer while the incumbent (Crimmins Enterprises Pty Ltd) is still onsite.
Consultation
External Consultation - Community & Stakeholder
Crimmins Enterprises Pty Ltd
Internal Consultation
Director Corporate Services
Property Officer
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 8 of 60
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
3 PROPOSED EXPRESSION OF INTEREST FOR COMMUNITY ACTIVATION OF THE
TOP FLOOR OF PEREGIAN BEACH SURF CLUB
DOCUMENT INFORM AT ION
Author Property Advisor, Denis Wallace
Corporate Services Department
Index ECM/ Property/ 139384/ EOI/ TBC
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Advisor to the Services and Organisation Committee
Meeting dated 12 March 2019 regarding the Peregian Beach Surf Club building and agree to
proceed to an Expression of Interest process to identify a local community group to offer a Permit
to Occupy for Level 1 of the building, as detailed in the report.
REPORT
1. Purpose
The purpose of this report is to propose a new Expression of Interest (EOI) process to identify a
suitable community group to offer a trustee permit for community activation of vacant space at
the Peregian Surf Club building.
2. Background
The Peregian Beach surf club building was built in 1987 on a Local Government Reserve for Surf
Lifesaving on the western side of Peregian Park. The land is State Land for which Council is
trustee and is 843m2 in size.
The Peregian club was the smallest of Noosa’s three surf clubs and operated until 2014, with the
supporters club closing in 2013. In 2014 the Peregian Club was disbanded as an incorporated
entity and Noosa Heads Surf Lifesaving Club (NHSLSC) assumed responsibility for local life
saving operations. A report to Council in October 2014 (P&O Committee Item 7, Page 42)
detailed NHSLSC’s proposal to assume lifesaving operations at Peregian Beach and Council
subsequently issued NHSLSC annual permits to occupy the premises.
Since assuming operations at Peregian Beach the NHSLSC has:
Maintained voluntary lifesaving patrols during the September to May surf lifesaving season,
which it supplements with paid lifeguards at its cost;
Conducted a local nipper program, which ceased for a period before commencing in 2018/19;
Undertaken building repairs to address a number maintenance and safety issues and
removed the kitchen and bar facilities from level 1.
Page 9 of 60
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
In 2016 NHSLSC began investigating options to redevelop the Peregian clubhouse. A report to
Council in August 2018 detailed a protracted campaign seeking support to relocate the building
into an area of greater coastal hazard risks. Following talks with the State peak body, Surf Life
Saving Queensland (SLSQ), it was agreed the campaign was causing unnecessary community
division. In September 2018 SLSQ made an undertaking to become the permit holder (via its
local branch), to end conjecture about relocation of the club.
For the 2018/19 season NHSLSC has continued to provide weekend lifesaving patrols and has
re-established and resourced a local nippers program. Both services utilise the ground level of
the building and have provided substantial community benefit.
The trustee permit for the building expired in December 2018 and no formal tenure currently
exists over the site. The current volunteer patrol season ends in May 2019 and the next season
commences at the start of the September 2019 school holidays.
3. Approaches to Utilise Building
Council has received a number of approaches from community and environment groups seeking
space in the building or overall tenure of the building. It is critical that lifesaving services are
maintained at the location and staff would not be supportive of a proposal that would displace the
lifesaving and nipper services delivered from the ground level. However, the former supporters
club on the upper level no longer has kitchen or bar facilities and has been vacant since 2013.
Based on interest received, staff believe there is opportunity to reinvigorate the space and
provide a community outcome, in line with Council’s Community Purpose Land and Infrastructure
Tenure Policy, by offering the upper level to a community group through an open expression of
interest process.
Under this model the building tenure would comprise:
Lifesaving functions delivered from the ground floor via a 3 year Trustee Permit to SLSQ; and
New community activation of the top floor via a 3 year Trustee Permit to a community group.
Dual tenure would require structural and major building maintenance to be undertaken by
Council, which is in line with SLSQ’s expectations.
4. New Expression of Interest Process
A new EOI process is proposed to identify a suitable local community group to take up a Trustee
Permit for the vacant first floor level. The EOI is proposed on the following terms:
Permit offered to incorporated not-for-profit community groups only.
Permit offered for a term of up to 3 years.
Indicative permit commencement date of 1 July 2019.
Annual rent prescribed at 1 Unit in accordance with Council’s adopted fees and charges
(currently equating to $301.50).
Community use must complement/ align with the gazetted reserve purpose (Local
Government reserve for life saving).
Community group must demonstrate community benefit of its proposed use and provide an
activation and action plan for the 3-year tenure period.
Other mandatory requirements:
o Proposed community use must have a clear connection to the Peregian foreshore, (e.g.
marine or foreshore activities).
o Proposed use(s) must not be commercial in nature (e.g. dining, retail, poker machines,
commercial offices, or the like).
o Permittee must commit to good neighbour provisions and coordination/ cooperation with
SLSQ’s activities from the Ground Level.
o Permittee responsible for minor internal maintenance and contribution to running costs.
Page 10 of 60
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Given commercial terms/rental price will not be a factor, the assessment criteria proposed are:
Space utilisation plan – 15%
Contribution to local community – 50%
Resources, capacity and affiliations – 20%
Environment and sustainability measures – 15%
The EOI will be listed on Council’s website and advertised in the Noosa News. Various
community groups will also be notified directly. The results of the EOI process will be reported to
an upcoming Council meeting, expected to be the June round.
Previous Council Consideration
Ordinary Meeting Minutes, 21 June 2018, Item 5, Page 21
That Council note the report by the Property Advisor to the Services & Organisation Committee
Meeting dated 12 June 2018 providing an update on lifesaving services at Peregian Beach.
Ordinary Meeting Minutes, 23 October 2014, Item 7, Page 6
That Council note the report by the Property and Facilities Manager to the Planning &
Organisation Committee Meeting dated 14 October 2014 and:
A. Grant a 12 month permit to occupy to the Noosa Heads Surf Lifesaving Club over Lot 165
MCH 5180 to enable it to establish surf lifesaving activities at Peregian Beach;
B. Authorise the CEO to enter into negotiations for a 20 year lease to the Noosa Heads Surf
Lifesaving Club over Lot 165 MCH 5180 for surf lifesaving and ancillary activities at
Peregian Beach; and
C. Apply the exception to the requirement for tendering of the lease under Section 236 (1) (b)
(ii) of the Local Government Regulation 2012 as the lease is to a community organisation.
Finance
The proposed tenure model only involves “peppercorn” rent for not-for-profit groups, with Council
to assume structural and major maintenance responsibilities for the facility. Proposed
maintenance budgets will form part of the upcoming budget deliberations but is likely to be in the
order of $10k per annum.
Risks & Opportunities
The proposed EOI process will allow Council to explore opportunities to activate vacant space at
the building, in line with its Community Purpose Land and Infrastructure Tenure Policy.
Depending on the outcomes of the EOI process, Council may need to consider risks specific to
certain use proposals.
Consultation
External Consultation - Community & Stakeholder
Department of Natural Resources, Mines & Energy
Surf Life Saving Queensland
Internal Consultation
Director Corporate Services
Procurement and Contracts Advisor
Property Officer
Page 11 of 60
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer x Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries x Procurement & Fleet
Local Laws x Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development 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 12 of 60
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
4 CHANGE OF VENUE FOR COUNCIL MEETINGS - 2019
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Council Meetings General
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 12 March 2019 and:
A. Pursuant to Section 257(3)(b) of the Local Government Regulation 2012, resolve to hold
the Ordinary Meetings on 21 June 2018 and 15 November 2018 at the following locations:
1. Thursday, 16 May 2019 – Cooran Memorial School of Arts Hall, 14 King Street,
Cooran commencing at 6pm; and
2. Thursday, 17 October 2019 – Federal Memorial Hall, Old Bruce Highway, Federal
commencing at 6pm;
B. Request the Chief Executive Officer to ensure that suitable advertising is undertaken to
promote these community based Council Meetings;
C. Note that Council will not be live streaming these meetings however the meetings will be
recorded and subsequently provided on Council’s YouTube channel; and
D. Confirm that live streaming of Council meetings will apply to all Council Special Meetings.
REPORT
1. Holding Council meetings in community locations
Since 2014, Council has generally held two Ordinary Meetings each year at different community
locations. Meetings have been held in:
Pomona and Peregian Beach – 2014;
Cooran and Noosa Junction – 2015;
Cooroy – 2016;
Boreen Point and Sunshine Beach – 2017; and
Kin Kin and Pomona – 2018.
These community based Council meetings provide an opportunity for local communities to meet
with the Mayor and Councillors and discuss local issues.
For 2019, the following arrangements are proposed:
1. Ordinary Meeting, 16 May 2019 to be held at the Cooran Memorial School of Arts Hall at
6pm; and
2. Ordinary Meeting, 17 October 2019 to be held at the Federal Memorial Hall at 6pm.
Page 13 of 60
Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Both meetings will be preceded by an informal “meet and greet” at 5pm where local residents can
discuss issues with Council’s representatives. The meetings will also be followed by another
informal discussion opportunity.
Section 257 (3) of the Local Government Regulation 2012 provides that:
“All meetings of a local government are to be held –
(a) at one of the local government’s public offices; or
(b) for a particular meeting – at another place fixed by the local government, by resolution, for
the meeting.”
The report recommendation meets the requirements of this section of the Regulation.
2. Live streaming / Recording of Council meetings
As Council would be aware, we have commenced live streaming/ recording of our General
Committee and Ordinary meetings in accordance with the December 2018 Council decision.
That decision referred to “live video stream Council Ordinary Meetings and meetings of the
General Committee”. Of course, Council also has Special Meetings called from time to time for
specific issues and the intent is to live stream those meetings in the same way as our General
Committee and Ordinary meetings. The recommendation in this report clarifies that this is
Council’s intention.
The Cooran and Federal Council meetings will be the first community meetings we have held
offsite since the Council decision to commence live streaming of our General Committee and
Ordinary meetings. As flagged in the CEO’s December 2018 report on that issue, there may be
some technical issues in live streaming these meetings due to internet connectivity. Therefore,
the intent is to record those community Council meetings and to load to them to Council’s
YouTube Channel after the meeting (bearing in mind that acoustics may be a challenge).
Previous Council Consideration
Ordinary Meeting Minutes, 20 December 2018, Item 6, Page 16
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 11 December 2018 and:
A. Agree to live video stream Council Ordinary Meetings and meetings of the General
Committee using technology identified in option 3 of the report by the Chief Executive
Officer, namely one fixed high definition camera and three omnidirectional microphones at
an approximate cost of $2,100 with that funding to be incorporated into Budget Review 3;
B. Agree to make such recordings available on Council’s website for future viewing in addition
to being live streamed;
C. Note that such recordings are not the final record of the meeting and that the meeting
minutes are the official record of the meeting;
D. Approve the recording of these meetings pursuant to section 38 of Council’s Standing
Orders and request the Chairpersons of those meetings to announce at the beginning of
each meeting that such recording is occurring;
E. Note that for those Ordinary Council meetings that are held in the community twice per
year, depending on the location, live video streaming may not be possible but that
recording should occur and subsequently be published via the Council website;
Page 14 of 60
Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
F. Request the Chief Executive Officer to provide a report to Council after six months to
review the technology and practices of the live video streaming and for Council to
determine at that stage whether to extend the live video streaming technology to the
Committee Room and/or the other committees; and
G. Request the Chief Executive Officer to take such necessary action to implement the live
video streaming as soon as practical.
Ordinary Meeting Minutes, 15 March 2018, Item 1, Page 7
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 6 March 2018 and:
A. Pursuant to Section 257(3)(b) of the Local Government Regulation 2012, resolve to hold
the Ordinary Meetings on 21 June 2018 and 15 November 2018 at the following locations:
1. Thursday, 21 June 2018 – Kin Kin School of Arts Hall, 50 Main Street, Kin Kin
commencing at 6pm; and
2. Thursday, 15 November 2018 – Pomona Showgrounds Hall, Corner Exhibition and
Pavilion Streets, Pomona commencing at 6pm.
B. Request the Chief Executive Officer to ensure that suitable advertising is undertaken to
promote these community based Council Meetings.
Ordinary Meeting Minutes, 20 April 2017, Item 8, Page 7
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 11 April 2017 and:
A. Pursuant to Section 257(3)(b) of the Local Government Regulation 2012, resolve to hold
the Ordinary Meetings on 18 May 2017 and 16 November 2017 at the following locations:
1. Thursday, 18 May 2017 – Lake Cootharaba Sailing Club, Boreen Point commencing
at 6pm; and
2. Thursday, 16 November 2017 – Sunshine Beach State School, Sunshine Beach
commencing at 6pm.
B. Request the Chief Executive Officer to ensure that suitable advertising is undertaken to
promote these community based Council Meetings.
Post Election Meeting Minutes, 5 April 2016, Item 2, Page 2
That Council note the report by the Chief Executive Officer to the Post Election meeting dated
5 April 2016 regarding the establishment of Standing Committees and the adoption of the Council
meeting timetable for the remainder of 2016 and:
1. Approve the establishment of the Planning and Environment Committee, the Services and
Organisation Committee, and the General Committee as Standing Committees under
section 264 of the Local Government Regulation 2012, with the relevant roles and
responsibilities identified in the Chief Executive Officer’s report;
2. Appoint the following Councillors to each of the Committees:
Planning and Environment Committee
Councillor Wellington
Councillor Jurisevic
Councillor Jackson
Councillor Stockwell
Page 15 of 60
Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Services and Organisation Committee
Councillor Wellington
Councillor Pardon
Councillor Wilkie
Councillor Glasgow
General Committee
The Mayor and all Councillors
3. Note that pursuant to section 267 of the Local Government Regulation 2012, each
Committee will appoint its own chairperson; and
4. Adopt the times and dates of future meetings of the Council and Committees in accordance
with the Meeting Calendar 2016 shown at Attachment 1 to the report, with all meetings to
be held at the Council Chambers at Tewantin other than the Ordinary Meeting on 20
October 2016 which will be held offsite at Cooroy.
Ordinary Meeting Minutes, 18 December 2014, Item 11, Page 48
That Council note the report by the PA to the CEO to the Planning & Organisation Committee
Meeting dated 9 December 2014 and:
A. Pursuant to Section 257(3)(b) of the Local Government Regulation 2012, resolve to hold its
Ordinary Meeting on:
1. Thursday, 7 May 2015 at the Cooran Memorial School of Arts Hall, Cooran
commencing at 6pm; and
2. Thursday, 19 November 2015 at The J, Noosa Junction commencing at 6pm.
B. Request the Chief Executive Officer to ensure that suitable advertising is undertaken to
promote these community based Council Meetings.
Ordinary Meeting Minutes, 1 May 2014, Item 16, Page 10
That Council note the report by the Chief Executive Officer to the General Committee dated 28
April 2014 and:
A. Resolve pursuant to Section 257 of the Local Government Act to hold its Ordinary Meeting
on 29 May 2014 at the Pomona Bowls Club, Pomona commencing at 6pm;
B. Resolve pursuant to Section 257 of the Local Government Act to hold its Ordinary Meeting
on 20 November 2014 at the Peregian Beach Surf Club, Peregian Beach commencing at
6pm; and
C. Request the Chief Executive Officer to ensure that suitable advertising is undertaken to
promote these community based Council Meetings including the opportunity for our
community to meet the Mayor, Councillors, CEO and Directors prior to the formal meeting.
Finance
Nil.
Page 16 of 60
Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Risks & Opportunities
Holding Council meetings in different parts of our Shire provides an opportunity for the
community to meet Councillors and senior staff and to attend a Council meeting without the need
to travel to our Council Chambers. It particularly provides an opportunity for those communities
more distant from our Tewantin Chambers. The proposal to hold two meetings in 2019 at
Cooran and Federal provides an opportunity for those communities in particular to meet
Councillors and senior staff to discuss Council issues.
The primary risk relates to the ability to live stream Council meetings due to technology issues.
The Council Chambers have been set up with technology to enable this to occur and, as flagged
in the report to Council on the introduction of live streaming/videoing Council meetings, there are
some challenges in replicating this in community halls in more remote parts of the Shire.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development 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 17 of 60
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
5 FINANCIAL ASSISTANCE GRANTS
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ State / Federal Government Grants
Attachments Nil
EXECUTIVE SUMMARY
Nil
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 12 March 2019 and:
A. Join with other local governments across Australia in calling upon the Commonwealth
Government to increase the amount of funds allocated to Local Government Financial
Assistance Grants to the equivalent of 1% of total Commonwealth taxation revenue;
B. Request the Mayor to write to the Commonwealth Minister for Local Government, Senator
Bridget McKenzie advising of Council’s position on this issue; and
C. Request the Mayor to write to each of the Wide Bay Federal electorate candidates for the
upcoming federal election seeking their commitment to increasing the amount of funds
allocated to the Local Government Financial Assistance Grants to the equivalent of 1% of
total Commonwealth taxation revenue.
REPORT
Introduction
With the upcoming federal election, the Local Government Association of Queensland (LGAQ)
and the Australian Local Government Association (ALGA) are taking the opportunity to highlight
the current inequities in funding between different levels of government in Australia. In particular,
they are highlighting the inequities in relation to the Financial Assistance Grants (FAGs)
distributed by the Commonwealth government to local government.
Along with other local governments in Queensland (and indeed across Australia), we are being
asked to pass resolutions calling on the candidates in the upcoming federal election to make a
commitment to increasing the level of funding for Financial Assistance Grants to the local
government sector.
Background
Each of the current 3 levels of government in Australia collect revenue via a range of taxation
mechanisms. Examples of taxation revenues are set out below:
Commonwealth - personal income tax, company tax, GST, capital gains tax, FBT, excise tax
etc
State governments - land tax, stamp duty, payroll tax, mining royalties etc
Local governments – general rates and property charges.
Page 18 of 60
Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
There is a significant difference between the amount of revenue collected by each of the 3 levels
of government in Australia. The table below illustrates the concept of “vertical fiscal imbalance”
which permeates the Australian system of government.
This means that for every $100 of taxation revenue collected in Australia, the Commonwealth
collects $83 and the combined states and territories collect $14. There are 537 councils across
Australia who collectively receive $3 of the total Australian taxation revenue.
The table above also shows the apportionment of the asset base to be maintained and the level
of expenditure on services to the community.
Through a range of COAG agreements, the Commonwealth distributes funds collected to State
governments for essential services.
In relation to local government, the Commonwealth provides funding to each state for distribution
to local governments via a funding program called the Financial Assistance Grants (FAGs). Each
state then has its own Local Government Grants Commission which determines how that pool of
funds will be allocated between the Councils in its state (the concept of “horizontal equalisation”).
A complex methodology is used to determine this allocation between Councils in each State.
Thus, there are two elements which determine the amount that each Council receives under the
Financial Assistance Grants:
(i) the total amount of the FAGs allocated to local governments by the Federal government - the
size of the funding pool; and
(ii) the methodology used in each State to apportion a share of that pool of funds to each local
government.
The focus of this report is on the first element of that equation i.e. how the total amount of funding
allocated to the local government sector across Australia by the Commonwealth needs to be
increased substantially.
In real terms, the total amount of the funding pool being allocated by the Commonwealth for the
Financial Assistance Grant has been reducing over the last 20 years – from 1% of total
Commonwealth taxation revenue in 1996 to 0.55% of total Commonwealth taxation revenue in
2018. This has occurred in a number of ways. For example, for some years the Commonwealth
did not apply indexation to the FAGs scheme thus reducing the total funding pool in real terms.
Also, as the total amount of taxation collected by the Commonwealth has increased, there has
been no equivalent increase in the FAGs grants to local government.
Page 19 of 60
Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
In practice, this means that less money is trickling down from the level of government that
collects the most revenue to the level of government that delivers the most local services. This
trend is impacting on the long-term financial sustainability of the local government sector across
Australia. In doing so, it puts more pressure on local governments to increase taxation via higher
general rates and charges when residents have been already paying higher taxation to other
levels of government (e.g. the introduction of GST).
Local governments across Australia are calling on the Commonwealth to commit to increasing
the Financial Assistance Grants paid to local government to the equivalent of 1% of the total
Commonwealth taxation revenue.
Why is this important to Noosa Shire Council?
Compared to most other local governments, our Council is in a strong financial position.
However, having a more equitable distribution of federal funding to local government would result
in an increase of grant revenue for councils that could be used to provide services at the local
level.
Our Council’s current annual Financial Assistance Grant allocation is set out below.
General purpose grant – $1,137,376
Identified road component – $1,090,606
Total annual FAG Grant currently received by Noosa Shire Council – $2,236,982
Note: This report is not intended to address the methodology for the horizontal equalisation
element of the FAG grant but essentially, the two components above make up the total FAG
grant received by our Council. Also, unlike most other grants, the FAGs grant is untied – i.e. the
general purpose grant can be used for whatever purpose the Council determines and the roads
component can be applied to whatever roads purpose the Council determines.
If this lobbying campaign is successful and the total pool of FAGs funds increases to 1% of total,
Commonwealth taxation revenue, then our Council’s FAG Grant would increase from $2.236M to
$4.067M (an increase of $1.830M).
Obviously, our Council would then have choices about how this additional grant funding could be
used for the benefit of our community. To put this in context, it would equate to avoiding a
general rate increase of approximate 3.5% for our ratepayers.
It is important for our Council to join with other local governments across Australia to call upon
change to how funding is distributed from the Commonwealth to the local governance sector.
Previous Council Consideration
Nil.
Finance
Our Council currently receives $2,236,982 annually in Financial Assistance Grants. A successful
campaign to restore Financial Assistance Grants to 1% of the total Commonwealth taxation
revenue could result in our FAGs grant being increased by $1.830M.
Risks & Opportunities
The long-term financial sustainability of the local government sector across Australia has been
impacted by the gradual degradation of the FAGs grants being paid to local government by the
Commonwealth as a proportion of total Commonwealth taxation revenue. This campaign by the
ALGA and LGAQ presents an opportunity for our Council to provide support for changing the
current funding inequities to ensure that more funding is provided to local governments who
provide services to communities at the local level.
Page 20 of 60
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Ultimately, it will be local communities who benefit from more funding to councils to provide local
services if this campaign to change the current funding inequities is successful. The best
opportunity to lobby is before an election by seeking commitments from candidates to changing
the current funding model and the recommendation is framed accordingly.
Consultation
External Consultation - Community & Stakeholder
Local Government Association of Queensland
Internal Consultation
Finance Manager
Departments/Sections Consulted:
x Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 21 of 60
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
6 REGIONAL FACILITIES PLAN FOR DIFFICULT TO LOCATE SPORTS
DOCUMENT INFORM AT ION
Author Community Development Manager, Alison Hamblin
Community Services Department
Index ECM/ Subject/ 10.03 Difficult to Locate Sports Facility Plan
Attachments 1. Regional Facilities Plan for Difficult to Locate Sports (including
implementation priorities)
(Note: 30 page attachment provided separately to this report)
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Community Development Manager to the Services &
Organisation Committee Meeting dated 12 March 2019 and
A. Endorse the Regional Facilities Plan for Difficult to Locate Sports (including implementation
priorities) included at Attachment 1 of this report;
B. Note, while there are no immediate financial implications for Noosa Council, there is the
potential for partnership projects in the future which may require a contribution from Noosa
Council with any such projects to be considered as part of Council’s annual budget
processes; and
C. Authorise the CEO to notify Sunshine Coast Regional Council, Gympie Regional Council
and the Department of Housing and Public Works - Sport and Recreation Services of
Noosa Council’s support of the Plan.
REPORT
The purpose of this report is to present the final “Regional Facilities Plan for Difficult to Locate
Sports (including implementation priorities)” to Council for endorsement.
1. Background
In a collaborative effort, Sunshine Coast Regional Council, Noosa Council and Gympie Regional
Council have partnered to develop a regional plan to address the ongoing challenges of difficult
to locate sports facility provision by planning and developing these facilities on a region-wide
basis. Funding was allocated by the three Councils and the Queensland Government (Sport and
Recreation Services), under the Sport and Recreation Planning Program, to develop a Regional
Facilities Plan for Difficult to Locate Sports that focuses on:
Aviation sports, such as hang gliding, paragliding, model aeroplane flying, fixed wing and
ultralight flying;
Shooting sports – all disciplines;
Motorcycle sports, such as motocross and trail bike riding;
Competitive, powered water sports.
Page 22 of 60
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
A draft plan was developed and presented to Council in October 2018. The development of the
Plan has largely been undertaken by consultants, Otium Planning. The project was completed
over five stages comprising:
1. Background research including an analysis of demographics, relevant literature including
previous planning and trends within sport and recreation activities;
2. Consultation/engagement with key stakeholders;
3. An inventory of existing facilities within the study area;
4. Assessment and analysis of findings including identification of suitable existing facilities for
upgrade to regional level;
5. Developing a draft report
Community engagement on the draft plan occurred from 29 October 2018 to 23 November 2018.
The Plan was finalised following consideration of the feedback through the community
engagement phase.
2. Aim
The aim of the Regional Facilities Plan for Difficult to Locate Sports is to provide a consistent and
planned approach to the provision of regional level facilities for the four selected sports within the
catchment of the three local government areas. A key objective of the Plan is to reduce
duplication in facility provision, development and management and to provide guidance on
regional priorities.
3. Summary
In preparing the Regional Facilities Plan for Difficult to Locate Sports, a ‘desired standard of
service’ for regional facilities has been articulated for each sport, as well as identifying where
possible, the preferred site locations for regional facilities for each sport.
Participation levels, trends and facility demand arising from participation growth have not been a
significant driver in the formulation of the Plan. In comparison with other activities available to the
community, the reported participation in the activities within the scope is relatively limited. The
impacts of urban growth, increasing population, rural land pressures and the need to coordinate
investment and planning are the key drivers for the Final Plan. Urban growth applies
displacement pressure on existing facilities and compounds this by reducing available land for
relocated or new facilities.
The four sports identified as part of the Plan currently have access to local opportunities or
facilities catering for varying levels of recreation and competition – the exception being motorised
water sports, as options are limited mostly to recreation uses on a lake and some river sections.
No club-managed facilities capable of providing competitive opportunities for motorised water
sports exist within the three local government areas.
The Plan focuses on public land and community-based clubs and sport. It does not deal with
private facilities or the aspirations of commercial operators for business development however
some of the recommendations may refer to or require consideration of public/ private
partnerships.
State level organisations, regional associations and local clubs were invited to provide input in
the consultation phase of the Plan, and assisted with informing the final recommendations for
each of the identified sports as outlined below.
Page 23 of 60
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Key recommendations for a regional facility for aviation include:
The designation of the Tin Can Bay Model Flying Club airfield as the proposed regional
facility to cater for regional level aviation events and activities; and
The retention of a range of existing facilities to support gliding, small aircraft and Ultra-Light
participants.
Key recommendations for a regional facility for motor cycling include:
Continue short-medium term operation of the Coolum Pines Motocross facility and investigate
alternative site for development of a regional motocross competition facility; and
Investigating a new site as a potential “Northern SEQ” recreational riding site facility.
Key recommendations for a regional facility for motorised water sports include:
The nomination of Lake Kurwongbah as a SEQ regional competitive water skiing and
wakeboarding facility.
Key recommendations for a regional facility for shooting sports include:
The development of any regional shooting facilities must be complementary to the regional
and State facilities already provided at Belmont Shooting Complex i.e. only disciplines not
catered for at Belmont should be considered for the new or expanded regional facilities within
the three local government areas.
Retention of Cooloolabin Range and Davison Range as suitable facilities for a host of
regional and potentially state level short-range disciplines
Noosa and Sunshine Coast Regional Council support Gympie Council and the State
government in their efforts to secure a suitable single integrated site for a new shooting
facility enabling co-location of Gympie-based clubs, as well as the designation of a site within
an industrial area in Gympie for the development of an indoor pistol range.
4. Implications for Noosa Council areas
There are no new proposed developments for the Noosa Shire area in the draft Plan. However
the Regional Facilities Plan will not be achieved without the collaboration of the three Councils in
the study area. It will also require the three Councils to work with the State Government,
community and private sector organisations to deliver facilities that meet the sports’
specifications and relevant planning scheme requirements across the Region.
Previous Council Consideration
Ordinary Meeting Minutes, 18 October 2018, Item 2, Page 6
That Council note the report by the Community Development Officer – Sport and Recreation to
the Services and Organisation Committee dated 9 October 2018 and:
A. Approve the Draft Regional Facilities Plan for Difficult to Locate Sports, included at
Attachment 1 of this report, for the purposes of community consultation; and
B. Request the Chief Executive Officer to collate and consider this feedback for the purposes
of developing a final Regional Facilities Plan for Difficult to Locate Sports for the future
consideration of Council.
Page 24 of 60
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Finance
The Department of Housing and Public Works - Sport and Recreation have provided funds for
the development of a Regional Facilities Plan for Difficult to Locate Sports, by way of a $75,000
Sport and Recreation Planning Funding Program grant. Noosa Council and Gympie Regional
Council have provided contributions of $6,250 each with Sunshine Coast Regional Council
allocating an amount of $12,500.
The costs of implementing the recommendations of the Regional Facilities Plan for Difficult to
Locate Sports are recognised as being beyond the capacity of the three Councils to fund in their
own right. The adoption of the Plan will provide relevant stakeholders, community groups, peak
bodies and the three Councils with a strategic direction to implement improvements in a clear
and focused way, and provide a foundation for future grant applications and facilities planning.
While there are no immediate financial implications for Noosa Council, there is the potential for
partnership projects in the future which may require a contribution from Council. This contribution
could be financial, in-kind or through the provision of expert assistance such as grant writing.
Each potential partnership project would be considered on its merit through Council’s normal
processes prior to any commitment being made.
Risks & Opportunities
Failure to adequately plan for the difficult to locate network’s current and future uses will likely
result in ongoing community disharmony.
Failure to maintain an adequate level of service for sport and active recreation facilities may
result in increased future costs and lead to community dissatisfaction.
Regional planning exercises reduce the risk of ad-hoc development, which may be to the
detriment of future service provision and uses.
In recognition of the challenges involved in locating, developing and managing facilities for
difficult to locate sports, the three Councils have agreed on a collaborative approach that aims to
share the overall planning and investment priorities for the four specific sports. The
recommendations rely strongly on collaboration between the three Councils, the State
government and with the sports involved.
Consultation
External Consultation - Community & Stakeholder
External consultation occurred as part of the development of the draft Plan, including ongoing
reference groups and targeted consultation with relevant peak bodies and local organisations.
Surveys and invitations to meet with the consultants were distributed to sporting clubs involved in
this study.
A community engagement period for the Draft Regional Facilities Plan for Difficult to Locate
Sports occurred from 29 October 2018 to 23 November 2018. This engagement phase provided
a 26 day opportunity for the community to review and provide feedback on the draft Plan’s
recommendations. The consultation phase was promoted across all three Councils through
various marketing formats including:
Facebook
Media release
Online discussion and feedback through the ‘Have your say’ engagement platform
Targeted sports and stakeholder consultation.
Page 25 of 60
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
The Plan was finalised following consideration of the feedback through the community
engagement phase.
Internal Consultation
The Community Development Team held discussions regarding the development of the Regional
Facilities Plan for Difficult to Locate Sports with relevant internal teams including the Corporate
Services and Environment & Sustainable Development Departments.
In addition to the above, a number of workshops have been held to provide opportunities for
relevant Councillors and Council officers to review the findings and recommendations of the Plan.
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer Director Director
Executive Support x Community Development Financial Services
x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
x Local Laws x Property
x Waste & Environmental Health Revenue Services
Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service x Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
x Strategic Land Use Planning x Infrastructure Planning,
Design and Delivery
Page 26 of 60
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
REPORTS FOR NOTING BY THE COMMITTEE
7 JANUARY 2019 RATE LEVY OVERVIEW
DOCUMENT INFORM AT ION
Author Manager, Revenue Services, Kellie Seeleither
Corporate Services Department
Index ECM/ Subject/ Rates Management/ Rateable Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Revenue Services to the Services & Organisation
Committee Meeting dated 12 March 2019 providing an overview of the January 2019 Rate Levy.
REPORT
This report provides Council with a summary of the January 2019 rate levy.
1. Levy Summary
Rate notices were issued on 15 January 2019 with a due date of 15 February 2019. The gross
amount of the levy was $38.3 million, which comprised of $35 million of Council rates and
charges, and $3.3million for the State Emergency Management Levy. Between July 2018 and
January 2019 the net increase in rateable properties was 71, representing minimal growth of
0.23%.
Rateable Valuation
Levy/Charge Amount # Properties
Or # Services
General Rates $24.901 million 30,509 $8.968 billion
Separate Charges
Environment Levy $0.915 million 30,509 30,509
Sustainable Transport Levy $0.458 million 30,509 30,509
Heritage Levy $0.153 million 30,509 30,509
Special Rates and Charges
Tourism & Economic Levy $1.439 million 5,823 $1.576 billion
Noosa Main Beach Maintenance $0.289 million 2,091 $630 million
Hastings St Precinct Maintenance $0.167 million 2,091 $630 million
Hastings Street Safety Levy $0.077 million 834 834
Rural Fire Levy $0.080 million 6,397 6,397
Noosa Junction Levy $0.045 million 156 $39 million
Noosa Waters Lock & Weir Levy $0.025 million 592 $472 million
Page 27 of 60
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Rateable Valuation
Levy/Charge Amount # Properties
Or # Services
Noosa Waters Canal Maint. Levy Nil Nil Nil
North Shore Electricity Charge $0.023 million 27 27
Utility Charges
Waste Management Charges $6.256 million 29,588 32,634
Holding Tank Charges $0.077 million 81 81
Backflow Device
$0.106 million 1,379 4,380
Registration Fees
Emergency Management, Fire and
$3.271 million 31,349 31,272
Rescue Levy (EMFRL)
2. General Rate Details by Category
#
# Rateable Properties
General Rate Category Revenue
Properties Valuation on
Minimum
1 - Rural & Agricultural 223 $60,723,500 $161,668 121
2 – Commercial valued up to $175,000 911 $70,286,482 $505,632 837
3 – Commercial valued $175,001 -
401 $109,183,161 $387,604 44
$400,000
4 – Commercial valued over $400,000 281 $258,765,277 $943,001 8
5 – Extractive (not in Cat. 31) 3 $2,910,000 $9,901 -
6 – Residential PPR valued up to
11,052 $2,270,820,214 $6,124,652 9,715
$300,000
7 – Residential PPR valued $300,001 -
2,691 $964,784,972 $1,856,057 469
$450,000
8 – Residential PPR valued $450,001 -
533 $265,639,674 $509,362 -
$550,000
9 – Residential PPR valued $550,001 -
371 $227,809,560 $431,016 -
$700,000
10 – Residential PPR valued $700,001
138 $105,090,718 $189,053 19
- $800,000
11 – Residential PPR valued $800,001
287 $248,100,000 $431,110 31
- $920,000
12 – Residential PPR valued $920,001
215 $216,285,738 $366,345 12
- $1,100,000
13 – Residential PPR valued
104 $128,625,000 $207,197 23
$1,100,001 - $1,400,000
14 – Residential PPR valued
134 $246,700,000 $374,975 18
$1,400,001 - $2,500,000
15 – Residential PPR valued over
44 $139,100,000 $197,161 3
$2,500,000
16 – Residential Not PPR valued up to
4,150 $981,640,831 $2,872,309 3,117
$420,000
Page 28 of 60
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
#
# Rateable Properties
General Rate Category Revenue
Properties Valuation on
Minimum
17 – Residential Not PPR valued
242 $111,484,204 $257,211 75
$420,001 - $500,000
18 – Residential Not PPR valued
400 $236,556,408 $537,220 -
$500,001 - $750,000
19 – Residential NPPR valued over
671 $914,890,383 $2,081,376 -
$750,000
20 – Vacant Land > $1M and area more
10 $22,300,000 $95,433 -
than 1,500m2
21 – Pump Stations, Stock Grazing
Permits and garages/small lots with an 2 $51,128 $204 1
area less than 20m2
22 – Vacant Land subject to developers
83 $34,844,000 $42,143 -
concession
23 – Retirement Villages 7 $16,785,000 $113,110 1
24 – Shopping centre - gross floor area
6 $18,150,000 $104,299 -
between 2,500 & 10,000m2
25 – Shopping centre - gross floor area
1 $28,000,000 $212,898 -
greater than 10,000m2
26 – Shopping centre - gross floor area
4 $5,926,952 $25,990 -
between 1,000 & 2,500m2
27 – Strata Units Not PPR 5,567 $979,769,902 $4,593,701 3,578
28 – Strata Units PPR 1,973 $299,248,808 $1,257,042 1,336
29 – Extractive Industries
1 $335,000 $1,793 -
Quarries
30 – Nursing Homes 4 $3,580,000 $11,665
Total 30,509 $8,968,386,912 $24,901,128 19,408
3. Rate Concessions
Details of the Council pensioner concessions granted on the July Levy are set out below.
Maximum Rebate
Type of Council Concession # Properties Amount
(1/2 year)
Maximum/Sole Owner $115.00 1,229 $141,335
Maximum/Joint Owners $90.00 1,204 $104,001
Not Maximum/Sole Owner $57.50 744 $42,780
Not Maximum/Joint Owners $32.50 996 $31,837
Total 4,173 $319,953
In addition to the pensioner concessions Council provided general rate donations for 49 eligible
properties totalling $68,042.
Details of the pensioner concessions funded by the State Government are as follows: -
State Government Rebates # Properties Amount
General Rates & Charges 4,354 $429,048
State Emergency Management Levy 4,354 $75,290
Page 29 of 60
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
4. Payment Preferences and Arrangements to Pay
BPay continues to be the most popular payment options by far, accounting for 63% of all money
received, followed by over the counter payments (including cheques mailed into Council) at 10%.
Payments at Australia Post offices, online payments and direct debit all represent 7% of total
payment, and automated phone payments accounting for the final 6%.
There are currently 486 properties that have made an arrangement to pay their current rates in
accordance with section 2.5.2 of the Revenue Statement, representing $339,139 of the
outstanding rates and charges.
5. Electronic Rate Notice Delivery
Council continues to encourage residents to register for electronic delivery of their rate notice,
either by e-mail direct to their private email address or delivery to their online banking platform
via BpayView. At the conclusion of the levy we had 795 properties registered for BpayView and
7,753 properties registered for email delivery, which means that just over 27% of all rate notices
are now sent electronically. Ongoing efforts are being made to continue to encourage electronic
rate notice delivery for cost saving and environmental benefits.
Previous Council Consideration
Nil
Finance
Budget
Rates and charges revenue received for the 2018/19 financial year to date is in line with budget
forecasts.
Receivables
There are currently no properties where the outstanding rates and charges are close to the
rateable value of the land, consequently there is no risk of any rates and charges being written
off as bad debts at this time.
Risks & Opportunities
Net rates and charges represent 70% of Council’s total operating revenue. The issuing and
collection of rates revenue is critical in ensuring cash flows are available to fund Council
operations.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Page 30 of 60
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer Director x Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health x Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 31 of 60
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
8 NOOSA SPIT SHORELINE EROSION UPDATE - FEBRUARY 2019
DOCUMENT INFORM AT ION
Author Project Coordinator – Flooding, Coastal and Foreshore, Daniel Wishaw
Infrastructure Services Department
Index ECM/ Projects (T1) / Noosa Dog Beach SEMP Coastal Monitoring
ECM/ Subject / Erosion
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Coordinator – Flooding, Coastal and Foreshore to the
Services & Organisation Committee Meeting dated 12 March 2019 providing an update on the
development of a Shoreline Erosion Management Plan (SEMP) and also note the formation of a
staff Noosa Spit SEMP Project Working Group to oversee that project.
REPORT
1. Background
In November 2018, Council approved the completion of a Shoreline Erosion Management Plan
for Noosa Spit to address priority erosion issues and recommend preferred management options.
That resolution also requested that quarterly status updates be provided to Council.
2. Shoreline Erosion Management Plan
In line with Council’s procurement guidelines, an Invitation to Quote (ITQ) was delivered to three
consultants for the development of a Shoreline Erosion Management Plan (SEMP) for Noosa
Spit. This ITQ process closed on 4 February 2019, with three submissions received. The ITQ
was recently awarded to BMT WBM Pty Ltd for $121,325.00.
The project will develop a sound technical foundation for the dynamics of the lower Noosa River
and review historical causes for erosion including an exploration of historical and environmental
factors that have led to the existing eroded condition. Building on this technical foundation, the
consultants will then use computer-simulated models to explore changes to the river alignment
and evaluate possible solutions to mitigate erosion risk to Noosa Spit, without causing negative
impacts to neighbouring sites.
This work will then be combined to produce a SEMP, which will set out a management strategy
for Noosa Spit based on an erosion “trigger line” approach that has proven successful at other
sites. The development of the SEMP will seek input from state regulatory bodies, as well as
Council-facilitated stakeholder consultation, to ensure that the proposed strategy has the best
opportunity for streamlined implementation.
The SEMP is expected to be delivered by November 2019, with the project phases and
anticipated milestones provided below:
Page 32 of 60
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Phase 1 Review existing reports and historical imagery; prepare a discussion paper.
1.1 Review historical reports
1.2 Review historical imagery
1.3 Review performance of existing management strategy
1.4 Describe the drivers of recent erosion (post 2012)
1.5 Forecast the rate of erosion and timeframe for a breakthrough
Phase 2 Develop a calibrated coastal processes model
2.1 Develop estuary model extent and gather input data (model to cover estuary
shorelines including Munna Point, Gympie Tce, Noosa Sound, North Shore)
2.2 Develop integrated coastal model extent and gather input data (model to include
Main Beach and extent of river entrance dynamics)
2.3 Targeted data collection and model calibration (see Table 1-1 for data collection
costs)
2.4 Consider wind wave and boat wash conditions at target site (Doggie Beach)
Phase 3 Bathymetric Survey (procured by Council under a separate contract)
Phase 4 Conceptual / numerical modelling of scenarios
4.1 Removal of sand spit from the northern side of entrance breakwater
4.2 Closure of the eastern channel, leaving only the central channel
4.3 A breakthrough alignment through the middle of the Noosa Spit
4.4 Other historical scenarios identified through the review process (per scenario)
Phase 5 Preliminary report summarising the technical review and modelling
Phase 6 Develop coastal erosion management strategy
6.1 Consider up to 5 coastal management options for testing with the model
6.2 Develop a trigger-based strategy with actions linked to physical triggers (e.g.
shoreline position)
6.3 Assess potential changes to natural process, social and recreational values
associated with the preferred strategy; identify the legislative requirements and
approvals pathway; preliminary cost/benefit analysis
6.4 Assess the performance of the strategy under a 2040 mean sea level scenario
6.5 Incorporate Noosa 'look and feel' design principles and values identified through the
CHAP
Phase 7 Stakeholder engagement workshop in Noosa
Phase 8 Pre-lodgement style engagement with State regulators, potentially seek long-term
approval for preferred strategy
Phase 9 Final SEMP reporting, including 1 month review and public consultation of draft;
numerical model handover and training.
Page 33 of 60
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
3. Update on Erosion
Site inspections undertaken by Council staff indicate that erosion continues to progress,
evidenced from fresh undermining of established trees in the area and bank crumbling. The
erosion rate appears to be steady at this stage, however, these visual inspections will be
supported by survey work undertaken in the next month as part of a broader Noosa River survey
in order to provide detailed setback and volume changes.
4. Formation of a Project Working Group
It is proposed to establish a project working group incorporating several branches within Council
such that it may provide multi-branch feedback, with representation proposed as follows:
Project Coordinator – Flooding, Coastal and Foreshores (Chair)
Environmental Services Manager
Governance Advisor
Principal Strategic Planner
Project Coordinator- Climate Change Adaptation.
Previous Council Consideration
Ordinary Meeting Minutes, 17 November 2018, Item 2, Page 11
That Council note the report by the Project Coordinator – Flooding, Coastal and Foreshore to the
Services & Organisation Committee Meeting dated 6 November 2018 and
A Support the urgent completion of a Shoreline Erosion Management Plan for Noosa Spit
and Noosa Main Beach subject to funding being provided in Budget Review 2; and
B. Provide a status update to Council on a quarterly basis.
Finance
The awarded contract for the Noosa SEMP work is within the approved 2018/2019 budget
allocation.
Risks & Opportunities
An update to the risk and opportunities matrix, reported to the Service and Organisation
Committee Meeting on 6 November 2018 is presented below.
Risk Description Likelihood Consequence
SEMP and proposed actions are not complete before Possible Implementation of
intervention is required. unplanned/ emergency
works required.
Note: While the timing of the SEMP should allow completion and
a proposal for implementation of recommended actions, the
implementation time of this action remains critical.
Remediation costs will continue to grow until a solution can be Certain Increased costs to
implemented. replace lost sand and
habitat.
A failure to remediate may expose Council to a risk of litigation Possible Legal costs and/or costs
from properties that are currently protected by the Noosa Spit awarded as damages if
peninsula. it is found Council failed
in their duty of care.
Note: Further investigation of this is desirable as no legal opinion
has yet been sought.
Reputational damage, due to a perception of poor management. Likely Reputational.
Page 34 of 60
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Consultation
External Consultation - Community & Stakeholder
To be undertaken within the project.
Internal Consultation
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
X Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 35 of 60
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
9 NOOSA AQUATIC CENTRE (NAC) - HALF-YEARLY REPORT TO 31 DECEMBER 2018
DOCUMENT INFORM AT ION
Author Noosa Aquatic Centre Coordinator, Stephen James
Community Services Department
Index ECM/ Subject/ 72.02 Noosa Aquatic Centre NAC
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Aquatic Centre Coordinator to the Services &
Organisation Committee meeting dated 12 March 2019 providing an update on the activities of
the Noosa Aquatic Centre for the period 1 July 2018 to 31 December 2018.
REPORT
The purpose of this report is to advise Councillors of the Noosa Aquatic Centre’s (NAC) activities
for the half-year ending 31 December 2018.
The NAC comprises a 50m Olympic-sized pool, 25m pool, warm down pool/learn-to-swim pool,
leisure pool, fitness studio, change rooms and amenities operations. The NAC also oversees the
maintenance of the Sunshine Beach Skate Park.
The NAC provides a broad range of aquatic and leisure programs including recreational
swimming, learn-to-swim (LTS) programs, elite squad training, aqua aerobics and water polo, as
well as circuit classes and general gym usage in the fitness studio.
1. FINANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management and
improving revenue through innovative and entrepreneurial approaches, while at the same time
seeking to minimise operational costs.
Page 36 of 60
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
NAC financial performance for the period ending 31 December 2018
2018/19 2018/19
Statement of Income and Current YTD 2018/19 % YTD
Expenses Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 1,831,399 942,514 941,733 51.4% (781)
Total Expenditure 2,760,329 1,398,729 1,379,128 50.0% 19,600
Operating Result (928,930) (456,215) (437,395) 18,819
Expenditure Summary
Employee Benefits 1,232,745 616,604 621,084 50.4% (4,480)
Materials & Services 737,104 386,884 362,926 49.2% 23,958
Finance Costs 0 0 (292) 100.0% 292
Other Expenses 1,060 530 530 50.0% 0
Depreciation & Amortization 205,622 102,811 102,811 50.0% 0
Internal Charges 583,799 291,899 292,069 50.0% (169)
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 2,760,329 1,398,729 1,379,128 19,600
Noosa Aquatic Centre
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Operating Result
(500,000)
(1,000,000)
2018/19 2018/19
YTD YTD
Budget Actuals
The NAC has experienced several consecutive years of strong revenue growth, as can be seen
in the historical half-yearly results table below. This growth has now plateaued, with half-yearly
revenue finishing the period less than $1k behind budget. Minor YTD expenditure savings led to
the centre producing a net half-yearly result $18,819 ahead of budget.
General admissions, retail and learn-to-swim program revenue tracked slightly behind budget,
with stronger performances in squad, group fitness and gym revenue offsetting this. The squad,
group fitness and gym revenue lines continue to benefit from a growing member base, which sat
at 554 on 31 December 2018, up 105 members (23% growth) on the previous year.
Page 37 of 60
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
While aqua aerobics class attendance numbers for the year align with the year prior, circuit class
attendance has grown by 30% from 2,397 attendees in the first half of 2017/18 to 3,126 in
2018/19. One of the challenges of such growth is accommodating the extra visits in the limited
confines of the gym. Management believe there is merit in investigating the possibility of adding
additional dryland space at the centre and this is something which will be considered in more
detail during the development of the NAC’s 10-year masterplan.
Expenditure savings relate mainly to water and maintenance costs which will largely be resolved
as the timing of charges smooths throughout the remainder of financial year. Employee benefits
costs are over budget by $4,480, a pleasing result given the absorption of additional lifeguard
costs (roughly $25k for the period) associated with increased supervision levels of the leisure
pool.
Other expense items of note include the cost of chemicals being over budget by nearly $9k due
to supplier price increases, and an increase in contract fitness instructor expenses, offset by
related savings in labour costs.
For further financial performance context, historical figures are shown below:
Historical half-yearly financial performance - Noosa Aquatic Centre (NAC)
2015/16 YTD 2016/17 YTD 2017/18 YTD 2018/19 YTD
Revenue actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec
40023 - Miscellaneous Fees & Charges (13,358.94) (9,291.65) (8,273.89) (9,531.87)
40029 - Rent Revenue (6,149.87) (7,000.00) (6,500.00) (6,662.50)
40034 - Lease Revenue (30,003.63) (30,569.09) (34,049.42) (27,499.98)
41153 - Admission Fees (227,645.65) (251,016.68) (279,397.23) (260,929.71)
42000 - Other - Commission Received (2,899.91) 0.00 0.00 0.00
42020 - Other - Sales - Retail (77,720.82) (89,590.78) (90,422.76) (84,122.51)
42042 - Other - Miscellaneous Revenue 0.00 0.00 0.00 0.00
42072 - Learn to Swim Revenue (315,352.74) (347,759.67) (339,342.14) (331,055.21)
42073 - Squad Revenue (23,902.54) (44,451.88) (51,204.97) (62,561.23)
42074 - Group Fitness Revenue (38,344.73) (61,357.02) (75,565.51) (75,109.77)
42075 - Gym Revenue (74,193.29) (35,105.92) (70,056.60) (79,929.08)
42076 - Creche Revenue (2,591.52) (4,755.82) (4,801.08) (4,331.10)
(812,164) (880,899) (959,614) (941,733)
Controllable expenses
6EX01 - Employee Benefits 511,795.94 576,354.01 563,491.57 621,084.13
6EX03 - Materials & Services 294,266.16 375,065.53 331,005.77 362,926.42
6EX06 - Other Expenses 478.10 494.80 512.10 530.00
806,540 951,914 895,009 984,541
Net operating result 5,623 -71,016 64,604 -42,808
Uncontrollable expenses
6EX04 - Depreciation & Amortization 78,955.74 97,005.37 102,509.11 102,810.90
6EX12 - Internal Charges 152,801.79 223,035.47 323,262.78 292,068.60
231,758 320,041 425,772 394,880
Total operating result -226,134 -391,057 -361,168 -437,687
Page 38 of 60
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
2. CUSTOMERS
The NAC recorded 125,323 attendances for the 6 months to December 2018. This is a slight
decrease of 2,564 on the 127,887 visits for the same period last year.
NAC half-year attendance comparison
December 2017 to December 2018
140,000 127,887 125,323
120,000
100,000
Attendances
80,000
60,000
40,000
20,000
0
2017/18 2018/19
The NAC continues to have limited capacity during most weekday afternoons. While lanes are
open to the public, these are generally limited to one or two during the peak times of 3.30pm –
6pm.
3. STAFFING
The NAC is affected by strong seasonal fluctuations and therefore a large percentage of its team
are employed as casuals. Staff numbers are at their peak now and will reduce significantly
throughout terms 2 and 3 as the weather cools, the days shorten and patrons move onto winter
pastimes.
Casual staff will be affected by the proposed facility shutdown during winter as no shifts will be
available during this time. More information on the proposed shutdown is outlined below in the
future direction section.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
The trial of Tanda, an electronic rostering and time and attendance system, continues at the NAC
and has aided the process of roster creation. The complexity of developing a solution which can
interpret the NAC’s and Council’s complex IR environment remains a challenge and has slowed
full implementation of the system. Once fully implemented, the system will improve rostering,
reporting, budgeting and monitoring practices, reduce human error and provide further control of
the facility’s largest expense (wages).
Installation of a large (~100kw) rooftop solar PV system has commenced with 27kw being
installed in September 2018. Installation of the remaining 72kw is scheduled for 2019. This is an
exciting project for the NAC and Council and is a major step towards emission reduction at the
centre.
Page 39 of 60
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
On 1 December 2019, the NAC commenced operations in line with the Royal Life Saving
Society’s ‘Keep Watch’ guidelines. Essentially these guidelines require parents of young children
to be more proactive in their supervision of their children while at the NAC. Children aged 5 and
under must now be accompanied in the water by a parent or carer and remain within arms’ reach
at all times. Children aged 6 -10 must be under constant, active supervision of parents or carers.
In addition to these requirements, the NAC has also boosted lifeguard supervision of the leisure
pool during peak times. The combined measures make the NAC a safer place for children and
reduce the likelihood of a serious immersion or drowning incident. The public has responded well
to the new requirements, with staff receiving several comments in support of the enhanced safety
measures. Only a relatively minor number of negative comments have been received.
5. FUTURE DIRECTION
This is a time of consolidation for the NAC as it cements recent gains and continues to look for
ways to improve operations. The team remain committed to not only providing the community
with a facility to be proud of, but one that continues to adapt to meet the changing ways in which
our community recreates.
The centre has a number of major capital works projects planned for mid-2019. These works are
budgeted to cost $965k and will have a major impact on the centre’s operations, as the centre
will be closed to the public in order to allow for the works to be undertaken. The projects include:
Building
Reroofing.
Replacing the large deck.
Installation of the 72kw solar PV.
Replacement of the main switchboard.
50m pool
Emptying and re-grouting.
Replacing damaged coping tiles.
Replacement of filter media.
Replacement of wet decking
WH&S
Replacing chlorine tank.
At this stage it is anticipated the centre will be closed for 6 – 8 weeks while the works are
completed from late June through to mid-August. While it is likely the 50m pool works will take
longer, the remainder of the facility will be able to resume normal operations once the roof and
deck works are complete.
While the disruptive nature of the works is acknowledged and management are disappointed to
have to close the facility, unfortunately there is no way around the closure. Fortunately this is the
first time in 20 years that the facility will be closed to the public for an extended period and it is
not expected to occur again for another several years.
Staff have been given advanced notice of the closure and once exact closure dates are known,
management will commence communications with key users and the broader public around what
it means for them.
Page 40 of 60
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
The second half of 2018/19 will also see management undertake the development of a learn-to-
swim program strategy, as well the centre’s 10-year masterplan. The masterplan will look at
possible future centre enhancements such as a new family change space and a dedicated group
fitness class space. The need for both spaces is becoming more and more evident to
management as high visitation numbers are sustained and customers’ expectations grow.
Previous Council Consideration
Nil.
Finance
Refer to Section 1 of this report.
Risks & Opportunities
Given the complexity and scale of the planned capital works projects, there is a risk that
timeframes and/or costs will escalate beyond expectations. Management are undertaking careful
planning to try and avoid such a scenario, but it’s a risk nonetheless.
There is also a risk that the impact of the closure will be greater than expected with regard to the
centre’s finances. Management have budgeted for a $200k revenue reduction in 2019/20 as a
direct result of the centre’s closure, however, if the closure extends longer than expected, or if it
takes longer than expected for customers to return to their pre-closure usage pattern, the
revenue loss will increase accordingly.
A separate risk also on the horizon for the NAC is the opening of the 50m and learn-to-swim
pools at St Andrew’s College in Peregian Springs. While exact dates and the final operating
model remain unknown, management anticipate the pools are likely to be open by early 2019/20.
There will likely be an impact on revenue for the NAC, particularly via the loss of St Andrew’s
bookings, the Monday night school water polo program and some learn-to-swim students. Over
time NAC management anticipate there will be opportunities to replace the lost customers with
new ones, particularly during peak periods.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 41 of 60
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
10 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) - HALF-YEARLY REPORT
TO 31 DECEMBER 2018
DOCUMENT INFORM AT ION
Author The J & BCC Coordinator, Scott Braby
Community Services Department
Index ECM /Subject / 72.01 The J
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by The J & Bicentennial Community Centre Coordinator to the
Services & Organisation Committee meeting dated 12 March 2019, providing an update on the
activities of The J and Bicentennial Community Centre for the period 1 July 2018 to 31 December
2018.
REPORT
The purpose of this report is to advise Councillors of The J’s and Bicentennial Community
Centre’s activities for half year to 31 December 2018.
The J continues to operate as a versatile, multi-use community venue. It hosts a wide range of
activities, performances and live entertainment. It is also home to current tenants the University
of the Sunshine Coast (including most recently USC International Development) and Noosa FM
Community Radio.
The J is the venue of choice for a number of community groups including Noosa Alive Festival,
Noosa Chorale, Noosa Heads Jazz Club, Noosa Music Society, Alliance Françoise and Hillsong
Church, as well as numerous school and commercial dance/theatre groups who conduct a range
of youth activities, performances, awards and presentation ceremonies.
The J regularly activates the additional mezzanine space for the extended theatre seating and
meetings and workshops. In addition, The J continues to offer a combination of additional flexible
meeting spaces, conference rooms and facilities for hire which are complemented by covered
outdoor areas and stylish open foyers.
The Bicentennial Community Centre (BCC) includes the Main Hall, Annexe and Demountable
buildings. The BCC Main Hall is the permanent home of the Noosa Gymnastics Club who have
now completed their extensions. The demountable building hosts permanent tenants Noosa
Montessori School, who are also hiring the annexe on a permanent basis, with negotiations to
lease commencing 2020 underway.
Page 42 of 60
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
1. FINANCE
The J financial performance as at 31 December 2018
Statement of Income and 2018/19 2018/19
Expenses Current YTD 2018/19 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 674,246 384,015 342,709 50.8% (41,306)
Total Expenditure 1,400,148 710,703 692,836 49.5% 17,868
Operating Result (725,902) (326,688) (350,127) (23,439)
Expenditure Summary
Employee Benefits 488,994 244,907 248,386 50.8% (3,479)
Materials & Services 398,907 209,401 188,196 47.2% 21,205
Finance Costs 0 0 (88) 100.0% 88
Other Expenses 1,060 530 530 50.0% 0
Depreciation & Amortization 251,223 125,611 125,611 50.0% 0
Internal Charges 259,964 130,254 130,201 50.1% 53
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 1,400,148 710,703 692,836 17,868
The J Community Centre
800,000
600,000
400,000
200,000
0
Total Revenue Total Expenditure Operating Result
(200,000)
(400,000)
(600,000)
2018/19 2018/19
YTD YTD
Budget Actuals
The J is $41,306 behind its half-yearly revenue budget, however has achieved just over 50% of
its annual revenue budget in the first half of the year. This result is indicative of budget profiling
which was too heavily skewed towards the first 6 months of the year and learnings from this have
been applied to the 2019/20 budget.
Venue hire finished $5,821 above budget, while bar and kiosk sales were down $13,259, due
mainly to a reduction in the number of events with strong associated bar sales. Anecdotal
evidence across the Community Facilities branch also points towards customers being a little
tighter with their discretionary spend over the past 6 months than in the year prior.
Page 43 of 60
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Ticket sales and commission received were a combined $9,887 below budget, mainly due to
budget profiling and one event being rescheduled to the second half of the year. Employee cost
recoveries (revenue received from on charging employee costs to facility hirers) performed poorly
against budget and finished the period $21k behind target. This is in part due to budget profiling,
with reasons for the remaining difference not immediately obvious. Management are continuing
investigations into this to try and prevent any further performance issues.
YTD expenditure is under budget by $17,868, resulting in a net YTD financial position for the
facility of $23,439 over budget. Roughly half the expenditure savings relate to electricity savings
generated by the recently installed rooftop solar system. The remaining amount can be attributed
to small variances in tech costs, cleaning costs and general materials purchases.
While the variable nature of The J’s business can lead to a level of unpredictability, management
are continuing to monitor performance and are confident of pulling back a reasonable amount of
the current revenue shortfall in the second half of the year.
The past 4 years’ half-yearly financial results below shows a reduction in revenue for the first half
of 2018/19 compared to 2017/18. While this is disappointing, it should be highlighted that
2018/19’s result is still significantly higher than both 2015/16 and 2016/17.
Historical half-yearly financial performance – The J
2015/16 YTD 2016/17 YTD 2017/18 YTD 2018/19 YTD
Revenue actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec
40032 - Other - Sales - Equipment Hire (24,360.00) (20,970.47) (28,262.25) (26,658.15)
40034 - Lease Revenue (38,819.78) (39,959.76) (41,412.50) (48,872.50)
41103 - Other - Sales - Bar & Kiosk Sales (43,032.72) (62,248.03) (70,968.00) (63,864.34)
41154 - Venue Hire (82,789.26) (91,964.52) (95,977.94) (103,525.18)
42000 - Other - Commission Received (23,087.48) (28,300.28) (35,158.60) (34,296.84)
42017 - Other - Sales - Tickets (7,812.55) (6,931.87) (10,114.12) (5,530.26)
42032 - Other - Sundry Recoupment (2,310.62) (4,445.20) (7,414.76) (4,187.62)
42043 - Other - Misc - Photocopying and Printing (461.70) (1,344.92) (1,322.52) (1,204.41)
42044 - Other - Misc - Employee Cost Recoveries (40,568.14) (39,901.79) (64,591.12) (52,695.17)
42046 - Other - Misc - Telephone Transaction Fee (388.55) (470.85) (731.76) (524.43)
42050 - Marketing Recoupment/Recovery 0.00 (257.73) (2,394.12) (1,350.00)
(263,631) (296,795) (358,348) (342,709)
Controllable expenses
6EX01 - Employee Benefits 195,047.53 217,230.78 229,413.23 248,385.93
6EX03 - Materials & Services 137,044.70 182,234.15 203,186.87 188,196.33
6EX06 - Other Expenses 149.72 0.00 512.10 530.00
332,242 399,465 433,112 437,112
Net operating result -68,611 -102,670 -74,765 -94,403
Uncontrollable expenses
6EX04 - Depreciation & Amortization 137,255.40 119,397.44 119,362.56 125,611.26
6EX12 - Internal Charges 100,218.12 99,756.73 150,014.66 130,200.60
237,474 219,154 269,377 255,812
Total operating result -306,085 -321,824 -344,142 -350,215
Page 44 of 60
Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
BCC financial performance as at 31 December 2018
Statement of Income and 2018/19 2018/19
Expenses Current YTD 2018/19 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 131,040 65,520 65,523 50.0% 3
Total Expenditure 108,962 56,398 48,343 44.4% 8,055
Operating Result 22,078 9,122 17,180 8,058
Expenditure Summary
Employee Benefits 12,012 6,006 3,065 25.5% 2,941
Materials & Services 36,391 20,113 14,806 40.7% 5,306
Finance Costs 0 0 0 0.0% 0
Other Expenses 528 264 264 50.0% 0
Depreciation & Amortization 53,074 26,537 26,537 50.0% 0
Internal Charges 6,957 3,478 3,670 52.8% (192)
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 108,962 56,398 48,343 8,055
Bicentennial Community Centre
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Total Revenue Total Expenditure Operating Result
2018/19 2018/19
YTD YTD
Budget Actuals
BCC revenue (lease and permanent hire) is tracking in line with budget, with expenditure under
budget by $8,055 due to an underspend in maintenance. Painting works in the second half of the
year will see maintenance expenditure pull back in line with budget.
The historical half-yearly results below show a trend of revenue growth and a slight reduction in
controllable expenses. As a result, the net financial performance of BCC continues to improve.
Page 45 of 60
Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Historical half-yearly financial performance – Bicentennial Community Centre
2015/16 YTD 2016/17 YTD 2017/18 YTD 2018/19 YTD
Revenue actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec
40034 - Lease Revenue (27,902.76) (28,022.52) (50,522.52) (50,522.51)
41154 - Venue Hire (24,697.41) (23,614.54) (9,979.04) (15,000.00)
(52,600) (51,637) (60,502) (65,523)
Controllable expenses
6EX01 - Employee Benefits 5,969.02 5,750.11 5,524.32 3,065.47
6EX03 - Materials & Services 21,566.40 19,625.41 15,801.72 14,806.25
6EX06 - Other Expenses 238.10 246.40 255.00 263.90
27,774 25,622 21,581 18,136
Net operating result 24,827 26,015 38,921 47,387
Uncontrollable expenses
6EX04 - Depreciation & Amortization 24,917.28 25,170.73 25,942.50 26,537.16
6EX12 - Internal Charges 6,967.29 3,672.84 3,615.22 3,669.82
31,885 28,844 29,558 30,207
Total operating result -7,058 -2,828 9,363 17,180
2. CUSTOMERS
The J
An overview of users and events accommodated at The J over the past 6 months is as follows:
Education/Schools/Government - performances and presentations
St Teresa’s Catholic College
St Andrews Anglican College
Noosa Professional Dance Academy
USC
USC Performing Arts
TAFE
Lexis English College
Noosa Flexible Learning
Council citizenship ceremonies
CCIQ meet the candidates
Community groups
Noosa Chorale
Noosa Heads Jazz Club
Noosa Music Society
Noosa Chamber of Commerce
Noosa Biosphere
Noosa Junction Traders
Tewantin Noosa Lions Club
Noosa Red Cross
Community Focus Association
Community Solutions Association
CCIQ Business mentoring
Page 46 of 60
Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Endeavour Foundation
United Synergies
Noosa FM Community Radio
Tourism Noosa
Council internal events (various)
SIMNA (Social Impact Measurement Network – Measuring Impact Noosa
QFES
NDIS
Boomerang Alliance- Container Refund Scheme
Special events
Noosa Alive (Noosa Long Weekend Festival)
Noosa Jazz Party
Laguna Real Estate - Auctions
Laguna Real Estate – Expo
Sunshine Coast Poetry Slam Competition
Singing For The Rain – Fundraiser
Weddings
Comedy
Sydney Comedy
Arj Barker
Will Anderson
Nikki Osborne
Live music/bands/dance
Sound Feast open mic/live bands (monthly event)
Eireborne – Irish Rock
Noosa Heads Jazz Club
Noosa Jazz Party
Theatre
Sunshine Coast Youth Theatre
Mad About Theatre
Little Seed Theatre Company
Coast Academy of Song & Dance
Moreton Bay Theatre Company
Hamburger Productions
Performing Arts Factory
Backwards to Broadway
Film
Noosa International Film Festival (Noosa Chamber of Commerce)
Radical Reels
Adventure Films - Gutsy Girls & Top Dog Festival
Page 47 of 60
Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
The J half-yearly attendance comparison
55,000
50,000 48,227
45,588
45,000 40,407
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
2016/17 2017/18 2018/19
The above attendance figures show continued growth and are inclusive of university attendance
and all events and bookings at The J.
BCC
As all areas of BCC are now leased or hired on a permanent basis, no customer attendance data
is recorded by Council. That said, anecdotal evidence points towards both Noosa Gymnastics
Club and Montessori Noosa growing their respective student numbers.
3. STAFFING
The J staff continue to also oversee BCC’s operations, therefore this component of the report is
combined for both venues. Staffing levels are currently at 4.7 FTE which is considered extremely
efficient when compared to other similar venues.
This last six months saw minor staffing changes, with some additional hours required for initial
training and handover. The J’s new Venue Support Officer has settled in well and has identified
and implemented a number of changes to improve customer experience and produce efficiencies
for the centre.
4. SYSTEMS & PROCESSES AND OTHER MATTERS
Regular reviews and updating of operational systems and processes remains ongoing and will
continue with reference to the service review and business plan. Management will soon
commence the process of developing an updated business plan to steer the facility over coming
years.
The J’s rear deck was recently inspected by a structural engineer in order to accurately ascertain
its current condition and provide recommendations for required works. While the report revealed
a level of remedial works are required for the sub-structure, the overall condition was assessed
as being better than anticipated. Once the recommended remedial works have been completed,
the deck shouldn’t require any further major works over the coming 5 years.
Page 48 of 60
Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Storage issues continue at The J and have been exacerbated by USC recently identifying a
storage room utilised by The J is in fact part of the USC lease area. As a result, The J has lost
access to this room and materials previously stored in it are being temporarily housed throughout
the venue. Management have identified possible storage solutions and will seek capital funding
to activate them as a high priority. As an added bonus, some proposed solutions will also
improve WHS practices within the facility.
A majority of The J’s AV equipment is now over a decade old and much of it is nearing end of life.
With technology in this space advancing rapidly and customer expectations increasing in line with
this, The J will need to continue to renew AV equipment on a regular basis. Council’s recent
provision of capital funding for some renewal has been appreciated and a similar provision for
2019/20 will be sought. In addition, The J’s major PA system has recently experienced faults and
required repair, with technicians recommending full replacement in the near future. This will be a
large expense for the facility and again capital funding will be sought.
As agreement has been reached around the reduction of box office hours and other measures
designed to encourage a greater proportion of online ticket sales, the functionality of The J’s
current ticketing system takes on an even greater importance. As such, staff have commenced
consideration of the performance of the current system and will soon look to compare its
offerings to alternative systems with the view to ensuring the best possible customer experience.
FUTURE DIRECTION
The J
The J will continue to operate as a multipurpose community venue that caters for a wide
range of events, users and activities. It is envisaged that the increase in activity will continue,
however theatre/auditorium availability is becoming more limited, particularly between July
and December due mostly to popular events being held during this period (Noosa Alive, film
festivals, end of year/season performances, and Christmas events).
Development of an updated business plan.
Consideration of the best ticketing system for The J moving forward.
Continue to foster a positive relationship with USC and welcome the new International
Development Department in February 2019.
Ongoing liaison with Noosa FM Community Radio to finalise their new lease (as per Council
agreement late in 2018) and monitor their ability to meet the lease requirements.
Continued refinement of The J’s digital marketing initiatives, to build on an already very
strong platform.
Further consideration of future capital works funding, including the provision of additional
storage, remedial deck works, improved loading dock area and AV equipment renewals.
Ongoing consideration of energy efficiency initiatives, including additional LED lighting, in
consultation with the ZEN team.
BCC
Continue to support our tenants within BCC.
Negotiate lease agreement of the Annexe building with Montessori Noosa, commencing
2020.
Previous Council Consideration
Nil.
Page 49 of 60
Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of The J’s and BCC’s day-to-day operations.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 50 of 60
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
11 NOOSA LEISURE CENTRE (NLC) - HALF-YEARLY REPORT TO 31 DECEMBER 2018
DOCUMENT INFORM AT ION
Author Noosa Leisure Centre Coordinator, Cathy Simon
Community Services Department
Index ECM /Subject / 72.03 Noosa Leisure Centre
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Leisure Centre Coordinator to the Services &
Organisation Committee meeting dated 12 March 2019, providing an update on the activities of
the Noosa Leisure Centre for the period 1 July 2018 to 31 December 2018.
REPORT
The purpose of this report is to advise Councillors of the Noosa Leisure Centre’s (NLC) activities
for the period ending 31 December 2018.
The NLC caters for badminton, futsal (indoor soccer), netball, basketball, volleyball, pickleball,
kids’ playroom, group fitness classes, indoor rock climbing and corporate training with activities
comprising Council programs, school sessions, special events and venue hire. Meeting and
conference rooms are also available for hire. The indoor rock climbing is run by an external
contractor.
1. FINANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management and improve
revenue through innovative and entrepreneurial approaches, whilst minimising operational costs.
NLC financial performance for the period ending 31 December 2018
2018/19 2018/19
Statement of Income and Current YTD 2018/19 % YTD
Expenses Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 536,135 270,995 289,053 53.9% 18,058
Total Expenditure 1,078,880 543,822 525,060 48.7% 18,761
Operating Result (542,745) (272,827) (236,007) 36,819
Expenditure Summary
Employee Benefits 432,957 216,271 222,538 51.4% (6,267)
Materials & Services 342,944 175,790 150,777 44.0% 25,013
Finance Costs 0 0 (49) 100.0% 49
Other Expenses 3,129 1,565 1,565 50.0% 0
Depreciation & Amortization 86,707 43,354 43,354 50.0% 0
Internal Charges 213,142 106,843 106,877 50.1% (34)
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 1,078,880 543,822 525,060 18,761
Page 51 of 60
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Half-yearly performance shows a favourable result in both revenue and expenditure. As a whole,
the centre bettered budget by $36,819.
Total revenue exceeded budget by $18,058, largely due to the strong performance of the group
fitness program, with revenue up $22,680 on budget. Group fitness revenue has benefitted from
strong membership growth at NLC which has been driven by an enhanced range of membership
inclusions and more active promotion of the centre. New membership inclusions comprise line
dancing and qigong classes and social ball sports including netball, pickleball and badminton.
Membership numbers have grown from 121 on 31 Dec 2017 to 183 on 31 Dec 2018, a 51%
increase. During the same period, the number of NLC visit pass holders fell slightly from 174 to
169.
The Kids’ Playroom also performed strongly during the period, finishing the half-year $2,177
ahead of budget, with attendance numbers up 5% compared to the same period last year.
The $18,761 variance in expenditure was primarily due to two areas:
1. Building and facilities maintenance (contract services) was underspent by $22,592, due to
scheduled maintenance being moved to the following quarter.
2. Casual penalty rates were over budget by $6,550 due to an increase of operational hours
on the weekends to accommodate the growing pickleball program (offset by revenue
growth) and the relocation of a mini library within the centre while the Noosa Library
refurbishment works were completed.
The below comparison of the past 4 years’ half-yearly financial performance reveals continued
strong revenue growth at NLC. It also shows relatively minor increases in controllable expenses,
a fact which has helped improve the net operational performance of the facility. A decrease in
internal charges, due mainly to changes in cost allocation methodology, is also evident in
2018/19.
Page 52 of 60
Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Historical half-yearly financial performance - Noosa Leisure Centre (NLC)
2015/16 YTD 2016/17 YTD 2017/18 YTD 2018/19 YTD
Revenue actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec
41103 - Other - Sales - Bar & Kiosk Sales (4,626.63) 0.00 0.00 0.00
41154 - Venue Hire (80,402.86) (78,622.47) (84,361.32) (87,537.29)
42019 - Other - Sales - Food (94,073.00) (88,380.43) (91,723.45) (86,911.66)
42020 - Other - Sales - Retail (62.72) (189.10) (2,771.41) (1,187.77)
42074 - Group Fitness Revenue (35,254.63) (60,373.15) (57,929.11) (85,589.92)
42076 - Creche Revenue (2,952.89) (5,193.98) (4,469.34) (4,301.09)
42077 - Kids Playroom Revenue (8,137.12) (7,008.35) (9,586.39) (10,122.75)
42078 - Sports Program Revenue (10,571.04) (10,143.65) (11,307.11) (13,402.72)
(236,081) (249,911) (262,148) (289,053)
Controllable expenses
6EX01 - Employee Benefits 204,051.32 207,780.81 200,359.30 222,537.76
6EX03 - Materials & Services 142,624.45 148,147.48 169,437.70 150,776.62
6EX06 - Other Expenses 1,411.30 1,460.60 1,511.70 1,564.60
348,087 357,389 371,309 374,879
Net operating result -112,006 -107,478 -109,161 -85,826
Uncontrollable expenses
6EX04 - Depreciation & Amortization 70,828.80 37,414.15 40,568.52 43,353.54
6EX12 - Internal Charges 76,108.54 73,962.16 152,145.18 106,877.04
146,937 111,376 192,714 150,231
Total operating result -258,944 -218,854 -301,874 -236,056
2. CUSTOMERS
NLC recorded 67,930 YTD attendances, up 11% from the previous year’s corresponding total of
61,056. The relocation of a mini library to NLC during this period contributed to the higher half-
yearly attendance numbers, along with the enchanted balloon forest display held in August.
NLC attendance comparison
80,000
70,000
60,000
50,000
61,056 67,930
40,000
30,000
20,000
10,000
2017/18 2018/19
Page 53 of 60
Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
STAFFING
NLC has one full-time member of staff (NLC Coordinator) and approximately 15 casual staff.
Apart from the usual operational staff matters, there are no other staffing issues of significance to
report.
3. SYSTEMS, PROCESSES AND OTHER MATTERS
Annual audits of the basketball structures and stadium fans have been completed, with the
external basketball backboards replaced in October as a result.
An upgrade of the stadium’s deteriorated skylight sheeting was competed in December, with the
stadium now brighter and leak-free.
4. FUTURE DIRECTION
Works continue to improve the centre’s aesthetics, with an upgrade of the worn and damaged
carpet in the crèche and downstairs group fitness room scheduled for early 2019. Painting of
the kids’ playroom and crèche will follow in the last quarter of the year.
Ongoing negotiations with NDBA to continue regarding usage agreements and recent
request for proposed booking changes.
Review of current court usage arrangements with long-term user groups.
Continue to work with ZEN project team regarding upgrade of remaining lights throughout
centre to LED.
Continue to monitor and review attendance numbers to NLC programs to ensure programs
continue to represent a viable ongoing offering. This also includes programming of the
downstairs group fitness room, to incorporate new clients with existing NLC programs.
Further consultation with NLC clients regarding logistics to accommodate a large special
event booking and pickleball tournament throughout 2019.
Previous Council Consideration
Nil.
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of NLC’s day-to-day operations.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
Page 54 of 60
Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 55 of 60
Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
12 NOOSA COMMUNITY SUPPORT (NCS) - HALF-YEARLY REPORT TO 31 DECEMBER
2018
DOCUMENT INFORM AT ION
Author Noosa Community Support Coordinator, Greg Tucker
Community Services Department
Index ECM/ Subject/ 1.05 Community Support Management
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Community Support Coordinator to the Services &
Organisation Committee meeting dated 12 March 2019, providing an update on the activities of
Noosa Community Support for the period 1 July 2018 to 31 December 2018.
REPORT
The purpose of this report is to advise Councillors of the Noosa Community Support (NCS)
activities for 1 July 2018 to 31 December 2018.
NCS receives funding from the Commonwealth Home Support Program (CHSP – over 65 yrs.)
and the State Queensland Community Care program (QCC – under 65 yrs.) to provide the
following services:
Domestic assistance.
Social support – individual.
Allied health care.
Personal care.
Social support – group.
Flexible respite.
Case management.
Counselling /support, information and advocacy.
Transport.
Home maintenance.
Home modifications.
Goods, equipment and assistive technology.
It also receives funding from the State Home Assist Secure (HAS) program to provide:
Information and referrals regarding home safety and security.
Home maintenance.
Home modifications.
Page 56 of 60
Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
1. FINANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management, and
improving revenue through innovative and entrepreneurial approaches, whilst minimising
operational costs.
NCS financial performance for the period ending 31 December 2018
Statement of Income and 2018/19 2018/19
Expenses Current YTD 2018/19 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 2,984,584 1,992,095 2,002,991 67.1% 10,897
Total Expenditure 2,984,584 1,509,368 1,513,323 50.7% (3,955)
Operating Result 0 482,726 489,668 6,942
Expenditure Summary
Employee Benefits 1,813,222 909,564 881,607 48.6% 27,957
Materials & Services 666,297 347,272 377,889 56.7% (30,617)
Finance Costs 0 0 (1) 100.0% 1
Other Expenses 528 264 264 50.0% 0
Depreciation & Amortization 39,501 19,751 19,751 50.0% 0
Internal Charges 465,036 232,518 233,813 50.3% (1,295)
Competitive Neutrality 0 0 0 0.0% 0
Total 2,984,584 1,509,368 1,513,323 (3,955)
Noosa Community Support
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Operating Result
2018/19 2018/19
YTD YTD
Budget Actuals
Page 57 of 60
Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
NCS operates under funding agreements with both the State and Federal Governments. The
requirements of the various funding agreements dictate that NCS should aim to perform to a
‘zero bottom line’ standard, i.e. that all funding received should be fully expended on relevant
programs and services.
YTD financial performance shows NCS is tracking very closely to budget, with minimal notable
variances in both revenue and expenditure. Minor savings are visible in employee benefits but
this is completely offset by additional materials and services contractor expenses incurred to
deliver required services.
2. CUSTOMERS
NCS Summary YTD Outputs
1 July 2018 to 31 December 2018
Service Services provided
Allied Health Care 392
Case Management 53
Social Support - Group 4,742
Counselling/support info and advocacy - client 62
Domestic Assistance 2,038
Home Maintenance 1,636
Home Modification 395
Personal Care 425
Flexible Respite 190
Social support - Individual 1,307
Transport 8,483
Total 19,723
The eleven listed services have delivered a total of 38,286 hours of service to NCS clients during
this period.
Noosa Home Assist Summary YTD Outputs
1 July 2018 to 31 December 2018
Information & Referral Measures
Total clients received info & referral 203
Home Maintenance
HAS staff total output hours 548
Households receiving service for first time 117
External contractors total outputs hours 962
Page 58 of 60
Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
3. STAFFING
A number of staff have requested a slight reduction in their hours as they look to enjoy more time
away from their roles. Management have generally been receptive of such requests and have
looked for ways to streamline operations in order to accommodate the requests. This process
has also helped identify possible savings avenues should they be needed if funding reduces in
2019/20 or beyond.
The NCS Coordinator has indicated he will retire at the end of the 2018/19 financial year and as
such there will be a need to fill this role in the second half of the year. There are no other staffing
matters of significance to report.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
Recent achievements and initiatives at NCS include:
Implementation of a contract management register in TRACCs (the centre’s management
software).
Implementation of a staff compliance register in TRACCs.
Upskilling of Community Care Assistants in basic IT. This will continue as an ongoing
process.
Finalisation of new client intake and administration procedures to meet the new Aged Care
standards.
Completion of annual customer survey. Results showed very positive feedback regarding the
centre and the broader suite of NCS services.
The new art therapy program at Peregian Beach Community Hub has proved to be very
popular and sucessful.
With the National Disability Insurance Scheme (NDIS) now rolling out in the Noosa region, NCS
stand to lose a portion of current state QCC funding. Some clients currently eligible under this
scheme will transition to the NDIS and once this occurs, their QCC funding will be reduced
accordingly.
From 1 July 2019, the QCC funding stream will cease to exist and will be replaced by
Queensland Community Support Scheme (QCSS) funding. Applications for the QCSS funding
were recently invited via public tender and NCS submitted an application. The outcome of the
funding application will not be known until May 2019 but it is almost certain that NCS will
experience a level of funding reduction from the state government. It is also possible that NCS
may lose the full funding amount provided by QCC funding, currently approximately $440k p.a.
Management are monitoring this situation as closely as possible but unfortunately there’s nothing
that can be done to fast-track the outcome of the funding application. In positive news, NCS has
secured an additional $48k p.a. recurrent growth funding for home modifications under the CHSP
program. This will go someway to partially offsetting any lost QCC funding. In addition, NCS have
completed an expression of interest for further CHSP growth funding which is being provided for
innovative service delivery initiatives. The outcome of whether NCS will proceed to the next stage
of the application should be known in March 2019.
Page 59 of 60
Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MARCH 2019
5. FUTURE DIRECTION
Management priorities for the remainder of the year include:
Implementation of an upgraded telephone system which will allow admin staff to assist
service delivery staff with the increased number of client callers who require clarity with the
new My Aged Care processes.
Awaiting the outcome of the centre’s application for QCSS funding. More information will be
forthcoming in May 2019. Once the application outcome is known, management will plan for
adjusted operations accordingly.
Continued progression on integrating TRACCS invoicing with T1.
Investigating new centre management systems that are capable of providing a better
experience to customers and staff alike.
Previous Council Consideration
Nil.
Finance
Refer to Section 1 of this report.
Risks & Opportunities
As already outlined, NCS is facing the strong possibility of funding loss due to changes to the
QCC funding scheme. To help mitigate the impact of this possibility, management are taking
actions to streamline operations and reduce costs. Given the requirement for NCS to operate to a
zero bottom line, any loss of funding will trigger cost reduction measures.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer Community Development x Financial Services
Executive Support x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development 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 60 of 60